Issue.8 October 2012

issue no.8 - October 2012

KDN PP 16092/06/2012 (030572)

Board View

FEATURED ARTICLES HIGHLIGHTS
4 Group Governance:
Foreword by the CEO........3
Directors with Many Hats Book Review ......................14
Upcoming Event 2013.......15
By Philip Koh Tong Ngee Programme Highlights....... 17

7 The Code on Corporate Governance 9 What Makes an Exceptional

and Its Impact on Gender Diversity Independent
Non Executive Director?
By Vijayam Nadarajah
By Reza Ghazali

12 Continuous Improvement

Needed to Create an Exceptional
Independent Non Executive
Director

By Reza Ghazali

CONTENTS

Contents Editorial Team

FOREWORD.........................................................................3 Editor In Chief
From The CEO’s Desk Dato’ Abdul Aziz Abu Bakar
FEATURED ARTICLES Contributors
ARTICLE ONE.....................................................................4 Philip Koh Tong Ngee
Group Governance: Directors with Many Hats Senior Partner
By Philip Koh Tong Ngee Mah-Kamariyah & Philip Koh
ARTICLE TWO ....................................................................7 Vijayam Nadarajah
The Code on Corporate Governance and Its Impact on Past President of Institute of Internal Auditors
Gender Diversity Malaysia
By Vijayam Nadarajah Reza Ghazali
ARTICLE THREE ................................................................9 Managing Director of Korn/Ferry International
What Makes an Exceptional Independent Non Executive Malaysia
Director? Content Management
By Reza Ghazali Mazni Ahmad Norilah
ARTICLE FOUR ................................................................12 Communications and Marketing
Continuous Improvement Needed to Create an Muhammad Hafiz Mahmood
Exceptional Independent Non Executive Director Creative Designer & Printer
By Reza Ghazali A & S Cetak Sdn. Bhd.
BOOK REVIEW ..................................................................14 (KKDN: PQ1780/3869)
Leading the High Energy Culture: What the Best CEOs Do Publisher & Distributor
to Create an Atmosphere Where Employees Flourish Malaysian Directors Academy
UPCOMING EVENTS ........................................................15
Directors Forum 2013
Builiding High Performance Directors 2013
PROGRAMME HIGHLIGHTS .............................................17
ALUMNI LIST ...................................................................25

MALAYSIAN DIRECTORS ACADEMY

2

ForewOrd

‘Competitive Board: Creating the
Entrepreneurial Organisation’

From The CEO’s Desk

Welcome to MINDA’s 8th issue of BoardView.

To stimulate corporate entrepreneurship within an organisation,
it is necessary to build an adequate level of entrepreneurial
orientation. By doing so, organisations develop more proactive and
innovative stances for proper entrepreneurial development, where
innovativeness is the key element during the process. Research
indicates that entrepreneurial orientation cannot be treated as a
unique element but that each of its dimensions can be separated
from and related to the others.

Proactive organisations are those that attempt to change competitive
conditions instead of adapting to current conditions. Proactive
organisations tend to innovate more than those that have defensive
strategies. These proactive organisations seek market opportunities
and are able to adapt and give a quick, creative answer to a change
in their environment by developing more innovation through new
ideas, patents, products and technological processes. Organisations
whose strategies are more aggressive, competitive and risky are
also more innovative

MINDA has continued with its journey to support the Government’s This issue begins with an article on “Group
aspiration for the 30% target of women’s participation at the Governance: Directors with Many Hats” by
decision–making level where ten Women Directors Onboarding Philip Koh. In our 2nd article, Vijayam Nadarajah
Training Programmes (WDOTP) will be conducted in 2012 through looks at “The Code on Corporate Governance
its collaboration with the Ministry of Women, Family and Community and Its Impact on Gender Diversity”. Keeping
Development’s agency, NAM Institute for the Empowerment of with the theme of creating a competitive Board,
Women (NIEW). To further create the awareness of this new initiative, Reza Ghazali of Korn / Ferry International looks
NIEW together with MINDA has held series of road shows in major at “What Makes an Exceptional Independent
cities across the country. The purpose of this national campaign is to Non Executive Director?” as well as “The
create an opportunity to network with the industry business leaders Continuous Improvement Needed to Create
and communicate the business value proportion of the WDOTP. This an Exceptional Independent Non Executive
platform will also be used to engage senior business and thought Director”.
leaders in a discussion on why diversity in the boardroom is the right
thing for businesses. More news and details on MINDA’s past
programmes in 2012 and the upcoming ones
From 7–9 October 2012, MINDA conducted its Directors Forum (DF) in 2013, Book Review and Alumni Members list
2012 in Chiang Mai, Thailand. Themed “Board Rising to the Challenges can be found in this issue. We hope that you
of Corporate Entrepreneurship”, DF 2012 focused primarily on the enjoy this issue of BoardView.
roles of Directors to influence the C-Suites and organisations in
addressing corporate entrepreneurial challenges, cultivate the right Dato’ Abdul Aziz Abu Bakar
characteristics that develops corporate entrepreneurship within
the board and the organisation, develop a competitive strategy and
corporate entrepreneurship for their companies and enhance the
effectiveness of the board through consistent personal development
and feedback.

MALAYSIAN DIRECTORS ACADEMY 3

FEATURED ARTICLES _ARTICLE ONE

Group Governance:
Directors with Many Hats

By Philip Koh Tong Ngee

The Modern corporation is many hydra forms. Complex but at another the law holds her accountable to discharge
structures include pyramidal form, chain –ownership her duties for the interests of the corporation in which she
forms (popular in Asia as entrepreneurs leveraged their n holds office irrespective of her being an employee of the
investments with outsider investors). There could also be appointer. The dualities and overlapping duties coalesce
network cross –holdings with dominant substantial block. especially in contested and questionable transactions.

MALAYSIAN DIRECTORS ACADEMY Bob Tricker has observed that there are two distinct Nominee Directors in Malaysia
options in governance and management structure The first time it was recognised in legislation was in the
of conglomerates. One which embraces Group self- Pengurusan Danaharta Nasional Berhad Act 1998, which
governance with each company governing itself subject conferred a right on the special administrator to appoint a
to overall group policies. Alternatively group wide person on to the board of a defaulting company to oversee
governance where entities are treated as divisions or and represent the interest of the special administrator.
departments of holding company.
Section 132(1E) of the Companies Act 1965 now recognises
Group entities abound and directors find that their roles that there can be a director who has been appointed by virtue
may intertwined and that whilst being a director at the of being an employee of a company or as a representative of
holding board level they may be nominated to hold office in a shareholder, employer or debenture holder.
a subsidiary or related company to represent, defend and
ensure that interest of the appointer corporation. It is also Section 132(1E) of the Companies Act 1965 states
common that joint venture company have nominee directors categorically that a nominee director “shall act in the best
which specifically are appointed to ensure that the distinct interest of the company and in the event of any conflict
interest of the joint venture partners are not negated. between his duty to act in the best interest of the company
and his duty to his nominator, he shall not subordinate his
The dilemmas confronting a nominee director are acute duty to act in the best interest of the company to his duty
and complex. At one level she owes duty to her appointer to his nominator.”

4

FEATURED ARTICLES _ARTICLE ONE

In an earlier version of a consultative bill that lead to House of Lords held that by subordinating the affairs of
passage of Companies (Amendment) Act 2007 it was first the JVC to that of the appointer Co-op that the affairs of
proposed by the Companies’ Commission of Malaysia the JVC has been conducted oppressively and remedies
(“CCM”), a nominee director is to owe an exclusive are available to the minority .
duty to the company to which he has been appointed.
If these wordings had prevailed, nominee directors in What the case illustrates is that matters concerning JVC
Malaysia would have found themselves in an impossible business must be dealt with at the JVC level in accordance
and untenable role. It is laudable that the CCM was with the laws which the JVC is incorporated. JV partners
sensible, and took into account representations from the must resolve matters between themselves through
marketplace so that the law on nominees is now put on a negotiated settlement and if necessary amendment of the
realistic footing. JV agreement.

In Malaysia, institutions such as Permodalan Nasional Multiple Duties of Nominees Recognised
Berhad, Khazanah Nasional Berhad and the Employees’ The Kuwait Asia Bank holds 40% shares in AICS, a
Provident Fund have many such appointees who act as NZ company, which was involved in deposit taking
nominee directors on boards of corporations in which they from public. Two employees, H and A, of the bank was
hold substantial interests. appointed to be two of five directors of AICS when AICS
went into liquidation NMLN , as trustees of depositors
Non –Fettering of Discretion brought action against H and A and also the bank .The
In one early case Kregor v Hollins (1913) the principle was Privy Council held that whilst there is prima facie case
established that a director cannot fetter his discretion by against H and A for negligence a claim against the bank
way of a contract with an outsider. Hollins invested £5, 000 ( in absence of bad faith or fraud ) failed. H and A owed
and agreed to pay remuneration to Kregor to act as his three separate duties. Firstly, to AICS of which they are
nominee director. Hollins defaulted in paying and Kregor directors. Secondly H and A owed duties of care to NMLN
succeeded in a suit when there was a finding of fact that the to ensure that honouring of certificates complied with the
agreement did not obligate Kregor to put Hollin’s interest terms of Trust deed. and finally H and A owed duties their
above that of the company. Implicit however to the finding employer Bank to exercise reasonable diligence and
is that if Kregor was to prefer the interest of Hollins to skill in their performance of their duties as directors of
that of the shareholders and that if there is “ conflict that AICS .both in the scope and nature these are separate and
(Kregor) was to promote (Hollin’s) interests rather than distinct duties . the appointer bank is not responsible for
the interests of the whole body of shareholders which breaches of H and A duties to AICS as nay breaches on
were in conflict ,” then the agreement will be unlawful . the facts do not expose the Bank to vicarious liabilities to
creditors. It was also held that the bank is not a “shadow
Governance & Nominee in Joint venture director.”
A case involving minority oppression which highlighted the
plight of nominee was the Scottish Co-operative wholesale Realism & Practice
society ltd v Meyer & Ors [1959] The Scottish Co-operative In fact, case law long recognized the amphibious aspect
Wholesale (Co-Op) with Meyer formed a Joint venture of a nominee director. In the Australian case of Levin v
Company (JVC) to manufacture rayon cloth. The Co–Op is Clark (1962), it was argued that the appointments of a
the majority shareholder and had three nominee directors mortgagee-lender, who had appointed two individuals to
whilst Meyer and his partner have the expertise to secure the board of a mortgagor-borrower were invalid, as they
license and held the balance of board seats. When the would be acting solely in interests of mortgagee. The
commercial basis for the JVC ceased as licensing was no judge however rejected this argument, and observed that:
longer required the Co-Op embarked on corporate actions
that effectively transfer the business to another and also “to argue that a director particularly appointed for the
by stopping supplies of raw materials to the JVC. purpose of representing the interests of a third party,
cannot lawfully act solely in the interests of that party,
In the telling words of Lord Denning, “so long as the is in my view to apply the broad principle, governing
interest of the two companies was in harmony, there is the fiduciary duty of directors, to a particular situation,
no difficulty. The nominee directors could do their duties where the breadth of fiduciary duty has been narrowed by
to both companies without embarrassment. But so soon agreement amongst the body of shareholders.”
as the interests of the two companies were in conflict,
the nominee directors were placed in an impossible However in one Malaysian case, it was made clear that
situation.”The passivity of the nominee directors were a nominee director cannot completely abdicate his duties
judicially criticised as “they did nothing to defend the and seek only to advance the interests of his appointer.
interests of the JVC against the conduct of the Co-Op. The In one Malaysian case, the Judge (Dato’ James Foong
J, as he then was) castigated severely the actions of a

MALAYSIAN DIRECTORS ACADEMY 5

FEATURED ARTICLES _ARTICLE ONE

MALAYSIAN DIRECTORS ACADEMY nominee director as being one which not only did not act 25 % of total assets of the company ; or the net profits
in the interests of the company in which he was appointed, attributed to the transaction amounts to more than 25 %
but that he completely subordinated that interest to that of the net profit if the company or the value exceeds 25 %
of his appointer [Industrial Concrete Products Bhd v of total issued share capital of the company, whichever
Concrete Engineering (2001). The criticised director was is highest . If the company is a listed company then the
held to account for hiving off the assets of the Company to prescribed value is now aligned to that of the Bursa Listing
which he was appointed without considering the interest requirements.
of the company. In such a situation the other members of
board have to exercise utmost vigilance and make careful Again it lies on directors to be extra vigilant whenever
evaluations of proposals placed before the Board. transactions are proposed that carries a whiff of RPTs.
Listed companies directors must ensure compliance with
If independent advice is needful seek it out. If minutes do chapter 10 of the Listing Requirements.
not reflect accurately your dissenting views insist upon it in
writing. Failure to do so can cause unnecessary exposure How Many Hats Can You Wear?
to even criminal sanctions and penalties. Bob Tricker( 2009) cited Lord Caldecote (Chair of Delta
Metal) advice to Executive Directors in words which all
Treading Softly directors may give heed to Executive directors have two
Nominee directors have to tread carefully, and with hats –the hat of the executive and the hat of the director.
prudence and discernment. Information that is price- When you come into my board room I want you to be
sensitive in subsidiaries cannot be passed on to their wearing your director’s hat. Each director you come into
appointers if there is knowledge and intention that it may my boardroom I want you to be wearing your director’s hat.
be used for trading of the securities. This could fall foul of Each director is equally responsible with me for directing
the insider-trading prescriptions of the Capital Markets & the company. You are not there to represent your function
Services Act 2007. or your divisional company. Nor are you there to defend
your executive performance or bid for resources for your
Any corporate information which may be construable to executive activities, you are there to help me govern the
be price – sensitive has to be handled with discretion. A company overall.”
nominee director risks exposure to liabilities if at any one
time the information is characterised to be a tip for tippee Wise words. Directors must give heed those words. The
and/ or procurement to invest or divest securities. So a possibility of missing one’s head and wearing wrong hat
nominee director has to be prudent and ensures that any will be obviated.
information supplied during closed period of dealings is
not utilised by recipient for investment decisions. [The original version of the above article was published in The STAR
newspaper Saturday, 23rd July 2011 issue]
A GLC director once shared in a workshop that she
handled the dilemma of being accountable to her Philip Koh is an Adviser to the Malaysian Institute for Corporate
appointer, Khazanah in a transaction which she as a Governance (MICG). Currently he is a member of the Corporate Law
director of the company upon which she is appointed Reform Steering Committee and Malaysian Institute of Accountants
may have an honest opinion that it is in best interest of Ethics Committee. Philip co-authored publications such as “The Law of
the company. However she made it clear that the decision Contract in Malaysia and Singapore – Cases and Commentary” (Oxford)
of Khazanah as shareholders is reserved and will be (1979), Chan & Koh’s Company Law (Sweet & Maxwell) and Sheridan &
exercised independently at the EGM convened. This is a Groves, The Constitution of Malaysia (LexisNexis). He is a member of the
defensible position in law as the vote of a shareholder is Editorial Advisory Board of the Bankers Journal Malaysia; a publication
a recognized property right and is distinct from that of the of the Institute of Banker’s Malaysia and was co-project writer and
nominee director who holds agent s’ duties in multiple consultant on Corporate Governance and Corporate Insolvencies for the
and overlapping ways . World Bank, OECD, ADB and ADBI.

Related Party Transactions (“RPTs”)
This is a complex area filled with land mines for the unwary.
Firstly there are core provisions of the Companies Act
which prohibits and or delineates transactions between
a substantial shareholder and by a director section 133
A prohibits loans to person connected with directors.
Substantial property transactions cannot be carried
out if the value of the undertaking or property exceeds

6

FEATURED ARTICLES _ARTICLE TWO

The Code on Corporate
Governance and Its Impact
on Gender Diversity

By Vijayam Nadarajah

The Malaysian Code on Corporate Governance (MCCG) With globalisation and increased competitiveness, gender
2012 (the ‘Code’) advocates the adoption and internalisation diversity is now a global voice, not a male voice – therefore,
of practices that go beyond the minimum prescribed HR needs to proactively roll programmes out with targets to
by regulations and Acts in Malaysia. The Code sets out improve on women participation at all levels of the business.
principles and specific recommendations on structure and HR directors must impress upon boards the positive
processes which companies should adopt in making good impact gender diversity policies can have towards building
corporate governance an integral part of their business a stronger culture on governance for the companies they
dealings and culture. Gender diversity must be a critical serve.
item on the Human Resource (HR) agenda to fulfil a
significant part of governance practices in the Code. HR directors need strong policies to support and achieve
high levels of sustainable gender diversity in leadership
Raising the bar on risk management, accounting and finance, by having an inclusive culture that fits the industry and
compliance, internal audit and other key management organisation. This, in turn, would contribute to the national
areas in the Code requires new and strong skills. To aim of increasing the number of women at the corporate
improve on operational leadership and board diversity, board level. An inclusive culture would require more
companies must have succession plans to develop and engagement; it is linked to employee commitment and
groom people for positions such as chief executive officers retention, decreased turnover and an easier recruitment
and executive directors, and strong recruitment strategies process. A trove of surveys globally has revealed that a
to bring women to board-level positions. To do this, HR gender-inclusive workforce results in higher customer
must equip themselves with new policies and strategies on satisfaction, greater productivity and increased profitability.
gender diversity to reach out beyond the traditional pool of It has also found that women are better placed to tap diverse
male resources to fill positions in key governance areas of markets. Women bear strong characteristics necessary
the business. HR must revisit the search and recruitment for good governance – they are meticulous, risk averse,
engines so as to tap on women talent from a varied ethnic proficient in many trades especially accounting and finance
background and age group. Internally, HR must focus on and make better decisions. Consequently, HR directors
how to train and ready women for specialised leadership should gear women for leadership positions and ultimately
and male dominant roles. offer a greater talent pool for the appointment of women
directors to boards.

MALAYSIAN DIRECTORS ACADEMY 7

MALAYSIAN DIRECTORS ACADEMY FEATURED ARTICLES _ARTICLE TWO

A report by Catalyst on Advancing Women Leaders (July 2008) showed that the number of
women on boards is a predictor of the number of women in line management functions of the
company. Such companies have also positioned themselves for better financial management.
Gender Matters, a 2007 McKinsey Report, showed that companies with women in top
management outperform those without. McKinsey places gender as a topic firmly on the
agenda of all companies as they reckon the “elephant at the table” has become visible in all
its glory. HR directors would do well to explore not just ‘how’ but ‘why’ recruiting women is
more difficult and if the policies in place can rectify gender imbalance. They must map the
challenges women must overcome if they are to keep moving up the ladder - this involves
a deep dive into the knowledge base, practices and behaviours that really work for women
executives on their journey to the top.

The Code requires Boards to render an
account in their annual reports on what
the company has done to increase the
number of women on boards, thereby
strengthening a business case for an
inclusive and diverse culture. Malaysian
public listed companies are required to
have women representing thirty percent
of directors on boards by 2015. As you
can naturally see, the drive to increase
women on boards is currently a national
and board agenda in advanced countries.
The business case for gender diversity
in the Code is improving performance,
being more responsive to markets,
achieving better corporate governance
and assessing the widest pool of talents.
HR’s role in bringing this to fruition is,
therefore, clear.

-------------------------------------------------------------------------------------------------

Vijayam Nadarajah is now a freelance analyst on corporate governance and financial matters. In this role, she assists
companies to embrace best corporate practices and highlights weaknesses in governance, internal audit and risk
management practices. She also trains in finance, risk, internal audit, corporate governance and insurance matters.
Previously, she worked as a financial controller and in other roles in financial institutions. Vijayam is a past president
of the Institute of Internal Auditors Malaysia.

[Reprinted with permission. Copyright HR Matters Magazine. All rights reserved. No part of these article, either text
or image may be used or reproduced with express written permission from HR Matters Magazine.

8

FEATURED ARTICLES _ARTICLE THREE

What Makes an Exceptional Independent
Non Executive Director?

By Reza Ghazali

The twenty-first century independent non executive Boards must navigate companies through these
director (NED) operates in a volatile, complex and challenges; and as the nature and the complexity of
unpredictable world. At the same time, the financial crisis the issues shift, it is inevitable that the role of the NED
has put corporate governance under the microscope to an will have to change too. In order for NEDs to navigate
unprecedented degree. What were previously regarded the challenges and sensitivities of the role, they must
as standard business practices are being questioned; be independent minded, but also team players. They
and governments are insisting on strict regulation to must have a breadth of experience. They must possess
ensure that companies become genuinely accountable sophisticated communication skills; be self-confident
and transparent. In Malaysia, the days of appointing NEDs without being dogmatic; be passionate about business
based on who you know is slowly, but surely coming to an and have clear, creative and visionary judgement.
end as the selection process should be no different to
selecting and assessing a CEO. Korn/Ferry International’s latest board research
nevertheless found that this foundation was by no means
Pressures mount from every corner. Investors static. While certain characteristics remain as vital
are demanding that boards and leadership teams today as they were in the past, others have dramatically
demonstrate more risk awareness. Customers and grown in importance. In order to illustrate this change,
employees want clear policies on climate change characteristics that have remained constant over the
and sustainability. Executive pay has come under time are categorised as “core”.
attack. Trading and communications now operate on a
continuous cycle forcing companies to react quickly to Core Characteristics
market fluctuations, consumer trends and real-time Independence, Courage and Integrity. The primary
political developments in order to remain competitive. purpose of an NED is to bring objective scrutiny on behalf
The breakneck evolution of technology adds fuel to this of shareholders. To that end, the importance of true
cycle and creates both new opportunities and areas of independence of thought cannot be overstated. The best
risk. NEDs are reflective and thoughtful in their approach, ask
the tough questions and offer considered advice based on

MALAYSIAN DIRECTORS ACADEMY 9

FEATURED ARTICLES _ARTICLE THREE

sound judgement. They maintain integrity, have strong team, the culture, the product/ service and the customer
principles and insist that the right thing is done for the base) can NEDs provide truly valuable strategic advice.
company. Furthermore, the range of issues now debated in the
boardroom—reputation management, health, safety,
Challenging but Supportive. Outstanding NEDs balance ethics, social responsibility and technology—means that
their strong viewpoints with a supportive style in the today’s NED must also be able to assess the specifics of
boardroom. They are able to probe and challenge the the company in context.
executive team on thorny subjects without creating
conflict. While asking the difficult questions is the primary Time Commitment. Attending board meetings is just
task, next on the list is offering support and guidance the foundation; NEDs must be fully engaged and work
on problematic issues. Maintaining a constructive and between meetings in order to get to know the business,
diplomatic style while building trusting relationships, is understand the issues and build relationships with
important. management and shareholders. NEDs should anticipate
spending double the amount of time that the company
Thoughtful Communication. Exceptional NEDs have a says is necessary. NEDs who sit on specialist and
style of communication that enables them to influence technical committees, such as audit and remuneration,
without appearing dictatorial. They articulate complex must be prepared to spend even more time on the role.
ideas clearly and command respect when they speak, but
transfer knowledge to colleagues in a congenial manner. Feedback. The best NEDs are open to personal feedback
They are good listeners; know when to contribute a and constantly seek to improve both their individual
thought and when to keep quiet. They absorb information contribution and the overall effectiveness of the board.
quickly and ask the right questions. Indeed, as more boards are now putting themselves
through peer reviews, NEDs have come to expect advice
Breadth of Experience. Successful NEDs have a breadth on ways to have more impact around the board table.
of experience that allows them to advise on a range of The very best regard feedback as a continuous learning
commercial issues. A well-rounded career facilitates process.
intelligent and strategic advice in the boardroom,
irrespective of whether a NED has specific experience in New Characteristics
the area under consideration. A robust commercial and The need for more specialised skill sets stood out
political awareness—alongside skill and perspective—is as the major change to a NED brief today. While the
necessary in order to give dispassionate and independent role still involves testing, evaluating and probing, the
advice. Among the diverse experiences that serve NEDs complexity facing boards has increased and the required
well is having ridden out challenging situations. competencies have evolved accordingly.

MALAYSIAN DIRECTORS ACADEMY Characteristics Growing in Significance Risk. Arguably the most significant adjustment to the
Certain characteristics have however grown in importance NED role over the years is that all NEDs must now be well
significantly. The dominant trend is one of increasing versed in identifying and managing all forms of risk—
commitment, expertise and professionalism. An NED operational, financial or reputational. For boards, not only
role today is more demanding and time consuming than does this involve additional resources and a sharpening
ever before, requiring a more detailed understanding of of boundaries around oversight, it necessitates a mindset
the business. As NEDs take an increasingly professional that was not as present before the financial crisis and
view of their responsibilities, there is a parallel trend of ensuing complex regulation. More important, these
continuous improvement. NEDs are more aware of their governance structures will have to be complemented
own performance and what they need to do to improve with a strong risk culture within an organisation. It will
further. be the board’s job to lead the creation of any new risk
culture; as is often the case; the tone has to be “set from
A Deep Understanding of the Business. To be truly the top”.
effective, today’s NEDs require an acute understanding
of the specific company they are advising. Previous Finance. The general lack of financial expertise on many
industry or sector experience makes this easier for some, board teams has been repeatedly cited as a contributing
but even those directors must make an effort to learn factor to the damage resulting from the global financial
about the explicit nuances of the company itself. Only by crisis. Boards today are therefore increasingly looking
intimately understanding the business (the management for NEDs with strong numeracy skills, who can decipher

10

FEATURED ARTICLES _ARTICLE THREE

complex share option arrangements and who understand Arguably the most significant adjustment is for boards to
debt and finance issues. Financial literacy goes beyond recognGizreotuhpe Gevoevregrnroawnicneg: iDmirpeocrtoarnscewoitfhhMumanayn Hcaaptsital
just knowing what is going on in the markets; it is development! It’s akin to a sBhyipPhhaivliipngKtohheTroignhgt CNagpeteain
about understanding finance so that effective decisions ANDDaOteffiacpeprseaarneddCirnewSTtoARle:aSd aatnudrdsateye, r2t3hredsJhuiplyto2w01a1rds
about the business can be reached. With investors its desired destination.
and shareholders locked into a 24/7 trading cycle, it is
imperative that businesses react swiftly to market events. There appears to be greater consensus that boards need
more than retired executives amid their ranks. Current
Technology. NEDs today must be aware of the profound serving executives and those who are wrangling with
impact technology is having on all areas of commerce international business issues in their “day job”, bring a
around the world. This is true across all sectors, not much-needed currency to boardrooms. Further, boards
just consumer-led industries. The confluence of existing with this kind of talent attract others with similar skills.
technologies (such as mobile networks, the Internet and
video) and the evolution of new ones (such as material Today’s NEDs must be more engaged, more numerate
sciences and biotechnology) are likely to have profound and more technically competent. They must be better
implications for the way business is conducted in the next informed, even more committed and possess a wider
decade. array of operational knowledge if they are to be equipped
to succeed in a role that has become much more
Thanks to 24-hour news cycle and the unprecedented demanding and challenging than ever before.
interconnectedness of global markets, companies
cannot afford to react to events at a pace of their own -------------------------------------------------------------
choosing. Today’s NEDs must be able to make tough
decisions in time frames that would have been regarded Reza Ghazali, Managing Director of Korn/Ferry International in Malaysia
as impossible only a few years ago. For example, after believes career is nothing more than just calculated and conscious
the Japanese tsunami and the catastrophic results on pitstops we make throughout our life journey, so enjoy the ride!
Japan’s nuclear plants, Siemens decided to close its
nuclear business within weeks.

One of the crucial effects of new technology, particularly
social media, is that it shifts power into the hands of the
consumer. If boards are to stay abreast of the nuances
of digital communication platforms, they will need NEDs
with specific knowledge and experience to help frame
strategic discussion around these areas. Such candidates
will likely come from the younger generations, the so-
called “digital natives” who grew up in the era of online
everything. Not every board member needs to be an
expert, but this knowledge needs to be represented.

What Boards Can Do
While there are no substitutes for experience, intuition
and a well-rounded executive career, there are certainly
procedures boards can adopt to enhance the performance
of individual NEDs and hence the effectiveness of
the board as a whole such as more formal induction
programmes, rigorous training and continuous support
for NEDs, particularly as boards look to diversify and
attract a new generation of directors.

MALAYSIAN DIRECTORS ACADEMY 11

FEATURED ARTICLES _ARTICLE FOUR

Continuous Improvement Needed to
Create an Exceptional Independent
Non Executive Director

By Reza Ghazali

Identifying negative attributes often provides a useful way Continuous Improvement
of highlighting positive ones. Among the behaviours that However deep their skill set, exceptional NEDs are always
can harm, or even derail, a NED are: seeking insight and support to be even better. So what can
Big Egos. Boards have no need for NEDs who join to further the individual do?
a personal agenda, enhance their political currency or who
are motivated by status. That includes pushing political This has little to do with status. NEDs should select
correctness on issues such as the environment, diversity and businesses that genuinely excite them and where they
corporate social responsibility. All NEDs should remember believe they can offer real value as a board member.
they are there to represent shareholder interests. Having target areas of contribution—though not a personal
agenda—can also make the experience more rewarding.

MALAYSIAN DIRECTORS ACADEMY Confrontational Personalities. Individuals who are Prior to joining a new board, NEDs must take “due
challenging for the sake of it—or who believe this is what is diligence” seriously. This includes researching not only
expected of them— make poor NEDs. Dogmatic, inflexible the company, but also individuals on the management
opinions have no place in the boardroom and those who team and the board itself. Brushing up on the industry
must win every argument will find the boardroom an sector, attending conferences, reading analyst comments
unsatisfying place to be. and networking with other board members can facilitate
Lack of Preparedness. NEDs who do not fully commit this process. Extensive reading—to ensure financial and
to the role—which includes reading all materials in political literacy—is essential for keeping abreast of
advance of the meetings and attending all meetings—will corporate priorities.
make little positive impact. Board members also express
irritation with those who display a lack of enthusiasm for There is a critical need to carry on developing knowledge
the goings-on, such as by constantly checking messages of the business and building relationships with key
or e-mails during meetings. individuals throughout one’s tenure. Time should be
Shallow Comprehension. NEDs who do not make the spent on site visits to factories, shops, offices, banks and
effort to fully understand the business - often indicated other places of work. NEDs should talk to all layers of
by a lack of participation or asking the wrong questions management, get under the skin of the company and take
during meetings - will be ineffective. Peers quickly divine part in as many induction meetings or outside courses as
who is not clear on the big picture. they can.
Disrespect for Boundaries. Failing to understand the
distinctions between the role of the NEDs and that of the What Boards Can Do
executive team will cause conflict. Drifting into the realms It is dangerous to assume that by the time people are
of operational decision making, especially during crisis recruited to boards they are so experienced that training
situations, will damage relationships with the CEO and will be redundant. Methodical induction and proper
others in senior management. training programmes, particularly for new NEDs, will
improve the performance of individuals and the board as
a whole. Inductions should involve site visits and training
on the specific legal responsibilities and ethics codes.
They should also cover shareholder expectations and
the company’s governance priorities. More technical
aspects—like financial details of audit and remuneration

12

FEATURED ARTICLES _ARTICLE FOUR

committees—require formal training by specialists. The problem is that as boards become more targeted
One-on-one mentoring can be a particularly valuable and specific in identifying their talent needs, so the
training method for new NEDs, allowing them to build identification of suitable candidates becomes harder.
relationships while at the same time learning from more The ideal NED today is the corporate equivalent of
experienced members of the board. superman: they possess wisdom but remain plugged into
Boards can also enhance NED performance by providing current developments; they need a breadth of experience
the necessary administrative support. The quality and alongside a depth of knowledge; they need a variety of
timeliness of board documents—a function of executive complicated and niche skill sets but also sophisticated
and secretarial support—can greatly affect the quality of communication skills. They also need to have the time
board discussions and therefore the success of directors. and passion for business to commit to the increasing
External board reviews can also be a valuable tool in range of responsibilities. It’s akin to being not just a ‘jaguh
enhancing effectiveness. Members will find personal kampong’, but one with global outlook and international
feedback received from peers, gathered through an flair, more so for NEDs within large global MNCs.
independently facilitated review, helpful in supporting This broadening of overall business and awareness,
their own personal improvement. combined with the increasing focus on specialised skills
The quality of the chairman is also critical to boardroom raises a new recruitment challenge: the talent pool will
effectiveness. The growing complexity of the boardroom shrink if boards hire only candidates who can tick this
agenda, coupled with the changing mix of skills needed growing number of boxes.
on the board requires chairmen to create a culture and Broadening the search, marrying different skill sets and
dynamic that extracts maximum value from each board encouraging a diversity of knowledge/background are
member. This requires a sophistication of team leadership therefore essential if boards are to truly meet the talent
and facilitation of a higher order than before. Much care challenges that lie ahead. The real issue is that boards
and attention should go into the selection of a chairman, as are too similar. There is not enough divergence in the
this individual will shape the experience and effectiveness experiences and backgrounds of directors.
of the board and set the tone with management. The use of The stagnation of average board member age largely
humor should never be underestimated to create the right comes down to necessary experience, capacity and
cohesive yet productive atmosphere when conducting avoiding conflicts of interest. Current executives often do
meetings to arrive at meaningful decisions. not have the time to invest in a NED role, especially given
the increased commitment required.
Recruitment Process Herein lies a dilemma. On the one hand, the increasing
The prevalence of the “old-boys network” in board complexity and specialisation of boards recommends the
recruiting remains strong although a move to greater inclusion of younger directors at the ‘sharp end’ of their
professionalism is underway. Malaysia is no exception, careers. On the other, this talent pool either lacks the
as the use of professional search firms is becoming necessary experience or time to fully engage. This could
increasingly important to detach from the ‘who’ you know lead to the emergence of career NEDs: executives in their
vs. ‘what’ you know that’s so important. late forties and early fifties who step off the executive
Leading boards understand that strategic governance treadmill to build up a portfolio of NED roles. The increased
requires taking as a whole the perspective of a board, accountability and responsibility associated with being a
identifying gaps in the aggregate set of skills needed to NED might make this a meatier and more attractive career
provide the appropriate level of challenge and support to option. However, this will also increase the risk that such
management and then embarking on a targeted process executives will quickly lose the currency that made them
to recruit those missing skills. This process undoubtedly attractive to boards in the first place. The additional skills
helps build a more balanced team aligned to the company’s and time commitment demanded of the role also raises the
long-term strategic goals. question of correct job title. Many NEDs have questioned the
This trend towards a more professional recruitment title “non executive director”, arguing that to be described
process has expanded in recent years with the use of as a “non” something is inappropriate.
consultants and rigorous assessment methods. Recruiting Today more than ever, the case to change the term is
to meet the new demands of the NED role is essential becoming stronger. With NEDs now expected to possess
and will be hard to do through personal contacts alone. expertise around an array of complex topics, and as
It is critical to identify the issues facing the board in the boards become more accountable, “independent director”
coming years and the skills needed to master them—and would perhaps better reflect the greater responsibility and
then properly briefing the search firm. Having a coherent professionalism of the role. All said being an independent
definition of requirements smoothes the process and director should not be seen as a precursor to a ‘retirement
prevents ambiguity. The time and effort boards put into the holiday’ but rather a platform to share one’s wisdom and
candidate search and selection process will pay dividends wealth of experience towards a common goal for said
for years in the boardroom. company.

MALAYSIAN DIRECTORS ACADEMY 13

MALAYSIAN DIRECTORS ACADEMYBOOK REVIEW

Leading the High Energy Culture:
What the Best CEOs Do to Create
an Atmosphere Where Employees
Flourish

Product Details
• Format: Hardcover, 256pp.
• ISBN: 9780071781268
• Publisher: McGraw-Hill
• Language: English
• Pub. Date : March 2, 2012

Description from the Publisher:
Leaders and managers today are experiencing an “energy crisis” resulting from the failure to engage and inspire their
people. Yet, a handful of leaders have found an endless supply of energy to fuel their organisations. They are the ones
who attract the top talent, the most loyal customers, and the public’s imagination. They’re leaders like Zappos’s Tony
Hsieh and the late Steve Jobs, who’ve built cultures energised at every level to innovate, grow, and succeed. Leading
the High-Energy Culture: What the Best CEOs Do to Create an Atmosphere Where Employees Flourish is the handbook
to powering this kind of workplace with the energy that your workforce already possesses.

A change this big starts at the top. David Casullo, a leadership authority and strategic consultant to businesses large
and small, explains the steps for establishing an authentic leadership presence based on your powerful personal truths.
Then he shares the secrets for how to communicate your vision in order to create a sense of purpose throughout
your organisation and beyond, thereby spreading excitement to consumers, investors, and the media. Using his own
experience, research, and demonstrated results from the leadership development programme that he developed while
helping transform Raymour & Flanigan from a small regional company to a billion-dollar furniture retail giant, Casullo
outlines the specific steps that let you discover and unlock the latent energy in your team.

Casullo organises these practices into 10 simple principles, each illustrated and reinforced with firsthand client
interviews; real-world examples from businesses such as Ford, FedEx, and GE; and thought-provoking interactive
exercises. These principles illuminate the path to creating real employee engagement by giving you an actionable
model to:
 Learn what matters to your organisation and its people, and align your leadership strategy with these truths
 Communicate clearly, with purpose and passion, to create a resonant message
 Find the leaders in your workforce who give your organisation a competitive advantage

Leading the High-Energy Culture uses methods proven to generate results. Beyond the bottom line, however, it will
reignite your own commitment and passion by giving you a fresh perspective on how to become an energized leader of
a charged-up organisation.

About the Author
David Casullo (Boston, MA) is the president of Bates Communications, a strategic coaching and consulting firm
specialising in helping senior executives in Fortune 500 companies develop powerful communication skills that drive
business results.

14

UPCOMING PROGRAMMES 2013

DIRECTORS FORUM 2013:

“BOARD RISING TO THE CHALLENGES OF CORPORATE ENTREPRENEURSHIP”
27 – 29 March 2013

About Directors Forum 2013 Programme Faculty

Results from the International Beverly Behan
Entrepreneurship data has shown Beverly Behan, the founder of Board Advisor
that Malaysia’s entrepreneurship consults with Boards of Directors in the United
index in 2010 is at 5%. while Indonesia States, Canada and internationally over the past
and Thailand are at 19% and 20% decade. She was recently named to the Directorship
respectively. Yet, with the rapid and 100 - Directorship magazine’s list of the 100 most
massive development, Malaysia influential people in governance and the boardroom.
should be more entrepreneurial  
than their neighbouring countries. Beverly is a regular columnist for BusinessWeek.
Malaysia cannot be entrepreneurial if com’s The Boardroom and co-author of Building
Malaysian companies and its people Better Boards: A Blueprint for Effective Governance
are not. The characteristics of the (Jossey-Bass, 2005), and Jumping Ship: How to navigate your way to a more
Leaders and Board of Directors satisfying job or career. Her latest book is Great Companies Deserve Great
determine the climate and level of Boards.
entrepreneurship of the companies  
and the people they lead. Beverly holds both LL.B. and M.B.A. degrees. She is a consultant with Mercer
Delta’s New York office specialising in corporate governance and executive
DF 2013 will focus primarily on the role compensation. Beverly is a frequent speaker and writer on corporate governance
of Directors to influence the C-Suites and executive compensation topics. In addition to 5 years’ experience in
and organisations in addressing corporate management, Beverly practiced law for over 5 years with two major
corporate entrepreneurial challenges, Canadian firms and serves as a member of the Policy Committee of the Board
cultivate the right characteristics that of the Royal Ontario Museum.
develops corporate entrepreneurship
within the board and the organisation, Prof. Datuk Dr. Mohamed Ariff
develop a competitive strategy and
corporate entrepreneurship for Prof Datuk Dr Mohamed Ariff, a specialist in
their companies and enhance the International Economics, is currently a Professor of
effectiveness of the board through Economics and Governance at INCEIF (International
consistent personal development and Centre for Education in Islamic Finance), “The Global
feedback. University of Islamic Finance”. Concurrently, he also
holds the titles of Professor Emeritus at the Faculty
Venue of Economics and Administration (FEA), University of
Bali, Indonesia Malaya, and Distinguished Fellow at the Malaysian
Institute of Economic Research (MIER). He is a
Programme Fee Council Member at the Quest International University Perak (QIUP) and Advisor
Fee: RM12,000 / USD3,500 per to the Malaysian Economic Association.
participant
  Ariff obtained his B.A. with First Class Honours and M.Ec. from the University
The fee includes programme of Malaya. He completed his Ph.D. programme at the University of Lancaster,
materials, accommodation (single England, in 1970, as Commonwealth Scholar. He had a brief stint in the private
occupancy room), airport transfers, sector as the Chief Economist at the United Asian Bank in 1976.
food and beverage. However, it
excludes airfare which is to be borne
by the participant.
 

Enquiry
Mr. Devan Nair
Mr. Muhammad Hafiz Mahmood
Tel : +603-2780 5031
Fax : +603-2780 5032
Email : [email protected]

MALAYSIAN DIRECTORS ACADEMY 15

UPCOMING PROGRAMMES 2013

Building High 9pe–r1f3oJrumnaen2c0e1D3irectors 2013

About Directors Forum 2013 Programme Faculty

As our flagship programme, 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.


Venue
India

MALAYSIAN DIRECTORS ACADEMY Programme Fee LEAD Faculty

Fee: RM25,000 / USD 8,750.00 per Dr. Randel S. Carlock
participant
  Dr. Randel S. Carlock has vast experiences as a CEO, management professor,
The fee includes programme consultant and psychotherapist. He is the first Berghmans Lhoist Chaired
materials, accommodation (single Professor in Entrepreneurial Leadership and the founding Director of the
occupancy room), food and beverage. Wendel International Centre for Family Enterprise at INSEAD (Europe, Asia
However, it excludes airfare which is and Abu Dhabi).
to be borne by the participant.
Carlock has an MA in education and training, an Executive MBA in strategic
  management, and a Ph.D from the University of Minnesota
Enquiry
Carlock is author or co-author of several articles, chapters, case studies and
Mr. Devan Nair books. His current book is Family Business on the Couch: A Psychological
Mr. Muhammad Hafiz Mahmood Perspective with Manfred Kets de Vries and Liz Florent (John Wiley and Sons,
Phone: +603-2780 5031 2007).
Email: [email protected]
Carlock has 25 years of management and leadership experience serving as a
CEO and Chairman of four companies he created including a NASDAQ listed
corporation. He currently advises corporations and global business families
specializing in Asia, Europe and the Middle East.

16

PROGRAMME HIGHLIGHTS
BUILDING HIGH PERFORMANCE DIRECTORS (BHPD) 2012

Type: Premier Programme
Date: 4 - 7 June 2012

Venue: Fuxian Lake Resort, Kunming, Yunnan, China

BHPD 2012 was held in Kunming, Yunnan, China and attended by directors from various Listed and
Unlisted companies. Among the topics covered during the four-day programme included setting the
scene - Malaysia and Vision 2020: Are we there yet?, Malaysia: A High Income Economy – Fuelling
the needs of the People and the Nation, Corporate Sustainability – Why it is a necessary ingredient in
building a competitive edge in today’s global market, Entrepreneur to Entrepreneurial Leadership,
Beyond Entrepreneurship - Sustaining an Entrepreneurial Culture, Empowering and Leading
Effective Board Teams, Roles and Responsibilities of Board, Chairman and CEO, Evaluating the CEO’s
Performance, Board Assessment - Measuring and Monitoring Board Effectiveness, Organisational
Entrepreneurship - Innovative Human with Human Capital Development and The Board’s Role in
Strategy Formulation Over the Fireplace Chat session, a briefing on the possible business ventures
and experiences when entering China market was shared by YBhg Datuk Dr Paul Chan, The Vice
Chancellor & President of HELP University. BHPD 2012 programme also included an educational
visit to the Yunnan University and a Luncheon session with the Deputy Mayor of Kunming.

MALAYSIAN DIRECTORS ACADEMY 17

MALAYSIAN DIRECTORS ACADEMYPROGRAMME HIGHLIGHTS

DIRECTORS FORUM 2012:
“BOARD RISING TO THE CHALLENGES OF CORPORATE ENTREPRENEURSHIP”

Type: Premier Programme
Date: 7 – 9 October 2012
Venue: 137 Pillars House, Ching Mai, Thailand

Directors Forum 2012 (DF) was held in Chiang Mai and 10 participants including directors from various GLCs
attended the programme. DF was structured to be very topical and this year it focused primarily on the roles
of Directors to influence the C-Suites and organisations in addressing corporate entrepreneurial challenges,
cultivate the right characteristics that develops corporate entrepreneurship within the board and the organisation,
develop a competitive strategy and corporate entrepreneurship for their companies and enhance the effectiveness
of the board through consistent personal development and feedback.
Among the topics covered during the two-day programme included Malaysia Towards High Income Economy:
The Road that Lies Ahead, How the Board can Stimulate - or Stifle - Corporate Entrepreneurship, Practical
Challenges for Boards of Innovative Companies: Strategy and Risk, Stimulating Corporate Entrepreneurship
Through Board Oversight of Corporate Culture and CEO Succession Planning, When Innovative and Traditional
Companies Meet – and Merge, Role of Executive Compensation in Driving Corporate Entrepreneurship and The
Role of Board Effectiveness in Corporate Entrepreneurship for Organisational Success.
Over the Fireplace Chat session, a briefing on the possible business ventures in Thailand was shared by H. E.
Dato’ Nazirah Hussain, Ambassador of Malaysia to Thailand.

18

PROGRAMME HIGHLIGHTS
MINDA CORPORATE DIRECTORS ADVANCE PROGRAMME (CDAP): FINANCE FOR NON- FINANCE DIRECTORS

Type: Customised Programme
Date: 2 & 3 May 2012

Venue: The Royale Chulan Kuala Lumpur
MINDA organised its first Corporate Directors Advance Programme (CDAP)- Finance for Non Finance Directors for
2012. The session provided a platform for Corporate Directors who have limited financial knowledge to be able to make
sound judgment and critical probing questions on matters relating to company’s finances and vital knowledge of the
financial terms and concepts needed by all directors in today’s business world. Among the topics covered during the
two-day programme were terminology used by finance directors or accountants, the evaluation and monitoring of the
financial health of a business using financial ratios, Management Accounts and the Statutory financial reports, the use
of sources of financial information and their relative advantages & disadvantages of reading and utilising Financial
Statements, the impact of Financial Reporting Standards as well as Finance related Corporate Governance obligations.
The session was attended by 9 directors from various companies.

THE INTERNATIONAL DIRECTORS SUMMIT 2012
“AWAKENING THE CORPORATE ENTREPRENEURSHIP FOR HIGH INCOME ECONOMY”

Date: 21 & 22 May 2012
Venue: The Royale Chulan Kuala Lumpur
The International Directors Summit (IDS) 2012 was jointly held by the Malaysian Directors Academy (MINDA) and the
Asian Strategy & Leadership Inst (ASLI) to address the challenges faced by Company Directors in balancing risks and
rewards, entrepreneurship & control and growth & profitability for their organisations. The inaugural Summit for
Corporate Directors brought together Company Directors to share and learn from leading practitioners, professionals
and academicians in an environment of likeminded people. The IDS 2012 focused on the changing nature, perception,
locus, and generators of risks and rewards and its implications for the business community; specifically in relation to
what Directors needed to know to keep up with the changing nature of risks associated with IT-enabled technologies
and the impact it had on the success of any organisation as Malaysian businesses move in tandem with the Economic
Transformation Programme (ETP).
The two-day summit was officiated by the Minister of Finance II, The Hon. Dato’ Seri Ahmad Husni Hanadzlah at The
Royale Chulan Kuala Lumpur.

MALAYSIAN DIRECTORS ACADEMY 19

MALAYSIAN DIRECTORS ACADEMYPROGRAMME HIGHLIGHTS

MINDA BREAKFAST TALK - “CORPORATE SUSTAINABILITY: WHY IT IS NECESSARY IN BUILDING
COMPETETIVE EDGE IN TODAY’S GLOBAL MARKET”
Type: Customised Programme
Date: 12 June 2012
Venue: Sheraton Imperial Kuala Lumpur Hotel

MINDA organised its first breakfast talk this
year entitled “Corporate Sustainability: Why It
Is Necessary in Building a Competitive Edge in
Today’s Global Market” with Dr Teresa Chahine,
a researcher on Sustainable Development and
Social Entrepreneurship from Harvard University
as the guest speaker. The focus of this Breakfast
Talk was on how sustainability measures could
be incorporated into each institution’s mission to
create value for both the institution itself as well as
the surrounding society. Dr. Chahine dissected the
meaning behind this global buzzword and provided
examples of leading sustainability initiatives around
the world. She also demonstrated the financial
benefits of corporate sustainability and discussed
the situations in which corporate goals might not
be aligned with sustainability. The session was
attended by 30 Directors and representatives of
various GLCs and multinational companies.

LUNCHEON TALK CO-HOSTED BY MINDA, KHAZANAH NASIONAL AND GE INTERNATIONAL INC.
“GROWTH THROUGH INNOVATION”
Type: Awareness & Networking
Date: 23 August 2012
Venue: Hilton Kuala Lumpur Hotel

MINDA together with Khazanah Nasional and GE International Inc. jointly hosted a luncheon talk entitled “Growth
through Innovation” with Mr Jeffrey R. Immelt, Chairman and CEO of GE International Inc as the guest speaker.

The focus of this Talk was on how Innovation can
steer a company’s growth, even during tough
times. While global economic uncertainties still
abound, organizations can use innovation as a tool
to adapt to volatility, increase competitiveness
and position themselves for top and bottom-line
growth. Mr Jeff Immelt shared the GE growth story,
how the company has advanced transformative
change through Imagination Breakthroughs and
business strategies of co-creation with partners
and collaborative leadership.

The session was attended by 120 Directors and
representatives of various GLCs and multinational
companies.

20

PROGRAMME HIGHLIGHTS

LUNCHEON TALK CO-HOSTED BY MINDA AND KHAZANAH NASIONAL BERHAD
“BUILDING A WINNING TEAM: HOW CRUYFF CHANGED THE GAME”
Type: Awareness & Networking
Date: 3 September 2012
Venue: Mandarin Oriental Kuala Lumpur Hotel

MINDA together with Khazanah Nasional
Berhad jointly hosted a luncheon talk
entitled “Building a Winning Team: How
Cruyff Changed the Game” with Hendrik
Johannes Cruijff or more famously
known as Johan Cruyff, the former Dutch
footballer as the guest speaker.

The focus of this Talk was on the quality
of the human capital, its ability to innovate
and create. Personal management is what
produces results of quality, effectiveness
and productivity. The challenge is to deal
successfully with changes and attitudes
for a true transformation. Mr Cruyff shared
his ideas about building a dream team that
is capable of championship performances
in sports and beyond.

The session was attended by 100 Directors and representatives of various GLCs and multinational companies with a
special appearance by Malaysia Football Legend; YBhg Dato’ Soh Chin Aun, YBhg Dato’ Santokh Singh and Mr Wong
Chun Wah.

WOMEN DIRECTORS ONBOARDING TRAINING PROGRAMME (WDOTP) SERIES 2
Type: Customised Programme
Date: 10 - 12 July 2012

Venue: Securities Commission Malaysia, Kuala Lumpur

MINDA conducted its 2nd Women
Directors Onboarding Training Programme
(WDOTP) comprising a batch of 16 women
participants at the Securities Commission
Malaysia, Kuala Lumpur. The WDOTP is
designed to prepare potential and qualified
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
Company’s Act, The Corporate Governance
of company directors as best practices,
Financial Language in the Boardroom
and Various board roles vis a vis the
organisation and stakeholders. The programme was facilitated by faculty members from Mr Philip Koh, Ms Margaret
Chan, Mr Vincent Loh and YBhg Dato’ Aziz Abu Bakar.

Over the panel discussion, a briefing on the responsibilities of a corporate director was shared by YBhg Datuk Dr Syed
Muhamad Syed Abdul Kadir, Chairman of CIMB Islamic Bank Berhad and Encik Abdul Rahim Abdul Hamid, Independent
Non Executive Director of PROTON Holdings Berhad. The discussion was moderated by Dato’ Abdul Aziz bin Abu Bakar,
CEO of MINDA.

MALAYSIAN DIRECTORS ACADEMY 21

MALAYSIAN DIRECTORS ACADEMYPROGRAMME HIGHLIGHTS

WOMEN DIRECTORS ONBOARDING TRAINING PROGRAMME (WDOTP) SERIES 3
Type: Customised Programme
Date: 24 - 26 July 2012

Venue: Securities Commission Malaysia, Kuala Lumpur

MINDA conducted its 3rd Women Directors Onboarding
Training Programme (WDOTP) comprising a batch of
16 women participants at the Securities Commission
Malaysia, Kuala Lumpur. The WDOTP is designed to
prepare potential and qualified 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 Company’s Act, The Corporate
Governance of company directors as best practices,
Financial Language in the Boardroom and Various board
roles vis a vis the organisation and stakeholders. The
programme was facilitated by faculty members from Companies Commission of Malaysia, Mr Philip Koh, Ms Vijayam
Nadarajah, Mr Vincent Loh and YBhg Dato’ Aziz Abu Bakar.

Over the panel discussion, a briefing on the responsibilities of a corporate director was shared by YBhg Dato’ Saw Choo
Boon, Director of RHB Capital Berhad and YBhgDato’ Latifah Merican Cheong, Advisor, Chairman’s Office, Securities
Commission Malaysia. The discussion was moderated by Dato’ Abdul Aziz bin Abu Bakar, CEO of MINDA.

WOMEN DIRECTORS ONBOARDING TRAINING PROGRAMME (WDOTP) SERIES 4
Type: Customised Programme
Date: 11 - 13 September 2012
Venue: Securities Commission Malaysia, Kuala Lumpur

MINDA conducted its 4th Women
Directors Onboarding Training
Programme (WDOTP) comprising
a batch of 16 women participants
at the Securities Commission
Malaysia, Kuala Lumpur. The
WDOTP is designed to prepare
potential and qualified 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
Company’s Act, The Corporate
Governance of company directors
as best practices, Financial Language in the Boardroom and Various board roles vis a vis the organisation and
stakeholders. The programme was facilitated by faculty members from Companies Commission of Malaysia, Mr Paul
W. Chan, Ms Vijayam Nadarajah, Mr Vincent Loh and YBhg Dato’ Aziz Abu Bakar.

Over the panel discussion, a briefing on the responsibilities of a corporate director was shared by YBhg Tan Sri Datuk (Dr)
Rafiah Salim, Director, NAM Institute for the Empowerment of Women and YBhg Datuk Hamzah Kassim, Co-Founder
and Group Managing Director, The IA Group. The discussion was moderated by Dato’ Abdul Aziz bin Abu Bakar, CEO of
MINDA.

22

PROGRAMME HIGHLIGHTS

WOMEN DIRECTORS ONBOARDING TRAINING PROGRAMME (WDOTP) SERIES 5
Type: Customised Programme
Date: 26 – 28 September 2012

Venue: Securities Commission Malaysia, Kuala Lumpur

MINDA conducted its 5th Women Directors Onboarding Training Programme (WDOTP) at the Securities Commission
Malaysia, Kuala Lumpur. The WDOTP is designed to prepare potential and qualified 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 Company’s Act, The Corporate Governance of company
directors as best practices, Financial Language in the Boardroom and Various board roles vis a vis the organisation and
stakeholders. The programme was facilitated by faculty members from Companies Commission of Malaysia, Mr Philip
Koh, Ms Vijayam Nadarajah, Mr Vincent Loh and YBhg Dato’ Aziz Abu Bakar.

Over the panel discussion, a briefing on the responsibilities of a corporate director was shared by YBhg Datin Meha
Sivamohan, Principal Consultant, First Principles Sdn Bhd and Mr. David Lau Nai Pek, Independent Non-Executive
Director, Axiata Group Berhad. The discussion was moderated by Dato’ Abdul Aziz bin Abu Bakar, CEO of MINDA.

WOMEN DIRECTORS ONBOARDING TRAINING PROGRAMME (WDOTP) SERIES 6
Type: Customised Programme
Date: 9 - 11 October 2012
Venue: Seri Pacific Kuala Lumpur Hotel, Kuala Lumpur

MINDA conducted its 6th Women Directors
Onboarding Training Programme (WDOTP)
at the Seri Pacific Kuala Lumpur Hotel,
Kuala Lumpur. The WDOTP is designed
to prepare potential and qualified
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 Company’s Act,
The Corporate Governance of company
directors as best practices, Financial
Language in the Boardroom and Various
board roles vis a vis the organisation and
stakeholders. The programme was facilitated by faculty members from Companies Commission of Malaysia, Mr Philip
Koh, Ms Vijayam Nadarajah, Mr Vincent Loh and YBhg Dato’ Aziz Abu Bakar.

Over the panel discussion, a briefing on the responsibilities of a corporate director was shared by YBhg Datin Meha
Sivamohan, Principal Consultant, First Principles Sdn Bhd and Mr Zaiviji Ismail, Non-Independent Non-Executive
Director, UEM Group Berhad. The discussion was moderated by Dato’ Abdul Aziz bin Abu Bakar, CEO of MINDA.

MALAYSIAN DIRECTORS ACADEMY 23

MALAYSIAN DIRECTORS ACADEMYPROGRAMME HIGHLIGHTS

WOMEN DIRECTORS ONBOARDING TRAINING PROGRAMME (WDOTP) SERIES 7
Type: Customised Programme

Date: 30 October – 1 November2012
Venue: Securities Commission Malaysia, Kuala Lumpur

MINDA conducted its 7th Women
Directors Onboarding Training
Programme (WDOTP) at the
Securities Commission Malaysia,
Kuala Lumpur. The WDOTP is
designed to prepare potential and
qualified 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
Company’s Act, The Corporate
Governance of company directors
as best practices, Financial
Language in the Boardroom and Various board roles vis a vis the organisation and stakeholders. The programme was
facilitated by faculty members from Companies Commission of Malaysia, Mr Philip Koh, Ms Vijayam Nadarajah, Mr
Vincent Loh and YBhg Dato’ Aziz Abu Bakar.

Over the panel discussion, a briefing on the responsibilities of a corporate director was shared by YBhg Tan Sri Dato’
Mohd Sheriff Mohd Kassim, Chairman, PLUS Malaysia Berhad and Ms. Rita Benoy Bushon, Chief Executive Officer,
Minority Shareholder Watchdog Group (MSWG). The discussion was moderated by Dato’ Abdul Aziz bin Abu Bakar, CEO
of MINDA.

WOMEN DIRECTORS ONBOARDING TRAINING PROGRAMME (WDOTP) SERIES 8
Type: Customised Programme
Date: 6 – 8 November2012

Venue: Securities Commission Malaysia, Kuala Lumpur

MINDA conducted its 8th Women Directors Onboarding Training Programme (WDOTP) at the Securities Commission
Malaysia, Kuala Lumpur. The WDOTP is designed to prepare potential and qualified 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 Company’s Act, The Corporate Governance of company
directors as best practices, Financial Language in the Boardroom and Various board roles vis a vis the organisation and
stakeholders. The programme was facilitated by faculty members from Companies Commission of Malaysia, Mr Philip
Koh, Ms Vijayam Nadarajah, Mr Vincent Loh and YBhg Dato’ Aziz Abu Bakar.

Over the panel discussion, a briefing on the responsibilities of a corporate director was shared by YBhg Dato’ Ahmad
Pardas Senin, Chairman, Malaysian Directors Academy (MINDA) and Ms. Shahnaz Al-Sadat, Former Executive Director,
Khazanah Nasional Berhad. The discussion was moderated by Dato’ Abdul Aziz bin Abu Bakar, CEO of MINDA.

24

ALUMNI LIST

Alumni List

Dato’ Abdul Aziz Abu Bakar Ahmad Jafny bin Jusoh Datuk Azzat bin Kamaluddin
Malaysian Directors Academy (MINDA) CDOP 2012 Axiata Group Berhad
DF 2009 / BHPD 2010 Dato‘ Ahmad Pardas Senin DF 2012
Abdul Farid Alias UEM Group Berhad / Malaysian Directors Academy (MINDA) Dato’ Hj Badri Hj Masri
Khazanah Nasional Bhd KNB ND 2007 / CF 2008 ASTRO All Asia Networks plc
KNB ND 07 Dato’Ahmad Razlan Tan Sri Ahmad Razali KNB ND 2007 / KNB ND 2008
Tuan Haji Abdul Fatah bin Haron Sepang International Circuit Tan Sri Bashir Ahmad bin Abdul Majid
Air Kelantan Sdn Bhd CDOP 2010 / CDOP 2011-1 Malaysia Airport Holdings Berhad
CDOP 2012 Datuk Wira Ahmad Rusli Joharie BHPD 2008
Dato’ Dr. Abdul Ghaffar bin Ramli Pengurusan Aset Air Berhad Datuk Bazlan bin Osman
Composite Technology Research Malaysia Sdn. Bhd CDOP 2010 Telekom Malaysia Berhad
CDOP 2010 Tun Dr Ahmad Sarji Abdul Hamid BHPD 2007
Tan Sri Abdul Halim Ali Permodalan Nasional Berhad Behara Venkata Rama Subbu
Malaysia Building Society Berhad CF 2007 Proton Holdings Berhad
CF 2007 / DF 2009 / CDOP 2011-2 / BHPD 2011 Ahmad Shahizam Shariff BHPD 2011
Datuk Abdul Hamid Said Khazanah Nasional Berhad Burhanuddin Hilmi bin Harun
Institut Jantung Negara KNB ND 2008 Composite Technology Research Malaysia Sdn. Bhd
CDOP 2011-1 / CDAP 2011 Tan Sri Datuk Dr Ahmad Tajuddin Ali CDOP 2010
Tuan Haji Abdul Jabbar bin Abdul Majid UEM World Berhad Che Abdullah bin Mat Nawi
Proton Holdings Berhad KNB ND 2007 / CF 2007 / KNB ND 2008 Kelantan Biotech Corporation Sdn Bhd
BHPD 2007 Ahmad Tajuddin Carrim CDOP 2012
Tuan Haji Abdul Kadir Kassim PROTON Holdings Berhad Tuan Haji Che Pee bin Samsudin
UEM Group Berhad / Cement Industry Malaysia Berhad / Time DF 2011 Amanah Raya Berhad
dotCom Amiruddin Azahar CDOP 2011 - 2
BHPD 2007 / KNB ND 2008 / BHPD 2010 / CF 2010 / DF 2011 Malaysia Venture Capital Management Bhd (MAVCAP), Cindy Tan Ler Chin
/ DF 2012 CDAP 2011 Malaysia Building Society Berhad
Datuk Abdul Malek Bin Abdul Aziz Amirudin Abd Rahman DF 2011
NCB Holdings Berhad Pengurusan Aset Air Berhad Dato’ Daud bin Tahir
DF 2011 CDOP 2011 - 3 Perbadanan Nasional Berhad
Dato’ Abdul Manaf bin Hashim Amirul Fares Zahir CDOP 2011 - 2
Tenaga Nasional Berhad Khazanah Nasional Bhd David Lau Nai Pek
BHPD 2010 KNB ND 2007 Axiata Group Berhad
Abdul Rahim Bin Abdul Hamid Amrish Hari Narayanan DF 2011
Proton Holdings Berhad EMRAIL Sdn Bhd Datuk Dell Akhbar Khan Hyder Khan
BHPD 2011 / DF 2011 BHPD 2012 Syarikat Prasarana Negara Berhad
Dato‘ Ir. Abdul Rahim bin Abu Bakar Andrew Lo Kian Nyan CDOP 2011-1
Westport Holdings Sdn Bhd / Telekom Malaysia Berhad / UEM Employee Provident Funds Eddy Rashdan bin Pir Mohd
Builders BHPD 2007 Sepang International Circuit
KNB ND 2007 / CF 2007 / CF 2008 / KNB ND 2008 / BHPD Anne Abraham CDOP 2010 / CDOP 2011-1
2010 / DF 2012 LeadWomen Sdn Bhd Elakumari Kantilal
Abdul Rahman Abdul Ghani WDOTP 2012 - Series 1 Khazanah Nasional Bhd
Malaysia Airlines System Anuar bin Mohd Hassan KNB ND 2007 / KNB ND 2008
BHPD 2007 Malaysian Reinsurance Berhad Enita Azlina bin Osman
Dato’ Dr Abdul Rozali A. Wathooth BHPD 2008 Khazanah Nasional Berhad
Institut Jantung Negara Dato’ Anwar bin Haji @ Aji KNB ND 2008
CDAP 2011 Faber Group Berhad Faisal @ Pisal bin Abdul Ghani
Abdullah Abdul Hamid CF 2008 / KNB ND 2008 Composite Technology Research Malaysia Sdn. Bhd
Khazanah Nasional Bhd / Malaysian Directors Academy Dato’ Anwarrudin Ahamad Osman CDOP 2010
(MINDA) UEM Builders Berhad Fauzi bin Mohamad
KNB ND 2007 / BHPD 2007 / KNB ND 2008 / CF 2008 BHPD 2007 PMBK Az-Zahab Sdn Bhd
Tuan Haji Abdullah bin Yakub Tan Sri Datuk Dr Aris Othman CDOP 2012
Kifaalah Affiat Sdn Bhd Malaysia Airport Holdings Berhad Fazlur Rahman Ebrahim
CDOP 2012 CF 2007 Securities Commission
Datuk Abdullah Hj Kuntom Arlida Ariff CF 2010
Malaysia Building Society Berhad Iskandar Investment Berhad Datuk Francis Tan Leh Kiah
BHPD 2008 DF 2009 Securities Commission Malaysia
Abdullah Yusof Auzir Mohd Yaacob BHPD 2011
Cement Industries of Malaysia Perbadanan Nasional Berhad Dato’ Fuad bin Jaafar
BHPD 2008 CDOP 2011-1 Tenaga Nasional Berhad
Tan Sri Abi Musa Asa’ari Aziema Othman BHPD 2007
Lembaga Tabung Haji Teknologi Park Malaysia Corporation Sdn Bhd Tan Sri Ghazzali Sheikh Abdul Khalid
BHPD 2011 CDAP 2011 Axiata Group Berhad
Abu Bakar Ibrahim Dato’ Aziuddin Ahmad BHPD 2011
Khazanah Nasional Berhad ValueCap Sdn Bhd Dato’ Gumuri Hussain
BHPD 2008 / KNB ND 2008 BHPD 2008 Securities Commission
Dr Achmad Riawan Amin Azizah Hanum Hj Md Tamat DF 2011
CIMB Islamic Bank Berhad Khazanah Nasional Berhad Dato’Hafsah Hashim
BHPD 2011 CDOP 2011 - 2 SME Corporation Malaysia
Adlan Ahmad Iskandar Datuk Dr Azizan Abdul Rahman WDOTP 2012 - Series 1
Waterfront TH Properties Sdn Bhd Tan Sri Dato’ Seri Haidar bin Mohamed Nor
DF 2009 CF 2010 Bumiputra-Commerce Holdings Berhad / CIMB Berhad
Dato’ Ahmad Fuuad b. Mohd Dahalan Tan Sri Dato’ Sri Azizan Ariffin CF 2007 / CF 2008
Malaysia Airport Holdings Berhad Boustead Penang Shipyard Sdn Bhd Tan Sri Dato’ Hari Narayanan a/l Govindasamy
KNB ND 2007 / KNB ND 2008 BHPD 2012 Tenaga Nasional Berhad
Dato’ Ahmad Ibnihajar Tan Sri Azlan Zainol BHPD 2012
Malaysian Resources Corporation Berhad Malaysia Resources Corporation Berhad
DF 2012 CF 2007

MALAYSIAN DIRECTORS ACADEMY 25

ALUMNI LIST MALAYSIAN DIRECTORS ACADEMY Kenneth Shen Michelle Lim
Axiata Group Berhad Khazanah Nasional Berhad
Hartini Mohd Nasir DF 2012 KNB ND 2008
Institut Jantung Negara Khairil Anuar Abdullah Datuk Mohaiyani binti Shamsudin
CDAP 2011 Apollo Hospitals Enterprise Limited Maybank
Tan Sri Hasmah Abdullah KNB ND 2007 DF 2011
PricewaterhouseCoopers Tuan Haji Khairuddin Ahmad Prof Dr Mohamad Hanapi bin Mohamad
WDOTP 2012 - Series 1 RHB Bank Berhad Kelantan Golden Trade Sdn Bhd
Tengku Dato’ Seri Hasmuddin Tengku Othman BHPD 2007 CDOP 2012
Institut Jantung Negara Tuan Haji Khalily bin Kadir Dato’ Dr Mohamad Hashim Ahmad Tajudin
CDAP 2011 CDOP 2012 Chemical Company of Malaysia Berhad
Hasnah Omar Kiran Jeyabalan BHPD 2007 / CF 2008
Securities Commission WDOTP 2012 - Series 1 Tan Sri Dato’ Prof Dr. Mohamad Taha Arif
WDOTP 2012 - Series 1 Dato’Latifah Merican Cheong Institut Jantung Negara
Hasni Zarina Mohamed Khan Securities Commission CDOP 2011-1
Touch ‘N’ Go Sdn Bhd WDOTP 2012 - Series 1 Datuk Dr Mohamed Arif Nun
WDOTP 2012 - Series 1 Lau Tiang Hua Silterra Malaysia Sdn Bhd
Hassan Jaafar Malaysia Building Society Berhad KNB ND 2007 / CF 2008 / KNB ND 2008
PLUS Expressway Bhd BHPD 2007 Dato’ Mohamed Azman Yahya
KNB ND 2007 / KNB ND 2008 / DF 2009 / DF 2011 Tan Sri Dato’ Lau Yin Pin Malaysian Airline System Berhad
Hazzelina Hassan Tenaga Nasional Berhad KNB ND 2007 / CF 2008
Malaysia Venture Capital Management Berhad CF 2008 Dato’ Mohamed Hassan Md Kamil
CDOP 2011-1 / CDAP 2011 Tan Sri Leo Moggie Syarikat Takaful Malaysia Berhad
Hilmi bin Hassan Tenaga Nasional Berhad DF 2011
KTM Berhad CF 2007 Tan Sri Datuk Mohamed Khatib bin Abdul Hamid
CDOP 2011 - 2 Dato’ Lim Kheng Guan Pantai Holdings Berhad
Hiroyuki Kudo Telekom Malaysia Berhad KNB ND 2007 / CF 2007 / BHPD 2008 / CF 2008 / KNB ND
CIMB Group BHPD 2007 2008
DF 2009 Lim Yuk Hua Mohamed Nor Bin Abdul Hamid
Hisham Zainal Mokhtar Penang Port Sdn Bhd Etiqa Takaful Berhad
Khazanah Nasional Berhad CDOP 2010 BHPD 2011
BHPD 2010 Datin Linda Ngiam Pick Ngoh Datuk Mohamed Zain bin Mohamed Yusof
Ibrahim bin Awang Star Publications (Malaysia) Berhad Faber Group Berhad
Permodalan Nasional Berhad WDOTP 2012 - Series 1 BHPD 2008 / BHPD 2012
DF 2011 Tan Sri Dato’ Lodin Wok Kamaruddin Dato’ Mohammad Zainal Shaari
Ibrahim Marsidi Boustead Holdings Berhad Khazanah Nasional Bhd
Telekom Malaysia Berhad CF 2008 KNB ND 2007
DF 2012 Loh Lee Soon Mohan Rajasooria
Idham bin Ismail Maybank Asset Management Sdn Bhd Khazanah Nasional Bhd
Khazanah Nasional Berhad DF 2012 KNB ND 2007
KNB ND 2008 Loh Wai Yee Dato’ Mohd Ali Abd Samad
Dato’ Ikmal Hijaz Hashim Khazanah Nasional Berhad Perbadanan Nasional Berhad
Faber Group Berhad BHPD 2010 CDOP 2011-1
BHPD 2010 / CF 2010 Mah Lai Heng Dato Mohd Ali bin Abd Samad
Laksamana Tan Sri Dato’ Seri (B) Ilyas Hj Din KPJ Healthcare Berhad Perbadanan Nasional Berhad
Perbadanan Hal Ehwal Bekas Angkatan Tentera WDOTP 2012 - Series 1 CDOP 2012
CF 2010 Mahadzir Bin Azizan Dato’ Mohd Azlan Hashim
Ismael Fariz Ali Syarikat Takaful Malaysia Berhad Proton Holdings Berhad / Employee Provident Fund
Khazanah Nasional Berhad DF 2011 CF 2007 / BHPD 2010
BHPD 2007 Mahbob bin Abdullah Mohd Izani Ashari
Ismail bin Kamaruddin TH Plantations Berhad Khazanah Nasional Berhad
SME Bank CF 2010 DF 2009 / BHPD 2010
CDOP 2011-1 Maheswari Kanniah Mohd Nadziruddin Mohd Basri
Izlan bin Izhab K & N Kenanga Holdings Berhad Khazanah Nasional Bhd
Malaysia Airport Holdings Berhad WDOTP 2012 - Series 1 KNB ND 2007 / BHPD 2008
KNB ND 2007 Mansor bin Salleh Dato’ Sri Mohd Nadzmi Bin Mohd Salleh
Jacqueline Francis Amanah Raya Berhad Proton Holdings Berhad
AJA EQS Certification Malaysia Sdn Bhd CDOP 2011-1 BHPD 2011
WDOTP 2012 - Series 1 Laksamana Madya Datuk Mat Rabi Abu Samah Mohd Rafik Shah Mohamad
Jamela binti Mohd Syed Langkawi Tuna Corporation Berhad Langkawi Tuna Corporation Berhad
Keretapi Tanah Melayu Berhad KNB ND 2007 KNB ND 2007
CDOP 2010 May Quah Bee Fong Tuan Haji Mohd Sabri bin Abdullah
Jamilah Hashim Khazanah Nasional Berhad PMBK Sawit Sdn Bhd, Kelantan Golden Trade Sdn Bhd
Khazanah Nasional Bhd KNB ND 2008 CDOP 2012
KNB ND 2007 / KNB ND 2008 Md Ali Md Dewal Tan Sri Dato‘ Mohd Sheriff bin Mohd Kassim
Johan bin Abdullah PT Bank Lippo Tbk PLUS Expressway Bhd
BIMB Holdings Berhad KNB ND 2007 / CF 2007 KNB ND 2007 KNB ND 2008, CF 2008 / DF 2012
BHPD 2010 Laksamana (B) Tan Sri Dato’ Sri Md Anwar Md Nor Dato’ Mohd Shukri Hussin
Datuk Johar Bin Che Mat Lembaga Tabung Angkatan Tentera Bumiputra-Commerce Holdings Berhad
Proton Holdings Berhad CF 2007 CF 2008
BHPD 2011 Tan Sri Md Nor Md Yusof Mohd Yahaya Abdul Majid
Tan SriK. Ravindran Bumiputra-Commerce Holdings Berhad SME Bank
PLUS Expressway Berhad KNB ND 2007 CDOP 2011 - 2
DF 2009 Datin Meha Sivamohan Mohd Yusof Hussian
Dato’ Kalsom binti Abdul Rahman First Principles Sdn. Bhd. Bumiputra-Commerce Holdings Berhad
Chemical Company of Malaysia Berhad WDOTP 2012 - Series 1 BHPD 2007
BHPD 2010 / DF 2011 Michael Jude Fernandes Tan Sri Dato’ Hj Mohd Zuki Hj Kamaluddin
Datuk Kamarul Zaman Md Isa Khazanah Nasional Berhad Island & Peninsular Bhd
Institut Jantung Negara DF 2009 / BHPD 2011 CF 2007
CDAP 2011
Dr. Kamarulzaman Mohamed Zin
Khazanah Nasional Berhad
BHPD 2008 / KNB ND 2008

26

Ir. Dr. Muhamad Fuad bin Abdullah Haji Richard George Azlan Abas ALUMNI LIST
Island & Peninsular Bhd Theta Edge Berhad
BHPD 2008 DF 2011 Sutekno Ahmadbelon
Tan Sri Datuk Dr. Muhammad Rais Abdul Karim Ronnie Kok Lai Huat Pengurusan Aset Air Berhad
Malaysian Directors Academy (MINDA) TIME dotCom Berhad CDOP 2011 - 3
CF 2008 / CF 2010 / DF 2011 DF 2011 Syed Kamarulzaman bin Dato’ Syed Zainol Khodki Shahabudin
Tan Sri Dato’ Ir Muhd Radzi Hj Mansor Datuk Ir. Rosaline Ganendra Perbadanan Nasional Berhad
Telekom Malaysia Berhad Minconsult Sdn Bhd CDOP 2012
CF 2007 WDOTP 2012 - Series 1 Datuk Syed Muhamad bin Syed Abdul Kadir
Ir Hj Mustafa bin Salleh Dato’ Rosdi bin Mahmud Bumiputra-Commerce Holdings Berhad / CIMB Islamic
Air Kelantan Sdn Bhd Composite Technology Research Malaysia Sdn. Bhd Berhad
CDOP 2012 CDOP 2011 - 2 BHPD 2007 / CF 2010
Dato’ Nasarudin Hashim Rosenah Mohd Hassan Prof. Dato’ Dr. Syed Othman Alhabshi
Technology Park Malaysia Corporation Sdn. Bhd Selat Tebrau Sdn. Bhd. Etiqa Takaful Berhad
CDOP 2010 KNB ND 2008 BHPD 2010
Nasution Mohamed Dr Roslan A. Ghaffar Dato’ Syed Saleh Syed Abdul Rahman
Penerbangan Nasional Bhd Malaysia Resources Corporation Berhad Lembaga Tabung Haji
KNB ND 2007 BHPD 2007 BHPD 2008
Tunku Datuk Nazihah Tunku Mohd Rus Dato’ Rosli Sharif Dato’ Seri DiRaja Tajol Rosli Ghazali
Former Ambassador and SUHAKAM Commissioner Faber Group Berhad Pengurusan Aset Air Berhad
WDOTP 2012 - Series 1 BHPD 2008 CDOP 2010
Ng Chih Kaye Puan Hajah Rozaida Omar Tan Poh Keat
Agrobank Lembaga Tabung Haji Telekom Malaysia Berhad
CDOP 2011 - 2 WDOTP 2012 - Series 1 CF 2007
Nik Mahadi bin Nik Mahmood Rozana Makhzan Tuan Haji Zakaria Ismail
Kelantan Golden Trade Sdn Bhd Biotrophics Malaysia Berhad Export-Import Bank of Malaysia Berhad
CDOP 2012 KNB ND 2008 CDAP 2011
Nik Mohd Alimin bin Nik Mohd Alwi Tuan Haji Rusdi bin Abdullah YM Dato’ Tunku Mahmood Fawzy Tunku Muhiyiddin
CDOP 2012 CDOP 2012 Khazanah Nasional Bhd
Nik Najib Husain Datin Ruzaina Wan Hanif KNB ND 2007
EXIM Bank Agrobank Wan Hasmah Wan Mohd
CDOP 2011 - 3 CDOP 2011 - 2 Jabatan Pembangunan Wanita
Nik Roslini binti Raja Ismail Tan Sri Samsudin Osman WDOTP 2012 - Series 1
Ministry of Finance BIMB Holdings Berhad Dato’ Ir Wan Muhamad bin Wan Ibrahim
CDOP 2011 - 3 CF 2007 / BHDP 2012 TIME dot Com
Dato’ Noorizah binti Hj. Abd Hamid Dr Sarinder Kumari KNB ND 2007
PLUS Expressway Berhad Performance Management and Delivery Unit (PEMANDU) Yacob bin Mustafa
DF 2009 WDOTP 2012 - Series 1 Prokhas Sdn Bhd
Prof Dr Hjh Noraini Idris Selvarajoo A/L Manikam CDOP 2011-1
Universiti Pendidikan Sultan Idris Keretapi Tanah Melayu Berhad Yeo Keng Un
WDOTP 2012 - Series 1 CDAP 2011 Khazanah Nasional Bhd
Noreen Abdul Rashid Selvarajoo a/l Manikam KNB ND 2007
Noreen Abdul Rashid Keretapi Tanah Melayu Berhad Yeoh Keat Seng
WDOTP 2012 - Series 1 CDOP 2010 Malaysian Technology Development Corporation Sdn Bhd,
Prof. Datuk Dr Norma bt Mansor Puan Sri Datin Seri Chin Chew Lin Biotrophics Malaysia Berhad
University of Malaya Farlim Group (Malaysia) Berhad KNB ND 2007, KNB ND 2008
WDOTP 2012 - Series 1 WDOTP 2012 - Series 1 Yew Wan Kup
Oh Kim Sun Shahazwan Harris CIMB Group Holdings Berhad
Pharmaniaga Bhd Khazanah Nasional Bhd BHPD 2011
CF 2008 KNB ND 2007 Zainab Mohd Salleh
Ong King How Shahnaz Al-Sadat binti Abdul Mohsein Dialog Group Berhad
Khazanah Nasional Berhad Khazanah Nasional Bhd / UEM Group WDOTP 2012 - Series 1
KNB ND 2008 KNB ND 2007 / DF 2009 / BHPD 2010 Datuk Zainal Abidin Alias
Osman bin Ismail Dr Shahridan Faiez Mohideen Abdul Kader Faber Group Berhad
Permodalan Nasional Berhad Khazanah Nasional Berhad BHPD 2008 / BHPD 2012
DF 2011 KNB ND 2007 Dato’ Zainal Azwar bin Zainal Aminuddin
Dato’ Othman Jusoh Shahril Anwar Mohd Yunos TH Plantation Berhad
TH Technologies Sdn Bhd Kumpulan Modal Perdana Sdn. Bhd BHPD 2008
CF 2010 CDOP 2010 Zaini bin Mustapha
Puasa Osman Sharizad binti Juma’at CDOP 2012
Faber Group Berhad Amanahraya Investment Management Sdn Bhd Zaiviji Ismail Abdullah
DF 2012 CDOP 2011-1 UEM Group Berhad
Tan Sri Datuk Dr Rafiah Salim Shasidharan A/L Prapakaran BHPD 2012
NAM Institute for the Empowerment of Women (NIEW) Khazanah Nasional Berhad Datuk Seri Zakaria bin Bahari
DF 2011 KNB ND 2008 Keretapi Tanah Melayu Berhad
Prof. Dato’ Dr. Rahmah Mohamed Stephanie Saw Ai Lee CDOP 2010
UKM Technology Sdn Bhd Khazanah Nasional Berhad Tuan Haji Zakaria Bin Ismail
WDOTP 2012 - Series 1 BHPD 2010 Syarikat Takaful Malaysia Berhad / Exim Bank
Tan Sri Rainer Althoff Sufyan Abdul Jabbar BHPD 2011 / CDOP 2011 - 3 / DF 2012
Proton Holdings Berhad Khazanah Nasional Berhad Maj Gen Dato’ Zulkiflee bin Mazlan
BHPD 2011 KNB ND 2008 Perbadanan Hal Ehwal Bekas Angkatan Tentera
Tan Sri Raja Arshad Raja Tun Uda Dato’ Sulaiman Mohd Yusof DF 2011
Asia Capital Reinsurence Sdn Bhd Syarikat Takaful Malaysia Berhad Zuraidah binti Husin
KNB ND 2007 / CF 2007 / KNB ND 2008 DF 2011 / BHPD 2012 CDOP 2012
Rashidah Mohd Sies Dr Sulochana Nair
Bahagian Pelaburan, MKD dan Penswataan Former Lecturer of University of
CDAP 2011 WDOTP 2012 - Series 1
Rashidah Mohd Sies Suriaghandi a/l Suppiah
Agrobank Khazanah Nasional Berhad
CDOP 2011 - 2 KNB ND 2008

MALAYSIAN DIRECTORS ACADEMY 27

And Our Clients Are....

Amanah Raya Berhad Maybank Group Berhad
Amanahraya Investment Management Sdn Bhd Maybank Asset Management Sdn Bhd
BIMB Holdings Berhad Ministry of Women, Family and Community
Boustead Holdings Berhad Development
Boustead Penang Shipyard Sdn Bhd Ministry of Transport
Cement Industry Malaysia Berhad MNRB Holdings Berhad
Chemical Company of Malaysia Berhad Multimedia Development Corporation Berhad
CIMB Bank Berhad Penang Port Sdn Bhd
CIMB Holdings Berhad Pengurusan Aset Air Berhad
CIMB Islamic Berhad Perbadanan Hal Ehwal Bekas Angkatan Tentera
Composite Technology Resources Malaysia Perbadanan Nasional Berhad
Sdn Bhd Permodalan Nasional Berhad
Employees Provident Fund Pharmaniaga Berhad
EMRAIL Sdn Bhd PLUS Expressways Berhad
Etiqa Takaful Berhad Prokhas Sdn Bhd
Faber Group Berhad Proton Holdings Berhad
Institut Jantung Negara PT Bank Lipro Tbk
Iskandar Investment Berhad RHB Bank Berhad
Iskandar Waterfront Development Securities Commision Malaysia
Island & Peninsular Berhad Sepang International Circuit
IWK Konsortium Sdn Bhd Silterra Malaysia Sdn Bhd
KTM Berhad SME Bank
Khazanah Nasional Berhad Syarikat Prasarana Negara Berhad
Kumpulan Modal Perdana Sdn Bhd Telekom Malaysia Berhad
KPJ Seremban Specialist Hospital Tenaga Nasional Berhad
Lembaga Tabung Angkatan Tentera TH Plantations Berhad
Lembaga Tabung Haji TH Properties Sdn Bhd
Malaysia Airlines TH Technologies Sdn Bhd
Malaysia Airports Holdings Berhad UEM Builders Berhad
Malaysia Building Society Berhad UEM Group Berhad
Malaysia Venture Capital Management Berhad UEM Land Holdings Berhad
Malaysian Resources Corporation Berhad Valuecap Sdn Bhd

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