TM CORPORATE ENTREPRENEURSHIP

Transcription

Boardview
E n h a n c i n g
B o a r d
E f f e c t i v e n e s s
www.m inda .c o m .my
Issue No.15 January-March 2016
KDN No: PP16092/12/2013(033154)
TAN SRI DATO’ SRI ZAMZAMZAIRANI
TM CORPORATE
ENTREPRENEURSHIP
FEATURE
The Dangers of
Charismatic
Leadership
Pathways to
Directorship
MINDA represents all Malaysian Corporate Directors as mandated by Securities Comm ission Malaysia
Contents
Issue no.15 January - March 2016
Boardview
E n h a n c i n g
B o a r d
E f f e c t i v e n e s s
www.m inda .c o m .my
Issue No.15 January-March 2016
KDN No: PP16092/12/2013(033154)
TAN SRI DATO’ SRI ZAMZAMZAIRANI
TM CORPORATE
ENTREPRENEURSHIP
FEATURE
The Dangers of
Charismatic
Leadership
Pathways to
Directorship
Feature Articles
05 TM Corporate
Entrepreneurship – Tan Sri
Dato’ Sri Zamzamzairani
MINDA represents all Malaysian Corporate Directors as mandated by Securities Comm ission Malaysia
10 Governance Elements
EDITORIAL TEAM
Editor In Chief
Zakie Ahmad Shariff
11 The Dangers of
Content Management
Mazni Ahmad Norilah
Premkumar
Diana Seow
Simren Kaur
Shahida Zeri
Charismatic Leadership
14 What It Takes to be A
REGULARS
Communications and Marketing
Diana Seow
Simren Kaur
Shahida Zeri
The Light: Emerging From a
Compliance Failure
27 Programme Highlights
22 Pathways to Directorship
33 MINDA Public
BOARDVIEW is a complimentary
quarterly publication by MINDA. The
views of and opinions expressed in
this publication do not necessarily
reflect those of MINDA, its
management or its editorial staff. All
information is correct at time of print.
Good Board Member
18 Out of The Tunnel & Into 26 Book Review
Programme Calendar 2016
34 MINDA Professional
Membership
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3
Farewell Note
A Journey Comes to an End…
“Great is the art of beginning,
but greater is the art of ending.”
- Henry Wadsworth Longfellow
A
nother year has come and gone, in seemingly speed-of-light fashion. I have spent a
good 7 years in MINDA beyond my retirement age and the time has come for me
to enjoy my hobbies and spend more quality time with my family. The baton is now
passed on to Mr Zakie Ahmad Shariff to lead MINDA in its new role. Zakie officially
takes over my office on 1 March 2016.
Dato’ Abdul Aziz Abu Bakar
Former CEO
Boardview continues to bring exhilarating cover personality, gripping articles, relevant
performance and more benchmark reports to light. We are delighted to feature Tan Sri
Dato’ Sri Zamzamzairani Mohd Isa, Group CEO of Telekom Malaysia (TM) as our
cover personality for this issue.
As you are aware, TM was named as the distinct recipient of the Top Transparency
recognition award in 2015. At the same time, Tan Sri Zam also received the “CEO of
the Year” at the 2015 Malaysian-ASEAN Corporate Governance awards. With that,
Boardview tracked him down amidst his busy schedule to get him to share with us
his governance practices and leadership which has led the company to achieve such
accolades.
What It Takes to be A Good Board Member is another interesting read in this issue by our
new CEO, Mr Zakie, which encompasses roles and responsibilities with certain skill
sets and talent to truly become a good board member in an organisation. Ultimately,
effective Boards are the result of good individuals working collectively as a team, with
skills and expertise tailored to address an organisation’s specific needs and context.
Across the globe, this issue also features Pathways to Directorship by Tony Featherstone,
a former managing editor of Business Review Weekly and Shares magazines. In his
piece, he wrote that many directors pursue board positions because they want to remain
engaged in business after a successful executive career, be challenged by board work and
stay connected with their peers. More great insights on page 22.
On a separate note, I wish to congratulate our first batch of admitted professional
members. I would like to encourage more corporate directors to join us as professional
members to enhance their directorship credibility. And to all our articles contributors,
my sincerest gratitude goes out to all of you.
I wanted to take a moment to say farewell and let you know how much I have enjoyed
my time here and I appreciate having had the opportunity to work with you. Last but
not least, thank you for your support and I wish all fellow directors and MINDA all the
best in their future endeavours. Till we meet again…
boardview
4
Welcoming Note
Towards a New Beginning
“One's destination is never a place,
but a new way of seeing things.”
- Henry Miller
T
he quote above is especially apt, as an introduction to my new role as the
Editor-in-Chief of this very important and prestigious publication, and
as the new CEO for MINDA. I consider this appointment an exciting
opportunity for me to guide this magazine in its future directions, and to serve
academy alumni and members in their board leadership endeavours.
Zakie Ahmad Shariff
Boardview has been left in great shape due to the committed leadership and
superb vision of the outgoing E-i-C, Dato’ Abdul Aziz Abu Bakar, and the joint
efforts and dedication of a wonderful team of Content Management (CMs)
and Communications and Marketing members.
During his seven years as EiC, Dato’ Aziz has personally been engaged in
placing Boardview well above similar publications in the same space. We thank
and congratulate Dato’ Aziz for this fine achievement.
Following in the footsteps of Dato’ Aziz and filling his large shoes is a challenging
task; it is my hope and intent to maintain and improve the high standards of
excellence already achieved under his inspiring leadership. Without changing
the course of publication in any fundamental way, I shall continue Boardview’s
broad vision of publishing important articles on various aspects of board
leadership and corporate governance and I will work closely with the editorial
team to manage Boardview in the same efficient way.
With MINDA’s committed editorial team, and the ideas and dedication
of individuals, advocates, and partners across the spectrum, I know we can
achieve our goal of making Boardview an even more relevant and successful
publication for our readers.
I end this message by sharing with Dato’ Aziz, the team’s best wishes. We will
miss him dearly and we will remember him fondly.
I look forward to a bright future for Boardview and MINDA.
boardview
5
Cover Personality
TM Corporate
Entrepreneurship
Delivering Convergence and Digitalisation to Make Life and Business Easier
- Tan Sri Dato’ Sri Zamzamzairani
By Boardview Editorial Team
6
Cover Personality
Corporate entrepreneurship is an exciting new area where many existing
businesses are exploring and engaging in. What exactly is corporate
entrepreneurship? It is the development of new ideas and opportunities
within large or established businesses, directly leading to the improvement
of organisational profitability and an enhancement of competitive position
or the strategic renewal of an existing business. The notion of innovation is
at the very core of corporate entrepreneurship and is responsible for driving
calculated and beneficial risk-taking. Corporate entrepreneurship has the
ability to even alter the balance of competition within an industry or create
entirely new industries through this act of internal innovation.
O
ne of the GLCs that passionately believes in corporate
entrepreneurship is Telekom Malaysia Berhad (TM),
spearheaded and driven by its Group Chief Executive
Officer, Tan Sri Dato’ Sri Zamzamzairani Mohd Isa.
TM’s vision is “To Make Life and Business Easier,
For a Better Malaysia”. Tan Sri Zamzamzairani, in an
interview recently, shared his thoughts on corporate
entrepreneurship and how it has become an integral part
of TM’s growth and continued success.
Nurturing businesses in formative stages
According to Tan Sri Zamzamzairani, things are evolving
rapidly in terms of demand and consumption and
increased digitalisation of lifestyles and business. These
promise a lot of opportunities for telcos to constantly
evolve to meet these challenges.
Tan Sri Zamzamzairani highlights the four key areas to
keep in mind when nurturing new businesses:
Creating, developing and sustaining
new businesses
Tan Sri Zamzamzairani believes that corporate
entrepreneurship is especially crucial for large companies
as it enables these organisations – that are traditionally
averse to risk-taking – to innovate and drive leaders
and teams toward an increased level of corporate
entrepreneurship. He notes it is quite heartening to
see the success of the GLC Transformation (GLCT)
Programme as it is obvious that for the most part, the
objectives set out ten years ago have been met. As for
TM itself, the next stage of transformation is from being
Malaysia’s Broadband Champion to becoming Malaysia’s
Convergence Champion.
Structural
Realignment
Clarity of Vision
NURTURING NEW
BUSINESSES
Human Capital
Development
Transformation
in Customer
Experience
He feels that Clarity of Vision will lead to a more focused
approach in expanding the core business. Structural
...the first inflection point was in 2008 when TM’s fixed line was declining and
there was a need to make significant investments to transform TM into a serious
broadband player with High Speed Broadband (HSBB)
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7
Cover Personality
Realignment will ensure better support to new business
areas from budget to resources to management support.
The CEO adds that TM is “guided by the Information
Exchange (connectivity) and Innovation Exchange
(services / devices that drive usage of connectivity)
vision which underpin the larger transformation journey
towards becoming a Convergence Champion and that
being a Convergence Champion means delivering on
TM’s brand promise of making life and business easier”.
...the Company is at its second
inflection point, which involves
significant investments
to transform TM into a
Convergence Champion.
Process and challenges in new
product offerings
Tan Sri Zamzamzairani recalls that the first inflection
point was in 2008 when TM’s fixed line was declining
and there was a need to make significant investments
to transform TM into a serious broadband player with
High Speed Broadband (HSBB). He believes now in
2016, the Company is at its second inflection point,
which involves significant investments to transform TM
into a Convergence Champion.
TM Citizens Embody KRISTAL Core Values
• Total Commitment to Customers
• Uncompromising Integrity
• Respect and Care
TWP Pillars Which Create Passion
• To Bring About Positive Change
• To Deliver Customer Centricity
• To Become a Performance-Based Culture
TM’s business strategy revolves around four strategic
thrusts i.e. COOL:
Customer Centricity
and Quality
Improvements
Leadership Through
Innovation and
Commercial Excellence
COOL
One Company
Mindset with Execution
Orientation
Operational
Excellence and Capital
Productivity
Challenges in Human Capital Development
He acknowledges the challenges in managing human
capital and how TM has transformed and embedded
the productivity and innovation culture in its workforce.
During the interview, he explains that the guiding values
for TM’s culture of productivity and innovation is based
on the principles of KRISTAL and COOL, which in
turn, are kept energised by the 1TM spirit of Teaming
With Passion (TWP). These ensure that every TM
employee delivers results and goes beyond set targets,
and is emotionally connected and motivated to invest in
discretionary effort.
To remain competitive, TM launched UniFi Advance
Plan with speeds of 30Mbps and 50Mbps in October
2015. This was TM’s new founding platform for
convergence, where customers are given the choice and
flexibility to choose the add-ons they require according
to their lifestyle. TM is also set to launch its mobility
solution soon, and with it, TM will be offering Malaysians
converged offerings true to TM’s aspiration of “Life and
Business Made Easier”.
Strategies to ensure continuous success
of established business in the face of new
ventures with high levels of uncertainty
Tan Sri Zamzamzairani emphasises that TM is staying the
course with its established vision of becoming Malaysia’s
Convergence Champion and the No. 1 Converged
Communications Provider. However, as the market
landscape changes, TM must prepare itself to invest
for future growth amidst an increasingly challenging
environment.
TM’s strategies remain anchored on the “Information
Exchange” and “Innovation Exchange” vision in TM’s
ongoing transformation towards becoming a Convergence
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8
Cover Personality
There is no silver bullet for becoming
more entrepreneurial; it takes practice
and having the right people, processes
and environment to support and
sustain it over time.
Champion. Traditional connectivity services such as
broadband and data remain TM’s core business guided by
Information Exchange.
In order to remain competitive, TM is focusing on
two key areas for 2016; Delivering Convergence and
Digitalisation.
Convergence will be reflected by the customer value
proposition that TM aspires to deliver, which are realised
through three fundamental building blocks:
• Increased speed and coverage
• Higher speeds and seamless internet connection,
anytime and anywhere
• Fulfilment of customers’ various lifestyle needs and
business requirements
Tan Sri Zamzamzairani explains that TM is embarking
on Digitalisation in line with its efforts To Make Life and
Business Easier to accommodate the changing industry
landscape, trends, lifestyles and behaviours. This involves
redesigning the customer journey, including internal
processes to ensure that customers receive their desired
experience when interacting with TM across multiple
traditional and digital channels. He concludes by
adding that the underlying mind-set changes to execute
these strategies are continuous efforts in cultivating a
“Productivity and Innovation” culture in everything that
they do.
“Digitalisation will change the way we operate and
this would result in efficient cost savings in the future.
By going digital, we are investing in a different way of
doing things that will enable us to cut cost in the long
run. This, in a way will rebalance the number of physical
interactions (the old way) with digital interactions (the
new way)”, he shares.
CEO’s expectation of employees in newbusiness creation
“At TM, the productivity and innovation culture is
internalised within the employees in order to support
new-business creation in line with the delivery of our key
strategic thrusts of “Delivering Convergence and Going
Digital”, explains Tan Sri Zamzamzairani.
TM aspires, through its existing innovation ecosystem,
to continue to inculcate innovation as a culture within
the Company to ensure that new ideas generated, both
internally and externally, are not wasted.
“Productivity efforts within TM will be broadened
beyond manpower. TM is also reprioritising productivity
initiatives by refocusing on the fundamental basics of
operational productivity to ensure results are achieved,”
he adds further.
Leaders trapped by conventional thinking
instead of adapting and innovating
(corporate entrepreneurship)
Tan Sri Zamzamzairani explains that, “corporate
entrepreneurship is designed to enable organisations to
become more entrepreneurial. There is no silver bullet
for becoming more entrepreneurial; it takes practice and
having the right people, processes and environment to
support and sustain it over time. Those organisations
that have been successful in building entrepreneurial
capabilities statistically perform better.”
Finding the balance between old systems
and new systems
It was acknowledged by Tan Sri Zamzamzairani that the
initiatives and plans identified by TM require significant
investment in revamping IT systems and network
architecture and that these investments are necessary to
transform TM into a Convergence Champion for future
growth.
Once the majority is
entrepreneurial and innovative,
the rest will follow suit.
boardview
9
Cover Personality
The telco industry is highly competitive and innovative and it is all about
customer experience and service quality. In this context, corporate
entrepreneurship helps develop new ideas and opportunities which contribute
directly to the improvement of organisational profitability. It also enhances an
existing business’ competitive position and facilitates strategic renewal.
He adds that in any organisation, there will be parties
that embrace the conventional way of thinking. What
is important is that the majority of the staff are eager
for innovation and change. Once the majority is
entrepreneurial and innovative, the rest will follow suit.
Addressing internal resistance
The role of management in corporate entrepreneurship
is to promote and facilitate strategic innovation. This is
different from its traditional role of business and financial
target setting. Leaders of corporate entrepreneurship
should also set examples that show best practices meant
to inspire others.
“There will always be internal resistance to change, but
managing the smart way is important,” says Tan Sri
Zamzamzairani.
He speaks of the need for continuous efforts to reduce
internal resistance by embracing:
- Continuous staff communication on redeployment
and mobility of workforce in order to get support
- Conducting joint productivity workshops to boost
the understanding of staff in the areas that they have
to improve on
- Creating good rapport and communication towards
union/staff, so that they will see themselves as an
extension of management
-
Continuously enhancing the skills of the workforce to
ensure that they can adapt to current needs and the
evolving environment
Leadership to create social or
economic value in TM
The High Speed Broadband (HSBB) project is an
example where leadership in implementation provides
great benefits towards the nation.
As Tan Sri Zamzamzairani proudly points out, “The
success of the HSBB project was known for its fast and
cost effective roll-out that has elevated the nation as having
the highest number of high speed broadband subscribers
in South-east Asia and having the most acknowledged fast
track project roll-outs globally.”
Following the success of HSBB, TM is now involved in
the new High Speed Broadband Phase 2 (HSBB2) and
Sub Urban Broadband (SUBB) projects. These are prime
examples of corporate entrepreneurship. The HSBB2 and
SUBB are set to benefit even more Malaysians, including
those in the suburban areas. Malaysians will have world
class network infrastructure and superfast connectivity,
which will help boost the development of ICT-related
industries and achieve the Government’s aspiration of
transforming Malaysia into a high-income nation.
HSBB2 will also see the expansion of the previous HSBB
infrastructure, covering other priority economic areas
such as state capitals and selected major towns. The
SUBB project on the other hand, will cover suburban
and rural areas. Both projects will cover industrial zones
throughout the country, public universities, institutions
of higher education (Institut Pengajian Tinggi Awam or
IPTAs), private institutions of higher education (Institut
Pengajian Tinggi Swasta or IPTS), matriculation colleges
and other government colleges.
Parting Thoughts
Tan Sri Zamzamzairani concludes by stating that, “The
telco industry is highly competitive and innovative and
it is all about customer experience and service quality. In
this context, corporate entrepreneurship helps develop
new ideas and opportunities which contribute directly
to the improvement of organisational profitability. It also
enhances an existing business’ competitive position and
facilitates strategic renewal. At TM, we are committed to
our vision. We want to “Make Life and Business Easier,
For a Better Malaysia”. BV
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11
Featured Article
The Dangers of J
Charismatic
Leadership
ack Welch believed effective leaders exhibit four
characteristics: personal energy; the ability to energise
others; the ability to execute; and the ability to make
the tough decisions, which he called an edge. These were
his 4E’s of leadership. If what we want is charismatic
leadership only, he was right. Charismatic leadership has
been much admired in the past thirty years as a result of
the media and Hollywood creating superstar CEOs – the
boardroom equivalent of Superman. However, charismatic
leadership has three potentially serious dangers: selfimportance and ego; intolerance of different opinions;
and dependent subordinates afraid to be accountable.
By Datuk John Zinkin
The Chinese philosopher, Lao Tzu, recognised these
drawbacks nearly three thousand years ago when he
defined great leadership:
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12
Featured Article
“A leader is best when people barely know he exists, not
so good when people obey and acclaim him, worst when
they despise him. But of a good leader, who talks little,
when his work is done, his aim fulfilled, they will say,
‘We did this ourselves’.”
Self-importance and ego
I remember a CEO of Wesfarmers, one of Australia’s
leading public companies, being asked what the secret
of his success was. His answer was: “I take my job very
seriously, but I do not take myself seriously at all.”
Successful, charismatic leaders can become selfimportant and driven by the need to feed their egos.
The bankruptcies of Bear Stearns, Merrill Lynch, and
Lehman Brothers were in large part the result of the
egomania of their previously highly successful CEOs.
The same might be said of the problems faced by
Manchester United – Sir Alex Ferguson failed to create
an institution that could thrive after his departure – Lao
Tzu’s key test of leadership.
The media and Hollywood are responsible for this cult
of the iconic CEO. Business success is the result of the
brilliance of the CEO while the rest of the organisation
– its people, products and systems – are ignored.
Followers are also to blame when their leaders become
too obsessed with “I” and forget about “We” – Lao Tzu’s
point. Followers who know too much to their leaders
will gradually turn the most empathetic and humble
leaders into self-important autocrats. Medieval Europe
understood this and kings had court jesters whose role
was to point out their fallibility and self-importance.
Culture plays its part too. In so-called “High Power
Distance” cultures where attention to protocol and
keeping one’s distance from the people one leads is
regarded as essential, it is really hard for leaders not to
become self-important and cut off from reality.
Intolerance of different opinions
Charismatic leaders’ personal energy and their ability to
energise others too often translate into an excessive focus
on the leader’s way of doing things, captured in the phrase
“My way or the high way”. Sir Alex Ferguson was famous
for his intolerance of divergent opinions.
The advantages of such an approach are that everybody
knows what is expected of them, how they are expected
to perform and time is not wasted debating alternative
ways of doing things. This may work well in a stable,
unchanging environment, but is likely to lead to failure in
a dynamic, changing world where the past is not a good
guide to future success – i.e. today’s business conditions
or the EPL.
Increasingly companies are coming to accept that diversity
of thinking and challenge of the status quo leads to better
long-term success. Diversity of thinking reduces the
dangers of groupthink which blinds the organisation to
external change that undermines or destroys its existence.
The sources of such change can be political, economic,
social, technological, legal or environmental. Openmindedness is essential if the dangers posed by such
changes are to be spotted in time. This requires persistent,
constructive challenging of the status quo and a rejection
of the mindset of “If it ain’t broke, don’t fix it” – best
achieved through scenario thinking and pre-mortems
where alternative approaches and exploring what could
go wrong are used to stress test assumptions.
Successful charismatic leaders must exercise empathy
and recognise that despite their past track record of
success, they remain fallible and that the world around
them may have moved on. Above all, they must refrain
from “shooting the messenger” when they hear things
they do not like. This means recognising, as Alfred
Sloan the founder of General Motors did, that dissent is
Successful charismatic leaders must exercise empathy and recognise that
despite their past track record of success, they remain fallible and that the
world around them may have moved on.
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13
Featured Article
I wonder how many leaders pass Lao Tzu’s three tests: keeping
their egos under control; nurturing the “courage to speak truth to
power”; and developing empowered subordinates capable of taking
their organisation to the next level.
a sign of loyalty rather than disloyalty and creating an
environment where people have the “courage to speak
truth to power”.
Dependent subordinates
Even if charismatic leaders do not use fear or force to
get their way, the sheer forcefulness of their personalities
and their ability to communicate may intimidate
their followers. If, in addition, leaders fail to delegate
effectively, they will keep their subordinates in a state
of permanent dependency – unable or unwilling to take
independent decisions.
This leads to five problems. First, the leader becomes
a bottleneck in decision-making. Everyone has to wait
for his or her sign-off. Second, subordinates are afraid
of misinterpreting what the leader is presumed to want.
This leads to self-censorship and second-guessing. This
is made worse if the leader is deliberately ambiguous
or gives unclear direction. In such circumstances,
subordinates need a PhD in telepathy to succeed because
only then they will know what their leader wants even
though he or she has not told them! Third, subordinates
become unwilling to experiment because of their fear
of failure and reprimand. This is serious because it
undermines their ability to adapt to changing conditions
and it makes it difficult for them to innovate – both
essential if the organisation is to flourish. Fourth, it
prevents personal growth and development since making
mistakes is an essential part of learning. It also allows
subordinates to remain unaccountable for the ethical
consequences of their actions. They can plead that they
were just following orders. Fifth and most important,
second-liners may become too mediocre to be suitable
successors as a result of the way they have been hired,
developed and promoted by charismatic, self-important
and overbearing leaders – a charge that has been made
about Sir Alex Ferguson’s succession planning by Rory
Smith writing for ESPN.
I wonder how many leaders pass Lao Tzu’s three tests:
keeping their egos under control; nurturing the “courage
to speak truth to power”; and developing empowered
subordinates capable of taking their organisation to the
next level. Boards might be well advised to remember
these tests when appointing and evaluating CEOs. BV
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. John has over 40 years of experience
in business, of which 28 have been in Asia, holding senior line
management and corporate strategy/business development
positions in major multinational manufacturing, marketing, and
consulting companies.
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Even if charismatic leaders do
not use fear or force to get their
way, the sheer forcefulness of
their personalities and their
ability to communicate may
intimidate their followers.
boardview
14
Featured Article
What It Takes to
be A Good Board
Member
By Zakie Ahmad Shariff
Have you ever thought about what it takes to be a good and effective
Board member? You see, the Board of a company is the highest
leadership platform in the governance structure of a company. The
Board represents a myriad interest groups: shareholders, stakeholders,
and yes, the company itself. Sure, being selected to join a company’s
Board is an honour and privilege, but it comes with roles and
responsibilities that require certain skill sets and talent.
boardview
15
Featured Article
“Leadership of an organisation may come in different packages.
But it’s got to be credible…
Overall, it’s about credibility, walking the talk.”
- Anne Mulcahy, Chairman Xerox
E
very company is unique. Each one has its own
objectives, missions and vision. The role that it plays
and the contributions it provides its community
and stakeholders are also unique. Therefore the role,
operating mode, and even the composition of its Board
has to be tailored to the company’s specific context – its
history, its current situation, and its priorities.
Second, the Board is convinced that you have good
Intent. This is to say that you are perceived as someone
who will not try to deceive or protect anyone, and that
you do not have hidden motive or agenda that will colour
your action. Good intent negates conflicts of interest – a
key element in good and fair decision-making.
In an era of increasing business and social challenges, and
sometimes boisterous demands for greater accountability,
I believe it is imperative that the nomination and
selection of Board members must follow a disciplined
and objective process, with clear and selection criteria
aligned with the needs of the company.
Third, the Board must be convinced that your Credentials
are excellent. The Board believes that you do, indeed, have
the expertise, knowledge, skill and capability in the area
in which you are called to contribute. It is important that
each Board member has real management or commercial
experience, including specific functional knowledge
which meets the organisation’s unique context.
As such, the composition of a Board requires careful
nomination of its members. While many an enlightened
Board will consider diversity among its members,
with a good mix comprising academics, professionals
representing areas of specific interests, gender and age,
one non-negotiable quality of a member is almost always
taken for granted: a member’s credibility.
And fourth, the Board must be convinced that you have
a good Track Record, and that you have demonstrated
your capabilities effectively in similar situations in the
past, and that you produce results, and that there is a
good reason to believe that you will do so now. Much
of the future of the company is dependent on this very
characteristic.
Just as a prosecuting lawyer will want a credible witness
on the stand, a good Board will want credible members
in its midst.
But, what defines the credibility of a
Board member?
If you are nominated, you must know that the Board
is convinced that you are a person of Integrity. By that
I mean that you are honest and congruent, and that
you have a reputation for being truthful and that you
would not lie. This characteristic speaks volumes at a
time when a strong, trust-based relationship is expected
to exist between the Board and management, with
the Board constructively challenging, and at the same
time, supporting management. Management, in turn, is
expected to interact and report to the Board in a similar
spirit and fashion.
It is important that each
Board member has real
management or commercial
experience, including specific
functional knowledge which
meets the organisation’s
unique context.
boardview
16
Featured Article
As many seasoned Board
member will affirm, the
success and influence of a
Board really depends on these
four issues: the collective
integrity, intent, capabilities
and results of the Board.
The way I see it, as leaders of their companies, Board
members are entrusted to oversee three primary roles:
1.Nominate, oversee and support the Chief
Executive Officer:
This role entails the Board to review the
CEO’s performance, support his work towards
institutional goals, and make recommendations
to the shareholders regarding extensions or
termination of his tenure.
2. Oversee the company’s finances and fundraising:
In this role, the Board is entrusted with the
authority to approve internal budget allocations,
oversee spending and set salaries, and oversee
investment decisions.
3. Safeguard the company’s mission:
As many seasoned Board member will affirm, the
success and influence of a Board really depends on
these four issues: the collective integrity, intent,
capabilities and results of the Board. It is what
makes the Board believable.
Here the Board is assigned to steer and approve
strategy, approve management decisions with
financial or talent development impact, set
operational policies, communicate with external
relevant stakeholders and institute a culture of
performance management.
Believability or the credibility of a Board is important
as board members will be held accountable by the
public for their stewardship of their organisations.
Through their oversight roles, Board members
are jointly and severally responsible for ensuring
their organisations set and follow clear strategies
aligned with their missions, all the while governing
themselves transparently.
These three basic roles depend a lot on the expert
and unbiased credentials of its Board members.
Expectations of Board performance will rise as the
organisation expands its clout. Members will be
required to contribute more time and possess more
applicable knowledge and skills so as to oversee their
institutions through their transformational journey.
Ultimately, effective Boards are the result of good
individuals working collectively as a team, with skills
and expertise tailored to address an organisation’s
specific needs and context.
But the start to this ever-improving process rests on the
existing credibility of the Board members. So, when
nominated, you have to ask – have you got what it
takes to be a good and effective Board member? BV
Just as there is no “one-size-fits-all” approach to
management, there is also no explicit formula for
developing and ensuring an effective Board. Both
are organic, people-driven and diverse, where
relationships and interpersonal skills are just as
important as well-crafted policies and procedures.
About the author
In an era of increasing business and social
challenges, and demands for greater accountability,
it is imperative that Boards rise to their new
responsibilities so as to enable active leadership and
the agility to respond to ever-changing external
contexts.
Zakie Ahmad Shariff is the new Chief Executive
Officer of Malaysian Directors Academy (MINDA)
and passionate about people and leadership
development. With believe we need people to help
us along the way, he postulates we can only go so
far by going it alone and integrity is needed to take
people along.
RELEVANT MINDA PROGRAMMES
• CDOP @ 25 & 26 Oct 2016
• CDAP: Finance @ 1 & 2 Sept 2016, KL
boardview
Board Effectiveness
Assessment (BEA)
Assessment gives the boards an opportunity to identify and remove
obstacles to better performance and to highlight best practices. MINDA
is committed to be the Centre of Excellence for directors and boards.
Our unique methodology for BEA goes beyond compliance issues to
examine board effectiveness across a broad range of measures to
ensure boards get the optimum value from it.
MINDA BEA Methodology
BUSINESS CENTRIC OPEN & ENGAGE
NEUTRAL
COMPARE
SUSTAIN
• Assessment takes
into account current
business situation
and future strategic
direction
• Conducted by
experienced
3rd party
facilitators that
are completely
objective
• Use past experiences
to provide analysis,
insights and
recommendations
• Special Board
Working session
with action plan
• SWOT analysis
• One-on-one
structured and
confidential
interviews
• 100% participation
• Incorporate key
management views
(BEA)
• Ability to give
constructive
inputs
• Benchmarked
against International
best practices
• Feedback session
with individual
director with
action plan
Have one today to give meaningful insights on the board and engage
the board of directors to work towards an aligned goals and strategy.
For more information, call +60 3 2780 5031 or email [email protected].
18
Featured Article
out of the
tunnel & into
the light:
Emerging from a
compliance failure
By Zaldwaynaka Scott, Laura Shores & Saul Morgensten
boardview
19
Featured Article
In December 2008, the U.S. Department of Justice (DOJ) and
German regulators announced a $1.6 billion settlement in the
Siemens case, $450 million of which was paid to DOJ, blowing
all prior records in foreign bribery prosecutions. In the years that
followed this settlement, the company conducted a very public overhaul
of its management structure and global compliance organisation.
Those efforts involved a number of significant changes to Siemens’
operations, aimed at reinforcing throughout the company’s, board’s and
management’s determination to operate the business in an ethical and
compliant manner.
I
t has since been reported that Siemens is more profitable
than it was before, suggesting that investing in and
communicating a strong compliance culture does
not hurt profitability and may, by enhancing corporate
reputation and employee morale, improve it.
For many corporations’ board members and
managements, the Siemens bribery prosecution was
a “let’s get serious” moment. Some initiated formal
assessments of the risk of a similar crisis occurring within
their own organisations. Many learned from that effort
that it takes more than instituting complex compliance
structures to address compliance risk. To prevent
compliance failures, a company must be prepared to
change the culture and ensure that company employees
are properly focused on doing business with ethics
and integrity. According to Siemens’ chief executive,
“operational excellence and ethical behaviour are not a
contradiction of terms. We must get the best business –
and the clean business.”
Where does a company start after a significant compliance
failure? An independent and thorough investigation, in
many instances, will provide a roadmap for correction, by
identifying rogue employees, failed internal controls and
risks. But there is scant reason to think that a company
and its employees will automatically learn from past
mistakes. An overhaul of its business and compliance
processes may be required, and attention to the culture
is a must.
Top down and bottom up
To begin the process of recovery, a corporate board and
senior executives must set a strong “tone at the top”.
This is critical in a weak global economy and a push for
business in emerging markets where conduct is often
governed by different legal standards. In this regard,
senior management’s perceived and continued tolerance
for misconduct can be devastating. A recent example
involves a large U.S. retailer reportedly who, despite
allegations that a division CEO was the key architect of a
foreign bribery scheme, publicly extolled his virtues and
gave him a promotion.
“Top” means very top: the board of directors. The
U.S. Federal Sentencing Guidelines requires boards to
exercise reasonable oversight in connection with the
implementation and effectiveness of the organisation’s
compliance and ethics programme. The Delaware
Chancery Court’s opinion in In re Caremark
International Inc. Derivative Litigation confirmed a
board’s fiduciary duty to oversee a corporate compliance
programme.
It is equally important to foster a culture and practice of
listening to what is being said by rank and file employees.
To begin the process of
recovery, a corporate
board and senior
executives must set a
strong “tone at the top”.
boardview
20
A staggering percentage of whistle-blowers
say that they reported suspected violations
internally before going to the government. An
effective system must be designed to ensure
that complaints are heard and properly vetted.
Implement a strong compliance
structure
Over the years, government regulators have
made known their views about the components
of an effective programme. For example,
according to prosecutors, one of Siemens’
essential modifications was to shift control
and accountability for compliance to a chief
compliance officer who reports directly to the
general counsel and the chief executive officer.
Any company serious about compliance that
does not have a chief compliance officer should
have one. Assuring that the chief compliance
officer has the clear ability to report to the
CEO and the board is equally important.
Moreover, the compliance function in a major
corporation, particularly one with global scope
or ambitions, is not a one-person job. It is
critical that sufficient resources, at headquarters
and on the ground in subsidiaries and distant
operations, have local compliance presence
with clear communication lines to the chief
compliance officer.
The U.S. Federal Sentencing Guidelines
provide useful insight into what the U.S.
government expects. Under these guidelines,
to have an effective ethics and compliance
program, an organisation must act to prevent
It is critical that sufficient
resources, at headquarters and
on the ground in subsidiaries
and distant operations, have
local compliance presence with
clear communication lines to
the chief compliance officer.
If a company is prosecuted,
the severity of the potential
penalty can be reduced if
an effective compliance
programme was in place at
the time of the misconduct.
crime and promote an organisational culture
that encourages lawful behaviour. If a company
is prosecuted, the severity of the potential
penalty can be reduced if an effective compliance
programme was in place at the time of the
misconduct.
Following the Sentencing Guidelines, other
regulatory bodies have issued written guidance
describing effective compliance programmes
and policies. However, it is not enough to have
policies and a programme. The FCPA Resource
Guide jointly published by the U.S. Securities
and Exchange Commission, and the DOJ notes
that:
A well-designed compliance programme that
is not enforced in good faith, such as when
corporate management explicitly or implicitly
encourages employees to engage in misconduct
to achieve business objectives, will be ineffective.
DOJ and SEC have often encountered companies
with compliance programmes that are strong
on paper but that nevertheless have significant
FCPA violations because management has failed
to effectively implement the programme even in
the face of obvious signs of corruption.
A case in the Northern District of California
federal court illustrates the point. Following a
conviction on antitrust offenses, a federal judge
sentenced AU Optronics (AUO), a Taiwanbased corporation, to three years’ probation
and imposed a $500 million fine. As part of the
sentence, the court required that AUO “develop,
adopt and implement an effective compliance
and ethics programme”. The government
recently accused AUO of violating the court’s
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21
Effective leadership, clearly articulated standards, robust employee
education, and user-friendly reporting lines might make the difference
in the future between reporting questionable conduct by a colleague or
external contact and ignoring or, worse, concealing it.
directive. The government cited the company’s
failure to hire a chief antitrust compliance officer
and its board of directors’ failure to exercise the
appropriate oversight over antitrust compliance. A
hearing is currently scheduled for May 29.
AUO’s alleged compliance failures should be
contrasted with Siemens’ successful implementation
of its programme. Based on the Siemens’ efforts, as
documented by a corporate monitor, the government
concluded that the company had complied with
the requirements of its plea agreement and its final
judgment in the SEC civil action.
Training is key
It is not uncommon for companies experiencing a
compliance failure to have had a training programme
in place. The failure is often perceived to suggest
some deficiency in the programme. Distributing
an ethics policy, or even having periodic general
lectures on compliance, is unlikely to create either
a compliance culture or a sufficiently educated
workforce. It is also unlikely to impress prosecutors
in the event of a compliance failure.
In addition to straightforward explanations of the
types of prohibited and expected conduct, employees
should be given information designed to help them
understand the reasons behind the compliance
policy. Such training should also be tailored to the
employees’ functions; “cookie cutter” web-based
training will not suffice. For individuals in high risk
positions, in-person training is ideal.
that is better suited to the company’s specific
business and culture, as well as today’s ever-changing
conditions. Effective leadership, clearly articulated
standards, robust employee education, and userfriendly reporting lines might make the difference in
the future between reporting questionable conduct by
a colleague or external contact and ignoring or, worse,
concealing it. BV
About the Authors
Zaldwaynaka (Z) Scott is Co-Chair of Kaye
Scholer’s Chicago White Collar Litigation and
Internal Investigations Practice. Z is a seasoned
trial lawyer, having taken more than 40 mostly
jury trials to verdict in federal court. Her federal
civil and criminal litigation experience includes accounting
and commercial fraud, public corruption, civil tax appeals and
criminal tax prosecutions, money-laundering and investment,
and financial institution fraud.
Laura Shores is a Partner in the Antitrust
Practice of the Complex Commercial Litigation
Department in Kaye Scholer’s Washington, DC
office. Laura is a trial lawyer with more than 20
years of experience in complex civil litigation,
including antitrust and securities fraud matters.
Saul Morgenstern, Chair of the firm’s Antitrust
practice, has represented clients across a broad
spectrum of industries in complex disputes,
class actions and multi-jurisdictional litigation
before US federal and state courts, international
arbitral tribunals, and in US Government, State and foreign
investigations. He also advises US and global companies with
respect to the antitrust implications of mergers, acquisitions,
joint ventures, trade association activities, distribution and
pricing programs and other aspects of competitor and customer
relations.
This article originally appeared in InsideCounsel on May 26, 2015.
Conclusion
A compliance failure is likely to be expensive, even
if the government does not pursue enforcement
action. The money is not all wasted if the company
takes the “opportunit[y] that comes from a good
crisis” to invest in a stronger compliance function
boardview
• CDAP: Strategy & Risk @ 19 & 20 Apr 2016, KL
22
Featured Article
Pathways to
directorship
By Tony Featherstone
It is a long journey to a full-time portfolio of directorships, so
knowing when to start planning a governance career is critical.
S
ome executives decide on a career in directorship
after their job ends abruptly. A change of ownership,
missed promotion or role change make them think
about joining boards. Others take a long break after their
executive career, find new energy and pursue directorships
from a standing start.
Those who are more organised plan their transition a few
years before leaving corporate life, joining not-for-profit
(NFP) boards or those in an unrelated industry to their
employer.
Robert MacLean, chief executive officer (CEO) of specialist
advice practice Equitas Partners, believes executives and
managers should gradually plan their transition to fulltime directorship up to a decade before the event.
boardview
Unless you are a hotshot
CEO, aspiring directors can
underestimate how much
time it takes to build a
portfolio of three or four
directorships that provides a
significant income.
23
Featured Article
“Unless you are a hotshot CEO, aspiring directors
can underestimate how much time it takes to build a
portfolio of three or four directorships that provides a
significant income.”
Many directors pursue board positions because they want
to remain engaged in business after a successful executive
career, be challenged by board work, stay connected with
their peers, and give something back. Money is not the
main motivator, especially for independently wealthy
executives or those with a passion for the NFP sector.
But for those who have not been a C-level executive,
partner at a professional services firm, or high-flying
consultant, the loss of income from the transition from
executive to non-executive and other financial issues,
such as asset protection, require significant long-term
planning.
MacLean says half the clients of his wealth management
firm are company directors. “Everybody has different
circumstances, but the common factor in those who had
a successful transition to directorship was early planning,
not only in financial issues but also how they built their
networks and governance expertise. You don’t hear many
successful directors talk about how they planned their
transition 10 years in advance, but many do.”
Gradual planning
A decade of gradual planning might seem excessive to
aspiring directors. It means planning for the transition
in their mid-forties, given the 50-60 year old age bracket
is prime time for director recruitment in Australia. Many
forty-something executives, still enjoying a strong career
trajectory, would find such long-range career planning a
distraction or unmanageable.
MacLean disagrees. “For successful people, the forties
are the decade where they start to accumulate assets
more rapidly and make big decisions on houses,
superannuation and shares or other investments,” he
says. “It’s also the time when they should think about
personal asset protection, particularly if they want to be
a director later in life, and structure it right.”
MacLean says aspiring directors should start building
their governance skills, experience and networks long
before they make their transition. “The first step is
doing the Australian Institute of Company Director’s
Company Directors Course. It doesn’t mean you will get
a directorship, but without it, you will struggle. Then
join a NFP board, such as a school board, to demonstrate
your commitment to governance and build some real
board experience and contacts.”
Aspiring directors should lift that planning at least two
years before the transition, MacLean says. “At this point,
you need to start decoupling yourself financially from
the organisation. That is, not having everything tied up
in company shares, or being too reliant on company
insurance policies. The risk is that you leave your job
abruptly and are left with a huge capital gains tax bill
because your employee shares or options vest.
“You should also think carefully about life expenses. If
you need $200,000 a year and it takes two years before
you have a governance portfolio, you need to know
where that $400,000 will come from.”
MacLean says a successful transition to directorship
begins with leaving an executive career on your terms. “I
have seen too many people pursue directorships because
they are reacting to an event, such as job loss, rather than
being proactive. They don’t realise that if you are a fifty-
Everybody has different circumstances, but the common factor in
those who had a successful transition to directorship was early
planning, not only in financial issues but also how they built their
networks and governance expertise.
boardview
24
Featured Article
something executive, these days your job security can be
very tenuous.”
Time out
Korn Ferry head of board services, Robert Webster
MAICD, believes executives are better off taking a break
before pursuing a full-time board career. He says aspiring
directors can plan the transition by joining NFP or other
boards in advance, but says most senior executives do not
have time for heavy board commitments. Webster meets
many aspiring directors who make their governance
intentions known to Korn Ferry, a global executive and
board search firm. “I tell them to have a good break for up
to six months and come back feeling refreshed,” he says.
“They need to clear their head before taking on a board
role because that is a significant workload.”
Webster says it is becoming harder for senior executives
to juggle a board role with executive duties. “There was
a trend of the CEO or chief financial officer asking their
board for permission to become a director in an industry
where there is no conflict. I sense boards are more reluctant
to recruit serving executives from other companies these
days, because the workload of directorship is so great.”
After taking six months off, aspiring directors should
plan for at least another six to 12 months of groundwork
before getting their first position, Webster says. “Building
a full board portfolio is at least a two to three-year exercise
and many people never get there.”
He says aspiring directors should consider that planning
period as an investment in their governance career. “A
successful executive may have to write their resume from
scratch and present it in a way that appeals to boards.
“They need to increase their governance network and
sharpen their interview skills. Diverse experience is the
most important element for boards, and the only way you
get that is through rubber on the road.” BV
About the Author
Tony Featherstone is a former managing editor of
Business Review Weekly and Shares magazines.
He is a specialist writer on small companies and
entrepreneurs for The Age Online, The Australian
Financial Review and BRW.
This article originally appeared in Australian Institute of Company
Directors (AICD).
• CDOP @ 25 & 26 Oct 2016, KL
boardview
There was a trend of the
CEO or chief financial
officer asking their
board for permission to
become a director in an
industry where there is no
conflict. I sense boards
are more reluctant to
recruit serving executives
from other companies
these days, because the
workload of directorship
is so great.
Enhance Your
Directorship
Standing
Be Part of the
Consulted Group
On Regulatory &
Policies
Development
Optimise Your
Expertise. Avail
Yourself for New
Directorship
Opportunity
Be a Member of Malaysian Directors Academy (MINDA) today.
Call us at +603 2780 5031 or drop us an email at [email protected] for further details.
26
Book Review
Boards That Lead:
When to Take Charge, When to Partner,
and When to Stay Out of the Way
By Charan, Ram / Carey, Dennis / Useem, Michael
L
eadership at the top is being redefined as boards take
a more active role in decisions that once made solely
by the CEO. With the increase in board engagements,
it can create debilitating question on authority and
dangerous meddling in day-to-day operations.
Directors need a new road map – for when to lead, when
to partner, and when to stay out of the way. Boardroom
veterans Ram Charan, Dennis Carey, and Michael Useem
advocate this new governance model, a sharp departure
from what has been demanded by governance activists
and regulators, revealing the emerging practices that are
defining shared leadership of directors and executives.
Based on personal interviews and the authors’ broad and
deep experience working with executives and directors
from dozens of the world’s largest firms, including Apple,
Boeing, Ford, Infosys, and Lenovo, “Boards That Lead”
tells the inside story behind the successes and pitfalls of
this new leadership model and explains how to:
1. Define the central idea of the company
About The Authors
2. Ensure that the right CEO is in place and potential
successors are identified
3. Recruit directors who add value
4. Root out board dysfunction
Dennis Cary is a vice chairman and co-leader of the Board
Services Practice of Korn Ferry. With over 25 years of experience,
Dennis advises and recruits for Board of Directors, CEOs and
their direct reports. He has recruited for Board of Directors and
CEOs of over 75 Fortune 500 companies.
6. Set a high bar on ethics and risk.
Michael Useem is Professor of Management and Director of the
Center of Leadership and Change Management at the Wharton
School of the University of Pennsylvania. He works on leadership
development with many companies and organisations in private,
public and non-profit sectors.
With a total of eighteen checklists that will transform
board directors from monitors to leaders, Charan, Carey,
and Useem provide a smart and practical guide whether
they occupy the boardroom or the C-suite.
Ram Charan is a world-renowned business advisor, author and
speaker who spent the past 35 years working with many top
companies. He is known for cutting through the complexity
of running a business in today’s fast changing environment to
uncover the core business problem.
5. Select a board leader who deftly bridges the divide
between management and the board, and
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27
Programme Highlights
29 & 30 September 2015
CDAP 2/2015: Innovation
Type: Public Programme
Venue: The Majestic Hotel, Kuala Lumpur
M
INDA organised its first (2015) Corporate Directors
Advanced Programme (CDAP): Innovation. This
programme was attended by twelve (12) Directors
and Chairman from various company and facilitated
by Mr Azim Pawanchik, the co-founder and Principal
Consultant for Alpha Catalyst Consulting (ACC) and
Dr Suraya Sulaiman, Executive Director of Innovation
Capability & Culture for Alpha Catalyst Consulting
(ACC).
This programme provides vital knowledge of the
innovative concepts needed by all directors in today’s
business world with a special focus on improving
innovation-related capabilities leading towards an
improved performance and productivity in the
Boardroom.
12 & 13 October 2015,
29 & 30 March 2016
CDAP 6/2015 and 7/2016:
Financial Language in
the Boardroom
Venue: The Majestic Hotel, Kuala Lumpur
M
INDA’s Corporate Directors Advanced
Programme (CDAP) – Financial Language
in the Boardroom focused on knowledge
and understanding for the Directors of companies
who have limited financial knowledge to be able
to make sound judgment and critical probing
questions on matters relating to company’s
finances. Facilitated by Mr Vincent Loh, Chief
Executive of Core Management, this course
provides vital knowledge of the financial terms
and concepts needed by all directors in today’s
business world. A total of twelve (12) and nine (9)
participants attended the programme.
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28
20 & 21 October 2015
CDAP 1/2015:
Mergers & Acquisitions
Venue: Pullman Kuala Lumpur City Centre Hotel
C
DAP Mergers & Acquisitions was launched first under
the CDAP series year 2015. It was held on the 20 & 21
October 2015 at Pullman Kuala Lumpur City Centre Hotel.
The programme was attended by twelve (12) participants and
facilitated by Mr Wee Hock Kee, the Managing Partner of CG
Board Asia Pacific and Ms Aida Lim Abdullah, Director of CG
Board Asia Pacific. CDAP M&A provides the necessary sound
judgement on the commercial value, synergy, risk and foresight
of a proposed M&A in the best interest of organisations and
its shareholders. The expectations of Boards in M&A cannot
be met if the Boards are not familiar with the overall M&A
framework and not knowing the critical probing questions to
ask the management.
25 & 26 November 2015, 23 & 24 February 2016
CDOP 6/2015 and 7/2016
Venue: Pullman Hotel, Bangsar
M
INDA’s CDOP programme
focused on the role of the
Corporate Director and
provides update with the latest
development on their Roles and
Responsibilities as a Director
as well as networking among
fellow Directors.
The programme was facilitated
by Datuk John Zinkin,
Managing Director of Zinkin
Ettinger Sdn Bhd, Mr Azryain
Borhan, CEO of Pinnacle
Perintis and Dato’ Abdul Aziz
Abu Bakar, former CEO of
MINDA. A total of eighteen
(18) and ten (10) participants
attended the programmes.
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29
INSKEN Onboard SME Directors Programme (IDP)
Type: Customised Programme
Venue: Session 3: 28 & 29 September 2015 - INSKEN, Mutiara Damansara
Session 4: 23 & 24 November 2015 - INSKEN, Mutiara Damansara
Session 5: 21 & 22 December 2015 - INSKEN, Mutiara Damansara
Session 6: 28 & 29 March 2016 - INSKEN, Mutiara Damansara
D
esigned and organised for TERAJU's Teras companies, this
programme provided a platform to strengthen the competitiveness
of Bumiputera businesses at home and abroad via:
•
An enhanced professionalism in the organisation that is on par
with international standards;
•
An enriched business savviness that drive performance;
•
The right mindset and leadership to be innovative and creative;
•
A stronger and robust corporate governance practice;
•
A wider and beneficial network through MINDA Alumni
Awareness and Networking events.
The programme was facilitated by Mr Azryain Borhan, CEO
of Pinnacle Perintis, Dato’ Aziz Abu Bakar, CEO / Executive
Director of MINDA, Ms Vijayam Nadarajah, Specialist, Corporate
Programme at Finance Accreditation Agency (FAA) and Mr Azim
Pawanchik, co-founder and Principal Consultant for Alpha Catalyst
Consulting (ACC).
Advanced Women Directors’
Programme (AWDP)
Venue: Session 1: 3-5 November 2015, Pullman Hotel, Bangsar
Session 2:11-20 November 2015, Pullman Hotel, Bangsar
Session 3: 25-27 November 2015, Pullman Hotel, Bangsar
Session 4: 1-3 December 2015, Pullman Hotel, Bangsar
Session 5: 7-9 December 2015, Pullman Hotel, Bangsar
T
he AWDP has been designed to enhance the knowledge and skills of
women leaders who have been prepared for or are currently onboard
positions. The workshops will allow participants the opportunity to
become more familiar with the current board challenges and expectations,
learn and test new ideas collaboratively.
The programme focuses on the following key areas:
•
Improving the effectiveness and efficiency in development of
women directors in the field of corporate leadership, principles and
ethics of corporate governance and oversight in strategy and risk;
•
Plan a development framework programme that helps women to
manage the various stakeholders with regard to risk and volatility in
the national and global landscape;
•
Improving the efficiency and effectiveness of women as directors
through individual mentoring programme which consists of
assessment, guidance, training and simulation.
The programme was facilitated by Mr Azryain Borhan, CEO of
Pinnacle Perintis, Dato' Aziz Abu Bakar, CEO of MINDA and
Datuk John Zinkin, Managing Director of Zinkin Ettinger Sdn Bhd.
boardview
30
C
26 November 2015
G Breakfast Series with Directors: “Board Reward &
Recognition” was jointly organised by the Malaysian
Directors Academy and Bursa Malaysia to address
the Board Reward & Recognition challenges faced by
directors.
bursa's Breakfast Series
Venue: Bursa Malaysia
The talk focused on the following objectives:
•
Present key decisions Board and NRC members
have to make regarding how to appropriately
reward non-executive directors and management
while meeting the regulators’ mandates and
shareholders’ demands;
•
Understand market practice for remunerating
Executive Directors and Senior Management;
•
Discuss trends and good governance principles
regarding Non-Executive Director fees.
The programme was attended by one hundred fiftyfive (155) Directors of Public Listed Companies. The
programme was facilitated by Mr Shai Ganu, Market
Business Leader for Mercer’s Talent Consulting
and two panellists Mr Mohammad Nizar Bin Idris,
Board of Director and NRC Chairman of Eversendai
Corporation Berhad and Datuk Yvonne Chia, CEO of
Shell Refining Company.
8 March 2016
bursa's Focus Group Series:
Corporate Governance
Disclosure
Venue: Bursa Malaysia
T
he Focus Group on Corporate Governance Disclosures is
an engagement session, organised for Bursa Malaysia to
strengthen corporate governance disclosure in annual reports
of selected listed issuers.
This half-day session was aimed to assist listed issuers towards
developing more effective and meaningful disclosure of corporate
governance policies and practices that are in line with Bursa’s
Annual Report Disclosure Requirements (ARDR) and Malaysian
Code of Corporate Governance 2012 (MCCG 2012).
The sessions was facilitated by Mr. Salleh Hassan, Director of
Securities Industry Development Corporation (SIDC) and Mr.
Wee Hock Kee, Managing Partner of CG Board Asia Pacific.
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31
W
1-3 March 2016
omen Director Programme (WDP) was
jointly held by MINDA and Lead Women
to help develop in women the skills and
capabilities to excel and reach board level positions.
Women Directors Programme (WDP)
The key highlights of the programme include:
Venue: Pullman Hotel, Bangsar
•
Broaden understanding of the operations,
roles and structures of boards
•
Help to understand the boardroom dynamics
and how to command attention at board
level with confidence
•
Provide tips on how to become more visible
to executive search firms and nominating
committees
•
Guide to assimilate and analyse critical,
complex decision-making information
The three-day programme was facilitated by
En. Azryain Borhan, CEO of Pinnacle Perintis;
Datuk John Zinkin, Managing Director of
Zinkin Ettinger; Ms. Anne Abraham, CEO of
Lead Women and Dato’ Aziz Abu Bakar, CEO
of MINDA. A total number of nineteen (19) pax
attended this programme.
7 October 2015
MINDA PowerTalk Series “The
Company Secretary: Gatekeeper
of Corporate Governance” with
Datuk John Zinkin
Type: Awareness & Networking
Venue: Sheraton Imperial Kuala Lumpur Hotel
The fourth MINDA PowerTalk Series titled “The Company Secretary:
Gatekeeper of Corporate Governance” was held with Datuk John Zinkin
as the guest speaker. The session was attended by a total of thirty (30)
company secretary invitees from various GLCs and PLCs companies.
The focus of the talk was:
•
Company Secretaries must pay even more attention to the board
charter (required by the SC’s Corporate Governance Blueprint
2011);
•
Whether directors and committees understand their roles and
responsibilities laid down in the charter;
•
Recommend suitable training programmes to the Chair to ensure
directors can fulfil their responsibilities properly.
The PowerTalk was followed by a short briefing by Dato’ Aziz, MINDA
CEO on the following:
•
MINDA's new role in representing Malaysian Corporate Directors
under the mandate of Securities Commission and Bursa
•
The various directorship transition points of a director vs the
required competency
•
How to go about doing a Directors Gap Analysis (DGA) by using
MINDA’s template
•
MINDA 2016 Directors Programmes
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25 February 2016
Reception of Dato’ Aziz’s
Farewell and Welcoming
En. Zakie Ahmad Shariff as
MINDA CEO
Type: Awareness & Networking
Venue: Le Meridien Hotel, Kuala Lumpur
A
n appreciation reception and dinner was organised to bid farewell
to Dato’ Abdul Aziz Abu Bakar upon his retirement as chief
executive officer (CEO) after six years at the helm of MINDA.
Attended by seventy (70) guests of faculty and stakeholders, the dinner
also witnessed the introduction of En. Zakie Ahmad Shariff as the new
CEO of MINDA, effective from 1 March 2016.
Dato’ Aziz believed his successor, En. Zakie, would be able to contribute
and lead MINDA to achieve its vision to be a premier institution in
the development of directors with global outlook whilst supporting
national agenda with his vast experience.
With over 30 years of work experience, En. Zakie has held numerous
CEO positions in the financial institution and government sector.
His passion for people and leadership development has earned him a
leading position with MINDA.
Dato’ Aziz will be on the board of MINDA and remains involved with
the company.
3rd Party Events
1-2 February 2016
CEO of MINDA Spoke At
World Bank’s Event
Type: Speaking Engagement
Venue: Sao Paolo, Brazil
W
orkshop on Corporate Governance of State Owned Enterprises was
conjointly organised by The World Bank together with Instituto
Brasileiro Governanca Corporativa (IBGC), State Secretariat for
Economic Affairs (SECO) and the International Finance Corporation
(IFC) to discuss on International Trends and developments in corporate
governance for SOEs.
The two-day workshop has witnessed Dato’ Abdul Aziz Abu Bakar,
CEO of MINDA as one of the proud panellist, sharing his thoughts
on global trends in state ownership management and share the cases of
Chile and Malaysia as well as on how to evaluate board effectiveness;
tools and evaluation approaches.
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3rd Party Events
18 February 2016
CEO of MINDA Spoke At RSOG Seminar
on “Growing Our Own Timber”
T
he importance and relevance of Talent Management,
Performance Management System, and relevant
Competency Framework should not be understated.
Realising this corpus, Razak School of Governance has
organised a seminar Growing Our Own Timber with Dato’
Abdul Aziz Abu Bakar, CEO of MINDA, focusing on
Leadership and Talent Management.
Type: Speaking Engagement
Venue: Razak School of Governance (RSOG), Putrajaya
Dato’ Aziz professed the idea of nurturing people for an
organisation, from within. He believes such an approach
potentially brings about many benefits through following
processes:
•
Leadership Framework – The organisation must have an
effective talent and leadership management practice.
•
Performance Management – A robust system
incorporates strategic management, performance
management and rewards management into one
integrated system.
•
Competency-Based Culture – An organisation
needs to have its own core values and map the
relevant competency framework such as behavioural
competencies and functional competencies with the
organisation’s expectations.
The seminar received one hundred twenty five (125)
participants.
MINDA public Programme Calendar 2016
Public Programmes
Duration
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
TIER 1 PREMIER PROGRAMMES
DF
2-Day
MAIDP
3 -Da y
D BS
TIER 2 PUBLIC PROGRAMMES
CDOP
CDAP: Finance
3 -Da y
2 -Da y
21-22
15-17
31-2
23-24
25-26
2 -Da y
29-30
CDAP: Cybersecurity
1 -Da y
24
CDAP: Strategy & Risks
2 -Da y
22-Day
Day
CDAP: Mergers & Acquisitions
CDAP: Board Rewards &
Recognition/Succession Planning
CDAP: Innovation
CDAP: Sustainability
TIER 3 AWARENESS &
NETWORKING PROGRAMMES
PowerTalk Series
Company Secretary Briefing
Raya Open House
1-2
19-20
27-28
17
1-Day
19-20
2 -Da y
1 -Da y
1.5 Hours
1 Hour
6
1 Day
28
Legend
MAIDP: MINDA-AICD International Directors Programme
DF: Directors Forum
D BS: Dynamic Board Stewardship
CDAP: Corporate Directors Advanced Programme
CDOP: Corporate Directors Onboarding Programme
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34
Premier Alumni List
BHPD 1/2007
1. Datuk Dr. Syed Muhamad bin Syed
Abdul Kadir
Bumiputra-Commerce Holdings Berhad
2. Dato' Dr. Mohamad Hashim Ahmad
Tajudin
Chemical Company of Malaysia Berhad
3. Datuk Bazlan bin Osman
Telekom Malaysia Berhad
4. Lau Tiang Hua
Malaysia Building Society Berhad
5. Dato' Abdul Rahman Abdul Ghani
Malaysian Airline System Berhad
6. Tuan Haji Abdul Jabbar bin Abdul
Majid
Proton Holdings Berhad
7. Dato' Lim Kheng Guan
8. Dato' Fuad bin Jaafar
Tenaga Nasional Berhad
9. Dato' Anwarrudin Ahamad Osman
UEM Builders Berhad
10. Tuan Haji Abdul Kadir Md Kassim
UEM World Berhad
11. Andrew Lo Kian Nyan
Employees Provident Fund
12. Dr. Roslan A. Ghaffar
Malaysian Resources Corporation Berhad
13. Tuan Haji Mohd Yusof Hussian
14. Tuan Haji Khairuddin Ahmad
RHB Bank Berhad
15. Ismael Fariz Ali
Khazanah Nasional Berhad
19. Laksamana (B) Tan Sri Dato' Sri Mohd
Anwar Hj Mohd Nor
Lembaga Tabung Angkatan Tentera
20. Mohd Ali Dewal
Lippo Bank Tbk
21. Tan Sri Datuk Dr Aris Othman
Malaysia Airport Holdings Berhad
22. Tan Sri Abdul Halim Ali
23. Tan Sri Azlan Mohd Zainol
Malaysia Resources Corporation Berhad
24. Tan Sri Datuk Khatib Abdul Hamid
Pantai Holdings Berhad
25. Tan Sri Ahmad Sarji Abdul Hamid
Permodalan Nasional Berhad
26. Dato'Mohammed Azlan Hashim
27. Tan Sri Dato' Ir Muhammad Radzi Hj
Mansor
28. Tan Sri Leo Moggie
29. Dato' Ir Abdul Rahim Abu Bakar
UEM Builders Berhad
30. Tan Sri Dr Ahmad Tajuddin Ali
UEM Group Berhad
31. Raja Tan Sri Arshad Raja Tun Uda
Asia Capital Reinsurance Malaysia Sdn
Bhd
32. Tan Poh Keat
Telekom Research & Development Sdn
Bhd
BHPD 2/2008
33. Datuk Abdullah Hj Kuntom
38. Tan Sri Bashir Ahmad bin Abdul Majid
Malaysia Airport Holdings Berhad
39. Jamilah Dato' Hashim
40. Dr. Kamarulzaman Mohamed Zin
41. Tan Sri Datuk Mohamed Khatib bin
Abdul Hamid
42. Datuk Mohamed Zain bin Mohamed
Yusof
Faber Group Berhad
43. Mohd Nadziruddin Mohd Basri
44. Dr. Ir. Muhamad Fuad bin Abdullah
Island & Peninsular Bhd
45. Dato' Rosli Sharif
Faber Group Berhad
46. Dato' Syed Saleh Syed Abdul Rahman
Lembaga Tabung Haji
47. Dato' Zainal Azwar bin Zainal
Aminuddin
TH Plantation Berhad
48. Datuk Zainal Abidin Alias
Faber Group Berhad
CF 2/2008
49. Dato' Ir. Abdul Rahim Bakar
OPUS Group Berhad
50. Abdullah Abdul Hamid
Malaysian Directors Academy (MINDA)
51. Dato' Ahmad Pardas Senin
52. Dato' Anwar bin Haji @ Aji
Faber Group Berhad
16. Tan Sri Samsudin Osman
BIMB Holdings Berhad
34. Tuan Haji Ir. Abdullah Yusof
Cement Industries of Malaysia
53. Tan Sri Dato' Seri Haidar bin
Mohamed Nor
CIMB Bank Berhad
17. Tan Sri Dato' Seri Haidar Mohamed
Noor
CIMB Bank Berhad
35. Abu Bakar Ibrahim
54. Datuk Mohamed Arif Nun
Silterra Malaysia Sdn Bhd
36. Anuar bin Mohd Hassan
Malaysian Reinsurance Berhad
55. Tan Sri Dato' Lau Yin Pin
37. Dato' Dr. Aziuddin Ahmad
ValueCap Sdn Bhd
56. Tan Sri Dato' Lodin Wok Kamaruddin
Boustead Holdings Berhad
CF 1/2007
18. Tan Sri Dato' Hj Mohd Zuki Hj
Kamaluddin
Island & Peninsular Berhad
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Premier Alumni List
57. Dato' Dr. Mohamad Hashim bin
Ahmad Tajudin
58. Tan Sri Mohamed Azman Yahya
Pharmaniaga Bhd
59. Tan Sri Datuk Mohamed Khatib bin
Abdul Hamid
60. Tan Sri Dato' Sheriff Mohd Kassim
PLUS Expressway Berhad
61. Dato' Mohd Shukri Hussin
76. Dato' Mohammed Azlan Hashim
Employee Provident Fund (EPF)
95. Dato' Othman Jusoh
TH Technologies Sdn Bhd
77. Prof. Datuk Dr. Syed Othman Alhabshi
Etiqa Takaful Berhad
BHPD 4/2011
78. Dato' Ikmal Hijaz Hashim
Faber Group Berhad
79. Mohd Izani Ashari
80. Hisham Zainal Mokhtar
81. Loh Wai Yee
62. Tan Sri Dato' Dr. Muhammad Rais
Abdul Karim
82. Stephanie Saw Ai Lin
63. Oh Kim Sun
Pharmaniaga Bhd
83. Dato' Ir. Abdul Rahim Abu Bakar
DF 1/2009
84. Dato' Abdul Manaf bin Hashim
64. Arlida Ariff
Iskandar Investment Berhad
65. Adlan Ahmad
Iskandar Waterfront Sdn Bhd
66. Shahnaz Al-Sadat binti Abdul Mohsein
UEM Group Berhad
85. Shahnaz Al-Sadat Abdul Mohsein
UEM Group Berhad
86. Tuan Haji Abdul Kadir Bin Md. Kassim
UEM Land Holdings Berhad
CF 3/2010
67. Tuan Haji Hassan Jaa'far
87. Tuan Haji Abdul Kadir Bin Md. Kassim
Cement Industry of Malaysia
68. Dato' Noorizah binti Hj. Abd Hamid
88. Datuk Dr. Syed Muhamad bin Syed
Abdul Kadir
CIMB Islamic Berhad
69. Tan Sri K. Ravindran
71. Mohd Izani Ashari
72. Michael Jude Fernandez
73. Hiroyuki Kudo
CIMB Group Berhad
BHPD 3/2010
Malaysian Building Society Berhad
97. Abdul Rahim Bin Abdul Hamid
98. Tan Sri Abi Musa Asa'ari
Lembaga Tabung Haji
99. Dr Achmad Riawan Amin
CIMB Islamic Bank Berhad
100.Behara Venkata Rama Subbu
101.Datuk Francis Tan Leh Kiah
Securities Commission Malaysia
102.Tan Sri Ghazzali Sheikh Abdul Khalid
Axiata Group Berhad
103.Datuk Johar Bin Che Mat
104.Michael Jude Fernandes
105.Mohamed Nor Bin Abdul Hamid
106.Dato' Sri Mohd Nadzmi Bin Mohd
Salleh
107.Tan Sri Rainer Althoff
89. Dato' Ikmal Hijaz Hashim
Faber Group Berhad
108.Tuan Haji Zakaria Bin Ismail
Syarikat Takaful Malaysia Berhad
90. Tan Sri Dato’ Dr. Muhammad Rais
Abdul Karim
109.Yew Wan Kup
CIMB Group Holdings Berhad
91. Laksamana Tan Sri Dato' Seri Ilyas Hj
Din (Bersara)
Perbadanan Hal Ehwal Bekas Angkatan
Tentera
110.Datuk Abdul Malek Bin Abdul Aziz
NCB Holdings Berhad
92. Fazlur Rahman Ebrahim
Securities Commision
74. Encik Johan bin Abdullah
93. Mahbob bin Abdullah
TH Plantations Berhad
75. Dato' Kalsom binti Abdul Rahman
Chemical Company of Malaysia Bhd
94. Datuk Azizan Abdul Rahman
TH Properties Sdn Bhd
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DF 2/2011
111.Tuan Haji Abdul Kadir Bin Md Kassim
UEM Land Holdings Berhad
112.Abdul Rahim Bin Abdul Hamid
113.Ahmad Tajuddin Carrim
114.Cindy Tan Ler Chin
36
Premier Alumni List
115.David Lau Nai Pek
Axiata Group Berhad
134.Tan Sri Samsudin Osman
Employee Provident Fund
153.Dato' Ahmad Zaini Othman
116.Dato' Gumuri Hussain
Securities Commission Malaysia
135.Dato’ Sulaiman Mohd Yusof
154.Azman Bin Hj. Tambi Chik
Rangkaian Hotel Seri Malaysia Sdn Bhd
117.Tuan Haji Hassan Jaafar
136.Datuk Zainal Abidin Alias
Faber Group Berhad
155.Dato' Hashmuddin Bin Mohd
Jambatan Kedua Sdn Bhd
118.Ibrahim bin Awang
137.Zaiviji Ismail bin Abdullah
UEM Group Berhad
156.Dato' Seri Ismail Shahudin
Opus Group Berhad
119.Dato' Kalsom Abd Rahman
MISC Berhad
DF 3/2012
157.Dato' Md. Agil Bin Mohd Natt
EXIM Bank Malaysia Berhad
120.Mahadzir Bin Azizan
121.Datuk Mohaiyani binti Shamsudin
Malayan Banking Berhad
122.Dato' Mohamed Hassan Md Kamil
123.Tan Sri Dato' Dr Muhammad Rais Bin
Abdul Karim
138.Tuan Haji Abdul Kadir bin Md Kassim
UEM Group Berhad
139.Dato’ Ir Abdul Rahim Abu Bakar
140.Dato’ Ahmad Ibnihajar
141.Datuk Azzat bin Kamaludin
Axiata Group Berhad
142.Ibrahim Marsidi
124.Osman bin Ismail
143.Kenneth Shen
Axiata Group Berhad
125.Richard George Azlan Abas
Theta Edge Berhad
144.Loh Lee Soon
Maybank Asset Management Sdn Bhd
126.Ronnie Kok Lai Huat
TIME dotCom Berhad
145.Tan Sri Dato’ Mohd Sheriff Mohd
Kassim
PLUS Malaysia Berhad
127.Tan Sri Datuk Dr. Rafiah Salim
NAM Institute for the Empowerment of
Women (NIEW)
146.Puasa Osman
Faber Group Berhad
128.Dato' Sulaiman Mohd Yusof
147.Tuan Haji Zakaria bin Ismail
129.Maj Gen Dato’ Zulkiflee bin Mazlan
Perbadanan Hal Ehwal Bekas Angkatan
Tentera
DF 4/2013
BHPD 5/2012
130.Tan Sri Dato’ Sri Azizan Ariffin
BHIC Aero Services Sdn Bhd
131.Amrish Hari Narayanan
EMRAIL Sdn Bhd
132.Tan Sri Dato’ Hari Narayanan A/L
Govindasamy
133.Datuk Mohamed Zain Mohamed Yusuf
Faber Group Berhad
148.Tan Sri Abdul Halim Ali
149.Prof. Ir. Dr. Hj Abdul Rahman Bin
Omar
UiTM Hospitality Management Services
Sdn Bhd
158.Mohamad Azmi Bin Ali
159.Dato' Mohamed Hassan Md Kamil
160.Datuk Mohamed Zain Mohamed Yusuf
Faber Group Berhad
161.Tuan Haji Mohd Radzi Hussein
Pengurusan Aset Air Bhd
162.Dato Norazman Abd Aziz
UEM Group Berhad
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
167.Dato' Sulaiman Mohd Yusof
168.Tuan Syed Kamarulzaman Bin Dato'
Syed Zainol Khodki Shahabudin
Perbadanan Nasional Berhad (PNS)
169.Wan Abdul Aziz Ariffin
150.Ahmad Norhisham Hassan
170.Dato' Wan Mohd Fadzmi Wan
Othman
AGRO Bank
151.Datuk Wira Ahmad Rusli Joharie
Pengurusan Aset Air Berhad
171.Zainal Abidin Jalil
Malakoff Corporation Berhad
152.Tan Sri Dr. Ahmad Tajuddin Ali
UEM Group Berhad
172.Dato’ Zohari Bin Akob
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37
Premier Alumni List
173.Encik Zaiviji Bin Abdullah
UEM Group Berhad
BHPD 6/2013
192.Datuk Razali bin Che Mat
Perbadanan Kemajuan Negeri Selangor
(PKNS)
174.Abdul Rahim Abdul Hamid
Malaysia Debt Ventures Berhad
193.Zainal Abidin Jalil
175.Prof. Ir. Dr. Hj Abdul Rahman Bin
Omar
Sdn Bhd
194.Dato’ Zuraidah Atan
Bank Rakyat
211.Puan Azlina Juliani Binti Abd Jalil
212.YBhg Datuk Idris Bin Hashim
213.YBhg Dato' Mohd Arif Bin Ab.
Rahman
195.Puan Rashidah Mohd Sies
Agro Bank
214.Tan Sri Datuk Amar (Dr.) Hamid Bin
Bugo
Sapurakencana Petroleum Berhad
196.Dr. Saimy Bin Ismail
Faber Group Berhad
215.Encik Ishak Bin Ismail
SME Bank
197.Encik Azizi Meor Ngah
Halal Industry Development Corporation
216.Tuan Haji Ishak Bin Hashim
SME Bank (CEDAR)
179.Datuk Johar Che Mat
Agro Bank
198.YM Tengku Dato' Seri Hasmuddin
Tengku Othman
Institut Jantung Negara Sdn Bhd
217.Mr. Abdulla Faiz
State Trading Organization PLC
180.Lim Tau Kien
UEM Group Berhad
199.Dato’ Farizan Darus
181.Mahadzir Azizan
200.Dato’ Hashmuddin Bin Mohd
182.Tan Sri Datu Dr. Mohamad Taha Arif
IJN Sdn Bhd
219.Encik Hazrul Anuar Bin Abdull
Hamid
Sdn Bhd
201.Encik Mohamad Azmi B Ali
DF 6/2014
183.Dato’ Mohd Salleh Mahmud
IJN Sdn Bhd
202.Major (R) Ir. Mohd Ashari Alias
220.Prof Datuk Dr. Abdul Rahman Idris
Institut Terjemahan Buku Malaysia
(ITBM)
184.Tan Sri Dato’ Dr Muhammad Rais bin
Abdul Karim
203.Tan Sri Dr. Sulaiman Mahbob
221.Mr. Ashvin Valiram
1Malaysia Development Berhad
204.Dato' Zohari Bin Akob
222.Dato' Sri Haji Azemi Bin Kasim
Pembinaan BLT Sdn Bhd (PBLT)
205.Encik Hazim Jamaluddin
Ministry of Finance
223.Encik Ghazali Haji Darman
Bursa Malaysia Berhad
206.Ms. Ravinder Kaur a/p Mahan
Singh
Malaysia Building Society Bhd
224.Dato' Gumuri Bin Hussain
KUB Agro Holdings Sdn Bhd
176.Datuk Ir. Abdullah Sani bin Abd Karim
Faber Group Berhad
177.Dato’ Adzmy bin Abdullah
SME Bank
178.Elakumari Kantilal
Faber Group Berhad
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
188.Datin Paduka Norazlina binti Zakaria
Perbadanan Kemajuan Negeri Selangor
(PKNS)
DF 5/2013
207.Puan Hawariah Bt Idris Multimedia Development Corporation
Sdn Bhd (MDEC)
189.Norazni Binti Mohd Isa
208.Lt. Jen. (R) Datuk Abdul Aziz Bin
Hassan
NCB Holdings Bhd
190.Tan Sri Dato’ Ir. Hj. Omar Bin Ibrahim
UEM Group Berhad
209.Dato Abdul Malek Bin Abdul Aziz
NCB Holdings Bhd
191.Rahim Yunus
Bank Rakyat
210.Dato Zuraidah Binti Atan
NCB Holdings Bhd
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218.Dato’ Sri Azemi Bin Kasim
Technology Park Malaysia
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
228.Datuk Dr. Marzuki Mohamad
(ITBM)
38
Premier Alumni List
229.Dato' Mazri Muhammad
(ITBM)
230.Encik Nik Mohd Nasir Nik
Rithauddeen
Bank Rakyat
231.Encik Nik Najib Bin Husain
(Exim Bank)
232.Dato' Rosli Bin Mohamed Nor
(Exim Bank)
233.Tan Sri Dato' Sri Sabbaruddin Chik
Bank Rakyat
234.Dr. Suraya Sulaiman
Alpha Catalyst Consulting
235.Dr. Zainal Abideen Bin Salleh
BHPD 7/2014
236.Prof. Ir. Dr. Haji Abdul Rahman Omar
Sdn Bhd(Intekma Resort & Convention
Centre)
237.Dato' Sri Haji Azemi Kasim
Technology Park Malaysia Corporation
Sdn Bhd
238.Dato' Sri Dr. Halim Shafie
239.Dato' Ir. Dr. Ismail Mohamed Taib
240.Tn. Hj. Mohd Radzi Hussein
241.Tan Sri Dato' Mohd Sheriff Mohd
Kassim
Plus Malaysia Berhad
242.Ms. Nguyen My Lan
GE in Vietnam & Cambodia
243.Mr. Philip Tan Puay Koon
MIDF Amanah Investment Bank
244.Datin Sofiah Mohd Salim
JBB Consultant Sdn Bhd
DF 7/2014
245.Prof Datuk Dr. Abdul Rahman Idris
(ITBM)
246.Tuan Haji Abdul Wahab Abu Bakar
Pembangunan Sumber Manusia Bhd
266. Dato' Ir. Haji Annies Bin Md Ariff
247.Dato’ Agil Natt
Exim Bank
267. Tuan Hj Rosli Bin Abdullah
Malaysia Airports Holdings Berhad
(MAHB)
248.Datuk Idris Bin Hashim
249.Dato’ Ismail Bin Md Salleh
250.Mr. Jeremy Bin Nasrulhaq
251.Mr. John Chacko
Leaped Services Sdn Bhd
252.Encik Mohamad Azmi Bin Ali
253.Major (R ) Ir. Mohd Ashari Alias
254.Encik Mohd Jafar B. Abd Majid
255.Encik Mohd Zahrain Bin Mohd Nor
Cyberview Sdn Bhd
256.Dato’ Haji Romli B. Hassan
268. Dato’ Siti Zauyah Binti Md Desa
(MAHB)
269. Datuk Zalekha Hassan
(MAHB)
270. Dato’ Jasmy Bin Ismail
(MBSB)
271. Mr. Philip Tan Puay Koon
Malaysian Electronic Clearing
Corporation Sdn Bhd (MyClear)
272. Datuk Dr. Abd Shukor Abd Rahman
Malaysian Kuwaiti Investment Co. Sdn
Bhd
273. Mr. Abdullah Al-Sayer
Bhd
257.Dr. Saimy Ismail
Faber Group Berhad
274. Mr. Faisal Al-Musallam
Bhd
258.Lieutenant General Dato' Seri Panglima
Dr. Sulaiman Abdullah
Pharmaniaga Berhad
275. Mr. Krishna Kumar
Bhd
259.Dato’ Syed Kamarulzaman Bin Dato'
Syed Zainol Khodki Shahabudin
276. Ms. Nour Al-Bader
Bhd
260.Datuk Wan Shihab Wan Ismail
Prime Minister's Office (PMO)
277. Dr. Yacob Mustafa
Bhd
261.Ms. Pauline Yeo Puai Eng
Iskandar Malaysia Studios Sdn Bhd
262.Encik Zalman Bin Ismail
263.Tan Sri Dr. Zulkefli Bin A. Hassan
Percetakan Nasional Malaysia Berhad
DF 8/2015
278. Mr. Michael Azmi-Loe
Mazmi Associates Sdn Bhd
279. Datin Mary Sa'diah Binti Zainuddin
Naim Holdings Berhad
280. Datuk Abdul Malek Bin Abdul Aziz
NCB Holdings Berhad
264. Datuk Noriyah Bt Ahmad
Ekuiti Nasional Berhad (Ekuinas)
281. Dato’ Mohd Salleh Mahmud
Prokhas Sdn Bhd
265. Dato’ Hj. Kamil Khalid Ariff
Indah Water Konsortium Sdn Bhd
282. Dato’ Fauziah Yaacob
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And Our Clients Are...
1Malaysia Development Berhad
Agrobank
Ahmad Zaki Resources Berhad
Allianz Malaysia Berhad
Alpha Catalyst Consulting
Amanah Raya Berhad
Amanahraya Investment Management Sdn Bhd
AmcorpGroup Berhad
Amir Kahar Holdings
AptivaAsia Sdn Bhd
Axiata Group Berhad
Bank Rakyat
BHIC Aero Services Sdn Bhd
BIB Insurance Brokers Sdn Bhd
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
CG Board Asia
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
Ekuiti Nasional Berhad (Ekuinas)
Employees Provident Fund
EMRAIL Sdn Bhd
Encorp Berhad
EP Manufacturing Bhd
EXIM Bank
Faber Group Berhad
Felcra Berhad
Gas Malaysia Berhad
GE in Vietnam&Cambodia
Genting Plantations Berhad
Global Facilities Management Sdn Bhd
Halal Industry Development Corporation
IHH Helathcare Berhad
IJN Holdings Sdn Bhd
IK Chin Travel Service (K) Sdn Bhd
Indah Water Konsortium Sdn Bhd
Inno Bio Ventures Sdn. Bhd.
Institut Terjemahan Buku Malaysia (ITBM)
Iskandar Investment Berhad
Iskandar Malaysia Studios Sdn Bhd
Iskandar Regional Development Authority
(IRDA)
Iskandar Waterfront Development
Island & Peninsular Berhad
IWK Konsortium Sdn Bhd
JBB Consultant Sdn Bhd
JKP Sdn Bhd
KL Kepong Country Homes Sdn Bhd
K & N Kenanga Holdings Berhad
KKIP Sdn Bhd
Kolej Yayasan Sabah
KPJ Healthcare Berhad
KPJ Seremban Specialist Hospital
KTM Berhad
KTM Distribution Sdn Bhd
Kumpulan FIMA Berhad
Kumpulan Modal Perdana Sdn Bhd
Leaped Services Sdn Bhd
Lembaga Tabung Angkatan Tentera
Lembaga Tabung Haji
Linshanhao Plywood (Sarawak) Sdn Bhd
Malaysia Airlines
Malaysia Debt Ventures Berhad
Malaysia Venture Capital Management Berhad
Malaysian Electronic Clearing Corporation Sdn
Bhd (MyClear)
Malaysian Kuwaiti Investment Co. Sdn Bhd
Malaysian Mosaics Berhad
Malaysia-Thailand Joint Authority
Maybank Asset Management Sdn Bhd
Maybank Group Berhad
Mazmi Associates Sdn Bhd
Menara Optometry Centre Sdn Bhd
MIDF Amanah Investment Bank
MIMOS Berhad
Ministry of Finance
Ministry of Transport
Ministry of Women, Family and Community
Development
MNRB Holdings Berhad
Multimedia Development Corporation Sdn
Bhd
Naim Holdings Berhad
NCB Holdings Bhd
Opus Group Berhad
Pakatan Reka Arkitek Sdn Bhd
Pejabat Menteri Besar Johor
Pejabat Timbalan Setiausaha Kerajaan Negeri
Sabah
Pembinaan BLT Sdn Bhd (PBLT)
Penang Port Sdn Bhd
Perak Corporation Berhad
Perbadanan Hal Ehwal Bekas Angkatan Tentera
Perbadanan Kemajuan Negeri Selangor (PKNS)
Petra Jaya Properties Sdn Bhd
Petronas
Pharmaniaga Berhad
PLUS Expressways Berhad
Primanora Medical Centre
Prokhas Sdn Bhd
PT Bank Lipro Tbk
Puncak Niaga(M) Sdn Bhd
Rangkaian Hotel Seri Malaysia Sdn Bhd
Ranhill Worleyparsons Sdn Bhd
RHB Bank Berhad
Romstar Sdn Bhd
Seagate Systems (M) 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
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
UMW Oil & Gas Corporation Berhad
Unit Perancang Ekonomi Negeri Johor
Valuecap Sdn Bhd
WTK Holdings Berhad
WZR Property Sdn Bhd
Yayasan Raja Muda Selangor
Yayasan Sabah Group

TM CORPORATE ENTREPRENEURSHIP

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