Issue.7 May 2012

issue no.7 - May 2012

KDN PP 16092/06/2012 (030572)

Board View

HIGHLIGHTS

Foreword by the CEO........3
Upcoming Event 2012.......19
Book Review ......................21
Programme Highlights....... 22

FEATURED ARTICLES 12 Ecomagination
4 GLC Transformation Programme by GE Malaysia

(GLCT) Report Card 15 Trust At The Top - Getting 1

by Putrajaya Committee on GLC High Performance Experience Understanding

7 Mind The Gap - Half of Asia’s Boards MbAyLMAaYuSraIcANCicDcIaRrEeClli TORS ACADEMY

have no Woman,a Risky Position for
Governance and Growth

by Alicia Yi

CONTENTS

Contents Editorial Team

FOREWORD......................................................................3 Editor In Chief
From The CEO’s Desk Dato’ Abdul Aziz Abu Bakar

FEATURED ARTICLES Contributors
ARTICLE ONE....................................................................4 The Putrajaya Committee on GLC High
GLC Transformation Programme (GLCT) Report Card Performance (PCG) Transformation
by Putrajaya Committee on GLC High Performance Management Office (TMO)

ARTICLE TWO ...................................................................7 Alicia Yi
Mind The Gap Managing Director, Strategic Client Services
Half Of Asia’s Boards Have No Woman, Co-Leader, Human Resources Center of
A Risky Position For Governance And Growth Expertise,
by Alicia Yi Asia Pacific, Korn Ferry International Singapore

ARTICLE THREE ...............................................................12 GE Malaysia
Ecomagination
by GE Maurac Ciccarelli
Korn/ Ferry International
ARTICLE FOUR ................................................................15
Trust At The Top - Getting Experience Understanding Content Management
by Maurac Ciccarelli Mazni Ahmad Norilah

UPCOMING EVENT .........................................................19 Communications and Marketing
Building High Performance Directors (BHPD) 2012 Muhammad Hafiz Mahmood

BOOK REVIEW ................................................................21 Creative Designer & Printer
The Three Levels of Leadership - How To Develop your A & S Cetak Sdn. Bhd.
Leadership, Presence, Knowledge and Skill (KKDN: PQ1780/3869)
by James Scouller
Publisher & Distributor
PROGRAMME HIGHLIGHTS .............................................22 Malaysian Directors Academy

ALUMNI LIST ....................................................................27

2 MALAYSIAN DIRECTORS ACADEMY

ForewOrd

From The
CEO’s Desk

‘Board Rising to the
Challenges of Corporate

Entrepreneurship’

Dato’ Abdul Aziz Abu Bakar

Welcome to MINDA’s 7th issue of BoardView. This is a In other news, aligned with the government’s aspiration for
special issue to mark MINDA’s 5th year of establishment. the 30% target of women’s participation at the decision
The Government Linked Companies network has certainly making level in the corporate sector by 2016, MINDA and
given the means for MINDA to spread its wings and I thank NAM Institute for the Empowerment of Women Malaysia
you for all the support received towards MINDA and its (NIEW) conducted its pilot Women Directors Onboarding
programmes to date. Training Programme. This pilot group comprising a batch
of 25 women participants went through the first of such a
With the new challenges and the uncertainty in the programme; designed to prepare potential and qualified
business environment, companies are encouraged to women to fully understand their roles as board directors.
find new ways or strategies in exploring new business
opportunities. This is what Corporate Entrepreneurship is From 4 – 7 June 2012, MINDA will be conducting its
all about. It is about creating new businesses, products, Building High Performance Directors (BHPD) programme
services, and processes to create value and generate new in Kunming, China, themed “Corporate Entrepreneurship”.
business growth inside of existing organisations. BHPD 2012 will focus primarily on the Entrepreneur
to Entrepreneurial Leadership, Organisational
MINDA and the Asian Strategy & Leadership Institute will Entrepreneurship, Corporate Sustainability, Board’s Role,
be organising the International Directors Summit 2012 Building the Board’s Capabilities and Enhancing Board &
themed “Awakening the Corporate Entrepreneurship for Organisation. Do not miss this opportunity to participate
High Income Economy” on 21 & 22 May 2012. YB Dato’ in our BHPD 2012.
Haji Ahmad Husni Mohamad Hanadzlah, Minister of
Finance II Malaysia will be delivering the keynote address MINDA is also pleased to announce the appointment of
and officiating the Summit. The theme reflects a valuable Dr Sundaran Annamalai; replacing Datuk Dr. Rahamat
instrument for rejuvenating and revitalising existing Bivi binti Yusoff. Dr Sundaran Annamalai is currently the
companies for business developments, revenue growths, Under Secretary Economics and International Division of
and profitability enhancements as well as pioneering the the Ministry of Finance.
development of new products, services and processes.
Featured articles in this special issue of BoardView
MINDA also recently organised its Charity Golf include the GLC Transformation Programme Progress
Tournament to commemorate the 5th anniversary. The Report by Putrajaya Committee on GLC High Performance
18-hole championship consisted of nearly 100 golfers (PCG) Transformation Management Office and “Mind the
ranging from the Board of Directors of GLCs & MNCs Gap; Half of Asia’s boards have no women, a risky position
and MINDA’s alumni, stakeholders & partners. Two for governance and growth” by Ms Alicia Yi. In this issue
Organisations namely Yayasan Chow Kit (formerly known we also include articles on “Trust at the Top” by Ms. Maura
as Yayasan Salam) and the Learning and Development C Ciccarelli and “Ecomagination” by GE. More news and
Centre Malaysia (CHILD) were selected as beneficiaries of details on MINDA’s activities, book review and alumni
our generous contributions. YB Dato’ Raja Nong Chik bin members can be found in this special issue of BoardView.
Dato’ Raja Zainal Abidin, Minister of Federal Territories
and Urban Well-Being was the patron to the charity With this, I wish you happy reading.
tournament.

MALAYSIAN DIRECTORS ACADEMY 3

FEATURED ARTICLES _ARTICLE ONE

GLC Transformation Programme (GLCT) Report Card

The GLCT Report Card as at May 2012 was recently presented at the 24th Meeting of the Putrajaya Committee on
GLC High Performance (PCG24), chaired by YAB Prime Minister on 3 May 2012. The meeting was followed by a lively
engagement session between YAB Prime Minister and over 3,000 G20¹ GLC employees.
At this session YAB Prime Minister shared with GLC employees the progress on GLCT as well as national transformation
efforts. YAB Prime Minister emphasised on the importance of industrial harmony and the partnership between the
Government, the Board, senior management and employees as well as unions in delivering our transformation efforts.
As GLCs continue to create value, it is important to share that value with employees and the nation at large. The GLCs’
performance to date reflects this approach of “value created, value shared”, as summarised in the following extracts
from the report card.
The GLCT Programme Has Delivered Financial Value
Since the launch of GLCT in May 2004, the G20 has significantly improved in most key areas of their financial
performance.
Total shareholder return (TSR) grew 14.5% per annum from 14 May 2004 till 13 Apr 2012, outperforming the rest of
FBMKLCI by 2.4% per annum. In the same period, market capitalisation of the G20 grew by RM196b or 140% to RM336b.

G20 aggregate earnings grew 18.2% per annum, from RM9.0b in 2004 to an all time high of RM20.1b in 2011.
Aggregate earnings equivalent to RM13b per annum over the 8 years has improved significantly compared to RM4.9b
per annum earned prior to 2004.

The G20 achieved 67% of their key financial and operational performance indicators (KPIs) for 2011, slightly lower
than the 72% achieved in 2010 due to stretched targets set for the year.
G20 return on equity was 11.8% in 2011, up from 10.6% in 2010, but lower than FBMKLCI’s return on equity of 21.6%
in 2011.

¹ A selection of originally 20 larger GLCs controlled by Government-Linked Investment Companies (GLICs) constituents of the Putrajaya Committee on GLC High Performance (PCG). There are currently 17
GLCs in the G20 due to various mergers, de-mergers, divestments and other corporate exercises.
2 Bloomberg Analyst Consensus Estimates
Source: G20 Reporting, Bloomberg, PCG Analysis

4 MALAYSIAN DIRECTORS ACADEMY

FEATURED ARTICLES _ARTICLE ONE

Sharing Gains With Stakeholders

The GLCT Programme has delivered benefits on all fronts, touching lives of all key stakeholder groups, including the
general public and the GLCs’ own employees.

The G20 are responsible for almost 360,000 employees, having been net creator of 16,210 jobs in 2011. Besides job
creation, G20 has continued to focus on employee welfare, with non-executive salaries growing by 7.5% annually on
average over the last 3 years, higher than the national average of 5.4% per annum.

The G20 has ramped up on human capital development, spending RM315m on traininganddevelopment in 2011, compared
to RM127m in 2004, with investment per employee rising from RM1,067 to RM2,045. This has created opportunities for
skills upgrading and career progression, with 9,764 non-executives promoted to executive level since 2004.

PINTAR is a school adoption programme by GLCs and other corporates to improve educational outcomes of students
in under-served communities, mainly in rural areas. To date 292 schools have been adopted (including graduated
schools), benefiting more than 450,000 students. In 2011, 11.2% of PINTAR students scored straight As for UPSR,
compared with the national average of 9.5%.

12,757 unemployed graduates have been trained and given work opportunities under the GEMS (Graduate Employability
Management Scheme), GREEN (Graduate Employability Enhancement Programme) and SL1M (Skim Latihan 1Malaysia).

The Sejahtera programme to alleviate hardcore poverty has benefited 4,690 families by upskilling and providing
access to housing, infrastructure and tools.

The G20 through their various Vendor Development Programmes (VDP) have supported 1,803 vendors since 2004, of
which 314 have graduated to date, having developed the requisite level of skills to compete on their own.

Nation Building and Supporting National Transformation

We are now in the 4th and final phase of GLCT and this
coincides with the Government’s implementation of
the New Economic Model (NEM). GLCs are expected
to support the NEM via executing the following 5
roles:

Source: G20 Reporting, PCG Analysis, Malaysian Employers Federation

MALAYSIAN DIRECTORS ACADEMY 5

FEATURED ARTICLES _ARTICLE ONE
GLICs & GLCs’ 5 Roles in NEM

1. Stay the course in executing the 10 year GLCT Programme. The Programme aims to raise the performance of
all GLCs, contributing to NEM and Malaysia’s overall efforts to become a high income nation by 2020. Thus the
G20 has been diligently implementing the 10 GLCT Initiatives and executing various transformation, turnaround,
restructuring and growth programmes. As a result of these efforts the G20 have returned RM62b in dividends
(RM7.8b per annum) and paid RM40b in taxes (RM5.0b per annum) from 2004 to 2011, which is significantly higher
than the RM2.9b per annum in dividends and RM2.9b per annum in taxes paid prior to 2004.

2. Relentless drive to become regional champions. To date, several GLCs have established an overseas presence
and are well on track towards becoming regional champions, whilst other GLCs are building capacity to reach this
level within the short to medium term.

3. Pursue New Economy Investments (NEIs). The G20 have made RM136b of capital investments, of which RM92b
have been domestic investments in order to catalyse new industries that will move the country further along the
value chain towards developed nation status.

4. Collaborate and co-invest with the non-GLC private sector. Selected recent examples of such collaborations
include infrastructure sharing between Digi and Axiata, strategic partnership between CIMB and Tune Money on
joint branding and product building, and Affin Holdings’ strategic partnership with The Bank of East Asia to roll out
Islamic Banking in China.

5. Focus on core businesses on a level playing field and to progressively divest out of non-core and non-competitive
assets. GLICs and the G20 have responded to the Government’s call to divest non-core assets, where recent
examples include Proton, Pos Malaysia and Titan Chemicals.

To this end, GLICs and the G20 have been actively supporting the Government Transformation Programme (GTP) and
Economic Transformation Programme (ETP). Overall, the G20 have committed to invest RM7.4b in various Entry Point
Projects (EPPs) under the ETP.

The Journey Continues

In the 8th year of the 10-year GLCT The GLCT Journey Continues
Programme – efforts need to be
intensified to create several regional 2004 2005 2006 2007 2010 2015
champions by 2015. In its final phase,
GLCs must relentless stay the course Phase 1: Phase 2: Generate Phase 3: Tangible Phase 4: Full
as set up by the programme to create Mobilisation, National Benefit
champions, be “best-of-breed” and Diagnosis Momentum Results
regionalise whilst continuing to & Planning 5-10 years onwards
support the national transformation 12-17 months 2-5 years
and development agenda, including 14 months Several regional champions
the NEM. Most GLCs performing at
5/2004 1/2005 par with competitors

PCG formed

2004 Measures 29th July 2005

KPI and PLCs Transformation
Performance contracts Manual Launch
Board composition Policy Guidelines
reform Ten 2005/6 Initiatives
Revamp of Khazanah
GLC leadership
changes

Targeted outcomes:

Diagnosis of GLCs 2005/6 Initiatives Maintain momentum
conducted implemented Tangible&sustained
Determination of Full roll-out in place benefits across GLCs
policy Principles Key policies endorsed Visible benefits to all
Initial 2004 Initiatives and executed upon stakeholders, e.g.,
launched Early fruits of customers, vendors,
sustainable employees, etc.
improvement Large scale strategic and
financial changes made
Material changes to
Boards

Source: GLC Transformation Manual, July 2005

Source: G20 Reporting, PCG Analysis

Policy Thrust 1: Policy Thrust 2: Policy Thrust 3: Policy Thrust 4:
Upgrade the Enhance GLIC Adopt best
6 MALAYSIAN DIRECTORS ACADEMCmYlaanridfyatteheinGthLeC effectiveness capabilities as practices within
of Boards and professional GLCs
context of

FEATURED ARTICLES _ARTICLE TWO

Mind The Gap

Half of Asia’s boards have no woman,
a risky position for governance and growth

by Alicia Yi

Women hold very few seats on Asia’s corporate boards, and nearly half have no women directors at all. This gender gap
poses real bottom-line risks to companies that want to leverage the growth trajectory of these fastchanging economies.

Just 8.6 percent of company directors in Hong Kong. 8.1 percent in China. and 7.8 percent in Malaysia are women.
according to the first round of data from Korn/Ferry International’s 2011 Asian Board Diversity study. These figures
drop to 6.4 percent in Singapore and 4.7 percent in India. More than 70 percent of boards in six countries - China, Hong
Kong, India, Malaysia, New Zealand, and Singapore - have no female independent directors. Boards with three or more
female directors were rare. and boards with three or more female independent directors were almost nonexistent.

Korn/Ferry’s Asia board diversity study examined the largest 100 domestic companies by market capitalization in
Australia, China. Hong Kong. India. Malaysia. New Zealand. and Singapore. While under representation of women was
not a surprise. the imbalance was stark compared to Europe and North America.

Gender imbalance globally

The percentage of women on boards in most Asian countries is about half that in Europe, Australia. and North America.

The percentage of women on FTSE 100 boards is 12.5 percent.according to the Female FTSE Board Report, an index
published by Cranfield School of Management. The Korn/Ferry Market Cap 100 report for 2010 showed that. among
the 100 largest U.S. companies, women held 16 percent of American board positions.

The dearth of women on corporate boards has come under the spotlight in many countries, especially in Europe, since
2009. A number of countries have addressed the imbalance by changing corporate governance codes or implementing
quotas. Finland, Sweden, the Netherlands, and Denmark all introduced measures that led to a rise in the number of
women on boards.

Last year, Australia also changed its national corporate governance guidelines to require boards to report their level
of gender diversity. This change, which came into effect on January 2011, has already sparked a rise in the number of
women appointed to corporate boards. Women comprised 25 percent of all new appointments to boards of companies
listed on the ASX 200 in 2010, compared to just 5 percent in 2009.

Women are piloting Asia’s g rowth

Asia’s economies are at a turning point, and companies that fail to bring women onto their boards to provide advice and
direction are taking several major risks. They risk overlooking qualified director candidates in a market that’s drastically
short on such talent, they risk misSing an opportunity to improve corporate governance by increasing the diversity of
voices and views, and they risk the opportunity to better connect with the very people piloting Asia’s boom - women.

MALAYSIAN DIRECTORS ACADEMY 7

FEATURED ARTICLES _ARTICLE TWO

Consumption, not production, is now fuelling economic growth in this region - and Asian women are increasingly
making more of the spending decisions. Women have control over spending in 64 percent of Asia’s households in
2011, up from 53 percent in 2009, according to Mastercard’s Index of Women’s Advancement. In China, a notable 75
percent of women said they controlled household spending.

Women’s representation on boards by country and by role

Australia China Hong Kong India Malaysia New Zealand Singapore
4.7%
Directors 11.2% 8. 1% 8.6% 2.1% 7.8% 7.5% 6.4%

Executive directors 3.3% 4.9% 9.4% 4.5% 7.6% 3.4% 8.7%
8.2%
Independent non-

executive directors 17.7% 12.3% 8.4% 7% 8.5% 5.2%
11.6% 11.4% 9.9%
Non-executive directors 2.6% 7.6% 10.9%

Young women across Asia, meanwhile, are fast becoming more educated than their male peers and will take on a greater
role in the economy. There are now more women than men enrolled in tertiary education institutions in most Asian
countries, including Australia, Philippines, New Zealand, Hong Kong, Thailand, Malaysia, Taiwan, China, and Vietnam,
according to Mastercard’s report. Malaysia is particularly interesting: there are 36 percent more women than men in
tertiary institutions. Women will soon constitute a larger proportion of Asia’s professional workforce as they continue
to out-graduate their male peers. That means Asian women will earn more, spend more, and playa greater role in the
business community.

The lack of women on Asia’s boards should ring a warning bell for corporate leaders. The composition of a board should
reflect that company’s market - and its customer base. Companies that rely solely on men to make strategic decisions
on products, innovation, and growth are shortchanging themselves on new ideas and different views on how to address
their market.

Half of boards have no women at all

Korn/Ferry’s study found that 348 of 700 boards have only male directors - meaning almost half have no female
representation at all. Only 22 of the 700 boards in the study have more than two female directors in either the executive
or independent non-executive director role.

70% 65%
60%
57% 56% 59% No woman
One female directors
50% 44% 43% Two female directors
40% Three female directors
39% 39% Four female directors

30% 29% 26% 31% 30% 30%
20% 26%
20% 23%
14%
13% 13%
10% 11% 10%
0%
1% 7% 4% 0% 0% 4% 1% 1%
0% 1% 2% India 1% 0% 0%

Australia China Hong Kong Malaysia New Zealand Singapore

Australia has the best track record in this region: just 29 percent of companies surveyed have all-male boards there,

and 26 percent have two female directors. New Zealand, Singapore, and India fared the worst: 65 percent of companies

surveyed in New Zealand have all-male boards, 59 percent in Singapore, and 57 percent in India. Malaysia is right

behind with 56 percent of companies surveyed having only men on their corporate boards. In those four countries, the

number ofFicgourme 4panies that have two female directors ranged from 1F0igutreo5 13 percent - a tiny fraction.
Market capitalization of companies with two or more
female directors vs. all companies ($B) Board size of companies with two or more
female directors vs. all companies

$B $B
25
8 MAL2A5 YS22.I4AN DIRECTORS ACADEMYAverage market capitalisation Average board size for
of companies with 2 or more 20 companies with 2 or more
female directors female directors
Average board size for all
20 Average market capitalisation

18.2

FEATURED ARTICLES _ARTICLE TWO

Even Asian companies that do appoint female directors often fail to give them leadership positions. None of the
companies we studied in New Zealand had a female chief executive. The numbers were equally low elsewhere: 2
percent in Hong Kong, 3 percent in Australia and 5 percent in Singapore had female CEOs. China came out best, but
even there, just 7 percent of the companies had a female chief executive. Female chairpersons are also in short supply.
Just 4 percent of the Australian, Chinese, and New Zealand companies we studied had a female board chair, with
smaller figures in the other countries: 2 percent in India, 2 percent in Malaysia, and 3 percent in both Singapore and
Hong Kong.

The situation was the same for female committee chairs. Consider Hong Kong. There, women chair 1.1 percent of
audit committees, 4.2 percent of remuneration committees, and 4.8 percent of nominating committees. Low figures
like these were typical across the region. The exception -11.8 percent of audit committees in China, 13.1 percent of
remuneration committees in New Zealand, and 16.7 percent of audit committees in Australia are chaired by women.

Percentage of board le adership positions held by women

Australia China Hong Kong India Malaysia New Zealand Singapore

CEO’ 3% 7% 2% 2% 6% 0% 5%

Chair 4% 4% 3% 2% 2% 4% 3%

Chair of Audit Committee 16.7% 11.8% 1.1% 1% 4.1% 4.9% 5.6%

Chair of Nominating Committee 8.8% 4% 4.8% 0% 1.2% 5.3% 4.5%

Chair of Remuneration Commiltee 12.2% 5.3% 4.2% 1.5% 1.2% 13.1% 5.6%

‘Companies in China tend to have presidents instead of CEOs

Boardroom shortfall part of larger talent gap

The quick evolution of Asia’s economies has left companies looking for a new kind of leader that is in desperately short
supply. Over the last 20 years, when Asia was a low-cost manufacturer or backoffice to the West, success depended on
only a single-minded “plan, execute, and task” management strategy. Today’s corporate leaders must be able to design
and innovate products for Asian consumers, and create strategies for multiple fast-changing Asian markets.

Asian companies frequently complain about the shortage of good, experienced leaders and directors who have the
skills to meet these new challenges. Broadening the search to include women could immediately widen the talent pool
and bring more than just gender diversity to the table.

Our gender survey shows that the existing women directors are, on average, three years younger than their male
counterparts and from a more diverse range of backgrounds. While about the same percentage of male and female
directors have a business education, female directors are more likely to have an accounting or law background. Men
are more likely to have an engineering background, which may decrease in relevancy as Asia moves beyond being
the world’s workshop. In India, almost half the female directors have educational backgrounds outside the traditional
businesses of accounting, engineering and law, but instead have degrees in political science, public administration,
and medicine.

Meantime, in the wake of the global financial crisis, companies across the world are working hard to improve corporate
governance. Increasing the diversity of their corporate boards helps achieve their objectives of boosting shareholder
value and representing stakeholders, including customers, employees, and business partners. A diverse group of
directors is more likely to raise questions, challenge the status quo, or spot new opportunities. Hiring women from
different ethnic, age, and national groups can immediately add multiple diversity facets to the oversight lens.

Additionally, as the marketplace has become global, Singaporean companies are not just serving Singaporeans; Korean
companies are not just serving Koreans. Both are competing for global consumers - of which women form a significant
proportion.

Bigger companies appeal’ more inclined to bring women onto their boards - which indicates that leaders of larger,
more complex operations find value in board diversity. Our research shows that companies with two or more women
on their board tend to have a larger market capitalization and larger board size. Smaller companies could learn from
their larger peers.

MALAYSIAN DIRECTORS ACADEMY 9

FEATURED ARTICLES _ARTICLE TWO

Figure 4 Figure 5

Market capitalization of companies with two or more Board size of companies with two or more
female directors vs. all companies ($B) female directors vs. all companies

$B Average market capitalisation $B
25 of companies with 2 or more
female directors 25 Average board size for
22.4 Average market capitalisation companies with 2 or more
for all companies female directors
20
20 Average board size for all
18.2 companies

15 15.4 15.3 15 12.7 13 12.3
9.6
12.4 11.6 11.3 10.7

10 8.9 10 9.2 10.3 9.2
8.9 8.4
7.8 7.7

6.4 6.6 5.9

5 3.5 5

0 2.6 2.6 0
Australia 0.6 0.4 Australia

China Hong Kong India MalaysiaNew Zealand Singapore China Hong Kong India MalaysiaNew Zealand Singapore

Formal director selection process addresses diversity issue

Many multinational companies have a professional, rigorous selection process in place designed to increase both
ethnic and gender diversity on boards of the Asian branches of their operation. But many Asian companies don’t;
instead they tend to select directors from the same group of well-known corporate leaders who already sit on other
boards.

Consider Singapore. It ranked second lowest in female board participation in the study, after India. To be sure, some
Singaporean companies lead the way when it comes to gender diversity at the C-suite and board level. SingTel has
both a female CEO and a female chair of its audit committee; SMRT also has a woman at the helm and one female
independent director. But by and large, many corporations, including those in the city-state, tend to fish from the same
pool of male executives and civil servants when it comes time to add directors to their boards.

Companies could improve matters by examining their selection process for directors, and putting the same kind of
rigorous, thorough search guidelines and procedures into place that they do for their top executive candidates. A
formal, professionally managed selection process that is designed to gather the widest variety of candidates, including
women, for consideration is more likely to produce a more diverse, better functioning board.

Women are big business drivers, both as consumers and workforce talent. Asian companies need to hold this in mind
as they map out their growth strategies. The world has changed, but Asia’s boardrooms have not caught up. The time
for action is now.

Ms. Yi is the Managing Director of Strategic Client Services, compensation practice with Towers Perrin in Singapore and
where she works closely with teams globally and throughout Chicago, and the international human resources manager with
the region to engage with top clients across the globe and build Swiss Bank Corporation based in Zurich.
their leadership teams. Ms. Yi is an active member of the Young President Organization
Prior to joining Korn/Ferry, Ms. Yi served at another leading (YPO). She is also a frequent speaker on leadership, gender
executive search firm where she led the Singapore office as the diversity and human capital strategy.
managing partner. There, she built up the consumer practice, Ms. Yi received a bachelor’s degree of arts from Northwestern
driving key accounts in the fast moving consumer goods (FMCG), University, Illinois.
retail and hotel sectors and developing key client relationships.
Ms. Yi also established and led the regional human resources
functional practice with a team of HR specialists across key
countries, building a significant practice.

Prior to search, Ms. Yi built and led her own consulting
business, focusing on HR strategy. Earlier, she was head of the

10 MALAYSIAN DIRECTORS ACADEMY

FEATURED ARTICLE:

Article Three

MALAYSIAN DIRECTORS ACADEMY 11

FEATURED ARTICLES _ARTICLE THREE

Ecomagination

By GE

In the beginning there was light. In 1879, Thomas

Edison, the greatest inventor of the 20th century brought
to the world, the first commercially viable light bulb. His
inventive legacy set the foundation for General Electric
(GE), one of the world’s biggest conglomerates today.

From creating the first x-ray machines to the first jet
engine and television network, GE uses `imagination’
to innovate, and drive change. Over a century later,
GE continues to prove that solving the world’s biggest
problems can be done, and it can be done profitably.

Solving environmental challenges with GE’s five primary commitment to ecomagination are:
`imagination’ 1. Increase revenues through ecomagination products

In 2005, GE introduced ecomagination, the company’s to a goal of US$25b in 2010.
US$5b commitment to take on pressing environmental 2. Double investment in research and development
challenges. It can be said that through ecomagination,
Jeff Immelt, CEO of GE, orchestrated one of the most for cleaner technologies from US$700m in 2005 to
sweeping environmental business leadership of any US$1.5b in 2010.
corporation in the world. 3. Reduce greenhouse gas emissions and improve
overall company energy efficiency.
Many believed that ecomagination would not work. 4. Reduce water use and improve water reuse.
In 2004, when Jeff Immelt tabled his plans during 5. Keep the public informed.
a meeting involving the company’s top executives,
leaders shot the idea down, claiming that it was weak Ecomagination was launched during a time when
and insubstantial. climate change was still a sensitive topic and there
was heavy political debate on whether it was a result
Despite the strong resistance of the people who worked of human actions or a natural occurrence. Nonetheless,
with him, Jeff Immelt followed his strong gut feeling and despite the uncertainties in the market, Jeff Immelt
used his veto power to launch ecomagination. Built under led the company to shift directions towards becoming
the tagline, “a GE commitment”, the business initiative an advocate of proactive environmental change. GE
is designed to help meet customer demand for more approached environmental groups for their support, and
energy efficient products and to drive reliable growth many reciprocated knowing that not many companies
for GE, growth that delivers for investors long term, with the business prowess and global presence such as
by investing in innovative solutions to environmental GE had the capacity to drive wide-spread change.
challenges.
Five years down the road
12 MALAYSIAN DIRECTORS ACADEMY
Five years since its launch, ecomagination has developed
into an engine for the creation of new sources of
business value for GE. GE has made global headlines

and achieved double digit growth with an investment FEATURED ARTICLES _ARTICLE THREE
of US$5b into clean-tech research & development,
generating US$85b in revenue. Overall, GE has achieved Other ecomagination products include the first FAA-
a 22% reduction in greenhouse gases, 30% reduction approved Required Navigation Performance (RNP)
in water usage, as well as, US$130m in energy efficiency solution which helps reduce fuel costs and emissions
savings. for flights; as well as Nucleus a smart-meter technology
that helps homeowners manage energy use.
The company has exceeded its 2005 goals, and in 2010,
despite the global recession, GE continues to accelerate Driving ecomagination growth in 2011 and
its ambitions for the next five years: beyond

1. Double clean-tech R&D to US$10 billion In an interview with Forbes early this year, six months
2. Grow ecomagination revenue at twice the rate of after taking over as GE’s Vice President of ecomagination,
Mark Vachon shares how he has spent three quarters
overall GE revenues of his time since the beginning of his tenure travelling
3. Reduce energy intensity by 50 percent and outside the United States. He says he wants to open up
ecomagination to markets outside the United States and
greenhouse gas (GHG) emissions by 25 percent for GE’s efforts to become more international.
4. Reduce water use by 25 percent
As we witness a global dynamic shift to fast-growing
Energy security through green technology economies outside of the United States, such as China,
the Middle East, and ASEAN, Mark believes companies
Eileen Claussen, President of Pew Center on Global must move fast to remain relevant.
Climate Change and Advisory Board Member of
ecomagination says “We are not moving fast enough “The world of developed-in-the-U.S.-and shipped-
to make sure we can meet our future energy needs elsewhere is not really relevant,” says Vachon. “Relevance
in ways that are affordable, sustainable and secure. in the local context at the R&D phase is pertinent and
Fortunately, a handful of leading companies such as local partnerships within those geographies is a way to
GE have committed themselves to doing their part to do that.”
achieve this goal.”
To propel this vision, GE recognizes that it needs to
GE knows that transforming how we generate and reach out externally as good ideas should not just sit
consume energy is essential to protecting both the inside the company. Hence the idea of “ecosystems” -
environment and economic competitiveness. With the collaborations to develop better and smarter solutions
world’s attention now turned towards clean technology, faster – where solutions can then be replicated and
GE is committed to a dramatic revenue growth for learned in many different places in the world.
ecomagination to grow two times faster than the rest of
the company. An example of a working model of ecosystems is the
“ecomagination challenge”, GE’s $200m partnership
The huge R&D capacity that GE possesses certainly with top venture capital firms to drive and fund open
makes GE well positioned to create and improve their innovation for clean technology. The ecomagination
offerings. GE’s Global Research Centers span throughout challenge is a public competition which aims to engage
the world, from Bangalore, India to Rio de Janeiro, Brazil. innovators through an open model of collaboration.
In 2010, GE launched 22 new products and solutions,
bringing its total portfolio to 110. Key ecomagination Partnering locally in ASEAN
products include the WattStation, a fast, easy-to-use,
award-winning electric vehicle (EV) charging station. In ASEAN, the company’s ecomagination footprint
Using the WattStation, an EV with a 24 kWh battery will continues to grow, with local collaborations across the
take between four and eight hours, in contrast to the 12 region, where the company has been present since
to 18 hours it would take with a standard plug-in. 1975.

Its functional, user-friendly design allows WattStation Some of GE’s key partnerships include:
to be installed in a wide range of convenient locations—
retail stores, offices, parking lots—anywhere a driver Indonesia: GE signed a Memorandum of Understanding
might park a vehicle while engaging in shopping, work or (MoU) with Indonesia’s Agency for the Assessment
recreational activities. WattStation can also help utilities and Application of Technology (BPPT) to explore joint
manage the impact of EVs on the local and regional development of projects for renewable energy, cleaner
grids. WattStation is part of GE’s commitment to help coal and energy-efficiency. GE recently completed wind
build a total EV “ecosystem”, including circuit protection measurement studies in ID, gathering data on wind
equipment, transformers and charging stations. power potential within certain areas to confirm viability
of developing up to 80MW of wind projects. BPPT

MALAYSIAN DIRECTORS ACADEMY 13

FEATURED ARTICLES _ARTICLE THREE country, across the spectrum from infrastructure to
technology applications.
will conduct feasibility studies for the projects, raise
financing and apply for regulatory approvals. GE also hopes to work with NAZA to explore the
development and implementation of sustainable energy
Vietnam: A wind generator manufacturing facility, a solutions in NAZA’s thriving property development
US$61 million investment by GE Energy, was opened business. The collaboration will see NAZA leveraging on
in Hai Phong to produce generators for 1.5MW wind GE’s ecomagination products, in creating environmental
turbines. solutions for their property development projects.

Singapore: GE set up an R&D center of excellence for In addition to NAZA, GE has also joined forces with F1
GE Water and Process Technologies Technology, in Team Lotus to collaborate to develop and implement
cooperation with National University of Singapore programs for innovative solutions for the automobile
representing an investment of SGD 130 million. industry in Malaysia and globally for hydrocarbon-based
and electric vehicles (EVs), including EV infrastructure.
Ecomagination in Malaysia GE anticipates strong synergies to result from the
collaboration that will see both parties exploring
Malaysia’s recent adoption of the Renewable Energy (RE) the possibility of establishing a Lotus-GE Center of
Act followed by the creation of a RE Fund and Feed-in Excellence for “green” automobiles.
Tariffs are strong indications of Malaysia’s commitment
to develop renewable energy and uncover the country’s At the aviation front, GE has also introduced
potential as a green technology hub. The Prime Minister its ecomagination solutions through the recent
has even gone as far as to pledge to reduce the country’s announcement of AirAsia’s selection of CFM
CO² emission by up to 40% by 2020. International’s advanced LEAP engine to power 200
Airbus A320neo aircraft. Representing the largest
Under the announced Economic Transformation Plan single firm aircraft order in aviation history, AirAsia
(ETP) – Malaysia’s national economic agenda to propel has also signed a 20-year RPFH (Rate per Flight Hour)
the country into a high-income nation by year 2020 – agreement with CFM to provide comprehensive engine
an initiative to jump start a vibrant green technology maintenance service. Under the terms of this agreement,
industry is expected to boost demand for green products CFM will guarantee maintenance costs on a dollar per
and services, strengthen suppliers, as well as measure, engine flight hour basis.
monitor and publicize Malaysia’s environmental
progress; resulting in additional GNI of RM7.2 billion LEAP engines are a product of CFM International (CFM),
by 2020 and the creation of over 47,000 jobs. This a 50/50 joint company between Snecma (Safran group)
incremental GNI is expected to be driven primarily by and GE. The foundation of the LEAP engine is heavily
growth in revenue from renewable energy products and rooted in advanced aerodynamics, environmental,
service providers such as GE. and materials technology development programs. It
will provide 15 percent better fuel consumption and
In view of this, GE, through ecomagination, is exploring an equivalent reduction in CO2 emissions compared
opportunities to help Malaysia achieve energy security to today’s best CFM engine, along with a 50 percent
and become a regional hub for green technology. reduction in oxides of nitrogen emissions, and up to a
15 decibel reduction in noise.
In May 2011, GE signed a Memorandum of Understanding ----------
(MoU) with the Naza Group of Companies (NAZA), When ecomagination was launched in 2005, GE had only
Malaysia’s largest and prestigious importer of luxury a glimmer of what it would become. But after investing
automobiles, to explore potential collaboration across US$5b in clean-tech R&D — and generating US$7b in
several sectors. revenues — ecomagination has become an engine of
both innovation and growth. Ecomagination can only be
Says Stuart Dean, CEO of GE ASEAN, “GE is excited at further strengthened by casting a broader net, and with
the prospect of working together with a diversified input from a variety of partners who share a common
Malaysian conglomerate like NAZA. There are many vision, commitment and complementary capabilities.
parallels in our businesses that provide opportunities to
deploy new technology and innovation to the market, Through GE’s efforts to drive open innovation, the
while supporting the delivery of the country’s national company is propelling this vision with more partners
imperatives. For example, electric vehicles (EVs) are set in more countries than ever before—turning global
to revolutionize the automotive industry worldwide, and challenges into business opportunities that contribute
locally we will tap into NAZA’s breadth of experience to a more prosperous world.
and penetration in the local auto industry.

In this area, GE hopes to create a platform that combines
expertise to support the development of EV in the

14 MALAYSIAN DIRECTORS ACADEMY

FEATURED ARTICLES _ARTICLE FOUR

TRUSt At tHE TOP
GETTINg EXPERIENCE UNDERSTANDINg
BY MAURAC CICCARELLI

In this roller coaster economy, employees can make an people say they want to derive their power from their
organization sink or swim. Is it any wonder, then, that chief relationship with the CEO. You derive power to get things
human resource officers are increasingly being called done and make a positive difference by having legitimate
upon to serve as trusted strategic business advisers, relationships with all of your senior colleagues.
coaches and confidantes to the entire executive team,
and championing approaches and initiatives to ensure “When you can have the magic of a team trusting each
human capital can best serve the business goals? Are other and enjoying working well with each other,” she adds,
CHROs really ready for that expanded executive-team “there is no better professional or personal experience. I
role that is solidly based on trust? know that sounds really hokey, but it’s really true.”

With the profession in flux, there’s much to be learned Getting to that place of trust is the challenge for many
from a new breed of CHRO who has direct impact on CHROs who built their career on functional experience
business strategy. Take Pam Kimmet of Atlantabased moving up the HR ladder. They find themselves stuck
Coca-Cola Enterprises Inc., who joined the company in in a credibility gap, unable to relate to and articulate
2008 as senior vice president of human resources after business concerns that would resonate with their fellow
25 years at Bear, Stearns & Co. Inc., Lucent Technologies top officers. Their relationships in the C-suite seem to be
and Citigroup. Last year, when she was asked to contribute suffering from the trust factor—or lack thereof.
a chapter on building a better relationship with the CEO
for a book entitled The Chief HR Officer: Defining the New So the question is, How do CHROs and rising HR executives
Role of Human Resource Leaders, she broadened the build those strong relationships?
scope to include the entire senior leadership team.
According to experienced CHROs, academics and
“You can build the strongest relationship on the earth consultants, the key is to develop the business knowledge
with your CEO, but if you don’t have good lateral and interpersonal skills needed to be effective on the
relationships, you’re not going to be as effective as you executive team, and know how to avoid pitfalls and traps
can be,” she says. “The biggest stumbling block [is when] along the way.

MALAYSIAN DIRECTORS ACADEMY 15

FEATURED ARTICLES _ARTICLE FOUR

Changing Roles that translates for me directly as the resource of talent.”

According to the 2011 Chief Human Resource Officer As a member of the executive team, Smart regularly
Survey conducted by the Cornell Center for Advanced provides a talent-resource forecast, knowing metrics
Human Resources Studies, CHROs reported spending are what win over doubters in the C-suite. (See sidebar
around 14 percent of their time with the CEO, 13 percent for more details.) Her forecast can’t be done just once a
with individual executives and 9.5 percent with the quarter because it constantly evolves as the company’s
executive team as a group. These connections comprised clients and the economy evolves.
the largest component of their day after time spent with
HR individuals (18 percent). That tells you how important “Folks on the operating committee have no interest in HR,
those executive team/CEO connections are to today’s per se,” says Peter Cappelli, professor of management and
CHRO. director of the Center for Human Resource Management
at the Wharton School of the University of Pennsylvania.
As for roles in 2011, CHROs reported spending around 18 “For them, it’s about making money. It’s about cost and
percent of their time as strategic adviser to the executive performance. All the stories and arguments have to be
team and 16 percent as counselor/confidante/ coach to phrased in those terms.”
the executive team.
For example, when introducing a new HR training
As study co-author Patrick M. Wright says, the change program, making the argument in business terms is more
started happening in the late 1990s after a study by effective, he says. “I don’t think [many CHROs] are very
McKinsey and Co. that coined the term “the war for talent” good at it. As a result, they’ve gotten themselves into a
and spawned a book of the same name. That same year, hole and they are getting into cost arguments.”
1997, the role human resource executives would play
at the top of companies was further fleshed out in Dave That’s why CHROs should make the long-term argument
Ulrich’s book, Human Resource Champions. that professional training is a short-term investment
toward increased quality in the long-term. Adds Kevin
“It used to be that the CHROs were not part of the team, Cashman, senior partner of Korn/Ferry International’s
or if they were, they would have had limited scope largely Leadership and Talent Consulting business, and a
around the counselor/confidante/mentor role,” says member of its CEO and board service practice, based in
Wright, professor of strategic human resources at Cornell Minneapolis, “As an HR leader, you have to have a CEO/
University’s School of Industrial and Labor Relations in general management/ enterprise leadership mind-set,
Ithaca, N.Y. meaning you have to think business strategy all the time
versus thinking as a specialist. You have to think across
“From an evolutionary standpoint, the role has moved the whole enterprise and begin the process of really
from strictly personnel management to a legitimate part transcending HR leadership and moving into enterprise
of the business and legitimate member of the C-Suite,” leadership.”
adds retired General Electric Co. Senior Vice President
of Human Resources William J. Conaty, co-author of The “When you can have the magic
Talent Masters: Why Smart Leaders Put People Before of a team trusting each other
Numbers. The CHRO is “someone the CEO relies on for
the human capital side as much as [he or she relies] on and enjoying working well
the CFO for the financial side. with each other, there is no
better professional or personal
“While the perception of the function has changed, it experience. I know that sounds
still has a way to go,” he adds. “There are still CEOs who really hokey, but it’s really true.”
look at HR as an administrative/background personnel
function and then there’s the CEO who looks at it as a PAM KIMMET,
whole piece of the business’ effectiveness,” Conaty says. SENIOR VICE PRESIDENT OF HUMAN
“If the CEO has high expectations for the function, then RESOURCES FOR COCA-COLA ENTERPRISES
you’d better have an HR leader who can stand up, weigh
in and fill that critical role.” INC.

It’s especially critical for consulting organizations. “At
Accenture, where the people are our product, HR and
finance have to be completely joined at the hip,” says
CHRO Jill Smart, who is based in New York. “When the
finance operations are [making their financial forecasts],

16 MALAYSIAN DIRECTORS ACADEMY

To prepare for that leading HR role, getting experience FEATURED ARTICLES _ARTICLE FOUR
understanding the challenges of the business is a key
factor for C-suite success, says Conaty. At GE, one of Building trust doesn’t mean avoiding direct confrontation
the first things he did was work with CEO Jack Welch to with CEOs and the rest of the team, however.
develop a new vision for the HR function. That vision led
to a robust leadership program that gave all HR managers “Don’t compromise your directness,” says Cashman, who
eight-month assignments in a cross-functional role in wrote the book Leadership from the Inside Out. “Spend the
the finance operation. For example, HR folks would get emotional equity you’ve built through the relationships
hands-on experience in corporate audit and would help to get deeper trust. That trust gives you the right to give
analyze five or six different operations’ specific business them the tough feedback and the information they need
challenges, issues and opportunities. They learned, he to move forward. That’s caring directness. Ultimately,
says, the key financial levers and how HR impacted them. senior leaders respect that the most. They’re getting
information that they’re not getting elsewhere and that
really adds a lot of value to them.”

Building Relationships When you look at companies that made poor strategic
decisions, says Wright, you’ll find that, 60 percent to
Once you’ve mastered understanding the business, then 70 percent of the time, it is the hubris of the CEO who
it’s time to work on the softer—but no less significant and thought he or she could make the merger work or that it
strategic—side of relationship building. That starts with was rank opportunism to earn a bigger bonus or create a
trust. “legacy” for the company and their resume.

“[As] a senior HR leader, [you have] a set of products and “One of the major responsibilities of the CHRO is to be
services that you have to make certain your function is able to identify when executives are beginning to move
delivering effectively,” says Coca-Cola’s Kimmet. “You’re into the dark side … of being self-interested rather than
also a member of the senior leadership team and that organizationally focused,” says Wright. “At GE, Bill Conaty
requires you to build the trust and confidence with your was the guy who threw the darts at the CEO at meetings.
colleagues that you are intimately knowledgeable about He had to model that it’s OK to confront the CEO but to
the business and that you are willing to be part of the maintain the reputation for being independent. That’s one
team.” of the reasons why people keep talking about courage
being so much more important in the HR role than it once
In his research, Wright of Cornell has found that trust is at was. You have to be willing to take a stand and ask, ‘Is this
the root of successful team relationships. really about the organization or is it about you?’ ”

“The CHRO has an increasingly special relationship with It’s also about developing relationships that go beyond
the CEO. One of the reasons for that is that the CHRO is the Csuite meetings. Smart of Accenture relates that it’s
the only executive not gunning for the role of the CEO,” important to spend time with other executives, not just
he says. “That relationship is much more transparent and when there’s something to discuss such as payroll or
trusting because [CEOs] don’t have to worry that [their] bonus plans.
HR person is taking their job. Just about every other
role is someone with ambition to get that CEO role.” “Set up an hour a month that is just to talk about what’s
Kimmet advises CHROs to be authentic and genuine, and on your mind, what’s keeping you up at night,” she says.
not political, to gain the trust of fellow executive-suite “It’s the time for big-picture thinking, not related to a fire
members. “I have seen people be very political and try to drill or something that’s date-driven.”
use information that colleagues share with them in ways
that further either their own agenda or someone on the Kimmet’s chapter in The Chief HR Officer sums it up nicely
senior leadership team’s agenda by forming factions or in these major categories:
camps or different political maneuvers. And, every single
situation I witnessed that occurring in has never ended • Get to know your boss, senior colleagues and your
well.” team by spending time talking with them about the
business in formal and informal discussions; don’t
It has ended, she says, with broken trust: The HR person forget to talk about the personal to find mutual
became less effective because people came to believe connections.
they couldn’t take a serious issue to the CHRO and trust
that it would be handled appropriately. “If that breaks • Establish clear expectations about work style,
down for you as an HR leader, then you’re not able to communication preferences and role definitions.
deliver on the value of what you’re supposed to do for
your CEO,” she adds. • Deliver on your commitments regarding key
deliverables and project timelines.

MALAYSIAN DIRECTORS ACADEMY 17

FEATURED ARTICLES _ARTICLE FOUR

• Demonstrate trust by keeping the right partitions Metrics Rule
on information, never violate confidences of any
executive team member and develop guidelines with As many HR leaders have discovered in recent years, metrics
the CEO on how the information you two discuss is have become a critical part of their job and contribute
shared. greatly to their place at the executive-team table and their
abilities to converse and relate in meaningful ways.
• Be open and honest and willing to have tough
conversations; demonstrate courage in this area to In The India Way, Wharton professor Peter Cappelli compared
do your job effectively and serve your team or the the HR data collected by U.S.-based companies against how
company appropriately. Indian companies approach metrics. “Indian companies
measure tons more than U.S.—retention, turnover, morale,
• Maintain a balanced perspective in your role as the absenteeism, training, etc.,” he says.
“organisation’s conscience.”
But why aren’t U.S. companies measuring as much? According
• Regularly check in and solicit feedback, especially to Cappelli, “It’s a different skill set for the HR department.
from your boss, to help calibrate your own sense of There’s a tendency for people to go into HR if they have an
the relationships you’re forming. interest in psychology.” In other words, he says, they are not
data-oriented. However, successful CHROs have embraced
Learning the business and developing the skills to metrics as part of their required skill set.
implement strategies such as these will depend a lot on
whether the CHRO sees himself or herself as complete or At Infosys, an IT consulting firm based in India, Senior Vice
still a work in progress. President of Human Resources Nandita Gurjar says she
tracks gross margin of her company’s people costs around
“It’s a difficult question whether leaders are born or can the world. That means analyzing what percentage of locals
be made,” says Nandita Gurjar, senior vice president they will hire in a particular geography and what the
and group head for human resources at international IT processes around hiring visa-dependent people are.
company Infosys, based in Bangalore, India.
Another metric is the average retention age of their
The first skill set is to be a good people person, but not employees. “We watch to see if the retention age is
to the exclusion of other skills, such as understanding dropping or increasing. We want to make sure people stay
the business and communicating metrics, which are longer in the organization” because that leads to higher
important in Gurjar’s people-focused industry. “If I hear productivity, more value to their customers and, in the end,
someone say, ‘I’m in HR because I love people so much,’ higher revenue.
that sends up a red flag for me.”
They create a five-year model of the employee-experience
Adds Cashman, “From 360 research done around the pipeline and that helps Gurjar gauge whether they have the
world, coaching and developing people was rated at the right culture that will continue to attract the right people.
lowest competency, but is rated in 360 assessments as Her “people dashboard report” shows the conversion rates
the most important. If you are the CEO of talent, better for hiring in various areas such as North America and details
be a master of coaching people upward, across and what HR is doing right and not doing right, which is critical
downward.” because not hiring enough people on time will hurt the trust
its clients have in Infosys.
When It isn’t Working
Although all the data is business-related, that doesn’t mean
Some relationships just don’t work, no matter how hard softer areas such as culture and values are not addressed
you try. Kimmet says it could stem from other executives because, as she says, they are “not touchy feely topics”—
not respecting the role you serve, not wanting to spend instead, they lead to real conversations about how the
time on HR issues, or viewing you as competition— company may need to fix a culture in a particular area
especially if they stake their C-suite position on their own because the behaviour is not aligned with its professional
relationship with the CEO. values and doesn’t contribute positively to the bottom line.

“I prefer being direct,” she says. “I may ask others who And, if it’s a case of a person who isn’t working well with
that individual respects how to get things on a different lots of people, then that’s an issue HR knows how to
footing. I try to never run to the CEO—that is inappropriate address through its own processes.
and abusing your relationship.”
Conaty advises CHROs to get out of the mind-set that
they are going to become the most technically competent
HR person and instead “make sure that you’re expanding
your horizons to the point where you’re really getting
inside the head and shoes of the business leaders and
providing support.”

A final piece of advice from Cashman is an adaptation
of a quote about change from the Buddha that was later
popularized by Gandhi: “Become the leader you wish to
see on the senior team.”

18 MALAYSIAN DIRECTORS ACADEMY

Upcoming Event - BHPD 2012

Building High Performance Directors (Bhpd) 2012

About BHPD

As our flagship programme, BHPD is designed to give Malaysian Directors a platform to share with other Board Members
their wide range of experiences in different cultures, industries and governance frameworks. This programme typically
caters for experienced Board Members who wish to broaden their knowledge and strengthen their effectiveness.

The four-day programme will cover 4 modules including Setting the Scene, Board’s Role, Building the Board and
Enhancing Board & Organisation.

LEARNING METHODOLOGY AND EMPHASIS

BHPD’s Learning Methodology focuses on the Learner, i.e. the Learners’ experiences and needs that they want to bring
back to the Boardroom. BHPD’s Learning Uniqueness (Figure 1 ) is the emphasis on Mindset Learning. Our programme
methodology involves facilitated learning through active interaction, dynamic discussions and the use of local and
international case studies.

Mindset

Skills

Knowledge What a Director What a Director
can do believes
What a Director Knows

FFiigguurree12

Venue
Kunming, China

Programme Fee
Fee: RM23,000 / USD 7,600 per participant
 
The fee includes programme materials, accommodation (single occupancy room), food and beverage. However, it
excludes airfare which is to be borne by the participant.
 
Registration
Registration form and brochure can be downloaded at www.minda.com.my

Inquiries
For registration and inquiries, kindly call En. Muhammad Hafiz Mahmood

Phone: +603-2780 5031
Email: [email protected]

MALAYSIAN DIRECTORS ACADEMY 19

Upcoming Event - BHPD 2012

Programme Agenda
Building High Performance Directors 2012

Kunming, China

Monday 4 June 2012 - Setting the Scene
Malaysia and Vision 2020: Are we there yet?
Datuk Dr Paul Chan, Vice Chancellor & President, HELP University

Malaysia: A High Income Economy – Fuelling the Needs of the People and the Nation
Datuk Dr Paul Chan, Vice Chancellor & President, HELP University

Corporate Sustainability – Ingredient in building a competitive edge in today’s global market
Dr. Teresa Chahine, Harvard University

Corporate Sustainability  - Case Study
Dr. Teresa Chahine, Harvard University
Tuesday 5 June 2012 – Board’s Role
Entrepreneur to Entrepreneurial Leadership: What Steve Jobs can Teach us About Entrepreneurial Leadership
Prof Dr Randel Carlock, INSEAD

Beyond Entrepreneurship - Sustaining an Entrepreneurial Culture
Case Study: The Glue that Wouldn’t Stick: 3M Post-it® Notes.
Prof Dr Randel Carlock, INSEAD
Wednesday 6 June 2012 – Building the Board
Empowering and Leading Effective Board Teams: Building and Leading High Performing Teams
Prof Dr Randel Carlock, INSEAD

Board, Chair and CEO - Roles and Responsibilities
Case Study: The HP-Compaq Merger: A Battle for the Heart and Soul of a Company
Prof Dr Randel Carlock, INSEAD

Evaluating the CEO’s Performance
Case Study: A Boardroom Drama: Hewlett-Packard Fires a CEO
Prof Dr Randel Carlock, INSEAD

Board Assessment - Measuring and Monitoring Board Effectiveness: Board Assessment and Development
Prof Dr Randel Carlock, INSEAD
Thursday 7 June 2012 – Enhancing the Board & Organisation
Organisational Entrepreneurship - Innovative Human with Human Capital Development
Case Study: Axiata - A Passion for Performance and People
Prof Randel Carlock, INSEAD

The Board’s Role in Strategy Formulation
Case Study: Pharma UK – The Transdermal Technology
Prof Randel Carlock, INSEAD

Live Case Study
Prof Randel Carlock, INSEAD

20 MALAYSIAN DIRECTORS ACADEMY

BOOK REVIEW

The Three Levels of
Leadership

How to Develop your Leadership,
Presence, Knowhow and Skill

According to the author, James Scouller, The Three Levels of Leadership is a model that combines the old leadership
theories while addressing the two issues they ignore: leadership presence and the leader’s psychology. The book has
two parts; part One comprises chapters 1 to 4 and presents the foundational ideas where its first aim is to demystify
leadership and clarify the purpose of a leader. It promotes the idea of shared leadership, but affirms there is one
responsibility that belongs uniquely to the leader. Its second aim is to introduce The Three Levels of Leadership model.
Scouller provided details on the three levels: Public, Private and Personal Leadership. Public and Private leadership
are the two behavioural levels – they are what you do around other people. Public Leadership is about influencing the
attitudes and behaviour of several people at once. Private leadership is about one-to-one handling of group members.
Personal leadership is about your technical and psychological self-development. This according to him is the key to
developing our emotional intelligence, presence, knowhow and skill.
Part Two covers chapters 5 to 10 where it builds on part one by going into the detail of personal leadership. Its focus
is on how you can grow your emotional intelligence, leadership presence, knowhow and skill. Thus, it looks closely at
how to work on the three elements of personal leadership: Technical Knowledge & Skills, Attitude Towards Others and
Self-Mastery.
The Three Levels of Leadership will change the way we think about leadership where it takes leadership development
to a whole new level. It is a manual packed full of practical wisdom and exercises to tackle the psychological blocks we
all face and sometimes draw back from.
It is a book that cuts through the fog of the many leadership theories and brings fresh thinking to leadership; done in
simple and clear language.

MALAYSIAN DIRECTORS ACADEMY 21

PROGRAMME HIGHLIGHTS
MINDA DIRECTOR’S FORUM 2011: “INNOVATION AND PEOPLE: MAKING IT HAPPEN”
Type : Premier Programme
Date : 2 - 4 October 2011
Venue : Padma Hotel Bandung, Indonesia

Director’s Forum 2011 (DF) was held in Bandung and 20 participants including directors from various GLCs and
representatives from the Securities Commission Malaysia as well as the NAM Institute for the Empowerment of Women
Malaysia (NIEW) attended the programme. Unlike the MINDA Building High Performance Directors programme, DF was
structured to be very topical and this year it focused on two of the many factors that contributed towards organisational
competitiveness and excellence – Innovation & People and how Boards can drive both agendas throughout the whole
organisation. Among the topics covered during the two-day programme included Creating an Innovation Culture in the
boardroom: The impact of board composition and leadership in adding value for the organisation, Transforming and
Innovating the Board: the needs for Boards to change mindset and create value and to optimise Boards’ effectiveness,
Creating a constructive Board-Management Relationship, Innovation Strategy: Harnessing Board Talent in the
Development and Review of Corporate Strategies for Innovation andHuman Talent : The Chief Executive Officer and
The C-Suite.
As our theme for this year is Innovation and People, there was also a half-day session on the evolving role of the
Director-How boards harness the power of Innovation and the strength of People in their organisation and Innovation
- not just Technology but also is about mindset and culture to make things happen. Over the Fireplace Chat session, a
briefing on the possible business ventures in Indonesia was shared by a Malaysian consultant based in Jakarta.

22 MALAYSIAN DIRECTORS ACADEMY

PROGRAMME HIGHLIGHTS
WOMEN DIRECTORS ONBOARDING TRAINING PROGRAMME

Type : Customised Programme
Date : 22 - 24 February 2012
Venue : RENAISSANCE KUALA LUMPUR HOTEL
In response to the recent government mandate
stipulating that women must comprise at least
30 percent of decision-making positions in
the corporate sector by 2012, the Ministry of
Women, Family and Community Development
(KWPKM) through its agency, NAM Institute
for the Empowerment of Women (NIEW) has
initiated a comprehensive Women Directors
Programme (WDP) Framework which consist
of registration, assessment, coaching,
training of technical and soft skills and board
simulation. MINDA has been given the task
by NIEW to design the technical training
module and conduct the pilot programme for
potential women directors. The pilot group
comprising a batch of 25 women participants
went through the first of such a programme;
designed to prepare potential and qualified
women to fully understand their roles as
board directors.
Among the topics covered during the three-day programme were The Fiduciary Duties, Roles and Responsibilities
of Corporate Directors as stipulated in the Company’s Act, The Corporate Governance of company directors as best
practices, Financial Language in the Boardroom and Various board roles vis a vis the organisation and stakeholders.
The programme was facilitated by faculty members from Companies Commission of Malaysia, Mr Philip Koh,
Ms Margaret Chin and Mr Vincent Loh. YBhg Tan Sri Datuk Dr Rafiah Salim, Director of NIEW also presented the
components of an Effective Board, its composition and its various Committees. Over the panel discussion, a briefing
on the responsibilities of a corporate director was shared by YBhg Dato’ Dato’ Yusli bin Mohamed Yusoff, former CEO
of Bursa Malaysia and Ms Shireen Muhiudeen, Managing Director of Corston-Smith Asset Management Sdn Bhd. The
discussion was moderated by Dato’ Abdul Aziz bin Abu Bakar, CEO of MINDA.

MALAYSIAN DIRECTORS ACADEMY 23

PROGRAMME HIGHLIGHTS
MINDA CHARITY GOLF TOURNAMENT 2012

Type: Awareness and Networking Programme
Date: 15 March 2012

Venue: Kelab Golf Sultan Abdul Aziz Shah,
Shah Alam, Selangor

MINDA’s inaugural Charity Golf Tournament 2012 was
organised recently to commemorate its fifth anniversary.
The 18-hole championship consisted of nearly 100
golfers ranging from the Board of Directors of GLCs &
MNCs and MINDA’s alumni to other relevant stakeholders
& partners. MINDA contributed towards the development
of disadvantaged young people through training and
education programmes via donations to two Charitable
Organisations namely Yayasan Chow Kit (formerly known
as Yayasan Salam) and the Learning and Development
Centre Malaysia (CHILD). Our event patron, YB Dato’ Raja
Nong Chik bin Dato’ Raja Zainal Abidin, Minister of Federal
Territories and Urban Well-Being attended the Charity
Lunch and gave away the mock cheques to both Charity
Organisations.
The generous sponsors for the tournament included
Quill Automonbiles, Moward, Christofle and MBSB. Other
supporters for the MINDA Charity Golf Tournament were
Lembaga Tabung Angkatan Tentera, AXIATA, Boustead
Holdings Berhad, Goodyear Malaysia Berhad, MRCB,
Petronas Dagangan Berhad, Permodalan Nasional Berhad,
Telekom Malaysia Berhad, Tenaga Nasional Berhad, BIMB
Holdings Berhad and UMW.

24 MALAYSIAN DIRECTORS ACADEMY

PROGRAMME HIGHLIGHTS

MINDA BOARD DIALOGUE ON HUMAN
CAPITAL LEADERSHIP

“Building Competitiveness Through
Innovative Human Capital: Are We

Ready?”
Type : Awareness & Networking

Programme
Date : 15 September 2011
Venue : G Tower Kuala Lumpur

MINDA hosted a Board Dialogue on Human
Capital Leadership entitled “Building
Competitiveness through Innovative Human Capital: Are we ready?”. Selected experienced directors namely Tan Sri
Datuk Dr Rafiah Salim, Director, NAM Institute for the Empowerment of Women (NIEW), Mr David Lau Nai Pek, a Board
member for Axiata, Celcom & MAS and Dato’ Dr Hamzah Kassim, Founder / Chief Executive Office of IA Group Sdn Bhd
took the lead in discussing issues and challenges in recruiting, selecting, retaining, and developing employees. An
engaging dialogue followed with the audience on how a motivated and innovative workforce can ensure a company’s
competitiveness, particularly in the areas of Talent development and management. The Dialogue was attended by 50
Heads of Human Capital and Directors from GLCs and PLCs.

MINDA COMPANY SECRETARIES BRIEFING 2012
Type : Awareness & Networking Programme
Date : 16 November 2011
Venue : Sheraton Imperial Kuala Lumpur Hotel

The Company Secretaries briefing is an annual session to
update GLCs’ Company Secretaries on MINDA’s progress
and to share the Programme Calendar for 2012. MINDA’s
CEO, Dato’ Abdul Aziz Bakar took the opportunity to
conduct the session and network with the Company
Secretaries who attended the said session. The CoSec
briefing was also intended to gather feedbacks and
suggestions for the future improvement of MINDA’s
programmes and services.

MINDA LUNCHEON TALK “BOARD COMPOSITION
AND DIVERSITY: STRATEGIES LESSON AND LOOKING

FORWARD”
Type : Awareness & Networking Programme

Date : 16 November 2011
Venue : Sheraton Imperial Kuala Lumpur Hotel

MINDA hosted its final Luncheon Talk for 2011 themed
“Board Composition and Diversity: Strategies, Leasons and
Looking Forward”. The panel of speakers at the session
included Alicia Yi, Managing Director, Strategic Client
Services and Co-Leader of Human Resources Center of
Expertise Asia Pacific, Korn Ferry International, Dato’
Mohzani Datuk Dr Abdul Wahab, former Managing Director
of Shell Malaysia Trading Sdn Bhd and Rita Benoy Bushon, CEO of the Minority Shareholders Watchdog Group. The
Luncheon Talk focused on the challenges Board faced in building a high performing board including looking for board’s
single voice from diversity and how diversity can reap benefits for the board and the organisation they represent. The
panelists also shared some thoughts on other various areas of diversity including ethnic, experience, expertise and
geographic which could also lead to a mutually benefitting outcome. The Talk was moderated by Dato’ Abdul Aziz bin
Abu Bakar, CEO of MINDA and was attended by more than 50 Directors and Company Secretaries from various GLCs
and PLCs.

MALAYSIAN DIRECTORS ACADEMY 25

PROGRAMME HIGHLIGHTS
MINDA CORPORATE DIRECTOR ADVANCE PROGRAMME

(CDAP): FINANCE FOR NON-FINANCE DIRECTORS
Type : Customised Programme

Date : 30 November and 1 December 2011
Venue : Pullman Putrajaya Lakeside, Putrajaya
MINDA organised its inaugural Corporate Directors Advance
Programme (CDAP)- Finance for Non Finance Directors this
year. The session provided a platform for MoF Inc. Corporate
Directors who have limited financial knowledge to be able
to make sound judgment and critical probing questions on
matters relating to company’s finances and vital knowledge
of the financial terms and concepts needed by all directors
in today’s business world. Among the topics covered during
the two-day programme were terminology used by finance directors or accountants, the evaluation and monitoring of
the financial health of a business using financial ratios, Management Accounts and the Statutory financial reports, the
use of sources of financial information and their relative advantages & disadvantages of reading and utilising Financial
Statements, the impact of Financial Reporting Standards as well as Finance related Corporate Governance obligations.
The session was attended by 11 directors from various MoF Inc companies.

MINDA BREAKFAST TALK “WAR FOR TALENT: A
BATTLE MALAYSIA CANNOT AFFORD TO LOSE”
Type : Awareness & Networking Programme

Date : 6 December 2011
Venue : Sheraton Imperial Kuala Lumpur Hotel
MINDA hosted its final Awareness Talk for 2011 entitled
“War for Talent: A Battle Malaysia Cannot Afford to Lose”.
This Breakfast Talk was led by YBhg Dato’ Sri Jamaludin
Ibrahim, Managing Director / President & Group Chief
Executive Officer of Axiata Group Berhad and Encik
Johan Mahmood Merican, Chief Executive Officer of
Talent Corporation Malaysia. The Talk focused on the
insights, challenges and suggestions on how private
and public sectors can work together in attracting and retaining talents; an essential component for organisations’
sustainable growth and development which directly impacts the Nation’s aspiration for a high income society. The Talk
was moderated by Dato’ Abdul Aziz bin Abu Bakar, CEO of MINDA and it was attended by more than 30 Directors and
HR Practioners from various GLCs and PLCs.

CORPORATE DIRECTORS ONBOARDING PROGRAMME
Type : Customised Programme
Date : 27 & 28 January 2012

Venue : Kijal Golf, Beach & Spa Resort, Kemaman,
Terengganu

MINDA organised its first CDOP programme for 2012 which
focused on knowledge, skills and behavioural mindsets. CDOP
methodology involved facilitated learning through active
interactions, dynamic discussions and the use of case studies.
Among the topics covered during the two-day programme were
The Dynamics of a Company, Key Role Players in a Company
- Roles and Responsibilities, Effective Director’s Profile –
‘Knowledge, Skills and Mindset’, Enhancing Board Effectiveness, Anatomy of Corporate Governance, Optimum Board
Performance : Best Practices for Board Performance and Risk Management. The programme was facilitated by Puan
Saidatul Ishan Abd Rahman from Companies Commission of Malaysia, Dato’ Abdul Aziz Abu Bakar from MINDA and En
Nik Mohd Hasyudeen Yusoff from the Audit Oversight Board, Securities Commission Malaysia. Over the Fireplace Chat
session, a briefing on the responsibilities of a corporate director was shared by YBhg Dato’ Azmi Mohd Ali, Senior Partner,
Azmi & Associates. The session was attended by directors from MoF Inc companies and State Development Corporations.
26 MALAYSIAN DIRECTORS ACADEMY

ALUMNI LIST

Alumni List

Dato’ Latifah Merican Cheong Datuk Abdullah Hj Kuntom Anne Abraham
Securities Commission Malaysia Building Society Berhad LeadWomen Sdn Bhd
WDOTP 2012 BHPD 2008 WDOTP 2012
Dato’ Abdul Aziz Abu Bakar Abdullah Yusof Anuar bin Mohd Hassan
Malaysian Directors Academy (MINDA) Cement Industries of Malaysia Malaysian Reinsurance Berhad
DF 2009 / BHPD 2010 BHPD 2008 BHPD 2008
Abdul Farid Alias Tan Sri Abi Musa Asa’ari Dato’ Anwar bin Haji @ Aji Faber Group
Khazanah Nasional Bhd Lembaga Tabung Haji Berhad
KNB ND 07 BHPD 2011 CF 2008 / KNB ND 2008
Tuan Haji Abdul Fatah bin Haron Abu Bakar Ibrahim Dato’ Anwarrudin Ahamad Osman
Air Kelantan Sdn Bhd Khazanah Nasional Berhad UEM Builders Berhad
CDOP 2012 BHPD 2008 / KNB ND 2008 BHPD 2007
Dato’ Dr. Abdul Ghaffar bin Ramli Dr Achmad Riawan Amin Tan Sri Datuk Dr Aris Othman
Composite Technology Research Malaysia CIMB Islamic Bank Berhad Malaysia Airport Holdings Berhad
Sdn. Bhd BHPD 2011 CF 2007
CDOP 2010 Adlan Ahmad
Tan Sri Abdul Halim Ali Iskandar Waterfront Arlida Ariff
Malaysia Building Society Berhad DF 2009 Iskandar Investment Berhad
CF 2007 / DF 2009 / CDOP 2011-2 / BHPD Dato’ Ahmad Fuuad b. Mohd Dahalan DF 2009
2011 Malaysia Airport Holdings Berhad
Datuk Abdul Hamid Said KNB ND 2007 / KNB ND 2008 Auzir Mohd Yaacob
Institut Jantung Negara Ahmad Jafny bin Jusoh Perbadanan Nasional Berhad
CDOP 2011-1 / CDAP 2011 PMBK CDOP 2011-1
Tuan Haji Abdul Jabbar bin Abdul Majid CDOP 2012 Aziema Othman
Proton Holdings Berhad Dato‘ Ahmad Pardas Senin Teknologi Park Malaysia Corporation Sdn
BHPD 2007 UEM Group Berhad / Malaysian Directors Bhd
Tuan Haji Abdul Kadir Md Kassim Academy (MINDA) CDAP 2011
UEM Group Berhad / Cement Industry KNB ND 2007 / CF 2008 Dato’ Aziuddin Ahmad
Malaysia Berhad Dato’ Ahmad Razlan Tan Sri Ahmad Razali ValueCap Sdn Bhd
BHPD 2007 / KNB ND 2008 / BHPD 2010 / CF Sepang International Circuit BHPD 2008
2010 / DF 2011 CDOP 2010 / CDOP 2011-1 Azizah Hanum Hj Md Tamat
Datuk Abdul Malek Bin Abdul Aziz Datuk Wira Ahmad Rusli Joharie Khazanah Nasional Berhad
NCB Holdings Berhad Pengurusan Aset Air Berhad CDOP 2011 - 2
DF 2011 CDOP 2010 Datuk Dr Azizan Abdul Rahman
Dato’ Abdul Manaf bin Hashim Tun Dr Ahmad Sarji Abdul Hamid TH Properties Sdn Bhd
Tenaga Nasional Berhad Permodalan Nasional Berhad CF 2010
BHPD 2010 CF 2007 Tan Sri Azlan Zainol
Abdul Rahim Bin Abdul Hamid Ahmad Shahizam Shariff Malaysia Resources Corporation Berhad
Proton Holdings Berhad Khazanah Nasional Berhad CF 2007
BHPD 2011 / DF 2011 KNB ND 2008 Dato’ Hj Badri Hj Masri
Dato‘ Ir. Abdul Rahim bin Abu Bakar Tan Sri Datuk Dr Ahmad Tajuddin Ali ASTRO All Asia Networks plc
Westport Holdings Sdn Bhd / Telekom / UEM UEM World Berhad KNB ND 2007 / KNB ND 2008
Builders KNB ND 2007 / CF 2007 / KNB ND 2008 Tan Sri Bashir Ahmad bin Abdul Majid
KNB ND 2007 / CF 2007 / CF 2008 / KNB ND Ahmad Tajuddin Carrim Malaysia Airport Holdings Berhad
2008 / BHPD 2010 PROTON Holdings Berhad BHPD 2008
Datuk Abdul Rahman Abdul Ghani DF 2011 Datuk Bazlan bin Osman
Malaysia Airlines System Amiruddin Azahar Telekom Malaysia Berhad
BHPD 2007 Malaysia Venture Capital Management Bhd BHPD 2007
Dato’ Dr Abdul Rozali A. Wathooth (MAVCAP), Behara Venkata Rama Subbu
Institut Jantung Negara CDAP 2011 Proton Holdings Berhad
CDAP 2011 BHPD 2011
Abdullah Abdul Hamid Amirudin Abd Rahman
Khazanah Nasional Bhd / Malaysian Directors Pengurusan Aset Air Berhad Burhanuddin Hilmi bin Harun
Academy (MINDA) CDOP 2011 - 3 Composite Technology Research Malaysia
KNB ND 2007 / BHPD 2007 / KNB ND 2008 / Amirul Fares Zahir Sdn. Bhd
CF 2008 Khazanah Nasional Bhd CDOP 2010
Tuan Haji Abdullah bin Yakub KNB ND 2007
Kifaalah Affiat Sdn Bhd Andrew Lo Kian Nyan Che Abdullah bin Mat Nawi
CDOP 2012 Employee Provident Funds Kelantan Biotech Corporation Sdn Bhd
BHPD 2007 CDOP 2012
Tuan Haji Che Pee bin Samsudin
Amanah Raya Berhad
CDOP 2011 - 2

MALAYSIAN DIRECTORS ACADEMY 27

ALUMNI LIST

Cindy Tan Ler Chin Hasni Zarina Mohamed Khan Dato’ Kalsom binti Abdul Rahman
Malaysia Building Society Berhad Touch ‘N’ Go Sdn Bhd Chemical Company of Malaysia Berhad
DF 2011 WDOTP 2012 BHPD 2010 / DF 2011
Dato’ Daud bin Tahir Datuk Kamarul Zaman Md Isa
Perbadanan Nasional Berhad Hassan Jaafar Institut Jantung Negara
CDOP 2011 - 2 PLUS Expressway Bhd CDAP 2011
David Lau Nai Pek KNB ND 2007 / KNB ND 2008 / DF 2009 / DF Dr. Kamarulzaman Mohamed Zin
Axiata Group Berhad 2011 Khazanah Nasional Berhad
DF 2011 BHPD 2008 / KNB ND 2008
Datuk Dell Akhbar Khan Hyder Khan Hazzelina Hassan
Syarikat Prasarana Negara Berhad Malaysia Venture Capital Management Khairil Anuar Abdullah
CDOP 2011-1 Berhad Apollo Hospitals Enterprise Limited
Eddy Rashdan bin Pir Mohd CDOP 2011-1 / CDAP 2011 KNB ND 2007
Sepang International Circuit Tuan Haji Khairuddin Ahmad
CDOP 2010 / CDOP 2011-1 Hilmi bin Hassan RHB Bank Berhad
Elakumari Kantilal KTM Berhad BHPD 2007
Khazanah Nasional Bhd CDOP 2011 - 2 Tuan Haji Khalily bin Kadir
KNB ND 2007 / KNB ND 2008 Hiroyuki Kudo PMBK
CIMB Group CDOP 2012
Enita Azlina bin Osman DF 2009
Khazanah Nasional Berhad Hisham Zainal Mokhtar Kiran Jeyabalan
KNB ND 2008 Khazanah Nasional Berhad WDOTP 2012
Faisal @ Pisal bin Abdul Ghani BHPD 2010
Composite Technology Research Malaysia Lau Tiang Hua
Sdn. Bhd Ibrahim bin Awang Malaysia Building Society Berhad
CDOP 2010 Permodalan Nasional Berhad BHPD 2007
Fauzi bin Mohamad DF 2011 Tan Sri Dato’ Lau Yin Pin
PMBK Az-Zahab Sdn Bhd Tenaga Nasional Berhad
CDOP 2012 Idham bin Ismail CF 2008
Fazlur Rahman Ebrahim Khazanah Nasional Berhad Tan Sri Leo Moggie
Securities Commission KNB ND 2008 Tenaga Nasional Berhad
CF 2010 Dato’ Ikmal Hijaz Hashim CF 2007
Datuk Francis Tan Leh Kiah Faber Group Berhad Dato’ Lim Kheng Guan
Securities Commission Malaysia BHPD 2010 / CF 2010 Telekom Malaysia Berhad
BHPD 2011 Laksamana Tan Sri Dato’ Seri (B) Ilyas Hj Din BHPD 2007
Dato’ Fuad bin Jaafar Perbadanan Hal Ehwal Bekas Angkatan
Tenaga Nasional Berhad Tentera Lim Yuk Hua
BHPD 2007 CF 2010 Penang Port Sdn Bhd
Tan Sri Ghazzali Sheikh Abdul Khalid CDOP 2010
Axiata Group Berhad Ismael Fariz Ali Datin Linda Ngiam Pick Ngoh
BHPD 2011 Khazanah Nasional Berhad Star Publications (Malaysia) Berhad
Dato’ Gumuri Hussain BHPD 2007 WDOTP 2012
Securities Commission Tan Sri Dato’ Lodin Wok Kamaruddin
DF 2011 Ismail bin Kamaruddin Boustead Holdings Berhad
Dato’ Hafsah Hashim SME Bank CF 2008
SME Corporation Malaysia CDOP 2011-1
WDOTP 2012 Loh Wai Yee
Tan Sri Dato’ Seri Haidar bin Mohamed Nor Izlan bin Izhab Khazanah Nasional Berhad
Bumiputra-Commerce Holdings Berhad / CIMB Malaysia Airport Holdings Berhad BHPD 2010
Berhad KNB ND 2007
CF 2007 / CF 2008 Mah Lai Heng
Hartini Mohd Nasir Jacqueline Francis KPJ Healthcare Berhad
Institut Jantung Negara AJA EQS Certification Malaysia Sdn Bhd WDOTP 2012
CDAP 2011 WDOTP 2012
Tan Sri Hasmah Abdullah Jamela binti Mohd Syed Mahadzir Bin Azizan
PricewaterhouseCoopers Keretapi Tanah Melayu Berhad Syarikat Takaful Malaysia Berhad
WDOTP 2012 CDOP 2010 DF 2011
Tengku Dato’ Seri Hasmuddin Tengku Othman
Institut Jantung Negara Jamilah Hashim Mahbob bin Abdullah
CDAP 2011 Khazanah Nasional Bhd TH Plantations Berhad
KNB ND 2007 / KNB ND 2008 CF 2010
Hasnah Omar
Securities Commission Johan bin Abdullah Maheswari Kanniah
WDOTP 2012 BIMB Holdings Berhad K & N Kenanga Holdings Berhad
BHPD 2010 WDOTP 2012
Datuk Johar Bin Che Mat
Proton Holdings Berhad Mansor bin Salleh
BHPD 2011 Amanah Raya Berhad
Tan Sri K. Ravindran CDOP 2011-1
PLUS Expressway Berhad
DF 2009

28 MALAYSIAN DIRECTORS ACADEMY

ALUMNI LIST

Laksamana Madya Datuk Mat Rabi Abu Mohan Rajasooria Nasution Mohamed
Samah Khazanah Nasional Bhd Penerbangan Nasional Bhd
Langkawi Tuna Corporation Berhad KNB ND 2007 KNB ND 2007
KNB ND 2007
May Quah Bee Fong Dato’ Mohd Ali Abd Samad Tunku Datuk Nazihah Tunku Mohd Rus
Khazanah Nasional Berhad Perbadanan Nasional Berhad Former Ambassador and SUHAKAM
KNB ND 2008 CDOP 2011-1 Commissioner
Md Ali Md Dewal Dato Mohd Ali bin Abd Samad WDOTP 2012
PT Bank Lippo Tbk Perbadanan Nasional Berhad
KNB ND 2007 / CF 2007 CDOP 2012 Ng Chih Kaye
Laksamana (B) Tan Sri Dato’ Sri Md Anwar Md Dato’ Mohd Azlan Hashim Agrobank
Nor Proton Holdings Berhad / Employee Provident CDOP 2011 - 2
Lembaga Tabung Angkatan Tentera Fund
CF 2007 CF 2007 / BHPD 2010 Nik Mahadi bin Nik Mahmood Kelantan
Tan Sri Md Nor Md Yusof Golden Trade Sdn Bhd
Bumiputra-Commerce Holdings Berhad Mohd Izani Ashari CDOP 2012
KNB ND 2007 Khazanah Nasional Berhad
Datin Meha Sivamohan DF 2009 / BHPD 2010 Nik Mohd Alimin bin Nik Mohd Alwi
First Principles Sdn. Bhd. PMBK
WDOTP 2012 Mohd Nadziruddin Mohd Basri CDOP 2012
Khazanah Nasional Bhd
Michael Jude Fernandes KNB ND 2007 / BHPD 2008 Nik Najib Husain
Khazanah Nasional Berhad EXIM Bank
DF 2009 / BHPD 2011 CDOP 2011 - 3

Michelle Lim Dato’ Sri Mohd Nadzmi Bin Mohd Salleh Proton Nik Roslini binti Raja Ismail
Khazanah Nasional Berhad Holdings Berhad Ministry of Finance
KNB ND 2008 BHPD 2011 CDOP 2011 - 3
Datuk Mohaiyani binti Shamsudin Dato’ Noorizah binti Hj. Abd Hamid
Maybank Mohd Rafik Shah Mohamad PLUS Expressway Berhad
DF 2011 Langkawi Tuna Corporation Berhad DF 2009
Prof Dr Mohamad Hanapi bin Mohamad KNB ND 2007
Kelantan Golden Trade Sdn Bhd
CDOP 2012 Tuan Haji Mohd Sabri bin Abdullah Prof Dr Hjh Noraini Idris
Dato’ Dr Mohamad Hashim Ahmad Tajudin PMBK Sawit Sdn Bhd, Kelantan Golden Trade Universiti Pendidikan Sultan Idris
Chemical Company of Malaysia Berhad Sdn Bhd WDOTP 2012
BHPD 2007 / CF 2008 CDOP 2012
Tan Sri Dato’ Prof Dr. Mohamad Taha Arif Tan Sri Dato‘ Mohd Sheriff bin Mohd Kassim Noreen Abdul Rashid
Institut Jantung Negara PLUS Expressway Bhd Healthcare Bhd
CDOP 2011-1 KNB ND 2007 KNB ND 2008, CF 2008 WDOTP 2012
Datuk Dr Mohamed Arif Nun Dato’ Mohd Shukri Hussin Prof. Datuk Dr Norma bt Mansor
Silterra Malaysia Sdn Bhd Bumiputra-Commerce Holdings Berhad University of Malaya
KNB ND 2007 / CF 2008 / KNB ND 2008 CF 2008 WDOTP 2012
Dato’ Mohamed Azman Yahya Malaysian
Airline System Berhad Mohd Yahaya Abdul Majid Oh Kim Sun
KNB ND 2007 / CF 2008 SME Bank Pharmaniaga Bhd
Dato’ Mohamed Hassan Md Kamil CDOP 2011 - 2 CF 2008
Syarikat Takaful Malaysia Berhad
DF 2011 Mohd Yusof Hussian Ong King How
Tan Sri Datuk Mohamed Khatib bin Abdul Bumiputra-Commerce Holdings Berhad Khazanah Nasional Berhad
Hamid BHPD 2007 KNB ND 2008
Pantai Holdings Berhad Tan Sri Dato’ Hj Mohd Zuki Hj Kamaluddin
KNB ND 2007 / CF 2007 / BHPD 2008 / CF Island & Peninsular Bhd Osman bin Ismail Permodalan Nasional
2008 / KNB ND 2008 CF 2007 Berhad
Ir. Dr. Muhamad Fuad bin Abdullah DF 2011
Mohamed Nor Bin Abdul Hamid Island & Peninsular Bhd Dato’ Othman Jusoh
Etiqa Takaful Berhad BHPD 2008 TH Technologies Sdn Bhd
BHPD 2011 Tan Sri Datuk Dr. Muhammad Rais Abdul CF 2010
Datuk Mohamed Zain bin Mohamed Yusof Karim Tan Sri Datuk Dr Rafiah Salim
Faber Group Berhad Malaysian Directors Academy (MINDA) NAM Institute for the Empowerment of
BHPD 2008 CF 2008 / CF 2010 / DF 2011 Women (NIEW)
Dato’ Mohammad Zainal Shaari Tan Sri Dato’ Ir Muhd Radzi Hj Mansor DF 2011
Khazanah Nasional Bhd Telekom Malaysia Berhad Prof. Dato’ Dr. Rahmah Mohamed
KNB ND 2007 CF 2007 UKM Technology Sdn Bhd
Ir Hj Mustafa bin Salleh WDOTP 2012
Air Kelantan Sdn Bhd Tan Sri Rainer Althoff
CDOP 2012 Proton Holdings Berhad
Dato’ Nasarudin Hashim BHPD 2011
Technology Park Malaysia Corporation Sdn. Bhd Tan Sri Raja Arshad Raja Tun Uda
CDOP 2010 Asia Capital Reinsurence Sdn Bhd
KNB ND 2007 / CF 2007 / KNB ND 2008

Rashidah Mohd Sies
Agrobank
CDOP 2011 - 2 / CDAP 2011

MALAYSIAN DIRECTORS ACADEMY 29

Haji Richard George Azlan Abas Shamsimar Yusof Yacob bin Mustafa
Theta Edge Berhad CD Communication Group Sdn Bhd Prokhas Sdn Bhd
DF 2011 WDOTP 2012 CDOP 2011-1
Ronnie Kok Lai Huat
TIME dotCom Berhad Sharizad binti Juma’at Yeo Keng Un
DF 2011 Amanahraya Investment Management Sdn Khazanah Nasional Bhd
Datuk Ir. Rosaline Ganendra Bhd KNB ND 2007
Minconsult Sdn Bhd CDOP 2011-1
WDOTP 2012 Yeoh Keat Seng
Dato’ Rosdi bin Mahmud Shasidharan A/L Prapakaran Malaysian Technology Development
Composite Technology Research Malaysia Khazanah Nasional Berhad Corporation Sdn Bhd, Biotrophics Malaysia
Sdn. Bhd KNB ND 2008 Berhad
CDOP 2011 - 2 KNB ND 2007, KNB ND 2008
Rosenah Mohd Hassan Stephanie Saw Ai Lee
Selat Tebrau Sdn. Bhd. Khazanah Nasional Berhad Yew Wan Kup
KNB ND 2008 BHPD 2010 CIMB Group Holdings Berhad
Dr Roslan A. Ghaffar BHPD 2011
Malaysia Resources Corporation Berhad Sufyan Abdul Jabbar
BHPD 2007 Khazanah Nasional Berhad Zainab Mohd Salleh
Dato’ Rosli Sharif KNB ND 2008 Dialog Group Berhad
Faber Group Berhad Dato’ Sulaiman Mohd Yusof WDOTP 2012
BHPD 2008 Syarikat Takaful Malaysia Berhad Datuk Zainal Abidin Alias
Puan Hajah Rozaida Omar DF 2011 Faber Group Berhad
Lembaga Tabung Haji Dr Sulochana Nair BHPD 2008
WDOTP 2012 Former Lecturer of University of Dato’ Zainal Azwar bin Zainal Aminuddin
WDOTP 2012 TH Plantation Berhad
Rozana Makhzan BHPD 2008
Biotrophics Malaysia Berhad Suriaghandi a/l Suppiah
KNB ND 2008 Khazanah Nasional Berhad Zaini bin Mustapha
Tuan Haji Rusdi bin Abdullah KNB ND 2008 PMBK
PMBK CDOP 2012
CDOP 2012 Sutekno Ahmadbelon Datuk Seri Zakaria bin Bahari Keretapi Tanah
Datin Ruzaina Wan Hanif Pengurusan Aset Air Berhad Melayu Berhad
Agrobank CDOP 2011 - 3 CDOP 2010
CDOP 2011 - 2 Tuan Haji Zakaria Bin Ismail
Tan Sri Samsudin Osman Syed Kamarulzaman bin Dato’ Syed Zainol Syarikat Takaful Malaysia Berhad / Exim Bank
BIMB Holdings Berhad Khodki Shahabudin BHPD 2011 / CDOP 2011 - 3
CF 2007 Perbadanan Nasional Berhad Maj Gen Dato’ Zulkiflee bin Mazlan
Dr Sarinder Kumari CDOP 2012 Perbadanan Hal Ehwal Bekas Angkatan
Performance Management and Delivery Unit Datuk Syed Muhamad bin Syed Abdul Kadir Tentera
(PEMANDU) Bumiputra-Commerce Holdings Berhad / CIMB DF 2011
WDOTP 2012 Islamic Berhad
Selvarajoo a/l Manikam BHPD 2007 / CF 2010 Zuraidah binti Husin
Keretapi Tanah Melayu Berhad Prof. Dato’ Dr. Syed Othman Alhabshi PMBK
CDOP 2010 Etiqa Takaful Berhad CDOP 2012
BHPD 2010
Selvarajoo A/L Manikam Dato’ Syed Saleh Syed Abdul Rahman
Keretapi Tanah Melayu Berhad Lembaga Tabung Haji
CDAP 2011 BHPD 2008
Puan Sri Datin Seri Chin Chew Lin Dato’ Seri DiRaja Tajol Rosli Ghazali
Farlim Group (Malaysia) Berhad Pengurusan Aset Air Berhad
WDOTP 2012 CDOP 2010

Shahazwan Harris Tan Poh Keat
Khazanah Nasional Bhd Telekom Malaysia Berhad
KNB ND 2007 CF 2007

Shahnaz Al-Sadat binti Abdul Mohsein Tuan Haji Zakaria Ismail
Khazanah Nasional Bhd / UEM Group Export-Import Bank of Malaysia Berhad
KNB ND 2007 / DF 2009 / BHPD 2010 CDAP 2011
Dr Shahridan Faiez Mohideen Abdul Kader YM Tunku Dato’ Mahmood Fawzy Tunku
Khazanah Nasional Berhad Muhiyiddin
KNB ND 2007 Khazanah Nasional Bhd
KNB ND 2007
Shahril Anwar Mohd Yunos
Kumpulan Modal Perdana Sdn. Bhd Wan Hasmah Wan Mohd
CDOP 2010 Jabatan Pembangunan Wanita
WDOTP 2012
Dato’ Ir Wan Muhamad bin Wan Ibrahim
TIME dot Com
KNB ND 2007


30 MALAYSIAN DIRECTORS ACADEMY

And Our Clients Are....

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

MALAYSIAN DIRECTORS ACADEMY 31