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Showing posts with label Administration. Show all posts
Showing posts with label Administration. Show all posts

Wednesday 7 July 2021

Academics attribute China’s success to its highly-rated administrative system & strong governance as CPC celebrating the centenary

  Strong governance is the key

https://youtu.be/g3vnVURtoNI 

What are the keys to China’s economic miracle? 

 Absorbing topic: Ouyang (top centre) with local academics (clockwise from top left) Dr Chang, Prof Wong, Dr Chan and Dr Ngeow discussed the factors behind China’s success at the recent ‘Governance of China: Perspectives from Southeast Asia’ webinar.

 

CHINA’s success in building a strong economy, eradicating abject poverty, curbing the spread of the deadly Covid-19 virus and promoting the Belt and Road Initiative (BRI) to benefit the world can be attributed to its strong governance capability, according to a recent seminar.

From a backward country in 1978 to an economic juggernaut today, the Middle Kingdom’s rise over the past 40 years has been spectacular. What has its leaders done to create one miracle after another? This question has spurred academics at the Institute of China studies (ICs), Universiti Malaya, to explore factors behind Beijing’s achievements.

This former “sickman of Asia”, invaded and humiliated by the West in the 19th and first half of 20th century, is now the world’s second biggest economy. It is also the world’s manufacturing powerhouse and the largest trading nation. It has lifted about 800 million people out of poverty since Deng Xiaoping introduced reforms.

On the technological front, China is a pioneer and global pacesetter in 5G rollout, e-commerce, artificial intelligence, robotics, high-speed railway, satellite navigation and space exploration.

In the “Governance of China: Perspectives from southeast Asia” webinar, jointly organised by the ICs and the Chinese Embassy in Malaysia, Prof Datuk Dr Danny Wong highlighted China’s 1.4 billion people are enjoying a very high standard of living.

“China’s development plans and programmes are the envy of many nations. All these achievements speak volumes of the country’s ability to govern well – to be able to translate strategic plans into effective programmes that bring results.

“One of the things that struck me as important and relevant now is the manner China has been able to handle the Covid-19 pandemic very well. This is a clear display of China’s strong governance capabilities – both on the home front as well as in the international arena,” said Prof Wong, who is the dean of UM’s Faculty of Arts and social sciences.

Prof Wong, also former director of ICs, shared his ground experience in witnessing China’s ability to plan and implement longterm education strategies.

Earlier this year, China announced economic goals for 2025 and 2035, and a carbon-free goal by 2060.

Analysing Beijing’s multi-decade efforts in poverty eradication, ICs director Dr Ngeow Chow Bing attributed the success to Beijing’s strong determination in eliminating poverty, market-oriented economy and government’s strong involvement.

China’s governance system is unique, Dr Ngeow explained. Within the system is a political structure with a very strong cadre/ official mobilisation capability, target-based governance and pairing assistance between rich and poor areas.

The specialist in China affairs said: “Under President Xi Jinping, the ‘last mile’ (the last 99 million very poor people) of poverty eradication was targeted with precision. Party officials were stationed at remote areas and their problems solved with tailored solutions.

“While China’s institutional structure is vastly different from other countries and not replicable, its strategies in wiping out poverty can be learnt.”

Giving the official view, Chinese Ambassador to Malaysia Ouyang Yujing said: “The secret of China’s effective governance is not enigmatic. It lies in the political system – the socialist system with Chinese characteristics adopted by the Communist Party of China (CPC).”

He said the “people-oriented” philosophy of the CPC in governance has won over the hearts and confidence of its people. This could be proven by surveys. And due to this, citizens are prepared to endure hardship and sacrifice to help the government achieve its goals.

A stark example is seen in the lockdown of Wuhan in combating Covid-19 last year, when residents showed a high degree of obedience towards the directive to stay home and sacrifice personal freedom for weeks.

Dr Peter T.C. Chang, deputy director of ICs, pointed out that China’s unique one-party state has enabled the country to choose its leaders in an effective manner. And the government has built up a trusting relationship with the people.

But he opines China should not be seen as a threat, despite the fact that it has become a global power with footprints around the world through BRI.

“China’s rise is comparatively peaceful and benign. CPC ideology is for China only. From Asean’s perspective, China is not a threat in colonisation. We do not think China harbours that ambition, although there are territorial disputes in the south China sea,” said Chang.

Apart from the CPC, China’s state-owned enterprises (SE) have also played an important role in effective governance, according to Dr Li Ran.

Within each SE is a CPC party committee functioning as a governing body, similar to the board of directors in a company, she explained.

“This party committee ensures that the CPC’s policies and strategies are executed. And this structure has made SE become the visible hand to manage economic activities on behalf of the state,” said Dr Li, a Chinese national serving at the ICs.

Many SEs have been mobilised to implement BRI projects overseas. In Malaysia’s ECRL, China Communications Construction Company (CCCC) and Exim Bank of China are the SES expected to ensure this state-linked project will be a success.

But not all is rosy in SE governance as there are “zombie enterprises” that have incurred huge losses or production over-capacity. some have even been dragged down by corruption and scandals. All these incidents have tarnished the image of Chinese governance.

However, under the leadership of President Xi, a lot of emphasis has been placed on rooting out corruption and improving SE performance, Dr Li observes. Harsh actions were taken against government officials and CPC leaders involved in wrongdoings.

But still, China has under-performed in terms of institutional indicators and qualities in the region when compared with four leading Asean nations, according to Assoc Prof Dr Chan sok Gee.

Her studies, however, showed there is now more accountability in SES, improved government effectiveness and political stability under the leadership of President Xi.

As China celebrates the 100th anniversary of the founding of the CPC this month to remind its people of the role played by the CPC in making China great again, its unique system of governance has emerged to be a key part of many analytical writings on China’s success story today.

BY HO WAH FOON

 

 

 

 

Celebrating CPC centenary




 
Keepsake: A China Post staff holding a set of 20 commemorative stamps and a commemorative cover issued in celebration of the 100th anniversary of CPC. — Xinhua
 

 China celebrated the ruling party’s anniversary last week. But for the ordinary citizens, they have their own way to mark the event.

MANY couples rushed to tie the knot last week in China. They wanted to commemorate their special day just as China celebrated the 100th birthday of its ruling party, Communist Party of China.

A bride from Beijing said she chose July 1 to register her marriage for long lasting relationship.

“Hope our love would last 100 years, just like today’s celebrations,” Shasha Liu told the local media last Thursday.

It was the day to mark the 100-year formation of the CPC, the sole political party in power that had led the country to become a moderately prosperous society.

Marriage registration offices across China recorded a higher number of couples getting hitched last week.

A Civil Affairs Bureau worker in Jinan city of east China’s Shandong province revealed that they received more than 30 couples in the morning alone.

“I could see that many of them are party members as they were wearing a party emblem on their clothes,” she told the Global Times, but did not reveal the average daily number of couples who had visited the place.

At Baoshan district of Shanghai, a long line of people waited with excitement to start their new life.

“My girlfriend and I are both party members, so we thought this would be a unique way for us to mark this special day and also for the country,” a man, who only wished to be known as Bai, said.

At a hospital in Zhengzhou of central China’s Henan province, a couple in their 80s sang songs along with other patients and medical staff as they celebrated their 50th marriage anniversary.

The pair made the hospital ward their home after the man was admitted for Alzheimer’s several years ago.

“It has been 10 years since he has the disease.

“Even if he has forgotten about everything, I will continue to be by his side,” said the wife as she leaned on her husband.

Identified only as Li, she said their children were busy making ends meet and could not take care of them.

Stamp collectors across the nation got into a frenzy purchase of commemorative stamps and envelopes issued by China Post to commemorate the occasion.

The set of 20 stamps and envelopes reveal the 100-year journey of CPC.

The stamps use red and gold as the main tones while the envelopes contain patterns of the party emblem, Great Wall and a golden inscription of Chinese characters saying “Staying true to our original aspiration and founding mission”, Global Times reported.

A long queue of people formed outside a post office in Shanghai as early as 6.30am.

Among them was 66-year-old Yang Chaode, who travelled 4,000km from Xinjiang Uighur Autonomous Region.

He had waited for the launch since the day before.

“My friends in Xinjiang are waiting for me to send the letters to them, with the postmark in Shanghai, the birthplace of CPC,” Yang added.

In Wuhan, public bus driver Nie Sanhua cleaned up his vehicle in the early morning before decorated the interior with stickers, posters, party flag and other paraphernalia related to the celebration.

The CPC, founded on July 1, 1921, with just 50-odd members has grown with more than 95 million members.

The formation of the party was proclaimed in front of 12 people onboard a boat at a lake in Zhejiang province.

For decades, the CPC was in the dark on its founding date as there were hardly any records about its formation.

So, the party declared July 1 as its established date in 1941.

In the 1980s, more information was gathered with the findings of more documented records.

Today, a replica of the boat – known as the Red Boat – is parked at the Nanhu Lake, about 100km from Shanghai, to commemorate the event.

In Chinese, the top party leader is known as zong shuji which means clerk or secretary.

The term – the lowest among the official positions – was adopted to show the party’s determination to serve the people and stand alongside with them.

Nanhu Lake has become a popular tourist spot visited by nearly nine million travellers annually following a boost of “red tourism”in recent years.

Red tourism refers to sites with historical and cultural significant to the CPC.

 By Beh Yuen Hui

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Thursday 2 May 2019

Pakatan Harapan government plunges in popularity

 
The Pakatan government has little choice nor time to check the slide on its popularity and goodwill from voters.

WHAT a difference a year makes. In a week, the Pakatan Harapan government will mark its first year in power but in stark contrast to the height of popularity it enjoyed then, support for the coalition has plunged.

A recent poll by the Merdeka Centre showed that the administration’s approval rating sank to 39% in March, a drastic drop from 79% recorded in May 31 last year.

Tun Dr Mahathir Mohamad’s performance approval rating as Prime Minister declined too – from 71% in August 2018 to 46% last month.

The survey firm polled 1,204 registered voters in March to gauge their opinions on the country’s economy, leadership and current issues.

Pakatan’s descent in popularity was attributed to the state of the economy as felt by consumers, the perceived strength of the government, anxieties over Malay rights and privileges and the treatment of other races in the country.

According to the findings, public satisfaction in Pakatan’s administration of the economy fell from 60% to 40% with voters largely unhappy with the rise in the cost of living.

The majority of respondents also disagreed with policies such as the move to abolish the death penalty while many were also against the scrapping of exams for Primary 1 to 3 and the plan to impose taxes on sugary drinks. Only 34% of voters polled were of the view that the country was headed in the right direction, with Malay respondents weighing in lower at 24%.

The survey showed that the main concern of Malaysians was the economy at 63%, followed by race-related issues and the flip-flop on decisions such as the government’s decision to withdraw from ratifying the International Conven­tion on the Elimination of All Forms of Racial Discrimination (Icerd).

On the plus side, worries over corruption declined to 23% from 33% while 67% of respondents agreed that the government should be given more time to fulfil its election promises.

Its support rating may have dropped but to be fair, the Pakatan government has not done too badly since taking over, considering the state of the economy and the massive debts that it inherited from the previous disgraced administration.

Of course, there is much more to do, like addressing the cost of living, fulfilling housing needs and providing sustainable healthcare but the government has already fulfilled nearly a third of its pledges, im­p­roved its overall financial position and has made significant moves to tackle corruption in the civil service.

Ironically, the freer media landscape today is contributing to the perception that the Pakatan government is performing poorly or unable to handle issues raised by the opposition, especially those related to race and religion.

Malaysia has risen 22 places to rank 123 out of 180 countries in the latest World Press Freedom Index compiled by Reporters Without Borders (RSF). It now tops countries in South-East Asia – above Indonesia (124), the Philippines (134), Thailand (136), Myanmar (138), Cambodia (143), Singapore (151), Brunei (152), Laos (171) and Vietnam (176).

Unlike in the past, opposition parties now get unfettered coverage in the media and the welcome change has led to the diffusion of a more diverse range of views.

However, the new government has been rather inept in conveying its message on a wide range of issues in the print, online and social media since taking over Putrajaya.

It is also guilty of being sluggish in countering negative reactions or stemming news designed to elicit racial or religious sentiments, as could be seen in the cases of ratification of the Icerd, the Rome Statute and the Seafield Sri Maha Mariamman temple riots.

Opposition politicians and their supporters have been quick to exploit this weakness to manipulate opinion in the freer media environment.

A recent example is lawyer Tan Sri Muhammad Shafee Abdullah’s briefings to the media in the ongoing trial of former prime minister Datuk Seri Najib Razak over funds worth RM42mil from SRC International Sdn Bhd. It is clear that he is using the media to advocate the defence’s contention that Najib’s bank account was misused by people who were unauthorised, including Jho Low, as well as some rogue bankers.

In statements designed to strike a chord with those who may find it tedious to follow the proceedings, he claimed that the former PM would most likely turn out as a “victim” in the end.

As for getting away with untrue claims in the media, one such example was a supposedly secret “side agreement” for the East Coast Rail Link (ECRL) to enable a trade-off of 4,500 acres of land to China Com­munications Construction Company Ltd (CCCC). It was based on a non-legally binding Memoran­dum of Understanding (MoU) under which the Malaysian Investment Develop­ment Authority (Mida) was supposed to assist local companies to cooperate with CCCC to create special purpose companies for development of the economic accelerator projects worth RM10bil over 10 years.

Instead of clarifying the matter immediately, the media handlers of the Transport Ministry and Mida left it to Dr Mahathir’s special envoy to China, Tun Daim Zainuddin, to respond instead.

Ineffective communication teams in the various ministries and the lack of media coordination among them are the main reasons why Pakatan appears to be losing control of its narratives on performance and service.

What Pakatan needs is expertise and a clear media strategy to re-establish political credibility and trust among the people, especially the now disillusioned voters who had pinned their hopes on a better “New Malaysia”. Instead of just leaving the ministries to handle their own issues, the approach should be on keeping to the same page, through synchronisation of information and making better use of social media to enable agencies to engage directly with citizens.

With Malaysians having higher expectations and lower levels of patience, the Pakatan government has little choice nor time to check the slide on its popularity and improve on its public relations.

Veera PandiyanAlong the Watchtower by M.Veera Pandiyan



Media consultant M. Veera Pandiyan likes this quote by George Bernard Shaw: The single biggest problem in communication is the illusion that it has taken place.


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Monday 23 April 2018

New approaches to people oriented human resource management

People-centric logo: The Chinese character for ‘people’, rén, dominates the entrance to its office.


The growing usage of technology can help human resource achieve better performance


IT IS often said that managing people is a combination of art and science. But the increasing dominance of technology in workplaces opens up a new perspective and opportunities in how organisations most valuable resource – its human capital – is being employed.

One of the most obvious changes that can be observed among employers, says Accendo HR Solutions group chief executive officer Sharma KSK Lachu, is the realisation that maintaining the traditional functions of the human resource (HR) department – such as processing payroll and employees’ rosters – is not the way forward to excel in the digital age.

New approaches emphasising efficiencies and talent development are needed to excel in people management, he adds.

“The process of recruiting, retaining and developing talents within organisations has to be changed to meet the expectation of both employers and employees, which in turn could help translate into outstanding performance standards,” he says.

Sharma notes that rich data insights are the best tool to help organisations deliver more engaging content and meet growing customer expectations for highly relevant and targeted information in the workplace. He calls it the democratisation of data and information to help workplaces function more efficiently. This could also help employees lead a more satisfactory work life as functions and responsibilities can be streamlined with the help of data, enabling them to focus on higher-level work.

Bigger reach: Sharma says the company is also looking at expanding into other Asean countries. 
Bigger reach: Sharma says the company is also looking at expanding into other Asean countries.

Today’s workforce is different. There needs to be more incentive for employees to stay on in their jobs.

Citing the example of his own father, who stayed with a single company throughout his entire working life, Sharma says it would be a wonder for organisations today to have employees who would dedicate their entire working life to a single entity without asking much in return.

“He never complains about the lack of a pay raise, promotion or other perks from the management. But today’s working adults, especially the gen-Y and -Z, don’t share such values anymore,” he says.

Accendo relies heavily on technology, data and behavioural sciences in its approach to providing the right HR solutions for its clients to manage their manpower. The consultancy company is currently developing several tools, including artificial intelligence (AI) and HR management systems, for its corporate clients.

However, Accendo, which specialises in services such as talent acquisition, performance management, talent analytic and secession planning, puts the human element on the forefront of how organisations’ HR should function.

Technologies and people form the backbone of Accendo. A walk into its corporate office gives you the feel of a tech startup with open spaces and programmers in casual attire. But a reminder that people comes before technology is apparent in the form of a corporate logo, Rén – the Chinese character for ‘people’ – which dominates the entrance to its office.

Talent development: Accendo’s team consists of people with various skills to support client’s human resource needs. 
 Talent development: Accendo’s team consists of people with various skills to support client’s human resource needs. 

New HR challenges

There is a need for a sharper and faster decision-making process, and the HR department has to be equipped to handle this. The aim is to help them to understand and grow their employees. This includes helping people who are pursuing career development opportunities at every age and are working longer than ever before.

Individual business leaders as well as business units should be looking at HR to provide support and strategic advice on everything from upskilling, motivating employees and future workforce planning to managing multiple generations of employees under one roof.

Therefore, specific solutions that are tailor-made and offer personalised learning opportunities for employees of all types will become the norm.

“Many organisations today still view manpower as a tool to maximise profit. But our mission is to promote a culture where companies develop the talents of their employees to contribute towards the growth of the company.

“We have turned down projects worth millions of ringgit because of the different viewpoint on how to develop and maximise the potential of employees. For us, our clients have to share our values, which is about organisations allowing their employees to own their career. We developed processes that would enable organisations to understand their people, and help develop their skills,” says Sharma.

Casual space: Accendos corporate office gives you the feel of a tech startup with open spaces and programmers in casual attire. 
Casual space: Accendos corporate office gives you the feel of a tech startup with open spaces and programmers in casual attire.

Prior to his return from Sydney, Australia, where he had his start in the HR industry, Sharma was exposed to how technology and data science could help in efficient decision-making processes.

One of his motivations to move back home 10 years ago to start his own business here was partly to prove a point that developing technology-based HR solutions using data science can be done successfully in Malaysia.

Founded in 2009, Accendo is majority-owned by Sharma, while his two other co-founders have minority interests in the company. The company has morphed from being a HR solutions provider to an integrated HR consulting company with their own their technology solutions.

It has since recorded an impressive growth rate and is now considering strategic partnership with either a financial or strategic investor as it seeks to scale up its operations internationally and fund its technology research and development.

Sharma says it is also looking at expanding into other Asean countries, as this region could benefit from data science.

As the profile and success of Accendo increase, the company has been attracting potential investors and is receiving an average of about one investor approach per month. It has held talks with one potential strategic investor but has not reached any agreement as yet, he says.

Accendo, however, will only consider an investor who shares the company’s values, in which human capital is considered as an asset to be developed and not as a commodity to be used in achieving corporate financial goals, Sharma adds.

A help mate: Amid concerns over the rise of technological unemployment, machines can help people work better. – Bloomberg 
A help mate: Amid concerns over the rise of technological unemployment, machines can help people work better. – Bloomberg

It has not seriously engaged with any party currently, but will do so if the right strategic or financial investor comes along.

The timing of a potential listing will also depend on the company’s capital requirements. Sharma says the company has been preparing for a possible listing by 2020, including making sure its financial reporting standards and company’s organisation structures are in line with that of a public company.

The majority of the company’s tech talents are local, but the company will not shy away from hiring foreign talents if necessary. Accendo currently has around 35 full-time staff members, but this will grow to over 50 by year-end as the company plans to hire more AI and other tech-related personnel, says Sharma.

Accendo is expected to record more than RM20mil of revenue this year. It has recorded an annual growth rate of 40% to 45% since it restructured its business model four years ago.

Its corporate clients include some of the most recognisable brand names in the market such as Astro image: https://cdn.thestar.com.my/Themes/img/chart.png , Maybank, KPMG, Nestlé, Bursa Malaysia and other financial institutions and large multinational corporations in Malaysia.

In the longer term, Sharma says Accendo aims to be the platform for all things related to work technologies and solutions, from HR staffing technologies to meeting specific needs and reinventing performance in the workplace for optimum efficacy and maximum success. - by C. H.Goh, The Star


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Wednesday 23 November 2016

Why we fail at corporate governance with corrupt officials?

https://en.wikipedia.org/wiki/Sabah_State_Water_Department_corruption_probe

 

Malaysia still suffers from corporate scandal after another, says Musa


PETALING JAYA: Malaysia is great at formulating legislation for corporate governance but lacks the ability to implement and enforce these, said former deputy prime minister Tun Musa Hitam (pic).

“As far as I can remember, Malaysia is the leading developing country that currently occupies the top half of the list in formulating legislation, rules and regulations for corporate governance.

“But when it comes to implementation and enforcement, we occupy the lower half of the list,” said Musa, who is also World Islamic Economic Forum chairman. Delivering his keynote address at the Women’s Institute of Management’s Conference on Integrity and Corporate Governance, Musa said that in the past, government and corporate leaders were required to attend a course on corporate governance.

“It is quite obvious that these efforts are to no avail and the programme seems to have been scrapped.

“After all our training, Malaysia still suffers one corporate scandal after another,” he said.

The country’s weakness in corporate governance lay in its inability to enforce the rules and was the major cause of its many scandals, he said.

Musa said that good governance extended to areas relating to corruption, abuse of power, accountability, application of corporate social responsibility (CSR), transparency and protecting shareholder interest.

“If you ensure transparency and accountability in decision making, apply CSR and care about shareholder interest, then you are practising good corporate governance,” he said.

Good corporate governance, Musa pointed out, could only happen if all the laws were implemented without fear or favour.

“This is most crucial for good corporate governance and it is up to the chairman and board of directors to administer this,” added Musa.

Another important ingredient was leadership with integrity, he said.

“Leadership by example produces good governance and in my experience, if this is practised, even the most influential person can be persuaded to act in the broader interest of the corporation and shareholders.” By Jo Timbuong The Star

Corporate governance – a shared responsibility


TUN Musa Hitam was spot on when he said at a conference on Monday that a company’s directors and managers were practising good corporate governance when they ensured transparency and accountability in decision making, applied corporate social responsibility, and cared about the shareholders’ interests.

These are indeed essential ingredients if we want our companies to be run well.

And Musa was right in pointing out that good corporate governance could only happen if the laws were implemented without fear or favour.

This matters because corporate governance thrives in an environment in which the rules are clear and robust, and the regulators are firm and consistent.

However, corporate governance is not just about complying with the letter of the law. It is also about directing and controlling a company through practices, structures and processes.

Many of these elements are voluntary; a thin line separates government oversight and the straightjacketing of business with an overkill of statutory prescriptions.

For example, most experts on corporate governance agree that the roles of chief executive officer and chairman of the board ought to be separated so as to avoid concentrating a lot of decision-making power in one person.

And yet, it is perfectly legal in Malaysia for an individual to wear these two hats at the same time. It is the same in some developed countries.

It remains a hot topic, but it is clear that most regulators continue to be reluctant to outlaw this practice of combining CEO and chairman duties.

The biggest challenge is to persuade company stewards to embrace the principles of corporate governance without being prodded by the authorities and their volumes of laws.

For this to happen, the directors and managers have to be convinced that good corporate governance adds significant value to their companies.

There are many studies that have concluded exactly that, but these findings mean little if there is still the perception that most people do not care about corporate governance.

Let us look at the listed companies, whose value is measured constantly in the stock exchange as investors buy and sell the companies’ shares.

On paper, a company with a poor track record in corporate governance would have trouble getting attention in the stock market.

And yet, we have frequently seen such companies at the centre of feeding frenzies sparked by speculation that the share prices will soar for whatever reason. This is not a great advertisement for corporate governance.

Nor is it encouraging that shareholder activism in Malaysia is limp. Many of those who own small amounts of shares in a company are often indifferent to how the company is performing, preferring instead to focus on the share price.

And when they do turn up at the shareholder meetings, it is seldom to engage with the board and management and to ask tough business questions.

The regulators and company stewards alone cannot push the corporate governance agenda.

Investors and other stakeholders too must show that they appreciate the fruits of good corporate governance, instead of complaining bitterly only after companies have collapsed and huge investments have gone down the drain. The Star Says

A-G: GLCs should adopt best practices

Praise and encouragement: Ambrin speaking during the WIM Conference on Integrity and Governance at the One World Hotel in Petaling Jaya.

“In theory, the country’s best practices could be easily adopted wholly or in part by most GLCs. But in reality this is not always the case as you can see from our audit findings with regard to the business performance and corporate governance of these GLCs.

“If guidelines are not being adhered to or given exemptions, it may severely compromise the governance and expose the companies to risk of fraud and corruption,” he said in a keynote address at the Women’s Institute of Management (WIM) conference on integrity and governance yesterday.

The 2015 Auditor-General Report (Series 2) was released two days ago, in which issues like poor management of the Cooking Oil Stabilisation Scheme and weaknesses in the management of medicinal supplies at health clinics nationwide were highlighted.

On the issue of GLCs that were not doing well, Ambrin said these companies were supposed to contribute to wealth creation for the government and act as a trustee to the public.

“Instead, they might become a burden, asking for bailouts and additional grants or to convert their loans to equity so they can continue to exist as a going concern, but to whose benefit really, one might ask,” he said.

The Auditor-General also observed that based on his audit experience, there were times where a GLC’s board of directors had been conveniently bypassed on major decisions.

He added that companies should have at least some, if not all, the best practices required to ensure integrity and good governance in their organisation.

“For example, I am very impressed with Khazanah, they have a high standard of governance and are very professional, so to me they are a model GLC.

“Of course we don’t expect smaller companies to have the full-scale best practices that they have, but at least have some elements like a standard operating procedure, internal audit committee, and a good board of directors,” he said.

Former Law Minister Datuk Zaid Ibrahim said merely having policies for integrity and good governance in place were not enough.

“Malaysians need to talk about it and live it in order to move a step ahead,” said Zaid who was a panellist at the conference.

He said putting integrity into action may be challenging because of restrictive laws like the Official Secrets Act but that shouldn’t stop people from doing so.

Zaid said if Malaysians were committed to the principles of integrity and good governance, they needed to be courageous in their cause.

“You cannot defend integrity without courage but be prepared to pay a price for it. You might not get promoted, or get the title, or the contract you want but integrity needs to be cultivated, no matter the price,” he said.

Zaid also said the courage to fight for integrity must come from within and individuals cannot expect the higher-ups to lead the way.

“You must own it and start with yourself,” he said, adding that the more people embrace the idea of integrity, the higher the chance of creating a society driven by morals and truth.
-  By LOSHANA K SHAGAR and JO TIMBUONG The Star

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Saturday 19 November 2016

Bring corrupt culprits to court fast


MINISTER in the Prime Minister’s Department Datuk Paul Low recently told the Dewan Rakyat that the Malaysian Anti-Corruption Commission (MACC) detained 1,011 civil servants and 26 executives of government-linked companies (GLCs) for alleged corruption and money-laundering between 2014 and September this year.

Assets amounting to almost RM172mil were seized and frozen in relation to these cases.

The government officers nabbed outnumbered the GLC executives by nearly 40 to one, but that is no reason to focus less on the fight against corruption in the GLCs.

The GLCs are in many ways a special class of companies.

A GLC is like any other company in the sense that its primary objective is to make money from commercial activities.

At the same time, a GLC is controlled by the Government (usually through majority shareholding) and is thus an extension of the Government.

But that is not the only way that a GLC is like a government department or a statutory body.

Often, GLCs serve as instruments of public policy.

For example, they undertake huge projects that drive the country’s development. They are in industries that are strategic to national interests — aviation, finance, telecommunications, natural resources, automotive, ports and power.

They tailor certain aspects of their operations, such as human resources and procurement, to suit objectives set by the Government. And they champion causes that support what the authorities want to do.

As such, we have every reason to be dismayed if a GLC is not run with integrity and efficiency.

Do we derive comfort from the MACC’s detention of two GLC top men over the past week?

On Nov 10, the Commission picked up the general manager of a GLC at his house in Seremban to assist in a corruption probe.

And on Monday, a director of a GLC was detained for alleged abuse of power and corruption back when he was chief executive officer of another GLC.

We can view these developments as encouraging signs of the MACC stepping up its efforts to combat corruption in GLCs.

But the feel-good factor will not last if the investigations are not followed by swift and successful prosecution.

Hauling up people for questioning and freezing assets is only half the job.

The culprits must be brought to court and people need to see justice delivered without fear or favour.

If this does not happen, it only serves to bolster the longstanding argument that government has no business being in business.


 By The Star Says - The Star analyses the issues and developments of the day, and offers a viewpoint.

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Let us do more against graft


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"Bank GM among 10 arrested over alleged abuse of ...

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MACC: GLC's ex-CEO to be arrested soon over RM50m graft case ...

MACC detains GLC director, RM39.3m seized 

Weaknesses in management caused leakages, says Hasni

MACC arrests sibling of detained ex-GLC CEO

Suspect transferred RM1.5mil to brother

Another GLC director probed for corruption

Manager of GLC picked up by MACC over graft

Nabbed over power abuse

  

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Saturday 15 October 2016

Sabah's watergate scandal unfolds, engineers nabbed, civil service back in vogue

 

Sabah's watergate scandal unfolds


THE amount involved in Sabah’s watergate scandal is unbelievable.

The Malaysian Anti-Corruption Commission (MACC) seized RM114mil worth of assets –RM53.7mil in cold cash stashed in houses and office – from two senior Sabah Water Department officials on Oct 4.

The duo were investigated for alleged abuse of power and money laundering linked to contracts for RM3.3bil federal-funded projects channelled to the department since 2010. Two others – a Datuk businessman who is a brother of one of the officials and an accountant – were also arrested.

Six days later, MACC traced RM30mil stashed in foreign banks and another RM30mil in 127 land titles for housing, agriculture and commercial.

That’s not all.

MACC also seized nine vehicles worth RM2.7mil, an assortment of jewellery worth RM3.64mil and designer handbags worth RM500,000.

The following Tuesday (Oct 11), three Sabah Water Department employees “voluntarily” surrendered about RM1mil allegedly taken in the process of approving water projects under the RM3.3bil federal allocations.

When you go out of the state capital, you’ll find Sabahans depending on rivers, streams, ponds, wells or rain for their daily needs.

What do we tell M. R., a 34-year-old Rungus housewife from Kampung Bongkok in Pitas, about the Sabah Watergate?

Since she was born, she has relied on wells, rivers or ponds in the jungle to bathe, wash clothes and dishes, and on rainwater for drinking and cooking. Daily, she has to walk a few kilometres to carry 10 litres of water back to her house.

Her water woes worsen when there is no rain for weeks.

“The villagers will be suffering, especially getting water for drinking and cooking,” she said.

“What’s your comment on the Sabah watergate?” I asked.

“That’s what is heartbreaking. We have been asking for piped water for our village. But the excuse they give to us is the source of treated water in Pitas town is about 28km from our village,” she said.

“If the funds meant for water projects were used properly, we would have clean water supply for which we have waited for many decades.”

What do we tell M. J., a 37-year-old Bisayah civil servant from Kampung Sukai in Beaufort about the Sabah watergate?

There is a water pipe that runs through M. J.’s village. However, no water flows in the pipes and yet the villagers are billed for it.

“The pipes were installed in 2010. We had water for about one year and then it went dry, maybe because of leakage,” he said.

Now many villagers rely on the blue water tank they got during elections.

“When there is no rain, some of the villagers have to buy water from a town about 30km away for drinking and cooking,” he said.

“For other uses, the villagers get murky water from wells and a polluted river along a mangrove swamp.”

“What’s your comment on the Sabah watergate?” I asked.

“As a true Sabah-born I’m extremely disappointed. The people’s first call is not delivered because of greed. If only a portion of the money were distributed, the villagers would not be thirsty for the promises made by politicians.”

What do we tell N.V. H., a 49-year-old Chinese businessman from a suburb in Tawau town, about the Sabah watergate?

Once a week, there is a water cut lasting three to 12 hours in his residential area. During the previous El Nino season, there were 12-hour water cuts on alternative days for two months.

With the constant water cuts in Tawau, he had to install two 400-gallon stainless steel water tanks and pneumatic water pumps at his home. He also had to install two 100-gallon water tanks and automatic on-off water pumps at the ground floor of his shop and another 400-gallon water tank and pneumatic water pump at the first floor. The total cost is RM16,000.

N.V.H.’s household has never experienced water woes, as supplies from water tanks last for five days.

“What’s your comment on the Sabah watergate?” I asked.

“Of course I’m angry when I come across all these water scandals. But we can’t do anything about it,” he said.

What do we tell M. S., a 47-year-old Bajau Sama managing consultant from Kota Belud, about the Sabah watergate?

The shortage of clean water in his district is unexplainable, he said.

“What’s your comment on the Sabah watergate?” I asked. “There is an abundant water source from Mount Kinabalu, flowing through rivers across Kota Belud. The rivers are full of water yet it has failed to be converted into clean water,” he said.

The water supply covers about 30% of the villages in the district and the rest depend on untreated gravity water.

“Sad to say that some villages have a piping system but no water. The water department implements piping projects in every election. Yet the clean water shortage is here to stay,” he said.

I pray that the MACC’s investigation reaches to the top. And that those who are responsible will pay for their greed.

One man's meat by Philip Golingai The Star/ANN

19 engineers nabbed in probe as graft scandal widens with arrest and seizure in assets across Sabah


(File pix) The Malaysian Anti-Corruption Commission (MACC) has nabbed 19 engineers to facilitate investigations into the Sabah Water Department’s multi-million ringgit graft scandal. Pix by Mohd Adam Arinin ; MACC held a news conference in KK where they announced and displayed a whopping haul of RM114 million worth in cash, jewellery, land grants and branded goods. — Bernama pic

KOTA KINABALU Oct 21 2016:  The Sabah Water Department graft scandal has widened, with the arrest of 19 engineers across the state and the seizure of RM7.8mil in assets, including RM4.2mil cash.

The district or divisional engineers, aged 29 to 59, were detained at 27 locations in the state as the Malaysian Anti-Corruption Commis­sion (MACC) continues its probe.

Its investigations have already implicated top officials in the department in connection with the siphoning of money from RM3.3bil worth of federal allocations for state rural water projects since 2010.

The engineers were remanded for between three and seven days in Kota Kinabalu, Sandakan and Tawau after they were arrested on Wednesday.

Yesterday, MACC deputy commissioner (operations) Datuk Azam Baki said they may have been collecting as much as 27% to 30% in kickbacks from the contracts awarded. But he did not disclose the amounts involved.

He said investigators also seized procurement files and were sifting through the documents.

Asked about speculation on social media that certain top politicians were linked to the scandal, Azam said the probe was focused on civil servants at this point.

“For now our investigations do not involve any political figures in the state or at federal level.

“I am asking people not to politicise the matter and not to take advantage of the investigations for their own interest,” he added.

He said MACC officers were going through the numerous documents in detail before submitting the investigation papers to the Deputy Public Prosecutor.

“We assure everyone that our investigations will be transparent and professional,” he said.

The latest collars were a second wave to the arrests of the two top water department officials and the seizing of more than RM190mil in assets, including RM57mil cash, since Oct 4.

Apart from the officials, who have been suspended by the state government, MACC also nabbed a senior officer’s businessman brother, his accountant and an engineering adviser to the state Finance Ministry. All were released early this week.

The officials were alleged to have abused their powers by awarding contracts to 38 companies owned by their families or cronies, to siphon off the federal funds.

MACC investigators were also looking into suspected money laundering as they try to recover some RM30mil that has been reportedly stashed in overseas accounts. The Star

One more SWD engineer held

An array of cash both ringgit and foreign currency, gold jewellery, land titles and luxury brand watches and handbags were seized from two high ranking Sabah state agency officials in a graft investigation. ― Picture by Julia Chan

KOTA KINABALU Oct 25 2916:  Another district engineer has been arrested in the ongoing massive graft probe into the Sabah Water Department.

The officer, who was arrested at 6.40pm on Sunday, was produced before Tawau magistrate Faizal Che Saad who allowed the Malaysian Anti-Corruption Commission’s (MACC) application for a five-day remand.

Five of the department employees who were among the 19 department staff detained on Oct 19 were released on bail yesterday.

The five were freed on RM50,000 bail each after being produced before magistrate Cindy Mc Juce Balitus at about 2.40pm.

Earlier this month, five suspects, including the department’s director and deputy director, were detained under Ops Water which also saw the seizures of some RM190mil in cash, properties and other valuables.

Also picked up during the second wave of the operation were 22 engineers and technicians, some of whom were said to have received as much as 30% in kickbacks for the water projects.

The investigators seized RM8.4mil in the second phase of their probe.

MACC deputy chief commissioner Datuk Azam Baki confirmed the latest arrest when contacted.

Meanwhile, sources said there was pressure for the investigators to speed up their probe into the case.

“It would take a much longer time to wrap up investigations due to the vast amount of documents involved,” they said, adding that the amount of documents seized was equivalent to “half the size of a tennis court”.

“Due to this, we have to fly in more officers from Putrajaya and several states to Kota Kinabalu to assist in gleaning, sorting out and scrutinising the documents.

“Every piece can provide a vital clue,” one of the sources said.

All the documents – in the millions – are now kept in a secret location here and a team of officers are taking turns to guard them round-the-clock.

“As this is a high-profile case, certain quarters are trying to take advantage of the situation. But the MACC will not allow any outside elements to jeopardise our probe.

“The investigation team is doing its best to come up with an airtight case before submitting the investigation papers to the Attorney-General’s Chambers to press charges against those responsible,” added the source.

The probe is one the biggest ever in the country to be carried out by the MACC involving abuse of power, corruption and money laundering from the RM3.3bil in federal allocations for water since 2010.


Civil service back in vogue - for the wrong reasons


THE civil service may fall short in meeting the job prospects of a large number of people, but it has made up with abundant opportunities for self-enrichment – if one is prepared to take the risk of facing the law.

In a nutshell, the “Watergate” incident involving top officials from the Sabah Water Department is increasingly serving as an eye opener for the majority who had shunned the civil service previously due to limited prospects and lower remuneration compared to the private sector.

As the number of people involved in the “Watergate” discovery keep stacking up, with some junior officers returning money to become state witnesses – the chatter in coffee shops is on the level of abuse within the civil service when it comes to handing out contracts through a restricted tender process.

To be fair, the majority of Malaysia’s 1.2 million-strong civil service are merely ordinary employees providing a service to the public. They carry out their duties diligently despite the constraints and remuneration.

However, there is something wrong with the system when we hear that even basic matters such as the transfer of a student from a mediocre school to a school that is “highly sought after”, or students seeking grants and scholarships from the Government may require some kind of monetary gratification to someone within or outside the system.

Generally, cases involving a small exchange of money go unreported because the party that is prepared to hand out the gratification just wants to go about their business with a minimum of hassle. At most, the topic is fodder for talk among friends or relatives. But when millions are seized from the homes and offices of civil servants – money supposedly meant to upgrade the water services in Sabah – it no longer is merely coffee-shop chatter.

It has been a topic of serious discussion almost everywhere in the last 10 days.

When Budget 2017 is announced next week, the nation will see another round of Government allocation to various ministries for their expenditure and development. In the budget last year, the Federal Government estimated the operating and development expenditure for this year to be RM265.22bil. Generally, the development expenditure is less than RM50bil and the rest goes towards the cost of operating the Federal Government.

While in previous years, the focus was on the Government’s growing operating expenditure, which means less money for development, the question that will be racing on the minds of many is how much of the amount allocated is going to be siphoned off in the form of corruption and kick-backs for inflating the cost of projects and “fixing” restricted tenders.

The Government has limited options in its spending, considering that there is a target to keep the fiscal deficit down. This year, the fiscal deficit is expected to be negative 3.2%, which is a remarkable improvement compared to negative 4.3% in 2012 and a figure of more than negative 5% in 2009.

Next year, we are supposed to bring down the fiscal deficit to 3%, meaning Government spending has to be cut further.

It is part of the plan to have a balanced budget by 2020, which is only four years away. A balanced budget means that what the Federal Government receives in revenue is enough to cover its operating and development expenditure.

Many countries tend to keep a surplus budget, something that comes in handy during bad times. A fiscal surplus effectively means the Government earns more money than it spends. It has reserves that can be touched when it needs to spend more than what it earns. And a fiscal surplus or balanced budget commands the respect of rating agencies.

Earlier this week, Australia’s 30-year debt papers garnered a triple-A rating despite the country going through an economic slowdown due to the fall in the resources sector. The country used to run a surplus budget until 2007.

As for Malaysia, achieving a balanced budget by 2020 is part of a plan to shore up the country’s balance sheet. However, the Government must ensure that the machinery works towards optimising every ringgit spent.

In the case of the Sabah Water Department incident, alleged abuse was allowed to happen due to the practice of having “restricted tenders” when awarding contracts. It is a common practice in all departments and ministries. The only difference is the amount that can be awarded.

For instance, at the ministry level, the level of approval for the minister to award contracts through restricted tenders can go up to RM100mil or more. As long as there are eight to 10 companies that are registered with the ministry competing in the restricted tender exercise, the minister can award the job to the lowest bidder.

The companies tend to act in concert, something that is known to the officers handling the tender process. When the contract is awarded to one company at an inflated price, the other companies get paid for their participation.

The officers in the ministry are also being rewarded and it goes down from the top to several layers down. The restricted tender process can easily be a farce!

The argument that favours a restricted tender is that it can be awarded quickly compared to an open tender, where the evaluation process is often time-consuming. However, a competitive open tender process allows for an efficient price-discovery mechanism.

For instance, the 1,000MW Prai power plant in Seberang Perai was awarded on a competitive tender. The winning bid came in on a tariff of 34.7 sen per unit, which is now the benchmark for any future gas-fired power plants.

Restricted tenders have been quite prevalent in the past few years. However, they have a massive amount of drawbacks, based on the rising number of civil servants being charged or under investigation for corruption.

However, the restricted tender process has brought back the allure of the civil service – for the wrong reasons though.

There was a time in the 1960s and 1970s when civil servants were the preferred choice of grooms in arranged marriages. It was apparent especially among Indian parents.

From the mid-80s onwards, the shift was towards those working in the private sector, especially prospective grooms in large multinational companies holding mid-management positions.

Now, the civil service sector is back in vogue – especially positions that involve the awarding of contracts. All thanks to the enormous publicity that “Watergate” has drawn.

- The alternative view by M. Shangmugam, The Star/ANN

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Adviser nabbed in Ops Water investigation

KOTA KINABALU: A Sabah Finance Ministry adviser has been arrested in the on-going probe into abuse of power and corruption at the Sabah Water Department (SWD).

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