GRADUAN 2015 - Level Up

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2015

LEVEL UP!

Congratulations! You have graduated and are about to embark on an important new journey: Making your mark in the working world. For 21 years, GRADUAN® has helped many young graduates (just like you!) take their first steps in their careers. From useful tips and information to insider advice and career insights, this handbook is an invaluable resource in your search for the right job and right organisation.

In this landmark 21st issue, you will find all you need to know about Malaysia’s leading employers and the exciting opportunities that await you.

GRADUAN®, your partner in success.

Discover your future.

At Dell Malaysia we offer a multitude of avenues to help you thrive in your career.

Diversity and benefits

University relations

We embrace diversity and inclusion through our four Employee Resource Groups (ERG).

Dell Malaysia actively collaborates with many universities in Malaysia to hire talented graduates.

These include campus career talks, interviewing students, and sessions on personal branding via social media. With our “Primp Your Profile on Campus” program, we’re helping college students use LinkedIn to develop their personal brand, grow their network and capture the attention of potential employers. The consistent initiatives in building a great partnership and employment brand resulted in Dell winning the GRADUAN Employer of the Year for three consecutive years.

• Women in Search of Excellence (WISE): provides women team members a platform to network, learn and exchange ideas.

• GenNext: provides a sense of community among like-minded individuals, particularly the Gen-Y. • True Ability: drives awareness and serves as a resource for team members impacted by disabilities or special needs.

• Planet: encourages an environmentally responsible culture among team members.

We also connect with our team members through: • Corporate Social Responsibility (CSR) events and activities.

• Employee Events & Recreation programs.

“The diversity and magnitude of this company allows us to learn from one another, across different functions and geographical locations.”

• Health & Wellness programs.

– Nicolas Yeoh

“Dell practices a flexible and open door culture, invests in developing their talents, which can vary from communication to financial acumen, and these will be beneficial as you go up the career ladder.”

A center of excellence • Dell Malaysia University (DMU): sponsors team members for certificate and degree programs.

• Innovation Excellence Council (IEC): encourages and influences team members to develop innovative dispositions.

To learn more, visit:

– Amirah Azmi

facebook.com/CareersAtDell

@CareersAtDell

pinterest.com/dell/DellCareers

/company/Dell

/user/DellCareers

plus.google.com/+Dell

MESSAGES 2015

FOREWORD

PRIME MINISTER MALAYSIA

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ur strength comes from the people. In order to achieve our aspirations for 2020 and beyond, we need talents to drive and materialise the ideas, strategies and vision. Having said that, education is sure to play the role of catalyst for development as it empowers the people.

Therefore, it has always been the emphasis and priority of the Government to develop our people by strengthening the quality of education.

Moreover, the Government is taking constructive measures to heighten the employability of graduates through curriculum and skills training programmes. For instance, TalentCorp will provide RM30 million for the Industry Academia Collaboration programme for internships and industrial training. The other measures include providing tax incentives to companies participating in Skim Latihan 1Malaysia, matching grants for the Globally Recognised Industry and Professional Certificate Programme and additional skills training programmes in institutes under the Department of Labour.

Dato’ Sri Mohd Najib Razak

This is truly a Government that cares for the people.

Nevertheless, greatness can be better achieved through cooperation, and thus require the help and participation of the private sector to drive this agenda. In this regard, GRADUAN® as a yearly career and employment recourse publication plays a vital role in offering useful information for graduates to find their way as they enter a new phase in their lives.

Congratulations to GRADUAN® 2015.

MESSAGES 2015

FOREWORD

DEPUTY PRIME MINISTER & EDUCATION MINISTER

Tan Sri Dato’ Hj Muhyiddin Bin Hj Mohd Yassin

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roviding world-class education has always been the focus of the Government of Malaysia. This is the reason why we set our targets high - in fact, one of our aspirations from the Malaysian Education Blueprint 20132025 is “for Malaysia to be in the top third of countries in terms of performance.”

This is no easy task but the Government is committed. This is evidenced by the emphasis Budget 2015 has placed on developing the education system. In addition to RM56 million allocated for teaching and learning programmes, RM250 million was also allocated for School Improvement Specialist Coaches and School Improvement Partners Programmes. We are also working on adding more smart schools throughout the country, building new schools, enhancing technical and vocational education, and encouraging companies to offer scholarships by giving tax incentives. To ensure that Malaysians receive quality education in a conducive environment, the Government has also allocated RM800 million for the maintenance of school facilities.

In higher education, the Government has set aside RM112 million to expand the MyBrain15 Programme, which has 34,525 students pursuing postgraduate studies. We are proposing for the programme to be extended to civil servants and employees of statutory bodies as well.

With GRADUAN®, I hope that graduates will get everything they need to help them in their transition from the classroom to the working world. Congratulations Biz Connexion on another issue of GRADUAN®.

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MESSAGES 2015

FOREWORD

MINISTER OF HUMAN RESOURCES MALAYSIA

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ongratulations on yet another successful publication of this wonderful guide to enhance employability of the nation’s graduates.

Human resource (HR) is a key factor in Malaysia’s push towards progress. As our nation transforms from a resourcebased economy to be knowledge-based, it is the human capital – their ideas, ingenuity and creativity – which actually drives the economy.

Malaysia’s advantage lies in the diversity, adaptability, mutual respect and tolerance, which are the trademarks of our 1Malaysia society. Malaysians have the potential to thrive because of these qualities. However, there are still gaps in our talent pool which must be addressed and narrowed through vigorous HR development. Malaysians must be given the necessary skills and professional qualifications in order to excel.

Hence, it was not surprising when our Prime Minister announced during his Budget 2015 speech various measures to enhance graduate employability, from training graduates from low-income households and rural areas to safeguarding the welfare of our workers.

Dato’ Sri Richard Riot Anak Jaem

To all graduates reading this guide, I wish you every success as you embark on the challenging journey in search of your dream job.

To GRADUAN®, keep up this fine effort in helping our graduates adjust to working life.

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MESSAGES 2015

FOREWORD

CEO OF TALENT CORPORATION MALAYSIA BHD

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As Malaysia closes in on its high-income nation aspirations, the demand for talent becomes even more critical. Across all sectors, from the chief executive to the junior executive, we are seeing companies intently attracting talents and developing their talent pipeline. There is really no better time to be a jobseeker, and especially a new graduate entering the job market.

At TalentCorp, we are focused on optimising local talent by steering young graduates like yourself to exciting careers in sectors with strong growth track record or potential through programmes like Ready4work.my, Sector Focused Career Fairs, Structured Internship Programme and the Graduate Employability Management Scheme. Our partnerships with companies have yielded positive results in terms of connecting and placing new jobseekers as well as developing Malaysia’s talent pool to support the Economic Transformation Programme.

GRADUAN® is a strategic partner for TalentCorp in our agenda. For the past 21 years, it has effectively bridged the gap between employers and graduates through various initiatives such as this guidebook and its many successful career fairs. We are proud to work together with this team in nurturing young Malaysians who will realise the nation’s aspirations.

Johan Mahmood Merican

We hope you will join us in building Malaysia. The plans have been outlined, the programmes are in place, the country is on track in its growth. Now, we invite you to take your place as nation builders.

MESSAGES 2015

MANAGING DIRECTOR’S MESSAGE

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elcome to the 21st issue of GRADUAN®! This is our first instalment after hitting our major milestone of 20 years in publication, which we celebrated in style last year. But as always, we do not rest on past achievements and successes.

As we enter into a new decade – a new era – we will be making more improvements and venturing into more exciting initiatives. Whether it is a refreshing new look for our resourceful guide book or introducing interesting developments to our already successful career fairs, you can count on us to make your journey into the working world more efficient and effective.

Here are some happenings from the GRADUAN® universe you can look forward to: • A new and improved website (www.graduan.com) with smart interactive features.

• GRADUAN® career fairs coming to a city near you. To date, we host career fairs in London (UK), Melbourne, Sydney (Australia), Sarawak (Malaysia) and of course, our signature ASPIRE Career Fair in Kuala Lumpur.

• GRADUAN® campus career fairs at universities and colleges nationwide.

Elia Talib Are you ready? Let’s get started on your career search!

worked in and of the world’s ed companies, aging Director rican Tobacco offers pearls of oming a better, fective leader.

Procter & Gamble and hip roles in marketing which saw him moving witzerland and Turkey. d Heinz Italia S.p.A as ive Officer in October le of President, Global in May 2010. He held joining BAT Malaysia r. GRADUAN taps his ership rules to live by.

TAKING IT FROM THE TOP

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2015

LEVEL UP!

Dato’ Izzaddin Idris Group MD/CEO of UEM Group

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CAREERS & EMPLOYMENT RESOURCE FOR MALAYSIAN GRADUATES

[

2015

]

LEVEL UP! The ultimate career guide for graduates

LICENSED TO SUCCEED GRADUAN® ASPIRE Built for Success

ON THE COVER

PUAn Elia Talib Founder & Managing Director GRADUAN ®

Wan Kamaruzaman Wan Ahmad

Connecting and creating opportunities GRADUAN ® Level Up! pg 18

CEO of KWAP

50 Datuk Johan Idris Managing Partner of KPMG Malaysia

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LEADING THE WAY

The Desirable Traits of Future Leaders

AT THE PINNACLE OF SUCCESS Journey to the Top

STILL GOING STRONG Six Most Valuable Lessons to the Top

BUILDING BRIDGES PUAN ELIA TALIB Founder & Managing Director GRADUAN®

graduan.com

·

·

COMPLIMENTARY COPY PP 8551/10/2012 (031187) ISBN 1394-0562

contents GRADUAN® ASPIRE LICENSED TO SUCCEED

Dato’ Chang Khim Wah

GRADUAN® ASPIRE 2014 was a resounding success, attracting more talents and participating companies and organisations to connect and create opportunities.

CEO of Eco World Development Group Berhad

60 Stefano Clini

MD of British American Tobacco (BAT)

62 Redza Goh

CHAPTER 1: MOVERS & SHAKERS A HUMBLE LEADER

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LEADERSHIP TRAITS TO BANK ON

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Plucked out of relative obscurity into the glaring political spotlight, Deputy Education Minister, YB Kamalanathan Panchanathan is thriving on the challenge of transforming the national education system to meet the challenges of the 21st century.

Effective leaders usually act for the greater good to create seismic impact, says Bank Negara Malaysia Assistant Governor, Abu Hassan Alshari Yahaya.

VP-Group CIO of PETRONAS & CEO of PETRONAS ICT

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p mantras.

big. I always tell the younger managers that our achievements are never going to be dreaming big and falling short, than having low ambitions from the start. Thinking small s.

Publisher Faris M Marie

erms. All too often I sit in business presentations or meetings where very bright people two per cent. My question is always, ‘What would it take to improve by 50 per cent or ook at the bigger picture. Thinking in terms of discontinuity is the only way to generate ble to how people can build their careers.

Managing Director Pn Elia Talib

nertia against change. However, the best organisations are those that always challenge the sible. Every time I come up with an idea, or an ambitious goal, and I hear back ‘It is not know I am on the right path and I push for it. This was probably a bit destabilising at the a, but people are getting used to it and they have seen with their own eyes more than once now.

Consultant Editor Alan De Souza Editors Elaine Tan SC Chua

Business Development Director Nabil Marie Special Projects Director Nada Marie

Business Development Team Nurul Wahida Samsuddin Izura Izham Editorial Coordinator Faizah Mawi Editorial Team Manna Jalil Afiq Fauzi Syuhida Silmi Contributors • Afiq Fauzi • Alice Yong • Chow Ee Tan • Emily Loh • Grace Chen • Hyma Haridas • Lauren Ling • Mel Sim • Nicolette Ng • Uma Ravi • Vivian Chong

Graphic Team Hazliza Abu Hassan Production Team Syed Rasyidi Nurul’ Aini Adnan Printer Percetakan Osacar Sdn Bhd Lot 37659, 11 Jalan 4/37A Taman Bukit Maluri Industrial Area Kepong 52100 Kuala Lumpur

CHAPTER 2: TAKING IT FROM THE TOP

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Develop your Professional Curiosity

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The landscape has changed significantly – today, graduates have to face a tight and more competitive job market.

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LEADING THE WAY 44 Kumpulan Wang Persaraan (Diperbadankan) [KWAP] CEO Wan Kamaruzaman Wan Ahmad outlines the desirable traits of future leaders.

AT THE PINNACLE OF SUCCESS

An accountant by chance, Datuk Johan Idris, Managing Partner of KPMG Malaysia, reckons his journey to the top is the culmination of hard work, tenacity and a positive outlook on life.

STRENGTH THROUGH ADVERSITY

Dato’ Chang Khim Wah, the CEO of Eco World Development Group Berhad, saw opportunities where others deemed impossible and made the best of it.

LEADING BY EXAMPLE

Having worked in and helmed some of the world’s most renowned companies, Stefano Clini, MD of British American Tobacco (BAT) Malaysia offers pearls of wisdom on becoming a better, more effective leader.

STILL GOING STRONG

Redza Goh, VP-Group CIO of PETRONAS and CEO of PETRONAS ICT, imparts six of the most valuable lessons that he had learned on his way to the top.

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GRADUAN ® is published by BIZ Connexion Sdn Bhd The Corporate Centre B7-1, Block B, First Floor Dataran Palma, Jalan Selaman 1 68000 Ampang, Selangor, Malaysia Tel : Fax : E-mail : Website :

+603 4270 3270 +603 4270 3275 admin@graduan.com www.graduan.com

PP 8551/10/2012(031187) ISBN 1394-0562

CHAPTER 3: CAREER OPPORTUNITIES BANKING AND FINANCE

71

COMMUNICATION AND MEDIA

85

CONGLOMERATE

95

CONSULTANCY & PROFESSIONAL SERVICES

115

EDUCATION

139

ENGINEERING

147

ENTREPRENEURSHIP

165

FMCG

173

HEALTHCARE

191

OIL & GAS

203

PROPERTY DEVELOPER

213

SOCIAL MEDIA & TECHNOLOGY

223

TELECOMMUNICATIONS

227

TRANSPORTATION

235

EDITORIAL POLICY All companies highlighted in GRADUAN ® hire fresh graduates. We select the companies. All articles are written by GRADUAN ® writers and contributors, unless otherwise indicated by the word “Advertorial” to indicate that the company has paid for the pages. We aim to be the most trustworthy source of careers and employment for fresh graduates; and pay attention to both accuracy and independence. We have a high presence of advertisements because this ensures a high percentage of FREE books for final year undergraduates. (On a first come, first serve basis) Copyright is held by the publisher. The views and contents expressed in GRADUAN ® and those of the contributors do not necessarily reflect those of the publisher or editor. No part of this publication may be reproduced or transmitted in any form or by any means, electronic, or mechanical, including photocopy, recording or any information storage and retrieval system without written permission of the publisher. (Information provided is accurate at time of printing)

LICENSED TO SUCCEED ASPIRE 2014 was a resounding success, attracting more talents and participating companies and organisations to connect and create opportunities.

A

fter 21 years in the business, suffice to say, we are deeply passionate about building bridges that connect graduates with organisations.

ASPIRE is an inspired event, birthed from listening to talents and employers, and our experience in running successful overseas career fairs. We are proud to have completed yet another outstanding ASPIRE event last year as well as to have launched our first Borneo career fair.

Making an impact in the

job market ASPIRE is the platform for: • Connecting graduates with top organisations.

• Promoting companies, organisations and higher-learning institutions.

• Building solid relationships between prospective employers and talents.

Growing from strength to strength ASPIRE career fair in 2011, we have been drawing in

Since we launched the first more visitors…

36,800 25,300

73

64

85

101

18,800 12,500

EMPLOYERS

TALENTS 2011

2012

2013 2014

2011

2012

2013 2014

ASPIRE 2014 in numbers When 17-18

May 2014

Halls 5 & 6, Kuala Lumpur Convention Centre Where

Who 36,720

Talents comprising undergraduates, postgraduates and working professionals turned up for the fair.

>100

Organisations and Institutions participated

Highlights of the fair • Ad-hoc interview sessions • Apprentice Challenge • Aspire 500 conference • Couch Talk with celebrities, chief executive officers, and human resource practitioners.

Aspire 500: What’s the buzz?

500 top talents 6 CEOs 1 business plan

Six inspiring CEOs take the floor and share their experiences with 500 of Malaysia’s top performing talents. Then talents team up to pitch a three-year business plan proposal to their CEO of choice under the Apprentice “What’s Next Challenge”. Winners are handpicked by the CEOs themselves, earning an exclusive opportunity to be an apprentice to the CEOs.

THE CEOs

Borneo here we come

1st

ASPIRE Borneo career fair was held in East Malaysia in 2014.

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The number of participating organisations.

5,000+

• Dato’ Sri Mohammed Shazalli Ramly CEO, Celcom Axiata Berhad • Dato’ Sri Shahril Mokhtar Group MD, Syarikat Prasarana Negara Berhad

Talents, undergraduates, postgraduates and working professionals showed up.

• Mejar (K) David Teo CEO, Metrowealth International Group • Aireen Omar CEO, AirAsia Berhad • Dzameer Dzulkifly Co-Founder & MD, Teach for Malaysia

Brand Awards

• Joel Neoh CEO, GROUPON Asia Pacific 2013

Our survey conducted during ASPIRE 2013 found these 10 companies came up tops among talents in terms of brand recall and impression.

“Our participation in ASPIRE 2014 was once again successful. We met with many young enthusiastic graduates and interviewed several candidates, some of whom have been placed across the UEM Group of Companies. Given the quality of potential workforce we met at this event, we remain committed in supporting ASPIRE.” UEM Group Berhad “Well-organised with a good crowd of visitors and exhibitors, ASPIRE is recommended for all job seekers and !” employers. Congratulations to Sheela Jenarathanan Recruitment Lead, Accenture “ ASPIRE 2014 was unlike any other career fair. Think graffiti, street dance performance, apprentice challenge, among others, combined with exciting conversations with top employers - all under one roof!

Indeed one of the coolest.”

Maybank “This was the second time Shell Malaysia has taken part in ASPIRE KL and we were proud to participate in the first ever Aspire fair in Borneo this year. We had an amazing time meeting and speaking to young, enthusiastic and energetic graduates who were eager to kick off their careers. We look forward to be part of ASPIRE 2015. See you there!”

Sheila Bala Campus Marketing Advisor, Shell

“Talent Corporation Malaysia Berhad (TelentCorp) is proud to support ASPIRE 2014, which is the perfect avenue for talents to find out more about careers that will inspire and excite them, and the skills they need to get ahead to become a world class talent.

With more companies carving out their presence on the global stage, young local talents seeking a foothold in the working world would do well to be proactive in enhancing their own marketability in line with evolving industry needs.

I would like to congratulate for successfully organising ASPIRE 2014, and look forward to seeing more young and promising talents participating in the next event!”

Siti Norliza Mohd Sahar Head of Graduate Employability, Malaysian Talent Development Talent Corporation Malaysia Berhad ASPIRE is a great way to “ engage with young talents in Malaysia and an opportunity for employers to put their best foot forward!”

Mona Abu Bakar Head of Resourcing, Human Capital, PwC

CAREER OPPORTUNITIES 2015

CHAPTER 1

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MOVERS & SHAKERS A Humble Leader

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Leadership Traits to Bank On

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MOVERS & SHAKERS 2015

A Humble

Leader Plucked out of relative obscurity into the glaring political spotlight, Deputy Education Minister, YB Kamalanathan Panchanathan is thriving on the challenge of transforming the national education system to meet the challenges of the 21st century and to be among the best in the world.

By Elaine Tan

H

e may be the Deputy Education Minister but YB Kamalanathan Panchanathan openly admits to not being a particularly diligent student. “I remember thinking, ‘Why study so hard? My father doesn’t have a degree but he’s doing OK at the cement factory. I can do the same.’ I thought as long as I passed my exams, I was OK,” he confesses with a laugh.

And the Rawang boy did exactly that after his STPM, landing a job as a clerk in the same cement factory where his father had worked for more than 30 years. But reality hit him and the then 19-year old Kamalanathan realised he had to aspire to do more. “My father had hoped I would become a lawyer but my grades were not good enough. Since I didn’t know what I wanted to do, I tried out a correspondence course in management,” he recounts.

Kamalanathan found he liked the public relations unit and decided to try taking things further by pursuing a certificate in public relations. It was a fateful decision that led to him discovering his passion for communications.

The accredited public relations practitioner spent many happy years under the tutelage of Dato’ Murad Hashim at the Malaysian Palm Oil Promotional Council. He travelled the world to

promote palm oil and quite uncharacteristic of his youthful self, continued to pursue higher qualifications in communications, adding a Diploma in Public Relations from the Institute of Public Relations Malaysia and a Bachelor of Mass Communications from Edith Cowan University Australia over the years. A true believer in life-long learning, he went on to attain a Master in Political Science from University Utara Malaysia in 2014.

Then, quite unexpectedly, he was picked as the candidate for the Hulu Selangor by-election in 2010 following the death of the incumbent Member of Parliament. At the time he was the Information Chief of MIC (Malaysian Indian Congress) and had headed up Putra MIC. But outside of the party, he was a relative unknown even among the component parties of the Barisan Nasional.

“I was the underdog. I was contesting in a seat where the previous MP was from Pakatan Rakyat (opposition party) and I was contesting against a great man – Zaid Ibrahim (a former cabinet minister who joined the opposition).

And nobody knew who I was! When the Prime Minister suggested my name, people asked

MOVERS & SHAKERS 2015

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MOVERS & SHAKERS 2015

‘Kamalanathan, who?’ My friends thought it was political suicide,” he shares.

At the risk of political demise, Kamalanathan decided to play the good soldier to the Prime Minister’s general. “In a battle you can’t tell the general you’re not ready yet. Besides, when would I be ready? The opportunity may never come again. I felt I had nothing to lose. Yes, there will be disappointments if I failed, but at least I tried.”

However, it was meant to be a foregone conclusion. Barisan Nasional had lost every by-election from 2008 to 2010 save for one.

But the underdog defied expectations, slew the giant and won the seat. Kamalanathan became the MP for Hulu Selangor and after retaining his seat in the 13th general election with a much higher majority, was appointed the Deputy Minister of Education.

For a man who entered the fray of politics purely out of passion and learning from his father who served the community faithfully as a regular party member, these were life-changing moments Kamalanathan never counted on. “I had been in MIC for 25 years, climbing every step of the party process with no shortcuts.

For me, it was all about passion, not ambition.

I believe that once politics becomes a career, you will not be able to let go and politics is such that nothing and no one is permanent,” he says earnestly.

“I had been in MIC for 25 years, climbing every step of the party process with no shortcuts. For me, it was all about passion, not ambition. I believe that once politics becomes a career, you will not be able to let go and politics is such that nothing and no one is permanent.”

MOVERS & SHAKERS 2015

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“I just want to do my best. I rather be a Marco Polo and find new paths than to take shortcuts and follow where others have gone. The journey may not be smooth, but I will overcome the challenges and reach my destination.”

Taking on the education portfolio was not an easy step for Kamalanathan. “Tan Sri Muhyiddin is an experienced minister and both Dato’ Seri Idris Jusoh and Datuk Mary Yap are educationists. The closest I’ve come to teaching is part-time lecturing at the IACT College,” he laughs. “But I took it as a challenge. I have been tasked with fulfilling the expectations of the government, the community and the people. And fulfilling expectations is not easy. But I had asked God to give me the opportunity to serve and He has given me that. So I listen twice as much as I talk and I put in the hard work.”

Closing in on two years at the job, the deputy minister claims to not have achieved much yet. “The Prime Minister has given me several tasks. For example, he wanted me to ensure the Tamil schools’ infrastructure development programme takes place effectively. Within a year after I became the Deputy Minister, we managed to start the construction and upgrading of 39 Tamil schools in the country that had been delayed for more than two years.

“But I can’t claim all the credit for it; I have a good team, the support of a good government and good colleagues in the Ministry who share the Prime Minister’s goals.

If there is an achievement I can call my own, it would be that I managed to get a good team working together towards a common goal – to transform the education system using the national education blueprint.”

Among his aspirations, Kamalanathan says, are to see more technology being used in schools and improved infrastructures. “I like technology and would love to see it flourish in the country. I want to see affordable technology available in every home because when that happens, we will truly become a developed

nation,” he asserts. “Secondly, I would like to strengthen the basic infrastructures in schools.

There really is a lot still to be done.”

He acknowledges the road ahead is not easy but he wants to forge his own path. “I just want to do my best. I rather be a Marco Polo and find new paths than to take shortcuts and follow where others have gone. The journey may not be smooth, but I will overcome the challenges and reach my destination.”

Learning from experience Kamalanathan shares his advice for fresh graduates.

1. Master English. “Did you know Education First, a company offering education programmes, conducted a research on proficiency in business English in 60 countries where English is not a native language and Malaysia came in 11 overall and first in Asia?

That being said, we do need to create a better environment for learning English and hopefully the virtual learning environment system will bridge some of the gaps especially in rural schools.”

2. Learn to adapt to the situation and the demands. “The A in life is for adjust. You must be able to flow like water. Take risks, try new things. Do not be easily contented.”

3. Embrace life-long learning. “Graduates must not think that I’ve got a first degree, that’s enough. I just completed my Master in Political Science from University Utara Malaysia. Some may say ‘What for?’. After all I’m already a MP and deputy minister. Why? Because learning is an endless journey.”

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MOVERS & SHAKERS 2015

LEADERSHIP TRAITS TO BANK ON

Effective leaders usually act for the greater good to create seismic impact, says Bank Negara Malaysia Assistant Governor En Abu Hassan Alshari Yahaya.

MOVERS & SHAKERS 2015

A “

lways decide what is best for the organisation and what is in the best interest of the country” is the guiding principle that En Abu Hassan Alshari Yahaya holds true in his capacity as the Assistant Governor of Bank Negara Malaysia (BNM).

“Governor, Tan Sri Dato’ Sri Dr. Zeti Akhtar Aziz advised me many years ago and I really believe in it. It provides me a valuable compass.”

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to instil confidence in others is very important.

Former Prime Minister Tun Mahathir Mohamad is a good example. He often reminds us that there can be no shortcuts to success. We have to earn our way by getting a good education and invest necessary time and energy into R&D. As a developing country, we cannot be complacent – we have to work very hard or else will be left behind. I’m an ardent follower of his thinking – we have to gain knowledge, work hard, and persevere.”

“As an individual, you have to be disciplined and deal with your peers and others in positive and constructive ways. Individual effectiveness is the way to strengthen institutional capabilities.”

According to En Abu Hassan, different times pose different challenges to leadership. He points that leadership is a value that everyone should actively play a role in.

“It’s not something that should be confined solely to those in leadership positions. It also doesn’t mean only bosses need to manage people. Everyone else must play their role too,” says En Abu Hassan.

“I believe leadership is important across the board and at different levels in an organisation, community and society.

As an individual, you have to be disciplined and deal with your superiors, subordinates, peers and others in positive and constructive ways. Individual effectiveness is the way to strengthen institutional capabilities.”

He continues, “BNM has a leadership role in the country as what we do have a significant impact on people at large, causing a multiplier effect on the country’s financial system and the overall economic development. I constantly remind my staff that you have to be able to position yourself, to gain respect from people as a central banker.”

Positive Attributes and Values of Leaders The Assistant Governor in charge of four departments at BNM emphasises that leaders must hold on to a positive behavioural and value system. En Abu Hassan says that “The capacity

He continues, “After a while, we need to look at prioritisation as we can’t do everything. We need certain skills to strengthen the focus and clarity on what we want to achieve.

That’s when leaders have to be objective and set priorities. You have to make the call on what you need to do based on your convictions and aspirations. When you want to execute the plans you have in mind, you have to determine if the necessary strategies are in place. You need to make them part and parcel of the operations. That’s when you find strategies and execution have to be worked on. You can have plans but can you make the execution possible? Can they be implemented effectively?”

The key to that would be talent. En Abu Hassan considers people are equally important to leadership. “You need people in the operation and coordination aspects. We can do many things but our actions can nullify each other if we aren’t careful. We need to be cohesive in our approach, must follow through and have the capability to reinforce each other in order to get the desired outcome.”

Reiterating on individual and organisational effectiveness, En Abu Hassan states that it is essential for leaders to ensure their feedback loop remains robust. “It’s to ascertain if their people are reflective, know where the gaps

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MOVERS & SHAKERS 2015

“As a Muslim, the ultimate leadership comes from Prophet Muhammad himself. We should heed his teachings and emulate his ways in resolving issues and challenges. Drawing from his experiences and following his guidance, we can achieve similar outcome.” that to happen, our education system must be holistic; one that’s based on knowledge, human values and character-building to reflect the kind of transformation desired. Greater tolerance is also essential in a multi-ethnic society such as ours.”

En Abu Hassan opines that leaders need to know the necessary building blocks that have to be in place before their plans can be realised.

“The right thinking process and energy level will ensure we get there eventually. It doesn’t mean we are slow but we would need to persevere to ensure that the building blocks are there to achieve the outcome and sustain it. Once the different pieces of the jigsaw fit together, we can see the whole picture that makes the achievement meaningful. As a Muslim, the ultimate leadership comes from Prophet Muhammad himself. We should heed his teachings and emulate his ways in resolving issues and challenges – balanced and holistic.

Drawing from his experiences and following his guidance, we can achieve similar outcome.”

are and ways to improve. When they seek feedback to address those weaknesses, you may need to change your approach. Your individual effectiveness impact organisational effectiveness. That’s why you need to have adequate capabilities and life-long learning – to evolve and deal with challenges well.

“The capabilities for leadership nurtured from the education process is very important. For

True to his leadership role, En Abu Hassan make constant efforts in finding ways to improve his work and business processes.

“You can’t be doing the same way all the time so it’s necessary to check processes and see how to improve them for better effectiveness.

Sometimes things can be challenging but we’d have to make tough decisions. I will always decide based on what is best for the organisation and what is in the country’s best interest. It’s a guiding principle that cannot go wrong.”

MOVERS & SHAKERS 2015

“The right thinking process and energy level will ensure we get there eventually. It doesn’t mean we are slow but we would need to persevere.”

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Growing towards global dominance FELDA GLOBAL VENTURES HOLDINGS BERHAD (FGV) is a leader in agriculture-based businesses with a focus on three key commodities, namely palm oil, sugar and rubber.

Currently, 70 per cent of its core operations revolve around palm oil estates while its downstream business – comprising consumer food brands such as Saji, Adela and Sun Bear – is constantly growing. FGV’s interests have also expanded into more than 10 countries in four continents. Listed on the main market of Bursa Malaysia as a private corporation in 2012, FGV aims to be a globally-integrated world leader in agriculture-based businesses by the year 2020. Its Chief Human Resource Officer, Mohd Najid Yahya, highlights five benefits of building a career at FGV. #1 UNEARTHING POTENTIAL FGV believes that people are its best asset. Fresh graduates with a degree in agriculture, plantation, engineering, biotechnology, sciences, accounting, business administration or related fields, will be inducted into a 12-month graduate trainee programme. Once completed, the graduates will be working in FGV plantations, mills, refineries, research centres or at FGV head office in Kuala Lumpur. #2 INVESTING IN YOUR FUTURE Talents are like diamonds in the rough and FGV understands this. Employees have the chance to improve, relearn and deepen their interest in the fields they are passionate about.

FGV employees who meet the necessary requirements and show potentials have the opportunity to further their studies under the FGV human capital development education assistance programme. #3 CHANGING PATHS

Developing human resources FGV Group Human Resource Division has also devised four strategies towards building the company’s human assets: Recruit right and retain right It starts from identifying and hiring people who will work hard and be loyal to the company.

Perform right Setting the right KPI (Key Performance Index) so that employees are guided by goals that they look forward to achieving.

Develop right Recognising talent and potential, and providing the required growth opportunities to nurture future leaders of the company.

Reward right Ensuring employees are suitably rewarded by offering salaries, bonuses and other benefits that are compatible with the time and effort they put into their work.

At FGV your career is not cast in stone. If at any juncture you'd like to take a different route, the company offers an interesting career path in the management or technical ladder. Those who are qualified can specialise in their chosen field. It is not surprising that a number of FGV employees have stayed for a good number of years. #4 GLOBAL EXPOSURE To be one of the world’s top ten agriculture-based companies, FGV has been building its presence internationally and has expanded to North America, Europe, Asia and Australia. As an employee, you will have the chance to be seconded to the company’s overseas operations. In fact, FGV makes it a point to have Malaysian staff based at each of its foreign office. #5 COMPETITIVE RENUMERATION FGV’s renumeration packages are benchmarked and constantly reviewed against industry standards so that employees are rewarded and compensated accordingly.

Recently, FGV initiated an internal shift in the company’s organisational structure and put into gear a high-performance work culture that’s driven by five core values: Partnership, Respect, Integrity, Dynamism and Enthusiasm (PRIDE).

www.feldaglobal.com

Any of these could be your dream job FGV is a leading global and diversiďŹ ed agribusiness. Our focus spans six core business clusters: Palm upstream and downstream, rubber, sugar, R&D and agri-services, transport, logistics and marketing (TLMO). Based in Malaysia, we currently operate in more than 10 countries across North America, Europe and Asia.

We’re bold, progressive and big on forward thinking.

If you are too, please apply to: Group Human Resource Division Felda Global Ventures Holdings Berhad Level 42, Menara Felda, Platinum Park No. 11 Persiaran KLCC 50088 Kuala Lumpur, Malaysia Tel: +603 2859 0000 Fax: +603 2859 0198 Email: career@feldaglobal.com

Palm | Downstream | Rubber | Sugar | R&D and Agri-services | TLMO

www.feldaglobal.com

What It Takes To Be

Successful

When it comes to building an impressive banking career, it’s all about attitude and mastery of skills, says Ramanathan Rajoo, Chief Financial Officer of Affin Bank Berhad.

As the Chief Financial Officer of Affin Bank Berhad, Ramanathan Rajoo assumes a strategic role in the overall management of the Group’s financial and capital management. “As a strategic business partner to the bank’s business head, I assess the Bank’s performance against both the annual budget and long-term strategies. This would entail providing critical financial and operational information to the CEO and Board, and make actionable recommendations on both strategy and operations,” he explains.

Ramanathan’s career in the banking sector spans more than 23 years, during which he witnessed two recessions and two mergers. “Twenty-three years is a long time; I’ve had many ups and downs during the tenure. There were many achievements, starting my career in a manual environment and progressing to a fully automated environment. I have implemented many projects such as transfer pricing, activity-based costing, Basel II & III, ICAAP, new BNM reporting and many others. But one of the key highlights of my career is assuming the role of CFO after serving the Bank for over two decades,” he says.

Reflecting on what it takes to get ahead in banking, Ramanathan opines, “It is important to understand the business you are in. Everything ultimately boils down to the bottom line.

Be a strategic thinker familiar with technology and the operation of the business.”

The industry veteran offers these five important tips to fresh graduates on how to build a successful banking career: • Integrity matters. “Bosses ultimately want someone they can trust to do a job for them. If they know the individual is professional, credible and works in the best interest of the organisation, then they will rely on them to take on managerial positions. Most bosses also want to ensure that the people who are looking to rise up the ranks are able to deliver and have a track record of success.”

• Don’t rush ahead. “You really should not feel that promotions are due to the time you have spent in a role but rather, whether you deserved it. It is not advisable to rush into a managerial position simply because it adds another glamorous badge to your resume or for the sole reason of more money. Management often comes with serious responsibility. Sometimes it is better to stay at a certain level to gain a thorough understanding of a role rather than look for a quick promotion and set yourself up for failure. You always want to feel challenged, but you do not have to be put in a position in which you could not cope.”

• Stand out. “Every workplace is competitive. It is vital you find a way to be visible. Offer to do things outside of your remit, or work with employees from different practices. Senior staff members will appreciate your ‘muck-in’ attitude and remember you for future opportunities.”

• Hard work pays. “Work hard and make every effort to know your job inside out. Staying in one place for a significant amount of time will not only ensure you gain as many skills as possible, but will demonstrate your capability and reliability.”

• U n d e r s t a n d t e c h n o l o g y. “ B ro a d e n y o u r understanding of technology with more cloud computing, software as a service, and other innovations transforming the financial services industry. You need to understand the benefits and risks associated with technology.”

3 7 TAKING IT CHAPTER 2

FROM THE TOP Develop your Professional Curiosity

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Leading the Way

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At the Pinnacle of Success

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Strength Through Adversity

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Leading by Example

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Still Going Strong

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At Khazanah Nasional Berhad (Khazanah), our mandate is to build true and lasting value that will catalyse a brighter future for Malaysia. As the strategic investment fund of Malaysia, we strive to create sustainable value for the nation, not only through financial investments but also by driving corporate performance through the active development of human, social and knowledge capital. Guided by our core values of integrity, diligence, professionalism, teamwork and mutual respect, we help generate a culture of high performance that will ensure our nation’s competitiveness in the global arena for generations to come.

Be part of our dynamic team. To submit your resume, visit our website at http://www.khazanah.com.my/contact.htm

Develop your

Professional Curiosity The landscape has changed significantly – today, graduates have to face a tight and more competitive job market.

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good qualification alone is no longer sufficient; they need to be ahead of their other colleagues, who also possess similar qualifications. As Malaysia moves towards realising its vision of achieving high-income nation status by 2020, employers are increasingly looking for top talents.

UEM Group Berhad (UEM Group) is no exception in this matter. The engineeringbased infrastructure and services group that has four core businesses namely Expressways, Township & Property Development, Engineering & Construction, and Asset & Facility Management, is constantly searching for talents both local and abroad.

Even so, Dato’ Izzaddin Idris, Group Managing Director/Chief Executive Officer of UEM Group believes that despite the increasingly competitive job market, it could still be a level playing field for graduates and potential job seekers provided that they possess the winning formula, which is qualification, soft skills and professional curiosity.

Dato’ Izzaddin, a big fan of The Godfather, Star Wars, Led Zeppelin and Manchester United speaks from his over 20 years’ experience in the fields of investment banking, financial and general management. After graduating in June 1985, he served Malaysian International Merchant Bankers Berhad for almost 11 years which included a 3-year secondment in the late 1980s to Barclays de Zoete Wedd Limited, a London-based investment bank and a subsidiary of Barclays Bank PLC then.

He was formerly Chief Financial Officer/Senior Vice President (Group Finance) of Tenaga Nasional Berhad and has held senior positions in Southern Bank Berhad, Ranhill Berhad and Malaysian Resources Corporation Berhad.

Dato’ Izzaddin, who joined UEM Group in 2009, graduated from University of New South Wales, Australia with a Bachelor of Commerce Degree (First Class Honours in Finance), is also a Fellow of CPA Australia and a member of the Malaysian Institute of Accountants.

We sat down for an intimate interview with Dato’ Izzaddin, who shared his views and offered career advice to graduates and job seekers out there.

GRADUAN: You mentioned that graduates need to have professional curiosity, what is it and why?

Dato’ Izzaddin: Professional curiosity is one’s thirst or desire for improvement and knowledge. Some of the best leaders in the world are always moving forward. They don’t stagnate, they are curious about themselves and their environment, and continually break new ground and constantly advance their talents be it intellectually or professionally.

The Harvard Business Review published an article titled, “Curiosity is as Important as Intelligence” and it highlights the idea of a Curiosity Quotient, much like the commonly known psychological capabilities of Intellectual Quotient (IQ) and Emotional Quotient (EQ). The Curiosity Quotient (CQ) is one’s affinity to be “inquisitive and open to new experiences” and, similar to IQ and EQ, it improves one’s ability to navigate complex environments.

Simply put, a person with professional curiosity reads, takes notes, engages in meaningful dialogue, and asks questions.

He or she integrates lessons from tangential professions to improve their skills and is open to new ideas. This person does not accept “the way we’ve always done it” and continually seeks to find a better method.

“You must be hungry for knowledge – learn and discover

more beyond that particular job.“

GRADUAN: What are the traits of a person with professional curiosity?

Dato’ Izzaddin: There’s a few traits such as willingness to learn, not afraid to admit what you have isn’t enough, have the energy to actively improve, bring new skills to the organisation and realise that the environment is constantly changing and thus the need to adapt.

GRADUAN: Is professional curiosity the winning formula in ensuring a successful career?

Dato’ Izzaddin: Yes and no. Yes because having professional curiosity would be added advantage, and no because there are other traits that contribute to one’s successful career.

This includes hard work, positive attitude and perseverance. Do not expect everything on a silver platter. The young generations, or Gen-Y especially must persevere, learn the ropes and more importantly earn their stripes. It is okay to make mistakes, but make sure that you learn from it, don’t repeat the same mistake and continue to improve yourself.

I would like to believe that a journey of one’s career is similar to the tempo of “Stairway to Heaven” by Led Zeppelin. It starts as a slow acoustic music before turning into a hard rock arrangement. Similarly, your career journey will only get tougher and more colourful as you continue to climb the corporate ladder.

GRADUAN: Many potential graduates are now in the process of preparing themselves for job interviews. Any tips for them?

Dato’ Izzaddin: Majority of the graduates that apply to UEM Group and our Group of Companies come from good universities and possess good academic qualification but what’s more important for us to know is what quality sets you apart from the other candidates. Therefore, you need to identify your strength, develop it further

while you are still at university and make sure you showcase such strength during the interview.

Also, there is no such thing as standard answers during interview. While preparing for interview, do not confine your preparation only for that specific job you are applying for. You must be hungry for knowledge – learn and discover more beyond that particular job. In addition, you must have faith or self-confidence as I find one’s lack of faith disturbing (my favourite line from Darth Vader) especially when you’re trying to convince us, the employers, to hire you. Of course, the same advice also applies when you have started working later. Trust me on this – it will give you an edge above the rest.

“If you stop dreaming, you will stop progressing as a person.

Dream big but at the same time you need to move fast.” tells me that hiring you definitely means another great addition to our company and secondly, it allows me an opportunity to pull off a Don Corleone of The Godfather, where I will then have to try and make you an offer that you cannot refuse!

GRADUAN: Before we end this interview, do you have any advice for the young graduates out there?

Dato’ Izzaddin: Be humble. You must not get too carried away with whatever great things you have accomplished in the past. Leave them behind as you start your new job. Come in with open mind and there will always be opportunities for you to learn and further improve yourself.

GRADUAN: Is it true that you have personally offered jobs to a candidate after only having met them for half an hour?

Dato’ Izzaddin: Yes, in fact it was after 15 minutes. If one has all of the qualities I mentioned before – qualification, soft skills and professional curiosity – and can demonstrate it during the interview, I will be excited because of two things. First, it

You should also continue pursuing your dream. Manchester United would not have bounced back this season had it not been because of their shared dream. As the old saying goes, “Your dream is not big enough if it does not scare you”. If you stop dreaming, you will stop progressing as a person. Dream big but at the same time you need to move fast. The faster you move towards it, the faster it moves towards you.

You are still young, so continue to embrace new challenges and constantly push yourself beyond the limits. In the words of Yoda, “Do or do not, there is no try”. I am sure that great things await all of you.

Leading the way Kumpulan Wang Persaraan (Diperbadankan) [KWAP] Chief Executive Officer Wan Kamaruzaman Wan Ahmad outlines the desirable traits of future leaders.

By Alice Yong

S

treet smart people with the ability to communicate well is what Wan Kamaruzaman Wan Ahmad, CEO of KWAP, looks for in potential leaders for his organisation. He says, “Ideally we want bubbly, extrovert personalities who know how to release tension in this high-pressure industry.

While capacity to handle pressure is part and parcel of the job, we would also like someone who can let his or her hair loose sometimes.”

From his encounters with attendees of the UKEC-Graduan Career Fair, Wan Kamaruzaman states that local organisations need to change if they want to attract the best graduates. He says, “The graduates we met know they are special and they need companies that can engage with them before they can be attracted to return and work here.

It’s imperative for employers to outline proper career plans for the graduates, to convince them to join the company. They expect the companies they work for to be fully involved and committed just as they are to their careers.

Based on past experiences, I find the strike ratio for us employers is more impressive if we draw up proper career paths and training programmes for them.”

CHANGING CORPORATE CULTURE According to Wan Kamaruzaman, KWAP wants to be more inclusive hence the need to inculcate a different culture within the organisation. “We need to have new people to effect that change, to blend them into the current team in order to transform the internal corporate culture. It’s an on-going process but we’re making it happen.”

“Street smart people with the ability to communicate well, is what I look for in potential leaders for the organisation.”

“In this business we need to think a few steps ahead of competitors, and be able to anticipate the market” In the investment fraternity, he points out that common traits such as honesty, trustworthiness and integrity are requisite attributes expected of potential candidates.

In this business, we need to think a few steps ahead of competitors, be able to anticipate the market and what competitors would do, says Wan Kamaruzaman. “Most tend to follow the herd mentality and that could sometimes hurt the bottomline. That’s when a capable leader should know how to access key information and determine when to break away from the norm. We also want leaders with analytical skills as they have to analyse local and global events, and be able to predict the impact on local and regional markets.”

Having been in the business for 33 years, Wan Kamaruzaman has seen many ups and downs in the industry. “Young people need to see how financial markets reacted in the 80s and 90s.

The markets were so highly volatile then that they created havoc and job losses everywhere.

That kind of experience will teach you financial acumen to help you in future.”

LEADERSHIP TRAITS When it comes to desirable traits of a good leader, Wan Kamaruzaman believes a leader needs discipline. “I believe profit-taking can be staggered but a good leader must know when to cut losses. Many people are unable to react that fast but it is decisive action that will give you that extra edge,” says Wan Kamaruzaman. He cites key events like the Asian financial crisis, the fall of the Berlin Wall and the invasion of Kuwait by Iraq as good learning points to draw from.

“Some young people haven’t seen how world markets reacted and the worst of what happened then. They need to be taught that financial markets can be really volatile. The sub-prime crisis in 2007/08 in the US and the subsequent lessons from that should also be shared with newcomers who have just entered the cruel financial markets.”

Wan Kamaruzaman emphasises that a leader must be able to trust and delegate. “Stay

focused on the company vision and trust the team to handle things. At KWAP, I have a strong team that comes from different backgrounds.

We like to give internal people a chance first before we look outside the company. My staff are empowered to make decisions and I don’t micro-manage them. As long as they have done the necessary research, they can decide on the next course of action.”

“I believe getting input is important but a leader shouldn’t leave the team hanging.

Once a decision is reached, move ahead.

Sometimes your decisions won’t turn out well due to unpredictable market conditions but as a leader, you have to work within set limits and parameters. If you incur losses, take it as a lesson and swallow it like a bitter pill.”

According to the personable CEO, the people he coaches can lose more than 50 per cent in the markets. “As long as they can make more profits, more times to cover the losses

incurred, the bottom line can still be positive.

I always tell them to make sure there’s enough profits to offset anticipated losses. The game is to maximise profits and minimise losses.”

Pointing out that learning is a continuous process, Wan Kamaruzaman says, “There’s no shortcuts to leadership. Gain knowledge of global happenings and markets that affect local financial products. Things are more complex now and you must be aware of the latest happenings around the region and elsewhere.”

“Also attend training and seminars to equip yourself with different skills and information.

Seminars and conferences are great checkpoints to ascertain if your own opinion and market fundamentals have changed, exchange information and ideas as well as opportunities to listen to and learn from other panel members on different markets, global financial products and current trends.”

Getting to know Wan Kamaruzaman Health is wealth. “During my varsity days, I used to play rugby and football for Federal Territory until injuries forced me to stop. I also used to do half marathons to test my own physical threshold, and for some networking. Now I play golf two to three times weekly for corporate networking purpose.”

In my spare time, I read. “While most books are work-related, my favourite reads are biographies like those of Tun Dr Mahathir Mohamad and Lee Kuan Yew.” Mentors and role models “My role model is Tan Sri Dato’ Ahmad Mohd Don who is very down to earth and passionate about Treasury’s activities. I learnt to value people’s contributions from him and to give credit and recognition when it’s due. Also to give people a chance to learn from their mistakes so they won’t repeat them later. If they have learned their lesson from that, give them a chance to redeem themselves. Those are the lessons that will always be at the back of my mind.”

NURTURING AND DEVELOPING YOUNG TALENTS AS FUTURE LEADERS

YOUNG TALENT CAREER ACCELERATION PROGRAM YOUNG TALENTS ARE NURTURED THROUGH A STRUCTURED DEVELOPMENT PROGRAM AND GROOMED TO BECOME OUR FUTURE EXPERTS AND LEADERS DEVELOP HIGHLY CAPABLE AND TALENTED EMPLOYEES ALL ROUNDERS Hands on job challenges, classroom knowledge enhancement and involvement in multiple projects DIVERSE SKILLS Develop soft skills, functional skills and various exposures at different level of accountabilities RELEVANT & CURRENT Integration of exposures and application of skills towards business and individual needs FOCUS DRIVEN Clear and specific objectives through KPIs measurement of competencies and achievements

DO YOU HAVE WHAT IT TAKES TO BE A FUTURE LEADER IN KWAP? Fresh graduates or external candidates with less than two (2) years working experience Masters/ Bachelor Degree in Finance/ Accounts/ Business/ Actuarial Science/ Economics/ IT/ HR, etc Second Class Upper or CGPA of 3.2 and above with excellent record of extra curricular activities Age 30 years and below Keen interest in financial, investment and pension services industry Associate/Executive Level

SPECIALISED In depth exposure and hands on experience across relevant business areas

For further details, contact us at +603 2174 8000 or email us at career@kwap.gov.my

Malaysia’s largest fund management company

(38218-X)

www.pnb.com.my

S IN U JO

with us

Grow

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TAKING IT FROM THE TOP 2015

Success At the Pinnacle of

An accountant by chance, Datuk Johan Idris, Managing Partner of KPMG Malaysia, reckons his journey to the top is the culmination of hard work, tenacity and a positive outlook on life.

By Hyma Haridas

“Don’t give up if you want to achieve something. Try and try again until you get there” – those are the pearls of wisdom that Datuk Johan Idris remembers being dispensed by his mother, his biggest mentor and motivator. And judging by his recent successes as Managing Partner of KPMG and President of Malaysian Institute of Accountants (MIA), one could say that Johan is certainly ‘there’ as far as his career is concerned.

Penang-born Johan graduated from Universiti Pertanian Malaysia (UPM) after completing his schooling at La Salle and St Xaviers Institution but admits that accountancy was a course he entered quite by chance. “After finishing Form 6, I received offers from local universities – one to do accounting at UPM. I didn’t really know much about accountancy then, and it was a fairly new course at UPM. But Universiti Sains Malaysia (USM) was in my home state, and I wanted to leave the nest, to

“Don’t give up if you want to achieve something.

Try and try again until you get there.” embrace life, explore the world out there. So accountancy it was!

“UPM was a real culture shock for me. Moving from Penang, where the demographics and racial composition were different – it took some time for me to adjust to these changes.

But it was an interesting adjustment. When you face such changes or challenges in your life, the question is how you would embrace them. It gave me a different perspective and ultimately was very rewarding,” he adds.

TAKING IT FROM THE TOP 2015

At the same time, he learned and understood more about accounting, and his interest and passion in the field started to grow. “One of my favourite subjects was Consolidation.

Balancing the sheets gave me such a great sense of achievement! I also had very good lecturers, Professor Tan Liong Tong, Prof Arfah and Dr Hasanah, so I really enjoyed the subject and my interest in accountancy developed from there.�

It was Professor Tan who primarily motivated and shaped the way the bright-eyed lad viewed the profession, instilling the belief that becoming a chartered accountant could very well be a game changer for him.

Upon his graduation in 1991, Johan was determined to follow the advice of his lecturer and pursue his professional qualifications. He subsequently sat for, and

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TAKING IT FROM THE TOP 2015

“This was actually a turning point for me in terms of my career.

I never thought that someone who had studied ‘Perakaunan’ in the local university could pass the MACPA examinations.

Don’t stop believing in yourself.”

passed, the Malaysia Accounting Certified Public Accountant (MACPA) examinations, qualifying him as a chartered accountant and gaining him the attention of several industry stalwarts.

“This was actually a turning point for me in terms of my career. I never thought that someone who had studied ‘Perakaunan’ in the local university could pass the MACPA examinations. Don’t stop believing in yourself.

It inspired me and provided me with the confidence and impetus to work with great people, develop the right skill sets, mindset and positive attitude that I needed to go further ahead.”

Today, with more than 25 years of local and international professional experience under his belt, Johan has worked on various assignments with multinational companies

including those in the Fortune 500, as well as several public-listed companies, across a diverse range of industries. Before joining KPMG, in 1999 he had worked for another Big Four firm, for close to about nine years, including a two-year secondment to the Houston office. In 2011, Johan headed the audit practice in the firm as Partner in Charge, prior to his appointment as Managing Partner.

Johan shares that the people he has worked with, including his peers, are the ones who continuously drive him to succeed. He believes in leading by example, affirming that his greatest satisfaction comes from watching his fellow members succeed and achieve their highest potential. “It’s not just about you but everyone around you. I enjoy being part of the journey to see someone else, whether it’s my staff, peers or teammates, achieving their greatest potential – that makes me very

TAKING IT FROM THE TOP 2015

happy. It’s like seeing your own children do well and progress in life. That gives me the greatest sense of satisfaction.”

At the same time, one of his biggest challenges is to attract more bumiputera to pursue the profession. “The government has put in a lot of effort to attract more bumi talents into the profession but we still make up only about eight per cent of the professional population.

I’m not sure why but maybe it’s because of the lack of motivation and difficulty of passing the professional papers. No doubt, a lot of hard work is needed but one should not shy away from hard work. Only by doing these papers will you open up corridors of opportunity to your future. By running away, you have already failed because you don’t even give yourself a chance to try. As they say, you never try, you’ll never know.”

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One of the ways in which KPMG grooms its talents and encourages them to broaden their horizons is through its Global Opportunity (GO) Programme, where Malaysians are sent abroad to selected KPMG member offices around the world to gain international work experience. The firm also has work placement programmes such as Audit Career Enhancement (ACE) Programme, which arranges placement of talents in KPMG’s offices within the Asia Pacific region (including Australia), while also accepting KPMG talents from outside Malaysia.

“Jangan cepat putus asa (don’t give up so easily),” he advises young graduates. “Make the hard decisions when you’re young so you can reap the rewards later on. Now is when you create the foundation for your future.

The world is so competitive, and if you’re not achieving your fullest potential, then you will eventually lose out.”

10 REASONS TO WORK FOR

NO. 1 AWARD-WINNING BANK n

n

n

n

Tan Sri Azman Hashim, Chairman, AmBank Group receiving the Jewels of the Muslim World Award from Datuk Sri Mustapa Mohamed, Minister, International Trade and Industry, Malaysia at the Fourth OIC World BIZ 2013 Conference.

NO. 3

Work for Bank of the Year 2013 (by the UK-based magazine The Banker) Asia’s Outstanding Company on Corporate Governance (9th Corporate Governance Asia Recognition Awards 2013) Malaysia’s Most Valuable Brands – Top 30 in 2012 Best FX Bank for Corporates and Financial Institutions (7th Annual Alpha South-East Asia Best Financial Institution Awards)

AmBank Group has received both national and international recognition for ethical business principles applied to activities focused on employees and customers.

NO. 2

(HUMAN) CAPITAL INVESTMENT

Excellent opportunity to build skills and grow your career.

One of the four pillars of AmBank Group’s Employee Value Proposition (EVP) called “Growing Across AmBank Group” provides employees with an opportunity to be part of an ambitious and high performing organisation. Leaders support the achievement of professional and personal growth across the Group with structured and varied approaches to training and development and a focus on providing experiential learning.

VIBRANT, ENERGETIC, COMPETITIVE TEAM ENVIRONMENT Be part of a great team

Employees describe AmBank Group as a vibrant and connected workplace. The Group provides an open and honest work culture with easy access to senior management, and practises knowledge sharing to enable quick development.

“The bank still remains a non-pretentious, friendly and people-centric organisation, like when it first started,” says Zarida Jean Nordin, Head of Customer Segmentation (Retail Banking) in AmBank Group.

“Another element which stands out in this Group is the close rapport and camaradrie amongst teams which cuts across all levels and departments. It depicts the scenario of one huge family with its members always looking out for each other,” says Joanna Yu Ging Ping, Director of Corporate & Institutional Banking

NO. 4 RECOGNITION OF GOOD WORK

Much more than a smile and pat on the back (but you’ll get that too!)

Hard work and dedication do not go unnoticed at the Group. It acknowledges employees who outperform and exceed expectations through the granting of awards, promotions and career mobility opportunities.

The Group has tailored its reward philosophy according to feedback from employee surveys. This enables employees to actively participate in improving their performance in order to achieve their career goals.

For career opportunities with AmBank Group, visit ambankgroup.com/amcareer

NO. 9

NO. 10

LOVE WHAT YOU DO. DO WHAT YOU LOVE

OPPORTUNITIES FOR YOU

AmBank Group encourages its employees to lead a healthy and balanced lifestyle. The Group’s sports club Kelab AmBank Group plans an array of activities for its workers. Acknowledging that people are a lot more than just “employees”, the club promotes relationship building between staff outside of work and encourages them to maintain a healthy body and mind. The Group even has its own Toastmasters Club for employees who want to improve their public speaking skills.

If you are a talented individual seeking a career in an established financial services provider with a vibrant work culture, AmBank Group may just be the right place for you.

AmBank Group provides young earnest individuals, as well as experienced hires an opportunity to grow their career in the financial services industry.

The Group is committed to providing a nurturing environment for continuous skill and experience development through various programmes for career growth.

It’s not just about work

NO. 8

The next step in your career

STABILITY AND WIDE REACH

Join a workforce of over 12,000 employees serving close to six million retail customers and a large base of business customers.

AmBank Group has offices in Malaysia and across the region, with services ranging from retail, small business, commercial, wholesale banking, funds management, equity markets, general insurance, life insurance to family takaful.

NO. 7 MAKING A DIFFERENCE

United at work, united in serving the community AmBank Group believes in giving back to the community.

Chairman of AmBank Group Tan Sri Azman Hashim is a strong advocate of employee participation in CSR initiatives.

The Group lends a hand to the underprivileged and supports the development of youth, sports, culture and education through various activities under The AmKasih Programme. Employees of AmBank Group also take part in many volunteering initiatives, including the sharing of food with the homeless under the Kechara Soup Kitchen programme.

Since 2009, the Group has pledged to allocate RM1mil every year for the AmBank-MyKasih Community Programme which supports communities in 16 locations nationwide.

NO. 5

NO. 6

INTERNATIONAL LINKS

MALAYSIA’S BANK

AmBank Group is a partner of one of Australia’s leading banks, the Australia and New Zealand Banking Group (ANZ). This partnership has resulted in the innovative offering of The AmBank-ANZ Get Set Solution, a service that enables students who plan to study in Australia to open an ANZ Access Advantage student open an ANZ Access Advantage student has Insurance Australia Group (IAG) and MetLife as strategic partners.

AmBank Group is proudly Malaysian and aims to stay that way even as it continues to support its customers across the region via its international partners. Its Malaysia’s Résumé website malaysiaresume.com houses many success stories of Malaysians showcasing the nation’s achievements in the world. From famous singer and songwriter Yuna, fashion designer Zang Toi to Genius Olympiad 2012 bronze medalist Sri Ahrivesh, many have their successes documented here.

Learn and grow within an internationally connected Group

Homegrown and proud of it

For career opportunities with AmBank Group, visit ambankgroup.com/amcareer

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STRENGTH THROUGH ADVERSITY Dato’ Chang Khim Wah, the Chief Executive Officer of Eco World Development Group Berhad, saw opportunities where others deemed impossible, and made the best of it.

By Vivian Chong

A

sk any successful businessman and he will tell you that the road to the top is almost never a well-lit freeway but more often, an unpaved path rife with potholes and bumps. Triumphant are those who push through the obstacles and turn challenges into accomplishments. For Dato’ Chang Khim Wah, it began with an offer to take on a project in Johor Bahru. That was in 1996, two years after he began working under Tan Sri Liew Kee Sin at Syarikat Kemajuan Jerai Sdn Bhd, which was later bought over by SP Setia Berhad.

“Tan Sri Liew told me he was developing a piece of land in Nusajaya and wanted a project engineer to lead the team,” Dato’ Chang recalls. “He had asked three other managers before that but they all turned down the offer. At that time, I was living a good life in Kuala Lumpur, having returned home after getting my Bachelor of Engineering in Civil Engineering in Australia, and working for a couple of years there. All my friends were here and I was about to get married.

Johor Bahru, on the other hand, was a very quiet place – it was like the Western frontier!”

It may have seemed like a dead end, but Dato’ Chang also saw it as a good opportunity as property prices were on the rise. He was also of the belief that everything happens for a reason and as it turned out, it was an undoubtedly good one. Looking back, he describes his time in the southern Malaysian state as “a

defining moment”. “I led a new team that was quite inexperienced and we could only rely on ourselves. What it did was accelerate the learning experience and train us to be independent,” he reveals. “As we overcame each hurdle, we felt more confident to surge ahead. Education may set the foundation but nothing beats real-life, hands-on experiences.”

TAKING IT FROM THE TOP 2015

Those experiences went on to serve him well when in 2012 SP Setia was bought over by PNB Berhad and Tan Sri Liew once again looked at charting new territories with the setting up of Eco World. “It felt like Johor Bahru all over again!” Dato’ Chang admits, although geographically, the situation was reversed as he moved back to Kuala Lumpur to take up his current position. This time, however, Dato’ Chang had the benefit of having braved the rough seas, plus the support of a nowexperienced team.

His most important take-away lesson from all that? The importance of teamwork. “Property development is not a one-person job; you must be able to rely on your team mates, particularly in times of crisis,” says Dato’ Chang, and relates how he met a lot of people during his time in Johor Bahru with whom he shared common values and drive. They eventually came to form the core team at Eco World.

Those values are led by one noble quality: Integrity. “No matter what, one must deliver on promises made without compromising on quality,” Dato’ Chang explains. That, he believes, is the reason that Eco World continuously attracts professionals to build their career with the company. “There is room to flex your professional muscles. It’s not just about the money; job satisfaction is important too.”

Having the right members is also integral to the success of a team; each person brings different strengths to the table, creating a synergy that enables progress. It is also helpful to have a balance of senior staff and fresh employees, as the experienced can lead the young ones in the right direction. “The management must

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be very clear in its vision, mission and team values, and hold to them 200 to 300 per cent. If you can’t walk the talk, the team will be weak.”

Younger staff, on the other hand, can bring new energy and have the stamina to accomplish a lot. More importantly, they bring fresh ideas into play. “Nowadays, when we hire, we are buying ideas. You must be able to generate new concepts, and is someone we can train and bring along with us,” he elaborates.

“We don’t want people who will just say yes; compliance does not carry much value.”

That means it’s crucial for members to make a shared commitment to excellence and do as necessary to deliver, even if it means arguing – as long as it’s done without intention to sabotage. “Talk it out, exchange opinions, and be big enough to follow through with the decisions made,” Dato’ Chang advises.

“Be willing to listen and accept others’ opinions without bias. You may not agree with something, but if it helps reach the goal faster, then why not?”

Built on such a solid foundation and in an organic manner, it is perhaps no surprise that within its first year, Eco World became a fullfledged public-listed developer and raked in over RM3 billion in sales. It was indeed a proud milestone for the company and to top it off, as their name suggests, everything was done with great respect to the community and the environment.

“There was definitely a pressure to deliver based on our past achievements,” Dato’ Chang admits. “While our fundamentals remained the same and there were no doubts our team would perform, the question was how

“Be willing to listen and accept others’ opinions without bias. You may not agree with something, but if it helps reach the goal faster, then why not?”

do we deliver results faster, better and in ways that add value?” The answer, the company decided, was in enhancing their dedication to CSR while providing opportunities for younger employees to grow as much as possible within the shortest time.

Fresh graduates who join the company are put through an intensive and extensive programme that teaches them all aspects of the business. At the same time, the company encourages the development of other talents.

“We found out that many of our staff are amazing singers and dancers, so we hired professional choreographers to train them. We now have our own music band, choir, kompang and Muhibbah Drums groups who perform at company functions.”

Such activities, he says, contribute towards building better teamwork as they place everyone on an equal platform and give staff the chance to shine in areas outside of work.

Dato’ Chang also speaks with pride of the flood relief efforts carried out by a group of their young employees, who spent a week in Kuala Krai, Kelantan, earlier this year helping to clean up Sekolah Kebangsaan (C) Yuk Chai.

It is, Dato’ Chang points out, the best thing that the company has done to date besides being a good learning curve as employees got to brush up on organisation skills. It also helped them develop that all-important human touch. “These are things that you can’t teach in a classroom...doing a good job is not just about meeting SOPs.”

Likewise his experience in Johor Bahru nearly two decades ago, which he would do all over again in a heartbeat. “I’m glad that I took the hard road despite it being a tough decision

to make,” Dato’ Chang recounts.

“Even in the lowest depths, there is sunlight. A dead end can be an opportunity if you put in the effort.”

If I wasn’t doing this, I would love to “Own a bookshop because I love reading, especially crime novels. I think that writers have amazing imagination; they can bring the world together. I am currently reading JK’s Rowling’s The Cuckoo’s Calling, which she wrote under the pseudonym of Robert Galbraith.”

The best advice I have ever received “Do your work your own way; do not be afraid to improve your style while maintaining your personality and principles. Learn to see the good side of things and not be afraid to change. If you can improve yourself, there is no reason not to embrace new ideas.”

Having worked in and helmed some of the world’s most renowned companies, Stefano Clini, Managing Director of British American Tobacco (BAT) Malaysia offers pearls of wisdom on becoming a better, more effective leader.

Stefano began his career in Procter & Gamble and held various senior leadership roles in marketing during his 15 years there, which saw him moving from Italy to Belgium, Switzerland and Turkey.

He subsequently joined Heinz Italia S.p.A as President and Chief Executive Officer in October 2005 before assuming the role of President, Global Infant & Nutrition at HJ Heinz in May 2010. He held that role for three years before joining BAT Malaysia in 2013 as Managing Director. GRADUAN taps his vast global experience for leadership rules to live by.

Tell us about your leadership mantras.

If you want to succeed you have to dream big. I always tell the younger managers that our achievements are never going to be bigger than our dreams. We are better off dreaming big and falling short, than having low ambitions from the start. Thinking small is a recipe for mediocrity, not for greatness.

Too many managers think in incremental terms. All too often I sit in business presentations or meetings where very bright people present plans to merely improve by one or two per cent. My question is always, ‘What would it take to improve by 50 per cent or 100 per cent’ instead. We always have to look at the bigger picture. Thinking in terms of discontinuity is the only way to generate breakthrough results and it is also applicable to how people can build their careers.

In any big organisation there tends to be inertia against change. However, the best organisations are those that always challenge the status quo and make the unimaginable possible. Every time I come up with an idea, or an ambitious goal, and I hear back ‘It is not possible, it has never been done before’. I know I am on the right path and I push for it. This was probably a bit destabilising at the beginning when I arrived at BAT Malaysia, but people are getting used to it and they have seen with their own eyes more than once that ‘it can be done’ and they quite like it now.

Leading

By Example Character is the most important trait of a leader. I define character as always putting the need of the organisation above your own.

Living up to this ideal of character requires courage, determination, integrity and self-discipline. You must live by your words and actions, and know that it is the most important demonstration of leadership.

When I was previously in another company, I moved to a new country to start an assignment and during the course of my work, I found a significant gap in our forecast that was not highlighted by my predecessor. When I highlighted this to my boss then, his response was to tell me not to divulge this information to the company or it could negatively impact my career. I still remember calling my wife and telling her I was sorry and that we would most likely have to move again because I would have to find another job. Right after that, I called the headquarters and shared my findings. It turns out I did not lose my job after all. In fact, I had a very good career there. The point is, even if I had lost my job, I wouldn’t have changed my decision as I was happy knowing I did what I felt was the right thing to do. I could not have said the same if I had chosen to ‘hide’ the issue.

Why is it important for leaders-to-be to follow this mantra?

The best advice given to me was...

It is important because living a life with big ambitious goals, with a purpose, a code, a set of belief, whatever you want to call it, is indeed more fulfilling than sliding through life without direction and we all spend too many hours at work to not make life worth it.

“If you want to be a general manager one day, you have to start behaving like one now”. Good companies will promote you when they feel you are ready, when you are role-modeling the right behaviours and when you have developed the right gravitas and statesmanship. Do not think you can acquire those after you get the job: That may never happen!

What constitutes bad leadership behaviour?

The biggest impediment to personal success, in my view, is fear of failure. Fear of failure dampens our ambitions and makes us live with the hand break on. The younger generation needs to understand that there is no reward without risk; there is no success without risking failure. We all have our failures in life – big or small and that’s OK as long as we learn and we move on.

What leadership behaviour do you look for in new talents joining the company?

We look for evidence of their ability to inspire others to succeed and overcome obstacles. It can be in any social setting be it with their schoolmates, friends or family. Leadership is not a selfish trait. You never succeed alone. You cannot succeed by leading by fear either. That may work in the short run, but at the very moment when the going gets tough, and you need the help of everybody around you, if you have led by fear this is when people are going to turn away from you. This is true in life as well.

Any advice to graduates on how to hone their leadership skills for the working world?

Leadership is mostly not an innate skill - it is intentional. It is a journey that requires focus, dedication, and willingness to think big and inspire others. It is never too early to start whether you are at home, in school, or just with your friends. Try to learn from people in your world that you have found inspiring. Do not assume that you can delay honing these attributes for when you start working - it does not work like that. Good companies will always ask you for examples of past achievements in this area, as these are generally the best predictors of your work style.

If you could have a lunch date with one of your top role models, who would they be?

My grandfather who was an incurable optimist, a dreamer and an eternal child. Martin Luther King who could speak to crowds like nobody else I have ever seen.

Mustafa Kemal Ataturk, who could dream up and create modern Turkey from the ashes of the Ottoman Empire, probably the best statesman of the 20th century in Europe (Churchill said that, not me).

What would you do in the event of a zombie apocalypse?

Tell my kids how much I love them one last time!

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TAKING IT FROM THE TOP 2015

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STILL GOING Redza Goh, VP-Group Chief Information Officer of PETRONAS and CEO of PETRONAS ICT, imparts six of the most valuable lessons that he has learned on his way to the top.

By Hyma Haridas

Lesson 1: Work Hard There is no substitute for hard work when you’re trying to get to the top, believes Redza Goh. “When you graduate, it’s the best time to work hard as you’re still young, full of energy, and you’ll be presented with many opportunities to learn,” he says, adding that it’s also important to listen to and learn from those who are more experienced.

He refers to Malcom Gladwell’s book Outliers: The Story of Success that says it takes roughly 10,000 hours of practice to achieve mastery in any field. According to Gladwell, “…the people at the very top don’t work just harder or even much harder than everyone else. They work much, much harder.”

Lesson 2: Be Famous for Something Every individual needs to stand out and differentiate themselves from the crowd, says Redza, especially considering there are thousands of new graduates produced every year.

He shares that when he first started out, he was just one of the many IT professionals in his field, but he eventually realised that in order to improve his marketability and progress in his career, he needed to stand out and be famous for something. Redza eventually came to be known as “the guy who gets things done” – attesting to his capabilities and experiences, as well as his ability to work through challenges, which gave his superiors the confidence to entrust him with different responsibilities and portfolios.

Lesson 3: Take Advantage of Opportunities “There will be moments in time when an opportunity lands at your feet, and when that happens you have to be brave enough to grab it.”

For Redza, being offered the chance to work in China in 2002 was his golden ticket.

Despite not having any prior experience with China, he decided to seize the opportunity

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and relocate with his family. “It was a careerdefining moment for me, because it put me onto a completely different trajectory. If I had not taken the opportunity, I wouldn’t be where I am today. It gave me the opportunity to learn so many new things and move to a leadership position, manage a larger team of people, as well as learn a new culture, among other things.”

Lesson 4: Never Stop Learning Redza stresses that it’s important for everyone to continuously learn, through any available platform. “You should also seek out different roles because when you move to a different role you’ll get to learn new things,” he adds.

One of the philosophies he lives by is to surround himself with people who have different perspectives and different ways of thinking from his own. “You shouldn’t align yourself only with people who are like-minded because then you get a lot of ‘Yes Men’.

You want contrarian views as well, so that you can gain various perspectives; then you can consider all angles and make your own decision.”

Lesson 5: Build Professional Skills Having the necessary academic and technical capabilities is a given in most jobs, but in order to truly progress, one also needs soft skills or as Redza terms it, “professional skills”. This could range from communication skills to presentation and grooming, the latter which he is particular about. “If you want to be taken seriously, you have to look the part. To be a leader, you have to look and dress like a leader, it’s as simple as that. First impressions count.”

“There is no point working 24/7 day in, day out, and then you die at your desk at 30!

Have a balanced lifestyle. Yes, we have to work hard but we also have to be conscious about our wellbeing.”

He believes that networking with peers and industry members is also important in order to learn and advance one’s career.

Lesson 6: Stay Healthy “Last but not least, stay healthy!” he remarks.

“There is no point working 24/7 day in, day out, and then you die at your desk at 30! Have a balanced lifestyle. Yes, we have to work hard but we also have to be conscious about our wellbeing.”

Redza sheepishly admits that he doesn’t exercise as often as he should, and thanks his good genes for being healthy at his age. He does play a round of golf every now and then, and more importantly, tries to watch what he eats.

TAKING IT FROM THE TOP 2015

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Taking it in Stride His favourite read? “I don’t have a particular favourite, but I read a lot both online and in print. I recently subscribed to The Business Insider, so I read a lot of that now.”

His most memorable experiences throughout his 30-year career? “I guess I can break it down to three phases. The first phase was when I graduated in 1984 – in the middle of recession. I was very lucky to get a job, so I just focused on working and holding on to the job. This was a time when graduates were getting paid only about RM600 per month. I worked long hours and committed myself to my work. This is when I learned about the value of hard work. I also learned about managing money.

The second phase of my career was in Accenture, where I stayed for 26 years. It was a structured learning environment, and aside from all the technical skills, I learned how to manage P&L (profit and loss), and the pressure of delivering a healthy P&L. So this is when I learned how to run a business, and how to manage a diverse team of people.

Eventually, I joined PETRONAS because I felt it was time to give back to the nation while I am still able to. What better way than through national service as I call it. So I joined PETRONAS not for the money, but as an opportunity to work for the number one company in Malaysia, a government-linked company. I felt this was the best way for me to contribute.

And I’m learning new things every day!”

If he wasn’t doing this, he would be…

“Golfing a lot more! (laughs) But my first passion was to be a pilot, though I didn’t pass the physical. I can actually tell the brand, model and attributes of a plane just by seeing it fly above me.”

His advice to young graduates who aspire to reach his heights? “You have to go through the process; there is no instant gratification. I would also advise them to read Malcom Gladwell’s Outliers. Of course, we must work smart – use our brains and skills, that’s a given – but there is no shortcut to success.”

PETRONAS ICT Sdn Bhd is a wholly owned subsidiary of Petroliam Nasional Berhad (PETRONAS), Malaysia’s fully integrated petroleum company. Our multinational workforce of more than 1,400 people deliver information and communications technology (ICT) solutions within PETRONAS in 65 countries, servicing more than 49,000 employees worldwide.

CHAPTER 3

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career OPPORTUNITIES Banking & Finance

71

Communication & Media

85

Conglomerate 95 Consultancy & Professional Services

115

Education 139 Engineering 147 Entrepreneurship 165 FMCG 173 Healthcare 191 Oil & Gas

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Property Developer

213

Social Media & Technology

223

Telecommunications 227 Transportation 235

Corporate Profile

Scope International (M) Sdn Bhd (Scope International Malaysia) is the Standard Chartered Group’s Global Technology & Operations hub. A wholly owned subsidiary of Standard Chartered UK, Scope International Malaysia is the first Global Shared Services Centre (GSSC) of an international bank in Malaysia.

The GSSC forms a critical component, enabling superior customer service by leveraging on scale and efficiency. The GSSC has evolved from being a cost-effective venture for the Standard Chartered Bank (SCB) Group to becoming an integral part of its operations.

Scope International Malaysia was established in 2001 and now provides a multitude of services to SCB which has presence in more than 70 markets worldwide. The centre provides dedicated world-class technology, wholesale and consumer banking processing services, software and systems development and customer care service capabilities to the Bank. It now houses one of the largest software development centres in Malaysia, International Software Centre Malaysia and has a total workforce of more than 4,500 people.

Scope International Malaysia was conferred the ICT Organisation of The Year Award in 2011 by The National ICT Association of Malaysia, making it the first GSSC of an international bank in Malaysia to win the prestigious award and awarded the Silver Award for the Employer of Choice category in the Malaysia HR Awards 2014 organised by the Malaysian Institute of Human Resource Management. Standard Chartered’s two other global shared services centres are based in India and China.

Read More On Our Company at www.sc.com/scopeinternational/my

CAREER OPPORTUNITIES

BANKING & FINANCE

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GROWTH AND NATION BUILDING

“In ensuring that the Bank has access to the best technical and analytical skills, significant investment has been allocated towards building a high performance workforce that includes enhanced formal training and changes to work practices.

Leadership development was also accorded emphasis to ensure a continuous strengthening of the leadership pipeline. More emphasis was given to project based and collaborative work processes, which have also broadened and improved the skills and competencies of staff in core areas of the Bank’s work.”

Tan Sri Dato’ Sri Dr. Zeti Akhtar Aziz Governor, Bank Negara Malaysia.

BANK NEGARA MALAYSIA For the People of the Nation Over the years, Bank Negara Malaysia has grown from strength to strength and successfully achieved its mandates for the good of the people of the nation. As a progressive and forward looking organisation, the Bank is continuously transforming and investing in its talent to rise above new challenges from the evolving financial and economic landscape.

The Bank’s collaborative and conducive work environment provides multiple opportunities for learning, development and career growth, including international exposure across various dimensions of central banking.

In deciding to be part of the Bank, talented, dedicated and diverse individuals have come together and seized the invaluable opportunity to make a difference and play a pivotal role in nation building.

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BANKING & FINANCE 2015

Securities Commission MALAYSIA:

Grooming Malaysian Talents to Become

World-Class Regulators Established in 1993, Securities Commission Malaysia (SC) is a selffunding statutory body set up by the Ministry of Finance with a dual mandate to facilitate the orderly development of the capital market, as well as to regulate and maintain the integrity of the market. The SC is the regulator for the securities and derivatives markets in Malaysia.

A SOLID FOUNDATION

ased on the SC Annual Report for year 2013, Malaysia has a capital market size of RM2.7 trillion, the world’s largest sukuk market (with 69 per cent of the world’s sukuk being issued in Malaysia), third largest bond market in Asia relative to the size of the economy, and the largest unit trust industry in ASEAN with broad participation from confident and informed investors.

The SC strongly believes that talents should be groomed from the start of their careers to prepare them for the day-to-day job requirements as well as to carry greater responsibilities in the future. To support the organisation’s talent pipeline, the SC has implemented the Graduate Management Executive Programme (GMEP), which is a two-year rotation-based programme that allows Graduate Management Executives (GMEs) to obtain a good understanding of the various regulatory functions of the SC before assuming permanent positions at the end of the programme. Graduates will be rotated in four departments for a period of six months each based on their interests and the organisation’s needs. Graduates with a keen interest to join the SC will be required to bring to the table solid academic qualifications and be an all-rounder with a profound interest in continuous learning.

As the regulator of the Malaysian capital market, the SC is always on the lookout for the best and brightest candidates in Malaysia. Since the SC’s establishment two decades ago, its mandate and role continue to remain relevant but at the same time, there is an increasing focus on the SC’s human capital management policies and practices to keep pace with the increasingly complex and competitive recruitment environment.

The GME Programme, which began in 2004, has successfully employed 178 GMEs to date as permanent employees that have been placed in various departments at the SC, suited to their skills and interest. Fresh graduates who are selected to participate in the GME programme will have ample opportunities to learn and widen their knowledge about the capital market. The SC invests heavily in its learning and development programmes that provide

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For young graduates, landing a job at the SC is the start of a continuous learning process. The work is multifaceted, complex, challenging and interesting. excellent training and technical support to build up the much-needed financial knowledge and business acumen. These programmes range from the in-house Core Capital Market Curriculum, tailor-made Corporate Finance classes, Leadership Excellence and Development (LEAD) programmes, IMD webcasts and various sharing sessions between senior employees and the younger ones.

In addition to the training programmes, SC employees from any academic and technical background are encouraged to pursue certification programmes such as the various accounting professional papers, postgraduate studies, International Standards on Auditing (ISAs) Assessment Programme by the Institute of Chartered Accountants in England and Wales (ICAEW) and the Certified Fraud Examiners programme accredited by the Association of Certified Fraud Examiners.

For young graduates, landing a job at the SC is the start of a continuous learning process.

The work is multifaceted, complex, challenging and interesting. The nature of the work requires that they work in teams, with industry and other regulators. Technical skills need to be complemented with soft skills such as the ability to speak and write well, build positive working relationships, and to lead and follow as appropriate. GMEs are also trained to enhance

their soft skills during their on-the-job training and formal etiquette classes during their induction.

SC ESPRIT DE CORPS The SC has a very interesting demographic profile including a rising number of Gen-Y employees. The SC recognises that the Gen-Ys especially want to engage in work that serves them a bigger purpose beyond themselves.

Working in the SC definitely contributes significantly to the Malaysian economy, and most importantly to the Malaysian public.

SC employees are constantly exposed to challenging and competitive job scopes, cross-functional work exposures and the latest happenings in financial regulations.

What makes the SC camaraderie extremely special is not only the employees’ passion and commitment in their work, but also being able to share many interests and hobbies together.

It can be said that the workforce both work and play hard. The free recreational facilities in the SC from the jogging track, gym, multipurpose auditorium and squash court to weekly classes of yoga, taekwondo and Zumba have provided employees with great avenues to unwind and de-stress after work. The SC also organises CSR Teambuilding, departmental Away Days, interhouse games and charity jogathons that give

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In addition to the training programmes, the SC is also in collaboration with TalentCorp Malaysia hosting JPA overseas scholars under the new JPA-Management Apprenticeship Programme. SC is also a recognised employer of TalentCorp-JPA’s Scholarship Talent Attraction and Retention (STAR) Initiative.

SETTING STANDARDS AS A GLOBAL REGULATOR

employees the opportunity to get to know each other better.

SC employees are also encouraged to contribute to bring direct changes into the organisation.

This ranges from infrastructure changes to work-hacking efforts aimed at enhancing the organisation. All these contribute to giving the employees a sense of empowerment and pride in their work and workplace. On a quarterly basis, as a way of recognising great ideas, the Chairman’s Eureka award is won by employees with innovative suggestions and solutions.

EMPOWERING YOUNG TALENTS The SC is also extremely supportive towards improving the employability of Malaysian graduates into the financial markets. There are numerous programmes in the SC such as the Capital Market Placement Programme and the Internship programme that offer undergraduates practical exposure to the Malaysian capital market regulatory framework and products. The SC also aims to develop fresh graduates into entry-level regulators and Islamic Capital Market professionals via the GRP 1000 and Islamic Capital Market Graduate Training Scheme (ICMGTS). A high percentage of the programmes’ participants have been employed in various organisations in the financial services industry upon completion of the training.

SC is the world leader in Islamic capital market development with many of the world’s first products and services developed here. It is the leading policy making authority for the country’s capital market as well as an active contributor to global regulation. Given its reputation as an effective regulator and a modern progressive organisation, the SC has been the regulator of choice for secondments by foreign regulators including Brunei, Saudi Arabia, United Arab Emirates, Maldives, Nigeria, South Korea and Japan.

SC employees are also internationally sought after as some of them have been seconded to Australian Securities and Investments Commission (ASIC – Sydney, Australia), US Securities and Exchange Commission (SEC – Washington DC, USA) and Organisation for Economic Co-operation and Development (OECD – Paris, France). In addition to this, the SC alumni span the globe, working in various international bodies such as the World Bank and the Asian Development Bank, and in various countries such as Switzerland, UK, USA and Bahrain.

2015 – SC ON THE ASEAN STAGE 2015 will indeed be a big year for the SC on the ASEAN stage as SC’s Chairman Datuk Ranjit Ajit Singh takes on the Chairmanship of the ASEAN Capital Market Forum (ACMF) for 2015.

There will be many challenging yet interesting projects to look forward to in 2015, which will see the SC working together with various regional agencies in the effort to move towards financial integration and to achieve seamless capital market integration.

For more information on careers at SC, please visit www.sc.com.my/careers

BANKING & FINANCE 2015

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Bigger, Better, Bolder

Maybank GO Ahead Challenge (MGAC) roared back bigger, better, bolder in 2014 with a revamped edition to include a campus level challenge, additional countries participating, exciting challenges and a record breaking number of challengers taking part to be 60 chosen finalists for one of Asia’s most exciting graduate competition!

MGAC was launched in 2012 to be an exciting recruitment experience for Global Maybank Apprentice Programme (GMAP), Maybank’s award winning graduate development programme. As testimony to success of the challenge, the number of challenge participants tripled in over 3 years since the inception totalling over 10,000 applicants from across Asia and beyond. The challenge happened in 14 countries namely in ASEAN, Greater China, US and UK, namely countries where Maybank has presence in with

2014

participants from unique countries such as Kyrgyzstan, Kazakhstan, Switzerland also taking part by virtue of being students in the respective countries.

Participant’s challenge journey took them from preliminary rounds right up to grand finals where 60 finalists from across the world converged in Kuala Lumpur and Jakarta for the ultimate finale.

Campus level challenge Campus level challenge is the first leg of the competition and was held across 13 campuses in the region. Maybank also visited 26 campuses across the region as part of the engagement and roadshow to promote the Maybank GO Ahead Challenge.

Campus level featured several unique challenges – a giant board game, treasure hunt, case analysis and a lively debate session between competing teams.

National Level Challenge National level challenges were held in Maybank’s office in each of the 14 countries where the finalists were challenged in brain teaser featuring a unique board game with an unusual twist. If that is not fun enough, their next task was to build a prototype of an innovative device using LEGO pieces! How fun!

The finalists were then tasked to bid for their favourite prototype and build an annual report based on the prototype they have chosen. The last challenge in the Nationals was particularly interesting for the challenge it presented to them, as it involved audit!

Challengers were assigned various top positions in the company and were assessed based on their answers while answering questions in a meeting with the assessors acting as Audit Committee of the Board. This situation is rarely faced even by top executives in an organisation and was created to explore challengers’ crisis management skills.

Grand Finals 60 challengers from all over the world, a talented mix of young aspiring apprentices from different walks of life made it to the biggest stage yet, the Grand Finals. The finalists were split into 10 teams of 6 and each team were assigned a series of challenges in multiple disciplines, encompassing fields of finance, stock broking, sales and even culinary and music! The dynamic competition tested the participants intellectually, physically, and psychologically.

The teams were then flagged off in a very exciting opening ceremony graced by Pn Nora Abd Manaf, the Group Chief Human Capital Officer of Maybank. The race took them in a grand amazing race across Kuala Lumpur as they deciphered clues to find their next task. Part of MGAC 2014’s excitement and surprise included trail blazing into different frontiers and this time, the teams discovered that the surprise challenge is to fly to Jakarta, Indonesia. The trip gave the finalists a flavour of Maybank’s international presence where each and every country’s operations are closely weaved together for business success.

The challenge in Jakarta showcased the teams’ ability to navigate through challenges facing the company and plan for business expansion. Back in Kuala Lumpur, teams were then tasked to pitch for working capitals to pursue their deals to a panel of senior bankers and industry representatives from Talent Corp, graduate publications and university representatives.

All 60 finalists took a breather on day 4 of challenge for a heart-warming and memorable CSR experience. They built 6 houses in just 7 hours and they also went on to be Master Chefs and cooked and distributed food for the homeless around Kuala Lumpur.

The final day challenge was the moment all teams unleashed their final push to maximize sales of their company products at various shopping malls at Bukit Bintang.

The challenge ended with a glitzy gala dinner at Marriott Kuala Lumpur where the winners were announced. Check out the winner details at our website.

All 60 finalists were awarded fast passes to the award-winning Global Maybank Apprentice Programme

PRIZES Champion

4 0,0 0 0

1st Runner-up

USD

2 0,0 0 0

USD

1 0,0 0 0

USD

2nd Runner-up

What makes MGAC unique?

Amazing prizes A total of USD 75,000 was on offer for the Top 3 winning teams. In addition, the competition also features the individual award of ‘Ultimate GO Ahead Challenger’ which provides cash prize of USD 1,000, a 2-week internship with Maybank New York and a leadership development course with Top 50 leaders of Maybank in Shanghai, China. All grand finalists will also receive fast past to enter the Global Maybank Apprentice Programme.

Truly diverse This year’s MGAC features participants from over 20 nationalities – across whole of ASEAN as well as Spain, Nepal, Britain, France among others. The diversity of cast includes not just ethnicity but also the field of study, age and gender.

Multi-disciplinary business talent competition MGAC is beyond a business case competition, it’s all about REAL challenges. Think it’s all about students and graduates in business suits presenting cases? Well they did but they also did much more!

Think strategizing, engaging in an amazing race across KL and Jakarta, building homes for Orang Asli and cooking for the homeless, presenting a funding plan to a team of top industry players and bankers, creating a marketing plan and then executing it in the busiest part of town in KL!

By apprentice for apprentice The organising committee and the driving force behind the whole challenge (with guidance from Senior Human Capital Management Team) are the current crop of Global Maybank Apprentices. The significance of this is beyond measure; how touching it is to think that the bond between the apprentices is created before they even join the Bank? The experience provides a steep learning curve for the apprentices in project management; they learn everything from logistics, budgeting, event management, media & PR and so many valuable soft skills. And the potential juniors get to see their seniors in action acting as a source of inspiration.

Humanising The most humanising challenge in the market as it has the elements of logical, lateral thinking, motor skills, articulation capability, stakeholder management, execution tenacity with the humanising element of CSR which forms a big part of the Challenge. This one of its kind humanising challenge unites all Challengers in “Home Building”, “Cooking” and “Feeding the Homeless” activities to reinforce the teamwork and humanising spirit.

Connect with us!

• Discover more at www.goaheadchallenge.com • Join our Facebook Group at www.facebook.com/go.ahead.academy and find out #whatareyoumadeof • Catch all the MGAC 2014 webisodes at Youtube.com/MaybankVideos

When you’re lost in the confusing mass of information, we connect you to the one that can realise your goal.

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The leading career resource for Malaysian talents.

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Springboard your career now with GRADUAN.

CAREER OPPORTUNITIES

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COMMUNICATION & MEDIA

COMMUNICATION AND MEDIA 2015

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Channelling

Creativity

Khairul Anwar Salleh, VP of Malay Customer Business at Astro, shares how the progressive organisation that “never forgets to have fun” encourages its employees to create, experiment and push the boundaries.

By Hyma Haridas

C

lad in a rainbow-coloured striped shirt over denim jeans, paired with geek-chic black-rimmed glasses, one immediately gets a sense that Khairul Anwar Salleh knows how to have fun. As the Vice President of Malay Customer Business in MEASAT Broadcast Network Systems Sdn Bhd (Astro), “fun” seems to be an integral component of his portfolio, which is to ensure that the company creates content that can entertain and enthral millions of Malay TV viewers daily, around the clock.

This is not to say that business takes a back seat. On the contrary, Khairul believes in delivering the best performance and achieving targets in a stimulating and fun way. He credits Astro’s progressive working culture for this, as it encourages each individual’s strengths and ambitions and allows them room to express themselves. “The culture of this company is that we cannot stay still, especially in this business where we provide entertainment content or services. We need to keep updating ourselves on what is available out there – our competitors, technologies, and most importantly, our customers’ needs. Now especially with the digital world, content

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COMMUNICATION AND MEDIA 2015

consumption is taking place in various forms, so we need to change and reinvent ourselves all the time.”

Khairul himself admits to being someone who abhors routine. This is one of the reasons why he thrives within the creative environment, because of the constant opportunity to generate ideas, create new content and rethink the way things are being done.

For the Singaporean-born, entering the creative industry was almost a given, having dabbled in quite a lot of stage acting and directing in Singapore in his younger days. He then decided to pursue a degree in Fine Arts majoring in Sculpture, at Curtin University, Western Australia, because as he candidly says, “I realised that my brain functions best within a less-structured environment.” It was here

“You must know the players’ strengths and weaknesses, have a sound strategy, prepare and train, and then ultimately allow the players to play the game. I have a very strong-minded team.

I encourage them to be individuals, and express themselves. So they have a right to voice their opinions within certain boundaries. If they think an idea will work, then it’s their job to convince me.”

that Khairul learned how to express his ideas and view the creative process from a different perspective. “The school’s philosophy was not to train us to sculpt objects, but to sculpt ideas. So I learned how to express an idea, and about which form or medium would enable us to express our ideas in the best possible manner. The main focus was on the process, and not the end-product. It was this knowledge and experience that I took into my production career, where we need to take on a brief, and decide how we can best express it – should it be a 13-episode drama series or a tele-movie, which channel we should air it on, and so on,” he shares.

Known within the industry as the “Awards Show Director”, Khairul has helmed several well-known TV productions since setting foot in Malaysia in the late 1990s, including the popular local sitcom Spanar Jaya. He also created and conceptualised a slew of award shows that continue to run until today, including Anugerah Planet Musik and Anugerah Industri Musik (AIM), earning him his moniker.

Nevertheless, he confesses that he never imagined his career taking a turn into the business side of things. But in 2010, when he was offered the role to take over the Malay business segment, he seized the opportunity. “It was quite interesting – when I was offered this role, my first thought was that my degree is in Fine Arts, not Business! But I had a very supportive boss who believed that in this industry, if you are able to create good content, the business aspect will follow. Again, it goes back to Astro’s culture that empowers one to succeed rather than fail. Because like it or not, you will fall. In the creative world, you need to experiment and do new things, and those new things may not always work. But we have enough of a support system that acts as safety nets, which prevent us from falling flat on the ground,” he says. It is this environment, he agrees, that encourages creativity and experimentation and enables his team to push boundaries.

The avid Manchester United fan equates management to coaching a football team – you must know the players’ strengths and weaknesses, have a sound strategy, prepare and train, and then ultimately allow the players

COMMUNICATION AND MEDIA 2015

to play the game. “I have a very strong-minded team. I encourage them to be individuals, and express themselves. So they have a right to voice their opinions within certain boundaries.

If they think an idea will work, then it’s their job to convince me. I think I’m also the first to admit if I’m wrong or someone else is right, and by me doing so I think it encourages my team to do the same,” he says, adding that his department’s brainstorm sessions, or ‘workshops’ as he calls them, can sometimes seem like a pasar malam.

Of course, being part of the media industry certainly has its perks, among which is the ability to rub shoulders with celebrities and gain exclusive invites to various events or shows. In addition to annual bonuses, travel and training allowances, staff of Astro also get food allowances to dine at their contemporary and well-stocked cafeteria. The working atmosphere throughout the organisation is also more campus-like. From a talent perspective, there is also a large spectrum of expertise and skills required within the team, which allows for various different personalities to fit themselves

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into the organisation according to their capabilities.

Astro’s Kreatif Club also offers employees a chance to join various recreational activities and events. But more than the frills, Khairul stresses that the main draw for young graduates should be the opportunity to learn and grow within an organisation. “If you think you love the industry or you love the creative environment, enjoy creating or watching shows, take whichever door that can take you into that environment.

You must grab every opportunity and never stop learning. My philosophy, which I have carried from my grad school days, is that it’s always about the process not the destination.

Sometimes you can’t plan everything, and that’s OK too. I never planned to be where I am – I wanted to be a filmmaker. But today I get to work with the film division to create content, contribute ideas and collaborate with various people and departments; plus I get to learn the business side of things. So take the job not because of the job title, rather for what you are able to learn from.”

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COMMUNICATION AND MEDIA 2015

All In A Day’s Work!

Is life really more fun in a communications agency? Shows like Mad Men certainly give that impression! Real-life Mad Men Adli Abdul Karim and Kelvin Jude talk about life in international public relations companies.

Adli Abdul Karim

Account Manager Weber Shandwick Kuala Lumpur Although I’m primarily attached to the corporate/finance practice, I have done crosspractice work with the other pratices within the organisation such as healthcare, technology and consumer. I have been fortunate enough to work on extremely interesting projects and assignments that involved travelling both locally and internationally, dealing with people from all over the world.

“I graduated with a Bachelor of Law (LL.B) in 2004 and joined Maju Holdings as an Assistant Company Secretary. I ventured into public relations a year later, joining a boutique agency where I discovered my calling in communications. I moved to OSK Investment Bank and then Leo Burnett/Arc Worldwide before joining Weber Shandwick in 2009.

I’m entering my sixth year with the company, and the experiences and opportunities I have had have been nothing short of amazing!

In 2009, Weber Shandwick was appointed the official partner for the highly prestigious Forbes Global CEO Conference that was taking place in Kuala Lumpur. I had the opportunity of interacting with the world’s richest, most influential business and corporate leaders, tycoons and ministers of various countries.

In 2010, the same conference was hosted in Sydney, Australia, and our office in Sydney was the communications partner. Due to my involvement in the 2009 event, I was seconded to the Sydney office for a few months to work on the conference. The opportunity to be based in another Weber Shandwick office was priceless!

I subsequently worked on the 2011 and 2013 Forbes conferences. The latter saw me working

COMMUNICATION AND MEDIA 2015

with our counterparts from the Jakarta office on-site in Bali. That year I was also sent to Jakarta to work on an IPO project led by the Weber Shandwick office in Jakarta. Apart from that, in 2012, I was sent to Phnom Penh in Cambodia to work on a high-profile M&A assignment for a Malaysian conglomerate that has presence in that country.

One of the biggest benefits of working with a firm that is part of an international network is the opportunity to work in different markets.

Weber Shandwick also allows employees to be relocated to any of the offices around

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the world according to suitability and need.

Speaking from experience, going abroad has helped me become more confident and selfassured. The experiences have empowered me to be more open and global in my thinking as well as broadened my perspectives.

Like many young graduates, I started out not knowing what I wanted. My advice to those of you who feel the same is to not be afraid to take risks and to go out there to find your interests. Once you find your calling, you will discover that everything else will fall into place.”

Kelvin Jude

Account Manager, Golin The saying “All work and no play makes Jack a dull boy” certainly rings true at Golin!

Apart from exciting career development opportunities in work-related fields such as on-the-job training, regional exposure and to work abroad, we also keep things fun and interesting with non work-related activities.

Though we are sometimes inundated with proposals, attending meetings and clients’ needs, we try to sneak in some downtime now and then. Some of activities we’ve had recently include company trips abroad, bowling for dummies, karaoke nights and The Escape Room adventures. Some of these seem like your run-of-the-mill agency activities; what makes it fun are the people! At Golin, everybody is different and our individualism is celebrated.

The last company trip to Jogjakarta was three days, two nights of pure fun. We thronged Jogjakarta, exploring its streets and attractions, visiting historical monuments, and of course, tucking in to the local food! We even rode ATVs down the ash trails of Gunung Merapi, a live volcano.

We have a committee to organise monthly activities like bowling, karaoke sessions and a trip to The Escape Room, a real-life interactive escape game. It brought out the competitive streak in all of us, as each team had a series of rooms to escape from and the team to complete this the fastest went home with gifts and bragging rights! Activities like these always improve the comradeship amongst the Golin employees and it gives us a chance to see how our peers are outside of the office.”

J

CAREER OPPORTUNITIES

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CONGLOMERATE

NAZA SWEDISH MOTORS

NAZA MEKAR SDN BHD

NAZA ITALIA SDN BHD

NAZA PRESTIGE BIKES SDN BHD

HARMONY FABULOUS SDN BHD

NAZA BIKES SDN BHD (MANUFACTURING)

NAZA BIKES SALES & DISTRIBUTION SDN BHD

NAZA VENTURE HOLDINGS SDN BHD

NAZA COVERAGE SDN BHD

NAZA CREDIT & LEASING SDN BHD

NAZA-BRABUS MOTOR SDN BHD

NEXT BIKE SDN BHD

NAZA PREMIRA SDN BHD

EFTRA GROUP OF COMPANIES

NAZA BIKERS DREAM SDN BHD

NAZA PREMIRA SDN BHD

NAZA PROPERTIES SDN BHD

NZ WHEELSSDN BHD (MERCEDES)

WOOD VISION

NAZA QUEST SDN BHD

MY CITICAB SDN BHD

NAZA TRANSPORT SDN BHD

360 STUDIO WORLDWIDE (M) SDN BHD

40YEARS

OF EXCELLENCE

1975 – 2015

NAZA WORLD GROUP OF COMPANIES NAZA World is an established brand with a strong foothold in the automotive industries and other diversified businesses that include property development, transportation & logistics, manufacturing, trading, agriculture and insurance.

With a wealth of experience in the related industry, we are continuously growing our global brand by transforming dreams into reality. We aim to expand our businesses and become the Preferred Malaysian Multinational for Lifestyle Products and Premium Services in the region.

We are constantly on the lookout for young career seekers with the right attitude and learning ability to join us in our expansion. Any candidates who feel that they can excel in a fast paced and exciting environment will definitely feel at home with our company’s culture.

NAZA World is the place where your dreams come true.

NAZA World Group of Companies Lot 1, Jalan 51A/221, 46100 Petaling Jaya, Selangor.

T: 03-7953 2888 Ext: 234, 156 and 853 E: chcdrecruitment@naza.com.my

facebook.com/nazaworld

instagram.com/naza_world

twitter.com/naza_world

WE ARE IN THE BUSINESS OF BUILDING BIG THINGS, YOUR CAREER COULD BE ONE OF THEM

AN INTERNATIONAL PLATFORM FOR GROWTH

As a multinational corporation, GE offers great opportunities on which employees can chart careers of their dreams.

#2 Renowned leadership

#1 Global exposure, established wisdom The world is practically in your palm should you embark on a career with GE! Thanks to a relentless quest for progress and never resting on its laurels, continuously reimagining its business portfolio, operating model and most importantly, a company culture to remain relevant throughout. The company has grown from a one-product, one-country organisation into an empire spanning more than 170 countries that is backed up by 130 years of experience.

GE has been honoured with numerous awards and accolades through the years, for various achievements from innovation to equal opportunity. Among its most esteemed recognition include the Universum Top 100, a survey of 700,000 students and professionals on the most attractive employers in the recruitment market. GE has topped this prestigious list more than once, for its rotational leadership development programmes for both MBAs and undergraduates.

GE Events @ 2014 Asia Pacific Launch of PREDICTIVITY and Official Opening of GE’s iCenter which was officiated by Senator Dato’ Sri Idris Jala (Minister in the Prime Minister’s Office, CEO of PEMANDU), Jeffrey R. Immelt (GE Chairman & CEO), Stuart Dean (GE ASEAN CEO), Datuk Phang Ah Tong (Deputy CEO of MIDA), Visal Leng (Senior Executive - Regional Sales, GE Oil & Gas) & Ambassador Joseph Y. Yun (US. Ambassador to Malaysia) Woman @ Work” presented

by GE as part of the BMW Malaysian Open 2014 Jeffrey R. Immelt (GE Chairman & CEO) spoke about “Culture of Simplification” in the TEDxGE event in Kuala Lumpur

Supporting diversity

#3 LeadER in innovation Last year, Fast Company named GE as one of the Most Innovative Companies in the world (ranked 27th), a recognition of the company’s Open Innovation Manifesto. Based on the belief that openness leads to inventiveness and usefulness, GE regularly collaborates with experts and entrepreneurs to find solutions to today’s most pressing issues and addressing customer needs more effectively.

#4

As an equal opportunity employer, GE is committed to building a diverse workforce throughout its global network. It values diversity and inclusiveness as integral to productivity, creativity, innovation and a competitive advantage. GE currently employs over 300,000 people and at each country it operates, the workforce is a reflection of the communities they serve as well as the people they conduct business with.

InvestING in people

#5

This crowdsourcing approach, coupled with GE’s GE’s commitment of USD 1 billion towards scale and expertise, means that the company employee development each year is a testament is able to constantly boost customer value to the company’s priority in building leadership. while pioneering advancements in In 1956, GE established a management training the various industries it centre in Crotonville, New York, that has operates in. churned out countless leaders – including former Chairman and CEO, Reginald Jones – and is today a hub for conceptualizing new ideas about leadership, strategy, innovation and performance. Not surprisingly, human resources and consulting company Aon Hewitt last year placed GE right at the top of its annual

Top Companies for Leaders list.

Reaching your potential Rosalind Teoh, a graduate trainee in the Financial Management Program (FMP), talks about her experiences and opportunities in the global GE family.

Being part of the FMP has helped me gain more confidence in my own abilities and discover my passion for my chosen field. I’ve also developed my critical thinking skills, importance of prioritizing and managing tasks. I had the opportunity to be attached to GE Capital in Hong Kong as part of my international rotation. Not only was I far from home in a country where I did not speak the native language, but I was also in a business that was different from the industrial segment of GE, with different terminologies and metrics. It was a great learning experience. I met some amazing leaders and colleagues, and discovered one of Asia’s most vibrant cities.

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General Electric International Inc. (GE) is one of the world’s largest and most diverse corporations with as presence in more than 170 countries including Malaysia. We highlight the details, benefits and opportunities that the company offers.

ion*

GE AT A GLANCE

* Malaysia

WHAT IS GE WORTH?

USD153 BILLION

This is GE’s worldwide revenue in 2014; countries with revenues of or exceeding USD1 billion include Algeria, Indonesia and Turkey.

GE AROUND THE GLOBE - OPERATES in more than 170 countries - Employs over 300,000 people worldwide

AWARDS AND ACCOLADES IN 2014 #1 AON HEWITT

WORKING MOTHER

#2 HAY GROUP

THE TIMES

#7 FORBES

100/100 HUMAN RIGHTS CAMPAIGN

Top Companies for Leaders

Best Companies for Leadership World’s Most Valuable Brands #8 LINKEDIN

World’s 100 Most InDemand Employers #10 FORTUNE

World’s Most Admired Companies ETHISPHERE

World’s Most Ethical Companies

Best Companies for Working Mothers Top 50 Employers for Women Corporate Equality Index #17 MIT TECH REVIEW

Smartest Companies in the World #27 FAST COMPANY

Most Innovative Companies: 2014 #35 BARRON’S

World’s Most Respected Companies

CORPORATE GOAL

“We want to be a company that is always getting better. A company that understands where it fits in the markets and in society and appreciates its responsibility to both.” – Jeffrey R. Immelt, Chairman of the Board and Chief Executive Officer

GE IN MALAYSIA Established the first sales & service centre

GE Healthcare partners with private facilities, academic and research centres, Ministry of Health and Ministry of Education departments

1975 Launched aircraft engine maintenance facility servicing over 30 Asian airlines

GE Oil and Gas partners with Sapura Crest Petroleum to operate Asia Pacific’s only regional service centre

GE launches the “iCenter”, one of 3 globally interconnected O&G monitoring and diagnostic centers serving global clients including PETRONAS

GE Capital Aviation Services partners with the present-day AirAsia via the leasing of aircrafts

GE Transportation undertakes long-term fleet maintenance for KTM Berhad’s Blue Tiger locomotive

2015 GE Women’s Network encourages professional development among female employees

THE GE WORKS EQUATION We look at what the world needs x (A belief in a better way + A relentless drive to invent and build things that matter) = A world that works better

GREEN COMMITMENT

GE launched its ecomagination in 2005, a business initiative that emphasises products and services that address energy and environmental challenges while generating profit. This unique approach has seen tremendous growth in the last decade, and GE continues to up their efforts.

ECOMAGINATION USD70 BILLION REVENUE 2005-2010 GENERATION

USD140 BILLION

PROJECTED GROWTH FOR 2010-2015

CSR In 2013, GE businesses, employees, retirees and the GE foundation contributed • More than USD215 million • Approximately 1.3 million hours • To community organisations in 55 countries

ECOMAGINATION PRODUCT DEVELOPMENT 17 80+ PRODUCTS PRODUCTS 2005 2009

GREENHOUSE GAS EMISSIONS AND ENERGY EFFICIENCY SINCE 2004

(DOWNWARD ARROW)

34%

ECOMAGINATION R&D USD5 BILLION

2005-2010

USD10 BILLION 2015

IN GREENHOUSE GAS EMISSIONS

THE AIM

(DOWNWARD ARROW)

50%

IN ENERGY INTENSITY

WATER CONSUMPTION SINCE 2006

(DOWNWARD ARROW)

47%

THE AIM

(DOWNWARD ARROW) FURTHER

20%

EMPOWERING HUMAN ELEMENT THE JCORP WAY

“Human capital is always regarded as one of the main pillars of Johor Corporation (JCorp). Our workforce of more than 70,000 employees of diverse backgrounds and nationalities are the prime movers of the Group’s success in continuing the push towards sustainable growth.

As a dynamic state-owned conglomerate of substantial size and varied business

RAzMAN RADzI

General Manager Human Capital Development Johor Corporation

interests, our employees are constantly equipped to remain adaptable to changes through enhancement of individual competency and skill sets, improved commitments and proactivity through a series of training and development programmes while at the same time ensuring excellence in all aspects of governance, operations and business.

GROWING THE LEADERS OF TOMORROW JCorp welcomes potential talent with exceptional leadership qualities with a passion for success to be part of its energetic team. Rewarding career opportunities, comprehensive benefits package and work-life balance awaits the right talent.

Its market presence is set to grow stronger supported by strong business fundamentals, human capital and corporate governance.

JCorp will continue to play a major role in its commitment as a commercial entity that spurs state development through well-structured and comprehensive Corporate Responsibility (CR) initiatives.

Towards this end, building a robust and sustainable talent pipeline will be one of the key success factors for JCorp.

STRENGTH OF OVER 70,000 WORKFORCE What started in 1970 as Johor State Economic Development Corporation (JSEDC) has now grown into an entity known as Johor Corporation (JCorp) with over 70,000 employees within the Group ─ a remarkable achievement in 44 years.

The majority of the workforce comprise of those serving in the Plantation Sector, Foods and Restaurants Services, Specialist Healthcare, Property Development & Management, Port Operations, Oil & Gas, REITs, Hospitality and Entrepreneur Development.

JOHOR CORPORATION

JCorp Group also has operations in Australia, Singapore, Brunei, Cambodia, and Bangladesh.

The size and diversity of its business that spans several regions allows exciting opportunities for career development.

Talent with a thirst for growth and success, coupled with a sense of adventure will find JCorp an exceptional place to start a career.

If you are looking for a challenging and rewarding life experience, look no further than Johor Corporation!

Level 11, Menara KOMTAR, Johor Bahru City Centre, 80000, Johor Bahru, Johor, Malaysia Tel: +607-223 2692 / +607-219 2692 Fax: +607-223 3175 ISO Fax: +607-224 2692 Email: pdnjohor@jcorp.com.my

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CONGLOMERATE 2015

DIVERSE OPPORTUNITIES

and AN EXCITING FUTURE

The advantages of working at a conglomerate are as diverse as the company’s diversified portfolio. Foo Shiang Wyne, Chief Human Resources Officer of the Sunway Group, highlights five of them.

By Vivian Chong

Varied career opportunities

Ever-growing portfolio

The Sunway Group has 12 businesses, namely Property, Construction, Hospitality, Retail, Leisure, Commercial, Trading & Manufacturing, Building Materials, Quarry, Healthcare, Education and Real Estate Investment Trust (REIT). The Group’s diverse portfolio provides employees with the flexibility to explore their career aspirations across the various industries, benefiting them in terms of career development as well as serving as one of the Group’s employee retention strategies.

To say that one’s prospects within the Sunway Group are bright is truly an understatement as the company continuously takes on new projects across and outside of Malaysia. New and challenging opportunities are available from time to time, both in the home country and overseas, translating into greater opportunities for employees to upgrade themselves and gain wider exposure.

“One of our Senior Managers was interested in the academics arena, so we provided her the opportunity to become a part-time lecturer at our university,” Foo cites as an example.

“She later transited fully into that role.”

Indeed, the company makes it a point to help employees fulfil their aspirations and will create opportunities for them to do so.

“We always look within the company first, to see if any of our existing employees are the right candidates for those roles,” assures Foo. She points out that the on-going Sunway Iskandar development in Johor, for example, will require a large work force and so will open up many new doors for employment, especially among those with an engineering background. “The Group’s trading and manufacturing division has a strong presence in six countries while the

CONGLOMERATE 2015

“MNCs are more tightly controlled.

You have to go through several layers of approval to get something done. Here, there’s a lot of room to innovate and try out new ideas.” hospitality division owns and manages several hotels in Kuala Lumpur, Penang, Vietnam and Cambodia,” Foo adds. “Existing employees who are open to travel or to be transferred will have the chance to work abroad. I think this excites the younger generation as they are keen on work-travel and opportunities working abroad.“

Training and education Education is a life-long pursuit, as long as one is keen to learn there are always new skills to be picked up. This is also in line with one of the Sunway Group’s core values – Humility, where one should never stop learning, and thus employees are encouraged to undergo various learning programmes for both personal and professional development.

“When I first joined the Group two years ago, I was pleasantly surprised by the level of training that’s provided here,” Foo admits, adding that Sunway Group’s founder Tan Sri Jeffrey Cheah is a firm believer in and an ardent advocate of education.

“Recently, for example, Sunway University established a tie-up with Harvard, which held its Asia Leadership Trek here. A large number of young executives from the Group were afforded places at the five-day leadership camp,” says Foo. Employees who want to further their studies in MBA or professional qualifications like ACCA or ICAEW can take advantage of the

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education assistance and tuition refunds at any of Sunway’s 12 Education Group Institutions, including Sunway University and Monash University Malaysia.

Open pathways to innovation Having previously worked at MNCs (multinational corporations), Foo finds that one of the biggest advantages of being part of a conglomerate is the flexibility. “MNCs are more tightly controlled. You have to go through several layers of approval to get something done. Here, there’s a lot of room to innovate and try out new ideas,” says Foo, who also enjoys the fact that at Sunway, she gets the chance to work directly with the business owners. “They are very inspiring individuals and so I get to learn from them as well.”

Foo also highlights the Group’s Leading With Passion campaign, in which employees are encouraged to participate in the Innovation Challenge and propose creative, effective ways to improve work processes. The company, on the other hand, is as adept at thinking out of the box to keep their people motivated.

“Sunway Medical, for example, ran an in-house Masterchef competition to improve employee engagement,” says Foo, pointing out that it was a huge success as it levelled the status between staff. For once, nurses and surgeons were at an equal playing field, swapping surgery blades for kitchen knives and pitched their cooking skills against each other.

Perks and privileges With its wide-ranging business focus, the Group is able to provide various perks to ensure employees are well taken care of.

Besides basic privileges such as healthcare – provided by Sunway Medical – the Group is able to offer unique benefits to its employees such as property, theme parks, malls and hotels room rates discounts for employees, as well as subsidies on their children’s education if they enrol at any of the Group’s academic institutions. The Group’s one-of-its-kind benefits are definitely a factor for future prospects to consider when exploring career opportunities with Sunway.

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Driving TALENT development

A leading conglomerate in the country, UMW ensures its talent pipeline is secured by developing well-rounded talents.

By Chow Ee-Tan

UMW Holdings Bhd has been selected by HR Asia as one of the best companies to work for in Asia. It has also been listed as one of the Top 10 most preferred employers in Malaysia for the second time in a row in the Graduan® Brand Awards 2013.

A corporation that plays a leading role in shaping the future of the industry by inspiring and attracting talents, UMW has always believed that the Group’s success is not just determined by market conditions but by their employees’ calibre and contribution. Over the past few years, its Group Human Resource Division (GHRD) has resumed the role to support the organisation’s goal in becoming a regional and global player with its relentless efforts in laying a stronger people-oriented foundation within the organisation – a place where talent and professionalism are nurtured, respected and justly rewarded.

In preparing their employees to face greater challenges, various initiatives have been crafted

and efforts had been taken in developing functional competencies for all employees in the company. These include nurturing and training potential young leaders by equipping them with management and functional skills that will help them excel in the corporate world.

All programmes for employees are created in line with the three-pronged HR pillars of Building Workforce Competence, Developing Leadership and Engaging High Performance.

Here are some initiatives undertaken by UMW in its effort to build and develop its workforce talent.

UMW Competency Model: Functional Competencies Competency gap assessments were conducted to determine and identify the necessary training and development programmes to meet the current and future needs of the employees. In early 2014, training programmes that focused on functional competencies were

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conducted to address these competency gaps.

At the same time, competency-based interview questionnaires are being finalised to ensure that only candidates who possess the necessary technical competencies are selected to be part of UMW family.

Career Pathing Framework Career Pathing Framework was introduced to make career opportunities visible and hence enhance engagement across the organisation.

It also provides related career movement for management employees, enabling them to make career progression either vertically within the same function or diagonally into other related job family as part of their career advancement. It is an ongoing process. Phase Two, which was conducted in 2014, had successfully covered eight job families, six support functions and two business functions across the Group.

UMW Executive Development Program (UEDP) The Executive Development Program is designed to maximise the potential of young talents and develop them to become UMW’s future leaders. This one-year comprehensive programme comprises of a planned development programme, as well as job rotations designed to provide participants with invaluable insights on business operations as well a solid foundation for progressing along the corporate ladder. Thirteen young talents were selected last year following a stringent selection process that comprised of aptitude tests, interviews and business case study.

Upon successful completion of the one-year programme, participants are deployed to various departments.

SL1M-UMW: Graduate Enhancement Program (GEP) The objectives of the GEP are to enhance the level of marketability of graduates in accordance with the government’s mission to reduce unemployment rate among the graduates, to equip the graduates with a set of fundamental skills and attributes based on workforce requirements, and to provide

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graduates with experiences through on-the-job training, enabling them to be a more prudent and prepared employee. The programme consists of both soft and functional skills training modules conducted internally. All graduates who complete the programme are able to secure employment from either the UWM Group or other organisations. UMW received an award from the Economic Planning Unit, as an exemplary company that has demonstrated continuous “syarikat contoh” commitment in improving the employability of new Malaysian graduates.

UMW Entrepreneur Internship Program (UEIP) Understanding the importance of having entrepreneurial skills and business acumen, UMW has taken on an active role in developing the UMW Entrepreneur Internship Program to provide a supply of skilled workers and increase the quality of workers in meeting industry demands. Its first collaboration with Universiti Malaysia Kelantan (UMK) aims to nurture young leaders in developing entrepreneurial skills, equipping the trainees with practical business knowledge and exposing them to the real

A corporation that plays a leading role in shaping the future of the industry by inspiring and attracting talents, UMW has always believed that the Group’s success is not just determined by market conditions but by their employees’ calibre and contribution.

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working environment. Ten graduates from UMK have completed the one-year internship programme that comprises of classroom and on-the-job training.

distinctions in Sijil Pelajaran Malaysia (SPM).

UTAc was subsequently expanded to cover UMW Industries (1985) Sdn Bhd in building continuous pipeline of skilled employees.

UMW Technical Academy (UTAc)

Executive Diploma in General Management (EDGM)

The UMW Technical Academy (UTAc) was launched in October 2013 as part of UMW’s commitments in promoting upward mobility, as well as in supporting the Government-Linked Companies Transformation Program (GLCTP).

UTAc helps enhance the competencies and capabilities of non-executive employees with the certification of Sijil Kemahiran Malaysia (SKM) for better career progression. In 2014, UTAc had also launched a Community Service Program called SLDN KHAS that focuses in training school leavers with minimum

UMW endeavours to enhance the competencies of its employees through innovative learning solutions. The Executive Diploma in General Management (EDGM), in collaboration with SEGi College and University of Sunderland, UK, is designed to cover essential learning modules that will equip participants with sufficient knowledge and skills to manage their work, people, team dynamics, as well as to align their business-oriented paradigm. Initiated in 2007 with 22 participants, the programme to date,

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has successfully groomed 138 employees, allowing them to possess tertiary-level academic qualifications.

Leadership Talent Review (LTR) Since 2012, the Leadership Talent Review pool of talent was increased by approximately 50 per cent, with new additions and surfacing of talents across various businesses and demographics.

Assessment of management talents was also conducted to identify individual strengths and areas for further development. Formal development and experiential development opportunities were then planned and conducted throughout the year for identified talents. 2014 has seen the successful introduction of the LTR platform to major operations in Singapore and Myanmar, and this regional effort allows the group to identify more talents, who can in turn be developed for succession beyond geographic boundaries.

UMW Closer 2U Employee Engagement Survey To uphold its philosophy in cultivating highly engaged workforce to drive business performance, an employee engagement

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survey was rolled out in October 2013 and survey findings were cascaded down during the first half of 2014. Focus groups were then formed and brainstorming sessions were held in identifying areas of concern, as well as developing appropriate action plans in closing critical gaps and addressing key concerns.

Action plans are implemented progressively to ensure that employees are motivated to contribute to organisational success and are able to enhance their own sense of well-being.

Industrial Relations (IR) Awareness Program As part of its continuous efforts in enhancing the understanding of both management and non-management staff on industrial relations issues, a series of “IR Briefing” sessions were conducted amongst the SBUs in Shah Alam, East Malaysia and Northern Region. The aim was to emphasise on the latest development of labour law, proper handling of disciplinary issues, as well as the importance of whistleblowing to welcome disclosures of suspected wrong doings by any member within the Group. Similar programmes will be rolled out to other regions for a more comprehensive audience coverage.

“With the simulations, I was able to understand in a short period of time that relevant skills and competencies are necessary for the trainees to be employable, marketable and provide us with an added edge against the rest of our competitors.”

Nor Athirah Binti Mohamed Kamil Group Human Capital, Group Human Resource Division “The five-week intensive training SL1M-GEP programme incorporates simulated workplace challenges, which include practical input by UMW Line Trainers followed by participant-centred tasks. With the simulations, I was able to understand, in a short period of time, that relevant skills and competencies are necessary for the trainees to be employable, marketable and provide us with added edge against the rest of our competitors. Also, the programme focuses on the emotional quotient journey to better prepare us to meet the demands of the workplace. When faced with current challenges, I am able to reflect and not have that ‘giving-up’ attitude towards challenges. I am thankful to be part of SL1M-GEP and my hope is that for graduates out there to take up a lot of opportunities in learning and developing themselves.”

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A Responsible Corporation

You want to climb the corporate ladder but you also want to make a difference? Find out how Accenture Malaysia builds social citizenship into its talent development from Ashley Yap. Tell us about Accenture’s approach to corporate social responsibility “Accenture’s corporate citizenship commitments are anchored on our core values, our Code of Business Ethics and, ultimately, reflected in the actions of our people. Accenture and our people work to make a sustainable measurable difference to the communities we work and live in.

Our flagship initiative, Skills to Succeed (S2S), helps address the global need for skills that open doors to employment and economic opportunity. To date, we have equipped more than half a million people with skills to get jobs or build small businesses with our strategic partners. By 2015, we plan to impact 700,000 people.

Locally, our employees regularly volunteer through monetary and pro bono contributions of time and employee skills.”

What makes this unique?

“The Skills to Succeed programme helps address the global need for skills by drawing on two of Accenture’s unique capabilities: Training talent and convening powerful partnerships to develop collaborative solutions. What makes our initiative unique is our rigorous approach to measuring and reporting the effectiveness of the programme. Specifically, we measure material changes in job readiness or entrepreneurial skill levels, and the effectiveness of efforts such as classroom workshops for information technology skills, e-learning programmes with job training modules, connecting rural poor to markets, and long-term mentoring for entrepreneurs.

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We will keep working to make a difference among individuals, families and communities around the globe. The knowledge and insights gained from our experiences will certainly help us scale and enhance our programme’s relevance to the local market.

In Accenture Malaysia, the Kuala Lumpur Recreational Club (KLRC) is responsible for driving CSR initiatives, fuelled by the passion of our very own employees who give their personal time and energy to these activities.

The KLRC’s success can be attributed to our: • Accenture leadership and employees’ dedication.

• Strategic relationship with nonprofit organisations whose expertise allows us to focus on delivering large-scale and measurable outcomes.

• Partnership with global and local nonprofit organisations, which brings rigor and discipline to measuring programme outcomes.”

How has the programme impacted the community?

“When we launched S2S, we were struck by how relevant and urgent the issues are in nearly every country around the world. However, one company cannot address these issues alone.

Building skills and improving the well-being of communities worldwide demand collaboration across organisations and sectors. Thus, we are bringing together our people, our clients, non-profit orgaisations and others to drive collaboration, and use technology to accelerate and expand our impact in innovative ways.

“Skills to Succeed (S2S) helps address the global need for skills that open doors to employment and economic opportunity.”

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Our greatest opportunities involve developing cross-sector collaborations. We are particularly excited by technologies that will enable us to transform more individuals and communities worldwide with the help of partners.”

What are some specific programmes or activities Accenture has run?

“Our programmes are as follow: Building skills In 2013, Accenture partnered with Teach for Malaysia to develop and deliver the Student Leadership Camp. The programme aims to provide selected students with fundamental leadership, business and entrepreneurial skills through workshops per camp in the Northern and Central regions of Malaysia. To date, 99 students have graduated, and we plan to deliver the programme to more students across Malaysia.

In the same year, Accenture and CyberCare have jointly designed, developed and delivered the Self-empowering Transition and Employability Programme (STEP), which aligns with our S2S initiative. So far, 20 youths have benefited from the programme. In 2014, Accenture participated in Rumah Amal Selangor Cheshire’s Economic Empowerment Programme (EEP), a six-month intensive training programme aimed at helping people with disabilities build fundamental social and work skills so they can gain sustainable employment.

Feeding the hungry Last November 2014, Accenture partnered with Kechara Soup Kitchen (KSK) to distribute food to the homeless in the Kuala Lumpur City Centre. A total of 34 employees volunteered at the event.

Fun and learning with children This year, we are working with Rumah Hope to conduct a learning programme. In 2014, Accenture Malaysia employees donated RM29,000 to the Shelter Home. Additionally, our KLRC EcoAgents and Shelter Home partnered to: • build a sustainable environmental programme with the kids, and for the kids.

• plan initiatives around the Eco Home initiative, which aims to design and implement a hands-on programme for the kids to learn about the environmental.

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Visiting the elderly In an effort to bring joy to the Rumah Charis elderly residents during the holiday season, our employees visited the home last December. A total of 22 employees joined this activity, some of whom decorated the home, while others organised a programme with dancing, games and singing. The event ended with Accenture and the home employees and residents sharing lunch.

Flood relief myCC (Accenture’s corporate citizenship team) and KLRC CC collaborated with Yayasan Salam Malaysia in driving two Flood Relief Program initiatives: • Packing relief goods in Yayasan Salam (YSM) headquarters Around 20 volunteers from Accenture helped sort, pack and load donated items – mattresses, comforters, school bags, stationeries, kitchen stoves, clothes and mineral water – for the flood victims in Dabong, Kelantan.

• Cash donation drive A company-wide cash donation drive was launched last 21 January 2015 to support YSM’s post-flood activities that heavily involve repairs on victims’ houses. The drive will continue until 4 February 2015 to help YSM reach its RM3 million target.

Sports events Accenture has been a long-standing participant of the annual Kuala Lumpur Rat Race, where corporate employees join a running event wearing their office attire and carrying office accessories. Funds raised at this event are donated to beneficiaries for education or training projects. This 2015, Accenture was represented by one Managing Director and five employees.

For the past three years, Accenture has also participated in Relay For Life Malaysia, a 16hour overnight event that supports the fight for cancer. Some Accenture employees take turns walking the track from dusk till dawn to relay the message of cancer, while others assist at booths.”

How are employees involved in these initiatives?

“Any Accenture employee can participate in Accenture’s corporate citizenship activities.

Their involvement depends on their level of commitment and personal advocacy. These

opportunities range from one-day volunteer events to a full year of pro-bono projects, all of which are supported by the leadership team.

In 2014, a total of 846 volunteer hours were rendered by 86 Accenture employees. This consists of hours rendered by our CSR organising committees and volunteers who conduct technology skills workshops, create solutions for skills training, implement new technology platforms, and provide long-term mentoring for the youth.”

Loganantha, Process Excellence & Change Enablement Analyst “I was empowered to co-lead our KLRC’s EcoAgents team, which is Accenture Malaysia’s eco volunteering programme. One of our projects was aimed at impacting children’s homes by building a rainwater-harvesting system, a garden patch and a composting system.

Though it was challenging managing both my time and my fellow colleagues, I found the experience to be immensely rewarding, particularly working with kids who appreciated our struggles.

Professionally, the leadership and communication skills I have developed are skills that will carry me in good stead.”

Ivan, Business & System Integration Consultant “I currently co-lead the CSR portfolio of our KLRC, whose objective in 2015 is to increase corporate citizenship awareness among Accenture employees. I am excited about the opportunity to interact with less-fortunate children, homeless, elderly and people from all stages of life.

Being part of this initiative has enriched my life, taught me to be grateful, and moved me to lend a hand to those in need. I’ve learned that we have the capacity to change people’s lives with every act of kindness. While we are busy chasing stars, we should remember to shine on other people’s lives too!”

#1

Congratulations and thank you to all the people of EY Malaysia for your role in our success!

It takes people like you to build our success at EY – exceptional people who want to work with the best. ey.com/MY/Careers facebook.com/EYMYCareers twitter.com/EYMYCareers

• Most popular graduate employer in Accounting and Professional Services 2014 Malaysia’s 100 Leading Graduate Employers • Most popular graduate employer in Consulting 2014 Malaysia’s 100 Leading Graduate Employers 2014 • Top professional services employer 2014 Universum Malaysia’s Top 100 Ideal Employers • Consulting Firm of the Year 2014 Asia Risk

© 2014 Ernst & Young Advisory Services Sdn Bhd. All Rights Reserved. ED None

• Most attractive professional services employer 2014 Universum World’s Most Attractive Employers

KPMG Graduate Ready Programme Opening doors to a great career opportunity

KPMG in Malaysia

An extraordinary opportunity Stretch your learning experiences through this extraordinary opportunity. Great opportunities to develop your strengths and sharpen areas critical to a successful post university career.

You will need to be outstanding in this highly competitive job market. Be an employment ready graduate with great prospects and a positive future.

A tailored curriculum The KPMG Graduate Ready programme contains a series of high impact modules open to outstanding final year students. It contains learning activities designed from leading edge materials to prepare students for the working world. They are innovative and highly experiential.

At its heart is you, nurturing you to explore and enhance areas critical to securing your dream job!

Delivery style One day workshop.

Pre-work Part 1 Part 2 Directed coaching, feedback and learning simulations/ challenges This programmed is run by the KPMG Talent Acquisition team, together with an experienced KPMG Talent Developer.

Learning Outcomes The KPMG Graduate Ready programme lays a strong foundation for students to prepare themselves for the real world. It aims to enhance you and set yourself up well for your future. Through this programme, students will: • Gather intensive and useful feedback to help them become confident and compelling in a selection interview session • Increase their self-awareness and explore ways to grow their skills to secure their dream job • Establish a personal roadmap for their future success • Be introduced to critical competencies employers look out for when assessing potential fresh graduates

“Well begun is half done. KPMG Graduate Ready Program illuminated the talents employer hunt for; warmest thanks for KPMG’s effort to inspire me that ample preparation is the key of success in building promising career.”

Beh Chun Chuan, President of Cyberjaya Accounting Club, Multimedia University

“The KPMG GRP takes a serious view that success without integrity looses everything in the end. Nurturing fresh graduates into ethical role models will create an eco-system of future business leaders with integrity.”

Ken Lee, Director, KPMG Business School

Contact us Talent Acquisition Team KPMG in Malaysia No. 8, First Avenue, Bandar Utama, 47800 Petaling Jaya, Selangor.

Phone: +60 (3) 7721 3388 Fax: +60 (3) 7721 3399 Email: talent@kpmg.com.my

KPMG Malaysia

The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity.

Although we endeavour to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act upon such information without appropriate professional advice after a thorough examination of the particular situation. © 2014 KPMG, a partnership established under Malaysian law and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. Printed in Malaysia. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. All rights reserved.

Study ACCA and fast track your future!

To find out more about the ACCA Qualification and becoming a finance professional visit yourfuture.accaglobal.com

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Finding the Right Package Besides passion and career growth, the right work environment and culture also play important roles in ensuring job satisfaction, says Nizar Najib, Executive Director of Corporate Finance at Deloitte Corporate Advisory Services.

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graduate in Industrial Economics from University of Nottingham, United Kingdom, during the dot com era, Nizar Najib has gone a long way to be where he is today. Before landing in his role as Executive Director of Corporate Finance at Deloitte Corporate Advisory Services Sdn Bhd, Nizar started his career as a Junior Analyst in the communications and hi-tech division

By Nicolette Ng at Accenture in 2001. A young and curious graduate at that time, he claims that the job gave him a lot of training in handling surprises.

“As an analyst, you’re expected to adapt to situations. For example, I’m an economics graduate and I was assigned to a technologybased project. That made the learning curve pretty steep as I had to do things like system

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testing and try my hand at programming as well. But it was all very interesting,” says Nizar.

A few years into the job, Nizar decided that technology consulting was not his cup of tea and being relatively young at that point of time, he decided to do a chartered accountancy course.

Deloitte was one of the first professional firms that offered him the opportunity to pursue the ICAEW (The Institute of Chartered Accountants in England and Wales), which made it his firm of choice.

According to Nizar, coming from a consulting background gave him a bit of a culture shock when he started practising. Being thrown into the deep end, having to do audits and all the processes that go with it gave him the quick training he needed as he learned how to manage time, work within tight deadlines and manage various variables including people, the expectations of his colleagues, clients as well as his bosses.

“While I was doing audit, Deloitte gave me the opportunity to try out other departments as well. I was in the strategies and operations team within Deloitte, focusing on things like business process improvement, feasibility studies and so on,” he explains.

Moving on in his career after some time in strategies and operations, Nizar spent some time in the office of the CEO, serving clients and making sure Deloitte is positioning itself well in Malaysia. It wasn’t until a year later that he transferred to financial advisory and services under corporate finance, which deals mainly in M&A activities.

Deloitte Malaysia is part of the global Deloitte brand, one of the biggest professional services firms in terms of revenue. With over 210,000 employees globally, Deloitte’s global revenue for 2014 sits at an impressive figure of US$34.2 billion. At the start of the 21st century, it’s still very much a Malaysian outfit being a member of a global franchise. Somewhere in 2008, the South East Asian firms decided to get together and form the South East Asian cluster.

Over the years, the firm has maintained its bread and butter – audit, assurance and tax and

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consulting services – but the advancement of technology and regulatory concerns have led to the creation of several new roles within the firm. In 2009, the firm established a forensics department to support fraud and corruption investigations. The firm’s forensics team is well equipped with the right tools and software to support their clients’ needs. Deloitte also offers whistle blowing services to companies that would like to outsource it.

“I would advise fresh graduates to have a long-term view of things. They will have to invest about three years to gain the professional experience and complete the exams.

Professional exams like ACCA, MICPA and ICAEW require relevant work experience to support what you’ve learned through exams.

It is important to take a long-term view and see Deloitte as a place where you can realise your potential and get the best training.”

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In terms of risk consulting, the firm offers cyber security consulting, which is an increasingly important area as most organisations don’t realise how vulnerable they are to instances of cyber attacks that are getting more sophisticated year by year.

Nizar explains, “Modern companies nowadays take things like corporate governance very seriously. They want to be seen as a company that has strong ethical practices and strong integrity for them to be trusted. Therefore, they need to have all these programmes to instill confidence from their stakeholders, employees, shareholders and institutional investors.

“Technology is important as well. Take whistle blowing for example. Nowadays, whistle blowing and a few other functions like internal audit can be outsourced. I think outsourcing can be a great competitive advantage to a company if they outsource the right division. They should stay true to their core competencies and stick to what they do best.”

Deloitte takes in many fresh graduates to join its team of experts every year. “There are a

lot of opportunities for fresh graduates to get their hands dirty on their way up to the ranks but if you’re talking about advisory – things like corporate finance, transaction services or consulting services – we prefer to hire experienced individuals but we don’t close the door to fresh graduates. We tend to be more selective in taking green graduates as we would prefer more experienced hires because of the nature of the job. They are expected to give good advice to the clients; therefore, experienced hires can fill those positions more comfortably.

“I would advise fresh graduates to have a longterm view of things. They will have to invest about three years to gain the professional experience and complete the exams.

Professional exams like ACCA, MICPA and ICAEW require relevant work experience to support what you’ve learned through exams. It is important to take a long-term view and see Deloitte as a place where you can realise your potential and get the best training – not just a short transit point to move on to another job but a long-term career path to develop your skills before moving on,” he stresses.

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“We have a mobility programme within South East Asia, which gives our employees the chance to work in other countries within the cluster for about a year or so. Beyond that, we have the global mobility programme where some of our partners had been given the opportunity to work in places like Boston and San Francisco.”

Besides a minimum academic requirement, the firm also looks at well-rounded individuals who are able to learn fast on the job, very proactive, resourceful and able to work very well in teams, not just individually. In a firm like Deloitte, one will be put in charge of various project teams or audit teams, and is expected to work well together. And as the employees move up the corporate ladder, they will have the opportunity to manage their own teams or explore a new working environment overseas.

“We have a mobility programme within South East Asia, which gives our employees the chance to work in other countries within the cluster for about a year or so. Beyond that, we have the global mobility programme where some of our partners had been given the opportunity to work in places like Boston and San Francisco.

It’s a great exposure for them as they get to work in a new environment and learn how to adapt to other cultures,” shares Nizar.

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In addition to the experience, the firm also strives to groom award-winning employees like Yvonne Lai who was awarded the MICPA-ICAA Management Accounting & Applied Finance, Gold Medal, and Theresa Goh who was named The International Tax Review 2014’s Malaysian Tax Controversy Leader and The Malaysia Transfer Pricing Lawyer of the Year for 2014.

Believing that the office environment can encompass many things, the firm has made a lot of changes over the years. “The right environment would be a supportive environment, where you’ll get support whenever you need, be it from your mentors, mentee or team members. At Deloitte we have formal and informal mentors – we even have our own ethics hotline that you can call if you see something that’s not right.

“In terms of workplace, the company has invested in this new office as part of talent building because when you come to the office you want to have a cosy and comfortable environment, and it’s also an office that you’re not shy to invite guests to. I believe Gen-Y likes new offices with chic interiors and this one is definitely comparable to Starbucks,” he claims.

Being one of the leading firms in Malaysia, Deloitte makes time to give back to the society through its worldwide annual CSR programme called Impact Day. On this very meaningful day, Deloitte practitioners around the world will take time off from work to perform all sorts of charity work for various organisations. 2014 saw 500 volunteers from the firm contributing their efforts in tree planting activities at FRIM, recording audio content for books for the blind, painting murals at playgrounds, bringing orphans out on a field trip and many more.

“Everyone is given an Impact Day T-shirt so that we look uniformed. We’re like a team of blue and green army running around town doing good for the society. One of our proudest projects was to furnish a school for the orang asli children, Sekolah Kebangsaan Bukit Lanjan, with used computers from the company. We also decorated their computer lab and classrooms to give them a more pleasant environment to gain knowledge,” says the enthusiastic champion of Impact Day.

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CAREER OPPORTUNITIES

EDUCATION

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THOSE WHO CAN, TEACH

Teach For Malaysia invites the nation’s best and brightest to end education inequity and help socio-economically disadvantaged students reach their full potential.

By Alice Yong

I

nstead of giving a man a fish to feed himself for a day, Teach For Malaysia (TFM) aims to teach him how to fish and feed himself for a lifetime through excellent education.

Recognised as a key human capital initiative in the 10th Malaysia Plan and officially launched

by Deputy Prime Minister and Minister of Education YAB Tan Sri Dato’ Haji Muhyiddin bin Mohd Yassin in December 2010, TFM offers Malaysia’s best and brightest graduates as well as young professionals a comprehensive two-year full-time leadership development programme. Ultimately, TFM hopes to create an alumni movement that will continue to drive systemic impact within and beyond the education system.

According to Goh Jing Pei, who is the Talent Acquisition Director for TFM, “Registered as a foundation, TFM is a not-for-profit organisation that straddles the public and private sectors.

We are always searching for talents to serve full-time as Fellows in high-need schools. To date, TFM’s movement of 226 Fellows and Alumni have impacted over 33,000 students in 75 schools across 8 states.”

She continues, “We have teams of young Malaysians joining as Fellows – mostly youths aged 20 to 35 years old – who are passionate about changing and ending education inequity in Malaysia. Fellows are employed full-time as contractual teachers, serving in high-need schools for two years. Throughout the two years, these Fellows are also given training and support by TFM and the Ministry of Education (MOE).”

“One of our Fellows who used to work at IBM but has since left to join TFM put it well when he said instead of serving in a company, he is now serving the nation.”

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who used to work at IBM but has since left to join TFM put it well when he said instead of serving in a company; he is now serving the nation. Likewise, more young people should step up and serve the country’s most pressing needs, especially in the larger social sector.”

TFM Fellows are also expected to go above and beyond in many aspects. Besides the requirement to go for on-the-job training by attending leadership seminars and workshops, they have to fulfil their postgraduate study, which is sponsored by MOE. “TFM Fellows have to identify and solve problems in the big picture context such as creating platforms for students to discover their career interest and helping them acquire necessary skills and mindset to achieve their goals.”

Jing Pei

MEANINGFUL ROLE Jing Pei’s role is the overall management and coordination of the Talent Acquisition team in TFM. “Our team’s mission is to attract, recruit and select high potential graduates and young professionals. There’s a four-stage assessment process to select the right candidates before those selected are given the necessary training.

It’s a fast paced environment with intense hours and lots of hectic activities with hardly any quiet time for those involved. After completing the two-year Fellowship programme, Fellows become Alumni who then proceed to enter the public or private sector; be it in education or policy-making where they continue to be agents of transformational change where ever they are.”

Jing Pei points out that young people can help shape their country’s future. “In this generation, there’s a stronger need for people to serve especially the social sector. One of our Fellows

GOING ABOVE AND BEYOND Fresh graduates may want to emulate TFM 2013 Alumni Hazman bin Hafiz who recently completed his two-year stint in a rural highneed school in Perak.

Hazman applied to TFM although he didn’t know what to expect from the experience.

“I really enjoy the steep learning curve and a chance to hit the ground running with TFM. In the long run, I know this transformational leadership programme will help me in my career.”

Hazman taught English, computer (ICT) and design to upper and lower secondary school students. “Most of my students come from low income households that fall below the RM500 threshold,” says Hazman. “Due to their socioeconomic background, many students lack the motivation to excel academically. This affects their schooling with most barely attaining the basic passing mark.”

Hazman says his students often told him that they rather earn money to help their families

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poor attendance among his students. The project also emphasised co-curricular activities and encouraged better awareness of science and technology through lessons and workshops for 60 students. By the end of that year, the initiative had shown a 25 per cent increase in students’ attendance rate – a first for such a programme.

Although Hazman has completed his TFM stint, he hopes to extend that impact when he joins Bank Negara Malaysia in its human capital division. “The best part about TFM is being able to transfer the skills we had acquired from the two-year Fellowship programme to our career and continue to drive impact in the area we’re working in.”

LEAVE AN IMPACTFUL LEGACY For fresh graduates, TFM offers a career path that is quite different from the conventional route. “You have to ask yourself what sort of legacy or impact you want to leave behind,” says Jing Pei. “TFM creates social impact that takes more than a day. Continuity is necessary to create that kind of lasting impact.”

instead of wasting time to get an education.

“They see a bleak future and don’t realise that education can change the course of their future.”

A typical work day in school for Hazman starts as early as 7:40am and lasts until 2:40pm. After school, he conducts extra Maths classes for Form Four and Five students. Over the course of two years, Hazman finds himself becoming a mentor and friend to his students, guiding them with a firm but fun approach.

During his second-year tenure, Hazman initiated a Sekolah Inovasi project to tackle

In practice, TFM is a young movement that banks on the spirits of different people. Besides TFM Fellows running school programmes with the help of existing school teachers and those from organisational, district and state levels, it also gains feedback from all levels and often collaborates with other public and private companies. At the moment, most Fellows are based in seven states across Peninsular Malaysia and this year marks TFM’s first East Malaysian expansion to Sarawak.

“We believe that ending education inequity is a collective effort that requires both the public and private sector to continuously work handin-hand so that the vision of providing excellent education for all Malaysian students can be achieved.” sums up Jing Pei.

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EDUCATION 2015

CAREER OPPORTUNITIES

ENGINEERING

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Growing 2015

HAND-IN-HAND Joining the company as a fresh graduate, Alvin Goh Gin Leng has come a long way in his career at Gamuda Engineering Sdn Bhd (a subsidiary of the Gamuda Group).

By Nicolette Ng plants. The two projects led to a bigger leap with a role in India as section head in a highway construction.

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lvin Goh Gin Leng’s resume would be the envy of any civil engineer. The construction projects he worked on at Gamuda include numerous high profile and complex projects like the MRT, Sprint Highway and SMART Tunnel. “I was one of the pioneer batch of students who were awarded scholarships by Gamuda. After graduating from Universiti Sains Malaysia with a degree in Civil Engineering, I joined the company in 1999,” says the General Manager (Construction).

He cut his teeth as a site engineer on the construction of Sprint Highway before transferring to the treatment plant division to work on the design aspect of water treatment

Gamuda’s new venture into tunnelling opened the door for Alvin to come back to homeland. He spent three years on the SMART project, leading the section that is responsible for the deck system of the tunnel. He was promoted to be a construction manager in that time. “I was then involved in the Ipoh-Padang Besar for three years before a new opportunity presented itself – the MRT project. I consider myself lucky to be part of the team involved in the planning of the MRT from the onset,” he says.

At present, Alvin’s scope of work as the general manager (Construction) for Gamuda Engineering Sdn Bhd includes the improvement and development of civil & structural construction capabilities, the development of construction and project management personnel, and to lead in human capital development activities within the company such as silo busting, mentoring, understudy and career development. He is also the project manager for one of the Elevated Works Packages representing MMC GAMUDA as Project Delivery Partner (PDP) in the Klang Valley MRT Line.

Engineering 2015

“Working for a company like Gamuda has allowed me to grow as an engineer.

Unlike a property developer that concentrates only on building houses, for example, Gamuda Engineering has built highways, tunnels, railways and much more.”

Besides on-site experience, Gamuda also offers training courses to develop its employees. It has a fully equipped training centre and a training calendar that spans all year long. Courses cover various aspects from technical and leadership skills to personal development to equip employees for their current position as well as to help them develop further in their career path.

“Working for a company like Gamuda has allowed me to grow as an engineer. Unlike a property developer that concentrates only on building houses, for example, Gamuda Engineering has built highways, tunnels, railways and much more,” shares the Ipohborn certified professional engineer. “The fact that I wasn’t tied down to the same roles over the years has also kept me going.

I’ve been given the chance to try different things, constantly learning new things as I grow with the company. The benefits I get from the job are just extras compared with the job satisfaction I’ve obtained. I can say that this is a norm for those who stay with the company long enough.”

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A 16-year veteran in the industry, Alvin Goh shares key lessons for young engineers.

Lesson #1: Don’t job hop or jump roles too soon

Each stage of the project has its own challenges.

The end of a project is different from the start because of the many nitty-gritty sort of detailing. Moving on in a very short period of time would not allow the engineer to see the whole project involvement. One complete cycle in mega infrastructure projects may be between three to five years, depending on the areas one chooses to delve into. You will have opportunities to take up different tasks within that time frame, despite the project remaining the same. So stay for at least one complete cycle of a project to gain the full experience.

Lesson #2: Build a strong foundation

The academic skills you acquire in university are important. In the early part of your career, a lot of engineering knowledge like pairing, calculations, verifying crew and dynamics of roads will be needed. Exposure during semester breaks and industrial training will help prepare you for the real world.

Lesson #3: Be adaptable

Young engineers need to understand that they’re working with engineers from a different generation who have their own mind-sets and expectations. Even across departments, the demands can be different. The operational side, for example, requires strong teamwork and urgency, and must have great teamwork.

Lesson #4: Get qualified

Getting your professional engineering qualification would give you a very wide and promising career options. A professional civil engineer can be a designer, resident engineer (supervision), project manager, a contractor or even an entrepreneur or project developer.

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Saktish Velmurugan (Graduate Separation System Engineer)

As a graduate engineer, Dyson provides me with an environment that empowers my learning journey to discover more possibilities to experiment with new ideas. In Dyson, engineers are constantly encouraged to think differently, make mistakes, invent and realise their engineering potential. Join us at Dyson and you’ll have the chance to develop revolutionary new technologies.

Azalea Shezdiana (Design Engineer)

Hello! I am Azalea Shezdiana & I have been working in Dyson for 2.5 years. Being the only female engineer in my team was overwhelming at first, but with a co-operative and supportive team, working in Dyson has been awesome. As a Design Engineer, I am able to solve failures by generating my own ideas, create prototypes of the modification and repeatedly test the prototypes to ensure the modification works. Ladies, if you like a challenging job in a highly inventive environment, join Dyson and be part of this exciting journey.

Napiz Samion (Design Manager)

Hi, my name is Napiz Samion. I started off at Dyson as Design Engineer about 11 years ago and now I am a Design Manager. I have worked on many design projects at Dyson during this period and all of them have been great machines that make people’s lives better . At Dyson, our creativity and problem solving skills are borderless.

We welcome you to join us in engineering better technology to solve the problems that others ignore.

Saktish Velmurugan (Graduate Separation System Engineer)

Creative thinkers wanted Dyson is known for its bagless vacuum cleaner which does not lose suction, efficient hand dryer, powerful digital motor and the bladeless fan. We started with an idea – the first vacuum with no loss of suction.

Now we’re a global business with over 4,000 people. Senai, Johor, is home to our research, design and development facility for vacuum cleaners. We have been here for almost 15 years and employ close to 1000 people; 70% of whom are engineers.

As Dyson continues to grow, we are always on the lookout for creative thinkers to join our team. From engineering to IT, supply chain to finance, graphics to HR. This year, we are looking to recruit over 50 roles across the business and at all levels of experience.

“We want creative, courageous and unconditioned fresh-thinkers. We don’t stick people behind a desk. We love to give people a chance to make a difference”

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Impacting the world

At TI, our people and technology make the world smarter, greener, healthier, safer and more fun. This takes smart collaboration, insightful innovation and winning determination – qualities shared by Texas BEST and its teams the TI is proud to sponsor.

The platform bar is a trademark of Texas Instruments. Š 2012 Texas Instruments Incorporated.

careers.ti.com

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SouthLake Permyjaya, Miri, Sarawak’s 1st Luxurious Lakeside Living

Nurturing Talent G

Jimmy Ng sheds some light on the multifaceted nature of human resources, and why it is an increasingly lucrative and fast-growing career.

one are the days when the function of the human resources or HR department in an organisation was to “hire and fire” and manage the employees’ payroll. Today, HR encompasses a whole gamut of functions and roles including – but not limited to – manpower planning, performance management, organisation development, policy development, employee relations and retention, training and development, compliance and management support.

Jimmy Ng, Head of Human Resources at Naim Group of Companies (Naim), explains that today’s HR professionals play an integral role in aligning the employee’s goals with that of the company’s, to create an employee-oriented, high performance culture that is committed to nurturing talent. This, for Ng, is where he derives his greatest fulfilment. “The one thing that gives me the greatest satisfaction is the success in inculcating the mindset that the company and its members are one, and to see them work synergistically towards achieving common objectives. On many occasions, our company was able to perform beyond our expectations because of this mind-set. This is

By Hyma Haridas

important, because an organisation can only be successful if their members have a deep-rooted sense of ownership,” he says.

Because communication is at the crux of human resources, it is also one of the biggest challenges of the job, according to Ng. “In addition to planning and strategising, the job essentially involves interacting and dealing with people, be it for coaching, counselling or motivating staff, handling conflicts, securing ‘buy-ins’ towards new policies or procedures, or implementing cultural transformation initiatives.

People are creatures of emotion and habit, and as such, one needs to have empathy, a high level of patience and good understanding of psychology of dealing with them,” he shares.

He also emphasises that HR professionals should be like a “business partner” for the company, as they should have sound knowledge of the business environment and industry that the company is operating in.

Naim Group of Companies, with a string of awards and accolades to its name, believes in helping its people build careers – not just jobs.

Engineering 2015

Bintulu Paragon, Sarawak’s Largest Integrated Development

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When it comes to recruiting new talent, Naim places a great deal of importance on the attitudinal aspects of the applicants, seeking out candidates with qualities such as a positive mind-set, sense of commitment, perseverance, integrity, drive and team spirit. “While qualifications and work experience are important, it is the attitude that makes or breaks a person, no matter which industry or company he or she is in. These will dictate how far they go in their careers,” says Ng. “In short, to succeed in anything one does, one must not only be ‘hungry’ for success, but also work for it.”

With a career in HR, the possibilities are limitless, especially in today’s corporate world. Ng mentions one of his idols, Dato’ Sri Idris Jala, who started off as a HR practitioner and has now moved on to become a corporate figure and national leader. “There are no boundaries to what you can achieve, as long as you work hard for it, continuously update yourself on Classy and Chic Sapphire On The Park @ Kuching Paragon matters pertaining to the industry and be willing to learn new things.

Condo show unit “In line with this philosophy, we provide a full range of developmental initiatives – we have programmes for management trainees that are held throughout the year for our staff. We even have a monthly ‘training day’ whereby heads of departments or senior staff members conduct training or sharing sessions with their staff on work-related areas. We also encourage staff to attend ‘training days’ of other departments, to enhance their knowledge beyond their scope of work,” explains Ng, adding that the company also places great importance of coaching and provides training for senior staff and heads of department on becoming better coaches.

Naim was one of the pioneering companies that participated in the Skim Latihan 1Malaysia programme (SL1M) – a programme under the Economic Planning Unit (EPU) and the National Talent Enhancement Programme (NTEP) under PEMANDU, in collaboration with Sarawak Chief Minister’s Department to facilitate the nation’s capacity building. “We believe that we have a responsibility to develop talents, not only within our group but also for our nation,” adds Ng.

“Dream big, work hard and work smart; have the courage to face challenges and embrace change – they are your ‘teachers’ that will make you better, wiser and stronger,” advises Ng to young graduates, quoting the famous Walt Disney, who once said: “All our dreams can come true… if we only have the courage to pursue them”.

“While qualifications and work experience are important, it is the attitude that makes or breaks a person, no matter which industry or company he or she is in. These will dictate how far they go in their career.”

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CAREER OPPORTUNITIES

ENTREPRENEURSHIP

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Sweet

Success

Dinesh Rao went from a corporate job he absolutely loved to being a F&B entrepreneur. The café owner shares his life-changing decision.

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n ordinary day for Dinesh Rao starts early at Tray Café, checking in on the staff, preparing the ingredients for the day, doing inventory, or making a trip to the market for fresh produce.

Two years ago, life would have been very different. At the time, he was managing the Celcom Young Talent Programme under the Axiata Group. The opportunity to become an entrepreneur arose when the previous owner of Tray Café approached him and his business partners, Allison Wong and Victor Yap, to take over the business.

By Nicolette Ng “We share a common interest in food so it was only natural we considered the offer seriously despite being happily employed. Quitting our jobs for something uncertain was a big step for us but we finally decided we should go for it while we are still able, single and commitment free,” shares Dinesh.

As home cooks with special interests in certain culinary areas, the trio decided to stick to what they know best. In 2012, they opened the doors to Tray Café, serving amazing desserts as well as hot food on the side. Being avid foodies, the three owners have spent ample

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time in restaurants and their past experiences have taught them to appreciate dining outlets that serve good quality food with friendly service. They wanted to provide the same to their customers.

“There’s nothing fancy nor jazzy about our food.

We knew we wanted to serve real, honest food, meaning you get what you pay for – in terms of the portion, the quality, the ingredients. We don’t short change our customers in any way,” says Dinesh.

Thanks to Dinesh and Allison’s passion for sweet treats, Tray Café’s indulgent menu lists a wide variety of desserts – up to about 25 at any one point! Meanwhile, Victor takes charge of the hot dishes.

“There’s nothing fancy nor jazzy about our food. We knew we wanted to serve real, honest food, meaning you get what you pay for – in terms of the portion, the quality, the ingredients. We don’t short change our customers in any way.”

While they serve traditional chocolate and red velvet cakes, they also like to go beyond the typical to explore unconventional stuff – especially desserts that are rustic and in your face, like the ones found in cafes in the UK and Australia. Like the café’s Banana Salted Caramel Cake, an old fashioned banana cake with a modern twist of walnut crumble topping to give it a bit of a crunch and drizzled with salted caramel. “The banana cake was my mum’s recipe. I’ve always enjoyed an old-fashioned cake because I grew up eating them but I also wanted to make it more current. So I ‘stole’ mum’s recipe and innovated it!” laughs Dinesh.

And innovation is exactly how Tray Café stands out from other new cafes that are mushrooming in every nook and corner. While Dinesh believes in staying true to his passion, he is also a firm innovator. “To innovate is not to change entirely but to improve on what you were doing before, to do it differently while staying true to your concept.”

Surviving in the Malaysian F&B industry, he says, demands it. “In Europe, people don’t café or restaurant hop; they go back to the same places in their neighbourhood. That’s how their

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eateries survive for decades,” he explains. “But here, checking out new places is a trend so it’s a bit challenging because there is little loyalty, so to speak. We try to keep the food new and interesting for our customers, and I’m grateful to say they do come back.”

Although Tray Café has been doing brisk business, Dinesh and his partners are not rushing to expand yet. A second outlet would

mean compromising on their stand of serving fresh food and they are not willing to resort to reheating and defrosting pre-cooked food.

“We are thinking of ways to open the next outlet while maintaining the same quality of food.

Until we figure that out, we won’t be opening another one. We have a good following and it’s nice to be the kind of place where locals and regulars can pop in to – like the European cafes.”

A word of advice “I notice that there are many café owners who are fresh graduates who come out to the world, wanting to venture into self-employement. There’s no harm experimenting, but to enrich your experience and to empower your business to run better, you have to suit yourself with some work experience. “ “Don’t rush into it. If you have worked long enough in whatever job that you’ve had, you’ll be able to understand what working for people means, what business politics is, what managing expectations means. And when you understand all those things and experienced the hardship, you will have a mature business mind-set when you come out to open your own business.”

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ON THE GO Accidental entrepreneur, passionate foodie and innovator – Ili Sulaiman shares how she went from law to starting her clever tiffin carrier delivery service, DISH by Ili. How did you get into the F&B industry?

“By chance really. After graduating in 2008, a big recession hit the UK and job opportunities for fresh foreign graduates were really hard to come by. Lucky for me I was already interning at a criminal law firm in West London so I stayed on for a year after that. I really didn’t enjoy the work and having a desk job didn’t get me very motivated so I left and joined the service team at Mosimann’s London, a private dining club in Belgravia as a receptionist.

I took a chance and it paid off because after four months as a receptionist and being part of the front of house team, there was an opening in the event and sales team at HQ. I got the job and stayed on for another three-and-a-half years in that position.

I was so consumed by the F&B industry and I found myself throwing cooking classes in East London and hosting supper clubs in my tiny London flat. I knew then that I could do it but it really took a dear friend of mine being diagnosed with stage four cancer to kick-start this. I was researching and cooking wholesome meals that were healthy for him. He told me I should do this for a living and so I did.”

How did your background and past experiences prepare you for running your own food business?

“My service training actually came from living in a household that has a former stewardess and a current steward as parents. And for as long as I can remember, I have always been very active at throwing events in school, college

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and also university. I studied in Sunway College and headed the events team of CIMP Student Council. I started the Food Society in Queen Mary whilst studying Business Management.

But most of my technical training came from working at the restaurant as a waitress and Mosimann’s private dining club – everything about marketing to sales to event planning to being a part of the service team at Buckingham Palace for Kate and William’s wedding to food prep and menu building.

When I returned from the UK, I joined Teach For Malaysia (TFM) as the event manager for three years, running some of the biggest events for this amazing non profit. Throughout my time with TFM, I was learning about Malaysia, our heritage, and what we ate (the students in schools, my colleagues at work and the people I met), and found that I really just wanted to start my little F&B company. So whilst with TFM I started building my DISH by Ili brand. I started hosting dinner parties again and catering for events on the weekends.”

Tell us about DISH by Ili. “I run a food delivery service that provides wholesome meals in tiffin carriers. The ethos behind it is to get people to communal eat and share their food with others. It also touches on our heritage of eating out of a tiffin carrier.

During festivities, I provide a batik runner for all my tiffins as a little gift to remind us of our Malaysian heritage.

I chose the tiffin food delivery service because I found the need for it. During my time with TFM, I firstly saw the potential the F&B industry in Malaysia (because of how great Malaysian food is) and secondly I saw the need for wholesome meals to be delivered to doors because people just do not have time to cook or some may not know how to cook anymore.

I wanted to provide a service of excellence because I believe with good service comes respect for the industry and with that educates people on how to appreciate the profession as a very noble one. I knew I could do that with providing a wholesome food delivery service.

“But most of my technical training came from working at the restaurant as a waitress and Mosimann’s private dining club – everything about marketing to sales to event planning to being a part of the service team at Buckingham Palace for Kate and William’s wedding to food prep and menu building.”

So I researched on what the food market was like. I wanted to be creative in my delivery so I came up with the tiffin concept. I spoke to restaurant owners, chefs, service staff and everyone about my new baby, and it was this that brought me to building DISH by Ili. It didn’t happen overnight. It is an accumulation of years of cooking and entertaining that have brought me here today.”

How are you financing this venture?

“I started with my own savings and am sustaining it with hard work and also collaboration with other small businesses. I believe in collaboration because it makes us all better and it really helps.”

What were the challenges you faced when you started out?

“Firstly, not knowing the law and what you need to do first to start. So find out all you can from Suruhanjaya Syarikat Malaysia (SSM); they are very helpful. Finding a reliable delivery service

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was the biggest challenge when we first started but while collaborating with another start-up called GoGet, we managed to rectify the problem. Also, get your finances in check so you don’t lose out and know what you are supposed to do. Employ a reliable finance person.”

What have you learned from that time?

“To always seek for help because you are not alone.

It is OK to try and make mistakes but just learn from them. The journey so far has made me happy so I am more driven and more determined to build on the legacy of DISH by Ili. I am also always learning ways to be a better business woman and also a manager. I understand that when running your own business you have to know everything about your business from finance to operations to marketing and find ways to enhance these skills.”

What is a typical day for you?

“I wake up at 6:30am and head to the wet market to pick up my produce. I drive back home and prep all my food to cook for the following day. I usually have my lunch meetings with clients and come back in the afternoon. In the later part of the afternoon, I have a check-in with my admin girl, and sit down and reply all my emails. At night, usually midnight, I will start cooking if I have a morning delivery. If it’s a lunch delivery I start cooking at 6:30am.”

What advice would you give to would-be restaurateurs and chefs?

“Research, know what you are getting yourself into, hire and train and appreciate your team. If you treat your team with respect and look after them, they will go above and beyond for your customers.

“It is OK to try and make mistakes but just learn from them. The journey so far has made me happy so I am more driven and more determined to build on the legacy of DISH by Ili.”

If you wish to get in touch with Ili and her team do email them at dishbyili@gmail.com

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FMCG

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FMCG 2015

The World At Your Feet

Kevin Lai, Manager, HR Business Partner at DKSH Malaysia, tells fresh graduates to start their career on the right path by joining a multinational corporation.

By Chow Ee-Tan DKSH Malaysia Sdn Bhd is one of the oldest and largest Market Expansion Services providers in the country with a long-standing track record.

DKSH offers a comprehensive package of services that includes organising and running the entire value chain for any product: from sourcing, research and analysis, marketing, sales, distribution and logistics to after-sales services. Being part of a Swiss multinational corporation with offices in 35 countries, DKSH’s essential success factor is that it respects the inherent values and differences of the countries in which it operates.

Over the years, the Group has been an employer of choice that has attracted many talents and has offered opportunities of career development and advancement for fresh graduates with its structured and formalised career plan. “We have a well-defined talent development road map. Trainees are assigned to different segments of the business depending on individual capabilities and competency and employees are given the opportunity to work on regional and global projects,” says Kevin Lai, Manager, HR Business Partner at DKSH Malaysia.

Every year the company, which has more than 3,700 employees nationwide, recruits between 10 and 12 fresh graduates from local universities to join its well-rounded Junior Executive Training (JET) programme. Apart from JET, DKSH Malaysia also hires fresh graduates at

entry level. “The advantage of DKSH Malaysia is that we are able to offer regional and global exposure as a multinational corporation (MNC).

We have a structured performance management programme that is consistent across the Group in all our offices. This allows us to systematically develop world-class talents and offer our

“Our employees learn from people of all backgrounds and levels daily. Through teleconferences and other communication tools, we also get to work with team members from different countries, learn how best to work with people of diverse cultures and how to adapt to distinct situations.”

FMCG 2015

people the opportunity to advance their careers in another country or region,” Kevin explains.

Being a MNC also means that DKSH highly values a multicultural environment. Diversity and inclusion are key. “Our employees learn

Maximising potential Puvin Piyasiri, Product Manager, Consumer Goods, DKSH Malaysia, joined the company as a JET trainee five years ago. Through the job rotation feature, he was exposed to departments like sales and marketing, logistics and after sales services.

“The exposure gave me a holistic experience. I was able to understand how the different departments work and the challenges and opportunities they face,” he says.

“Working at DKSH has allowed me to develop my leadership potential and business acumen. Being able to lead, motivate, inspire and encourage others has helped me grow in tandem,” says Puvin. “For me, every day is about developing and pushing the boundaries of what is possible. I have learned to see the bigger picture.”

The graduate in business administration believes the MNC experience has been invaluable and advises young graduates to seek such opportunities.

His career path has led him to East Malaysia and given him the opportunity to work in different divisions.

He is now focused on stretching his capabilities further by aiming for a general management role. “I feel it is possible in a company that recognises and rewards merit and performance,” he shares.

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from people of all backgrounds and levels daily. Through teleconferences and other communication tools, we also get to work with team members from different countries, learn how best to work with people of diverse cultures and how to adapt to distinct situations.”

Endless growth opportunities A pioneer management trainee of DKSH Malaysia nine years ago, Jessy Khoo is a Manager, Business Analysis & Innovations at DKSH Corporate Shared Services Center (DKSH CSSC). “I started my journey in DKSH CSSC as a Management Associate focusing on technical development. As one of the youngest members of the team then, I am thankful for the opportunity to have been able to explore an end-to-end solution delivery.

I had opportunities to manage projects and progressively ventured into solution architecture and innovations,” she explains.

As an IT professional, Jessy says one of the biggest benefits of working at DKSH is the international exposure and to work with colleagues from different countries. “There is also the opportunity to travel. Being involved in diverse projects across countries and Business Units, as well as working with different people, teams and cultures have broadened my horizon and allowed me to explore more advanced technologies and skill sets,” she says.

She also appreciates the development opportunities at DKSH. Selected to participate in the Fantree Academy Training programme for identified talents who have contributed to the organisation, Jessy has undergone the BATMan (Being a Talented Manager) module for leadership training. “The training focuses on your strengths and attributes. I was part of a consumer goods project, which is something I was not familiar with. I worked with different teams of people from various divisions for about six months, which really helped to develop my soft skills and increase my confidence,” she says.

No.1 in Market Expansion Services Empowered to grow DKSH is the leading Market Expansion Services provider with a focus on Asia. DKSH helps other companies and brands to actively grow their business in new or existing markets.

Publicly listed on the SIX Swiss Exchange since March 2012, DKSH is a global company headquartered in Zurich. With 735 business locations in 35 countries – 710 of them in Asia – and 27,200 specialized staff, DKSH generated net sales of CHF 9.6 billion in 2013.

Our entrepreneurial spirit and culture allows you to develop fast if you are willing to take your own responsibility for what you want to achieve in your career. What you gain is exposure to the whole value chain and the diversity of working with premium brands in various industries.

Find out more about us and how you can become a part of our successful team by visiting our careers section at www.dksh.com.my/careers

Ensuring A Bright Future for People at Every Single Stage of Their Development Danone Dumex has been improving the lives of people by: • Bringing them health and enjoyment through food that meets their tastes and nutritional needs at every stage of development; • Ensuring affordability while delivering the highest quality products; • Promoting a healthy lifestyle; • Protecting the environment; and • Contributing to communities via corporate social initiatives, which is part of our DNA.

CODE is the backbone of leadership in Danone Dumex Deeply rooted in the history of the Group and inspired by our values, it leverages the strengths of our businesses. We are challenged to continuously re-invent the ways we approach our consumers, the ways we reach people in new geographics, and the ways we operate.

To do so Danone needs people who are COMMITTED, who want to set high, ambitious goals and are able to reach them. Danone needs people who are OPEN, who listens to the environment; who are connected with others; who share their energy, time, resources and talent; who are sensitive to the diversity of cultures & countries. Danone needs DOERs, who walk the talk, who are ready to take actions quickly and who are leading the way for their teams. Danone is a decentralized company, power is not in the center but everywhere in the CBUs. Therefore, we need people who are EMPOWERED and empowering others to take responsibility for what they do and how they develop their teams.

With “CODE people” in our organization we can create a long term strategic advantage to stay ahead of the competition. We want to attract people who share our convictions regardless of their cultural, educational or professional background. We want people with the seeds of CODE inside.

When you become a Danoner, you work for one of the fastest growing food companies in the world in what has become one of the fastest growing regions. With a unique mission to bring health through food to as many people as possible while meeting the special requirements of each community, the Group is dedicated to creating both economic and social value in everything it does. As a result, your work will continue to drive innovative business solutions that are helping to make a real difference and ensure a brighter future for all. What’s more, performance and potential are measured not only on what you achieve, but how you achieve it, with a positive attitude and commitment to continuous improvement that is encouraged in our dynamic and open culture.

To reach our ambitions in the region, we are building a stable of local and multicultural talents who are: • COMMITTED to creating new possibilities… and making them real • OPEN to learning, listening and sharing with others… with empathy • DOERS, being able to transform breakdowns into breakthroughs… and deliver fast results • EMPOWERING, helping people reach a higher resourceful state… and exceed their expectations

These qualities make up our distinctive leadership culture that we call "C.O.D.E." which is nurtured within Danoners at all levels - from the factory floor to the corner office - and is the foundation on which we build world-class leaders through the Danone Dumex Leadership College. Young graduates and experienced professionals alike commonly join Danone Dumex for the career perspectives we provide as well as for the programs we deliver to help them become even more effective sales people, technical experts, managers and senior executives. The bar is high: We encourage people to take responsibility for their career as soon as they join us.

Next, we have expanded on the Group's comprehensive Learning by Danone Dumex programs with custom curricula designed to groom people with outstanding potential to become our next generation leaders. In addition, once you express a desire to lead, periodic assessments and conversations with your manager and regional HR team will be conducted to explore the many exciting ways you can stretch yourself based on your talents. Whether moving abroad, or exploring other functions and business lines, there are many paths that will lead you to new ways of operating and thinking. Our four divisions represent four very different business models, so you can constantly learn with us!

Opportunities at Danone Dumex At Danone Dumex, we believe in each employee’s potential to grow within the company, supported by the relevant training and professional development programmes. We lift the barriers of progression and ensure non-managers have access to management levels.

Thanks to our worldwide presence, our employees also have the opportunity to enjoy international work experience.

Be A Part of the Change Growing Your Career through Continuous Learning

Nestlé Malaysia and Singapore HR Director Uzma Qaiser Butt Shares Her Journey of Continuous Learning and Career Growth Like many, Uzma Qaiser Butt graduated without with a clear career choice in mind.

Coupled with an uncertain economy, she was happy to take on any opportunity available.

“All I knew was that I wanted to be a part of progress, positive progress in whatever form it came. It has been my fortune that the roles I was able to secure early on in my career were interesting and rewarding - and contributed towards my overall goal to learn and be a part of progress,” says Uzma.

Uzma’s started her career with the National Rural Support Program in Pakistan, involving herself with the development of education options for children in villages. Having spent close to two years in the development sector, she relocated to a different city – and with it

the shift to the corporate sector. Recalling fond memories of her first job which provided a platform for her career growth, Uzma said “I got to witness places in the country many urban women my age had not ever seen - and I felt very lucky to be a part of it. I will never forget the words of my first boss who said ‘one lifetime is not enough to do all the work we need to help people out of their poverty’. Her dedication to creating progress was inspiring.”

Uzma’s shift to the corporate sector was a leap into Human Resources with Nestlé Pakistan.

While she started fresh in a vastly specialized field that she was only dimly aware of, training and development meant progress, which is something Uzma always wanted to be a part of. She joined Nestlé as a management

trainee, and worked through HR generalist roles. In 2004, she took on the role of HR Head for Nestlé Pakistan. After six years, she was assigned to Nestlé headquarters in Switzerland in a project based role for over three years. Uzma went on to become the HR Director for Nestlé Malaysia and Singapore.

Uzma shares her advice on career success for young graduates, saying “Look beyond a job which offers good salary, look for a culture that will nurture and help you achieve your best, where you can make an early impact, maximising your talent and supporting your individuality. Find an environment where you have the chance to learn from diverse top class professionals while benefiting from strong values and ethical work. This will make your career more satisfying and helps you grow as a person - professionally and personally. Most importantly, be prepared to go the extra mile and add value with your contribution from the start. Be open to all kinds of opportunities, and never be afraid to step out of your own comfort zone.”

On her role in developing young talents with Nestlé, Uzma adds that “Nestlé has a long successful track record with developing leaders through its graduate programs. Close to 40% of our global Executive Board Members joined us as graduates. This success has been replicated for leaders throughout the organisation.

We ensure that graduates are developed through experience, as they are entrusted with responsibilities very soon after joining - this engages them and provides autonomy fairly quickly. Nestlé’s strong organisational culture, which prides itself on developing people, is a key cultural element for us as we watch our young graduates grow with pride.”

Management Trainee Class of 2014 gaining hands-on experience and knowledge when they visited one of Nestlé Malaysia’s Creating Shared Value (CSV) project in Kedah, Nestlé Paddy Club.

“Find an environment where you have the chance to learn from diverse top class professionals while benefiting from strong values and ethical work.

This will make your career more satisfying and helps you grow as a person - professionally and personally.”

Nestlé’s Management Trainee Program is an integral part of the Company’s business strategy, ensuring that the organisation is equipped with individuals of the highest caliber who can build our future.

High performing young graduates in Nestlé Malaysia will have a chance to compete for a seat in the global Nestlé International Development Program, which provides 2 years of international exposure early on in their careers.

UNLIMIT YOURSELF … and discover a world of opportunities with Philip Morris International.

Our employees are one of our greatest strengths and the key to our success as a company. Our diverse global workforce of more than 91,000 employees speaks more than 80 languages and hails from all corners of the globe. We aim to attract, motivate and retain the best global talent.

Meet some of our People @ PMI (Affiliates in Malaysia)

“Being a Graduate Trainee at Philip Morris has been a truly incredible journey.

The company has not failed to support my growth through various exposures and individual career development that groomed me into a well-rounded employee with a holistic view.”

Yap Chui Yan

“Philip Morris’ Graduate Trainee Program – A learning experience that is complete with excitement, challenges and opportunities that is driven by continuous passion in innovating the way of doing business. “

“The exposure that I have gained in this fast paced and dynamic industry has been very rewarding indeed.

By taking up different roles, I have learned to deal with ambiguity while learning to be agile. “

Christopher Tan

Cassandra Kesamy

Distribution Executive

Business Building Executive

Business Building Executive

B. Arts in Finance (Graduate Trainee 2013)

B. Arts in Business (Graduate Trainee 2013)

B. Science in Chemistry (Graduate Trainee 2013)

For more information, please refer to www.pmi.com

Philip Morris International Inc. (PMI)

is the leading tobacco company, with seven of the world’s top 15 international brands. PMI’s products are sold in more than 180 markets.

PMI is an Equal Opportunity Employer.

For more information, please visit www.pmi.com Send your resumes to: HRMalaysia@pmi.com

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Transforming WORK CULTURES Daring to be different and having the right skills sets and knowledge will help graduates move up the ladder, states BERNAS senior general manager of human capital development.

By Chow Ee-Tan

A

fter working as an engineer for 12 years, Mohamad Nazuir Ahmad Toee’s career path took an unexpected and interesting change. He became among the first engineers in Intel Malaysia to move into human resources (HR). “In 1998, I was offered the opportunity to become the Relocation & Immigration Manager. I later became Intel’s Training Manager and finally, held the post of HR Staffing Manager for Intel Malaysia College Program,” shares Nazuir. He left Intel Malaysia in 2008 and joined Sapura Secured Technologies as Senior General Manager for Intellectual Capital Management, and after an eight-month stint, went to Padiberas Nasional Berhad (BERNAS) as Senior General Manager of Human Capital & Administration.

training our staff were getting to hit 40 hours per year… I even had to introduce an electronic attendance monitoring system, security system and staff ID tags!” he recalls.

With his years of knowledge and experience in a multinational corporation, Nazuir was tasked to restructure and transform the human resource department and system at BERNAS, and in the process, make the company of 1,500 on par with other international organisations.

It was a mammoth challenge that involved relooking at everything. One of the first things Nazuir did was to break down his department of 53 staff overlooking human resource and administration into smaller units and to flatten the hierarchical structure.

Nazuir’s hard work is paying off. Although there is still much to do, he says the company is getting results and making progress in the right direction. “The company is changing. Transition is happening. The work culture is gradually transforming,” he shares. “There is a lot more openness compared to when I joined four years ago. And we are also giving more personal touches to employees.”

“There was so much to do. I had to fix disparities in the salary structure, increase the amount of

Learning from his experience in Intel, Nazuir also redesignated management responsibility.

“For instance, middle managers should be at the front line of HR. They should be dealing with their staff’s discipline because they know their staff best. We also emphasised training for supervisors and middle managers.”

Recognising the importance of leadership continuity, he put in place a succession planning process to equip managers with the right skills set and knowledge so BERNAS has a ready pool of talents who can move across the organisation.

This, he says, is in line with BERNAS’ end objective to be a high-performance organisation. “We want employees to be more open, more ready to contribute and to be creative, but do it with respect for each other,” Nazuir concludes.

FMCG 2015

The MNC edge A product of the multinational corporation (MNC) culture and background, Mohamad Nazuir Ahmad Toee believes fresh graduates can reap much benefit from starting their career in MNCs. He shares the five main advantages in which MNCs can offer young graduates.

1. Expertise and knowledge transfer “A MNC usually has big training departments with structured and advanced training programmes led by competent trainers. Employees thus are able to gain knowledge and skills in a shorter time frame and after which they are also assigned to mentors.”

2. Exposure to new technology, research and development that lead to local expertise

“With their focus on advanced research and development, MNCs are at the forefront of technology and that will help to build up local expertise. When an employee becomes a local expert, he or she becomes more marketable. The doors of opportunities to work in other MNCs and to work overseas are now open.”

3. Travel opportunities “Very often there will be work travel opportunities for training and project-based work overseas. The employees become 'inpatriates'. Besides going for training, there are now more cases where local employees also help to develop programme

“We want employees to be more open, more ready to contribute and to be creative, but do it with respect for each other.”

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and technology overseas. It’s not just travel opportunities but also to learn and to contribute overseas.”

4.

The open and diverse work culture “MNCs practise open communication, where employees are free to comment and give feedback. They have an open-door work culture. Superiors always welcome employees to speak up objectively. Working in such work culture will make one more open to criticism and feedback. And thus, the inputs will be used to develop effective interventions, and ultimately develop high performing employees. The diversity in culture, in people and a supporting work environment, are lacking in local companies.

Because of the work culture of MNCs, employees are more ready to contribute and be pro-active. It will drive people to be more innovative and creative, and more daring. With an open work culture, MNCs are more able to retain employees.

5. Human resources benefits “Although the general remuneration is geocentric, MNCs offer greater retention benefits in terms of stock option. To be competitive, employees are gaining overseas reward system, such as stock option. There is flexibility in the working environment – such as flexible working time, working from home option. For instance when it comes to taking leave and time off, there is more trust from the employer rather than imposing strict rules. Other flexibilities include the focus on women at work and providing childcare facilities or offering childcare services outside.

Students wanting to work in MNCs must do a thorough research on the MNC even during their undergraduate years. Also, graduates should work with the 'right' MNC with reputation. At one time, we disliked job-hopping candidates. But now the trend has changed as long as you stay more than a couple of years in a job, employers will look at who you have worked for. It is about the experience and values that you can bring over.”

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Believe in Yourself

From tutor to corporate leader, Dato’ Farshila Emran, Managing Director of Pharmaniaga Berhad, proves any dream is within reach if you work at it.

I

By Chow Ee-Tan

t took not only years of business experiences but also passion and conviction that led Dato’ Farshila Emran to where she is today. Dato’ Farshila, 49, has been at the helm of Pharmaniaga Berhad, one of Malaysia’s largest integrated local healthcare companies, which is part of the Boustead Group of Companies, since 2011. Pharmaniaga’s core businesses are generic pharmaceuticals manufacturing, research and development, marketing and sales, warehousing and distribution of pharmaceutical and medical products, supply, trading and installation of medical and hospital equipment and community pharmacy. The company is poised to be a regional player in the international pharmaceuticals arena.

Holding a Diploma in Office Management from Universiti Teknologi MARA (UiTM), Dato’ Farshila proved that passion pays and hardwork is key to success, more than just mere certificates and academic credentials. Although now a Managing Director of Pharmaniaga, she began her working life as a tutor with UiTM under the Young Lecturer Scheme programme. “Being an adventurous individual, I left tutoring after a year and secured a job in the corporate world with a France-based company, in which I stayed loyal for 13 years,” she said.

She was attached to SEVES Sediver France, which deals in high voltage transmission line equipment, as Assistant Representative from 1990 to 1995. Dato’ Farshila was subsequently made a Representative of that company for Malaysia until 2001. All the while, she also made extra income by tutoring part-time, and baking and selling cakes. “I believe it was in baking and selling cakes that I began to hone and develop my entrepreneurship skills,” she said.

Later, Dato’ Farshila teamed up with several partners to start a pharmaceutical retail business under the

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“Never look down on people; instead, look at people with compassion. Also, do not underestimate what you can do.” name Idaman before she roped in some financial and professional assistance to acquire a pharmaceutical manufacturing plant.

Dato’ Farshila believes that in order to progress up the corporate ladder, one not only needs business acumen accumulated from work experiences, but also have polished negotiation skills. “We managed to acquire the pharmaceutical manufacturing plant and the ROI was to be achieved in seven years but we accomplished it in less than four years.

This gave my investors or financial supporters the confidence for me to acquire more plants and take on a bigger role,” she said. Under her leadership, she led her company to develop synergistic partnership with Boustead, where she helped to clinch the deal to acquire Pharmaniaga Berhad, which she was subsequently requested to helm and take it to a higher level.

Dato’ Farshila was appointed to the Board of Pharmaniaga Berhad on 25 March 2011, and has taken on the role of Managing Director since 13 April 2011. She also serves as a Commissioner of Millennium Pharmacon International Tbk. As a corporate high flyer, it was rather surprising to hear her saying that she did not chart her career to be where it is today. “I have always been entrepreneurial. Opportunities have opened up before me and I am thankful for that. I always believe that hard work plus a positive attitude and sincerity to do good will open up opportunities,” she said. Dato’ Farshila also contributes as a member of the advisory committee for women in business under the Federation of Malaysian Manufacturers (FMM) as well as the National Association of Women Entrepreneurs of Malaysia (NAWEM).

When asked for one memorable experience that had shaped her to become the leader she is today, Dato’ Farshila shared that her memorable experience was also unfortunately a sad one. “I lost my three-year-old child when she succumbed to injuries sustained from drowning. This made me realised the

importance of medication being ready and available at all times. As a leader, I instil passion in my employees about the needs of the end users of our products and services, as we are in the business of saving lives and maintaining the health of human beings,” she said.

Her secret to success do not constitute rocket science theories but a simple three-prong philosophy – passion, love for family, and belief in Allah. Some of the successful leaders who have influenced her and whom she draws inspiration from include Prophet Muhammad s.a.w and the Sahabahs, Tun Dr Mahathir Mohamad and Tan Sri Dato’ Nor Mohamed Yakcop.

Being a leader who is approachable helps draw people to her. The affable Dato’ Farshila has been described by her staff as lively, passionate, daring to be different and entrepreneurial.

Living a life with passion is a philosophy she embraces. “I believe in having passion for everything I do – passion for the people whom I do everything for; and also a passion for my country and religion,” said Dato’ Farshila who enjoys reading motivational books and inspirational quotes.

With what she has achieved, it is not surprising to learn that she has been recognised for her capabilities and calibre, and her vast experience and knowledge in developing and managing businesses in various fields. Among her many accolades include the Kesatria Puteri Korporat Award. This prestigious award coupled with her active role in the Women Directors’ Programme, an initiative by Malaysia’s Ministry of Women, Family and Community Development, testify to her shared commitment in achieving the Government’s aspiration that women must make up at least 30 per cent of decision-making positions in the corporate sectors by 2016.

When asked what advice she would give to young graduates, Dato’ Farshila replied: “Never look down on people; instead, look at people with compassion. Also, do not underestimate what you can do.”

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IT’S NOT ALL WORK AND

NO PLAY

Pfizer Malaysia reveals how it is making work life more meaningful with ideas and initiatives that matter.

By Vivian Chong

I

f you think that a career with a pharmaceutical company is bound to be dull and dry, Pfizer Malaysia will make you think again. Their Human Resources Director Shazmi Ali and Talent Acquisition Manager Nicholas Thooi reveal five of the company’s creative initiatives that put meaning and fun into their jobs.

Caring for the community Launched 16 years ago, Pfizer’s community outreach programme Care-A-Van (CAV) visits rural communities around Malaysia to provide free health screenings and education.

Managed in-house and executed by employees on a voluntary basis, to date they have reached out to some 176,000 underprivileged folks nationwide. The visits are held more than twice every month and typically include tests on

vision, lipid profiles and sugar levels alongside with counselling.

Pfizer strongly adheres to the Phama Code of Conduct and does not treat members of the public during such visits but instead refers them to the nearest government clinic or hospitals so that they can continue seeking treatment even after CAV’s visit is over. Pfizer colleagues are not obligated to participate yet many of them willingly commit to the Care-A-Van programme over the weekend and even rope in friends and families. Pfizer colleagues are committed to volunteering for initiatives organised by Sharing With A Touch (SWAT), the colleague community committee that looks at organising CSR activities for colleagues to be a part of.

Be a good sport The Pfizer Sports & Recreational Club (PFIRST) identifies various activities ranging from sports or social pursuits for every Pfizer colleague. Set up four years ago as a registered association, Pfizer matches every Ringgit for Ringgit contributed by colleagues. While some of the regular activities include badminton, futsal, bowling, yoga, pool and basketball, PFIRST has also recognised jungle trekking excursions and scuba diving trip.

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In catering to the interests of their younger employees, the Club has also conducted hip hop dancing classes. The ‘graduates’ went on to form the Pfizer Dance Club and has performed at company events, as has the Pfizer Band that’s made up of the company’s musically talented employees.

An open approach The absence of walls and cubicles in Pfizer’s open office provides a conducive environment for colleagues to carry out informal discussions and exchange of ideas and best practices. Colleagues are free to use the telephone booths around the three floors of Pfizer’s to engage in phone calls, teleconferences etc. The open concept office helps encourage innovation and creativity. Pfizer’s strive to change the work environment is also partly because the talents were getting younger and more mobile. Being a part of a regulated industry, the open office helped challenge the norms and got them to think out of the box.

In line with Pfizer’s believe of building a healthy climate for it’s employees, it launched the OWN IT! Culture where colleagues are encouraged to own the business. This culture has a major impact on building an environment that shapes the necessary conditions to achieve better business outcomes.

Colleagues are encouraged to take calculated risk, take accountability, confront mean self spirited behaviour by engaging in Straight Talk.

Colleagues often use the Straight Talk coin to engage the other party in a feedback session.

Every year Pfizer introduces innovative ways to create the awareness around the OWN IT Culture. For example, last year under the theme of ‘Openness and Change’, Pfizer organised a video competition among employees, asking them to create short films that embody their

Happy workers are productive workers, something that Pfizer Malaysia understands well. The company’s Human Resources team organises various events to create a cheerful atmosphere at work. ideas of change. From what could have been a run-of-the-mill motivational activity, it became a fun event that people looked forward to.

Balancing work with play Happy workers are productive workers, something that Pfizer Malaysia understands well. Recreational & Social Club (PFIRST) organises various events to create a wonderful

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atmosphere at work. One of their most popular to date is Coffee Day, whereby a barista was invited to set up a pop-up cafe at the office and sell premium coffees at a subsidised price of RM1 per cup. Subsequently, they extended it to a week-long event and partnered with cafes in the vicinity of the office to offer promotional prices on drinks.

Employees also enjoy a substantial subsidy on gym memberships; the company has struck a deal with a fitness centre a stone’s throw away from the office. As a result, employees pay next to nothing.

We are family No one does Family Day quite like Pfizer Malaysia – it’s practically a carnival and one that’s fun and hip. To start with, the CEO’s speech is usually no longer than 30 seconds as it’s all about having a good time. Last year, he along with other senior management even sportingly participated in the dunking booth.

Subscribing to the adage of ‘the more the merrier’, employees are welcome to bring not only their spouses but also families and even friends.

Pfizer Malaysia employees tell us what they enjoy about the company’s non-work activities: Susan Leow, Business Tech Executive “I participate in Care-A-Van’s outings quite regularly and on one such trip, we went to a rural village in Sabah that has no electricity supply and where the average household income is about RM350 per month. Water is obtained from the river, which is also the main gateway so we had to take a boat ride to get to them. It was truly an eye-opener for me.

It not only made me appreciate my life more but I also felt blessed that we were able to provide assistance to the villagers.”

Haley Hui, Human Resource Business Partner “I had always wanted to take up scuba diving but was intimidated by the fact that I can’t swim. When our Recreational and Sports Club organised a dive trip last May, I jumped at the opportunity as I knew it would be fun to do it together with my colleagues. Some of those in the group were experienced divers while others were like me, aiming to get our certification. Everyone was very encouraging and supportive of each other, which helped boost my confidence and allayed my fears. It was also a fantastic opportunity to get to know each other, especially our colleagues who don’t spend a lot of time in the office.”

Lee Lip Fong, Project Manager for Care-A-Van “I have been managing our Care-A-Van project since I joined Pfizer Malaysia seven years ago. I work with Rotary Club, Lions Club and local NGOs to identify the places that most need our help. Sometimes, I pick up on places that are featured in the media.

One of them is Kampung Sungai Tiang, an Orang Asli village in Ulu Perak. The company has adopted this village and in the last two years, we have visited them four times. On our first visit, we did a gotong royong to clean up the village. Another time, we stayed for two nights and really got to know the villagers well – we even bathed in the river together.

Besides health screenings, we educate them on things like personal hygiene and basic healthcare. We sponsor some meals and also distribute vitamin C, something Pfizer does not manufacture so we have to buy from another company to give out to the villagers. It is indeed very fulfilling to be able to help the poor and disadvantaged.”

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WHAT SUCCESS IS MADE OUT OF As the Group Managing Director of Chemical Company of Malaysia Berhad (CCM), Leonard Ariff Abdul Shatar takes pride in helming a corporation with a long heritage in Malaysia. He shares what success in CCM stands for.

By Chow Ee-Tan

L

eonard Ariff Abdul Shatar was appointed Group Managing Director in early 2015, having spent a few years running CCM’s Pharmaceuticals Division. “My primary role is to provide leadership to a group of talented managers in navigating a very challenging and ever changing business environment,” says Leonard. Given the dynamics in the business climate, he says strategic thinking and effective implementation skills have become increasingly important for a credible manager.

As Leonard progressed in his career, he found the component that takes up most of his time was human resource management. “I spend a lot of time on development and motivation of staff. I am a great believer that any successful initiative in any endeavour starts with putting together a great team, giving them direction and letting them get on with delivering value,”

he says, adding that he plays a key role in strategy formulation.

Leonard believes the true measure of the success or failure of a manager is as good as the legacy he or she leaves behind. “Contributions can take many shapes. Just recently, during the flooding in the East Coast of Malaysia, I saw many CCM staff members who volunteered to assist in their own way in the relief effort. This demonstrated the CCM core values. And it was great that we could mobilise company resources to assist and support these activities.”

He also cites activities that contributed to maintaining staff morale where CCM’s core values are perpetuated. They eventually form a legacy that all CCM staff can take pride in. One community project that is particularly close to his heart is CCM Pharmaceutical’s foray into

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Biotherapies. A decision was made to look into Biotheraphies and to identify what they didn’t have. An entire new team was created with a mandate to foray into a differentiated market at a low entry cost, as this was a social obligation to ensure the products would be affordable to the Malaysian population. “Today, CCM Pharmaceuticals Division has a reputable portfolio of Biotherapies and in order to

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preserve the low cost approach, the strategy has seen a mixture of trading and potential value added activities,” he says.

“There are many members of the CCM family who have been with the company for a long time, and they are the walking testaments of CCM’s core values and the successful career we are able to provide,” he concludes.

MYMAP SHOWS THE WAY FORWARD

CCM Berhad’s My Millennial Apprentice Programme (MyMAP) is transforming the company into a talent-powered organisation that enhances the quality of people’s lives in Malaysia.

“Our workforce has always been a valuable company asset throughout the 52 years in business,” declares Rina Sarif, General Manager, Group Human Resource of Chemical Company of Malaysia Berhad (CCM). According to Rina, 50 per cent of CCM’s current workforce comprises of Gen X and Y while the other 50 per cent make up of long service staff who have 35 years of working experience in the company.

“Together they create what is known in our company as the CCM Remix.”

She points out that CCM’s multi-generational workforce finds common ground in CCM through LOVE, which stands for Living Our Values Everyday – a shared value that all CCM employees embrace and is imparted to them through a core value workshop that every CCM staff is required to undergo.

Rina explains that while Gen X and Y workers are redefining what constitutes a great workplace, “their shared preferences and behavioural attitude are offset by ranks of baby boomers and the older generation. It is this tricky balance that sets the pace and gravity of our company’s development and training programmes.”

In its mission to become a “talent-powered organisation that enhances the quality of people’s lives in Malaysia”, Rina highlights that CCM has initiated a customised new talent development programme known as My Millennial Apprentice Programme or MyMAP in short. “MyMAP is aimed at the new generation

MyMAP for New Talent Development

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“CCM’s multigenerational workforce finds common ground in CCM through LOVE, which stands for Living Our Values Everyday – a shared value that all CCM employees embrace.” graduates in the market, an initiative designed to attract graduates from different disciplines – from health and life sciences to chemical or mechanical engineering – when CCM goes on its aggressive recruitment drive in the UK, Australia and the United States of America,” says Rina. “We offer the right candidates a fasttrack career and open up new opportunities for them following the 18-month MyMAP stint.”

She explains that candidates selected for MyMAP will get a combination of classroom training, real-life work assignments and special projects with the close supervision of dedicated, well-trained coaches. “MyMAP candidates may come with great qualifications from the best universities but their competencies on the job are low so they still need to be groomed for success through constant coaching and development intervention,” says Rina. “They will also be subjected to theoretical classroom and challenge-based environments that emphasise communications and interpersonal skills, project and financial management, secondment and exposure with different divisions such as sales and marketing, R&D centre, business and product development, etc.

After that, candidates are given opportunities to share their experiences and present working papers to our CCM senior management.

The candidates will then receive real-time, constructive feedback on their presentations during those sharing sessions.

“The feedback session is necessary, forming part and parcel of the candidates’ controlled growth as CCM wants new leaders who can take calculated risks but not have unrealistic expectations. We know today’s young candidates are capable and talented so we have created a different career track to draw and move them up faster in the hierarchy.”

CONDUCIVE TO LEARNING AND GROWTH Over the years, new approaches and improvisations have also been injected into MyMAP to keep the programme updated. Rina tells us that graduates who have participated in the MyMAP corporate development programme are constantly given exposure to different departments and job rotations. “Our wide range of products cover everything from chemicals that purify drinking water to health supplements that enhance people’s lives and fertilisers that generate plant growth so talents will have plenty of exposure in different industries. Career conversations are always on-going as an effective way to guide and retain our young talents.” Annually, about 15 to 20 candidates are recruited per intake for MyMAP. So far, about a hundred graduates have undergone the tough and intense MyMAP programme with the successful ones absorbed into the management hierarchy.

Rina believes the success of MyMAP lies in the programme’s thorough monitoring from start to finish. “We don’t believe in half-hearted methods. At CCM, a specific person emphasises on the quality of training and conducts the necessary assessment such as teamworkbuilding components, and monitoring of the coaches. CCM needs new blood to bring in fresh business perspectives but the company also wants to ensure its core values remain intact. With MyMAP, everything is geared towards developing the leaders of tomorrow for CCM,” sums up Rina.

Anugerah Majikan 1Malaysia (GLC) Kementerian Sumber Manusia

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ADVANCING PEOPLE

There is a reason why Shell is a global leader in the energy and petrochemical industries – it develops the talent that drives its business competencies.

Read what our Graduates from Upstream International as well as our Leader from Sabah Asset have to say on what sets Shell apart from the rest.

Subsea Controls Engineer - Making a difference from day one Prashanthini Sunderan is a Subsea Controls Engineer under the Shell Graduate Programme.

She currently works on the commissioning and start-up of the Gumusut-Kakap deep-water installation off the coast of Malaysia, the first of its kind for Shell in the country.

“I did not picture myself doing what I’m doing now while I was at university, but I guess it pays to keep an open mind about career opportunities after graduation as the sky is the limit. I studied for a Bachelor of Engineering and a Master of Science in Electrical and Electronics Engineering at Universiti Teknologi PETRONAS, and I thought I’d stay in a researchbased role. My role entails any work related to the detailed designing, commissioning and starting-up of the subsea controls system, all the while interfacing closely with various other disciplines.

There were a lot of exhibitions done by Shell Malaysia at my university, so that’s where I was first made aware of the Shell Graduate Programme and became drawn to the company. Shell has a very good reputation in Malaysia, being a Fortune 500 company, plus it has a global presence so I felt there would be international opportunities for me.”

Real work from day one I joined the Shell Graduate Programme in 2011, but since then my development has come on a long way by working on different projects.

When I first joined Shell I spent most of my first two years working on Prelude FLNG. When it is complete it will be the world’s first floating liquefied natural gas project and will help to unlock new energy resources off the west coast of Australia.

I found I was doing real work and making a contribution straight away. No one is thrown in at the deep end, though. When you’re new you’re given guidance and you can ask for feedback if you need help. I also have a technical coach assigned to me.

Prashanthini Sunderan

Problem solving up to 1,200 metres deep When I worked on Prelude FLNG it was at the early stages of the execute phase, so my deliverables revolved around designing the integrated subsea controls system and rigorous testing. Now I’m working on Gumusut-Kakap, Shell’s first deep-water project in Malaysia, where the depth of the water is up to 1,200 metres. We’re at the point now where all the design and reviews have taken place, and the subsea controls system package has been installed offshore.

I spend my time on the platform performing commissioning and interface tests to ensure that my package is ready and communicating seamlessly with the centralised control system when the platform is started up. This is what gets me really excited, there’s always something to solve.

“When there are problems to solve, that’s when you are learning.”

When Gumusut-Kakap is fully operational it will produce the equivalent of 135,000 barrels of oil a day. It’s a really big deal for Malaysia.

“I went for a position on the Shell Graduate Programme as a challenge and it’s been a good one. The job has exceeded my expectations.”

UPSTREAM INTERNATIONAL: DELIVERING THE HIGHEST STANDARDS Imagine that oil or gas reservoir is represented as how water is in a cup and the straw to drink the water out of the cup is a well that brings it up to the surface. As a Production Technologist or PT, I look after everything that happens at the straw level, a well of a reservoir, which includes designing, constructing and maintenance, all the way to the point of deciding to abandon a well.

My name is Tang Lik Jin, a Production Technologist based in Miri, where our main Upstream International operations operate from. Upon graduating from the University of Nottingham, United Kingdom, I began my journey with Shell Malaysia. This was back in 2012.

When you start off in a large multinational organisation like Shell, you probably wonder, what to expect in the first few months? My first month on the job was beyond my expectation.

Barely two weeks into my working life, my boss came up to me and said: “By the way, you are going offshore starting tomorrow.” I had no clue what to expect offshore but her trust in my capabilities defined the rest of our fruitful relationship.

My role as a PT has always been interesting and challenging at the same time. The fact that I am able to apply my technical knowledge to solve real engineering challenges makes the journey even more worth it. My team of colleagues play an important role in making my everyday work a new experience for me. Their passion, enthusiasm and diversity, not just in terms

Tang Lik Jin Production Technologist, Sarawak Asset.

Tang Lik Jin

of culture but also way of thinking, make the experience a truly enjoyable one.

In Shell, the development of its people is a priority and we demonstrate this by investing a lot of resources to provide training and career guidance. For example, the Shell Graduate Program (SGP) and Shell Advanced Technical Program (SATP) are two excellent examples of Shell’s effort to systematically and comprehensively bring Shell graduates up to speed with the required level of competency.

The development of your competencies however starts way before you join the workforce; it begins when you are still a student.

Learn to balance good academic results with active participations in extracurricular activities.

Learn to work in a team and challenge yourself to think on a broader scale than the immediate surroundings that you are in. Most importantly, enjoy yourself in whatever you do!

ENGINEERING: AT THE HEART OF THE BUSINESS Sabah Asset is part of Shell Malaysia Upstream portfolio consisting of mainly oil fields. It is a growing asset and important for the future of Shell Malaysia in view of the deepwater development and Enhanced Oil Recovery (EOR) opportunities.

Siti Sulaiman, General Manager, Sabah Asset.

Siti Sulaiman, who helms this division as General Manager, says the business normally looks for technical graduates mainly with engineering and subsurface (G&G, Petroleum Engineering) qualifications because the scope is very much technical ranging from subsurface interpretation, reservoir management to maintenance and operations of offshore fields.

In addition, there is also a lot of focus on soft skills, especially on the behavioural aspects.

“Typically we look for graduates who are selfconfident and demonstrate high achievement drive and have genuine interest and are passionate about what they do. Effective communication is also very important. In a big organisation such as Shell, there are multiple disciplines and the population consists of people from diverse background, hence it is essential that communication is kept very focus and the messages that we send out are consistent.”

The Sabah Asset division offers a broad range of opportunities at multiple organisational levels, offering possibilities for both leadership and deep technical specialists. In the initial years, graduates can expect hands-on training through field exposure or actual project assignment. For instance, production engineering graduates normally have the opportunities to go on field assignments offshore to give them better appreciation on how complex the oil and gas facilities are and the challenges that come with the operations and maintenance of the facilities.

Relevant classroom trainings will also be given to help graduates build their technical knowledge in relevant areas. Coaching and

mentoring by more senior employees also help to fast track the learning process.

“Some of the recent improvement work on the graduates’ programme has also resulted in the revisiting of graduate work assignments to ensure discipline challenge and job satisfaction, improved mentorship coverage for staff and a review of options to improve coaching effectiveness. A Graduate Foundation Framework has been developed and launched, which should provide a lot more clarity to our graduates with regards to career development and progression,” explains the former Shell Scholar who obtained her first class degree in Mechanical Engineering from Imperial College of London.

Having began her Shell journey in 1990, Siti Sulaiman is perhaps one of the best persons to explain Shell’s attractiveness as an employer and a company for graduates to launch their careers.

“Shell offers a range of opportunities for graduates supported by a very structured competence based development and progression programme. I believe that Shell allows its employees to make an impact on Shell’s business and the growth in the country.

“Here, graduates work alongside professionals with years of experience, and this enables them to see things from a different perspective and gain a real-world understanding of the Upstream Business itself. At Shell, new employees being groomed will be exposed to different roles and given international exposure so that they will have the experience and understanding of the company by the time they are appointed to the top jobs.”

Start your career with us!

Sarawak Corridor of Renewable Energy (SCORE) projects. SCORE allows Sarawak to price its energy -intensive industries. In line with this, we are looking for people who are AGILE, INNOVATIVE and DYNAMIC to be part of our team. We value our talents and understand that they are our biggest asset. As such, we strive to

Why choose Sarawak Energy? and leadership to build an agile, open and a customer focused team. Our aim is to put together a group of people who can respond to challenges and

Apply via our CAREER link at

www.sarawakenergy.com.my

Build your professional career with us

Power to Grow www.sarawakenergy.com.my

Connect with us

@1SarawakEnergy

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Developing The

Right Talent

Ahmad Hatta Kamaruzzaman, Schlumberger Global Account Director for PETRONAS, shares the many programmes and initiatives the company takes on to develop talents who are confident, skillful and independent.

By Chow Ee-Tan

E

ven before he graduated in Geology from Universiti Malaya, Ahmad Hatta Kamaruzzaman had already secured a job offer in application support with Schlumberger, the world’s leading supplier of technology, integrated project management and information solutions to oilfield companies. Today, he is the PETRONAS Global Account Director, having left the technical field and spent nine of his 20 years in Schlumberger offices abroad in various domain including operations, personnel and sales.

“When I started, like most people, I was involved in technical areas such as geophysics interpretation and subsurface interpretation system,” says the amicable and articulate man.

“From being a technical guy, doing many demonstrations and presentations, I moved into a sales role to manage a customer account for a segment that dealt with software.”

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In just five years of seniority with the company, Hatta was posted to Dubai to oversee the training and staffing portfolio. He later became the Operation Manager of Schlumberger Information Solution for Indonesia based in Jakarta. Between the year 2004 and 2007, he was the Personnel Manager in Saudi Arabia, responsible for human resources in Saudi Arabia, Kuwait and Pakistan. Following that, he became the Vice President of Schlumberger Information Solution for Middle East & Asia for a few years based in London. After nine years abroad, Hatta came back to Malaysia four years ago and shortly after, took on his current role as Global Account Director for PETRONAS. In his current role, he manages Schlumberger’s relationship with PETRONAS globally, making sure that the interests of both parties are met by providing technical services to the national oilfield company. “The added value that Schlumberger brings via technology implementation is evident in all the projects that we participate in,” he says.

At the same time, he assumes a leadership role in overseeing and bringing together Schlumberger’s account managers of different segments, by offering advice in tackling relationship management. “The relationship between customers and service company is tight – we are not just their service provider but at times partner and alliance,” he explains.

Hatta is also a Schlumberger Ambassador to UNIVERSITI TEKNOLOGI Petronas.

Schlumberger sponsors a professor chair in Petroleum Engineering; they offer scholarships for post-graduates, yearly internship to 50 students, and also plays a role in supporting the PRODIGY program.

2015 would be a significant year as Schlumberger celebrates 80 years in Malaysia.

Schlumberger recently established Kuala Lumpur as its headquarters for Asia, operating from Bandar Utama. The company has also established Penang as the base for its manufacturing plants. In May, Schlumberger will be launching the Asia Area Centre for Reliability and Efficiency (ACRE) that caters to centralised

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“In this industry, you need to work hard, get your hands dirty.

You need to take a proactive approach, ask questions and see different possible solutions. Also, you should be able to work in a team, have the ability to listen and validate what your customers want.

In general, you need to have a positive attitude.” maintenance and refurbishment of equipment.

With this new centre for tools sharing, human resources within the organisation won’t be spread thin.

“The strength of Schlumberger is in our diversity as our employees are truly multinational. Our philosophy is to recruit where we work so we are guaranteed a huge pool of talents from all over the world,” says Hatta. Schlumberger today employs approximately 120,000 people representing over 140 nationalities working in more than 85 countries.

“We recruit year-round from a global pool of universities and technical institutes. The company maintains a balance of recruiting fresh graduates and experienced hires. However, we are more interested in fresh graduates to feed the talent pool. While a majority of the posts are technical oilfield engineers and geo-scientists, there are some non-technical positions such as

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finance and legal. When we recruit new talents, we look for someone who stands out, someone who can offer differently ideas and thoughts. It’s about the ability to think different and express your opinions confidently. I would assess how the person will react in different situations,” he says.

“Developing our people is key to us. When you joined Schlumberger as trainee, regardless of your background, you will initially follow a fixed-step training program that lasts for three years,” he says.

He says new recruits have to go through `the training school’, which is six to twelve weeks of training depending on business area that they assigned to learn the theory and practical side of the job with constant evaluations. They are then assigned to a location and work with a mentor. For the first eight to nine months, they are monitored closely and then assessed before taking up any jobs independently. For a three-year period, Schlumberger will equip the technical expertise to the employees through

the fixed-step training program before they are introduced to other technical, functional or managerial roles. And the training continues throughout your career.

When asked what attitudes are needed to succeed in this industry, the first reply that came from Hatta is “hard working”. “In this industry, you need to work hard, get your hands dirty.

You need to take a proactive approach, ask questions, and see different possible solutions.

Also, you should be able to work in a team, have the ability to listen and validate what your customers want. In general, you need to have a positive attitude.”

His advice to fresh graduates is to try to do more than expected. One has to be open and think ahead to anticipate the next step of action, as well as to try to understand the big picture. He also says that employees in the company will have the satisfaction of independence. “You can take decision–making role quite soon if you do well. There is always a sense of adventure in this line,” he concludes.

careers.slb.com

85

years of

innovation >125,000 employees >140 nationalities ~ 85 countries of operation Who are we?

We are the world’s largest oilfield services company1.

Working globally—often in remote and challenging locations— we invent, design, engineer, and apply technology to help our customers find and produce oil and gas safely.

1Based on Fortune 500 ranking 2011. Copyright © 2014 Schlumberger. All rights reserved.

Who are we looking for?

We need more than 5,000 graduates to begin dynamic careers in the following domains: n Engineering, Research and Operations n Geoscience and Petrotechnical n Commercial and Business

What will you be?

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GROOMING NEXT-GENERATION LEADERs One of Malaysia’s largest property developers, Eco World, pours a considerable amount of resources in developing its young talents into well-rounded future leaders of the company.

A

By Hyma Haridas

s the Divisional General Manager for Group Talent Management at Eco World Development Group Berhad, one of the key priorities of Angelin Low’s portfolio is to ensure that the company is able to successfully attract and retain the right talents. She is constantly on the lookout for well-rounded individuals who not only have a good academic track record but also possess the right aptitude and attitude to be able to assimilate into the company’s culture.

“We look for individuals whose academic performance is consistently above average, but more importantly, an individual whose personal values are in alignment with Eco World’s values, which centre on Teamwork, Integrity and Commitment to Excellence. We believe when values are aligned and the attitude is right, there is definitely a better chance for these individuals to build a long-term career with the company. We firmly believe in ‘homegrown’ management, and as such, we put huge investments into our talent pipeline building,” says Low, who oversees the full spectrum of human resources within the company.

One of the biggest challenges many organisations face today is the integration of multigenerational workforce, which typically comprises of baby boomers (senior management), Gen X (middle and senior management) and a rapidly growing Gen Y workforce, who are quickly rising up the organisational ladder. However, most corporate structures are not in sync with the expectations and motivations of the Gen Y workforce, and as such, face immense challenges in assimilating

them into the system. Conversely, a majority of Gen Y quickly lose their drive to belong to a particular system due to a lack of avenues for personal and professional growth.

In order to ensure that the young talents who join the company are able to fit into its existing structure and culture, Eco World tailor-makes a variety of learning pathways for them depending on the job functions that they are in, according to Low. These programmes include a series

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of workshops or activities that are designed to train the new recruits in their particular job function, while at the same time providing them with a platform to network with their co-workers and supervisors.

“We have a workforce that comprises about 60 per cent Gen Y. Therefore, it is necessary for us to customise our learning and development programmes so that we can groom highpotential Gen Y talents into our next-generation leaders,” says Low, who has over 20 years of experience in the field of human resource management. “Every Gen Y who joins us will typically undergo training to acquire a variety of competencies, which amongst others include communication, teamwork and leadership.”

COMMUNICATION In order to hone communication skills, Eco World offers language classes. The Toastmasters Club was set up to reinforce learning and plays an integral role in helping its members enhance their speaking, presentation and leadership skills. Low states that this has been very well

“Through the combination of leisure and competitive sport, our employees build stronger teamwork; those who excel in sports also demonstrate better drive and resilience on the job.”

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received by Gen Y talents. “Members are required to complete 10 self-paced speaking assignments, and in the process of participating in club meetings, they get to play various roles – ranging from impromptu speaker, time keeper, and ‘feedbacker’ to chairman of the meeting – on a rotational basis. This peer-group learning has also proven to be effective as it serves as a means to build polished and self-confident professionals,” she further explains.

TEAMWORK In order to instill teamwork, Eco World organises team-building activities for its staff at least once a year. Apart from that, there are also many sports activities organised by the Sports Club that allow employees from different divisions and job functions to integrate and work together, in addition to instilling a more active lifestyle. “The Sports Club allows our Gen Y to organise and participate in regular leisure and competitive sports. Through the combination of leisure and competitive sport, our employees build stronger teamwork; those who excel in sports also demonstrate better drive and resilience on the job,” shares Low.

LEADERSHIP Additionally, the Gen Y workforce is also put through a specially designed leadership programme, which focuses on equipping them with the skills and knowledge in “Leading Self” and “Leading Others”, “Leading Business” and “Leading Change”.

“Our aim is to develop well-rounded Gen Y talents. As such, our learning and development programmes extend beyond the traditional classroom approach, by embracing more ‘action learning’ and rotational assignments,” says Low.

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HOW TO GET NOTICED AT THE JOB INTERVIEW “Preparation is key, regardless of the industry you want to venture into. Be pro-active by keeping abreast with the latest developments in the industry, especially with the employers you have earmarked. Prior knowledge about the company’s background, projects undertaken, management team, values and culture will set you apart from other candidates at the interview.”

Carmen Lim, Resourcing

WHAT GEN Y HAS TO SAY “I really enjoyed and benefited from the “Inception, Planning and Tender Process” training.

The trainer, a staff of the company, treated the programme as an open forum. We could share our views and experiences while the trainer provided insights for improvement and detailed explanation. The programme gave me a different outlook on the entire lifecycle of a project, from the inception up until the tender process. I’m looking forward to more training that will help, not only in adding to my knowledge, but also in enhancing my career path.”

Johnathan Teh, Project Planning & Development

Towards sustainability

The emergence of green technology and greater environmental awareness have created exciting new opportunities in the property industry.

A

By Hyma Haridas

lot has changed within the property industry over the years. Firstly, the quality standards and designs have significantly improved and secondly, buyers have become savvier, well informed and somewhat more sophisticated, appreciating property that suits their trendy lifestyles.

More recently, another trend has gained importance – eco developments. The property industry has to drive towards a more green and sustainable future. And Eco World is doing just that. “Our number one mission is to create world-class eco-living in all our developments. We recently created a new department, Green & Sustainability Management (GSM), which is tasked with leading and driving the implementation of green and sustainability design and practices in all our property as well as our offices,” explains Saiful Adib Abdul Munaff, Eco World’s Green & Sustainability Manager. Among the key activities of GSM is to develop and maintain the Eco World Green Standard, organise and host the Eco World Green Council, participate in the project-design process as well as promote and run green and sustainability campaigns.

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Green and sustainability may be new concepts to a lot of people but Saiful says new ideas and technologies in this area are being developed every day. “The combination of these two factors is the most interesting as well as the most challenging aspect of the job. Contesting conventional design paradigms, getting buyins on new ideas and concepts, keeping up to date with the latest products in the market, and changing established behaviours and practices are some of the fun things that we do on a daily basis,” he adds.

Saiful believes the demand for green and sustainability professionals will only increase as more companies begin to adopt this concept and as the public gets more

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informed. Graduates from any engineering or architectural backgrounds stand a good chance to build careers in green and sustainability in the property sector. “The green and sustainability profession is unique in the sense that it requires knowledge and understanding of all disciplines. To achieve a true green and sustainable development, all elements of that development – electrical, mechanical, structural and architectural – need to be sustainable, complement each other and work in harmony,” he explains.

He adds that the key to success is the willingness to learn, continuously expand one’s knowledge base, and have the passion to excel in the field.

Guide to green

Saiful Adib Abdul Munaff, Eco World’s Green & Sustainability Manager, shares how he got his start in the field.

“My journey into the green and sustainability field began out of curiosity. I graduated as an Electrical Engineer and was working in the oil and gas industry. Over the years, I began to understand and appreciate climate change, global warming and the potential impact it has on our lives. Eventually, I decided to leave the oil and gas industry for a career in green and sustainability.

It wasn’t a very popular decision. A lot of people told me that I was crazy but I was convinced that green and sustainability is the future and this is what I was interested in.

It wasn’t all that easy a switch either. I had to start from scratch, relying on the basic knowledge I had gathered through my own learning and exploring. But patience and hard work will be duly rewarded and I consider myself rewarded when I was offered to lead

the Green & Sustainability Management at Eco World. I am truly grateful for the opportunity. I get to be directly involved in creating the solutions that address climate change, help people lead better lives, and be at the forefront of new innovations in the property industry.

The trick to a successful green and sustainability strategy is to find the right balance between the environment, the economy and society. This is not easy when there are many stakeholders. In order to satisfy all parties and achieve the green and sustainability objectives at the same time, it is no more a case of choosing between X or Y; it is how we achieve X and Y. For example, how do we design the home to use less energy and at the same time be thermally comfortable and be acceptable to the buyer?” he concludes.

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Business Open for

Go behind the scenes of the upcoming mall in Damansara Uptown The Starling Mall to find out what it takes to be part of the dynamic team in charge of it.

S

ee Hoy Chan Sdn Berhad Group, a name that’s no stranger in real estate development, has come a long way with history dating back to 1963. Over the years, the group has been focused on developing niche residential and commercial projects in Petaling Jaya and Kuala Lumpur, with enduring success in Taman Paramount, Taman Bahagia, Damansara Jaya, Damansara Utama and Uptown.

The group builds on its history and experience to constantly innovate, and has even gone into developing malls to provide customers with a better lifestyle. One of its latest ventures is The Starling Mall in Damansara Uptown. Still in its building works, the five-storey mall is expected to open its doors to the neighbourhood in 2016.

By Nicolette Ng

With about 15 years of experience in the industry, Vice President Ryan Gan admits that it is not easy to run the business if one is not equipped with previous working experience, especially when building a greenfield mall like The Starling Mall. “Experience counts because firstly, the work is fast-paced and secondly, a lot of what we do is relationship-driven,” he explains. “In leasing, for example, we need people who already have relationships with brands and companies. Tenants often take up a lease based on relationships and the management of the mall plays a big role in influencing the tenant’s decision-making.”

He cites events and roadshows held at malls as another example of that which requires exact

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coordination and management skills between the mall’s management, tenants and external event organisers. The pace and nature of the work, he says, would better suit an experienced candidate with at least a year’s experience.

“Opening malls is not every business’s cup of tea. It takes time to generate revenue as you’ll probably need about two terms – about five to six years – to stabilise the mall and draw in a regular crowd of shoppers,” says Ryan.

But the job is interesting because there are opportunities to interact with people from all fields and walks of life, build relationships, stay on the edge of things that are happening, and often be at the heart of action in terms of retail, entertainment, food and beverage, and so on.

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“The job is interesting because there are opportunities to interact with people from all fields and walks of life, build relationships, stay on the edge of things that are happening, and often be at the heart of action.”

Ryan’s team gives an insider look at what is involved and opportunities that are available.

L easing According to Leasing Manager Diana Loh, her role in the project is definitely a dream job for shopaholics because she gets to design the retail experience by planning the tenant mix for the mall.

“The work involves building relationships, planning and sales and marketing. On top of that, we also need to strategise the positioning of the tenants to create the right experience that shoppers will respond to,” she says.

“The mall business is very competitive. One of the challenges of the job is to be aware of our competitors and create unique selling propositions that will attract tenants and shoppers.”

M arketing Assistant Marketing & Promotions Manager, Wee Lay See’s team takes a more visible approach in promoting the mall by organising events with tenants or external parties, and using digital media platforms, through Facebook and their official website.

“One of the opportunities available in our division is in digital and social media management. Post-launch and as things pick

up, we might consider hiring someone to manage our Facebook, website and other online presence. It will be a very hands-on role requiring good communications skills and quick response.”

F it O ut Fit Out Manager Mika Ng explains that his job involves consulting the tenants on their store design and layouts before they submit their drawings. With about 10 years of experience in construction, this mechanical engineering graduate is responsible in making sure all 150 to 200 tenants meet the design requirements and renovation deadlines to ensure a smooth opening for the mall, but his job doesn’t stop there.

When the mall opens, Mika will have to oversee the infrastructure of the mall to make sure the building is well-maintained. From fulfilling tenants’ requirements to maintaining carparks and toilets for the comfort of the shoppers, he will be the go-to handyman.

“Despite the hard work and headaches, it is satisfying to see those empty boxes being filled up and grow through every stage in terms of design, technical, fit out and operations,” he says.

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SOCIAL MEDIA & TECHNOLOGY 2015

FIVE JOBS CREATED BY

SOCIAL MEDIA

Spending hours on Facebook, Twitter and other social media may seem like a waste of time but you can actually make a career of it. Here are five jobs that have come about in recent years thanks to the proliferation of these networking platforms.

By Vivian Chong

The title: Content specialist The job Every successful social media campaign begins from having the right contents that are strategically crafted to deliver key messages and most importantly, produce the desired effect on the intended audience. There is thus a healthy demand for writers, bloggers and copywriters who are able to create engaging stories that will attract a high volume of likes and shares. Increasingly important is the need for these content creators to be SEO-savvy; SEO stands for Search Engine Optimisation, and refer to keywords or phrases that people popularly search for when they get on the Internet. A piece of content that is SEO-geared is more likely to show up in search results and therefore, boost the website’s hits or rankings.

more likely to make contact via these networks than pick up the phone or shoot off an email.

It is thus crucial for companies to not only have a social media presence but also maintain an active profile with regular and interesting postings, and have a system in place to respond quickly to any feedback. The strategist’s role is to develop all that through well-planned social media activities and campaigns, and continuously build on the company’s branding, public image and its interaction with customers.

The required skills It’s essential to possess a sharp and creative flair with words, and a familiarity with writing for different audiences. A background in journalism is most useful.

The required skills You need to have prior experience in social media marketing, a thorough understanding of how each social media platform works, and how to harness the best results from each of them.

The title: Social media strategist

The title: Community Manager

The job Platforms like Facebook, Twitter and Instagram have become integral to a company’s marketing, public relations and customer service. These days, when consumers want to find information, field a question or lodge a complaint, they are

The job The position is often confused with that of a Social Media Manager and at a glance, it does appear to be the same as both are concerned with reaching out to audiences via social media. But the monikers themselves give you

SOCIAL MEDIA & TECHNOLOGY 2015

a good idea of what differentiates one from the other: Where a Social Media Manager focuses on managing contents, a Community Manager deals with well, the community. That is, potential customers and influencers who may not have heard of or are familiar with the brand. A Community Manager develops ways to increase visibility for the company, builds relationships by moderating conversations as well as running events both online and offline.

The required skills Besides writing and social media knowledge, it is important to have the right personality. He or she needs to be fairly outgoing, enjoys meeting new people, possesses good communication skills, adaptable to situations and able to get along well with most people. Experience in public relations will come in handy for this position.

The title: App Developer The job You would think there are already enough programmes and softwares around but as technology becomes more entwined with our lives, it appears that there’s no such thing as too many apps! Each day, people are looking for faster, easier and better ways to get something done or to bridge gaps between needs. More often than not, the solution lies in apps that can be easily installed onto your computer or handily downloaded onto your mobile phones.

If you can identify that gap and come up with an app that meets that need, there is good money to be made. Pundits have estimated that by next year, consumer mobile apps will bring in over USD50 billion in revenue.

The required skills A degree in computer science or software engineering, an eye for design and familiarity with programming languages. Sound business acumen and a grasp on market trends are just as useful so you know how to make your app appealing.

The title: Security Specialist The job The position is also known as White Hat Hacker, but has nothing to do with spying or stealing secrets. It’s an Internet jargon that means

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someone who specialises in ensuring the security of a company’s information systems.

Like programmers, they manage the technical aspects of a website, focusing on finding bugs and other weaknesses in the system to prevent information leak and protect against cyber attacks. A security specialist not only designs and installs safety measures within the company’s computer network, but also needs to be constantly on their toes and be on the lookout for non-ethical hackers.

The required skills A degree in computer information systems, computer science or a related field that will equip you with the basics of programming, systems analysis and network theory. You should also be well-versed in risk management, information technology and systems security.

Want to build a career in social media?

Jessica Tan, the Social Media Community Manager at Vocanic, Asia’s largest fullservice social media marketing agency, tells us what employers look for: - Have a vibrant and go-getter attitude as well as an excellent grasp of the English language. Candidates must also have an eye for aesthetics as they are often required to design and create visuals for campaigns.

- You must have a proven interest in the digital world and a notable social media footprint. If you don’t have one yet start building one now, be it maintaining a blog, being active on social media platforms or regularly updating your LinkedIn account. You score extra brownie points if you are well-versed and active in the social media scene and its ongoings, both locally and globally.

- You must demonstrate a well-rounded understanding of the different social media platforms. Social networks may be similar in many ways but each serves a different purpose and therefore requires different strategies. It is crucial to understand the differences when coming up with campaigns for clients.

ORGANISED BY

GRADUAN ASPIRE BORNEO

CAREER

FAIR 2015 14 MARCH 2015 PULLMAN HOTEL, KUCHING

Register now at graduan.com/aspire

CAREER OPPORTUNITIES

TELECOMUNICATIONS

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TELECOMMUNICATIONS

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2015

People First, The Digi Way

Praveen Rajan, Head of Digital Services at Digi Telecommunications, talks about the Digi culture and a career in marketing in the fast-paced telecommunications industry.

By Uma D. Ravi

T

here’s unmistakable pride in his voice when Praveen Rajan speaks about Digi Telecommunications, the company he joined seven years ago. “I suppose every company talks about the lack of hierarchy and putting people first but at Digi that’s very much the way we operate. It is infused into everything we do,” says the Head of Digital Services who rose through the ranks in the marketing department to his current position.

“We believe in delegating ownership to people as a means of giving people professional freedom. For example, when I delegate a task to a member of my team, I do not micromanage him or her. I trust she is the master of her work

and trust her to manage her time and deliver the job with precision, in a timely manner. It isn’t just me; it’s how all my counterparts work.

There is a lot of genuine, mutual respect and openness here.”

The Digi headquarters certainly reflects this open culture and the company’s brand identity of ‘Let’s Inspire’. Avenues for people to engage in conversation in a casual setting are prevalent and employee exchanges can be seen throughout the ground floor. Work places are open planned without any stations. In fact, employees hot desk rather than sit in the same seats everyday. Meeting rooms are transparent, hallways open and there are plenty of nooks

TELECOMMUNICATIONS 2015

for coffee-chats. “We find that problems get solved faster, decisions are made quicker, and new inspiring ideas emerge with these chance collaborations in open spaces.

Praveen heads the Digital Services department, which is divided into five different groups: Mobile Internet, Business Development, Device Marketing, Process & Experience and Performance & Go-To Market. Together with his team, he is responsible for creating and marketing various products as part of Digi’s aim to deliver Internet For All. This includes innovations and initiatives with Google, Facebook, YouTube and more.

“My job involves a lot of figures, analysing the data, presenting these findings, creative thinking and a lot of liaising with various people, internally and externally to get the products up and going. A lot of hard but critical work is entrusted to this team,” says Praveen.

His most memorable project to date is the number-porting project championed by Digi and jointly agreed by all industry members.

The project paved the way for customers to transfer their existing numbers between mobile operators. “It made a huge impact on the industry and Digi,” he recalls fondly.

For the marketer, customer satisfaction is what drives him. “We will put our work on hold and get to the source of a service glitch and customer dissatisfaction. Many times we even skip processes to expeditiously solve the issues at hand.”

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writes a summary and then presents that information to the managers. What’s her field of study? Tourism and Hospitality!”

Attitude, rather than education, is often the determinant for a candidate being selected.

Praveen says fresh graduates joining the department or the company must be willing to learn and soak up as much as possible within the first two years. This critical time will help newbies get a good gauge of the industry and whether he or she fits in.

Speaking of his own career experience, Praveen says, “I joined the marketing department in an expert role in Pricing and Strategy. I had thought I knew everything about the industry but soon found out my previous experience in IT and my degree in Electrical Engineering didn’t quite prepare me for the fast-paced environment of the telecommunications industry!”

For the first 100 days, he focused on just understanding how the company worked.

Then in the next few years, he learned up the different disciplines in the department and explored his passion. “The organisation offers a lot of opportunities to move laterally. We are open about our people moving within divisions without moving out.

“We are always looking for that someone who brings fresh inspiration and value to the table,” he concludes.

Want to join Digi?

Praveen says his department requires talents from many different disciplines. “Our work involves looking at a lot of numbers so anyone interested in joining us must be comfortable with data analysis and be able to present the information that’s been collected in a way that makes sense to management and our colleagues. You need to be able to think outside the box and with very tight deadlines and tremendous pressure.

Praveen says one of the best ways for fresh graduates to land a position in Digi is to join its internship programme.

“Internships are great for fresh graduates because they come in with no expectations but they get to learn so much. For us, it is an opportunity to see these young talents at work, especially in regards to their attitude towards learning and we assess their fit to the existing members of the team.”

“We had a team member who came in through our internship programme. She works in in the area of performance and go-to market. She gets the reports out for all six products, goes through the numbers, analyses the information,

The company takes in 120 fresh graduates from different disciplines into their different business divisions annually.

So what are you waiting for?

Continental contributes to enhanced driving safety and global climate protection.

Continental is also an expert partner in networked automobile communication and we currently have an approximately of 178,000 employees in 49 countries.

In Malaysia, Continental forms a strong group with two tire manufacturing plants located in Petaling Jaya and Alor Setar, and an automotive part and components manufacturing plant inA Penang.

In addition to our investments in technology, innovations and future markets, A ! !

Continental in Malaysia is currently looking to recruit highly qualified talents for various departments at our 3 locations.

Are Are you you Auto-Motivated?

Auto-Motivated?

Welcome!

StartWelcome! your career now with a global high-tech player that features a distinguished human side!!

Continental Continental is among is among the leading the leading automotive automotive suppliers suppliers worldwide. worldwide.

As one As one of the of main the main he main supplier supplier of tires, of tires, brake brake systems, systems, systems systems and and components components for power for power trains trains and and chassis, chassis, chassis, instrumentation, instrumentation, infotainment infotainment solutions, solutions, vehicle vehicle electronics, electronics, and and technical technical elastomers, elastomers, stomers, Continental Continental contributes contributes to enhanced to enhanced driving driving safety safety and and global global climate climate protection. protection. otection.

Continental Continental is also is also an expert an expert partner partner in networked in networked automobile automobile communication communication and and we we and we currently currently havehave an an approximately approximately of of 178,000 178,000 employees employees in in 49 49 countries. countries. ountries.

Ready to drive with Continental?

Take the first step and submit your application to:

In Malaysia, In Malaysia, Continental Continental forms forms a strong a strong group group with with two tire two manufacturing tire manufacturing plants plants located located in in ocated in Petaling Petaling JayaJaya and and Alor Alor Setar, Setar, and and an automotive an automotive part part and and components components manufacturing manufacturing plantplant ing plant in Penang. in Penang.

In addition In addition to our to investments our investments in technology, in technology, innovations innovations and and future future markets, markets, markets, Continental in Malaysia in Malaysia is currently is currently looking looking to recruit to recruit highly highly qualified qualified talents talents for various for various r Continental various departments departments at our at 3our locations.

3 locations.

Continental Tyre PJ Malaysia Sdn Bhd No. 4,that Jalan Tandang, 46050, Petaling Jaya, Selangor, Malaysia StartStart youryour career career now now with with a global a global high-tech high-tech player player that features features a distinguished a distinguished human human uman side!! side!!

Email : recruitment@conti.my Phone : +603-77878888 Fax : +603-77835216 Ready Ready to drive to drive with with Continental?

Continental? http://www.conti-online.com

Take Take thethe first first step step and and submit submit your your application application to:to:

Continental Automotive Components Malaysia Sdn. Bhd 2455, Mk. 1, Tingkat Perusahaan 2A, elangor, Prai Industrial Estate, 13600 Prai, Penang Email : recruiting-pg@continental-corporation.com Phone : +604 3819 100 Continental Continental Components Components Malaysia Malaysia Sdn. Bhd Sdn. Bhd a Sdn. Bhd Fax Automotive : Automotive +604 3908 194 2455, 2455, Mk. 1,Mk. Tingkat 1, Tingkat Perusahaan Perusahaan 2A, 2A, Prai Industrial Prai Estate, Estate, 1360013600 Prai, Penang Prai, Penang httpIndustrial : //www.continental-corporation.com

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Continental Continental Tyre PJ Tyre Malaysia PJ Malaysia Sdn Bhd Sdn Bhd No. 4,No. Jalan 4, Jalan Tandang, Tandang, 46050, 46050, Petaling Petaling Jaya, Jaya, Selangor, Selangor, Malaysia Malaysia Malaysia EmailEmail : recruitment@conti.my : recruitment@conti.my Phone Phone : +603-77878888 : +603-77878888 Fax Fax: +603-77835216 : +603-77835216 http://www.conti-online.com http://www.conti-online.com

EmailEmail : recruiting-pg@continental-corporation.com : recruiting-pg@continental-corporation.com Phone Phone : +604: 3819 +604 100 3819 100 Fax Fax: +604: 3908 +604 194 3908 194 http : http //www.continental-corporation.com : //www.continental-corporation.com

Continental Tyre AS Malaysia Sdn Bhd No 1,Tyre Jalan Tunku Abdul Rahman,Mergong, 05710 Continental Continental AS Tyre Malaysia AS Malaysia Sdn Bhd Sdn Bhd No 1, No Jalan 1, Jalan Tunku AbdulAbdul Rahman,Mergong, Rahman,Mergong, 0571005710 Alor Star,Tunku Kedah, Malaysia Alor Star, Alor Kedah, Star, Kedah, Malaysia Malaysia Email : recruitment.cst-as@conti.my EmailEmail : recruitment.cst-as@conti.my : recruitment.cst-as@conti.my Phone Phone : +604: 740 +604 9211 740740 92119211 Phone : +604 Fax Fax : +604: 740 +6049191 740 9191 Fax www.continental.com.my : +604 740 9191 www.continental.com.my !http://!http:// !http:// www.continental.com.my

CAREER OPPORTUNITIES

TRANSPORTATION

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TRANSPORTATION 2015

KEEPING THE

COUNTRY

MOVING Tuan Haji Ahmad Nizam Mohamed Amin, the Chief Operating Officer (Kelana Jaya Line) of Rapid Rail Sdn Bhd, tells us about the challenges and highlights of working in the fast-paced transportation industry.

By Vivian Chong

TRANSPORTATION 2015

What attracted you to this line of work?

“I’ve always wanted to work in the transportation industry. My original ambition was to become a pilot but that didn’t work out, although I am still intrigued by aeroplanes. I went on to study mechanical engineering and after graduation, I joined the then Putra LRT as an engineer in the Quality Assurance & Engineering Department.

The company later became part of the Prasarana Group, which encompasses the rail as well as the bus services in Kuala Lumpur, Penang and Kuantan.”

What’s a typical day like for you?

“My main responsibilities are ensuring that the services we provide are meeting the expectations of all our stakeholders – customers, the authorities and management. It’s not just about what we do but more importantly that we have done it in a systematic way because that will determine what lies ahead, just as what we have achieved today is a culmination of what we’ve done in the past.

On a day-to-day basis, I make sure that our employees receive sufficient training to enable them to execute their responsibilities and check that there are proper SOPs in place, particularly at times of crisis or emergencies.

Another important aspect of my work is to look into strategic planning for the future, including the trends and financial matters.”

What’s the most challenging aspect of your job?

“It would have to be crisis management, which calls for quick answers and solutions. Whenever there’s a delay or breakdown, the first thing that everyone wants to know is how long it will take to get things back on track. Of course I can’t say for sure; I can only use past experiences as a guide but sometimes things turn out differently.

And it’s not just the commuters who will be

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pressing for answers; management will want updates too. After the crisis has been taken care of, a post-mortem needs to be done to identify what went wrong and how to improve our services.”

What do you do in those situations?

“On average, about 260,000 commuters take the trains daily. Things like delays tend to happen during peak hours, while I’m on my way to work, so I need to keep an eye on the road while catching up on the latest reports from my team as well as complaints that stream in via our Twitter account (@MyRapidKL).

Most people assume that it’s fully handled by our Call Centre; in reality, the operational inputs are provided directly by the operations management including myself. Our approach is to be honest and open. Instead of simply tapping out a generic answer to pacify commuters, we try to provide specific details.

If you spot bunch of spelling errors, that indicates that we were typing while driving!”

“This is no mundane industry; it’s fast moving like the trains.

Each day, you will meet different people and deal with problems that you may never have thought about or learned at university.”

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TRANSPORTATION 2015

“You must be the type who constantly looks to improve yourself, want to learn new things, and keen to find ways to make things work better or faster.”

What measures have you initiated to minimise delays?

“It used to be very difficult for me to have a good grasp of what was happening on the ground if I wasn’t in the office, as I can’t look at our display board in the control room to figure out what is the situation like and how to figure out the workaround. So I got our engineers to design a remote monitoring system that enables us to replicate the display board on our mobile phones. We only spent RM5,000 on it, but it helps us to stay on top of things.

Our front line staff are trained to deal with basic problems and during peak hours, we get our technicians to be on patrol so that in case of any technical faults, they are at hand to get them fixed quickly.”

Which part of your job do you find most satisfying or meaningful?

“I met a senior personnel from Telekom Malaysia who has a personal driver, but he prefers to take the trains as they’re efficient and reliable. That’s the kind of feedback that gives meaning to my work.

There’s also the technical side of my job I really enjoy. I like figuring out how things function and how to improve on them. For example,

triggering the train’s door chime in manual mode – it may seem like a trivial thing but it’s a highly technical feature and it gave me great satisfaction to be able to figure out how to make it work.”

Can you give us an idea of the career growth and opportunities at Rapid Rail?

“The industry is growing rapidly; we have many projects coming up that will require a large work force, from front liners to technical staff.

Currently, MRT2 is in the works while in the pipeline is a high-speed rail to Singapore and LRT3, which will connect Klang to Shah Alam and Kelana Jaya. There are also possibilities for similar railway systems to be built in other cities in Malaysia.

Our employees have the opportunity for international exposure, as we regularly send people for conferences, factory tests or secondment to overseas projects. I am also a firm supporter of the ICC (Innovative and Creative Circle) Conventions organised by Malaysia Productivity Corporation, a platform for different industries to showcase their innovations. High scorers will have the chance to compete at national or even at international levels. Our teams have won several awards and have been selected to represent the country for the conventions in Bali, Taipei and Tokyo.”

What’s the most important thing one needs to know about working in this industry?

“This is no mundane industry; it’s fast moving like the trains. Each day, you will meet different people and deal with problems that you may never have thought about or learned at university. This job requires 24/7 commitment the whole year. If you are up for a challenging job, this is it.

It is important to have the right attitude. You must be the type who constantly looks to improve yourself, want to learn new things, and keen to find ways to make things better.”

One career move.

Infinite possibilities.

At CIMB, it’s more than just a career in banking.

Whatever your background, we can help you discover yourself and find your place. With 42,000 employees serving 13.5 million customers across 18 nations, you will find abundant opportunities as you embark on a journey with us. Get a head start with ASEAN’s leading financial services franchise.

• Internship Opportunities • The Complete Banker™ Programme • CIMB Fusion Programme For more information on our graduate programmes or to apply, visit us at www.cimb.com Connect with us on www.facebook.com/cimbmalaysia

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