Report PCF September 2020

SEPTEMBER 2020

PETRONAS Cultural Beliefs (PCB) & Feedback Culture
Within The Organization
Initiatives and Best Practices in PETRONAS

NESTLE : Good Food, Good Life

Let’s Do It – the KPMG way!

How talent is managed at KPMG Malaysia?

How Paynet use ICT to improve workplace safety?

Paynet preparedness during pandemic

Amidst Strong Market Dynamics And Pandemic Disruption,
TM One Drives Its Focus On Building Resilience Moving Forward
Corporate Culture of AirAsia Group

People’s Perks And Privileges @ Pricewaterhouse Coopers

Insight Experience @PricewaterhouseCoopers

The Private Sector Working Culture and Environment



PETRONAS PROGRAMME CROSS FERTILISATION PAGE 1

PETRONAS Cultural
Beliefs (PCB) & Feedback

Culture Within The
Organization

NADIA BINTI MARZUKI

Petronas Cultural Beliefs (PCB) But why is there is such an importance and a need
on a good working culture and also a good
I was first introduced to the PCB while organization culture?
preparing for my Cross-Fertilization Program
(PCF) interview 7 months ago. I was then All my readings pointed to how an organization's
further introduced to these sets of beliefs culture will give a definition on the proper way to
during my initial onboarding session where it behave within the organization. Of course, this
became apparent to me that all Petronas culture of a shared beliefs and values are established
workers are expected to fully embrace the PCB and propagated by the leaders, and then
in order to completely immerse themselves in disseminated, communicated and reinforced to the
the Petronas working experience. employees through various methods, ultimately
shaping their perceptions, behaviours and
PCB boils down from a firm viewpoint by the understandings.
Leaders of Petronas who always believe that the
foundation of a good working culture started with a And Petronas has also done the same. They have put
good working experience at the Company. This a lot of time and effort into transforming their
experience will then form a belief on whether organization culture over the last five years. PCB was
Petronas is a highly bureaucratic organization or an first introduced back in 2015 to anchor and rally the
inefficient one, and which later would be interpreted Company towards achieving their organizational
into actions that would be producing results that is goals.
going to be greatly beneficial to the Company.

PETRONAS PROGRAMME CROSS FERTILISATION PAGE 2

The six cultural beliefs are:

 Results Matter: I stretch my limits to deliver superior results.
 Own It: I own the results and don’t blame others.
 Focused Execution: I plan, commit, and deliver with discipline.
 Nurture Trust: I always keep my promise and build mutual trust.
 Tell Me: I seek, give, and act positively on feedback.
 Shared Success: I collaborate for the greater good of PETRONAS.

These cultural beliefs were derived from how the Leaders wanted all of the employees to collectively experience the
Petronas Shared Values - Loyalty, Integrity, Professionalism, and Cohesiveness - in their everyday work. In response,
the Leaders have upskilled the workforce on culture change, introduced a common cultural language, and expanded
awareness of the importance of a good corporate culture.

In addition, these set of cultures are also evaluated continuously during their yearly Personal Performance Appraisal
(PPA) where the superiors will assess the staff’s demonstration of the PCB behaviors during the the PPA cycle. These
clearly shows the significance of PCB in the Petronas workforce and working experience.

PETRONAS PROGRAMME CROSS FERTILISATION PAGE 3

Tell Me - The Feedback Culture Within Petronas

With this specific culture embedded in PCB, it is very noticeable that feedback is important in Petronas. I believe
without it; employees can’t develop or shape their working environment – and the organization can’t correct
mistakes or recognize where they need to improve. But also, in order to be productive and feel content, employees
need to understand what effect they’re having on their organization, and how far they’re accomplishing their
objectives. Thus, in Petronas, they continue to embed feedback into each day-to-day operation. Feedbacks are also
sought during multiple town halls arrangements, internal staff engagement sessions, periodic surveys, and
continuous conversation during their PPA cycle engagements.

A good feedback culture is a movement that allows the Leaders and Workforce to continuously acknowledge and
celebrate the things that are going well, while simultaneously helping to catch any blind spots so that collectively
the organization can improve and grow. Feedback empowers the workforce to adjust how we work, interact, and
communicate so that by the end of the day everyone can achieve better results.

I do feel that direct feedback is the best way to gain knowledge – that’s why creating a feedback culture is essential
to every workplace. But disappointingly, giving (and receiving) feedback has become something that many people
dread. Personally, I also do feel that somehow or rather our Malaysian culture has its own effect in our way of
communication feedback truthfully and honestly. If I am giving feedback, I might worry about hurting people’s
feelings or not communicating properly; if I am receiving it, I might feel unappreciated, attacked or undervalued.

Ed Batista (an executive coach and an Instructor at the Stanford Graduate School of Business) put an emphasis on
feedback culture within an organization by saying “To become more effective and fulfilled at work, people need a
keen understanding on their impact on others and the extent to which they’re achieving their goals in their working
relationship. Direct feedback is the most efficient way for them to gather this information and learn from it”

He also initiates that there are 4 steps to bring continuous feedback culture in an Organization.

1) The Organization should play a key role in promoting the continuous feedback culture. HR should act as a
catalyst in helping managers and employees adopt this culture. Managers should be encouraged to frankly and
genuinely express their views on employees’ strength and weaknesses. Continuous feedback should also be
encouraged among employees, to provide and receive honest feedback between peers.

2) HR should devise social rewards and recognition programs which can help managers reward employees easily
and continually without complex approvals and without waiting for formal reviews and increments. This
improves employee engagement and team spirit.

3) HR should educate managers on how to leverage data and information accumulated from the continuous
feedback tool and rewards and recognition programs and use them during the formal appraisal process. This will
motivate employees and improve the overall effectiveness of the pay-for-performance programs.

4) The organization should recognize and reward the best and most consistent feedback givers, so that the culture
spreads across the organization.

PETRONAS PROGRAMME CROSS FERTILISATION PAGE 4

Like any other process, feedback is a process that requires conscious observation and continuous attention. If done
regularly, it helps to keep everyone regularly engaged and on track. The idea is this: if something needs to be said, say
it there and then. And as with most things in life, practice makes perfect. Continue to seek and give feedback, and
over time, I believe that we could all learn that it can be done without being agonizing, demoralizing, or
overwhelming. Although it may not be our default / automatic way of connecting with our teammates, colleagues or
manager, feedback can make the workplace much more efficient and harmonious.

Petronas has developed a system to recognized exemplary behaviour of PCB by the workforce, and in the same time
leveraging on the feedback culture of the organization. A Focused Recognition to their employees is a method of
support that helps employees know their contributions are recognized and appreciated. Employees want to know
how they are doing, and recognizing employees demonstrates what success looks like. If this example of Focused
Recognition could be emulated in our Government service, I believe that it could be a transformative effect and
impact on our Feedback Culture within the government service.

Thank you.

PETRONAS PROGRAMME CROSS FERTILISATION PAGE 5

Initiatives and Best
Practices in PETRONAS

Based on my own experience and observation

MOHD HEIKARL BIN MAHAMAD NOR

The second quarter of my tenure went smoothly where I involved heavily in department’s activity
especially on the planning and implementation of PETRONAS Group Human Resource Management
(GHRM)’s capability development program and assessment program. Although all activities were
conducted virtually as PETRONAS maintained their work from home arrangement due to COVID-19
pandemic, the delivery of key deliverables from the task given were remain priorities.

Based on my observation from various discussion involved and meeting with other HR personnel, it can be said that
passion for their own people and for the business is the most stand out attributes among PETRONAS’ staff. These
characteristics is what drives them and make them completely dedicated on emphasizing the importance of people
and capability development. This will ensure the growth of each individual in the company which will directly
contributes to company’s success.

In this report, I would like to highlight the two (2) major initiatives and best practices which related to their passion
based on my observation as follows:

i. Availability of various online learning platform; and
ii. Promotion and career progression based on talent and capability.

PETRONAS PROGRAMME CROSS FERTILISATION PAGE 6

The Initiatives and Best Practices

i. Availability of various online learning platform

Previously, PETRONAS learning approach always based on the 70:20:10 framework where this ratio explains on the
how learning usually takes place at the workplace. The description of this ratio is as follows:

• 70 – on the job learning: the knowledge gained through experienced,
practiced and problem solving based on the real job, assignment or task
done;

• 20 – learning through others: knowledge gained via conversation or social
interaction with peers, colleagues, superiors, industry practitioners, mentors or
coaches etc; and

• 10 – formal learning: through structured and directed learning program
provided by PETRONAS Leadership Centre or other Capability Unit in
PETRONAS.

Although the ‘on the job learning’ and ‘learning through others’ continue to play a significant role to the staff
development, it was found that based on staff’s feedback, the formal learning was lacking flexibility, had narrow
scope and outdated content. As a result, some structured programs developed had difficulties to attract audience
and need to be cancelled.

To address this issue, PETRONAS has come up with the ‘self-directed’ and ‘self-driven’ development approach. By
leveraging on the support of internet and mobile technology, PETRONAS has enabled various online learning
platform and portal with overwhelmed resources, tools and content which is accessible by all staff and personnel.
These online learning platform allow PETRONAS’ staff to plan and chart their upskilling journey that fit their demand.
It means that everybody in PETRONAS can have a personalized and targeted learning based on their gaps and
interest.

The other advantage of having this approach is the staff can have unlimited option on how, where and when they
want to learn as long as there is an internet connection. They can access the portal via laptop or other mobile devices
anywhere at home, office or other suitable places anytime based on their preference.

PETRONAS PROGRAMME CROSS FERTILISATION PAGE 7

During my time with PETRONAS, I’ve been given access to some of the portals which I found very useful and can be
adopted and implemented in public sector as follows:

SWITCH portal: this is the internal online learning portal developed by PETRONAS’ Group
Digital with the intention to promote and inculcate staff about digital transformation and
ecosystem within the organization. The topics provided are all based on digital as PETRONAS
aims to be a data-driven organization by adopting new ways of working. The topics available
including cyber security and also numerous highlights of digital projects and solutions
successfully conducted by businesses and departments in PETRONAS.

PETRONAS PROGRAMME CROSS FERTILISATION PAGE 8

Gartner portal: this portal provided by Gartner, an international research and advisory
company. The portal focusing on providing subscribers with the business insight, strategic
advice and practical tools needed to upskill themselves and be successful in the industry.
Subscribers can choose and personalize their learning content based on the preferred skills
and topic. The selection of topic covers a wide range of functions such as human resources,
information technology, communication, etc as well as various industries including energy &
utility, government & public sector, healthcare, retail, etc.

Harvard Manage Mentor (HMM) portal: this portal provided by Harvard Business Publishing,
an affiliate of Harvard Business School. Like Gartner’s, HMM also enable subscribers to curate
their own learning preferences. There are wide range of management topics and skills to
choose from including leadership, strategic thinking, negotiating skills, project management,
etc.

PETRONAS PROGRAMME CROSS FERTILISATION PAGE 9

ii. Promotion and career progression based on talent and capability

PETRONAS values their employees as one of its biggest assets who contributed so much to the success. In order to
attract new talent, developing and at the same time retaining their best talent, PETRONAS have invested heavily not
only in their learning and development, but also offers competitive remuneration. Furthermore, PETRONAS has
adopted a merit-based approach with regard to employees, where employees’ promotion and career progression are
purely based on talent and capability.

As PETRONAS emphasizing on rewarding the best talent, this merit-based approach is done holistically within
organization where it is not only implemented to manager or more senior positions, but also including other junior
positions such as senior executive. The mobility and promotion of each staff is done depending on their capability
and suitability to the job functions. This ensures that only the right talent will get selected to the position in order to
guarantee success as per job requirement.

Unlike public sector where most of the promotion is based on seniority, in PETRONAS age is just a number. Someone
who joined the organization later and younger can fill the senior post as long as he or she is deem qualified to the job
by the management. That decision was not made purely based on gut feeling or favoritism but it was supported by
the assessment result and data. By doing this, everybody in PETRONAS will strive to upskill themselves in order to
meet or excel above requirement as everybody will have equal chance to get promoted.

This approach is well embraced by everyone in the organization as it is proven to successfully drive PETRONAS to
where it belongs now. On top of that, PETRONAS has been recognized as the Most Attractive Employers in Malaysia
for two (2) years running in 2018 and 2019 by international recruitment agency Ranstad.

PETRONAS PROGRAMME CROSS FERTILISATION PAGE 10

Conclusion

All in all, employees will always play a significant role to the success of the organization be it a private sector or
public sector. An extra investment to their learning and development will impact directly to their performance,
hence contributing to organization efficiency. An equal chance to progress and be promoted will ensure employees
commitment and motivation remain high and strive for excellence. With this insight, it is hopeful that a change can
be done in a public sector and Public Service Department (PSD) can be the leader and champion to this initiatives. I
would like to quote what Albert Einstein said on changing the norm. “The world as we have created it is a process of
our thinking. It cannot be changed without changing our thinking.

NESTLE PROGRAMME CROSS FERTILISATION PAGE 11

NESTLE :
Good Food, Good Life

AIREEN UMIMAISARAH BINTI HAMDAN

An overview of Nestle’s Human Resource Nestlé emphasized greatly on Human Resource (HR)
Management System vs Management for ensuring the best support to the business.
Through one centralized application, Nestlé’s user may find
The Government Sector’s Human Resource quick access based on their role as line manager, employee
Management Information System (HRMIS) or data specialist to access employee services, reward and
benefit, talent acquisition and competency building. The
existing centralized online platform provide services such as
manufacturing of goods, distribution and sales of goods,
reporting, payroll as well as HR services. The system is
fragmented and varies across the business whereby HR
support queries are managed across several platforms.
Therefore, resulted in duplication of re-entering data,
complex and lengthy workflow, unclear roles, longer time
to respond, changes in global trends, people trend as well
as business trends.

By implementing innovative technologies to optimize the end-to-end flow, HR services is further enhanced to
provide a greater efficiency, value-add, simpler processes and shared services combined. The new upgraded
Nestlé’s system has went lived since November 2019 and the application is done in phases. Along the
transformation journey, there have been many assessments, surveys, workshops and tests conducted to satisfy the
user’s need, test to check the reliability of the system, validating process flow and data accuracy to deliver more
efficient and effective customer-centric HR solutions.

NESTLE PROGRAMME CROSS FERTILISATION PAGE 12

As we know, the HR system used in the
Government Sector which is HRMIS has
been used widely for more than a decade
now and a lot of improvements have
been made to incorporate more functions
into the system. To date, there are 12 main
HR functions with various sub-activities
outlined below as per extracted from the
HRMIS website:

Fungsi

Formulasi dan Perolehan Pembangunan Pengurusan Pengurusan Pengurusan
Penilaian Strategi Sumber Manusia Kerjaya Saraan, Faedah Komunikasi dan
• Program dan Ganjaran Tatatertib Pekerja
LIFE AT PWC • Pembangunan Pembangunan
Pelan Kompetensi • Pengurusan
Tindakan Psikologi dan Saraan
Perolehan Kaunseling
Sumber • Pengurusan
Manusia Cuti

• Kenaikan • Pengurusan
Pangkat Tuntutan dan
Pemilik Pendahuluan
Kompetensi Diri

• Penanggunga • Pengurusan
n Kerja Perubatan
Pegawai
• Kemudahan
Lain

Pengurusan Penilaian Pengurusan Penamatan Data Perjawatan Perkhidmatan
Prestasi Kompetensi Rekod Peribadi Perkhidmatan Maklumat
• Deskripsi
• Laporan • Peperiksaan • Pengisytiharan • Penamatan Tugas • Direktori
Penilaian Perkhidmatan Harta Perkhidmatan Jawatan
Tahunan Sukarela
• Rekod
Peribadi • Penamatan
Perkhidmatan
• Semakan Data Paksa

• Bidang • Melaksanakan
Pengkhususan Penamatan
Perkhidmatan

• Percantuman
Perkhidmatan
Lepas

NESTLE PROGRAMME CROSS FERTILISATION PAGE 13

From my observation, some of the functions applicable in Nestlé’s HR system such as position management
(organizational chart displaying incumbent’s position), new and move requisition, contractual and temporary
workers data, e-training and e-learning, onboard employee, salary, virtual documentation production and storage,
tutorial and simulation for web navigation were not included in the HRMIS system (or can’t be accessed by the user)
but rather it was built separately and managed by other entities. The non-integration of those inter-related HR
functions has given impact to the efficiency and effectiveness of service delivery. Possible causes of non-integrated
system vary from complex processes, paper works, inaccurate data, non-economic processes and non-sustainable
solutions. As a result, user found hassle in accessing the application because they must re-enter credential each time
to access the websites. An example to illustrate this situation is in the event where one’s would like to access his
monthly pay slip which can’t be found in the HRMIS but rather one must go to another platform which is e-Penyata
Gaji operated by the Accountant General’s Department. It would be resourceful to the user if all functions related to
personnel and workplace management are integrated in just one platform. However, no doubt that in order to drive
these innovations, team corporation among relevant Ministries and Departments must be seek collectively and to
work along skilled technology (IT) team.

The Covid-19 pandemic has been impacting the world in many aspects since the beginning of the 2020. This
unprecedented time has created restrictions mainly in social activities where cross country business travel is yet to
be allowed, staying indoors has becoming preferences to many and people are forced to adapt to the new normal to
lead their daily life. The Malaysian Government has imposed new Standard Operating Procedures (SOP) covering
almost all aspects of the sectors and failure to adhere to the SOP will result a fined of RM1,000. Working from home
has become permanent for some company as measure to keep employee safe while making sure the business stays
operative. It may cost lesser for the employer and employee to maintain their monthly expenses, but extra allocation
is needed to acquire new technology such as office program, fast internet plan, virtual office access and ergonomic
office equipment.

It is crucial to act fast, innovate and adopt to newer technology to keep the day-to-day operation intact. Our HRMIS
can be better improved by being more resilient and nimbler to face enormous challenges. It is important to properly
analyse the current working habits and find potential ways to simplify procedures. We must also leverage on
technology by digitalizing our documentations, reengineering existing system, enhancing cloud document storage
and upskilling employees. No better ways to meet the demand of the customer and stakeholders other than by
listening to them in order to deliver best quality services efficiently and effectively.

NESTLE PROGRAMME CROSS FERTILISATION PAGE 14

My involvement so far in HR Division, Nestlé Malaysia and best practices that can be emulated in the Government
Sector

i) Nestle Management Trainee Program (NMTP) 2020

As a yearly program organized by the Talent Acquisition Unit under the HR Division, the NMTP 2020 started on the 1st
May 2020 and will end in October 2020. For this year, the total application for NMTP is 8,000 applications. The
process of hiring Management Trainees (MT) will take around five months and the process is listed as below :

Open Online Functional Face-to- Final Offer & Hire Report Duty
Application Assessment Assessment face Interview

Centre Interview by the Head
of Function.
(Group by the
presentation) Recruiter &

Hiring
Managers

The objective of the program is to develop high potential individuals as future leaders in the various aspects of
Nestle’s business in preparation for critical management positions in the future. This program also aims to ensure
succession planning for the company by having talent pool of qualified leader. The structure of the program is by
placing the MT in a designated department for a two-year course as on-the-job training with rotational job
assignments possible for exposure. There are six functions in which the MT can be attached to depending on their
study background, preference and job matching. The six functions are Human Resource, Supply Chain, Marketing,
Finance and Control, Sales; and Technical and Production.

I was involved in shortlisting of MT candidates for Technical and Production (T&P) function, conducting the
Assessment Centers and face to face interviews. There are four sub-functions under T&P which are Engineering,
Production, Quality Assurance and Packaging. The application for NMTP 2020 is via an online platform which is
Pulsify website. Pulsifi is an artificial intelligence (AI)-enabled platform that helps corporates find the right staff for
their various positions. Applicants are required to complete seven assessments relating to work experience,
personality, work culture, work interest, logical and numerical tests, and video assessment. Curriculum vitae,
transcript and certificate is also made compulsory for submission.

NESTLE PROGRAMME CROSS FERTILISATION PAGE 15

The shortlisting process during the primary stage involved understanding candidate profiles in the aspects of
educational background, competency, job matching, Fit Score (FS) and communication skills. FS is a measure of how
suitable a candidate is to the role that they have applied for. It is derived from the website’s intelligent algorithm and
managed fully by the web developer. FS is used as a reference point to benchmark candidates and select them for
shortlisting. The higher the FS, the greater possibility that the candidate can be considered to the next round. I was
impressed by the video assessment functions available in the website for the recruiter to get the initial idea on
candidates’ capability in answering questions. The topics asked in the video assessment were as follow:

Joining In Achievement People Management

I observed a trend whereby candidates who’s studied abroad were able to communicate in English more fluently
and expressed their answer more confident as compared to the local graduates.

The second round of evaluation is the Assessment Centers (AC) whereby shortlisted candidates were then called to
Nestlé’s Head Office for a case study presentation relating to technical function where they were assigned to a group
of five. During the case study presentation, I was able to compare the actual communication skills that the
candidates possessed versus the video assessment interview which they had submitted earlier in the website. I
perceived that many local candidates were able to demonstrate better technical and logical reasoning in answering
functioning questions as compared to overseas graduate. This probably due to better hands on exposure during their
industrial training in local companies or working experience prior graduating. The third evaluation of NMTP is the
face-to-face interview in which shortlisted candidates from the AC were called in and evaluated before eligible to
proceed to final interview conducted by the Group Senior HR Manager and the respected Head of Business Units.

I believe that Recruiter in Government Sector could consider adopting video interview as supplementary assessment
tool. They may start off with a few potential service schemes and analyse the outcome from that activity before
possibly extending to other schemes. This will benefit the recruiter for being able to get first impression of
candidates, provide rating on communication skills, assessing candidate’s interest for the program, benchmarking
candidates as well as identifying potential talents. I trust that by video assessment interview platform, the candidate
can demonstrate their competitiveness and enthusiasm to join the program.

PWC PROGRAMME CROSS FERTILISATION PAGE 16

ii) Mentoring program

The Mentoring program is a yearly program organized by the Talent and Organizational Development Unit, under the
HR Division for the purpose to support development of employees based on individual needs. The roll out period will
be on the third week of September 2020. The mentors will be nominated from the Nestlé’s Leadership Team which
consists of the Director of the functions/ Head of Business Unit. The mentees will be selected from identified Key
Talents (high potential) and successors to strategic/ management positions. Possible topics to be covered in
Mentoring Program are as follow:

Interpersonal Competency Career
Development Advancement

My role in this task was to support the Technical and Production Unit for Mentee nomination whereby there was
already high potential talent pool readily available for nomination. I understand that the mentoring program in
Nestlé’s is more towards sharing experience/leadership skills by the head of business to high potential mentee for
grooming purposes in line with the company’s succession planning.

Comparing to the practices by the Government Agency/ Administration Office in which I had experienced previously,
the Mentor Mentee Program was more of a buddy system which caters for new joiners or newly assigned-to-position
employee in an organization. The mentor is nominated from the more experienced person in the same service
scheme (can be from the same or different department) to share the organization’s culture, knowledge and know-
how. In contrast, the buddy system also adopted by to Nestlé all employee in which a new joiner will be paired to a
senior colleague in the same line, for example, Senior Executive is paired as a buddy to Junior Executive for
knowledge transfer, sharing of values and working cultures. This appointment is recorded in the HR Management
System.

CONCLUSION

The world is changing very rapidly, and it is our duty to shape up to the changes and beat the challenges through
innovation in order to stay competitive and relevant. It is important to understand the objective of changes and
benefit which will be impacting in the short and long term. This is true either to any private company or public
sectors to remain resilient during this unprecedented time. The organization must react by assessing risk arising from
the change process, planning and implementation series by getting qualify caretaker and gateway controller,
continue upskilling employee, create innovative work procedure, simplifying process and incorporate more
technology in advancement to the infrastructure to create sustainable solutions.

KPMG PROGRAMME CROSS FERTILISATION PAGE 17

Let’s Do It – the KPMG way!

DR. SYED FATIMAH BINTI KAMAL

KPMG top leaders:
Executive Committee Members,
left is Datuk Johan Idris – the Managing
Partner

INTRODUCTION

My attachment in KPMG is approaching seven (7) months as of September this year and so far, the experience has
been invaluable, and I truly appreciate this opportunity and experience. In the previous progress report -
submitted in June, I have highlighted some of the best practices in KPMG including the work culture, application
of technology, importance of teamwork, information sharing and training as well as clear communication
between top management and working level, as well as how some of these best practices can be adopted in the
civil service.
Since June and now, I have had exciting experiences and have observed interesting scenarios, since most of us
were back to office and have been attending physical meetings, both internally and with clients. I’m still part of
the study team involved in developing the National Agrofood Policy for Ministry of Agriculture and Food Industry
(MAFI). In this report, I shall highlight three key observations, a) Do’s and don’ts when engaging consultants for
studies; b) handling non-performing team member and c) managing telephone calls – the KPMG way.

KPMG PROGRAMME CROSS FERTILISATION PAGE 18

(a) Do’s and don’ts when engaging consultants for studies

Many ministries and agencies have the tendency to outsource studies to private consultants, due to resource
constraints and lack of analytical and writing skills, expecting the consultant to deliver outstanding reports and
fancy slide decks. Unfortunately, in many cases, we tend to completely rely on the consultant, without realising
that while the consultants might be able to produce reader friendly reports and deliver good presentations, most
of the time they may not know the subject matter as much as we do and rely mostly on internet search and review
of published reports.

Based on my experience working with MAFI, I realised that MAFI secretariat and top management were
completely reliant on KPMG, and were not quite able to provide the direction or way forward for the study we
were doing. Multiple times the top management has instructed KPMG to prepare ad hoc presentation materials
for their briefing to the minister, when technically this should be prepared by the MAFI officers. Although I kept
reminding the MAFI secretariat that the strategies for the Agrofood policy must be co-developed by KPMG and
MAFI, they were not quite keen, perhaps due to lack of expertise and confidence to deal with the consultants.
Hence, most of the time, reports and other output produced by KPMG are accepted by the secretariat without
much comments and value add. Usually, only the representatives from the MAFI agencies will raise their
comments and challenge the consultant, but this is inadequate as they are not KPMG’s main client. Hence, in the
eyes of KPMG, MAFI officials are perceived to be incompetent and laid back, whereas on the MAFI’s side, they feel
that KPMG is not producing sophisticated proposals that are ‘out of this world’ for the fee that they charge.

Based on my observations, below are my proposals on the do’s and don’ts when we engage consultants:

DO’S

 Appoint a dedicated team who are well versed with the subject matter and
have confidence to handle the consultants. The dedicated team should be
appointed by the KSU from multiple divisions to create diversity and strength.

 Check who are the actual team members are working full time on the
project. Usually the team who is actually working on the ground is different
(usually juniors) from that of mentioned in the original proposal, and much
lesser in number.

 Strategic direction and key content of the study must be prepared by the
dedicated team and handed over to the consultant. Consultant’s task will be
to further research on the content provided, build justifications and deliver
the content in a reader friendly report.

 Consultant’s main role is to run workshops, conduct focus groups discussion
and face to face interviews with industry players and other government
stakeholders, as these tasks are time consuming, and need a lot of resources.

 Consultants to prepare slide decks and deliver presentations at suitable
platforms, however as much as possible the dedicated team should be well
versed with the content and deliver the presentations to portray ownership.

KPMG PROGRAMME CROSS FERTILISATION PAGE 19

 Don’t expect the consultant to deliver DON’TS
something that is extraordinary as they
usually are not experts in the subject matter.
Hence, the terms of reference and contract
should clearly stipulate the role of the
consultant.

 Don’t assume that the consultant has to bear
the cost of workshops and meetings held at
hotels/training centers. The engagement
contract must clearly indicate who bears the
cost.

 Don’t accept reports produced by consultants
without thoroughly reviewing for accuracy
and prior to assessing if the content meets the
terms of reference - and these are common
errors.

During my placement in EPU and MITI, I was actively involved in multiple studies, with five directly under my
purview. It is interesting to be on the other side of the fence and observe how the consultants undertake the tasks
and the reasons for exorbitant consultancy fees. I think, we, the civil servants need to change the way we work with
the consultants. We need to be directly involved in the study, co-develop the content and guide (as well as
challenge) the consultants– if we are able to do these, I believe that consultancy cost can be significantly reduced
and the targeted outcomes can be achieved.

(b) Handling non-performing team member

Although team members for projects are carefully selected to match expertise and maintain team dynamics,
nevertheless there are cases where one or more of the team members are unable to perform. When this happens,
usually the overall performance of the team will deteriorate as at planning stage, each member has been tasked to
a specific assignment and they are expected to complete the task before the deadline. As each member is
monitored closely through quality of work produced, it is easy to detect the non-performing members.

KPMG has a systematic way to handle non-performing members. Firstly, the project manager will talk to the non-
performing member, clearly dictating expectations and provide suggestions for him/her to improve. If this does
not work, then the non-performing member will be sent to another team to see if he performs better under a
different manager. If the problems persist, he/she will be rotated again under multiple managers (around 3-4
managers) to see if there are any improvements. After which, if there are no changes in the level of performance,
no task will be assigned, and he/she will be put through consultations with intention to force him/her to tender
resignation. Based on my conversation with my colleagues, most of the non-performing members will choose to
resign when they know they are unable to meet expectations.

KPMG PROGRAMME CROSS FERTILISATION PAGE 20

In the civil service, we often encounter non-performing officers and we hardly do anything about them except to
get someone else to cover their work or write to JPA to transfer them out. Perhaps, what we can do is
communicate clearly to the affected person that his/her performance is not up to expectations, with suggestions
for improvements, and document the conversation. Rotate him/her to other units within the same division, and
under each unit, his/her performance has to be clearly recorded. If after multiple rotations, he/she is still unable to
perform, then a complete report on performance must be prepared and submitted to JPA for onward action. It is
important for the ministries/agencies to handle non-performing cases to the best of their ability instead of
handing the issue to JPA to resolve. Whilst, in civil service we cannot push the anyone to resign, I think it must be
made clear to the non-performing personnel that their performance is below par so that they make the effort to
improve or at least be aware of the consequences.

(c) Managing telephone calls – the KPMG way

The idea of having a centralised call centre might sound outdated and not keeping up with current technology
trend. But, in KPMG this has proven to be effective as no calls go unanswered and every call is a business
opportunity. With only two staffs assigned to answer outside calls for the entire office consisting of almost 2,000
employees, it is critical that these staffs stay put at their seats during office hours. Outside calls are transferred
from the centralised call centre to the secretary of the respective divisions and what is more astonishing is
telephones are only available at the secretaries’ tables and in the partners’ rooms. So, one has to take or make calls
from these spots, and obviously conversations will strictly be around business matters and no chit chatting about
personal matters.

This is clearly in contrast many government ministries and departments which have disbanded the centralised call
centres. Instead, each officer and most of the supporting staffs are given access to telephones, with expectation
that the calls will be promptly attended to. Unfortunately, in reality, when the officers or support staffs are not at
their places, the calls go unanswered, and it can be frustrating to the caller if the matter is urgent. I had multiple
personal experiences when I tried to reach out to the other ministries and the calls go unanswered. Even during
my placement in MITI, I often get calls from outsiders complaining that none of the officers in the division that
handles the import and export permits are answering the calls. Perhaps, it is time that we reconsider
implementing the centralised call centre in government ministries and departments to ensure that we handle the
first point of contact with clients and public, diligently and efficiently.

In conclusion, there are good practices in KPMG that we can and should emulate to improve delivery in the public
sector as I have highlighted in this report. While I have enjoyed my experience in the advisory division, I feel I need
to gain greater exposure and have requested for a 3-month stint in the People, Performance and Change (PPC)
division, beginning December 2020. I shall look forward to many more interesting moments in PPC, which I will
share in the next report.

KPMG PROGRAMME CROSS FERTILISATION PAGE 21

How talent is
managed

at KPMG Malaysia?

NIK MUHAMAD FAHIM BIN MUHAIMIN

From a period between 1 June-31 August 2020, I have observed an array of human resources practices at a KPMG
Malaysia. Thanks to lifting of Movement Control Order (MCO), work has been back to normal with more face-to-
face interactions, which is highly believed still incredible albeit rapid deployment of Internet-based applications.

The scope of this report is encapsulated specifically on Talent Management. It is chosen because it is arguably as
the most critical asset in any organization either public or private. KPMG sees the right talent incredibly in
supporting firm’s growth and survival either in core businesses i.e. Audit, Tax and Advisory or other supporting lines
such as Human Resources, Finance and Risk Management. To make KPMG is the right workplace for
approximately 2,000 people nationwide, talent management practices is designated according to the main
corporate strategy and value. KPMG’s corporate culture theme is Clear Choice which is considered as sustainable
competitive advantage. Talent management process is integrated with business planning process as it is not
owned by HR department only but by all managers include top management.

In this essay, talent management is structured according to levers are as follows:

a) Talent acquisition

b) Performance management and compensation

c) Development and training

KPMG PROGRAMME CROSS FERTILISATION PAGE 22

Talent Acquisition

Recruitment and selection are given utmost priority. The main principles of recruitment are tied upon firm’s own
human resources policy and key theme, albeit its process may vary according to each department and business
functions. Having right person onboard is the first critical step in building the right team that can work well
together in navigating challenges and uncertainties. Recruitment is advertised ranging from online platform
Linkedin, official KPMG website, direct recruitment at universities and people-to-people referral. It is interesting to
note that, several graduates from local public or private universities were hired across firm’s core businesses.
Recruitment for all business lines usually are practice similar route started with online competitive exams, written
test and followed by a round of interviews. Basically, these interviews include with a prospective/ engagement
team followed with head of department and HR mainly to access whether a candidate can accommodate values,
working culture and business performance indicators set up by respective departments. Ability to work in a team
and independent intellectual rigor forms among key pre-requisites. Hiring is about long-term strategy for years to
come.

Another way of recruitment at junior level @ associate (equivalent to Grade 41 in Government Service) is via
industrial training whereby those interns will be absorbed into a firm if a person proven possesses right soft skill
and attitude. In a normal practice, interns are treated and trained as ‘a person with a degree holder’ by been given
work responsibilities similar to Management Associate in other corporate organisations. The real reason behind
this approach is to shorten talent identification steps which means if that person can accommodate firm’s culture
and values, likely will be hired if both parties reach mutual understanding. This approach is to accommodate
unique consultancy working environment which typically require extraordinary commitment and resilience than
usual private sector.

Performance Management and Compensation

Internal candidate is given upper hand for promotion compared to external. One of reasons is a firm highly values
loyalty, commitment and passion to evolve. Further, promoting internal also will boost the morale of other
employees. And it also likely influenced by consideration that external hires will take longer to adapt, have higher
rate to voluntarily leave and relatively vain to navigate the politics of the organisation.

The firm trying best possible to retain, develop and deploy right talent by providing career progression, conducive
working environment and work-life balance practices. Those who has been identified for high potential leadership,
will be seconded to one of KPMG’s international offices like current managing partner who was attached to KPMG
Houston. Nevertheless, in general, in case of a professional had been wooed to other corporations, a firm would not
counteroffer as it is seen unproductive alongside on a narrative that ‘there is no star in a team, and no one is
indispensable’. Simply said if you voluntarily to leave, lets it be with usual 3 months’ notice of resignation. By doing
this, it also helped alleviate favouritism and boost other professional engagement. Subsequently, it augments the
success is all upon teamwork or esprit de corp. In parallel, the firm also rightfully promote good working
environment by emphasise respect and empathy on each other.

KPMG PROGRAMME CROSS FERTILISATION PAGE 23

Promotion is decided after performance review of projects undertook plus feedback from performance manager,
project director and other team members. No specific time frame for progression as it is depending to plethora of
factors and it is varied to each unit. In general, promotion from associate (grade 41) to senior associate (grade 41)
will be within 3 years. And the time frame is longer for the higher post (manager and above). Experience remains
key pre-requisites as a senior leadership subscribe to narrative ‘nothing can substitute experience’. Promotion is
not influenced by mouth-to-mouth or people perception on the individual.

Performance appraisal are assessed on a regular basis in which a performance manager (direct supervisor) will talk
to subordinates and obtain their feedback in ‘a democratic way’. It can be defined active practices of open
feedback culture by both parties freely share their thoughts. In writer’s own experience, a performance manager
had meaningful approximately an hour conversation where she tried to understand my expectations, professional
challenges and preferences. Our conversation can be defined as 360% and it is not something odd because from
firm’s general perspective, a role of manager is becoming of a coach. It means mastering the skill to address poor
performance and de-motivated subordinates as well as understanding the needs to have difficult conversations
when the time is prevailing.

Another example of how appraisal is conducted is via distribution of online survey to junior staff, who will provide
a feedback on their Performance Manager. Rest assured that all responses are completely anonymous, and the
report will be shared in confidence. The manager is partially responsible if subordinates deliver mediocre result
unless the problems come from subordinate itself whom reluctant to change be better despite constant advise.
For those who deliver poor performance without justifications, will be transferred to a ‘pool’ under supervision HR.
There, they will be counselled and will be given a second chance to find their footing.

HR Department also organizes variety of social events on regular basic mainly to foster connectivity and social
bonding among professionals from diverse departments. Among examples of these initiatives are Lunch Club,
Movie Club, Lean in Circle and My Story. The writer experienced in a few of initiatives which it is enriched
experience as well as had meaningful chat with millennial professionals. Understanding millennial’s traits and
preferences is important as they will inherit next baton of leadership.

KPMG PROGRAMME CROSS FERTILISATION PAGE 24

Development & Training

A firm develops talent pipeline diligently by focusing more on the configuration of the team by ensuring can work
well together and complimenting each other functions to turn into high-performing team. Participating in a
project is a good training ground as it essentially exposes on how importance camaraderie is to determine success
or failure of any project. Line manager (equivalent grade 48-52) is empowered in this effort.

Diversification of knowledge, experience and skills are greatly emphasized in leadership development. Leadership
is not only about theories in the textbook instead it must be felt and experienced. For a firm, leadership is also
composing ability to understand other’s feeling and provide shelter to a team from any risks. To enrich this
narrative, a professional is transferable across service lines which it is also reflects firm’s policy to enable all
professionals are utilized to advance firm’s interests as One KPMG. Everyone is a leader.

For example, 2 professionals from other departments are seconded into a project where I’m attached to, since the
project is very important towards creating greater efficiency for one of key federal government’s expenditures.
Despite these 2 professionals are secondees, they are treated as other professionals in a department. It is
interesting to note that in a take-off meeting, the head of department emphasizes on all are part of KPMG’s family
regardless where the origin of department is. It signals on everyone is like an indispensable organ responsible to
accomplish specific functions to create high-performing team.

Exposure and opportunities are given to junior professionals as a learning curve with the hope, they will become
skillful and knowledgeable professionals. Skill building is given by opportunities to work on real project-based
business problems. In any assignments, genuine debate is encouraged to stimulate high quality output, but it is
not to showcase self-intellectual or discredit others. In somehow circumstances, professional mindset also been
shaped to be entrepreneurial with 2 key abilities i.e. to spot and develop opportunities and mitigate risk
appropriately.

KPMG Business School is an entity responsible to design curriculum that aptly meets clients’ needs and ramp up
competencies of individual professionals. Before Covid-19 outbreak, most of training classes were conducted
physically. The School also forms partnership with selected reliable online training providers such as COURSERA to
continuously upskill and reskill professionals with latest knowledge. The School carefully choose the right courses
and right universities whereby for example, the writer took a course on Innovation offered by HEC Paris, one of
most established business schools in Europe. Flexibility is given to professionals complete a course, because it is
mainly for self-development and is not valued for promotion or career progress. Yet, it is believed well-versed
professionals will help ease assignments undertaken and build up respect in eyes of client during engagement.

Considerably to said, a firm branding is likened to Ajax Amsterdam, a legend Dutch football club or Germany’s
Bayern Munich which are touted as football factories. For KPMG, having alumni network across corporate sectors is
advantageous from two-folds e.g. amplify reputation and new business opportunities. This strategy almost similar
practiced by others well-known consulting brands such as McKinsey whose alumni spread across echelon of
corporate and non-profit leadership.

KPMG PROGRAMME CROSS FERTILISATION PAGE 25

Appreciation and recognition are bestowed at the heart of talent management. This perspective closely linked to
imperative of ownership contributing towards KPMG’s success whereby it is owned by all regardless their position
and length of service at a firm. A firm also recognizes loyalty of employee by awarding Long Service Award whom
meet few criteria include length of service. Unfortunately, because of coronavirus pandemic, few benefits such as
department’s full-paid outing trip, 5 days unrecorded leave and annual dinner has been cancelled for year 2020.
Besides, a firm also deployed Global People Survey to gauge feedback in order to create better work experience.

Comparison with Administrative and Diplomatic Service (ADS)

Briefly, we can note ADS has similar stringent requirements in recruiting a new officer with an online competitive
exam, assessment center and interview with members of Public Service Commission and senior ADS official.
Noticeable, the different is KPMG has a round of interviews include with manager of prospective project team. The
main purpose of it is to identify whether a candidate can fit to project team. However, the practice seen not
applicable to ADS because the posting depending to vacancies at ministries, suitability of the candidate and other
considerations. And equally important to note, ADS is traditionally the transferable service which means any
officer must be adoptable and well-rounded.

On performance management and compensation, ADS considerably possess tougher assessment with certain
criteria like free from disciplinary actions, minimum passing mark in annual appraisal and evaluation courses
namely M-LEAD, A-LEAD and Emerging Management Development Course at INTAN campuses before being
promoted into a higher grade. This is quite contrast to KPMG’s.

On training and development, ADS officers seem have much better opportunities to propel their knowledge and
technical skills through participating in a variety of sponsored courses either at abroad or domestic. Definition of
courses include seminars, workshops and conference since all contributes towards knowledge enrichment.
Further, ADS officials eligible for sabbatical leave to pursue postgraduate degrees under Hadiah Latihan
Persekutuan at universities abroad or local as well as short term courses offered either by Public Service
Department or foreign organisations such as Japan International Cooperation Agency (JICA).

It is true, unfair to compare since both are different such as in terms of business nature and size, where the former
is services-based business with profit orientation while the latter is non-profit. However, few recommendations are
shared below as a base to reshape moving forward strategy in short to medium term.

KPMG PROGRAMME CROSS FERTILISATION PAGE 26

Appreciation and recognition are bestowed at the heart of talent management. This perspective closely linked to
imperative of ownership contributing towards KPMG’s success whereby it is owned by all regardless their position
and length of service at a firm. A firm also recognizes loyalty of employee by awarding Long Service Award whom
meet few criteria include length of service. Unfortunately, because of coronavirus pandemic, few benefits such as
department’s full-paid outing trip, 5 days unrecorded leave and annual dinner has been cancelled for year 2020.
Besides, a firm also deployed Global People Survey to gauge feedback in order to create better work experience.

Recommendations

INTAN to revitalise present procurement and project management courses by incorporating best practices of
government-owned entities such as PETRONAS and MRT Corp as well as corporate player that thrive in a
competitive sector such as Sunway Bhd, which still register commendable financial result amid coronavirus
turbulence. Procurement and project management are seen one of priorities as it involves one of major
government spending that need to be reviewed from time to time. The August’s media statement by Minister of
Finance on revelation of recipients which enjoyed direct negotiation contracts during previous federal
administration somehow mirror transparency is the what’s next in the government procurement. This view also
echoes a statement by Director General Public Service Department dated 20 July 2020 that stern disciplinary
actions will be against errand officials.

Ministries and federal departments to establish in-house mentor-mentee developmental program which can help
grooming young officers (grade 41-52). A mentor could be from present senior officials (grade 54 above) or retired
senior official (alumni).

PAYNET PROGRAMME CROSS FERTILISATION PAGE 27

How Paynet use ICT to improve
workplace safety?

MUZAMIR BIN MOKHTAR

All employees in PayNet are required to foster, promote and maintain a positive and harmonious working
environment in PayNet. This is important as a positive and harmonious working environment will help ensure a
more engaged, happy and productive workforce. The Company shall not tolerate behaviours and/or activities that
are disruptive to the said positive and harmonious working environment. To be clear, behaviours in this respect
shall include lack or under performance by employees.

Workplace safety is essential in any organization because all the workers want to labor in a safe and protected
environment. Health and safety are the key factor for all the industries in order to promote and improve the
wellness of both employees and employers. All the industries have safety risks and the management should
dedicate time to ensure that their workers are safe and working comfortably at all the time. There is abundant
evidence that good health and safety practices can improve productivity because healthy employees are
productive employees, and productive employees have a positive impact on the company’s bottom line. When
employees start feeling that their work is unsafe or that their employers don´t care about their well-being,
productivity slip.

Whenever ICT is mentioned in the context of business, everyone usually think that their purpose is to enhance
productivity, improve communication, increase automation and reduce human errors. However, ICT for the
purposes of workplace safety is gaining more adherence due to the emphasis placed upon organizations to
comply with any office’s standards. ICT has been proving to prevent human errors, however, the rise of more
sophisticated tools and gadgets offers a new perspective on how workplace safety can be further improved.
Employee safety monitoring, training and reporting are just a few ways ICT is improving workplace safety for
employees. ICT also offers high-speed communication that could help remote employees to easily manage their
jobs.

PAYNET PROGRAMME CROSS FERTILISATION PAGE 28

Based on what had been implemented here in PayNet, they had put some of the ICT related activity into their
Employee’s Handbook as part of PayNet’s Code Of Conduct. Employees are required to abide by the PayNet’s Code
of Conduct, which consists of duties, prohibitions and procedures as determined by the Company. Being unaware
or pleading ignorance of this Code will not be accepted as an excuse for its breach.

“It takes 20 years to build a
reputation and few minutes of

cyber-incident to ruin it.”

Stephane Nappo, Chief Information Security Officer at OVHcloud

Here are the first three (3) out of five (5) amazing ICT adoption into PayNet’s Code of Conduct which currently
improving safety in the workplace :

1. CONFIDENTIAL INFORMATION
Employees should not discuss whether among themselves
or with others, within the workplace or outside the
Company’s premises, Confidential Information regarding the
Company, its business partners, its customers or clients, its
employees, or any other confidential information except in
the course of carrying out the Company’s business.

PayNet had implemented secured online storage management thru Microsoft One Drive to share all their working
documents and manage their private documents using an internal application development of Document
Management System (DMS). All the PayNet user account is secured with 2 Multi-Factor Authentication (2MFA) by
using Okta Verify. All the document movement will be tracked and always make sure it is not being accessed by
an unauthenticated user.

PAYNET PROGRAMME CROSS FERTILISATION PAGE 29

2. OFFICE SECURITY

All employees are to wear the employee identification card whilst in the office premise. No changes/amendments
are to be made to the original employee ID card. Besides, the employee is required to swipe the access card (ID
card) whenever they enter or leave the office premise.

As I come to PayNet, they are always kept on remind me to always swipe the access card and never tailgating
others. This is because every movement of the staff thru the office door is being logged by the access card reader.
If any incident happens in the office it will be used as an evidence. However, PayNet does not restrict the staff from
going anywhere to the café or other building within the office. Since PayNet’s staff are not required to punch card
at certain time as a proof of coming to the office but everyone will have to make sure to obey the 8 hours working
time every day.

Employees must keep all confidential documents and valuable items locked at all times. No removal of
confidential documents or assets/properties belonging to the Company without the prior consent of the Head of
Departments. This is why they are strict in controlling their documents. All the staff laptop are being controlled of
not accessing any other Online Storage other than Microsoft One Drive which already link to PayNet’s user
account. This is to prevent them from sharing any confidential document outside the company. PayNet have used
Trend Micro and Crowd Strike to monitor every PayNet’s laptop of any malicious activity and generate monthly
report to the top management for further action if there are any findings.

PAYNET PROGRAMME CROSS FERTILISATION PAGE 30

3. OFFICE COMMUNICATION

“Threat is a mirror of security gaps.
Cyber-threat is mainly a reflection of our
weaknesses. An accurate vision of digital

and behavioral gaps is crucial for a
consistent cyber-resilience.”

Stephane Nappo, Chief Information Security Officer at OVHcloud

Private telephone calls tend to place an excessive burden on a busy switchboard and employees are therefore
requested to restrict private calls, both incoming and outgoing, as far as possible to exceptional ones only.

PayNet is using IP Phone for all their officer’s desk phone. Every IP Phone is logged with who and when the
numbers are being called or received. This is to make sure if any incident happens it will be used as one of the
evidence. The Cisco IP Phone is using PayNet’s network and highly secured since it is an end to end encrypted
connection where PayNet is fully controlled and owned. Yet any risk with data communication is also happening
with voice communication since they are using the same network. However, PayNet does have multiple types of
Security devices to prevent any hacking activities. This topic will be explained in the next report.

Others, when answering a telephone call, the employee should indicate who is speaking and should take all
messages down in writing, stating the date, time, and name of the caller. Such messages should be placed on the
desk of the person for whom it is intended. Any staff is prone to be a victim of Social Engineering attack which has
always been the weakest point of Cyber Security. Social engineering is extremely effective for escalating privileges
within a network and stealing (or destroying) data. Social engineering has been responsible for successful attacks
against private and public sector entities throughout the years, and frankly, it is not hard to understand why
because people tend to put too much faith in technology to protect them.

PAYNET PROGRAMME CROSS FERTILISATION PAGE 31

Paynet preparedness during
pandemic

DR. NURUL AISYAH SIM BINTI ABDULLAH

INTRODUCTION

The Coronavirus disease 2019 (COVID-19) is a global disease outbreak. The COVID-19 pandemic in Malaysia is part of
the ongoing worldwide pandemic caused by severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2). The
virus was confirmed to have reached Malaysia in late January 2020. Beginning from 15 March, Malaysia saw a
significant jump in active cases. On 16th March 2020, the Malaysian Prime Minister Muhyiddin Yassin announced a
Movement Control Order (MCO) for Malaysia, as a preventive measure in response to the COVID-19 pandemic in the
country. Since then, Malaysia has gone through 6 out of 8 Phases of Movement Control Order as shows below, with
all the strict actions recommended by the World Health Organization (WHO) to effectively contain the COVID-19
outbreak.

PHASE 1 18 – 31 March 2020 Movement Control Order (MCO)
PHASE 2 1 – 14 April 2020
PHASE 3 15 – 28 April 2020 Conditional Movement Control Order (CMCO)
PHASE 4 Recovery Movement Control Order (RMCO)
PHASE 5 29 April - 3 May 2020
PHASE 6 4 - 11 May 2020
PHASE 7
PHASE 8 12 May – 9 June 2020
10 June – 31 August 2020
1 Sept - 31 December 2020

PAYNET PROGRAMME CROSS FERTILISATION PAGE 32

The implementation and subsequent extension of the Movement Control Order (MCO) have greatly affected
Malaysia’s public and private organization. The MCO implements a series of precautionary measures to curb further
outbreaks of COVID-19 in the country, including shutting down all government and private premises except for those
involved in “essential services” and some sectors with government permission, and travel bans on all foreigners
entering Malaysia and on Malaysians leaving the country.

The obvious impact for companies is that all employees are prohibited to report to work at their designated
workplace, though working from home is allowed. Only employees who are involved in essential services are
allowed to attend work at their designated workplace. Even then, some steps must still be taken by the employers,
such as reducing the number of employees to a minimum or at least 50% of the total normally present. Employee
temperatures must be taken and recorded daily; hand sanitizers must be provided in the workplace; and necessary
sanitation and cleaning must be carried out whilst also ensuring social distancing guidelines are prepared and
enforced.

Paynet is one of the important organizations in the financial sector that was likewise affected by the covid-19
outbreak. However, to this day Paynet can be said to have successfully faced this pandemic challenge and still
remains been able to provide an effective and efficient payment and financial infrastructure.

PayNet continuously stand firm in providing its services. This can be demonstrated by the feasibility of public
financial transactions by the people and the government since the inception of the MCO on March 18, 2020 until
today. Although, movement control is enforced, where the number of employees working at the office has been
brought down to a minimum level of less than 30%, the delivery of Paynet services still continues as usual. Even
financial transactions such as the provision of government financial assistance can be delivered to the eligible
citizens as prescribed using the payment and financial infrastructure provided by Paynet via the appointed banks.

Paynet's success in facing this epidemic is due to various factors had been in place and ready to be executed, namely:

• Policy availability (Business Continuity Plan (BCP) and Pandemic Preparedness Procedure)
• Occupational Safety & Health Manual
• Safety and Health Organization
• Crisis Management Team (CMT)
• BCP exercise and testing

PAYNET PROGRAMME CROSS FERTILISATION PAGE 33

Pandemic Preparedness Procedure

Paynet Pandemic Preparedness Procedure provides a general baseline for preparation, response and mitigation in
the event of any potential pandemic outbreak. The objective is to facilitate an organized, coordinated and effective
preparedness and response in the event of a pandemic. The Procedure provides a framework for pandemic
preparedness based on PayNet’s priorities and response to the health sector. Among the things contained and
explained in this guide are:

Paynet Pandemic Preparedness Procedure

1. The role and responsibilities during
the pandemic event

2. Organization Information
3. Pandemic Escalation Procedure
4. Pandemic Activation Procedure
5. Preparedness Strategy
6. Pre-Pandemic Action Stage
7. Pandemic Action Stage
8. Overall Pandemic Action Strategies
9. Corporate Level Response
10. Detection and Management of

Suspected Pandemic Cases Process
11. Temperature Screening Procedure
12. Precautionary Measures for Personal

Hygiene
13. Company Policy related to pandemic

issue

With the proper proses and procedures in place the response to the pandemic event can be managed properly and
correctly executed and the continuity of the services is guaranteed.

PAYNET PROGRAMME CROSS FERTILISATION PAGE 34

Occupational Safety & Health Manual

Payments Network Malaysia Sdn Bhd (“PayNet”) is committed to provide a safe and healthy work environment for all
employees, visitors, contractors and others who are within the company’s premises at any one time. This manual has
been prepared in an effort to prevent injuries, illness and death from work related incidents and to minimize losses of
material resources and interruptions from accidental occurrences. It is directed toward the control of all types of
hazards encountered in the performance of duties.

This Safety and Health Manual is part of a continuing program for providing safety and health information to all
employees of PayNet.

The manual brings together information that will assist employees and supervisors to carry out their responsibility in
ensuring a safe and healthy environment at PayNet. It also serves as a guide to the management and all employees in
carrying out their respective duties and responsibilities in a safe manner and without bringing about injuries, illness
and death. The Safety and Health Manual contains the objectives, policies, standards and procedures that pertain to
all employees of PayNet. Specific responsibilities, administrative procedures and operational requirements
described in this Manual are relevant to work and to the prevention of illness.

With this manual, it guides the employee regarding their responsibilities and the action that should be taken and
consider during any time including during pandemic. The manual spell clearly and detail the rule and responsibility
of individual staff and the employer.

The management holds in high regard the safety, welfare and health of the employees. In line with this and in the
interest of latest management practice, Paynet constantly works towards:

a) The maintenance of safe and healthy working conditions
b) Consistent adherence to proper operating practices and procedures designed to prevent injury and illness
c) Conscientious observance of all legislations and company safety guidelines

PAYNET PROGRAMME CROSS FERTILISATION PAGE 35

Organization Safety and Health (OSH) Committee

OSH Committee is established to provide recommendations and advices to the company on occupational safety,
health and environmental conditions and practices, and to provide a forum for exchange of information. It functions
as follows:

a) Determine and review the safety policy and set standards to ensure a safe working environment
b) To plan and make recommendations to the company on measures and programs on safety and health
c) Educate and motivate employees to improve safety
d) Set up a communication system to report hazards and their resolution
e) Carry out studies on accident trends, if required
f) Investigate any matters at the place of work:

• In which a member of the OSH Committee or a person employed considers not safe or is a risk to
health; and/or

• Which has been brought to the attention of the company;
• Attempt to resolve the above matters, failing which shall request the appropriate government

authority to undertake the inspection.

One of the important tasks of OSH during the MCO is to monitor Positive Covid-19 cases, if they involve Paynet staff
and report directly to top management as well as to suggest precautions. Other than that, OSH Review the travel
rules, HR policies, and create safe ways to exercise the arrangements of working environment for staff and visitors to
work as intended and comply with Specified BNM SOP.

Crisis Management Team (CMT)

One of the most important factors that enabled Paynet to cope with the catastrophic disaster of covid-19 is the
efficient management of CMT that covers all aspects and gives priority to employee safety in ensuring continuity of
service.

PayNet CMT is the decision making body responsible for providing direction on time-urgent matters during a crisis. It
is the governance structure and roles and responsibilities during a crisis. CMT consists of all PayNet Group
Management Committee (PGMC) members except Internal Audit Director, while other directors or managers may
join the CMT on a need basis. The CMT chaired by the GCEO, and in case the GCEO is not available, the GCOO shall
assume the role. The CMT closely collaborates with BNM’s Crisis Management Team in the event the disruption is
beyond PayNet’s scope of operations (i.e. Nationwide disaster, collapse of major participant banks, etc.)
Notwithstanding the above, Bank Negara Malaysia (BNM) CMT has the authority to supersede PayNet’s CMT in the
event that the Business Continuity Plan (BCP) activation affects PayNet, BNM and Financial Institutions (FI).

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Among the things that have been implemented by CMT during the MCO are:

1. Activate the Work Off-site Emergency Response Plan (ERP) in accordance to announcements by the Prime

Minister. This ERP be activated following the MCO instructions. With the activation of ERP, employees had

instructed to work from home or work remotely or work at alternative sites depending on the needs of their

respective tasks. The considerations that had been taken into account when executing a Work Off-site are:

• Attention to official statements/updates made by the authority to which
only allows critical staff working in the office and others need to start
working from home

• Identify critical systems and the people required to maintain the
functioning of these systems and ensure that these people have access to
the tools and information required to carry out their responsibilities
effectively away from PayNet premises

• Define criteria to differentiate between full vs. Partial work from home – who
will work from home vs. Stay home and not work

• Identify and ensure the key enablers that would allow critical systems to be
managed from home (e.g. VPN access) available

• Ensure that employees have the appropriate communication tools
(important phone numbers, e-mail access) while working from home

• Maintain access to key files and third party resources that are vital for
running critical functions

• Consider an alternative workplace (e.g. BNM HQ, secondary data sites)
unaffected by the emergency

• Ensure that the firm’s compensation framework does not penalize staff who
work from home

2. Hold a meeting once a week every Monday. Among the things discussed in the meeting were:

• Critical Business Functions (CBFs) operating status issues and solution
action strategies

• BNM SOP and compliance action
• Safety measures and Employee Welfare
• Staff requirement to ensure working from home effectively
• WFH monitoring (not more than 30%)

3. Provide Special loan assistance to employees in need

4. Provide extensive Notebook replacement to all staff in need (critical staff)

5. Provide Internet access allowance to staff working from home

6. Improve and enhance access infrastructure, systems and applications

7. Immediate acquisition of online needs such as the addition of software licenses and so on

The quick and on the spot decision on a proposal by the CMT enables the settlement action to proceed and its

implementation expedited. Appropriate resilience strategies, recovery objectives, business continuity plan introduce

by the CMT enable the relevant staff to continue to manage business operations under adverse conditions. As a result

of the efficient management of CMT enables the efforts undertaken in ensuring the continuity of Paynet services as

the country's leading infrastructure provider to operate continuously throughout the MCO period.

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BCP Exercise and Testing
Apart from having an efficient CMT team, SOPs and policies in place, Paynet has also periodically and regularly test
and exercising on their Business Continuity Plans (BCP). BCP exercising and testing is done every month, taking into
account various scenarios including pandemic. Regularly BCP testing and exercising is essential. By performing
testing and exercising regularly, enabling Paynet to know the effectiveness of their BCP and in turn making the
prescribed procedure a practice that is easy to implement because it has been done repeatedly.

The Good Practices in Your Organization That Can Be Emulated in The Public Sector
1. Recommend that each agency set up their respective CMT
2. The government has a policy so that BCP is required to be tested in critical agencies such as frontline agencies.
3. Establish an Organization Safety and Health (OSH) Committee at the agency level to monitor policy compliance,

especially in relation to safety and pandemic at the agency level.

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Amidst Strong Market
Dynamics And Pandemic
Disruption, TM One Drives Its
Focus On Building Resilience

Moving Forward

HAMIZAH FARHANA BINTI HUSSEIN

TM One is seen as a game changer from the traditional
way of doing business looking from the overall TM
Berhad’s perspective. As the enterprise and public sector
business solutions arm of TM Berhad Group, TM One is
propelling the hyper-connected ecosystem for today’s
business and moving forward. It leverages on the end-to-
end solutions to all industries through their capacity and
capabilities; and powered by an extensive, reliable and
secure network infrastructure.

However good it may sound, TM One is still considered in its infancy given that it has only been in the market
since 2017. The volatility and dynamics of the market has been further disrupted by the Covid-19 pandemic and
affecting the survival; businesses next moves and operations. Not only that TM One has to figure out how to stay
afloat, adapting to new situation and building up its resilience, it also plays vital role in the development of the
hyper-connected industry to be an aspiring market leader as well as an aggregator to a pool of businesses under
its umbrella.

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During these difficult time in mitigating risks and planning the critical steps moving forward, TM One is bold in
taking steps forward quite aggressively in approaching its strategy moves by:

1. Partnership and Joint-Ventures;

TM One focuses on the idea of partnership and joint
ventures (JV). It is more inclined towards working with
vendors and JV with other business entities. Hence they
adopted trust concepts known as Digital Trust to be built
with its partners. Digital Trust enables decisions to be
made between multi-vendor partners that reflect their
level of confidence in each other. This is because
companies will only do business with entities they trust.
Higher level of trust translates to higher value transactions.
TM One is of the view that this approach will enable
business growth amongst vendor partners and achieve
long term success. This is a model where single vendor
leading a multiple vendor ecosystem servicing the
customer or also known as ‘Singularity Approach’. The idea
is that no single vendor can provide all that is required by
an organisation at present such as consultancy, technology
platform, skillsets, vertical expertise, and support.

Joint Venture is another positioning strategy that TM One
leverage on in this competitive market where TM One and
other entities teamed together for a particular purpose or
project. This is a strategic alliance where two or more
companies agree to contribute goods, services and / or
capital to a common commercial enterprise. By teaming
with matured business entities which has its own special
expertise and resources, TM reciprocates by offering its
existing market to be tapped on. This is a win-win
approach for both business entities to penetrate into a
broader market segments with less CAPEX as well as OPEX
and to move forward more effectively.

TM PROGRAMME CROSS FERTILISATION PAGE 40

2. Making the company more digital and virtual; 3. Creating more flexibility and develop a more
employee-oriented workforce
TM One steered its direction by taking steps to be
more digital and virtual. For example, it partnered TM One steered its direction by taking steps to be
with Microsoft and positioned one of its products, more digital and virtual. For example, it partnered
Microsoft Teams (O365) to best fit the current with Microsoft and positioned one of its products,
situation during the implementation of the Microsoft Teams (O365) to best fit the current
Movement Control Order (MCO) to its existing situation during the implementation of the
markets as well as the masses. This was indeed a Movement Control Order (MCO) to its existing
strategic move in which it was at the right time markets as well as the masses. This was indeed a
when businesses have no other options but to strategic move in which it was at the right time
conduct all its business deals and meetings via when businesses have no other options but to
online. It was also a stepping stone for TM One to conduct all its business deals and meetings via
get the confidence of the masses since the news online. It was also a stepping stone for TM One to
were going viral regarding security and privacy get the confidence of the masses since the news
issues using other platforms i.e. ZOOM. TM One were going viral regarding security and privacy
lead the market by example supporting the issues using other platforms i.e. ZOOM. TM One
mandate by the government to implement lead the market by example supporting the
working from home (WFH) and utilize highly its mandate by the government to implement
capacity by going digital and virtual. Product demo working from home (WFH) and utilize highly its
with its potential clients, meetings, discussions capacity by going digital and virtual. Product demo
internally or externally were all done via Microsoft with its potential clients, meetings, discussions
Teams. This practice has then turn into norm, even internally or externally were all done via Microsoft
during post-MCO. Teams. This practice has then turn into norm, even
during post-MCO.

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The Culture of Life-Long Learning and Knowledge Sharing in the Organisation

TM One adopts an employee-focused approach, where they believe that success hinges on sustaining a culture of
lifelong learning and receive ongoing education. Knowledge sharing and trainings are vital tools in TM One to
motivate employees to do their job and to know what is expected of them. During my tenure in Business Strategic
Department, I have observed the practice of leaders tapping into their employees’ knowledge base which gives them
the ability to think critically and creatively, encourage them to bring out the ability to communicate ideas and
concepts, and the ability to cooperate as a teamwork.

The culture in TM One is based on openness and trust, where employees are supported and rewarded for learning
and innovate within the dimensions of leadership, relationship to organizational strategy, teamwork, empowerment,
and mentoring. The enthusiasm for life-long learning starts from their leaders and it got cascaded down to the
employees. Motivated and engaged employees are created when they are treated equally and have clear goals that
they can work towards to. In addition, having a transparent policy for progression, promotion and rewards offers the
staff an opportunity to measure on their performance.

TEAMWORK EMPOWERMENT MENTORING

Though individuals need to take TM One ensure involvements of its TM One practices the mentoring
responsibility for their own learning employees in strategizing the concept. All new officers are tagged
and professional development, company goals as it encourage to another supervisor. Supervisors
teamwork and networks does have transparency and create a sense of may not be the bosses whom direct
an important role to play. TM One loyalty. The organisation allows reporting are done but rather helps
shares the learning load which them to be part of the plan - to employee discover what to learn,
resulted in more topics to be contribute and to learn, to help the where to start, and how to choose
covered and fed back to one organisation meet its business platforms that help the overall
another. TM One continuously objectives. Once the overall goals of the company, as well as the
invests in their employees out to company vision and mission is individual. The idea of creating
learn through trainings; distribute created, the employees were happy and loyal employees will
reading materials from many empowered to drive and to deliver create happy and loyal customers
sources online and external parties the results to ensure employees in a culture of lifelong learning.
for their subordinates to study and gain the maximum development
then to share their findings and within their immediate work
teach to others what they have environment.
learned.

TM PROGRAMME CROSS FERTILISATION PAGE 42

The Good Practices in My Organisation that can be Emulated

“ Clear goals and TM One aims to create a more agile, engaged and a highly-
rewards for the productive team. Clear goals and rewards for the employees are
”employees enforced through the practice of Management by Objectives System
(MBO) and supported by creating Objectives Key Results (OKR). This
“ Fosters cross- approach has been adopted by TM One for the past three years
functional replacing the standard approach of KPIs which is currently
cooperation, implemented by many organisations as well as the public sectors.
spur individual
”innovation This is a more systematic approach for the employees to have clearly
spelled out goals and objectives in which it will help to implement a
transparent system to align and focus to the direction of the
organisation. The objectives are set in short and long range
considerations and contain both tangible business goals and
intangible business objectives for organisation development, worker
performance, attitude, public responsibility and assets. MBO fosters
cross-functional cooperation, spur individual innovation and ensure
all employees to align to the overall goals. While OKRs on the other
hand, are the key results connected to the overall vision of the
organisation.

TM One also set its objectives and key results from time to time
according to the dynamics of the industry. Measurable performance
indicators will mean that there would be healthy competition. When
goals are positively reinforced, and achievements are recognised and
celebrated, it leads to employees feeling valued which in turn creates
a positive feeling in the workplace.

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Corporate Culture of
AirAsia Group

MOHD AFZAINIZAM AZIZ

Corporate culture refers to the shared values, attitudes, standards, and beliefs that characterize members of an
organization and define its nature. Corporate culture is rooted in an organization's goals, strategies, structure,
and approaches to labor, customers, investors, and the greater community. As such, it is an essential component
in any business's ultimate success or failure.

Corporate culture was not only created by the founders, management and employees of an organization, but
was also influenced by national cultures and traditions, economic trends, international trade, company size, and
products.

In many corporations, the culture was set very early on by the charismatic activity and leadership of a founder.
But as major tendencies become deeply institutionalized, corporate culture also becomes an institutional habit
that newcomers acquire. In actual practice reinventing the corporation from the top down, therefore, is difficult
to achieve, takes time, and happens only under strong leadership.

As you entered the headquarters of one of the biggest airlines in the region, it would portray the early sign that
things would be different here. It is a fantastic example of how an organization, set up with the welfare of its
people at the centre of everything it does, actually makes a difference and builds a true, positive working culture.
AirAsia Group (AirAsia) brand its corporate culture as Allstar Value.

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Allstars Value

Allstar values are an essential part of AirAsia’s culture and describe it at a deeper level. The Allstar values help its
people when they have to make decisions. One of our values is One AirAsia, when having to decide on a course of
action, we choose the one that is most aligned with the needs, priorities and goals of AirAsia. As One AirAsia, they
adopt one culture of working together as one family and one airline. Allstar values are an essential part of this culture.
It describes who they are and the way they work. This is what makes them different.

Allstar values also are a source of competitive advantage. It distinguishes AirAsia from other airlines and tells people
about the kind of company they are. This includes guests as well as people who are considering to work with AirAsia.
To AirAsia guests, they are AirAsia, to each other, they are Allstars. As Allstars, they dare to dream and put people first;
take ownership of what they do and make it happen while making sure they are accountable for safety always and
they always remain customer-centric.

And quite recently, AirAsia just added the seventh value, Sustainability Spirit, which focuses on sustainable working
experience, environment, business operation, governance and culture. Sustainability is in the hands of everyone in
their organisation, not just a selected few. Sustainability is part of the cascaded goal so all of AirAsia can make a
tangible contribution to AirAsia’s sustainability agenda. This is what makes them as One AirAsia.

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Corporate cultures, whether shaped intentionally or grown organically, reach to the core of a company’s ideology
and practice, and affect every aspect of a business, from each employee to customer to public image. The current
awareness of corporate culture is more acute than ever. Having a comprehensive and strong corporate culture would
also encourage quick adaptability to any new talent that just joined the corporation, hence a smooth transition to
the new work environment.

During the onboarding session, the 7 Allstars Value were strongly emphasized and substantively embedded during
the 3 days period. Each of the values were being translated into deeper understanding and modules, which is part of
the onboarding process to the newcomers. The onboarding sessions were beautifully structured and organized so
that any newcomers could easily grasp the fundamentals of the corporation and quickly jump to work as soon as it
was over. This includes safety briefing, digital security, human resource related matters, remuneration package, ICT
package, physical and digital access and many more. That is really effective and efficient. The Allstars Value was
developed early and nurtured.

Workspace Design

One of the things that is worth noting is about the
workspace designs in the AirAsia’s headquarter
named as RedQ in klia2, Sepang. This six-story
building, housing approximately 2,800 permanent
workers, it’s a nod to both the company’s central
control point and the colour of the brand. It’s a mini-
city, set up to provide services that support those
who work here. The Allstars Value is heavily portrayed
in this facility and here is where the corporate culture
of AirAsia rooted.

The facility is quite isolated here in terms of proximity to all services that might be ordinarily accessed by employees
during their breaks. In a city environment, workers might leave the office during lunch to run some errands and pick
up some lunch. While it is still a walking distance to klia2, which provides varieties of amenities and restaurants.
However, in a timely manner is not something that staff really want to do on their break, commuting between RedQ
and klia2.

Everything has been therefore done here with the Allstars wellbeing in mind. For those struggling to get jobs done at
home, like laundry, there is a serviced one here. This is particularly useful for cabin crew, who spend a lot of their
time travelling. Here, they can simply drop their laundry off and have it picked up on their return. To assist those staff
with small children, a daycare centre operates from 8am until 6pm. Other useful services include an ATM and a 24-
hour convenience store. There are a lot more personal services like on-site saloon, beauty studio, medical services,
physio lab, full-size gym, running tracks, sleeping pods and etc.

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This is one cool office. Whilst on first glance it looks a little industrial, with its polished concrete floors, glass and
gleaming stainless steel, there’s plenty of pops of colour and plenty of fun. There are beanbags and other funky areas
used as breakout areas, somewhere to eat, chat or even meet with colleagues. There are no offices in this building
except for some dedicated, themed meeting spaces and the boardroom. Even all the CEOs sit in a corner area that is
totally open. Its unusual and extraordinary workspace designs as part of its model of motivation.

Although the offices may look cool, there is in fact reasoning behind their take on the RedQ’s workspace. Over the
decades there has been a great deal of research investigating the importance of physical space within the workplace
and how it affects employee motivation. Studies showed that within a workplace that encourages collaborative
working, that productivity increases by 15%.

In contrary, to old fashioned office structures designed by hierarchy (senior management on the upper floors and
juniors on the lower floors), studies show that it’s necessary for people of all levels to work together to create and
share information. This concept has slowly, but surely, started to infiltrate office culture. Those that sit together, work
together. Each workspace is designed to stimulate creativity and ultimately encourage social interaction with
members from structurally separate teams.

This ‘casual collision’ concept reinforces that all employees are there to work and help one another. And in an office
where ‘casual collisions’ are encouraged, people from different departments are more likely to engage in unexpected
conversations and generate new, inspiring ideas. The design of an office has to reflect today’s evolving work
environment, and collaborative working is becoming increasingly popular.

On top of that, there is also a need to identify 4 four key areas that need to be available for employees which are
spaces to: Focus, Collaborate, Learn, and Socialize. This is not just about an open floor plan or a cubicle, it's about
giving employees multiple modes of working. The Government may consider an open environment, cubicles, a
collaborative innovation hub, a co-working cafe, conference rooms, smaller meetings rooms, and areas for
presentations. So the key is to shift away from having a single floor plan to integrating and incorporating multiple
floor plans.

Another thing to ponder is about the procedure in handling classified and confidential information. In RedQ, AirAsia,
there is a dedicated area with highly security access, where the specific departments and functions are executed in
the particular area, not anywhere else within RedQ. This ensures the safety and security of the information remain
intact and secured. This example could be looked into more details as some areas of the Government’s day to day
operations are also involved with handling classified and confidential information.

A thorough understanding and transformation in term of the workspace design and utilization are needed to ensure
that the future of the Government’s delivery would continue to be upheld and improved, according to the recent
F.A.S.T.E.R principle – flat, agile, streamlined, tech-enabled, efficient and resilient.

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F.A.S.T.E.R

Principle

Flat
Agile
Streamlined
Tech-enabled
Efficient
Resilient