CONTENT · CONTENT Page Latest Update on ... the President and CEO of Maybank, Malaysia’s largest banking group and one of the leading banking groups ... (SWOT analysis)

Ethical Leadership : Perspective of a Corporate Leader

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By | Tan Sri Abdul Wahid Omar

CONTENTPage

Latest Update on Talent Grooming Programme for Technical Healthcare Professionals (TGP)

Speaker’s Profile

Talk Summary:• Personal journey as a corporate leader• Lessons learnt• Sharing experience

Take Home Messages

Q&A Session

Photo Gallery

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perspective corporate leader (layout).indd 1 6/10/2017 12:28:45 PM



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LATEST UPDATE ON TALENT GROOMING PROGRAMME FORTECHNICAL HEALTHCARE PROFESSIONALS (TGP)

Transforming Great Potentials

TGP has recruited 6 Cohorts since 2014 with a total number of 101 talents from various technical programmes in MOH. They had undergone TGP Professional Development which encompassed a diversity of training modules: in-house training in IHM and MOH, courses by partnes from public agencies and private organizations, on-the-job learning including attachments and also programmes with international collaborators.

TGP has been included as an index in the Star Rating System for MOH in accordance with Pekeliling Perkhidmatan Bil 03/2006: Panduan Mewujudkan Search Committee dan Proses Pelaksanaan Pelan Penggantian (Guide to establishing a search committee and implementing a succession plan). There are fiveindicators related to TGP. TGP was also been selected as one of the initiatives under Pelan Transformasi Perkhidmatan Awam KKM (JPA): Teras 1 – Mendayaupaya Bakat (Transformation plan for public service: Thrust 1 – Talent Grooming) for the Ministry of Health Malaysia.



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“Once you have achieved fundamental improvements, then you can complement it

with branding or rebranding, as the case may be. Form without

substance will not get you anywhere. But when you combine substance with form, you will go a

long way.”

TAN SRI ABDUL WAHID OMARGroup Chairman Permodalan Nasional Berhad




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Tan Sri Abdul Wahid Omar was appointed as Group Chairman of Permodalan Nasional Berhad (PNB) on 1st August 2016 following completion of his term as a Senator and Minister in the Prime Minister’s Department in charge of Economic Planning from June 2013 to June 2016.

Prior to his cabinet appointment, Tan Sri Abdul Wahid was formerly the President and CEO of Maybank, Malaysia’s largest banking group and one of the leading banking groups in South-East Asia, from May 2008. He was also the Chairman of The Association of Banks in Malaysia. He is a Fellow of the Association of Chartered CertifiedAccountants (UK) aswell asa member of the Institute of Chartered Accountants in England & Wales (ICAEW) and the Malaysian Institute of Accountants (MIA). Maybank was the third major organisation that he has led as CEO.

Prior to joining Maybank, he was Group Chief Executive Officer of TelekomMalaysia Berhad from July 2004 until its de-merger with Axiata Group Berhad in April 2008. He was also formerly Managing Director/Chief Executive OfficerofUEMGroupBerhadaswellasExecutiveViceChairmanofPLUSExpressways Berhad.

Tan Sri Abdul Wahid has received numerous awards throughout his career. These include Malaysia’s CEO of the Year 2006 award from Business Times/American Express, The Asian Banker’s 2013 Leadership Achievement Award for Malaysia, and The Edge Value Creator 2013. He was also awarded the Honorary Doctorate in Economy from Multimedia University, Malaysiain 2014. More recently in June 2016, he was conferred with Panglima Setia Mahkota (PSM) award by His Majesty Seri Paduka Baginda Yang DiPertuan Agong for his invaluable contributions to the country.

SPEAKER’S PROFILE



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Personal Journey asCorporate Leader

As Chief Financial Officer (CFO)of Telekom Malaysia Berhad from

March 2001 to September 2001

As Managing Director (MD)/CEO of United Engineers (M) Berhad(UEM)GroupfromOctober2001to

June 2004

As President / CEO of Maybank from May 2008 to May 2013

AsChiefExecutiveOfficer(CEO)ofTelekom Malaysia Berhad from July

2004 to April 2008




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Management Principles

• Always focus on the fundamentals. Don’t worry about short termmarketfluctuations.

• Once you have achieved fundamental improvements, then you can complement it with branding or rebranding, as the case may be. Form without substance will not get you anywhere. But when you combine substance with form, you will go a long way. This applies to personal branding too.

Corporate Leadership and Management

• Be clear on your mandate. Perform a full diagnosis of the company. Establish the strengths, weaknesses, opportunities and threats (SWOT analysis).

• Set clear and measurable short term and long term targets with clear timeline and accountability.

• Communicate your plans and update all levels of employees regularly.

Personal Leadership Skills and Attributes

• A good leader must be visionary, articulate, authentic, engaging and possess unquestionable integrity.

• Be professional, honest, sincere and truthful to your Board, management colleagues and employees.

• Do not hesitate to say sorry and admit your mistakes, and learn from them. We are human beings after all.

• Focus on the job at hand and don’t worry about your next career move. Your reputation will precede you.

LESSONS LEARNT



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THREE FULFILLING, ACTION-PACKED YEARS IN THE CABINET

As Minister in The Prime Minister’s Department(Economic Planning) 2013-2016

• Bring private sector’s perspective into Government & give Government the courage to do the right things

• Assistinfiscalconsolidation&subsidyrationalisation• Crafting of the Eleventh Malaysia Plan• Assist in regional agenda including TPPA negotiations• Chairman of Special Economic Committee to help

stabilizefinancialmarkets• Tabling of 3 bills/new acts of Parliament




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The Spirit Behind The Service:

1. TrueNationalService.AsabeneficiaryoftheNEP,timetogive back to the country.

2. Privilege & honor, While joining the Cabinet without contesting in the General Election

3. Belief in the New Economic Model (NEP)

HIGH IN COME

Target : at least US$15,000per capita by 2020

Qualityof Life

Meets presentneeds without

compromising future

SUSTAINABL E

Enables all

from the wealthof the country

INCL USIV E

SHARING EXPERIENCE

NEW ECONOMIC MODEL



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PNB STRATEGIC PLAN 2017 - 2022To be a Distinctive World Class investment House

To Enhance the Economic Wealth of the Bumiputera Community all Malaysians, for the Prosperity of the Nation.

Competence

Humility

Integrity

Prudence

Passion

We possess the competency to deliver high performance

We treat people with mutual respect, stay grounded to our roots, always be cognizant that we serve a greater purpose

We will not compromise on integrity and we are committed to be the highest level of ethical conduct

We are focused in safeguarding our unit holders’ wealth

We are passionate in our task to achieve beyond the ordinary

VISION

MISSION

VALUES

3 MAIN MANDATES AT PNB

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To improve the corporate performance of PNB and its group of companies

To enhance Bumiputera participation in business and corporate sectors

To assist the Government in providing more affordable housing for the people




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MANAGING EXPECTATIONS IN PUBLIC SERVICE

National Transformation Programme- transforming public sector efficiency

Strategic Reform

Initiatives

Competition, Standards & Liberalisation

Public Finance Reform

Public Service Delivery

Narrowing Disparity

Reducing Government’s Role in Business

LEADERSHIP

MANAGEMENT

THE WAYFOWARD

TAKE HOME MESSAGE



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TAKE HOME MESSAGESLeadership and Management

What is my mandate?

What are the strategies and action plans?

Do we revisit the vision and mission?

How often do I communicate my plans with the different levels of

employees?

Which management and employee do I Share this reward with?

What are our strengths, weaknesses,

opportunities and threats?

When do I syndicate the manager with the

stakeholders?

Do they understand the target?

Where are the gaps?

Do we need reinforcements?

How to align the management interest with that of the

shareholders?

Why and when to implement the balance scorecard?




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Executing the various strategies & initiatives

“Transforming Public Service for Productivity”

Treasure Substance

Team spirit/camaraderieHOT culture:

Honest, Open, TrustingRemove duplication/ reduce

interdependecyShared KPls

Form

-Adopt single branding/ identity for government

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.................................................Sense of Urgency

Law Enforcement

Remove the silo mentality

THE WAY FORWARD



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Q&A SESSION

• Be clear on who the stakeholders are. Internal stakeholders are one’s superior, colleagues and subordinates. External Stakeholders are the public, customers etc. Different methodologies are needed for different stakeholders.

• Message from top management has to be clear to all levels of staff. This can be done through meetings and town hall sessions.

• Make visits to branches or go to the ground to engage with branch managers to ensure messages get through to the bottom of the hierarchy.

• Breakfast or Teh Tarik sessions with 10-15 staff for half to an hour is also a good approach to share perspectives, and to get feedback from them as well as getting to know each other better. The feedback from the staff from these sessions has been beneficial.

• Working in silo happens in all large organisations, both public and private. • Leaders with lack of team spirit will hide behind walls and this is destructive for any

organisation. To overcome this, I brought them together and share the vision of the company. Once these have been embraced, work processes needs to be looked into to see if there are any overlapps and interdependencies, then discuss the way forward. Shared KPIs are then created and they must be achievable. Otherwise it will affect their annual appraisal.

• To break the silo, there can only be one organizational identity. For example, the name of Asia Bankers was changed to Maybank Investment Bank for branding and to promote oneness.

• But be prepared as not all leaders will subcribe to the leader’s vision. If after ample opportunity has been given and the attitude is still antagonistic, then I would consider removing them through proper process.

Would you consider being a doctor if given the chance to turn back time?

How do we engage with employees using good communication strategy?

Any tips on how to break the silo mentality?

• It is prudent to focus on self-core competencies. Since I was good with numbers, accountancy was considered as my career. I am indeed privileged to be what I am today.




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• This can be done through policy level and programme level.• All staff must undergo training, beginning with basic interpersonal and leadership

skills, then progress to specialised skills. These are monitored by the Human Resource department.

• In terms of exposure, encourage to move from one facility to another, maybe as a promotion.

• We monitor the key positions, and look at who are the potential successors. Also look at their state of readiness, in how many years can they play that role. What is needed to develop them? For e.g. send them abroad first for exposure before giving a new role.

• Having said that, in the government sector, there may be over-emphasis of time based (seniority) versus young talent. If one is capable, then the opportunity should be given.

How do we identify talents, retain them and carry out succession planning?

Is there any time frame given for the leader to react positively after the opportunity was given?

On the issue of balance, do we promote someone from inside of the organisation or bring someone from outside?

• From experience, I would say probably about a year or so.

• We must develop internal talents. Any capable staff can be appointed for that role.• Benchmark with what is out there. If no talents are found internally, then there is

no harm in out-sourcing of talents. • If there will be 5-6 senior appointments in the company, I would consider appointing

one from outside the organisation. An outsider would provide fresh perspectives while the people from the inside will ensure continuity of previous policies.



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• The challenge in the industry then was fixed line business was being replaced with mobile network. Hence this message was explained to employees that TM will suffer if we continued to operate as usual. Hence, the need to de-merge.

• The goal then was to pursue the high speed broadband project, and this was pursued. It is important to let the staff know where the organisation is going.

• The right leadership and right business strategy is needed. To meet that, we match the employee’s skills and competencies, then appoint them as new leaders.

• With technology, younger people are more informed and has more wealth of knowledge.

• But at the same time, they are less patient. We have to engage with them more and give them the exposure. They want progression. Find out what is their interest, strength and weakness, then map out their career progression.

• They tend to look for work-life balance. But as long as they can deliver, we have to coach them.

• From my experience, after three years, they would start to believe in the organisation, then it would be easier to lead them.

How did you manage the morale of Telekom Malaysia staff when the company was undergoing major restructuring?

With a generation gap between us and young future leaders, how do we groom and motivate these young leaders?

Moving from one organisation to another, what tells you that it was a right move and what factors were considered to move?

• It depends on circumstances. Since banking was my passion and first love, I agreed to join Maybank.

• Moving from a halal to a riba business, I was advised to introduce Islamic banking. Hence strategies were put in place and Maybank Islamic grew to be the largest Islamic banking in the country.

• With regards to joining the Cabinet, I considered that offer as I wanted to give back to the community.




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• Provide opportunity for them in the organisation. • They would also evaluate other opportunities out there for career progression. • For e.g. we bond all accountant scholars for 10 years. If they decide to leave later,

to me, it is alright as long as they have a good career progression. Moreover, there are only 8% of Bumiputera Accountants in the country. Hence supply is less than market demand.

• I believe in the MOH, there may be lack of opportunity to pursue a specialty due to lack of facility and funds. We could argue to use private facilities and specialists. In my opinion, it is alright for specialists to leave to ventilate the organisation in order for others to move up. Otherwise, lower staff will get frustrated and will move to another organisation.

• We have to manage finances well. Avoid borrowing money to maintain operations, but it is alright to borrow money for capital expenditure.

• We also have to manage deficit with an aim to reduce it. • Continue to optimise finances, then the country will progress to a high income

nation.• To avoid wastages, go for best pricing, good quality products and procure

timely based on needs. Avoid wastage on expired stocks like what happened to Pharmaniaga previously.

Gen Y tends to think more for themselves than for the organisation. How do you tackle the issue of employee loyalty?

What is your opinion for Malaysia’s financial performance in 10 years’ time?

How can we inculcate Corporate Leadership in the Government sector?

• We could allow cross-fertilisation, eg. bringing someone from the private sector to work in the government sector.

• This would also bring in fresh perspectives into the organisation. • With regards to remuneration, I believe some are willing to make that financial

sacrifices for the sake of the country.



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• Remember we all coexist with each other. • For the private sector, they do business, gets profit and pays tax. Tax goes to the

government to provide healthcare and facilities to the public. • As for banking, we provide micro-financing to assist some to start small businesses. • Government can only suggest, but it is not advisable to control charity-giving in

private sector.• We have to help our own employees first. For e.g. in a flood, we ought to assist our

own employees to recover, rather than giving out to others first. • A type of CSR that PNB does is to promote financial literacy and investment for the

public, e.g. Pelaburan Bijak, and Minggu Amanah Saham Malaysia.

CSR from the private sector is seen to be more for NGOs related to their industry. The population’s general needs are often neglected. Shouldn’t the private sector increase their contribution?




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PHOTO GALLERY



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CONTENT · CONTENT Page Latest Update on ... the President and CEO of Maybank, Malaysia’s largest banking group and one of the leading banking groups ... (SWOT analysis)