Boardview Issue 16

ConTenTS

Issue no.16 April - June 2016

feaTure arTiCleS EDITORIAL TEAM

04 Westports Board Editor In Chief
Dato' Abdul Aziz Abu Bakar
Stewardship
Content Management
08 Leading in a VUCA Mazni Ahmad Norilah
Premkumar
Business environment Diana Seow
Simren Kaur
14 Get on board for 2016: reGularS Shahida Zeri

four themes in corporate 24 Book Review Communications and Marketing
governance 25 Event Highlights Diana Seow
32 MINDA Public Simren Kaur
17 Financial Hidden in Plain Shahida Zeri
Programme Calendar 2016
Sight: Why Directors & BOARDVIEW is a complimentary
Management need to ask hard quarterly publication by MINDA.
questions The views of and opinions
expressed in this publication do
20 Embedding Innovation not necessarily reflect those of
MINDA, its management or its
33 Premier Alumni List editorial staff. All information is
correct at time of print.

This and archived issues may be
downloaded from www.minda.
com.my

Publishing Consultant &
Creative Design
Paul & Marigold (DeCalais Sdn
Bhd)
G-1-1 Plaza Damas, 60 Jalan Sri
Hartamas 1,
Sri Hartamas, 50480 Kuala
Lumpur
Tel: 03 6206 3497
Fax: 03 6201 0756
Email: arvind@paulandmarigold.
com

Printer
1stprint Sdn Bhd
12G, Jalan Perdana 6/8,
Pandan Perdana
55300 Kuala Lumpur, Malaysia
Tel: 603-9201 1928
Fax: 603-9201 0928

*All content is updated as of 10
June 2016. All rights reserved.

3
From the CEO's Desk

Dato’ Abdul Aziz Abu Bakar CorPoraTe GovernanCe THrouGH
Executive Director Good board STewardSHiP

2016 is a very significant year for MINDA as we turned 10 years old this year!
With the evolving geographic, strategic and operational challenges, corporate organisations
today, boards need to progress from just ‘Conforming’ to also ‘Performing’. From just being
‘Efficient’ to also being ‘Effective’. Acknowledging these challenges, MINDA is now advancing
towards playing the role of the Institute of Directors for Malaysia, in endeavouring to craft
good board stewardship. We recently launched our MINDA version 2.0 officiated by the
Minister of Finance II.
Great board stewardship rolls together an old motto: “Time, Talent, and Treasure”. With this,
we are delighted to feature Executive Chairman of Westports, Tan Sri G Gnanalingam who has
been living up to this adage in spearheading Westports, a company of an extraordinary vision
and the determination.
Tan Sri Gnanalingam has taken Westports to great heights and is today recognised as one of
the top 10 terminals in the world. He was conferred the Asia Human Resource Development
(HRD) Congress Award 2010 for his contributions to society in the development of human
resources and Special Achievement Award by Asia Pacific Entrepreneurship Awards in 2014
Financial Hidden in Plain Sight: Why Directors & Management need to ask hard questions is
another interesting read in this issue written by Benjamin Shepherdson, reporting on seminar
that features former Enron Chief Financial Officer, Andrew Fastow on asking the right questions
even if it meant being the only one in disagreement with the board. Andrew was the key speaker
at a recent Seminar co-sponsored by MINDA.
Acknowledging he was the primary cause of Enron’s demise, Fastow was investigated by the
U.S. Securities and Exchange Commission in 2001 was later indicted by a federal grand jury
on 78 counts including fraud, money laundering, and conspiracy. Fastow pleaded guilty to two
charges, and in return for a lighter sentence, became an informant and helped in the prosecution
of other former Enron executives.
Across the board, this issue also features Embedding Innovation by David James, a financial
journalist for 28 years. In his piece, he emphasised that board is responsible for ensuring
business culture supports creativity and forward thinking as enterprises that do not innovate
will at some point struggle to survive as new offerings come into the market or conditions
change. More great insights on page 20.
I’d also like to take this opportunity to express my deepest gratitude to all of our contributors.
Your keen interest in sharing your beacon of knowledge and experience that will shed light on
board of directors with new perspectives.
Keep your feedbacks coming by writing in to us at
info@minda.com.my. Enjoy the rest of Boardview.

boardview

4
Cover Story

WESTPORTS
BOARD STEWARDSHIP

- Board stewardship as part of Corporate
Governance to foster an entrepreneurial spirit-

By Boardview Editorial Team

boardview

5
Cover Story

Westports Malaysia, recognised as one of the top 10 terminals in the world,
is the brainchild of visionary leader and entrepreneur, Tan Sri Datuk G.
Gnanalingam. He has transformed a barren, swampy island into a billion
ringgit enterprise in just over two decades. Operational since 1994, Westports
has continued to grow from strength to strength and has now become a model

sea port that is emulated by many countries around the world.

Tan Sri Gnanalingam received his early education at the Transparency
Royal Military College (RMC). He pursued his further
education at University Malaya and the Harvard Business For Tan Sri Gnanalingam, transparency is key to good
School in Boston. His career began as a sales representative governance. However, there need to be a balance between
with the British American Tobacco company where he being transparent and exposing too much ‘know-how’ and
worked to become the marketing director within 10 business secrets which can eventually erode shareholder
years. With solid experience under his belt, he went value. When asked whether there had been any major
forth and started his own marketing company, G-team conflicts amongst board members or shareholders, Tan
Consultants, which handled the commercial operations Sri Gananalingam said that small conflicts and differences
of Radio Television Malaysia (RTM). RTM’s revenue of opinion were inevitable in any organisation, discussion
grew from RM55million to RM360million. Tan Sri or decision-making. In fact, they are viewed in a positive
Gnanalingam’s drive, experience, foresight and expertise light as being healthy and productive as they encourage
later led to the creation of Westports. For him, there are growth and shareholder value enhancement since all
three driving forces when it comes to operating a business: parties share the same end-goal.
profits, passion and compassion. These form the basis and
bottom line of any company. At Westports, profit means The three essential board qualities
sustaining the existing business, having the ability to
control and expand the scope of the company as well as When asked about the three qualities he would look for in
enhancing shareholders’ returns. a director, Tan Sri Gnanalingam listed out that one must
have an interest and knowledge of the industry, believe in
Diversity transparency and be acceptable to other board members.
On the acceptability point, he stressed on the importance
Diversity features prominently in Tan Sri Gnanalingam’s of encouraging differing viewpoints while making sure
view of good corporate governance. It is exemplified in the that the board did not become dysfunctional due to an
way he has structured and runs Westports. His 10-member inability to reach a consensus. He added that it was about
board, where he is the non-independent chairman, striking a balance between diversity and team spirit.
comprises almost equally of Malays, Chinese and Indians.
The board also has two lady directors, reflecting gender Using the analogy of a football manager, Tan Sri
diversity. Each board member contributes in one of Gnanalingam explained the job of a chief executive
three areas: having board presence by virtue of being a officer (CEO), and to some extent, a board. The football
substantial shareholder, being a port industry expert or manager is highly paid but has heavy responsibilities. He
well-versed in better corporate governance practices. The is responsible for recruiting the right quality of players for
practice provides Westports with the right skill sets to the different positions: forwards, midfielders, defenders,
consider all perspectives, resulting in better deliberations wingers and goalkeepers including skilled substitutes. He
and decision-making. While still on the diversity topic, must also know who is injured and unable to perform,
Tan Sri Gnanalingam also revealed that his immediate those who are performing well and who will be playing
family members comprised of a Buddhist, Muslim and in the upcoming game. There must also be development
Christian, with him being a Hindu. of an in-house pool of talents to facilitate and ensure
succession like the training academies at major football

boardview

6
Cover Story

clubs. Lastly, he added, the football manager must The community
decide beforehand on who will take the corner kicks and
penalties. A committee or board meeting couldn’t be held Today, Westports not only provides job opportunities for
to decide on such things during a match. Even as the the locals but it also renders monthly financial assistance
season (financial year) is coming to an end, the manager to the poor and orphans. About 60% of Westports
should already be thinking of the next year and team. employees are Pulau Indah residents. The success of
This requires vision, experience and expertise, said Tan Sri Westports Poverty Eradication Programme is evident
Gnanalingam. from the sharp decline of poverty in Pulau Indah.

Staff benefits The workplace

As an organisation, Westports is also passionate about According toTan Sri Gnanalingam, ports were traditionally
its staff and committed to creating total employee viewed as dirty, dark and musty akin to junkyards. This
satisfaction. People are indeed Westports’ most valuable had led him to wonder why a seaport could not be like
assets. This has led to the creation of Westports’ Poverty an airport. It soon became another challenge to take on
Eradication Programme. Tan Sri Gnanalingam proudly for him. Today, a drive around Westports would reveal
pointed out that there were 42 types of employee benefits a beautifully landscaped gardens, dotted with rocks and
at Westports. While it is not uncommon for staff to enjoy water features. Towering cranes of various heights are
a five-month bonus, a unique benefit at the organisation neatly arranged next to docking container ships and
is the no-questions –asked, two-month salary advance. containers. There are ample driveways and walkways that
There is also a private insurance scheme that has been are punctuated with greenery against a beautiful view of
made available under the auspices of Westports. the Straits of Melaka. Westports rivals many international
airports in terms of layout, infrastructure and aesthetic
value. Tan Sri Gnanalingam recounted an anecdote to
illustrate this point. The parents of a female employee
were reluctant about their daughter working at a port.
However, their worries disappeared when she took them
on a tour of Westports. The port’s beauty has also made
it a popular option for pre-wedding photo shoots. It is
no wonder that Westports is also known as a garden port
and the approach has now been emulated by many ports
worldwide.

Improving staff health

Since people are Westports’ most valuable asset, employees’
health is a big concern forTan Sri Gnanalingam. He believes
that healthy employees would be able to contribute best
to a company’s growth. As such, Westports’ objectives are
also to create awareness and educate employees on healthy
living and to instill in them the desire to take ownership
of their health. For the purpose, several healthy-living
initiatives were planned and successfully implemented in
2009 at Westports. The most significant was the Healthy
Passport Programme which called all staff for compulsory
medical screening. They were tagged as Green (good),
Yellow (moderate) and Red (danger zone) after the
screening. In January 2009, the company had 454
employees in the red zone (or critical time bombs waiting
to explode due to pressure, high cholesterol and diabetes).
This number was drastically reduced to 143 employees
by December 2009 and to below 100 in 2010. Tan Sri
Gananalingam said that when employees were guided into

boardview

7
Cover Story

taking their medicine, having a healthy diet and following Today, Westports not only provides
a proper exercise regime, they can be rescued from health job opportunities for the locals but
problems. Efforts made to enhance the lives of Tan Sri it also renders monthly financial
Gnanalingam’s employees also tell us a lot about the kind assistance to the poor and orphans.
of man that he is: benevolent, selfless and exemplary. About 60% of Westports employees are
Pulau Indah residents. The success
Personal attributes of Westports Poverty Eradication
Programme is evident from the sharp
Finally, what is the one personal attribute that Tan decline of poverty in Pulau Indah.
Sri Gananalingam believes has made him a successful
entrepreneur?
“I simply cannot see ‘negatives’,” he said, adding that he
would rather spend his energy thinking on how something
can be done.
That pretty much sums up the man. BV

boardview

8
Featured Article

“LEADING IN A VUCA
BUSINESS ENVIRONMENT”

By Prof Sattar Bawany

Leveraging on Cognitive Readiness and Results-based
Leadership (RBL) for Organisational Success.

boardview

9
Featured Article

“There are two things we can say with certainty about the future: it will be different, and it will
surprise. Now, more than ever, leaders have to navigate unfamiliar, challenging times, a quickening
pace of change, increasing expectations, and a rising tide of rapidly-evolving conditions. This new and
different environment (VUCA) is challenging leaders to find new ways to lead their organisations and
achieve sustained success. And, because of these circumstances, there is a thirst for leadership, yet leaders
face a whirlwind environment laden with remarkable opportunities and daunting challenges through

which to lead their people and organisations.”
- Bonnie, Hagemann, Prof Sattar Bawany et al (2016) ‘2016 Research on Trends

in Executive Development: A Benchmark Report’

Introduction of VUCA: What It Means Importance of Cognitive Readiness
and Why It Matters
In a VUCA world what is needed is Cognitive Readiness:
V UCA is an acronym that emerged from the military the preparedness and agility to handle the situation at hand
in the 1990s. It describes the “fog of war” — the and still prevail. Chief among the new VUCA-related
chaotic conditions that are encountered on a modern competencies that leaders need to develop is a high level
battlefield. Its relevance to leaders in business is clear, as of Cognitive Readiness, which is the mental, emotional,
these conditions are highly descriptive of the environment and interpersonal preparedness for uncertainty and risk
in which business is conducted every day. Leadership as (Hagemann & Bawany, 2016).
usual, including creating a vision, is not enough in a
VUCA world. Critical Thinking, the more common and tactical of
1. Volatile: Things change unpredictably, suddenly, the thinking skills, involves strategic thinking, creative
thinking, problem-solving, and decision-making. It has
extremely, especially for the worse. been a hot topic for the past six years in the EDA Research
2. Uncertain: Important information is not known or on Trends for Executive Development. In the latest 2016
Survey, respondents also identified the importance of
definite; doubtful, unclear about the present situation developing Cognitive Readiness in order to be able to
and future outcomes; not able to be relied upon. effectively think critically.
3. Complex: Many different and connected parts:
multiple key decision factors, interaction between Organisations are prioritising the development of
diverse agents, emergence, adaptation, co-evolution, Cognitive Readiness as the one of priority for leading
weak signals. in a VUCA business environment. This may reflect
4. Ambiguous: Open to more than one interpretation; recognition of its importance for current and emerging
the meaning of an event can be understood in leaders and a serious commitment to developing these
different ways. mental capabilities, or it may simply reflect curiosity about
Leading in a world that is Volatile, Uncertain, Complex the latest leadership development topic and a desire to
and Ambiguous (VUCA) not only provide a challenging avoid being left behind. Either way, two issues are present.
environment for leaders to operate and for executive First, organisations will need to think creatively about the
development programs to have an impact: it also provides processes they employ to accelerate the development of
a much-needed range of new competencies. The new Cognitive Readiness in High Potential Leaders. Second,
reality is resulting in the realisation that new and different organisations may want to explain why, in practice,
capabilities are needed to succeed. Cognitive Readiness is important to their success and
then define in much greater depth their expectations of
perspective.

boardview

10
Featured Article

“L.E.A.P.” through the Fog in a VUCA World 8. Dealing with Ambiguity,
9. Managing Emotions.
To lead successfully in the VUCA World, leaders need Overall, heightened Cognitive Readiness allows leaders
to LEAP through the fog and demonstrate the cognitive to maintain a better sense of self-control in stressful
readiness competencies as explained in the next section situations.
and also possesses the following traits:
Liberal: open to new behaviour or opinions and willing to Results-Based Leadership Framework
adapt or discard existing values if and when necessary to
adapt to the new world There is growing evidence that the range of abilities that
Exuberant: filled with lively energy with sense of passion constitute what is now commonly known as emotional &
and optimism in engaging the team and other stakeholders social intelligence plays a key role in determining success in
Agility: proficiently change and evolve the learning life and in the workplace. Extensive longitudinal research
organisation with nextgen leadership competencies by Centre for Executive Education (CEE) has uncovered
including cognitive readiness, critical thinking and links between specific elements of emotional and social
emotional & social intelligence amongst others. intelligence and specific behaviours associated with
Partnership: Build trust-based partnership with teams leadership effectiveness and ineffectiveness in developing
(intra & inter) as well as externally with other stakeholders an impactful organisational climate that is supportive in
including customers and suppliers. driving enhanced employee and customer engagement
resulting in the achievement of the desired organisation
Cognitive Readiness – results (See Figure 1).
Beyond Critical Thinking
Managers often fail to
Traditional Critical Thinking is the ability to recognise appreciate how profoundly the
assumptions, evaluate arguments and draw conclusions. organisational climate can
The traditional Critical Thinking competencies typically influence financial results.
include strategic thinking, creative thinking, problem- It can account for nearly a
solving and decision-making. third of financial performance.
In the 2016 “Trends for Executive Development – Organisational climate, in turn,
A Benchmark Report” by Executive Development is influenced by leadership
Associates (EDA) has defined Cognitive Readiness, on the style—by the way that managers
other hand, as the mental, emotional, and interpersonal motivate direct reports,
preparedness for uncertainty and risk. It complements gather and use information,
Critical Thinking by emphasising non-rational, non- make decisions, manage change
logical skills (Hagemann, Bawany et al. 2016) initiatives, and handle crises.
EDA has defined the following set of Cognitive Readiness
competencies:
1. Situational Awareness,
2. Attentional Control,
3. Metacognition (thinking about your thinking),
4. Sensemaking (connecting the dots),
5. Intuition,
6. Learning agility,
7. Adaptability,

boardview

11
Featured Article

Managers often fail to appreciate how profoundly the engaging others around it, and the Cognitive Readiness
organisational climate can influence financial results. It skills needed for a VUCA environment. This type of
can account for nearly a third of financial performance. coaching would need to be focused on all of the skills
Organisational climate, in turn, is influenced by leadership in an integrated manner, and the executives, human
style—by the way that managers motivate direct reports, resources partners, mentors, coaches, and others involved
gather and use information, make decisions, manage in the development program may agree on specific goals
change initiatives, and handle crises. There are six basic and followed by regular meetings to discuss progress. BV
leadership styles. Each derives from different emotional ABOUT THE Author
intelligence competencies, works best in particular
situations, and affects the organisational climate in Prof Sattar Bawany is the CEO of the Centre for
different ways (Bawany, 2014). Executive Education (CEE). He is also concurrently
the Regional Managing Director & C-Suite Master
Conclusion Executive Coach of Executive Development
Associates (EDA) in Asia Pacific.
The skills of creating a vision and engaging others around
it can be powerfully developed through mentoring and RELEVENT MINDA PROGRAMMES
coaching. The “hands-on” approach of mentoring can
enable leaders to observe what someone who has mastered • Dynamic Board Stewardship (DiBS)
these important skills does, and to solicit advice, input, @ 31 Oct - 3 Nov 2016, Sri Lanka
and coaching on how to transfer what they have observed
into their own work. It may be more challenging to
find a mentor who has also highly developed Cognitive
Readiness skills, so being mindful of the mentor’s skillset
will be a key to success.

Executive coaching also has significant potential for
developing leaders’ capabilities around creating a vision,

boardview

31 October – 3 November 2016, Colombo, Sri Lanka Lead Faculty

Building High Dr. Randel S. Carlock

Performance Directors 2.0: Berghmans Lhoist Chaired Professor
in Entrepreneurial Leadership
Dynamic Board • More than 25 years of leadership
Stewardship
(DiBS) 2016 experience.
• Researches and teaches about
Stewardship is a responsibility for protecting or taking
care of something which one was entrusted to or to entrepreneurship and family
act as a guardian. While the role of the board is very business based on his experience
much well known, stewardship encompasses the as a CEO, Chairman, management
subtle elements which further contribute to the professor, consultant and
psychotherapist.
equally important to a board. With the dynamics of • Author and co-author of several
globalisation and current issues, changes to the way a books, articles, chapters and case
board governs will be equally dynamic with elements studies.
such a governance, communication, decision-making,
strategy, sustainability, culture, plus many others Mr Ravi Chaudhry
come into play and cannot be ignored. Board
stewardship is all about protecting and being Founder Chairman of CeNext
dynamic for the organisation, stakeholders,board and Consulting & Investment Pvt Ltd,
to oneself with knowledge and execution. Using real New Delhi
life examples and recent case studies, our faculty of • He is a strategy consultant to
subject-matter experts will shed light on some
elements which directors may overlook while corporations, governments and
governing a board. civil society, mentor to CEOs and
corporate boards, author, public
WHO WILL YOU MEET intellectual, and Fellow, World
Business Academy, a network
• Chairpersons of global thought leaders that
• Non-executive directors represent some of the best and
• Executive directors brightest men and women shaping
today’s landscape.
FROM THE FOLLOWING • He specialises in ‚Strategy Audit and
ORGANISATION TYPE Re-alignment to bridge the gap.
• He was Chairman of four companies
• Listed companies in the Tata Group, India and served
• Private corporations on the boards of several companies.
• Large family companies
• Government
•

THE SCENE

• Boardroom

Perform Towards Excellence

Programme Framework

SETTING THE SCENE & BUILDING THE BOARD ENHANCING BOARD &
BOARD’S ROLE ORGANISATION
• Governance Roles &
• Interests & Concerns Responsibilities • Entrepreneurial Leadership
about Malaysian • The Board’s Role in Human
Corporate Governance • Cognitive Bias in
Decision-Making Capital Development
• Board Communications • Board Contribution to Strategy
• A CEO and Board • Empowering and Leading • Women on Boards
Board Teams Strategy, • Board Assessment & Performance
Struggle over Strategy Culture and CEO Leadership • Boards and Uncertainty

• CEO Performance and
Board Relationship

Learning Objectives

• Director Effectiveness: Strengthening the ability and capability of mindset framing around good corporate governance ecosystem
• Board Leadership: Driving “tone at the top” to enforce the state of urgency, sustaining organisational performance and create value

for the organisation
• Board-Management Relationship: The power of teamwork
• Organisational Culture and Strategy: How can boards contribute with impact

Learning Methodology Case Studies Fireplace Chat

Role-Play

Practical Examples ‘So-what’ Discussion

Course Fee: RM25,000 per participant
Inclusive of programme materials, accommodation, airport transfers and halal meals. However, it excludes airfare and additional night stay
which are to be borne by the participant.

For more info, Call +603 2780 5031 or Email info@minda.com.my

14
Featured Article

Get on board for 2016:

four themes in
corporate governance

By Blake Stephenson

Investors put cyber-security, proactive engagement,
board performance and board committees in the spotlight.

boardview

15
Featured Article

Corporate governance remains center stage for investors In this context, we expect boards to consider their risk-
and watchdogs in 2016. We see a continued focus for oversight arrangement closely, clearly defining their risk
boards to have the right composition to fulfill their appetite and assessing the effectiveness of their company’s
collective responsibilities effectively – whether that’s risk-management arrangements. Directors and regulators
in relation to strategy formulation, risk oversight, alike will want to ensure cyber-risks are managed and
performance evaluation, succession planning or mitigated adequately given that security of data is of
shareholder engagement. As directors and corporate paramount importance. The balance is likely to prove
secretaries grapple with the letter and spirit of their tricky: assuming risk is, of course, inherent in any business
governance requirements, we expect to follow these that is going to deliver long-term value for shareholders,
trends closely and provide our insights on these themes and directors will be thinking carefully about where they
throughout the year. draw their red lines.

Improvements in cyber-security Expansion of proactive
awareness and preparedness shareholder engagement

The importance of cyber-risk transcends borders with Shareholder activism in the US remained strong in 2015
companies facing serious challenges. Cyber-crime will so companies seem much better prepared than they did a
continue to increase in sophistication and with some year ago. Preparedness for activist strategies will remain a
high-profile breaches in 2015 we expect this to be front key focus in 2016 and we expect to see activism grow in
of mind for directors in 2016. Specifically, ensuring the Europe this year. European companies will spend more
board, C-suite and operational staff are adequately aware time, money and effort defending their positions – similar
of the risks and sufficiently prepared. to what has been seen in the US recently.

boardview

16
Featured Article

Activism can be seen as a subset of shareholder engagement While there are many more corporate governance
and there is a broadening consensus that knowing and topics for 2016, these are our top-of-mind issues for the
engaging proactively with shareholders – in a year-round upcoming year. Indeed, institutional investors have an
program – is vitally important. The UK Stewardship increased focus on such non-financial matters in addition
Code has been influential in improving engagement, but to their financial and strategic scrutiny and we expect,
compliance remains mixed. We expect European minds therefore, it will be another challenging year for board
will focus in 2016, as legislative progress is made with the advisers and directors.
Shareholder Rights Directive. While corporate governance has typically been the
preserve of the corporate secretarial team there will be
On a practical level, shareholder engagement has been at an increasing need for investor relations departments to
the executive level, but there is now a growing trend from understand corporate governance so they can engage with
investors to meet with non-executives. This will pose new key stakeholders in a meaningful way, and in doing so
challenges for the corporate secretary and the investor ensure there is a mutual understanding between issuers
relations teams as they provide directors with professional and investors. As such, we expect to see a growing inter-
support and insight. We expect to see firms develop clear dependency between these two departments. BV
shareholder engagement protocols or committees to ensure About The Author
engagement and communication is co-ordinated and
effective with the board. The use of external technology Blake Stephenson is a member of Directors Desk
solutions will prove invaluable for the IRO and corporate management team within Nasdaq's Global
secretary delivering insight, supporting workflows and Corporate Solutions. Using his practitioner
enabling co-ordination. experience in governance, risk and compliance he
contribute to the global leadership of the business,
Board performance particularly across EMEA.
This article originally appeared in IR Magazine on February 9, 2016.
Investors have board refreshment in their sights given
their desire to ensure there is an appropriate skill set and RELEVENT MINDA PROGRAMMES
representation of a diversity of interest around the board
table. Pressure from shareholders and stakeholders alike will • CDAP: Mergers & Acquisitions @ 20 & 21 Sept
continue to increase during 2016, and directors are taking 2016, KL
note. Evaluations of board performance, its committees • CDAP: Cybersecurity @ 4 Oct 2016, KL
and its directors are some of the most challenging tasks of • CDOP 2016 @ 25 & 2016 Oct, KL
a board. We see varying degrees of success reported, and
given the intense focus from investors and watchdogs, we
expect boards in 2016 will more firmly grasp this nettle
and will to continue to improve the process of evaluations.

More work for audit and risk committees On a practical level, shareholder
engagement has been at the executive
A simmering debate about the benefits of separating audit level, but there is now a growing
and risk committees continues. While the issues dealt with trend from investors to meet with
by each committee can be inter-related and overlapping, non-executives. This will pose
there is an increasing momentum that risk committees new challenges for the corporate
help the board to have more effective oversight of risk secretary and the investor relations
management. This is distinct from financial risk, but teams as they provide directors with
equally important given the increase in risk. professional support and insight.

One size does not fit all, however. In the EU we note that
the Statutory Audit Directive must be transposed into
national law by EU member states by June 17, 2016 and
be directly applicable from that date. Implementation
will cover mandatory auditor rotations, prohibition on
use of statutory auditors for non-audit services, audit and
non-audit fee restrictions, mandatory rotations of audit
partners, mandatory audit committee duties and more
detailed audit reports.

boardview

1177
Featured Article

Financials hidden in plain sight:

Why directors need to
ask the hard questions

By Boardview Editorial Team

Despite tighter controls on risk and compliance, we still read news about large
corporations running afoul of the law and their management teams being
brought to justice. So how can corporations prevent more from happening?

bbooaarrddvviieeww

18
Featured Article

I t was precisely this question that drew more than rule. Now, you have a clever friend. Say he comes up
100 participants to the MINDA endorsed workshop, with a beer tablet, and says - the rule says you cannot
‘Financials hidden in plain sight: Why directors need to “drink”, but if you chew this tablet you will not break the
ask the hard questions’. Led by Andrew Fastow, former rule.
Enron Chief Financial Officer, the audience was taken on I was in prison because I was the kid with the beer tablet.
a journey about asking the right questions even if it meant When I followed the rules, I mis-represented the company
being the only one in disagreement with the board. – I did a lot of damage, and because of that, I am guilty.
To re-cap the Enron story – it was the year 2001 Attorneys and accountants are hired to help companies
when the U.S. Securities and Exchange Commission meet objectives. As a Chief Financial Officer, I should
investigated both Enron and Fastow; he was later indicted have determined whether it was appropriate, ethical or if
by a federal grand jury on 78 counts including fraud, it injected too much risk to the company.”
money laundering, and conspiracy. Enron used limited This opened up the opportunity for Mr Nik Mohd
partnerships which they controlled to hide massive losses. Hasyudeen Yusoff, former Chairman of Audit Oversight
Fastow pleaded guilty to two charges, and in return for a Board, Securities Commission Malaysia to interview
lighter sentence, became an informant and helped in the Fastow on how best auditors and the board should be
prosecution of other former Enron executives. asking questions. After all, they are supposed to be ‘the
Fastow opened the workshop by acknowledging he was experts’. The fundamental answer that Fastow gave
the primary cause of Enron’s demise and apologised for all was that the Board should ask whether they are voting
of the harm caused. He admitted he knowingly engaged in unanimously just to comply with the rules or whether
numerous transactions designed such to mislead investors there are other intentions and secondly, whether they
by hiding debt in special purpose entities, and so forth. could explain their reasoning in 140 characters.
However, he pointed out, that all of them was approved
by Enron’s board, auditors, lawyers, etc. Identifying Unethical Behaviour
So how is it that Enron got into such a situation despite
management and the board following all the rules? Fastow To demonstrate the ambiguity of some ethical decisions
then delved into the ‘rules versus principles’ concept and during the interview and workshop, Fastow gave examples
illustrated this with analogies and case studies. of several case studies. These included Enron’s off-balance
sheet financing and Special Purpose Entities (SPEs), the
Rules vs Principles credit swap between AIG and Goldman Sachs, as well as
Greece's currency swap with Goldman Sachs that led to
In order to bring the audience to think about how rules Greece's financial crisis, and Apple's "double Dutch" tax
versus principles affect corporate decisions, Fastow drew evasion in Ireland.
analogies from a basket of experiences that ranged from Though all of these cases involved unethical decisions,
everyday life to that of corporate news openly available. Fastow said he wanted to show how some seemed more
The first story that he told the audience was from his own unethical to the audience than others. For example,
experience. His eldest son had come to visit him in prison because the consequences of Apple's tax evasion were
and mentioned that he was confused about what he was less direct than in the other case studies, the company’s
reading about Enron as the reports indicated that Fastow actions did not seem as unethical.
had followed the rules. It was quite an interesting analogy "In the real world, it's very rare to see a black-and-white
as we will find ourselves in such a predicament as directors decision," Fastow said. "No one’s going to come up to
or senior management from time to time. Here is his you and say, 'Would you like to sell tainted baby formula,
analogy: or pollute the river at night? Join this Ponzi scheme;
“Jeffery, you are 15 years old, and in a year you will be it's a great deal.' It's more likely that you're going to be
driving. If you ask your Mum’s permission to drive to a confronted with that grey area, where you’re not even sure
party, Mum’s rule is that you cannot drink alcohol. you have an ethical decision to make."
If at the party, your friend offered you a beer, would you
take it? - No, of course you won’t. Because you have a

boardview

19
Featured Article

Rationalising Unethical Behavior of MINDA advocate the role of Board oversight in asking
the right questions and spending sufficient time on risk
Throughout the workshop, Fastow apologised for instead of just strategy.
the consequences of his actions. At the time, though, Panellist, Ms Leesa Soulodre commented that the board
Fastow said it was not clear to him that he was doing should always assess a strategy by adopting the concept
anything wrong. of LEADS:
He justified his unethical deals to himself by pointing to L = Is it Legal? - both locally and internationally?
the approval granted to his decisions by attorneys and E = Is it Ethical? - is it recognised as unethical behavior by
board members, the bonuses he received when he made
them, and by believing that if he did not make one of these stakeholders even if it is legal?
deals, someone else would. This is called ‘rationalisation’ A = Is it Acceptable? - is it criticised by some, but regarded
and he cited six points that the audience should take
note of in terms of rationalising actions or situations for as acceptable by most?
unethical behaviour: D = Is it Defendable? - could we defend our actions if this
· Management feel they are helping the shareholders/
became front-page news?
company S = Is it Sensible? - even if it fulfills all or some of the
· It’s a ‘timing problem – we’ll get out of this soon’
· Immaterial criteria, does it still make good business sense?
· Reward and Recognised Another panellist, Mr Wee Hock Kee recommended
· Systemic that a system should be in place to highlight red flags
· It has been approved – I’m following the rules! particularly to provide check and balance between
Fastow actually pointed out that it just wasn’t one deal commercial target and ethical values. Andrew Fastow
but a series of deals that he (and his senior management ) believes that a diverse board wearing different hats may
used that others were also using, taking advantage of grey help to assess the strategy in a more holistic manner. It
areas in accounting rules and loopholes to package things is also crucial to have a structure to present strategies or
up for investors, but they took rationalising their actions business deals to the board with its benefits and aggregate
to such an extreme degree that they blew up the company. risks for the board considerations. Sometimes, the risk of
a strategy seem small on its own but when aggregate it
Dealing with Questionable Situations with other deals over time may pose as a threat to the
organisation.
Fastow had two recommendations for how businesses can One key element that seemed to ring clearly throughout
approach deals that are morally ambiguous in order to the discussion was that there should be a ‘tenth man’ on
minimise potential harm. the board where everyone agrees should be asking the most
First, he recommended that companies demonstrate difficult questions. Only then would the board and the
more foresight and expand worst-case scenario analyses. company management be truly tested in their reasoning
The second is that companies more closely examine risks and rationalising of a company’s results. Dato’ Aziz went
associated with questionable deals. on to emphasise that it is crucial to have someone within
"After something bad happens, it's easy for people to the board to play devil’s advocate. After all, one of the roles
change the lens and say, 'Well, that was obvious,' “Fastow that the board has is to minimise the organisation’s risk.
said. "We have a phrase for it. It's called 20/20 hindsight, In closing, Aziz asked whether having a female director
but as humans, we're really bad at anticipating what would have made a difference under such circumstances.
might happen." Andrew jumped at this opportunity to further emphasise
the need for diversity at the Board, in particular gender
Last Line of Defence diversity. BV
This article is developed with the assistance from Mr Benjamin
The closing section with the panel proved to be the Shepherdson, Country Manager of Straits Interactive who co-
highlight of the workshop, where discussion and debate organised the workshop with CG Board Asia Pacific.
led by Dato’ Abdul Aziz Abu Bakar, Executive Director

boardview

2200
Featured Article

Embedding Innovation

By David James

The board is responsible for ensuring business culture supports creativity
and forward thinking, writes David James.

N othing in business stands still. Enterprises that
do not innovate will at some point struggle to
survive as new offerings come into the market or
conditions change. This means boards must be able
to monitor whether their companies are innovating.
While it is not the directors’ responsibility to do
the innovating – that is the job of the company’s
management and staff – they must be able to detect
whether it is occurring.
For many boards this requires a change of thinking.
Rather than undertaking their usual activities of
monitoring for compliance, or for a required level
of success, the approach is the opposite: monitoring
for something new and for the right kind of failure.
“The biggest block to innovation is the fear of
making mistakes,” says executive coach Charles
Kovess MAICD.

bbooaarrddvviieeww

2211
Featured Article

“Very few Australian companies have a policy on how to they need to give to their executive. Are they being too
handle mistakes, and unless there is a policy, mistakes will innovative? Or are they not exploiting to build the assets
be punished. The only time innovation, creativity and to give the company the capacity to innovate in the
learning occurs is when it is safe to make mistakes, to fail future?” says Yardley.
and to keep practising. Unfortunately in Australia we are He cites urban studies theorist Richard Florida’s ideas about
unusually negative on that.” the creative class as a good guide. Florida argued cities that
Innovation has to be part of the culture, says Russell are creative have technology, talent and tolerance. Yardley
Yardley FAICD, Chairman of cyber security services believes the same is true for an enterprise. “If you really
company Tesserent and former chairman of advertising want to have an innovative and valuable, sustainable,
agency George Patterson Y&R. He says boards need to enterprise, you need to measure whether you are using the
work with management to measure results. “They need right technology. What are our competitors using? Are we
to be looking for where things have tried and failed,” he using it well? How do we measure the users of technology?
says. “The board’s responsibility is to set an appetite for Have we got the right talent?
innovation.” “Smart people attract smart people. So boards should be
Yardley says large organisations are very efficient at looking at attrition rates. Not so much for their size and
exploiting the assets they have developed. But they number, but to see who is leaving. Are bright, talented
also need to explore and exploit new opportunities. people leaving the organisation? Because if they are, then
“Companies need to think carefully about how they are there is a lesson there. The board needs to make sure that
placed in their stage of development, their cycle as an the talent attracts other talent that wants to be in the
enterprise, and in their industry. Are they really about company,” he says.
exploiting, or do they need to be exploring for the future? Tolerance is also important in company culture, argues
“If you are doing none of one, and all of the other, you Yardley. “If you don’t have tolerance you don’t end up
are probably not in good shape. The board needs to think with that culture of making mistakes. The board’s job is
about those things and identify what encouragement not to do the doing, but to do the governing and provide

Innovation has to be
part of the culture...

They need to be
looking for where
things have tried and
failed... The board’s
responsibility is to
set an appetite for

innovation.

bbooaarrddvviieeww

2222
Featured Article

oversight. When you fail you don’t want to just move on. Smart people attract smart
Really innovative companies focus on those failures to people. So boards should be
learn from them. Accountability is critical. Sometimes the looking at attrition rates. Not so
board can see the executives are too buried in these things much for their size and number,
and it becomes too personal.” but to see who is leaving. Are
Often innovation is interpreted in a narrow fashion as only bright, talented people leaving
applying to the development of new products. Innovation the organisation? Because if they
can occur across all aspects of an enterprise’s activities: are, then there is a lesson there.
how the supply chain is managed, how distribution is The board needs to make sure that
configured and how staff are managed. the talent attracts other talent
Neville Christie, a CEO mentor and co-founder and that wants to be in the company,
director of entrepreneur network New Enterprise
Services, says it is important to start with a definition directors who say: ‘Go, go, go’. It is all about having a good
of innovation. “We need to identify what we mean by hard look at the skills and orientation of the directors on
innovation because most people seem to think that it the board.”
is about product or service innovation. Increasingly, Another option, says Christie, is to set up a strategic
innovation is moving to various forms of intangibles – innovation board. The main function of the corporate
and not just patents, copyright and trademarks. A new board, he says, is to hire and fire chief executives. The
business model, for example, is extraordinarily innovative. strategic innovation board can be appointed by the CEO.
Going digital is innovative. So the first thing to look at is Such a board takes charge of innovation so it becomes a
what is meant by innovation and extending the board’s separate entity from the board. “It is made up of external
horizons.” and internal people and it sits outside the existing
Christie says it is important to focus on intellectual corporate board and outside the structure of the business.”
property when innovating. He cites as role models Richard Sue Tan, chief executive of the British corporate
Thoman, the former chief executive of Xerox and Jack governance consultancy Mirason and a lecturer in
Welch, the former chief executive of GE. “Only a tenth business at Cranfield University in the United Kingdom,
of 1 per cent of a large company’s intellectual property says boards should look at the end results when trying to
(IP) is known, recognised and valued. Jack Welch, in a assess the level of the enterprise’s innovation. “Are they
10-year period, focused on IP very strongly as the basis valued by the customer? Do competitors strive to match
for innovation. He was able to lift the value of GE 4,000 them? Is management continually adding to the company
per cent in 20 years.” capabilities and offerings? Can they evolve and improve?”
Christie believes many Australian directors do not have Innovation is always led from the top, says Tan. She
good training to assess innovation. “It is not surprising in stresses that it is necessary to have a senior executive who
the sense that the people who are typically on large boards
really come from the legal and accounting professions
or from senior management. And because of the risks of
being in business, that focus is understandable. Maybe
strategy and innovation is only given 10 per cent of the
time.”
The solution, he says is to look at the composition of
the board and make sure there is a balanced portfolio of
directors. He categorises them as: red light, yellow light
and green light directors. “You need red light directors;
they are always saying: ‘Stop. Be careful’. The yellow lights
say: ‘Caution, let’s investigate’. And you need green light

bbooaarrddvviieeww

23
Featured Article

is responsible for supporting research and trialling ideas. Kovess cites the example of a hardware chain. He says
“Innovation relies on flexible processes and systems so the employees are required to provide suggestions
the company’s IT people must be capable of providing each Thursday in writing to their boss about possible
fast-track solutions. Innovation requires the assembling of improvements, or about problems that need to be solved.
good data. It also must be funded so the company must But staff say nothing is actioned. “They said, ‘In the end,
have a ‘go-to’ budget for good ideas to be tested. we stop reporting on the problems that are still extant.
“Innovation often fails to some extent, so people must Then the regional manager thinks the problem has gone
never be punished for stepping outside the box and not away and there is no need to worry about it.’ That is a gross
succeeding. Managers and executives must be allowed to failure by managers to act on insights of the employees.”
fail, otherwise they won’t take risks. It takes honesty. Any Perhaps the greatest challenge for boards is to rethink
organisation wanting to assess if it is innovative needs to the attitude to costs. Yardley cites an instance with an
run an employee survey to answer the cultural questions, employee who was considered talented but had failed and
and make an honest assessment of processes, systems, lost the company money. “A manager asked if we should
practices, budgets and track record for innovation,” she fire him? My response was that he had cost me $100,000.
says. The last thing I wanted to do was fire him. He owed me
Australia’s oligopolistic industry structure can be a barrier $100,000. It got a laugh, but I was serious. I said [to the
to innovation. Holding on to market share, rather than employee]: ‘You owe me money: how are you going to pay
finding new opportunities is often the focus with bigger it back? I am prepared to invest in you.’”
corporations. Christie says most industries are made up Perhaps more boards would be wise to take a similar
of two or three big companies, one or two medium-sized approach to help encourage innovation in their operations.
companies, and the rest are small businesses. “Also, the
size of our market is an issue. We are the size of the US, BV
but we have the population of greater New York. So
physical distribution is always a major problem. About The Author
“But with the virtualisation of business over the internet David James has been a financial journalist for
it is much easier if you focus on intellectual property; 28 years. He was a senior writer and columnist
knowledge businesses, rather than product businesses. at BRW for 25 years, a senior journalist at AAA
If you are able to access global markets then distribution Banking magazine, an editor and writer for
becomes almost negligible. In the main, smaller companies stockbroker JB Were & Sons and a journalist at
are where the innovation is.”
“We have just got into the habit of bad thinking in The Melbourne Herald. He is author of Managing for the
Australia,” says Kovess. “People say they want to innovate Twenty First Century and The Business Devil’s Dictionary.
but then add: ‘Don’t do anything that will cost us He has a PhD from Monash University: Illusions of Time
money’.” An important metric, says Kovess, is the number in Shakespeare's Plays.
of suggestions made by staff. “That is all the board needs This article originally appeared in Australian Institute of
to do. How many suggestions do you get from your team Company Directors (AICD)
members? The answer is usually maybe one a month from
a team of 20. RELEVENT MINDA PROGRAMMES
“What happens is that employees put up their hand to their
bosses to improve things and their bosses are over-worked. • CDAP Innovation @ 19 & 20 Oct 2016, KL
They have not got time to properly handle suggestions
and so most employees stop making suggestions. Boards
should ask: ‘How many reasoned suggestions does the
board get?’ That is the evidence.”

boardview

24

Professional Membership

The MINDA Professional Membership is tailored for both Directors and
aspiring Directors to enhance their directorship standing. Be a part of
the MINDA Directors community by subscribing to the MINDA
Professional Membership.

Contribute toward
future direction of
corporate governance
landscape

Enhance your Provide leadership
directorship on director issues
standing
Stand out
Bene ts among other
director
candidates

Start by Joining MINDA now!

MINDA directorate is a free web-based portal for directors and aspiring directors to
access relevant resources and directorship opportunities.

Register for a FREE account at www.minda.com.my/directorate
for immediate access.

Malaysian Directors Academy (755248-X) Acting as thEenIbhnoasnaticrtiudntvgeiBeowofaDridreEcteocrtsiv(IeOnDe)ssfor Malaysia Tel: +603 2780 5031
Suite 2A-2-1, Block 2A, Plaza Sentral, Email: info@minda.com.my
Jalan Stesen Sentral 5Kuala Lumpur Sentral, Website: www.minda.com.my
50470 Kuala Lumpur

25
Book Review

Boards that make a Difference:

A New Design for Leadership in
Nonprofit and Public OrganiSations

By john carver

In this revised and updated third edition, Carver
continues to debunk the entrenched beliefs and
habits that hobble boards and to replace them with
his innovative approach to effective governance. This
proven model offers an empowering and fundamental
redesign of the board role and emphasises values, vision,
empowerment of both the board and staff, and strategic
ability to lead leaders. Policy Governance gives board
members and staff a new approach to board job design,
board-staff relationships, the role of the chief executive,
performance monitoring, and virtually every aspect of
the board-management relationship. This latest edition
has been updated and expanded to include explanatory
diagrams that have been used by thousands of Carver's
seminar participants. It also contains illustrative examples
of Policy Governance model policies that have been
created by real-world organisations. In addition, this
third edition of Boards That Make a Difference includes
a new chapter on model criticisms and the challenges of
governance research.

About The Author

John Carver is internationally known as creator of the breakthrough
in board leadership called the Policy Governance model. He has
worked with boards in the United States and Canada and on four
other continents for over twenty years. His ideas have been featured
by the Times of London, the National League of Cities, the Canadian
Hospital Association, the American Society of Association
Executives, Georgia Power Company, and many others.
Carver is the author of the bimonthly newsletter workshop Board
Leadership (since 1992), the book Boards That Make a Difference,
Second Edition (Jossey-Bass, 1997), the video John Carver on
Board Governance (1993), the audiotape Empowering Boards for
Leadership (1992), and coauthor of the books A New Vision of
Board Leadership (1994), Reinventing Your Board (Jossey-Bass,
1997), and the CarverGuide Series on Effective Board Governance
(Jossey-Bass, 1996-1997).

boardview

26
Event Highlights

17 May 2016

The Launch of MINDA 2.0

Venue: Securities Commission of Malaysia

The Malaysian Directors Academy
(MINDA) launched its expanded
role to be the institute of director for
Malaysia. The launch was officiated by
YB Datuk Johari Abdul Ghani, Second
Deputy Minister of Finance, Malaysia.
Datuk Johari, in his keynote address
said “In the ten years since its inception,
MINDA has continued to evolve from
initially dealing with development of
directors of government-linked companies
(GLCs) to becoming the institute of
directors for Malaysia. Company directors
equipped with the knowledge and skills
and effective boards are integral to the
nation’s transformation into a developed

boardview

27
Event Highlights

and high-income economy. Today marks an important achievement MINDA in partnership with AICD, will host the International
for MINDA as it celebrates the launch of MINDA 2.0 – to be the Foundations of Directorship Course (IFOD) on 15-17 August
institute of directors for Malaysia. The aim of MINDA 2.0 is to further 2016 in Perth, Australia. “IFOD is a timely add on to our director
steer professionalism and good corporate governance among company programme as more and more of our local businesses are venturing
directors in Malaysia”. abroad. There are pertinent issues, challenges and practices arising
He further added, “I am confident that MINDA, as an independent from diverse regulatory regime, cultural and social borders as well
body and the custodian of the Green Book, is best positioned to be the as legal frameworks and compliance requirements. As directors of
institute of directors for Malaysia. This role would include acting as international organisations, they need to know how to manage issues
the sounding board for company directors on policies and regulatory such as director diversity, cultural implications and performance best
guidelines; setting the standards for directors; promoting continuous practice’, said Dato’ Abdul Aziz Abu Bakar, Executive Director of
development and effectiveness of directors; conducting research and MINDA.
advocacy in good corporate governance; and building a database on The event was attended by company chairmen and directors, regulators,
capable directors to facilitate selection of new directors for boards”, stakeholders and subject-matter-experts who share deep interest in the
continued Datuk Johari. development of board and directors in Malaysia.
The launch witnessed the MoU signing ceremony between MINDA MINDA was first established in 2006 to enhance board effectiveness
and Australian Institute of Company Directors (AICD), Indonesian under Green Book’s Initiative 2 on Strengthening Directors Capabilities
Institute for Corporate Directorship (IICD) as well as The Institute of of Government-Linked Companies (GLC) Transformation (GLCT)
Chartered Accountants of Sri Lanka (CA Sri Lanka). The collaboration Programme. Since 2012, MINDA has opened its door to all Malaysian
initiatives cover research and advocacy work on board effectiveness corporate directors from public listed companies to private sector and
best practices, directors sourcing, case development, consulting SMEs to enhance director and board effectiveness in pursuit of good
assignments, joint programme development and promotions. corporate governance in the country.

boardview

28
Programme Highlights

21 – 22 March 2016

Directors Forum 9/2016 “The Innovation Zone: Unleashing The
Mindset Beyond Malaysia

Type: Premier Programme
Venue: Phuket, Thailand

DF 9/2016 was held in Phuket, Thailand and attended by a total
of twelve (12) directors from various industries. It focuses on
how directors can play their roles to stimulate and develop the
innovation eco-system in Malaysia towards achieving vision 2020.
Among the topics covered during the two-day programme included:
• Overview of Innovation and the Innovation Mindset
• Building Innovation capabilities
• Establishing Innovation Processes and Structures
• Developing an Innovation culture
• Open Innovation
• Innovation Leadership
Over the Fireplace Chat session, a briefing on the “Dos & Don’ts” in
Thailand and practical approach based on Thai’s business framework
(legal, financial, corporate etc) was shared by H.E Dato' Nazirah
Hussain, Ambassador of Malaysia to Thailand.

24 March 2016

Corporate Directors Advanced Programme: Cybersecurity

Type: Public Programme NEXT SESSION
Venue: Pullman Kuala Lumpur Bangsar
• 4 Oct 2016
MINDA organised its first Corporate Directors Advanced
Programme for cybersecurity earlier this year. The programme
was attended by eleven (11) Directors and Chairman from various
industries.
“Corporate Directors Advanced Programme (CDAP): Cybersecurity”
is the only cybersecurity related programme in the market that is
tailored for Board Members. The programme was well attended by
a good mix of Chairmen, Directors and CEOs of various GLCs and
PLCs with following take-aways:
• Cyber Security Fundamentals & Overview
• Introduction to Risk Management
• Identifying Security Gaps & Handling Threats
• Summarising the Role of the Board in Cyber Security Risk

Management
This course is to prepare members of the board and other senior
management to understand, assess and take a proactive posture in
cybersecurity. Along the way, attendees investigate risk assessment
and management frameworks that help mitigate the risks, as well as
identify potential security gaps that could prove a liability and able to
address the threats from Social Engineering and Advanced Persistent
Threats that can decimate an organisation.

boardview

29
Programme Highlights

31 May 2016

Corporate Directors Onboarding Programme: Updates in
Companies Bill 2015

Type: Public Programme NEXT SESSION
Venue: Pullman Kuala Lumpur Bangsar
• 23 Aug 2016
Malaysian Directors Academy (MINDA) has started its new
Corporate Directors Onboarding Programme (CDOP): Updates
in Companies Bill 2015
With the recently passed Companies Bill 2015 by the Parliament
on April this year as a reform of the Malaysian corporate law, this
programme emphasised on the following:
• Companies Bill 2015: Introduction and Overview of Key

Changes
• Directors Roles & Responsibilities under the Companies Bill

2015
• Companies Bill 2015: Discussion on Key Issues
The programme was facilitated by Mr Norhisham Abd Bahrin,
Advocate and Solicitor at the High Court of Malaya and attended by
twenty two (22) directors.

INSKEN Onboard SME Directors Programme (IDP)

Type: Customised Programme
Venue: Session 7: 25 & 26 April 2016 – INSKEN, Mutiara Damansara

Session 8: 23 & 24 May 2016 – INSKEN, Mutiara Damansara

Designed and organised for TERAJU’s teras companies, this
programme provided a platform to strengthen the competitiveness
of Bumiputera businesses at home and abroad via:
An enhanced professionalism in the organisation that is on par with
international standards:
• An enriched business savviness that drive performance;
• The right mindset and leadership to be innovative and creative;
• A stronger and robust corporate practice;
• A wider and beneficial network through MINDA Alumni

Awareness and Networking events
The programme was facilitated by Mr Norhisham Abd Bahrin, Advocate
and Solicitor at the High Court of Malaya, Ms Vijayam Nadarajah,
Specialist, Corporate Programme at Finance Accreditation Agency
(FAA), Encik Zakie Ahmad Shariff, former CEO of MINDA, Mr
Azryain Borhan, CEO of Pinnacle Perintis, Mr Nik Mohd Hasyudeen
Yusoff, Adjunct Professor at the Faculty of Business and Accountancy,
University Malaya and Dr Suraya Sulaiman, Executive Director of
Innovation Capability & Culture, Alpha Catalyst Consulting (ACC).

boardview

30
Programme Highlights

25 March 2016

Customised Corporate Directors Onboarding Programme (CCDOP)

Type: Customised Programme
Venue: Setia Alam, Selangor

Customised Corporate Directors
Onboarding Programme (CCDOP)
jointly organised by MINDA and
S P Setia Bhd Group, act as a platform
for Corporate Directors to update their
knowledge with the latest development
on their Roles and Responsibilities as a
Director as well as networking amongst
fellow Directors.
The programme was facilitated by Datuk
John Zinkin, Managing Director of Zinkin
Ettinger Sdn. Bhd, Dato’ Aziz Abu Bakar,
Executive Director of MINDA and Mr
Norhisham Abd Bahrin, Advocate and
Solicitor at the High Court of Malaya. A
total fourty two (42) attendees consist of
S P Setia directors were involved in this
programme.

31 May 2016

Customised Corporate Directors Programme (CCDP)

Type: Customised Programme
Venue: INTEC Education College, Shah Alam

Customised Corporate Directors
Onboarding Programme (CCDOP)
organised by MINDA and UiTM
Holdings, with aims to enable Boards
to understand their role in developing
strategy and set the tone at the top as an
entrepreneurial board, learn from best
practices on how boards can challenge
management’s assumptions constructively
and provide rigorous, independent
assessment of the proposed strategies
and its associated risks to recognise an
effective profile of an director and board
and institutionalise these characteristics for
sustainable board stewardship.
The programme was facilitated by Alpha
Catalyst Consulting (ACC)’s co-founder/
Principal Consultant and Executive
Director of Innovation Capability &
Culture, Mr Azim Pawanchik and Dr
Suraya Sulaiman along with Dato’ Aziz
Abu Bakar, Executive Director of MINDA.

boardview

31
Programme Highlights

Bursa’s Focus Group Series: Corporate Governance Disclosure

Type: Customised Programme
Venue: Session 2: 6 April 2016 – Bursa Malaysia

Session 3: 26 April 2016 – Bursa Malaysia

The Focus Group on Corporate
Governance Disclosures is an engagement
session, organised for Bursa Malaysia to
strengthen corporate governance disclosure
in annual reports or selected listed issuers.
This half-day session was aimed to assist
listed issuers towards developing more
effective and meaning full disclosure of
corporate governance policies and practices
that are in line with Bursa’s Annual Report
Disclosure Requirements (ARDR) and
Malaysian Code of Corporate Governance
2012 (MCCG 2012).
The sessions was facilitated by Mr. Salleh
Hassan, Director of Securities Industry
Development Corporation (SIDC) and Mr.
Wee Hock Kee, Managing Partner of CG
Board Asia Pacific.

6 May 2016

Bursa’s Breakfast Series: Thought Leadership
Session For Directors

Type: Customised Programme
Venue: Bursa Malaysia

CG Breakfast Series with Directors: ““The Strategy,
the Leadership, the Stakeholders and the Board” was
jointly organised by MINDA and Bursa Malaysia to
identify on clear roles in the strategic planning process.
The talk focused on the following objectives:
Management’s “ownership” of strategy as an important
component in successful execution
Boards’ vital function of questioning management’s
assumptions, and providing rigorous, independent
assessment of the proposed strategies and action
Best practices and tips that enable Boards to look at their
role in developing strategy and set the tone at the top as an
entrepreneurial board
The programme was attended by one hundred fifty-
five (155) Directors of Public Listed Companies. The
programme was facilitated by Dr. Randel S. Carlock,
Director of the Wendel International Centre at INSEAD.

boardview

MINDA PROGRAMME CALENDAR 2016

PROGRAMMES JAN FEB MAR APR MAY JUNE JUL AUG SEPT OCT NOV DEC
TIER 1 PREMIER PROGRAMMES
DiBS 324-Day31 3
DF 2-Day
minda PubliC ProGramme Calendar 201621-22
IFoD 3-Day
boardview 15-17
TIER 2 PUBLIC PROGRAMMES
CDOP 2-Day 23-24 25-26
CDAP: Finance 2-Day 1-2
CDAP: Cybersecurity 1-Day 29-30
CDAP: Strategy & Risks 2-Day 24 4
CDAP: Mergers & Acquisitions 2-Day 2-3
CDAP: Integrated Reporting ½ -Day 31
CDAP: Innovation 2-Day 20-21
CDAP: Sustainability 1-Day 21
CDOP: Companies Bill 2015 ½ -Day 19-20

TIER 3 AWARENESS & 1.5- 23
NETWORKING PROGRAMMES Hour
PowerTalk Series 14
1-Hour 6
Company Secretary Brie�ing 1-Day
26
Raya Open House

LEGEND CDAP: Corporate Directors Advanced Programme Date to be con�irm
DiBS: Dynamic Board Stewardship CDOP: Corporate Directors Onboarding Programme
DF: Directors Forum
IFoD: International Foundations of Directors

33

Premier Alumni List

BHPD 1/2007 CF 1/2007 32. Tan Poh Keat
1. Datuk Dr. Syed Muhamad bin Syed 16. Tan Sri Samsudin Osman Telekom Research & Development
BIMB Holdings Berhad
Abdul Kadir 17. Tan Sri Dato' Seri Haidar Mohamed Sdn Bhd
Bumiputra-Commerce Holdings BHPD 2/2008
Noor 33. Datuk Abdullah Hj Kuntom
Berhad CIMB Bank Berhad Malaysia Building Society Berhad
18. Tan Sri Dato' Hj Mohd Zuki Hj 34. Tuan Haji Ir. Abdullah Yusof
2. Dato' Dr. Mohamad Hashim Cement Industries of Malaysia
Ahmad Tajudin Kamaluddin 35. Abu Bakar Ibrahim
Island & Peninsular Berhad Khazanah Nasional Berhad
Chemical Company of Malaysia 19. Laksamana (B) Tan Sri Dato' Sri 36. Anuar bin Mohd Hassan
Berhad Malaysian Reinsurance Berhad
Mohd Anwar Hj Mohd Nor 37. Dato' Dr. Aziuddin Ahmad
3. Datuk Bazlan bin Osman Lembaga Tabung Angkatan Tentera ValueCap Sdn Bhd
Telekom Malaysia Berhad 20. Mohd Ali Dewal 38. Tan Sri Bashir Ahmad bin Abdul
Lippo Bank Tbk
4. Lau Tiang Hua 21. Tan Sri Datuk Dr Aris Othman Majid
Malaysia Building Society Berhad Malaysia Airport Holdings Berhad Malaysia Airport Holdings Berhad
22. Tan Sri Abdul Halim Ali 39. Jamilah Dato' Hashim
5. Dato' Abdul Rahman Abdul Ghani Malaysia Building Society Berhad Khazanah Nasional Berhad
Malaysian Airline System Berhad 23. Tan Sri Azlan Mohd Zainol 40. Dr. Kamarulzaman Mohamed Zin
Malaysia Resources Corporation Khazanah Nasional Berhad
6. Tuan Haji Abdul Jabbar bin Abdul 41. Tan Sri Datuk Mohamed Khatib
Majid Berhad
24. Tan Sri Datuk Khatib Abdul Hamid bin Abdul Hamid
Proton Holdings Berhad Pantai Holdings Berhad Pantai Holdings Berhad
25. Tan Sri Ahmad Sarji Abdul Hamid 42. Datuk Mohamed Zain bin
7. Dato' Lim Kheng Guan Permodalan Nasional Berhad
Telekom Malaysia Berhad 26. Dato'Mohammed Azlan Hashim Mohamed Yusof
Proton Holdings Berhad Faber Group Berhad
8. Dato' Fuad bin Jaafar 27. Tan Sri Dato' Ir Muhammad Radzi 43. Mohd Nadziruddin Mohd Basri
Tenaga Nasional Berhad Khazanah Nasional Berhad
Hj Mansor 44. Dr. Ir. Muhamad Fuad bin Abdullah
9. Dato' Anwarrudin Ahamad Osman Telekom Malaysia Berhad Island & Peninsular Bhd
UEM Builders Berhad 28. Tan Sri Leo Moggie 45. Dato' Rosli Sharif
Tenaga Nasional Berhad Faber Group Berhad
10. Tuan Haji Abdul Kadir Md Kassim 29. Dato' Ir Abdul Rahim Abu Bakar 46. Dato' Syed Saleh Syed Abdul
UEM World Berhad UEM Builders Berhad
30. Tan Sri Dr Ahmad Tajuddin Ali Rahman
11. Andrew Lo Kian Nyan UEM Group Berhad Lembaga Tabung Haji
Employees Provident Fund 31. Raja Tan Sri Arshad Raja Tun Uda 47. Dato' Zainal Azwar bin Zainal
Asia Capital Reinsurance Malaysia
12. Dr. Roslan A. Ghaffar Aminuddin
Malaysian Resources Corporation Sdn Bhd TH Plantation Berhad

Berhad

13. Tuan Haji Mohd Yusof Hussian
Bumiputra-Commerce Holdings

Berhad

14. Tuan Haji Khairuddin Ahmad
RHB Bank Berhad

15. Ismael Fariz Ali
Khazanah Nasional Berhad

boardview

34
Alumni List

48. Datuk Zainal Abidin Alias DF 1/2009 82. Stephanie Saw Ai Lin
Faber Group Berhad 64. Arlida Ariff Khazanah Nasional Berhad
Iskandar Investment Berhad
CF 2/2008 65. Adlan Ahmad 83. Dato' Ir. Abdul Rahim Abu Bakar
49. Dato' Ir. Abdul Rahim Bakar Iskandar Waterfront Sdn Bhd Telekom Malaysia Berhad
OPUS Group Berhad 66. Shahnaz Al-Sadat binti Abdul
84. Dato' Abdul Manaf bin Hashim
50. Abdullah Abdul Hamid Mohsein Tenaga Nasional Berhad
Malaysian Directors Academy UEM Group Berhad
67. Tuan Haji Hassan Jaa'far 85. Shahnaz Al-Sadat Abdul Mohsein
(MINDA) PLUS Expressway Berhad UEM Group Berhad
68. Dato' Noorizah binti Hj. Abd
51. Dato' Ahmad Pardas Senin 86. Tuan Haji Abdul Kadir Bin Md.
Malaysian Directors Academy Hamid Kassim
PLUS Expressway Berhad
(MINDA) 69. Tan Sri K. Ravindran UEM Land Holdings Berhad
PLUS Expressway Berhad
52. Dato' Anwar bin Haji @ Aji 70. Tan Sri Abdul Halim Ali CF 3/2010
Faber Group Berhad Malaysia Building Society Berhad 87. Tuan Haji Abdul Kadir Bin Md.
71. Mohd Izani Ashari
53. Tan Sri Dato' Seri Haidar bin Khazanah Nasional Berhad Kassim
Mohamed Nor 72. Michael Jude Fernandez Cement Industry of Malaysia
Khazanah Nasional Berhad
CIMB Bank Berhad 73. Hiroyuki Kudo 88. Datuk Dr. Syed Muhamad bin Syed
CIMB Group Berhad Abdul Kadir
54. Datuk Mohamed Arif Nun BHPD 3/2010
Silterra Malaysia Sdn Bhd 74. Encik Johan bin Abdullah CIMB Islamic Berhad
BIMB Holdings Berhad
55. Tan Sri Dato' Lau Yin Pin 75. Dato' Kalsom binti Abdul Rahman 89. Dato' Ikmal Hijaz Hashim
Tenaga Nasional Berhad Chemical Company of Malaysia Bhd Faber Group Berhad
76. Dato' Mohammed Azlan Hashim
56. Tan Sri Dato' Lodin Wok Employee Provident Fund (EPF) 90. Tan Sri Dato’ Dr. Muhammad Rais
Kamaruddin 77. Prof. Datuk Dr. Syed Othman Abdul Karim

Boustead Holdings Berhad Alhabshi Malaysian Directors Academy
Etiqa Takaful Berhad (MINDA)
57. Dato' Dr. Mohamad Hashim bin 78. Dato' Ikmal Hijaz Hashim
Ahmad Tajudin Faber Group Berhad 91. Laksamana Tan Sri Dato' Seri Ilyas
79. Mohd Izani Ashari Hj Din (Bersara)
Chemical Company of Malaysia Khazanah Nasional Berhad
Berhad 80. Hisham Zainal Mokhtar Perbadanan Hal Ehwal Bekas
Khazanah Nasional Berhad Angkatan Tentera
58. Tan Sri Mohamed Azman Yahya 81. Loh Wai Yee
Pharmaniaga Bhd Khazanah Nasional Berhad 92. Fazlur Rahman Ebrahim
Securities Commision
59. Tan Sri Datuk Mohamed Khatib
bin Abdul Hamid 93. Mahbob bin Abdullah
TH Plantations Berhad
Pantai Holdings Berhad
94. Datuk Azizan Abdul Rahman
60. Tan Sri Dato' Sheriff Mohd Kassim TH Properties Sdn Bhd
PLUS Expressway Berhad
95. Dato' Othman Jusoh
61. Dato' Mohd Shukri Hussin TH Technologies Sdn Bhd
Bumiputra-Commerce Holdings BHPD 4/2011
96. Tan Sri Abdul Halim Ali
Berhad Malaysian Building Society Berhad

62. Tan Sri Dato' Dr. Muhammad Rais 97. Abdul Rahim Bin Abdul Hamid
Abdul Karim Proton Holdings Berhad

Malaysian Directors Academy
(MINDA)

63. Oh Kim Sun
Pharmaniaga Bhd

boardview

35
Alumni List

98. Tan Sri Abi Musa Asa'ari 116. Dato' Gumuri Hussain 133. Datuk Mohamed Zain Mohamed
Lembaga Tabung Haji Securities Commission Malaysia Yusuf
99. Dr Achmad Riawan Amin
CIMB Islamic Bank Berhad 117. Tuan Haji Hassan Jaafar Faber Group Berhad
100. Behara Venkata Rama Subbu PLUS Expressway Berhad
Proton Holdings Berhad 134. Tan Sri Samsudin Osman
101. Datuk Francis Tan Leh Kiah 118. Ibrahim bin Awang Employee Provident Fund
Securities Commission Malaysia Permodalan Nasional Berhad
102. Tan Sri Ghazzali Sheikh Abdul 135. Dato’ Sulaiman Mohd Yusof
119. Dato' Kalsom Abd Rahman Syarikat Takaful Malaysia Berhad
Khalid MISC Berhad
Axiata Group Berhad 136. Datuk Zainal Abidin Alias
103. Datuk Johar Bin Che Mat 120. Mahadzir Bin Azizan Faber Group Berhad
Proton Holdings Berhad Syarikat Takaful Malaysia Berhad
104. Michael Jude Fernandes 137. Zaiviji Ismail bin Abdullah
Pantai Holdings Berhad 121. Datuk Mohaiyani binti Shamsudin UEM Group Berhad
105. Mohamed Nor Bin Abdul Hamid Malayan Banking Berhad
Etiqa Takaful Berhad DF 3/2012
106. Dato' Sri Mohd Nadzmi Bin Mohd 122. Dato' Mohamed Hassan Md Kamil 138. Tuan Haji Abdul Kadir bin Md
Syarikat Takaful Malaysia Berhad
Salleh Kassim
Proton Holdings Berhad 123. Tan Sri Dato' Dr Muhammad Rais UEM Group Berhad
107. Tan Sri Rainer Althoff Bin Abdul Karim
Proton Holdings Berhad 139. Dato’ Ir Abdul Rahim Abu Bakar
108. Tuan Haji Zakaria Bin Ismail Malaysian Directors Academy Telekom Malaysia Berhad
Syarikat Takaful Malaysia Berhad (MINDA)
109. Yew Wan Kup 140. Dato’ Ahmad Ibnihajar
CIMB Group Holdings Berhad 124. Osman bin Ismail Malaysian Resources Corporation
DF 2/2011 Permodalan Nasional Berhad
110. Datuk Abdul Malek Bin Abdul Aziz Berhad
NCB Holdings Berhad 125. Richard George Azlan Abas
111. Tuan Haji Abdul Kadir Bin Md Theta Edge Berhad 141. Datuk Azzat bin Kamaludin
Axiata Group Berhad
Kassim 126. Ronnie Kok Lai Huat
UEM Land Holdings Berhad TIME dotCom Berhad 142. Ibrahim Marsidi
112. Abdul Rahim Bin Abdul Hamid Telekom Malaysia Berhad
Proton Holdings Berhad 127. Tan Sri Datuk Dr. Rafiah Salim
113. Ahmad Tajuddin Carrim NAM Institute for the Empowerment 143. Kenneth Shen
Proton Holdings Berhad Axiata Group Berhad
114. Cindy Tan Ler Chin of Women (NIEW)
Malaysia Building Society Berhad 144. Loh Lee Soon
115. David Lau Nai Pek 128. Dato' Sulaiman Mohd Yusof Maybank Asset Management Sdn Bhd
Axiata Group Berhad Syarikat Takaful Malaysia Berhad
145. Tan Sri Dato’ Mohd Sheriff Mohd
129. Maj Gen Dato’ Zulkiflee bin Kassim
Mazlan
PLUS Malaysia Berhad
Perbadanan Hal Ehwal Bekas
Angkatan Tentera 146. Puasa Osman
Faber Group Berhad
BHPD 5/2012
130. Tan Sri Dato’ Sri Azizan Ariffin 147. Tuan Haji Zakaria bin Ismail
BHIC Aero Services Sdn Bhd Syarikat Takaful Malaysia Berhad
DF 4/2013
131. Amrish Hari Narayanan 148. Tan Sri Abdul Halim Ali
EMRAIL Sdn Bhd Malaysia Building Society Berhad

132. Tan Sri Dato’ Hari Narayanan A/L 149. Prof. Ir. Dr. Hj Abdul Rahman Bin
Govindasamy Omar

Tenaga Nasional Berhad UiTM Hospitality Management
Services Sdn Bhd

boardview

36
Alumni List

150. Ahmad Norhisham Hassan 168. Tuan Syed Kamarulzaman Bin 184. Tan Sri Dato’ Dr Muhammad Rais
Jambatan Kedua Sdn Bhd Dato' Syed Zainol Khodki bin Abdul Karim
151. Datuk Wira Ahmad Rusli Joharie Shahabudin
Pengurusan Aset Air Berhad Malaysian Directors Academy
152. Tan Sri Dr. Ahmad Tajuddin Ali Perbadanan Nasional Berhad (PNS) (MINDA)
UEM Group Berhad 169. Wan Abdul Aziz Ariffin
153. Dato' Ahmad Zaini Othman Khazanah Nasional Berhad 185. Datuk Mustafha Abd Razak
Malaysia Building Society Berhad 170. Dato' Wan Mohd Fadzmi Wan Bank Rakyat
154. Azman Bin Hj. Tambi Chik
Rangkaian Hotel Seri Malaysia Sdn Othman 186. Dato’ Nasarudin bin Hashim
AGRO Bank Perak Corporation Berhad
Bhd 171. Zainal Abidin Jalil
155. Dato' Hashmuddin Bin Mohd Malakoff Corporation Berhad 187. Nik Rizal Kamil Bin Tan Sri Dato’
Jambatan Kedua Sdn Bhd 172. Dato’ Zohari Bin Akob Nik Ibrahim Kamil
156. Dato' Seri Ismail Shahudin Jambatan Kedua Sdn Bhd
Opus Group Berhad 173. Encik Zaiviji Bin Abdullah Telekom Malaysia Berhad
157. Dato' Md. Agil Bin Mohd Natt UEM Group Berhad
EXIM Bank Malaysia Berhad BHPD 6/2013 188. Datin Paduka Norazlina binti
158. Mohamad Azmi Bin Ali 174. Abdul Rahim Abdul Hamid Zakaria
Jambatan Kedua Sdn Bhd Malaysia Debt Ventures Berhad
159. Dato' Mohamed Hassan Md Kamil 175. Prof. Ir. Dr. Hj Abdul Rahman Bin Perbadanan Kemajuan Negeri
Syarikat Takaful Malaysia Berhad Selangor (PKNS)
160. Datuk Mohamed Zain Mohamed Omar
UiTM Hospitality Management 189. Norazni Binti Mohd Isa
Yusuf Tenaga Nasional Berhad
Faber Group Berhad Services Sdn Bhd
161. Tuan Haji Mohd Radzi Hussein 176. Datuk Ir. Abdullah Sani bin Abd 190. Tan Sri Dato’ Ir. Hj. Omar Bin
Pengurusan Aset Air Bhd Ibrahim
162. Dato Norazman Abd Aziz Karim
UEM Group Berhad Faber Group Berhad UEM Group Berhad
163. Tan Sri Dato' Ir. Haji Omar Bin 177. Dato’ Adzmy bin Abdullah
SME Bank 191. Rahim Yunus
Ibrahim 178. Elakumari Kantilal Bank Rakyat
UEM Builders Berhad Faber Group Berhad
164. Dato' Rosely Bin Samsuri 179. Datuk Johar Che Mat 192. Datuk Razali bin Che Mat
Perbadanan Nasional Berhad Agro Bank Perbadanan Kemajuan Negeri
165. Dato' Rosman Bin Abdullah 180. Lim Tau Kien
Kumpulan FIMA Berhad UEM Group Berhad Selangor (PKNS)
166. Shahnaz Al Sadat 181. Mahadzir Azizan
Malaysian Directors Academy Syarikat Takaful Malaysia Berhad 193. Zainal Abidin Jalil
182. Tan Sri Datu Dr. Mohamad Taha Malakoff Corporation Berhad
(MINDA)
167. Dato' Sulaiman Mohd Yusof Arif 194. Dato’ Zuraidah Atan
Syarikat Takaful Malaysia Berhad IJN Sdn Bhd Bank Rakyat
183. Dato’ Mohd Salleh Mahmud
IJN Sdn Bhd DF 5/2013
195. Puan Rashidah Mohd Sies
Agro Bank

196. Dr. Saimy Bin Ismail
Faber Group Berhad

197. Encik Azizi Meor Ngah
Halal Industry Development

Corporation

198. YM Tengku Dato' Seri Hasmuddin
Tengku Othman

Institut Jantung Negara Sdn Bhd

199. Dato’ Farizan Darus
Jambatan Kedua Sdn Bhd

boardview

37
Alumni List

200. Dato’ Hashmuddin Bin Mohd 217. Mr. Abdulla Faiz 233. Tan Sri Dato' Sri Sabbaruddin Chik
Jambatan Kedua Sdn Bhd State Trading Organization PLC Bank Rakyat
201. Encik Mohamad Azmi B Ali
Jambatan Kedua Sdn Bhd 218. Dato’ Sri Azemi Bin Kasim 234. Dr. Suraya Sulaiman
202. Major (R) Ir. Mohd Ashari Alias Technology Park Malaysia Alpha Catalyst Consulting
Jambatan Kedua Sdn Bhd
203. Tan Sri Dr. Sulaiman Mahbob 219. Encik Hazrul Anuar Bin Abdull 235. Dr. Zainal Abideen Bin Salleh
Jambatan Kedua Sdn Bhd Hamid KUB Agro Holdings Sdn Bhd
204. Dato' Zohari Bin Akob
Jambatan Kedua Sdn Bhd UiTM Hospitality Management BHPD 7/2014
205. Encik Hazim Jamaluddin Services Sdn Bhd 236. Prof. Ir. Dr. Haji Abdul Rahman
Ministry of Finance
206. Ms. Ravinder Kaur a/p Mahan DF 6/2014 Omar
220. Prof Datuk Dr. Abdul Rahman Idris UiTM Hospitality Management
Singh Institut Terjemahan Buku Malaysia
Malaysia Building Society Bhd Services Sdn Bhd(Intekma Resort &
207. Puan Hawariah Bt Idris (ITBM) Convention Centre)
Multimedia Development
221. Mr. Ashvin Valiram 237. Dato' Sri Haji Azemi Kasim
Corporation Sdn Bhd (MDEC) 1Malaysia Development Berhad Technology Park Malaysia
208. Lt. Jen. (R) Datuk Abdul Aziz Bin
222. Dato' Sri Haji Azemi Bin Kasim Corporation Sdn Bhd
Hassan Pembinaan BLT Sdn Bhd (PBLT)
NCB Holdings Bhd 238. Dato' Sri Dr. Halim Shafie
209. Dato Abdul Malek Bin Abdul 223. Encik Ghazali Haji Darman Telekom Malaysia Berhad
Bursa Malaysia Berhad
Aziz 239. Dato' Ir. Dr. Ismail Mohamed Taib
NCB Holdings Bhd 224. Dato' Gumuri Bin Hussain Jambatan Kedua Sdn Bhd
210. Dato Zuraidah Binti Atan KUB Agro Holdings Sdn Bhd
NCB Holdings Bhd 240. Tn. Hj. Mohd Radzi Hussein
211. Puan Azlina Juliani Binti Abd Jalil 225. Dato' Ikmal Hijaz Hashim Pengurusan Aset Air Berhad
Perbadanan Nasional Berhad (PNS) Faber Group Berhad
212. YBhg Datuk Idris Bin Hashim 241. Tan Sri Dato' Mohd Sheriff Mohd
Perbadanan Nasional Berhad (PNS) 226. Encik Ismail Bin Mahbob Kassim
213. YBhg Dato' Mohd Arif Bin Ab. Export-Import Bank of Malaysia Bhd
Plus Malaysia Berhad
Rahman (Exim Bank)
Perbadanan Nasional Berhad (PNS) 242. Ms. Nguyen My Lan
214. Tan Sri Datuk Amar (Dr.) Hamid 227. Dr. Khalid Abdul Hamid GE in Vietnam & Cambodia
Jambatan Kedua Sdn Bhd
Bin Bugo 243. Mr. Philip Tan Puay Koon
Sapurakencana Petroleum Berhad 228. Datuk Dr. Marzuki Mohamad MIDF Amanah Investment Bank
215. Encik Ishak Bin Ismail Institut Terjemahan Buku Malaysia
SME Bank 244. Datin Sofiah Mohd Salim
216. Tuan Haji Ishak Bin Hashim (ITBM) JBB Consultant Sdn Bhd
SME Bank (CEDAR)
229. Dato' Mazri Muhammad DF 7/2014
Institut Terjemahan Buku Malaysia 245. Prof Datuk Dr. Abdul Rahman Idris
Institut Terjemahan Buku Malaysia
(ITBM)
(ITBM)
230. Encik Nik Mohd Nasir Nik
Rithauddeen 246. Tuan Haji Abdul Wahab Abu Bakar
Pembangunan Sumber Manusia Bhd
Bank Rakyat
247. Dato’ Agil Natt
231. Encik Nik Najib Bin Husain Exim Bank
Export-Import Bank of Malaysia Bhd
248. Datuk Idris Bin Hashim
(Exim Bank) Perbadanan Nasional Berhad

232. Dato' Rosli Bin Mohamed Nor
Export-Import Bank of Malaysia Bhd

(Exim Bank)

boardview

38
Alumni List

249. Dato’ Ismail Bin Md Salleh 265. Dato’ Hj. Kamil Khalid Ariff 279. Datin Mary Sa'diah Binti
Jambatan Kedua Sdn Bhd Indah Water Konsortium Sdn Bhd Zainuddin
250. Mr. Jeremy Bin Nasrulhaq
Malaysia Airports Holdings Berhad 266. Dato' Ir. Haji Annies Bin Md Ariff Naim Holdings Berhad
251. Mr. John Chacko Jambatan Kedua Sdn Bhd 280. Datuk Abdul Malek Bin Abdul Aziz
Leaped Services Sdn Bhd NCB Holdings Berhad
252. Encik Mohamad Azmi Bin Ali 267. Tuan Hj Rosli Bin Abdullah 281. Dato’ Mohd Salleh Mahmud
Jambatan Kedua Sdn Bhd Malaysia Airports Holdings Berhad Prokhas Sdn Bhd
253. Major (R ) Ir. Mohd Ashari Alias 282. Dato’ Fauziah Yaacob
Jambatan Kedua Sdn Bhd (MAHB) Telekom Malaysia Berhad
254. Encik Mohd Jafar B. Abd Majid DF 9/2016
Pembangunan Sumber Manusia Bhd 268. Dato’ Siti Zauyah Binti Md Desa 283. Mr. Philip Tan Puay Koon
255. Encik Mohd Zahrain Bin Mohd Malaysia Airports Holdings Berhad Cagamas Berhad
284. Dato' Md. Agil Bin Mohd Natt
Nor (MAHB) EXIM Bank Malaysia Berhad
Cyberview Sdn Bhd 285. Dato' Sri Dr. Mohd Isa Hussain
256. Dato’ Haji Romli B. Hassan 269. Datuk Zalekha Hassan EXIM Bank Malaysia Berhad
Pembangunan Sumber Manusia Bhd Malaysia Airports Holdings Berhad 286. Datuk Wong Seng Foo
257. Dr. Saimy Ismail EXIM Bank Malaysia Berhad
Faber Group Berhad (MAHB) 287. Dato’ Ir. Annies Md Ariff
258. Lieutenant General Dato' Seri Jambatan Kedua Sdn Bhd
270. Dato’ Jasmy Bin Ismail 288. Datuk Seri Hashmuddin Bin
Panglima Dr. Sulaiman Abdullah Malaysia Building Society Berhad
Pharmaniaga Berhad Mohammad
259. Dato’ Syed Kamarulzaman (MBSB) Jambatan Kedua Sdn Bhd
289. Dr. Khalid Abdul Hamid
Bin Dato' Syed Zainol Khodki 271. Mr. Philip Tan Puay Koon Jambatan Kedua Sdn Bhd
Shahabudin Malaysian Electronic Clearing 290. Mr. Mohamad Azmi Bin Ali
Perbadanan Nasional Berhad Jambatan Kedua Sdn Bhd
260. Datuk Wan Shihab Wan Ismail Corporation Sdn Bhd (MyClear) 291. Dato’ Seri Ir. Mohd Noor Bin
Prime Minister's Office (PMO)
261. Ms. Pauline Yeo Puai Eng 272. Datuk Dr. Abd Shukor Abd Yaacob
Iskandar Malaysia Studios Sdn Bhd Rahman Jambatan Kedua Sdn Bhd
262. Encik Zalman Bin Ismail 292. Dato’ Ir. Dr. Ismain Bin Mohamed
Jambatan Kedua Sdn Bhd Malaysian Kuwaiti Investment Co.
263. Tan Sri Dr. Zulkefli Bin A. Hassan Sdn Bhd Taib
Percetakan Nasional Malaysia Berhad Jambatan Kedua Sdn Bhd
DF 8/2015 273. Mr. Abdullah Al-Sayer 293. Ir. Moslim Bin Othman
264. Datuk Noriyah Bt Ahmad Malaysian Kuwaiti Investment Co. Malaysia Building Society Berhad
Ekuiti Nasional Berhad (Ekuinas) 294. Datuk Ir. Abdullah Sani Bin Abd
Sdn Bhd
Karim
274. Mr. Faisal Al-Musallam UEM Edgenta Bhd
Malaysian Kuwaiti Investment Co.

Sdn Bhd

275. Mr. Krishna Kumar
Malaysian Kuwaiti Investment Co.

Sdn Bhd

276. Ms. Nour Al-Bader
Malaysian Kuwaiti Investment Co.

Sdn Bhd

277. Dr. Yacob Mustafa
Malaysian Kuwaiti Investment Co.

Sdn Bhd

278. Mr. Michael Azmi-Loe
Mazmi Associates Sdn Bhd

boardview

And Our Clients Are...

1Malaysia Development Berhad Island & Peninsular Berhad Performance Additives Sdn Bhd
Affin Bank Berhad IWK Konsortium Sdn Bhd Permodalan Nasional Berhad
Affin Hwang Investment Bank Berhad Jambatan Kedua Sdn Bhd Petra Jaya Properties Sdn Bhd
Affin Islamic Bank Berhad JBB Consultant Sdn Bhd Petronas
Agrobank JKP Sdn Bhd Pharmaniaga Berhad
Ahmad Zaki Resources Berhad K & N Kenanga Holdings Berhad PLUS Expressways Berhad
Allianz Malaysia Berhad Khazanah Nasional Berhad Primanora Medical Centre
Alpha Catalyst Consulting KKIP Sdn Bhd Prokhas Sdn Bhd
Amanah Raya Berhad KL Kepong Country Homes Sdn Bhd Proton Holdings Berhad
Amanahraya Investment Management Sdn Bhd Kolej Yayasan Sabah PT Bank Lipro Tbk
AmcorpGroup Berhad KPJ Healthcare Berhad Puncak Niaga(M) Sdn Bhd
Amir Kahar Holdings KPJ Johor Specialist Hospital QL Resources Berhad
AptivaAsia Sdn Bhd KPJ Seremban Specialist Hospital Rangkaian Hotel Seri Malaysia Sdn Bhd
Axiata Group Berhad KPS Consortium Berhad Ranhill Group Sdn Bhd
Bank Rakyat KTM Berhad Ranhill Worleyparsons Sdn Bhd
BHIC Aero Services Sdn Bhd KTM Distribution Sdn Bhd RHB Bank Berhad
BIB Insurance Brokers Sdn Bhd KUB Agro Holdings Sdn Bhd RHB Islamic Bank Berhad
BIMB Holdings Berhad Kumpulan FIMA Berhad Romstar Sdn Bhd
Boustead Holdings Berhad Kumpulan Modal Perdana Sdn Bhd S.S Excel Communication Consulting Sdn Bhd
Boustead Penang Shipyard Sdn Bhd Leaped Services Sdn Bhd Sabah Electricity Sdn Bhd
Bursa Malaysia Berhad Lembaga Tabung Angkatan Tentera Sapura Industrial Berhad
Business and Management International College Lembaga Tabung Haji Sapura Resources Berhad
(BMIC) Linshanhao Plywood (Sarawak) Sdn Bhd Sapurakencana Petroleum Berhad
Cagamas Berhad Malakoff Corporation Berhad Sarawak Hidro Sdn Bhd
CapitaMalls Malaysia REIT Management Sdn Bhd Malaysia Airlines Seagate Systems (M) Sdn Bhd
Cement Industry Malaysia Berhad Malaysia Airports Holdings Berhad Securities Commision Malaysia
CG Board Asia Malaysia Building Society Berhad Seers Partnership Sdn Bhd
Chemical Company of Malaysia Berhad Malaysia Debt Ventures Berhad Sepang International Circuit
CIMB Bank Berhad Malaysia Venture Capital Management Berhad Shin Yang Shipyard Sdn Bhd
CIMB Holdings Berhad Malaysian Electronic Clearing Corporation Sdn Silterra Malaysia Sdn Bhd
CIMB Islamic Berhad Bhd (MyClear) Sime Darby Berhad
Cliq Energy Berhad Malaysian Kuwaiti Investment Co. Sdn Bhd SIRIM Berhad
Composite Technology Resources Malaysia Sdn Malaysian Mosaics Berhad SME Bank
Bhd Malaysian Resources Corporation Berhad State Trading Organization PLC
Continental Tyre PJ Malaysia Sdn Bhd Malaysia-Thailand Joint Authority Syarikat Perumahan Negara Berhad
Credience Malaysia Sdn Bhd Managepay System Berhad Syarikat Prasarana Negara Berhad
Destination Resorts & Hotels Sdn Bhd Maybank Asset Management Sdn Bhd Syarikat Takaful Malaysia Berhad
Dijaya Corporation Berhad Maybank Group Berhad Tan Chong Motors Sdn Bhd
Ekuiti Nasional Berhad (Ekuinas) Mazmi Associates Sdn Bhd Taylor's University Sdn Bhd
Employees Provident Fund Menara Optometry Centre Sdn Bhd Technology Park Malaysia Corporation Sdn Bhd
EMRAIL Sdn Bhd MIDF Amanah Investment Bank Telekom Malaysia Berhad
Encorp Berhad MIMOS Berhad Tenaga Nasional Berhad
EP Manufacturing Bhd Ministry of Finance TH Plantations Berhad
Ernst & Young Sri Lanka Ministry of Transport TH Properties Sdn Bhd
Etiqa Takaful Berhad Ministry of Women, Family and Community TH Technologies Sdn Bhd
EXIM Bank Development Theta Edge Berhad
Faber Group Berhad MNRB Holdings Berhad Tokio Marine Life Insurance Malaysia Berhad
Felcra Berhad Mondelez Malaysia Sales Sdn Bhd TPM College Sdn Bhd
Gas Malaysia Berhad Multimedia Development Corporation Sdn Bhd Triplc Berhad
GE in Vietnam&Cambodia Naim Holdings Berhad UDA Holdings Berhad
Genting Plantations Berhad NCB Holdings Bhd UEM Builders Berhad
Global Facilities Management Sdn Bhd Opus Group Berhad UEM Edgenta Bhd
Halal Industry Development Corporation OSK Technology Ventures Sdn Bhd UEM Group Berhad
IHH Helathcare Berhad Pakatan Reka Arkitek Sdn Bhd UEM Sunrise Berhad
IJN Holdings Sdn Bhd Pejabat Menteri Besar Johor UiTM Hospitality Management Services Sdn Bhd
IK Chin Travel Service (K) Sdn Bhd Pejabat Timbalan Setiausaha Kerajaan Negeri Sabah UMW Corporation Sdn Bhd
Indah Water Konsortium Sdn Bhd Pembinaan BLT Sdn Bhd (PBLT) UMW Oil & Gas Corporation Berhad
Inno Bio Ventures Sdn. Bhd. Penang Port Sdn Bhd Unit Perancang Ekonomi Negeri Johor
InnoSense Consultancy and Trading Pengurusan Aset Air Berhad Valuecap Sdn Bhd
Institut Terjemahan Buku Malaysia (ITBM) Perak Corporation Berhad WTK Holdings Berhad
Iskandar Investment Berhad Perbadanan Bekalan Air Pulau Pinang Sdn Bhd WZR Property Sdn Bhd
Iskandar Malaysia Studios Sdn Bhd Perbadanan Hal Ehwal Bekas Angkatan Tentera Yayasan Raja Muda Selangor
Iskandar Regional Development Authority (IRDA) Perbadanan Kemajuan Negeri Selangor (PKNS) Yayasan Sabah Group
Iskandar Waterfront Development Perbadanan Nasional Berhad (PNS)