Issue.12 September 2014

issue no.12 - September 2014

KDN PP 16092/12/2013 (033154)

Boardview

Featured Articles

Demystifying Board Role in Talent IT Governance, Risk and
Management Compliance (1st of the series)

by Professor Sattar Bawany by Alan Simmonds

Three Problems With The Corporate The Malaysian Third Way :
Governance Agenda – A Public-Private Partnership

by Datuk John Zinkin by Michael Hershman

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Contents Editorial
3 Foreword Team
From The CEO’s Desk
Editor In Chief
FEATURED ARTICLES Dato’ Abdul Aziz Abu Bakar

6 Article One Content Management
Mazni Ahmad Norilah
Demystifying Board Role in Talent Management Premkumar
by Professor Sattar Bawany, Chief Executive Officer Diana Seow
Simren Kaur
Centre for Executive Education (CEE Global)
Communications and Marketing
9 Article Two Diana Seow
Simren Kaur
Three Problems With The Corporate Governance Agenda
by Datuk John Zinkin, Managing Director Creative Designer & Printer
Zinkin Ettinger Sdn Bhd A & S Cetak Sdn. Bhd.
(KKDN: PQ1780/3869)
11 Article Three
Publisher & Distributor
IT Governance, Risk and Compliance (1st of the series) Malaysian Directors Academy (MINDA)
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

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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 ACC-
Cambridge 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 [email protected]
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

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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 Dr Suraya Sulaiman
Co-founder and Principal Executive Director - Innovation
Consultant, Alpha Catalyst Capabilty & Culture, Alpha Catalyst
Consulting (ACC) Consulting (ACC)

Has extensive experience in measuring Specialises in innovation culture and capability,
innovation and in establishing innovation helping organisations address their growth and
frameworks and approaches within transformational challenges, through innovation.
organisations. In 2010, she had also co-authored the book
‘Leading InnovAsian®: Embedding Innovation
Culture in Malaysian Organisations.’

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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. Does your company have an innovation strategy?
2. Why do you need to innovate?
3. Where should you innovate?
4. Foresight and opportunities for innovation
5. How much risk are you willing to take?
6. How do you want to innovate?
7. 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

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FEATURED ARTICLES _ARTICLE ONE

DEMYSTFYING BOARD’S ROLE IN TALENT MANAGEMENT

by Professor Sattar Bawany

SUMMARY This can be alleviated however by establishing on-
In today’s challenging economy and going programmes that correctly ascertain the
hypercompetitive business environment, CEOs high potential executives and provide them with
and senior executive teams are facing enormous meaningful and measurable development.
challenges when it comes to achieving and
sustaining breakthrough operating results. Intensifying A company’s leadership pipeline is expected to
War for Talent, globalisation, economic change, deliver its “next generation” of ready-now leaders.
more stringent regulation, and tougher governance The payoff is a supply of leadership talent that
make realising shareholder value increasingly simultaneously achieves targets, bolsters and protects
dificult. But, there is a tougher challenge: identifying ethical reputation, and navigates transformational
and developing new leaders which is critical for change in pursuit of a bright competitive future.
developing the sustainable competitive advantage Unfortunately, some Boards and CEOs neglect their
for the organisation and its eventual success. talent management accountability - consequently,
their pipelines run dry. When this occurs, the
Talent management and retention is perennially at downward spiral of competitive capability becomes
the top of CEO’s most pressing worries. A company’s discernable, the edge is lost, and the “magic”
leadership pipeline is expected to deliver its “next disappears. The competition begins to outwit,
generation” of ready-now leaders. The key to ensuring outlank and outperform these companies.
an organisation has the leaders it needs when it
needs them, is to accelerate the performance of BOARD’S ROLE IN TALENT MANAGEMENT
future leaders including high potential employees, so In most organisations, talent is the essential resource —
that their skills and leadership abilities are as strong In fact, your talent is the one thing that can distinguish
as possible when they are needed particularly as you from your competitors. Without the right people
leaders transition from role to role. to execute and deliver the organisation’s strategy
and objectives at all levels, the business will fail to
According to Ram Charan in his article published reach its full potential.
in the 2005 Harvard Business Review, as CEO tenure
continues to shrink, with two out of every ive new A board’s oversight responsibility is well understood in
CEOs failing in their irst 18 months, it has become the areas of risk governance, ethics, and corporate
absolutely critical for companies to cultivate internal responsibility, but less often mentioned with regard to
candidates for top positions. Yet corporations are talent. Yet, talent is an intrinsic part of the risk culture
beginning to realise that executive geographic and of an organisation.
organisation culture succession pipelines are broken
and will adversely affect the ability to identify and Instances where talent is at the core of major
nurture future leaders. organisational risk are increasingly prevalent. Talent is,
however, an area of organisational risk where boards
often fail to implement comprehensive controls.

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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 Talent-related risks traditionally include lack of
the board’s responsibilities. Traditionally, talent had succession planning; planned or sudden loss of key
been focused on hiring the chief executive oficer, personnel; lack of return on leadership investment or
determining executive compensation, planning senior senior external hires; and failure to attract, develop,
executive succession, and recruiting and developing and retain talent. These risks can extend to poor
board members. Yet the board’s responsibility for talent planning to support capital investments and
talent extends well beyond those duties. The ability business strategy; for example, limited leadership
to attract, develop, and retain talent, particularly bench strength reputational exposure, productivity
at the leadership level, has become a major factor risk, and inability to execute due to lack of workforce
in all capital investments, business strategies, and planning.
organisational growth. As a result, it is an important
consideration for boards of multinational and owner- To more effectively oversee risks related to talent,
managed businesses alike. boards should periodically and proactively consider
the following talent-related risks identiied in a Deloitte
HOW CAN THE BOARD HELP THE ORGANISATION report :
ATTRACT, DEVELOP, AND RETAIN TALENT?
• Reputational risks: Financial missteps, ethical
Boards play a key role in overseeing that talent breaches, legal problems, or even poor
strategies are in place to execute on the overall performance by executives can have an impact
business objectives as well as manage the talent- on a company’s revenue, proits, and market
related risk inherent in the commercial world value for years to come, particularly when publicly
today. In this role, the board should conirm that reported in the media. This is particularly important
its organisation has an effective and robust talent because decisions are often made by one or
management programme capable of delivering more key individuals in an organisation.
value for shareholders. Talent is one of the ive
critical governance elements over which the board • Crisis management: “Black swan” events—
provides active oversight. Executing active oversight low-probability events that have far-reaching
with regard to the ive elements—performance, impact—are increasingly common. Does senior
strategy, governance, talent, and integrity—cannot management have a detailed crisis management
be delegated to management. plan that governs how the organisation addresses
these issues? Risks include changes in economic
Questions for Board Directors to ask: and market trends, the sudden departure of
1. What is the key talent risks associated with our core business-critical talent, poaching of whole teams
by external sources, and health and safety
business strategies? With our major investments? incidents.
2. What is our talent bench strength? How is our
• Business and regulatory risks: Boards should
organisation mitigating succession risks? satisfy themselves that their talent strategies,
3. What plans are in place to bring about smooth compensation, and incentive plans are aligned
to create a culture that supports the pursuit of
succession or substitution of our key talent, if the business goals within regulatory constraints.
need arises?
4. How can we strengthen our talent-related due • Broader HR risks: HR risks have expanded beyond
diligence in joint venture and M&A situations of compliance with labor regulations. While those
any of our holdings or subsidiary entities? 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.

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FEATURED ARTICLES _ARTICLE ONE

IMPROVING BOARD OVERSIGHT OF TALENT-RELATED For example, in merger and acquisition (M&A)
RISKS situations, talent due diligence is often neglected
and talent the organisation intended to acquire
Improving the oversight of talent risk begins with on Day 1 may be lost.
understanding those risks and management’s
approach to addressing them. Here are ive key steps CONCLUSION
for boards to consider in their talent oversight role: In general, sound talent management strategies and
programs can greatly reduce risk, improve sustainable
• Review talent-related risks: Many boards have performance, and improve the organisation’s ability
adopted a twice-a-year talent review in which the to attract external talent. Board oversight into this
chief human resources oficer (CHRO) summarises process can not only provide experienced insight,
the external talent trends, and workforce and but help to identify and reduce the risks and take
talent strategy for the business, including a talent management to the next level.
comprehensive review of talent, HR risks and the
associated mitigation strategies. BIBLIOGRAPHY

• Develop measurable outcomes: It is also wise Bawany, Sattar, “Maximising the Potential of Future Leaders:
to request a benchmark analysis that covers Resolving Leadership Succession Crisis with Transition Coaching” in
employee engagement, top performer and ‘Coaching in Asia – The First Decade’., Candid Creation Publishing
executive attrition, and other factors related to LLP, September 2010. Available as e-download at: http://www.
talent retention at the senior levels and for other cee-global.com/6/publication
critical positions. This can be accomplished by
leveraging industry or HR data and/or using Bawany, Sattar, “Winning the War for Talent”, Human Capital,
historical organisational data as comparisons. Singapore Human Resources Institute, (September-October 2007);
54-57.
• Assign the responsibility: More and more boards
designate a director and/or members of the Charan, Ram. “Ending the CEO Succession Crisis”. Harvard Business
remuneration committee to address talent- Review, (February 2005); 83-86.
related issues and risks (often a former or current
CHRO), and ask for frequent “in camera” sessions Charan, Ram. “Leaders at All Levels”, Jossey-Bass, Wiley, San
with the board on talent-related risks. The head of Francisco, California, (2008); 1-4.
HR could report to both the CEO and the board.
For the board, this designated director can help Deloitte Human Capital Trends 2012: Leap Ahead, Published by
raise awareness of talent issues; moreover, this Deloitte, www.deloitte.com
individual has the appropriate background to
question management and inform the board ABOUT THE AUTHOR
about talent-related risks and how management
is addressing them. Professor Sattar Bawany is the
Chief Executive Oficer and the
C-Suite Master Executive Coach
of the Centre for Executive
Education (CEE Global).

• Monitor the talent pipeline: Talent supply and He is an astute advisor and
demand data should be reviewed as part of Executive Coach especially skilled
capital investments and business strategy reviews at helping senior executives work
at least annually, and ideally more frequently. through leadership transition
In addition, the need to develop new products, issues, whether individually or
enter new markets, or combat new competitors systemically. He has coached a
will dictate the demand for speciic experience range of leaders, from CEOs, to
and skills. The board should ascertain that senior vice presidents, and high
management and the HR team have plans in potential managers across various industries globally.
place to meet that demand.

• Align the talent and business strategy: In reviews RELEVANT MINDA PROGRAMMES
of strategy, the board should ask management • 7th Directors Forum @ 12-14 Oct 2014, Koh Samui
how it aligns the talent strategy with the business • CDAP: Human Capital @ 13-14 Mar 2015, KL
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.

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FEATURED ARTICLES _ARTICLE TWO

Three Problems
WiTh The

CorPoraTe
GovernanCe

aGenda

by Datuk John Zinkin

The corporate governance (CG) agenda seems be trusted to look after shareholders’ interests.
mainly to be about public listed companies, while Second, regulators and auditors focus on reported
good governance applies equally to unlisted family results, recognising they are not qualiied to advise on
irms, SMEs, charities, cooperatives and NGOs. The the choice of strategy or its implementation. Yet, as I
focus of regulation and academic literature on have argued in previous articles, 60% of shareholder
the problems of principal-agent conlicts has led value destruction is the result of choosing the wrong
to boards being regarded by some as adversaries strategy; 27% through poor implementation; and only
of management as opposed to their partners and 13% through failures of compliance. It is a sobering
sounding boards. Finally, because so much of the thought that Sarbanes-Oxley has not prevented a
discussion is seen through the eyes of lawyers and single collapse of a public listed entity when that was
auditors, the ethical dimension is often missing. That what it was designed to do.
is a pity, since sustainable businesses always have an
ethical foundation. The right choice of strategy and ensuring its effective
implementation is an issue for every organisation,
WHAT ABOUT UNLISTED ORGANISATIONS? regardless of whether it is listed or not.
Public listed organisations are not the only form
of human enterprise. SMEs are recognised as the WHY MUST DIRECTORS BE TURNED INTO POTENTIAL
engines of economic growth for countries and ADVERSARIES?
millions of people around the world are employed The tone of some of the language of CG portrays
by NGOs, charities and mutual. In Malaysia there the role of non-executive directors as potential
are also the many companies owned by the Ministry adversaries of CEOs. Maybe this is the result of the
of Finance, which are not listed. How much value is principal-agent theory and of past failures of boards
created and destroyed in these organisations? How to check CEOs from destroying great companies.
much more value could we create if we had the right Such tonality seems to me to miss the point that
governance focus in such organisations – a focus boards and their CEOs are in fact in the same boat,
designed to help them choose the right strategies sharing the same objective – the sustainable success
and execute them well? of the organisation.

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

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FEATURED ARTICLES _ARTICLE TWO

The failure of the CEO is the failure of the board. It is Yet choosing a sustainable strategy (the key role of
the failure of the board because boards are required good governance) requires the board to ensure that
to hire the right person for the job in the irst place. the business purpose is ethical. It is one of the lessons
They are then required to help the CEO through the of the global inancial crisis that western banks got
provision of independent thought and challenge, into trouble because they abandoned their moral
designed to ensure the business case is as robust as and socially valuable business purpose in the pursuit
possible. of unethical proits, achieved through sub-prime, mis-
selling, and market ixing. If organisations are known
The purpose of challenge is not to second guess to be unethical, they ultimately lose their “licence to
management or undermine the CEO, though that is operate” and one of the key tasks of good governance
often how it is interpreted, but to protect the CEO and is to maximise the long-term “licence to operate”.
the top management team from the consequences Toyota’s quality problems and currently those of GM
of strategic myopia, groupthink and human fallibility. in the US were caused by putting market share and
If boards do not have the “courage to speak truth to proits ahead of ethics. Boards must remember the
power”, how can we expect people reporting to the reputation damage caused by unethical behaviour
CEO to have it? The inal failure of the board comes is long-term and expensive to remedy.
when there is no adequate succession plan.
CONCLUSION
In short, directors are there to protect CEOs from their The importance of good governance is clear once
own fallibility and mortality. When their role is seen we remember it covers unlisted entities as well as
in this light, there is no reason, other than vanity and listed ones; that boards are not adversaries but share
ego, for CEOs to see their directors as adversaries the same objectives as management; and that there
who need to be controlled through the provision of must be an ethical foundation to achieve long-term
inadequate or asymmetrical information. 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.

The CG agenda is driven primarily by regulators, Datuk John has been asked to speak regularly on
lawyers and auditors. Regulators focus on fairness, the subject by the Securities Commission; Bursa
transparency and investor protection. Lawyers Malaysia; Bank Negara; the Malaysian Institute
focus on due process and auditors report what has of Corporate Governance (MICG); the Minority
happened. The unintended consequence is an Shareholders Watchdog Group (MSWG); the
excessive regard for box-ticking when it comes to Malaysian Association of Company Secretaries
CG reporting – for observing the letter of the law (MAICSA); MIA; and MICPA. He was a member of the “Malaysian Corporate
rather than its spirit. The law is not about ethics, nor Governance Blueprint 2011” working party.
are audits. External pressures on organisations to
have good governance tend to pay lip service to RELEVANT MINDA PROGRAMMES
the importance of an ethical business foundation - • CDAP : Ethics @ 22-23 Apr 2015, KL
what business a company is in and how it does it. The • CDOP @ 8-9 Apr 2015, KL
normal view is that “as long as it is legal, that is what
matters”. @ 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.

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FEATURED ARTICLES _ARTICLE THREE

IT Governance, MOVING AHEAD …
Risk and
This series of articles will look at governance, risk and
Compliance compliance considering information technology and
will build an approach that will help identify core
by Alan Simmonds aspects of GRC and will culminate in a proposed
(1st of the series) 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 The assets outlined above must be fully and
PRISM, Accumulo, NSA, surveillance, privacy and effectively utilised by organisations in order to deliver
intrusion – recent events make these dificult to ignore. their strategies – in order to do these we recognise 3
Should we be concerned about the types of events core GRC capabilities:
brought about by Ellsberg, Woodward, Manning,
Snowden and countless others in an article aimed at • Protection of assets
risk professionals? – only in as much as we recognise • Compliance
that risk is everywhere. The often-quoted ‘eternal • Consistent service provision
vigilance is the price of freedom’ (Wendell Phillips, 1852
and attributed to many others thereafter) provides a Protection of assets is a broad term that includes
good segue into the basic theme of this set of articles all assets (see list above) – we recognise that each
– governance, risk and compliance (GRC) – by way of these assets has associated use, ownership/
of recognising that freedom for organisations to meet stewardship, operation, involvement, inluence, and
their objectives must be balanced by the appropriate adoption across the organisation all leading to a
accountabilities, responsibilities and actions. complex web of interactions and requirements for
governance. One particular challenge we have
While we might be tempted into a discussion on the ICT asset front is that the pace of change is
on ethics, morality, liberty, public interest and accelerated and any down/up-side impact can
whistleblowing – these remind us what the difference therefore occur with increasing uncertain frequency
between management and governance is. Whether and magnitude.
this is at country level or within a small department
the distinction is the same – management is typically Compliance includes the adherence to rules,
about ‘running the business’ while governance is designs, regulations and standards as well as includes
about ‘ensuring that the right things are done’. the acknowledgement of both static (decision
This is where we leave PRISM behind. rights, structures and authority remit) and dynamic
(proper and timely execution of decisions, policies,
standards, performance measurement and BRR)
sides of governance.

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FEATURED ARTICLES _ARTICLE THREE

Consistent service provision is the concept of delivery To close this irst article on GRC we’ll highlight some
that includes timing, channels, metrics, audience, risk challenges both within the ICT and business sides
improvement and recognising that … of organisations that must be addressed to support
our approach:
These 3 capabilities are linked through a backbone
of standards which is also an umbrella term that • Risk-aware culture must be established in the
includes regulation, legislation, internal organisational
standards, policies, principles, guidelines and organisation – all stakeholders must understand
standard operating procedures. the IT risks that affect them

Central to GRC is the requirement to mitigate risk, • Measurement and reporting of the effectiveness
deliver strategic objectives and provide beneit -
over this series of articles we will be exploring how and eficiency of IT risk management must
these can be made to work together to drive the become business-as-usual
correct organisational behaviours and sustain the
organisation’s strategy. The ‘GRC Overview’ diagram • Risk strategies and architectures must extend
provides the overall structure that we’ll be following
to show this approach. 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

IT GOVERNANCE Alan Simmond has over 29 years of practical
Information technology governance is both a experience in governance (technology,
necessary and formal partner in this journey and we’ll corporate and contract) and strategy across
be exploring how frameworks such as COBIT® can be a broad spectrum of industry and commerce
used to provide the support necessary to integrate resulting in a proven capability of helping
many of the concepts and constructs mentioned in organisations meet their regulatory and legislative
this article. obligations.
He has signiicant practical experience of how
RISK MANAGEMENT governance and regulatory issues are successfully
The 3 capabilities outlined above will all contribute to managed and adopted by organisations through
risk management – as we’ll see the use of frameworks the innovative use of organisational structures,
is necessary – indeed the ISO31000 will provide us processes, controls, audit and assurance.
many opportunities to exercise the direction, control Alan is a key contributor to COBIT 5 ( ISACA) and TOGAF ( Open Group) in
and necessary discipline to help embed effective the area of architecture governance and is the prime author of the research
GRC in the organisation. paper Governance of Outsourcing for the ITGI.

Often however the beneits of risk management RELEVANT MINDA PROGRAMMES
are ‘sold’ using threats rather than focussing on risk • CDAP : Strategy & Risk @11-12 Mar 2015, KL
itself - this leads to a reactive and tactical approach
– which is the exact problem we’re trying to avoid @2-3 Sept 2015, KL
through proper, informed and established GRC. • CDOP @ 8-9 Apr 2015, KL

@ 26-27 Nov 2015, KL

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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

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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.

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FEATURED ARTICLES _ARTICLE FOUR

Results have been apparent and measurable. By the the New Economic Model that would permit need-
end of 2011, Malaysia witnessed a 35% reduction in based preferences, not ethnic-based preferences.
street crime in high-crime neighbourhoods and built
over 35,000 low-cost housing units. The government Unlike most politicians who forget their campaign
created anti-corruption courts to adjudicate promises, Dato’ Sri Najib has asked to be judged and
corruption cases within 12 months and passed a held accountable for the progress he has, or has
strong whistle-blower law to protect the courageous not, made. Over the past year, I have served as a
individuals who come forward to report and identify member of Malaysia’s International Review Panel
corrupt practices and public oficials. created to review the results of both the Government
Transformation Programme and Economic
Further measures were enacted to strengthen Transformation Programme, and I have seen irst-
hand that real progress is being made.
private-sector competitiveness, including a new

law that levels the playing ield for businesses and

guards against anti-competitive practices. And the In other words, Prime Minister Dato’ Sri Najib wanted

movement to reduce government ownership and a report card—and better yet, he wanted everyone

to divest functions to to see it. And they

the private sector, will. Ultimately,

where eficiencies he is prepared

and jobs can be to be judged

allowed to lourish, by the ultimate

continued. The oil, arbiters of

gas and energy success or failure

sector realised in a democracy:

signiicant incentives the voters of his

for exploration of country.

marginal oil and gas

ields. The third pathway

of progressive

By the end of 2011, government

Malaysia had moved in partnership

ahead of advanced with a vibrant

economies of private sector has

Germany, Japan been powering

and Switzerland on Malaysia towards

the World Bank’s its goals and

2012 “Doing Business helping to create

Report”—and had a better life

achieved the highest for its citizens.

Gross Domestic Whatever the

Product in its history. results of the next

election, the

But Prime Minister Dato’ Sri Najib knows that serious Malaysian model is already an enduring legacy of
challenges remain, especially in the implementation
of reform through his two-year-old Government Dato’ Sri Najib’s government.
Transformation Program (GTP), and that there is a
way to go to guarantee all citizens equal civil rights, ABOUT THE AUTHOR
the right of political assembly and free speech, and
guarantees of equal economic opportunities and Michael J. Hershman is a cofounder of Transparency
justice for all. International, a former senior staff investigator for the
U.S. Senate’s historic “Watergate” Committee, and
This includes the long-term objective of eliminating a paid consultant to the Malaysia Anti-Corruption
the vestiges of discrimination, as seen from the past Commission tasked with building a national strategy
acceptance of the so-called Bumiputra policy against corruption. He is the principal in the
favouring Malays in jobs and opportunities over
Chinese, Indians and other ethnic groups constituting Washington D.C.-area irm The Fairfax Group.
about 40% of the population. For example, Dato’ Seri
Najib has launched a new edition of the policy called RELEVANT MINDA PROGRAMMES
International Directors Summit@27-28 Oct 2014

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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:

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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 • BOARD MEMBERS • SENIOR MANAGEMENT
• POLICY MAKERS • 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.

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IDS 2014 SPECIAL PULL OUT

8:00 am DAY 1
9:00 am –
10:15 am Arrival and Registration of Participants

Panel Discussion: NEW ECOSYSTEM FOR CREATIVITY AND SUSTAINABILITY

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 am-
Networking Break
10.30 am
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

12:30 pm – Synopsis: In a globalised world, the remaining sustainable advantage is in consistent innovation. Networks inside
2:15 pm and outside organisations are key to successful innovation in products, processes, and strategies. When ideas are
2:15pm – connected, it generates powerful outcomes. A rich knowledge-based relationship has enormous advantage in innovating
3:45 pm more effectively.

Networking Lunch

Panel Discussion: GETTING THE MODEL RIGHT ON P3 DEVELOPMENT
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

3:45pm – Synopsis: The Public Private Partnership (PPP) played an important role on Malaysia Incorporated concept. PPP in
4:00 pm Malaysia is defined broadly as an arrangement whereby the private sector provides its expertise and invests in
4:00pm – infrastructure assets which would traditionally have been undertaken by the Government. The panel will look at Malaysia’s
5.00 pm approach in the implementation of PPP programmes and the experiences within the region.

Tea Break, Networking Session and Exhibition

Panel Discussion: MALAYSIAN HEALTHCARE PLAN - WELFARE FOR CITIZENS
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.

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IDS 2014 SPECIAL PULL OUT

8:00 am DAY 2
9:00 am –
10:30 am Arrival and Registration of Participants

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 – Synopsis: Technological advancements have enabled value creation opportunities, or known as co-creation, where
11:00 am 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
11:00 am – its potential reward, co-creation has its risks. How can these be risks be mitigated? What kind of strategies should be
12:30 pm employed to ensure meaningful and sustained collaboration?

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

12:30 pm – Synopsis: Social entrepreneurships are businesses with social objectives in which their profits are directed towards self-
2:00 pm development, public good or resolving social issues. Social enterprise is aimed at creating the ideal of empowering the
community, providing innovative solutions to social problems.

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

2:00 pm – Synopsis: During YABhg Tun Dr Mahathir’s tenure as Prime Minister, Malaysia experienced rapid modernisation and
3:00 pm 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.

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)

3:00 pm – Synopsis: Education is central to Malaysia’s growth as it is fundamental to the development of human capital and
3:30 pm knowledge base of the country. The session aims to discuss the concept and applicability of PPP, in improving quality,
efficiency, effectiveness and delivery.

Coffee Break and Networking Session

3:30 pm – PANEL DISCUSSION: DIVERSITY AND GOVERNANCE IN INNOVATIVE DECISION-MAKING
4:45 pm 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)

4:45 pm – Synopsis: Good practice in governance includes finding the right people to lead. In a diverse world such as ours, this
5:00 pm 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.

KEYNOTE CLOSING ADDRESS

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.

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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. www.kornferry.com
At every level of an organization, there is
potential for leadership, growth and knowledge. © Korn Ferry 2014. All rights reserved.
We have the tools, research and know-how to
turn potential into momentum.

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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 The book shares wealth of tips on:
more than “business as usual” to stay strong • How leaders can achieve exceptional
and stay ahead of the curve. It takes Triple
Crown Leadership. Inspired by the most elusive performance, with integrity, and sustain it
championship in sports, the Triple Crown of over time
horseracing, this compelling road map is • How entrepreneurs can position their ventures
designed for leaders who want to win. for high performance, integrity, and impact
• What must leaders do differently during
Triple Crown Leadership provides helpful tools transformational turnarounds and crises
for any leader seeking a better way. The book • How to align your organisation for peak
shows you how to: performance
• Be excellent (achieve exceptional • How to use purpose to ground, values to
guide, and vision to inspire
performance), ethical (do the right thing), • How to create a sustainable organisation
and enduring (stand the test of time) • How to stay true to your vision, mission, and
• Align your organisation for peak performance values
• Instill a culture of character • How to bake integrity into the heart of your
• Lead with both “steel” and “velvet” business
• Achieve impact and sustainability while • How to create a culture of character
maintaining high performance. • How organisations can achieve a positive
• Turn your company around after a breakdown. social impact – on employees, customers,
shareholders, suppliers, communities, the
Based on the authors’ experience and interviews environment, and the world – even as they
with over sixty organisations in eleven countries, achieve exceptional performance
this book provides compelling leadership lessons • How to develop people more fully in terms of
from an array of enterprises, including Zappos, head and heart
Google, eBay, Infosys, Xerox, Spotify, Mayo • How can leaders assess progress in building
Clinic, KIPP, Ashoka, and more. Executives excellent, ethical, and enduring organisations
Bob and Gregg Vanourek--a dynamic father • How to interview and assess for character
and son team--show you how to achieve high and cultural it
performance, integrity, and sustainability.
The book “Triple Crown Leadership” by Bob and
Gregg Vanourek is a must-have for leaders who
want to win.

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PROGRAMME HIGHLIGHTS

Corporate Directors Onboarding Programme (CDOP) 2014 Next Sessions:
Type: Customised Programme • 8&9 Apr 2015, Kl
Date: 16 & 17 April 2014 • 26&27 Nov 2015, Penang
Venue: Le Meridien Hotel Kuala Lumpur

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 Next Session:
Type: Customised Programme • 13&14 May 2015, KL
Date: 6 – 7 May 2014
Venue: The Majestic Hotel, Kuala Lumpur

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.

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PROGRAMME HIGHLIGHTS

Building High Performance Directors (BHPD) 7/2014 Next Session:
Type: Premier Programme • 16-20 Aug 2015
Date: 18 – 22 May 2014
Venue: Hotel Soitel Legend Metropole, Hanoi, Vietnam

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.

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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 – Next Session:
“Ethics in Business : Creating Sustainable Value” • 22-23 Apr 2015, KL
Type: Customised Programme
Date: 11 & 12 August 2014
Venue: The Majestic Hotel Kuala Lumpur

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.

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PROGRAMME HIGHLIGHTS

Corporate Directors Advanced Programme (CDAP) 2014 : Strategy & Risk Next Sessions:
Type: Customised Programme • 11&12 Mar 2015, KL
Date: 27 & 28 August 2014 • 2&3 Sept 2015, KL
Venue: The Majestic Hotel Kuala Lumpur

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.

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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 co-
author 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 thought-
provoking questions and sharing of exclusive peer-to-peer experiences.

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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.

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PROGRAMME HIGHLIGHTS

3rd Party Events

Event : Corporate Governance Practices in State-Owned-Enterprises (SOEs)
Organiser : The World Bank and Undersecretariat of Treasury Turkey
Date : 10 June 2014
Venue : 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 : Innovating Malaysia Conference 2014 (IMC 2014)
Organiser : Agensi Inovasi Malaysia (AIM)
Date : 28 & 29 August 2014
Venue : 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.

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BHPD 1/2007 Premier Alumni List 60. Tan Sri Dato’ Sheriff Mohd Kassim
PLUS Expressway Berhad
1. Datuk Dr. Syed Muhamad bin Syed Abdul 31. Raja Tan Sri Arshad Raja Tun Uda
Kadir Asia Capital Reinsurance Malaysia Sdn Bhd 61. Dato’ Mohd Shukri Hussin
Bumiputra-Commerce Holdings Berhad Bumiputra-Commerce Holdings Berhad
32. Tan Poh Keat
2. Dato’ Dr. Mohamad Hashim Ahmad Tajudin Telekom Research & Development Sdn Bhd 62. Tan Sri Dato’ Dr. Muhammad Rais Abdul
Chemical Company of Malaysia Berhad Karim
BHPD 2/2008 Malaysian Directors Academy (MINDA)
3. Datuk Bazlan bin Osman
Telekom Malaysia Berhad 33. Datuk Abdullah Hj Kuntom 63. Oh Kim Sun
Malaysia Building Society Berhad Pharmaniaga Bhd
4. Lau Tiang Hua
Malaysia Building Society Berhad 34. Tuan Haji Ir. Abdullah Yusof DF 1/2009
Cement Industries of Malaysia
5. Dato’ Abdul Rahman Abdul Ghani 64. Arlida Ariff
Malaysian Airline System Berhad 35. Abu Bakar Ibrahim Iskandar Investment Berhad
Khazanah Nasional Berhad
6. Tuan Haji Abdul Jabbar bin Abdul Majid 65. Adlan Ahmad
Proton Holdings Berhad 36. Anuar bin Mohd Hassan Iskandar Waterfront Sdn Bhd
Malaysian Reinsurance Berhad
7. Dato’ Lim Kheng Guan 66. Shahnaz Al-Sadat binti Abdul Mohsein
Telekom Malaysia Berhad 37. Dato’ Dr. Aziuddin Ahmad UEM Group Berhad
ValueCap Sdn Bhd
8. Dato’ Fuad bin Jaafar 67. Tuan Haji Hassan Jaa’far
Tenaga Nasional Berhad 38. Tan Sri Bashir Ahmad bin Abdul Majid PLUS Expressway Berhad
Malaysia Airport Holdings Berhad
9. Dato’ Anwarrudin Ahamad Osman 68. Dato’ Noorizah binti Hj. Abd Hamid
UEM Builders Berhad 39. Jamilah Dato’ Hashim PLUS Expressway Berhad
Khazanah Nasional Berhad
10. Tuan Haji Abdul Kadir Md Kassim 69. Tan Sri K. Ravindran
UEM World Berhad 40. Dr. Kamarulzaman Mohamed Zin PLUS Expressway Berhad
Khazanah Nasional Berhad
11. Andrew Lo Kian Nyan 70. Tan Sri Abdul Halim Ali
Employees Provident Fund 41. Tan Sri Datuk Mohamed Khatib bin Abdul Malaysia Building Society Berhad
Hamid
12. Dr. Roslan A. Ghaffar Pantai Holdings Berhad 71. Mohd Izani Ashari
Malaysian Resources Corporation Berhad Khazanah Nasional Berhad
42. Datuk Mohamed Zain bin Mohamed Yusof
13. Tuan Haji Mohd Yusof Hussian Faber Group Berhad 72. Michael Jude Fernandez
Bumiputra-Commerce Holdings Berhad Khazanah Nasional Berhad
43. Mohd Nadziruddin Mohd Basri
14. Tuan Haji Khairuddin Ahmad Khazanah Nasional Berhad 73. Hiroyuki Kudo
RHB Bank Berhad CIMB Group Berhad
44. Dr. Ir. Muhamad Fuad bin Abdullah
15. Ismael Fariz Ali Island & Peninsular Bhd BHPD 3/2010
Khazanah Nasional Berhad
45. Dato’ Rosli Sharif 74. Encik Johan bin Abdullah
CF 1/2007 Faber Group Berhad BIMB Holdings Berhad

16. Tan Sri Samsudin Osman 46. Dato’ Syed Saleh Syed Abdul Rahman 75. Dato’ Kalsom binti Abdul Rahman
BIMB Holdings Berhad Lembaga Tabung Haji Chemical Company of Malaysia Bhd

17. Tan Sri Dato’ Seri Haidar Mohamed Noor 47. Dato’ Zainal Azwar bin Zainal Aminuddin 76. Dato’ Mohammed Azlan Hashim
CIMB Bank Berhad TH Plantation Berhad Employee Provident Fund (EPF)

18. Tan Sri Dato’ Hj Mohd Zuki Hj Kamaluddin 48. Datuk Zainal Abidin Alias 77. Prof. Datuk Dr. Syed Othman Alhabshi
Island & Peninsular Berhad Faber Group Berhad Etiqa Takaful Berhad

19. Laksamana (B) Tan Sri Dato’ Sri Mohd CF 2/2008 78. Dato’ Ikmal Hijaz Hashim
Anwar Hj Mohd Nor Faber Group Berhad
Lembaga Tabung Angkatan Tentera 49. Dato’ Ir. Abdul Rahim Bakar
OPUS Group Berhad 79. Mohd Izani Ashari
20. Mohd Ali Dewal Khazanah Nasional Berhad
Lippo Bank Tbk 50. Abdullah Abdul Hamid
Malaysian Directors Academy (MINDA) 80. Hisham Zainal Mokhtar
21. Tan Sri Datuk Dr Aris Othman Khazanah Nasional Berhad
Malaysia Airport Holdings Berhad 51. Dato’ Ahmad Pardas Senin
Malaysian Directors Academy (MINDA) 81. Loh Wai Yee
22. Tan Sri Abdul Halim Ali Khazanah Nasional Berhad
Malaysia Building Society Berhad 52. Dato’ Anwar bin Haji @ Aji
Faber Group Berhad 82. Stephanie Saw Ai Lin
23. Tan Sri Azlan Mohd Zainol Khazanah Nasional Berhad
Malaysia Resources Corporation Berhad 53. Tan Sri Dato’ Seri Haidar bin Mohamed Nor
CIMB Bank Berhad 83. Dato’ Ir. Abdul Rahim Abu Bakar
24. Tan Sri Datuk Khatib Abdul Hamid Telekom Malaysia Berhad
Pantai Holdings Berhad 54. Datuk Mohamed Arif Nun
Silterra Malaysia Sdn Bhd 84. Dato’ Abdul Manaf bin Hashim
25. Tan Sri Ahmad Sarji Abdul Hamid Tenaga Nasional Berhad
Permodalan Nasional Berhad 55. Tan Sri Dato’ Lau Yin Pin
Tenaga Nasional Berhad 85. Shahnaz Al-Sadat Abdul Mohsein
26. Dato’Mohammed Azlan Hashim UEM Group Berhad
Proton Holdings Berhad 56. Tan Sri Dato’ Lodin Wok Kamaruddin
Boustead Holdings Berhad 86. Tuan Haji Abdul Kadir Bin Md. Kassim
27. Tan Sri Dato’ Ir Muhammad Radzi Hj Mansor UEM Land Holdings Berhad
Telekom Malaysia Berhad 57. Dato’ Dr. Mohamad Hashim bin Ahmad
Tajudin CF 3/2010
28. Tan Sri Leo Moggie Chemical Company of Malaysia Berhad
Tenaga Nasional Berhad 87. Tuan Haji Abdul Kadir Bin Md. Kassim
58. Tan Sri Mohamed Azman Yahya Cement Industry of Malaysia
29. Dato’ Ir Abdul Rahim Abu Bakar Pharmaniaga Bhd
UEM Builders Berhad 88. Datuk Dr. Syed Muhamad bin Syed Abdul
59. Tan Sri Datuk Mohamed Khatib bin Abdul Kadir
30. Tan Sri Dr Ahmad Tajuddin Ali Hamid CIMB Islamic Berhad
UEM Group Berhad Pantai Holdings Berhad

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ALUMNI LIST 119. Dato’ Kalsom Abd Rahman DF 4/2013
MISC Berhad
89. Dato’ Ikmal Hijaz Hashim 148. Tan Sri Abdul Halim Ali
Faber Group Berhad 120. Mahadzir Bin Azizan Malaysia Building Society Berhad
Syarikat Takaful Malaysia Berhad
90. Tan Sri Dato’ Dr. Muhammad Rais Abdul 149. Prof. Ir. Dr. Hj Abdul Rahman Bin Omar
Karim 121. Datuk Mohaiyani binti Shamsudin UiTM Hospitality Management Services Sdn
Malaysian Directors Academy (MINDA) Malayan Banking Berhad Bhd

91. Laksamana Tan Sri Dato’ Seri Ilyas Hj Din 122. Dato’ Mohamed Hassan Md Kamil 150. Ahmad Norhisham Hassan
(Bersara) Syarikat Takaful Malaysia Berhad Jambatan Kedua Sdn Bhd
Perbadanan Hal Ehwal Bekas Angkatan
Tentera 123. Tan Sri Dato’ Dr Muhammad Rais Bin Abdul 151. Datuk Wira Ahmad Rusli Joharie
Karim Pengurusan Aset Air Berhad
92. Fazlur Rahman Ebrahim Malaysian Directors Academy (MINDA)
Securities Commision 152. Tan Sri Dr. Ahmad Tajuddin Ali
124. Osman bin Ismail UEM Group Berhad
93. Mahbob bin Abdullah Permodalan Nasional Berhad
TH Plantations Berhad 153. Dato’ Ahmad Zaini Othman
125. Richard George Azlan Abas Malaysia Building Society Berhad
94. Datuk Azizan Abdul Rahman Theta Edge Berhad
TH Properties Sdn Bhd 154. Azman Bin Hj. Tambi Chik
126. Ronnie Kok Lai Huat Rangkaian Hotel Seri Malaysia Sdn Bhd
95. Dato’ Othman Jusoh TIME dotCom Berhad
TH Technologies Sdn Bhd 155. Dato’ Hashmuddin Bin Mohd
127. Tan Sri Datuk Dr. Raiah Salim Jambatan Kedua Sdn Bhd
BHPD 4/2011 NAM Institute for the Empowerment of
Women (NIEW) 156. Dato’ Seri Ismail Shahudin
96. Tan Sri Abdul Halim Ali Opus Group Berhad
Malaysian Building Society Berhad 128. Dato’ Sulaiman Mohd Yusof
Syarikat Takaful Malaysia Berhad 157. Dato’ Md. Agil Bin Mohd Natt
97. Abdul Rahim Bin Abdul Hamid EXIM Bank Malaysia Berhad
Proton Holdings Berhad 129. Maj Gen Dato’ Zulkilee bin Mazlan
Perbadanan Hal Ehwal Bekas Angkatan 158. Mohamad Azmi Bin Ali
98. Tan Sri Abi Musa Asa’ari Tentera Jambatan Kedua Sdn Bhd
Lembaga Tabung Haji
BHPD 5/2012 159. Dato’ Mohamed Hassan Md Kamil
99. Dr Achmad Riawan Amin Syarikat Takaful Malaysia Berhad
CIMB Islamic Bank Berhad 130. Tan Sri Dato’ Sri Azizan Arifin
BHIC Aero Services Sdn Bhd 160. Datuk Mohamed Zain Mohamed Yusuf
100. Behara Venkata Rama Subbu Faber Group Berhad
Proton Holdings Berhad 131. Amrish Hari Narayanan
EMRAIL Sdn Bhd 161. Tuan Haji Mohd Radzi Hussein
101. Datuk Francis Tan Leh Kiah Pengurusan Aset Air Bhd
Securities Commission Malaysia 132. Tan Sri Dato’ Hari Narayanan A/L
Govindasamy 162. Dato Norazman Abd Aziz
102. Tan Sri Ghazzali Sheikh Abdul Khalid Tenaga Nasional Berhad UEM Group Berhad
Axiata Group Berhad
133. Datuk Mohamed Zain Mohamed Yusuf 163. Tan Sri Dato’ Ir. Haji Omar Bin Ibrahim
103. Datuk Johar Bin Che Mat Faber Group Berhad UEM Builders Berhad
Proton Holdings Berhad
134. Tan Sri Samsudin Osman 164. Dato’ Rosely Bin Samsuri
104. Michael Jude Fernandes Employee Provident Fund Perbadanan Nasional Berhad
Pantai Holdings Berhad
135. Dato’ Sulaiman Mohd Yusof 165. Dato’ Rosman Bin Abdullah
105. Mohamed Nor Bin Abdul Hamid Syarikat Takaful Malaysia Berhad Kumpulan FIMA Berhad
Etiqa Takaful Berhad
136. Datuk Zainal Abidin Alias 166. Shahnaz Al Sadat
106. Dato’ Sri Mohd Nadzmi Bin Mohd Salleh Faber Group Berhad Malaysian Directors Academy (MINDA)
Proton Holdings Berhad
137. Zaiviji Ismail bin Abdullah 167. Dato’ Sulaiman Mohd Yusof
107. Tan Sri Rainer Althoff UEM Group Berhad Syarikat Takaful Malaysia Berhad
Proton Holdings Berhad
DF 3/2012 168. Tuan Syed Kamarulzaman Bin Dato’ Syed
108. Tuan Haji Zakaria Bin Ismail Zainol Khodki Shahabudin
Syarikat Takaful Malaysia Berhad 138. Tuan Haji Abdul Kadir bin Md Kassim Perbadanan Nasional Berhad (PNS)
UEM Group Berhad
109. Yew Wan Kup 169. Wan Abdul Aziz Arifin
CIMB Group Holdings Berhad 139. Dato’ Ir Abdul Rahim Abu Bakar Khazanah Nasional Berhad
Telekom Malaysia Berhad
DF 2/2011 170. Dato’ Wan Mohd Fadzmi Wan Othman
140. Dato’ Ahmad Ibnihajar AGRO Bank
110. Datuk Abdul Malek Bin Abdul Aziz Malaysian Resources Corporation Berhad
NCB Holdings Berhad 171. Zainal Abidin Jalil
141. Datuk Azzat bin Kamaludin Malakoff Corporation Berhad
111. Tuan Haji Abdul Kadir Bin Md Kassim Axiata Group Berhad
UEM Land Holdings Berhad 172. Dato’ Zohari Bin Akob
142. Ibrahim Marsidi Jambatan Kedua Sdn Bhd
112. Abdul Rahim Bin Abdul Hamid Telekom Malaysia Berhad
Proton Holdings Berhad 173. Encik Zaiviji Bin Abdullah
143. Kenneth Shen UEM Group Berhad
113. Ahmad Tajuddin Carrim Axiata Group Berhad
Proton Holdings Berhad BHPD 6/2013
144. Loh Lee Soon
114. Cindy Tan Ler Chin Maybank Asset Management Sdn Bhd 174. Abdul Rahim Abdul Hamid
Malaysia Building Society Berhad Malaysia Debt Ventures Berhad
145. Tan Sri Dato’ Mohd Sheriff Mohd Kassim
115. David Lau Nai Pek PLUS Malaysia Berhad 175. Prof. Ir. Dr. Hj Abdul Rahman Bin Omar
Axiata Group Berhad UiTM Hospitality Management Services Sdn
146. Puasa Osman Bhd
116. Dato’ Gumuri Hussain Faber Group Berhad
Securities Commission Malaysia 176. Datuk Ir. Abdullah Sani bin Abd Karim
147. Tuan Haji Zakaria bin Ismail Faber Group Berhad
117. Tuan Haji Hassan Jaafar Syarikat Takaful Malaysia Berhad
PLUS Expressway Berhad 177. Dato’ Adzmy bin Abdullah
SME Bank
118. Ibrahim bin Awang
Permodalan Nasional Berhad

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ALUMNI LIST

178. Elakumari Kantilal 208. Lt. Jen. (R) Datuk Abdul Aziz Bin BHPD 7/2014
Faber Group Berhad Hassan
NCB Holdings Bhd 236. Prof. Ir. Dr. Haji Abdul Rahman Omar
179. Datuk Johar Che Mat UiTM Hospitality Management Services Sdn
Agro Bank 209. Dato Abdul Malek Bin Abdul Aziz Bhd(Intekma Resort & Convention Centre)
NCB Holdings Bhd
180. Lim Tau Kien 237. Dato’ Sri Haji Azemi Kasim
UEM Group Berhad 210. Dato Zuraidah Binti Atan Technology Park Malaysia Corporation Sdn
NCB Holdings Bhd Bhd
181. Mahadzir Azizan
Syarikat Takaful Malaysia Berhad 211. Puan Azlina Juliani Binti Abd Jalil 238. Dato’ Sri Dr. Halim Shaie
Perbadanan Nasional Berhad (PNS) Telekom Malaysia Berhad
182. Tan Sri Datu Dr. Mohamad Taha Arif
IJN Sdn Bhd 212. YBhg Datuk Idris Bin Hashim 239. Dato’ Ir. Dr. Ismail Mohamed Taib
Perbadanan Nasional Berhad (PNS) Jambatan Kedua Sdn Bhd
183. Dato’ Mohd Salleh Mahmud
IJN Sdn Bhd 213. YBhg Dato’ Mohd Arif Bin Ab. 240. Tn. Hj. Mohd Radzi Hussein
Rahman Pengurusan Aset Air Berhad
184. Tan Sri Dato’ Dr Muhammad Rais bin Abdul Perbadanan Nasional Berhad (PNS)
Karim 241. Tan Sri Dato’ Mohd Sheriff Mohd Kassim
Malaysian Directors Academy (MINDA) 214. Tan Sri Datuk Amar (Dr.) Hamid Bin Plus Malaysia Berhad
Bugo
185. Datuk Mustafha Abd Razak Sapurakencana Petroleum Berhad 242. Ms. Nguyen My Lan
Bank Rakyat GE in Vietnam & Cambodia
215. Encik Ishak Bin Ismail
186. Dato’ Nasarudin bin Hashim SME Bank 243. Mr. Philip Tan Puay Koon
Perak Corporation Berhad MIDF Amanah Investment Bank
216. Tuan Haji Ishak Bin Hashim
187. Nik Rizal Kamil Bin Tan Sri Dato’ Nik Ibrahim SME Bank (CEDAR) 244. Datin Soiah Mohd Salim
Kamil JBB Consultant Sdn Bhd
Telekom Malaysia Berhad 217. Mr. Abdulla Faiz
State Trading Organization PLC
188. Datin Paduka Norazlina binti Zakaria
Perbadanan Kemajuan Negeri Selangor 218. Dato’ Sri Azemi Bin Kasim
(PKNS) Technology Park Malaysia

189. Norazni Binti Mohd Isa 219. Encik Hazrul Anuar Bin Abdull Hamid
Tenaga Nasional Berhad UiTM Hospitality Management Services Sdn
Bhd
190. Tan Sri Dato’ Ir. Hj. Omar Bin Ibrahim
UEM Group Berhad DF 6/2014

191. Rahim Yunus 220. Prof Datuk Dr. Abdul Rahman Idris
Bank Rakyat Institut Terjemahan Buku Malaysia (ITBM)

192. Datuk Razali bin Che Mat 221. Mr. Ashvin Valiram
Perbadanan Kemajuan Negeri Selangor 1Malaysia Development Berhad
(PKNS)
222. Dato’ Sri Haji Azemi Bin Kasim
193. Zainal Abidin Jalil Pembinaan BLT Sdn Bhd (PBLT)
Malakoff Corporation Berhad
223. Encik Ghazali Haji Darman
194. Dato’ Zuraidah Atan Bursa Malaysia Berhad
Bank Rakyat
224. Dato’ Gumuri Bin Hussain
DF 5/2013 KUB Agro Holdings Sdn Bhd

195. Puan Rashidah Mohd Sies 225. Dato’ Ikmal Hijaz Hashim
Agro Bank Faber Group Berhad

196. Dr. Saimy Bin Ismail 226. Encik Ismail Bin Mahbob
Faber Group Berhad Export-Import Bank of Malaysia Bhd (Exim
Bank)
197. Encik Azizi Meor Ngah
Halal Industry Development Corporation 227. Dr. Khalid Abdul Hamid
Jambatan Kedua Sdn Bhd
198. YM Tengku Dato’ Seri Hasmuddin Tengku
Othman 228. Datuk Dr. Marzuki Mohamad
Institut Jantung Negara Sdn Bhd Institut Terjemahan Buku Malaysia (ITBM)

199. Dato’ Farizan Darus 229. Dato’ Mazri Muhammad
Jambatan Kedua Sdn Bhd Institut Terjemahan Buku Malaysia (ITBM)

200. Dato’ Hashmuddin Bin Mohd 230. Encik Nik Mohd Nasir Nik Rithauddeen
Jambatan Kedua Sdn Bhd Bank Rakyat

201. Encik Mohamad Azmi B Ali 231. Encik Nik Najib Bin Husain
Jambatan Kedua Sdn Bhd Export-Import Bank of Malaysia Bhd (Exim
Bank)
202. Major (R) Ir. Mohd Ashari Alias
Jambatan Kedua Sdn Bhd 232. Dato’ Rosli Bin Mohamed Nor
Export-Import Bank of Malaysia Bhd (Exim
203. Tan Sri Dr. Sulaiman Mahbob Bank)
Jambatan Kedua Sdn Bhd
233. Tan Sri Dato’ Sri Sabbaruddin Chik
204. Dato’ Zohari Bin Akob Bank Rakyat
Jambatan Kedua Sdn Bhd
234. Dr. Suraya Sulaiman
205. Encik Hazim Jamaluddin Alpha Catalyst Consulting
Ministry of Finance
235. Dr. Zainal Abideen Bin Salleh
206. Ms. Ravinder Kaur a/p Mahan Singh KUB Agro Holdings Sdn Bhd
Malaysia Building Society Bhd

207. Puan Hawariah Bt Idris
Multimedia Development Corporation Sdn
Bhd (MDEC)

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