MBA Edge Postgraduate Studies

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Studies

POSTGRADUATE

Defining the MODERN CEO DATO’ MICHAEL TIO

PKT LOGISITICS GROUP SDN BHD

Reinventing the Hotel HOTELIER EXTR AORDINAIRE HANLEY CHEW, HOTEL INTEGR ATIONS SDN BHD

THE MAKINGS OF AN INTELLECTUAL

Professor Dr Pua Eng Chong

Professor Dr Ooi Aun Chuan

Head of Department Agricultural & Food Science

MALAYSIA MENTAL

LITERACY MOVEMENT Tun Dr Ling Liong Sik

PP17103/10/2011 (02804) 2012 Issue 8 May/June 2012 RM7.00

POSTGR ADUATE EXCELLENCE in the sciences

Conversation with Associate Professor Dr Zainal Abidin Talid

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Defining the

MODERN CEO

Dato’ Michael Tio PKT Logistics Group Sdn Bhd

Studies

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y!

all b o l g ook b e n i le b a l i a Av

A BIG THANK YOU FOR ALL THE SUPPORT! These are my lessons along the way. For more information about the book please visit www.bensonwong.com Tocontactmepleaseemail:contact@bensonwong.com

www.diesel-ebooks.com (USA)

www.mphdigital.my (Malaysia)

www.mphonline.com (Malaysia) www.bookdepository.co.uk (UK)

www.powells.com (USA)

www.borders.co.au (Australia)

www.lybrary.com (USA)

www.angusrobertson.com (Australia)

www.booksonboard.com (USA)

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The Makings of an Intellectual

Prof. Dr. Pua Eng Chong Deput y Vice Chancellor SUNWAY UNIVERSITY

Studies

POSTGRADUATE

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Studies

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POSTGR ADUATE EXCELLENCE In the sciences Associate Professor Dr Zainal Abidin Talid Universiti Putra Malaysia

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EDITOR’S NOTE

CORPORATE Managing Director: Steven Shim Office Manager: Vicky Shim Key Accounts Manager: Aniki Chen Finance Manager: Bonnie Bang Marie Curie, the two-time winner of the Nobel Prize once said: “I am among those who think that science has great beauty. A scientist in his laboratory is not only a technician: he is also a child placed before natural phenomena which impress him like a fairy tale.”

Our current issue focuses on how science is imperative in our society and the numerous career options in this field. We feature exclusive interviews with Professor Dr Pua Eng Chong, an expert in plant cell and molecular biology, plant morphogenesis in vitro, fruit ripening, regulation of ethylene and polyamnies, ocidative stress in plants and Professor Dr Ooi Aun Chuan about agro-biodiversity and agricultural science. Professor Dr Zainal Abidin Talid also talks to us about postgraduate study in the Faculty of Science at Universiti Putra Malaysia.

Professor Abu Bakar Salleh writes about how enzyme technology affects our lives and Drs Francis Ng and Peter A.C. Ooi discuss the importance of biodiversity for sustainable agriculture and food security.

powerful personal brand?” The prizes include a make over and one session of personality-style test by professional image consultant.

If you have any suggestions on what you would like to see in this magazine in relation to You might also notice our new postgraduate studies or have business segment to highlight any comments about our profiles of extraordinary people current issues, please email us – in this issue, we feature at: penerbitwawasan@gmail.

Dato’ Michael Tio and discover com. how a second generation Happy reading!

CEO transformed a trading company into a logistic giant with visionary leadership and innovative ideas and speak to Hanley Chew who gives us insights into the behindthe-scenes reality of being a hotelier.

Janet Tay

We are also happy to announce the latest MBA Edge business competition on the theme “branding” – “Personal branding is like your fingerprint. It is unique to you.

But how does one create a

EDITORIAL TEAM Senior Editor: Janet Tay Writers: Nurraihana, Mohd Amil Contributors: Dr Hendry HS Ng, Francis Ng, Peter A. C. Ooi, Abu Bakar Salleh, Dr Slyvia, Lenny Chiah, Marshall Goldsmith Photographer Tang Weng Kit, Brandon Leow Graphic Designer: Tony Lam PUBLISHER Penerbit Wawasan Nusa (M) Sdn Bhd (866716-P), Wisma Wawasan, 19-2 Jalan PJS 8/12, Dataran Mentari, Bandar Sunway, 46150 Petaling Jaya, Malaysia Tel: 603-56301802, Fax: 603-6301803, Email: info@pwn.com.my, penerbitwawasan@gmail.com Website: www.pwn.com.my PRINTER Intan Spektra Sdn Bhd 12 Jalan Vivekananda, 50470 Kuala Lumpur All rights reserved by MBA EdgeTM and its publisher. While every care has been taken, the publisher, writers, and editors will not be held liable for errors, inaccuracies or commissions.

Unsolicited material is submitted at sender’s risk. Without limiting the rights under copyright reserved above, no part of this publication may be reproduced in any form without the prior written permission of copyright owner. The scanning, uploading and distribution of this magazine via the internet or any other means without the permission of publisher is illegal by law.

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CONTENTS

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COVER STORY

BUSINESS SEGMENT

MALAYSIA MENTAL LITERACY MOVEMENT, TUN DR LING LIONG SIK, Council Chairman of Universiti Tunku Adbdul Rahman

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DATO’ MICHAEL TIO, Defining the Modern CEO. How a Second Generation CEO Transformed a Trading Company into a Logistics Giant with Visionary Leadership and Innovative Ideas.

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Reinventing the Hotel, HOTELIER EXTRAORDINAIRE, An Exclusive Conversation with HANLEY CHEW

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Burkholderia Pseudomallei: The Unbeaten Old Foe, by Dr Slyvia (Biochemistry), KLIUC

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UNIVERSITI TUNKU ABDUL RAHMAN (UTAR) HOSTS PIERS 2012, THE FIRST IN MALAYSIA

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DORSETT REGENCY, KUALA LUMPUR’S ‘SINGING’ CHEF WINS HEARTS AT GLITTERING STARS OF KL HOTELS

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THE GRADUATE CENTRE: A CENTRE DEDICATED TO LEARNING, SUNWAY UNIVERSITY

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Top Glove and UTAR sign pact for endowed chair

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The MBA EdgeTM Business Competition Season 3

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A Sharing Session with Sunway University Undergraduates, Topic: Personal Branding, by Lenny Chiah

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Expanding the Value of Coaching: Real Life Case Study, by MARSHALL GOLDSMITH

PROFILE 14

THE MAKINGS OF AN INTELLECTUAL, Professor Dr Pua Eng Chong, Deputy Vice-Chancellor (Academic), SUNWAY UNIVERSITY

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The science of generalisation in qualitative research, Dr Hendry HS Ng, Head, Victoria University MBA programme at Sunway College

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The Power of attraction & confidence is the key to Success. Interview with Evelyn Ch’ng of Emage Style Consultancy

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Interview with Professor Dr Ooi Aun Chuan, Head of Department, Agricultural & Food Science, Faculty of Science & Professorial Chair (Tan Sri Dato’ Philip Kuok Professorial Chair in Agricultural Science), UTAR

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Focusing on Agro-biodiversity in UNIVERSITI TUNKU ABDUL RAHMAN

by Francis Ng and Peter A. C. Ooi

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POSTGRADUATE EXCELLENCE in the sciences. Conversation with Associate Professor Dr Zainal Abidin Talid, Universiti Putra Malaysia

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Enzyme Technology: The basis for biotechnological development,

by Abu Bakar Salleh, Professor of Biochemistry, UPM

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COVER STORY

MALAYSIA MENTAL LITER ACY MOVEMENT TUN DR LING LIONG SIK Chairman of Malaysia Mental Literacy Movement

BACKGROUND

T

he Malaysia Mental Literacy Movement (MMLM) is the brainchild of Tun Dr Ling Liong Sik, who is also the Council Chairman of Universiti Tunku Abdul Rahman (UTAR).

It was officially registered by the Registrar of Societies under the Societies Act 1966 on 4 July 2006.

OBJECTIVES OF MMLM The objectives of MMLM are to introduce and promote various techniques and skills pertaining to the improvement of mental literacy among Malaysians.

In doing so, MMLM wishes to contribute to the development and upgrading of human capital resources which are necessary to face the challenges of the new

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millennium owing to the increasingly globalised world as envisaged by the Malaysian government. Among the activities MMLM organises are workshops, seminars, dialogues and competitions to promote the development of mental literacy such as memory skills, thinking skills and creativity among Malaysians.

These mental literacy activities provide opportunities for individuals of every level of society, be they young students or retirees, to learn ways to improve and sharpen their minds.

These activities also encourage integration and unity among different communities as they can be participated by people from all walks of life. Leveraging on

this advantage, it would be a superb platform to propel the nation to greater heights.

competitions attract several hundreds participants every year.

MMLM ACTIVITIES

• Malaysia Festival of The Mind

• Seminars / Dialogues / Workshops

Together with Universiti Tunku Abdul Rahman and Kolej Tunku Abdul Rahman, MMLM organises the Malaysia Festival of The Mind with the following event highlights:

All-round-the-year talks by distinguished speakers on matters relating to mental literacy to create awareness and develop thinking, memory and creativity skills among Malaysians of all ages.

• Mind Competitions The Mind Competitions, comprising Memory Competition and Mind Mapping Competition, are organised as a prelude to the Malaysia Festival of The Mind.

It is held on an annual basis to continuously encourage the development of memory skills among Malaysians. The

(1) Exhibition to showcase training programmes, training coursewares, books, videos, CDs, professional consultative services and other mental literacy related products.

(2) Talks by local and international speakers on Mind Creativity, Thinking Skills, Personality Profiling, Speed Reading, Mental Jigsaw Puzzle, Mind Mapping, Emotional Intelligence, Intuitive Intelligence, Feng

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Shui and other memory management tools.

2. Better organisation of thoughts;

(3) Memory skills demonstrations such as extensive visual memory and speed and range reading.

3. Enhanced concentration;

(4) Workshops such as Mind Mapping, Self-hypnosis, Mind Games and other brain exploration workshops.

(5) Mensa IQ Test and free consultation (alongside therapy) on mindrelated matters such as stress, insomnia, fear, self confidence, good habits and controlled emotions.

Benefits of Mental Literacy There are many benefits that can be obtained from increased mental literacy including: 1. Higher level of creativity

4. Effective assimilation of information.

5. Greater insights into the workings of your mind and potential for mental growth Upcoming 8th Malaysia Festival of the Mind Objectives 1. To imprint on the national consciousness the importance of mental literacy, i.e., intellectual resources for the nation’s growth, development and progress as well as the pursuit of quality life of all Malaysians.

2. To create awareness about the human mind and its unlimited potential and

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“IF YOU DON’T USE IT YOU WILL LOSE IT”, TUN DR LING

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ways of tapping into and developing one’s brainpower.

8th Festival of the Mind (Kuala Lumpur)

3. To introduce and to promote various techniques and skills pertaining to the improvement of mental literacy among Malaysians, such as memory skill creativity, thinking skill, enhancing the right brain, speed reading and creativity.

Date: 16 & 17 June 2012

The Festival includes a number of exciting talks, demonstrations and exhibitions to create awareness regarding training the brain and enhancing mental literacy.

Time: 10.00 am – 5.00 pm Venue: Tunku Abdul Rahman College, Jalan Genting Kelang, Setapak, 53300 Kuala Lumpur.

8th Festival of the Mind (Perak) Date: 23 & 24 June 2012 Time: 10.00 am – 5.00 pm Venue: Universiti Tunku Abdul Rahman, Jalan Universiti, Bandar Barat, 31900 Kampar, Perak.

Free admission to the festival, talks and workshops.

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A PERSONAL CONVERSATION WITH TUN DR LING LIONG SIK Q. Where did the idea of Mental Literacy come from?

One day, Tony Buzan was in town and wanted to have breakfast with us. When we met, he started to tell us about creativity and mind mapping.

When we are young, our creativity level may be 95%. When we are in our 30s, it will have dropped to 20%. This is because we learn very quickly the rules, restrictions, and boundaries of society. These hamper creativity and we never unlearn them.

For example, when we were in school, we used blue or black ink pens to write. Monotone ink. Slowly, we too become monotonous, boring. We need colours to brighten things up to make them interesting and exciting for us to remember and learn. We need to excite the brain. That became the genesis of the MMLM. Q. Who should be involved in the movement?

In my opinion, everyone should learn to improve their mind and improve their creativity. We are utilising perhaps 5% of the brain’s capacity. There is tremendous potential to tap into the remaining 95%. Imagine what that can contribute towards the country if everyone is utilising more of his or her brain. Anyone as young as five years old and as

old as I am should take part in the Festival of the Mind. It is free of charge and the events are open to public. You will learn a lot of skills to improve your mind. Exercise your mind because if you don’t use it, you will lose it. There are techniques even the very young can learn.

Q. You have been retired since 2003. How do you keep yourself occupied?

I exercise a lot. I enjoy playing tennis with my grandchildren. I read. I have a large collection of books. Whenever I see a book on a topic I like or think I may have to talk about, I would buy it first. I worry that when I really need the book, I wouldn’t be able to find it.

Q. What is your vision for MMLM for the next 10 years?

I believe MMLM will grow. The brain is the most important part of the body. If your brain is not growing, not stimulated, or not in active use benefiting yourself and society, what is the use of having a brain? More and more people will be interested to be a part of this movement. I invite everyone to come to the Festival of the Mind. Come and join us. There are many exciting things to see and learn. ME

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PROFILE

THE MAKINGS OF AN INTELLECTUAL

Professor Dr Pua Eng Chong Deput y Vice-Chancellor (Academic) SUNWAY UNIVERSITY

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rofessor Pua’s areas of expertise are in plant cell and molecular biology, plant morphogenesis in vitro, fruit ripening, regulation of ethylene and polyamines, oxidative stress in plants.

One of his main research interests focuses on the mechanisms that regulate plant morphogenesis in vitro, with a special interest in the role of ethylene and polyamines. He was also interested in the regulatory mechanisms of fruit ripening and senescence and explored ways to extend the shelf life of tropical fruits and vegetables by metabolic engineering.

ME Profile : The Makings of an Intellectual

Q. How did you end up in Rockefeller University?

The story of how I came to work at the Rockefeller University (RU) started when I worked as Post-doctoral Fellow at the University of Calgary, where I met Professor Chris Tan, who was the Director Designate of the Institute of Cell and Molecular Biology (IMCB), Singapore.

IMCB was the first research institute in Singapore affiliated to the National University of Singapore (NUS).

Professor Tan invited me to join IMCB, and I happily accepted the invitation, as I always wanted to return to

Malaysia. Because IMCB was under construction at that time, arrangement was made for me to work in the Plant Molecular Biology Laboratory of RU in New York, which is a world-renowned institution for research and graduate education in the biomedical sciences, chemistry, bioinformatics and physics. Q. You did research in the Rockefeller University in the United States. What are some of the work you were involved in?

I arrived at RU in 1985.

Shortly after my arrival, I quickly came to know that there were several Nobel

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Laureates working in the university. The President of RU at that time was Professor Joshua Lederberg, who was the Nobel Prize recipient in Physiology or Medicine in 1958. I was very excited and proud to be part of RU. At RU, I worked in a team comprising a group of scientists from different countries. I was responsible for one research project, whose objective was to establish a transgenic system to produce genetically transformed oilseed rape, which is one of the most important oilseed crops in the world. The ability to produce transgenic plants was important, as it could be used for genetic improvement of plants by transferring foreign genes responsible for important traits using genetic engineering. At that time, there was fierce competition among many laboratories in different countries to set up the transgenic system for oilseed rape. However, we were first succeeded in producing transgenic oilseed rape, and the research findings were subsequently published in a well-known journal Nature Biotechnology.

of every Friday at the Faculty Club, with free beer and sometime free food. This was the important platform for intellectual interactions between staff and students from all faculties in a relax manner.

In 1986, I was awarded a Rockefeller Foundation Biotechnology Career Fellowship. This Fellowship allowed me to return to RU to do research for three months per year consecutively for three years.

Q. You spent some time at the National University of Singapore. What did you do there?

Apart from working 16-18 hours daily in the lab at RU, I always enjoyed attending lectures and seminars conducted at the Caspary Auditorium, a blue-domed neighbourhood landmark.

Many enlightening lectures delivered by the Nobel Laureates and foremost scientists and thinkers in the world were highly inspiring and intellectual stimulating.

I worked in NUS for 18 years (1986-2004), which is the longest stay in one country over my 35 years living outside Malaysia. Initially, I worked as research scientist at IMCB, investigating a phenomenon in plants as to why the body cells did not behave as fertilized eggs, with respect to the latter being capable of differentiating and developing into the whole plants but not the former, although both possessed an identical genetic makeup. After a few years of investigation, my research team discovered that the ability of plant cells to give rise to whole plants was associated with ethylene, which is a gaseous hormone produced by the plant. This became my main research interest for the next 15 years, aiming at understanding the mechanism whereby plant regeneration from body cells is regulated by ethylene.

I also enjoyed very much the happy hours in the evening

Apart from research, I was also interested in teaching that

“Coming back to Malaysia was the most important decision in my life”. allowed me to have direct communication and close interactions with students.

This prompted me to make request for transferring to the former Department of Botany, NUS, and I joined the Department in 1992. The Department of Botany was later merged with the former Department of Zoology to form the Department of Biological Sciences, where I worked until 2004 before moving back to Malaysia.

During my tenure at NUS, I taught subjects in economic botany, plant biotechnology, plant molecular biology, and molecular biology of plant stress to both undergraduate, ranging from the firstyear to Honours-year, and postgraduate (MSc and PhD) students.

While my teaching load was heavy, I also engaged in research actively. I set up the Laboratory of Plant Genetic Engineering and a research team comprising Postdoctoral Fellows, PhD and MSc students, and Honours and undergraduate research students. The vigorous research activity led to the productive research output in terms of publication in international peer-reviewed journals and international conferences.

The outcome of my research work led to the invitation to serve as keynote or plenary speaker in the conferences.

I was also invited to deliver

public lectures in Singapore and research seminars in several universities and research institutions, including Peking University, Chinese Academy of Science, Academia Sinica from Taiwan, Indian Institute of Science, University of Hong Kong, and University of Malaya. I also served as Editor-in-Chief of an international peer-reviewed journal, In Vitro Cellular and Developmental BiologyPlants, for the period of 2003-2006.

Since I was a university student, I have always wanted to author books that could be used for university teaching and research. This prompted me to submit my first book proposal in 1992 to Springer, a well-known publisher in Germany for university books and research journals, but the proposal was declined. The outcome was disappointing but I was not deterred. After 10 years, the proposal was revised extensively and re-submitted to Springer in 2002. Finally, the proposal was accepted and Springer agreed to serve as publisher for the book. After two years of hard work, my first book entitled “Brassica” was published in 2004.

At NUS, I supervised 9 PhD and 7 MSc students, who had completed their study.

Currently, these former students worked as university professors, research scientists, lecturers, managing director,

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and biology teachers in Singapore, USA and China.

Q. What made you decide to come back to Malaysia?

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• • • • • • •

• • •

Born and educated in Sekinchan up to the secondary school level, and later received high school education in Klang 1969: left Malaysia for university education in Taiwan 1974: BSc, National Taiwan University, Taiwan 1979: MSc, McGill University, Canada 1983: PhD, McGill University, Canada 1983-1985: Post-doctoral Fellow, University of Calgary, Alberta, Canada.

1985-1986: Research Associate, Rockefeller University, New York, USA 1986-2004: Research Scientist, Senior Lecturer, Associate Professor, National University of Singapore, Singapore 2004-2008: Head of School of Art and Sciences, Monash University Sunway Campus, Malaysia 2009-2011: Principal cum CEO, New Era College, Malaysia 2012-present: Deputy Vice-Chancellor, Sunway University, Malaysia

In fact, I had already decided to return to Malaysia at the time when I left the country in 1969. The main reasons were to take care of my parents and to make contributions to my country, where I had received early part of my education. After living abroad (Taiwan, UK, Canada, USA and Singapore) for 35 years, I still feel strongly that no place in the world is better than home.

In order to come home, I joined NUS in 1986. As Singapore is near to Malaysia, I thought it would be easier for me to take care of my mother living in Sekinchan and also easier to get a job in Malaysia. During my stay in Singapore, I managed to visit my mother at least three times a year, but I did not realise it would be 18 years before I was offered an academic position at the Monash University Sunway Campus (MUSC) in 2004.

Nevertheless, I am very grateful to Monash University for giving me the opportunity to return home and to make contributions to Malaysia.

Q. Having worked in the United States, Singapore and now in Malaysia what do you find different and similar in these countries as far as your work is involved?

There is a striking difference about my role in the academic institutions before and after I returned to Malaysia. As a research

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scientist in Canada (University of Calgary), USA (RU) and early part of my work in Singapore (NUS), my main aim was to establish the scientific identity through vigorous research and publication.

Although I later became the faculty member in the former Department of Botany and Department of Biological Sciences in NUS, with heavy teaching load, major efforts were still devoted to research, as part of my long-term goal to establish the scientific identity. The research life was tough with tremendous pressure. In order to succeed, I needed to work long hours and very often scarificing weekend and public holidays.

These could not have been possible without strong support and understanding from my wife and the family.

In 2004, I resigned from NUS and returned to Malaysia in June to resume duty as an inaugurated Head of the School of Art and Sciences at MUSC. My main aims were to develop the Art and Science disciplines and the School, and to build an environment conducive for research. Because I had little management experience prior to joining MUSC, managing the staff and students from two distinctive disciplines in a new School became a major challenge for me. After working for four years, with strong support from the staff and former Pro Vice-Chancellor, Professor Merilyn Liddell, both disciplines developed well and expanded considerably.

As a result, the former School of Art and Sciences were separated to form the new

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School of Science and School Art and Social Science in 2008.

Because of my overwhelming administrative and management responsibilities, I did not manage to do research, but I volunteered to deliver some lectures in plant biotechnology and other subjects in undergraduate teaching. At MUSC, I had edited three books entitled Transgenic Crops IV, V and VI in a Biotechnology in Agriculture and Forestry series, published by Springer in 2007. These books have been used as reference for plant biotechnology-related research.

I left MUSC at the end of 2008 to take up an offer for the position of Principal cum CEO of the New Era College (NEC) located at Kajang. This college has been funded by the Chinese community since its inception in 1998. As a member of the community, I joined NEC with the main aim at elevating the academic profile of NEC, leading to upgrading NEC to the university college status.

However, I experienced a turbulent start for the first few months at NEC. This was caused by the carry-over fall-out from bitter disputes in 2008 between the former NEC administration and the Board of Directors from Dong Jiao Zong Higher Learning Centre Bhd Ltd, which has the ownership of NEC. The fallout clearly affected negatively teaching and learning of staff and students. It also caused a sharp decline in new student intake. As the situation was critical, it prompted me to conduct many rounds of dialogues with the staff and

Although my life has changed quite drastically compared to those years living overseas, I am very happy to be able to make contributions to higher education in Malaysia. More importantly, I was able to spend more time with my mother until she passed away last year at the age of 95. students, and meeting with the Chinese community across the country. After a few months of hard work, NEC gradually regained its excellent campus for teaching and learning, with strong support from the staff, students and the community.

The stable working environment had facilitated preparation of NEC for upgrading. With dedication and strong commitment of the staff, NEC had applied to the Ministry of Higher Education for upgrading in July 2010. As my aims in NEC were fulfilled, I left NEC at the end of 2011.

Q. In terms of biotechnology, what do you see as the development in the field in the next 5 to 10 years as far as Malaysia is concern?

To project the future development of Malaysia biotechnology, we need to understand the current status of biotechnology in this country. Malaysia became serious about biotechnology only in 2005. In 2005, the government has put in place the biotechnology-friendly policies and incentives by introducing the National Biotechnology Policy (NBP), under which Malaysia Biotechnology Corporation was formed. NBP aims at

making biotechnology as a key driver of economic growth and spearhead the country’s effort in moving into a knowledge-based economy.

The government has pursued biotechnology development vigorously for the past few years. This is evidenced from the ambitious plan to develop a 72-acre biotechnology park in Iskandar, Johor, where it can house a cluster of research centres and biotechnologyrelated companies and manufacturers. The drive has generated positive results. In 2009, biotechnology was reported to contribute 2.2% to the national Gross Domestic Product (GDP). In addition, Malaysia Biotechnology Corporation has facilitated the development of 207 BioNexus-status companies in Malaysia since 2005, with the total approved investment of RM 2.1 billion. Recently, an Indian biotechnology giant that has a 33-year history in biopharmaceutical manufacturing, Biocon Ltd, has planned to set up a RM500 million plant located at Iskandar. The plant is expected to offer 600 jobs and will be in operation in 2014.

Malaysia can provide opportunities for global participation and robust

development in the biotechnology sector, because the costs of doing business here are relatively lower. In addition, the political & financial system in Malaysia is stable, and we also have a dynamic physical and human capital infrastructure.

These factors, together with strong support from the government and attractive incentives, biotechnology development in Malaysia for the next 5-10 years will be optimistic.

Q. Would it be impossible for Malaysia to make a mark as the best place for biotech R&D? What does it take to reach that level?

Biotechnology is a fastgrowing and highly competitive industry.

Although Malaysia possesses a good potential for biotechnology development, as mentioned earlier, whether it can become a competitive hub or centre for biotechnology R&D in future depends on several factors.

Like China and Singapore, to sustain the growth of biotechnology industry, consistent and friendly policies and strong financial support and investment from the government are important. It is also crucial to develop highly-qualified manpower and infrastructure

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“It has been well recognised that biotechnology is a powerful tool that offers solutions to food scarcity, energy deficit, environmental damage, medical need and industrial pollution”.

related to biotechnology.

The development in Chinese biotechnology may be used as a model or reference for the future development of Malaysia biotechnology.

China is emerging rapidly, aiming at becoming the major global player in the biotechnology industry, although the industry has been dominated by USA and Europe for decades.

To date, biotechnology has become a strategic pillar industry in China. The Chinese government has planned to invest two trillion yuan ($308.5 billion) in science and technology development for the period of five years (20112015), with biotechnology as a top priority. The investment is expected to generate one million jobs, and making China the 3rd largest

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pharmaceutical market in the world, after USA and Japan.

Q. Do you still spend significant time on research? What are your areas of interest now?

I did not manage to do research after returning to Malaysia. This is due mainly to the change in my portfolio in the institutions, where I play a role in senior management.

However, I remain keen on publishing books related to biotechnology, which can be used as references for research. In addition to the books mentioned earlier, my latest books entitled Plant Developmental Biology – Biotechnological Perspectives vol. I & II were published in 2010 by Springer.

My main focus now is on higher education in Malaysia,

although I very much hope to publish a few biotechnology books if time permits. I became interested in the development of higher education in Malaysia after coming back to Malaysia. To date, there are 500 higher learning institutions (HLIs) in Malaysia. As Malaysia has a population of 28 million, the number of HLIs is too high. This has a constrain of resources, and overlapping or duplication of the programmes among HLIs. As a result, the quality of higher education may suffer due to the thinning effect of resources in terms of funds, students and lecturers. Likewise, the three community-funded colleges (NEC, Southern College and Han Chiang College) also encounter similar constraints.

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“In my view, Sun-U’s aspirations for the next three years are to be recognized as one the best institutions for higher learning in Malaysia, and making valuable contributions to the community and society”.

I have been calling, through the press, for consolidation of funds and resources by merging the three colleges to form a new university.

Q. As the deputy vicechancellor of Sunway University, what are the university’s aspirations for the next three years?

In my view, Sun-U’s aspirations for the next three years are to be recognised as one the best institutions for higher learning in Malaysia, and making valuable contributions to the community and society.

To realise that aspirations, major efforts need to be made to recruit high-calibre dedicated academicians and experts to elevate the quality of teaching and learning and research. Furthermore, it is equally important to diversify collaborations with academic institutions internationally, especially those from China and Taiwan.

China has been emerging rapidly and is now the second largest economy in the world.

Malaysia is aware of emerging

China and its possible impact on the country. In order to strengthen our relationship with China, Malaysia and China signed a Mutual Recognition Agreement on Higher Education last year, followed by the recent announcement that Malaysia has recognized 146 Chinese universities. This development may also lead to the recognition of degrees from Taiwan universities by Malaysia in near future.

The partnerships with China and Taiwan universities can lead to a wide range of academic collaborations with Sun-U, including the exchange of academic staff and students, joint research projects and supervision of postgraduate students, exchange of scholarly materials and information, and development of doubledegree courses. Furthermore, the collaborations may also help training graduates to be proficient in both English and Chinese languages, thereby raising the competitiveness and employability of Sun-U graduates. Producing

graduates proficient in both languages will contribute to the effort of Malaysia to attract investment from China.

Q. What is your advice for students who are interested to pursue advanced courses and research in biotechnology?

Professor Chen-Ning Yang, the Nobel Laureate in Physics, delivered a public lecture in Malaysia a few years ago, stated that the 21st Century is the Century of Biotechnology. It has been well recognised that biotechnology is a powerful tool that offers solutions to food scarcity, energy deficit, environmental damage, medical need and industrial pollution. Like China, Malaysia is an agricultural country and is rich in natural resources, offering great opportunities for biotechnology development. It is hoped that more Malaysian students can opt for biotechnology to help the country building up the critical mass for driving the development in this industry.

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The science of generalisation in qualitative research Dr Hendr y HS Ng

To date, the top 50 universities in the world with best biotechnology research are located in USA, UK, France and Canada. For those who are keen to pursue advanced study in biotechnology can select the best university of their choice using the website http://worldranking.blogspot. com/2008/12/world-top-50biotech-universities.html as reference.

Biotechnology is a discipline with intensive research. After completing the PhD degree, it is advisable to work for few years as a post-doctoral fellow or research scientist in reputable institutions

ME Profile : The Makings of an Intellectual

or biotechnology industry to gain academic and/or industrial experience before returning to Malaysia.

Coming back to Malaysia was the most important decision in my life. Although my life has changed quite drastically compared to those years living overseas, I am very happy to be able to make contributions to higher education in Malaysia. More importantly, I was able to spend more time with my mother until she passed away last year at the age of 95. ME

H

aving defined a research topic and decided on a list of hypotheses/propositions, a researcher is then busy with collecting information from research subjects to affirm or refute the hypotheses/ propositions. An instance of a research subject is the young Malaysian entrepreneurs who are sourcing their first business fund from families (Ng , Muthu & Teh 2012).

Subsequently, the results drawn are supposed to be representative of the whole population of young entrepreneurs in Malaysia.

But do the result and conclusion of a case hold true for other cases? This is the question of generalisability of empirical findings, and the topic of our discussion. By ‘empirical findings’ we mean that the findings from an inquiry that is grounded in

the world of experience and are evidence-based.

Sampling logics are often used to draw a statistically representative sample in order to obtain a certain generalisability from a population that is too large to research as a whole.

However, it is not always possible to achieve a good statistical representation because the population may be heterogeneous, and not all data (e.g., customer satisfaction and quality of service) are quantifiable.

When sampling is in doubt, any generalisation is likely to be a guessing game.

A question pertinent to our topic is whether the same results from multiple cases in a qualitative research are generalisable to the whole population of the research subjects. For lack of space,

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Figure 1 – Theoretical generalisation

Dr Hendry HS Ng, Head, Victoria University MBA programme at Sunway College may be contacted at hendryng@sunway.edu.my

Figure 2 Qualitative research based on analogous generalisation

a qualitative research is defined here as “a form of systematic empirical inquiry into meaning” (Shank 2002, p.5). A qualitative researcher tries to understand how research subjects make sense of their experience. It is typically an experimental research designed to seek answers to the ‘why’, not ‘how’ of a phenomenon through the analysis of semi or unstructured information in order to reveal a subjects’ range of behaviour and the perceptions that drive it. For example, a researcher asks a young entrepreneur about his experience of soliciting business funds from the family.

The research subjects, in the example of young Malaysian entrepreneurs, need not consist of a representative sample of a population. In fact, the experimentation

may be replicated with other subjects so as to affirm or to falsify certain propositions drawn from prior theory/ theories belonging to past researchers. Instead of generalisation from a statistical representative sample to a population, Yin (1984) suggests a replication logic to achieve certain generalisation from one case to other cases. More precisely, it is a theoretical generalisation through replication of cases. A prior theory from past research is the vehicle for theoretical generation to other cases. A saturation point is reached (refer to Figure 1) when no new finding contradicts the earlier findings.

Other researchers have extended Yin’s theoretical generalisation model.

Smaling (2003) interprets Yin’s model to be

embedded with analogical generalization based on analogous reasoning. In other words, a researcher will purposefully look for cases that are expected to give the same research results.

These analogous cases are supposed to affirm some analogical argumentations explicitly stated in the form of propositions drawn from prior theory/ theories, as illustrated in Figure 2.

In summary, statistical generalisation favoured by most quantitative researchers does not have to be the only form of generalisation for all situations. Theoretical generation using a replication logic of cases is increasingly used by qualitative researchers. In particular, analytical generalisation based on good analogical reasoning is more suitable when similar research

findings are expected from multiple cases. ME References Ng, H.S., Muthu, K. & Teh, Y.Y. (2012) “Factors influencing the sourcing of family funds by young Malaysian entrepreneurs” MBA Edge, Jan/Feb. no.6.

Shank, G. (2002) Qualitative Research: a personal skills approach. New Jersey: Merril Prentice Hall.

Smaling, A. (2003) “Inductive, analogical, and communicative generalisation”, International Journal of Qualitative Methods, vol. 2 no. 1.

Yin, R.K. (1984) Case study research: Design and methods. London: Sage.

Article : The Science of Generalisation in Qualitative Research ME

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The Power of attraction & confidence is the key to success Inter view with Evelyn Ch’ng Emage St yle Consultancy www.emagestyle.com

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velyn Ch’ng, AICI FLC is the founder and principal image consultant of Emage Style Consultancy & Emage Grooming Boutique, the author of The Power of Charm and a highly dynamic speaker and trainer. She has worked with top international corporates like Zurich, Samsung, Amway, Herbal Life, SAP, Ricoh and transformed more than 20,000 executives and entrepreneurs through her seminars and workshops all over Malaysia, Singapore, China and Taiwan. She is also the face for NTV7’s Women’s Zone 2011, columnist for Qijie & Backstage magazine and has been contributed to Sin Chew Daily, Nanyang Siang Pau, Red Tomato, Citta Bella, Her World, Cleo and many other media. Before venturing into image consulting, Evelyn was a fashion editor, stylist,

ME Interview :The Power of Attraction & Confidence is the Key to Success

TV commercial producer, scriptwriter and has been working globally to equip herself with a sense of branding and media skills.

Evelyn strongly believes that “The Power of attraction & confidence is the key to success” and her mission is “To empower every being to find their love and live their dreams!”

www.emagestyle.com, www. facebook.com/Emagestyle Q. Why is a personal or professional image important?

Because it represents your branding, the quality of the products or services that you are marketing. Imagine that you are the brand, what kind of message you project will affect people’s perceptions about your product.

Q. Is there such a thing as

one best image?

There is no just one best image that you should project but how to make it consistent or distinctive. For example the fashion designer Anna Sui has always had her bob and Tan Sri Lim Kok Wing is famous for his black attire.

Q. Image can be deceiving when it is not backed by substance.

How do we avoid this?

Yes, that’s true, when we train and coach my client on image branding, we look into three areas: ABC, which stands for Appearance, Behaviour & Communication. You need to know how to carry yourself inside out, how to bring out your best in order to have the appropriate image branding.

I would also look into the entire MEPS (mentality, emotion, physical & spiritual)

to enhance and upgrade one’s image.

Q. How does one begin to change one’s image?

We have a system to train people to know themselves.

We have a holistic system, the 5 C’s methodology for Personal Branding Coaching where we look into the areas of Clarity goal settings, refine their winning Character, bring out their Charisma, Communicate effectively and presenting with Civility, which is my combination of image and branding to help you to reach your target and enhance your total branding!

For the physical side, we use the SEASONAL COLOUR SYSTEM to help client find their energy colour to dress, how to dress according to their personality and profession by providing a PERSONALITY STYLE TEST

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and how to find the right cut by checking their BODYLINE ANALYSIS. It’s all about knowing yourself and making it a system for you to manage your image in the long term, so you won’t waste your money and time buying the wrong stuff.

Q. You provide image consultancy. What does that entail?

We provide corporate training in the topic of Power Image Branding, Business & Social Etiquette, How to brand your front liner or Customer Service Training etc, depending on the clients’ needs.

For the public, we offer a two-day Brand New You image workshop (for ladies) or Professional Presence Management (for men) every month. Within two days, we can help them transform themselves by doing all the abovementioned Seasonal Colour test, Personality Style and Bodyline Test and self-evaluation on their selfesteem and how to bring out their characters as well.

We want the participants to understand beauty is from inside out and how to maintain that for the long term. For the second day, we even have a makeup and hairstyling section and shopping exercises to execute your transformation process. For the men, we provide NLP (neurolinguistic programming) techniques to boost up your charm and enhance your communication skills by an experienced NLP coach and image consultant.

If you don’t have time to

participate in a workshop, you can engage us for Personal Coaching which guarantees your changes as we coach through a period of at least three months.

Q. Who should consider such services?

People who are in the line of sales and marketing, entrepreneurs, CEOs, investment planners, network marketers, professionals and speakers who want to be leaders in their market should consider this essential.

Q. Who are some of your clients?

I have corporate clients like Zurich, ING, CIMB, Amway, Herbal Life, Ricoh, P&G, Watson, Eu Yan Sang, McDonalds’s and many others. For personal clients, I do have some Dato’ and Datin clients or professional speakers like Carol Yip (Author of Money & You), CIMB award winner Fiona Tahir, Heidrun (German Interior Colour Coach), Datin Kuan Chu Ling, agency managers like Fredrick Wong, Sau Pheng (Allianz), celebrities such as Lee Xin Jie, Christy Chung (Hong Kong), Zhao Wei( China), Amber Chia, Elaine Daly, Jojo Struys, Rachel Tan and many others.

Q. What about a career as an image consultant? What are the requirements? What are the prospects?

It’s a very exciting and interesting career as you get to inspire, transform and empower people. If you have the desire and passion, you just need to get the certification of Train The Trainer (how to become an image consultant) from an established image consultant in the region to acquire the knowledge. We have trained over five batches of image consultants since 2009 and some of them have already started their own training or work with us as our associate consultant. Your past experience and your passion in fashion, beauty and training are equally important too.

corporation once you acquire the image consulting skill as almost all corporations need this area of soft skill training. Once you obtained the certification in this field, you have to give a lot of free talks and training to gain experience as your own case studies and sharing are powerful and important to influence others. So my advice is to learn from a master who really knows how to run this business, get mentorship from her after graduation and it will accelerate your success!! ME

Q. What is your advice to graduates entering the image consultancy field?

You can take this as a tool to enhance your credibility or presentation skills. You can choose to go into the HR or training department of a

Q. Image consultants are mostly women. Why is that so? Are there male consultants as well?

Yes, there are male image consultants, and they are more common in the US. I will also be training one male consultant this May. There are just a few in Malaysia as there might be a wrong perception that this industry is for women only.

Interview :The Power of Attraction & Confidence is the Key to Success ME

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Professor Dr Ooi Aun Chuan

Head of Department Agricultural & Food Science Facult y of Science & Professorial Chair (Tan Sri Dato’ Philip Kuok Professorial Chair in Agricultural Science), UTAR

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r Peter Aun-Chuan Ooi has a PhD from Universiti Malaya, Kuala Lumpur (1988). He was the Regional Director of the Asian Regional Center AVRDC-The World Vegetable Center, based in Bangkok (2006-2009). With 12.5 years working for the Plant Protection Division of the Department of Agriculture, MoA, Malaysia, he honed his skills and knowledge of tropical ecology. This is consolidated in his nine years working for CAB International as Scientist-in-charge in Malaysia. Using his vast experience in research, he has focused on bringing science

ME Interview : Professor Dr Ooi Aun Chuan

to resource poor farmers.

This is evident in his 11.5 years working for the Food and Agriculture Organization (FAO) of the United Nations where he enhanced his commitment to participatory farmer education. He has helped farmers empower themselves to become research partners thereby becoming more self-reliant to face arising problems. Dr Ooi has contributed a total of 225 publications, including three books on insects. In 2010, he co-edited the book entitled IPM in Vegetables: Enhancing its implementation in ricebased cropping systems.

Dr Ooi was an adjunct

lecturer at the Asian Institute of Technology for five years (2005-2009) while based in Bangkok and was responsible for Integrated Pest Management (IPM) for MSc and PhD students. In 2011, he was an adjunct professor at the National Institute of Education of Nanyang Technological University, Singapore and currently holds the Professorial Chair for agricultural science at the Universiti Tunku Abdul Rahman (UTAR).

Professor Peter talks to MBA Edge Postgraduate Studies about his field.

Q. What is Integrated Oil Palm Production?

A process whereby palm oil factory and plantation can become more efficient in both processing the palm oil as well as grow healthy palms, contributing to sustainable agriculture and profits.

Q. What is agrobiodiversity? Why should UTAR focus on this?

Agro-biodiversity is the sub-set of Biodiversity that is associated with agriculture.

In the narrow sense, agrobiodiversity covers crop plants and livestock, but in a broad sense it also covers

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“The most conspicuous evidence of pesticide resistance is in the diamondback moth on cabbages. Farmers in Cameron Highlands had to resort to use a mixture of more than five chemical pesticides with concentrations up to 10 times the recommended rates for each chemical used.�

the pollinators of crop plants, the weeds that compete with crops, the organisms that affect crops and livestock as pests and diseases, the organism that help to control those pests and diseases and the organisms that maintain soil fertility and water quality.

To be relevant, UTAR has to focus on developing and sharing knowledge of agrobiodiversity for sustainable agriculture and food security.

Q. What are the downsides of using chemical pesticides?

Very often, outbreaks of insect pests result from the

use of chemical pesticides.

Q. What is the role of education in advancing agriculture in the world?

A knowledgeable work force will ensure profitability and enhancement of food security in Malaysia as well as protect the health of consumers in the country.

Q. What evidence is there of pesticide resistance in agricultural pests?

The most conspicuous evidence of pesticide resistance is in the diamondback moth on

cabbages. This is the first agricultural pest in the world to become resistant to chemical pesticides and very often farmers in Cameron Highlands had to resort to use a mixture of more than five chemical pesticides with concentrations up to 10 times the recommended rates for each of the chemical used.

Q. What are career prospects in agriculture?

There is a big gap for agriculturists by the various agriculture industries as the country as the need for safe and healthy food soars.

This can be observed in the

drive for organic food in supermarkets.

Q. What steps need to be taken to encourage more people to study agricultural science?

To encourage more people to study agricultural science, there is a need to educate new generations of problem solvers that will address the needs of the growing population in terms of food and health. The old understanding of agriculture must give way to a better understanding of the ecology of our land. ME

Interview : Professor Dr Ooi Aun Chuan ME

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Gan Guan Joo

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tudied MBA at Universiti Tunku Abdul Rahman

Year graduated: 2011 Occupation: Relationship Manager Relationship manager of TA Investment Management Berhad. Responsible for the regional sales distribution activities in central for IUTA channel. My department and I are linked to TAIM’s funds’ key fund managers to receive and disseminate all investment information relating to how TAIM’s funds are managed.

Q. What do you consider the best takeaway value from your MBA? Be simple in everything!

Before I took up the MBA programme, I was an engineering guy who saw everything in a complicated way. After having been through all the processes in MBA, I finally realised that the essence of the programme

ME Profile : Postgraduate Students

required one to think differently and be simple in one’s actions! Be it in my career and relationship, the MBA does help me realise a lot of things!

Q. What is your advice to prospective MBA students to prepare them for the MBA?

Leong Mui Lan

S

tudied at: Universiti Tunku Abdul Rahman Year graduated: 2012

Email: muilan85@hotmail. com Name of postgraduate programme: Master of Science Occupation: Sales & Marketing Executive

First of all, you have made the right choice! However, please prepare yourself mentally and physically. This is because the MBA programme requires you to have strong stamina in meeting deadlines and high EQ to cope with the stress.

Implement strategies and take part in promoting medical devices to hospitals.

Q. Where do you see yourself in five years?

I developed myself as a better person, with better management skills (time and resources) and trained myself to be more disciplined, selfmotivated and responsible.

As a business owner.

Q. What is your motto in life?

“Everything should be made as simple as possible, but not simpler.” – Albert Einsten.

Q. What do you consider the best takeaway value from your postgraduate programme?

Q. What is your advice to prospective postgraduate students to prepare them for this programme?

Interest and commitment are important in conducting research, so get well prepared for it!

Q. Where do you see yourself in five years?

I see myself a better person in next five years and will be devoting my time and effort to build my career.

Q. What is your motto in life?

The outcome of a work is directly proportional to a person’s effort and commitment to excellence.

The right thoughts and right efforts will always bring you the right results.

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Focusing on Agro-biodiversity

in UNIVERSITI TUNKU ABDUL R AHMAN

by Francis Ng and Peter A. C. Ooi

B

iodiversity is the collective term for all life forms on earth, from microscopic bacteria to large timber trees and giant animals. Agro-biodiversity is the sub-set of biodiversity that is associated with agriculture. In a narrow sense, agro-biodiversity covers crop plants and livestock, but in a broad sense, it also covers the pollinators of crop plants, the weeds that compete with crops, the organisms that affect crops and livestock as pests and diseases, the organism that help to control those pests and diseases, and the organisms that maintain soil fertility and water quality.

Knowledge of biodiversity is important for sustainable agriculture and food security.

Introduction The huge variety of species, ranging from microscopic bacteria to large timber trees and giant animals and the almost infinite variety of

ME Article : Focusing on Agro-biodiversity

individuals that make up each species is collectively referred to as bio-diversity. Malaysia is one among the top dozen countries in the world for wealth of biodiversity. About 145 years ago, Alfred Russel Wallace confirmed this wealth of biodiversity (Wallace, 1869).

Agriculture began about 10,000 years ago when humans began to farm various species of plants and animals. The starting point may have been accidental, perhaps with discarded seeds that germinated in the rubbish dumps created by hunting and gathering nomads. Rubbish dumps may have been the first farms.

The development of farming systems has continued throughout human history, with new species co-opted from the wild from time to time in response to new or expanding human needs.

The domestication of rubber began about 100 years ago in response to the growth of the

motorcar industry. Captive farming of fish is still an ongoing process involving an increasing number of species.

Timber that used to be harvested from natural forests is now increasingly coming from timber farms.

Nature also provides immense diversity in individual variation and such variation has been exploited through selection and cloning of superior individuals. Good examples are the selection and cloning of D24, “Musang King� and other genotypes from the huge amount of individual variation found in durians. The doubling and quadrupling of yields in rubber was due to selection and multiplication of high yielding clones. Improvement in yields of oil palm had been made possible by controlled crosses between selected individual palms.

The first insight into the rich

agro-biodiversity in Malaysia was perhaps by Wood (1968) and further explained in the Memoirs of the Ecological Society of Australia (Wood, 1973). The work on the causes of outbreaks of oil palm bagworms stands today as a lesson about how to enhance sustainable agriculture taking cognizance of the rich agro-biodiversity in Malaysia. Indeed, the work of Wood in oil palm has helped Malaysia to become a leading producer of palm oil in the world.

The issue of outbreaks of rice pests, particularly the brown planthopper (BPH), is another example of a man-made crisis in Malaysia (Ooi, 2010). This paper offers evidence that an understanding of the rich agro-biodiversity in Malaysia should be the starting point for all agriculture students as education provides an opportunity for the young minds to understand the nature of

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sustainable agriculture. It is not surprising that a big focus of the agriculture course in Universiti Tunku Abdul Rahman (UTAR) is on an understanding of agro-biodiversity, starting in the first year followed by efforts to bring a better understanding of how advances made in the field of chemistry, biotechnology and molecular science can work together with agrobiodiversity to bring about sustainable agriculture in Malaysia.

bountiful without apparent limits. Hence biodiversity was taken for granted.

Agro-biodiversity for Sustainable Agriculture

Our knowledge of biodiversity is still in a state of flux and various systems have been proposed during the past 50 years for the classification of biodiversity at its most basic level, of Kingdoms. In Whittaker’s system of 1969 (Whittaker, 1969), biodiversity is divided into five Kingdoms, as follows:

Agro-biodiversity is the subset of biodiversity that covers crop plants and livestock.

In its broadest sense, it also covers all the organisms that affect agricultural production (Collete et al., 2011), including the pollinators of plants, the weeds that compete with crops, the organisms that affect crops and livestock as pests and diseases, the organisms that help to control those pests and diseases and the organisms that maintain soil fertility and water quality.

Another way to look at this subject is that offered by Shand (1997) that suggests that agro-biodiversity refers to the part of the biodiversity that feeds and nurtures people. Shand (1997) also concluded that it would be impossible to separate agro-biodiversity from human cultures that lead to sustainable agriculture.

Until recently in the tropics, forests were seemingly indestructible. Human activities such as farming and timber extraction did not permanently damage the forests, and the forests would reclaim any land that had been abandoned. Similarly, the rivers and oceans were

However, since the end of World War II, human activities have expanded to the extent that human actions have overtaken natural forces in shaping the surface of planet earth and all that live on it. On the geological time scale, we have entered a new epoch – the anthropocene – and have collectively become responsible for the future of biodiversity on earth.

•

Monera: mainly bacteria

•

Protista: mainly protozoa

•

Plantae: green plants

•

Fungi: mushrooms and related organisms

•

Animalia: animals

Each of these Kingdoms makes their own impacts on the environment and on food security.

Food Safety and Security Many of the big upheavals in history can be traced to crises in food and agriculture.

Famous examples include the collapse of the Roman Empire, the Irish potato famine, the French and Russian revolutions and the rise and fall of Chinese dynasties (Fraser and Rimas, 2010). Social unrest was caused by a breakdown of food production and distribution. Typically, food production declined due to loss of soil fertility,

temperatures getting warmer or cooler by several degrees or changes the quantity and timing of rainfall. Diseases have also wiped out crops.

Famine was a periodic event until recent times when food production capacity was multiplied several fold through genetic improvement of crops and livestock, greater mechanization, greater use of fertilizers and pesticides, and the diversion of rivers for irrigation. In the past 50 years, fewer and fewer people have been needed to produce food for the world.

As a result, by the year 2000, the number of people living in urban areas had begun to exceed those living in rural areas in almost every country.

Globally, populations have been rising steeply, yet food has been plentiful. This has produced a sense of security.

For two generations, there has not been a famine in Asia and people do not expect famines to recur.

However, food is highly perishable, and reserves cannot be stored for long, so if harvests fail simultaneously

in a few key areas, the effects could be catastrophic worldwide. The chances of this happening on a large scale are increasing with changes in the climate.

On a lower scale of danger, people are increasingly concerned over the use of pesticides and other substances in farming that leave toxic residues in food and water.

At an immediate level, the agricultural sector in Malaysia is almost fully dependent on immigrant workers. Only the managers and technical officers are local. The estate sector is finding it difficult to recruit competent graduates for managerial and technical posts. At the same time, independent farmers are ageing and few young people are willing to take up farming.

Agriculture of the future The management of agriculture and food security is ultimately the management of risk and the ideal preparation for the management of risk is to train people with the knowledge

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and skills to respond quickly and effectively. Malaysian agriculture has been shaped by researchers who were able to use biodiversity successfully at critical times.

This has involved species replacement, e.g., the replacement of coffee by rubber and rubber by oil palm, the replacement of crop varieties developed through breeding as in the case of rice and by the selection and cloning of superior individuals as in the case of clonal rubber and clonal durians. For oil palm, the solution to pollination problems was found in the introduction of pollinating weevils from Africa. All these solutions to problems were solved by using the biodiversity resources of the world. The agriculturists of the future must understand biodiversity in order to use it effectively. We cannot foretell the future, but with knowledge of biodiversity in our tool kit, we are better equipped to respond to new challenges. Biodiversity itself needs to be protected, otherwise our range of options will be progressively restricted. ME

References Collette, L., Hodgkin, T, Kassam, A., Kenmore, P., Lipper, L., Nolte, C. Stamoulis, K. and Steduto, P. 2011. Save and Grow.

(A policymaker’s guide to the sustainable intensification of smallholder crop production) Food and Agriculture Organization (FAO), Rome 102 pp.

Fraser, E. D. G. and Rimas, A. 2010. Empires of Food Feast, Famine and the Rise and Fall of Civilizations. First published in 2010 in UK by Random House, Paper back by Arrow Books in 2011.302 pp.

Ooi, P. A. C. 2010. Rice Plant Hopper Outbreaks: A man-made plague? PANAP Rice Sheets 12 pp. Pesticide Action Network Asia and Pacific, Penang.

Shand, H. 1997. Human Nature: Agricultural Biodiversity and Farm-based Food Security. Rural Advancement Foundation International (RAFI), Ottawa 94 pp.

Wallace, A. R. 1869. The Malay Archipelago (The land of the orang-utan and the bird of paradise. A narrative of the travel with studies of man and nature) First published by MacMillan & Co., UK in 1869 and subsequently reprinted in 1983 by Graham Brash (Pte) Ltd, Singapore 515 pp.

Whittaker, R.H. 1969. New concepts of kingdoms or organizms.

Evolutionary relations are better represented by new classifications than by the traditional two kingdoms. Science 163: 150–160 Wood, B. J. 1968. Pests of oil palms in Malaysia and their control.

Incorporated Society of Planters, Kuala Lumpur.

Wood, B. J. 1973. Integrated Control: a critical assessment of case histories in developing economies. In: Geier, P. W.; Clark, L. R.; Anderson, D. J.; Nix, H. A. (eds) Insects: studies in population management. Memoirs of the Ecological Society of Australia 1: 196-229

Dr Francis SP Ng is a graduate of the University of Tasmania (BSc Hons) and University of Oxford (DPhil). He is now Consulting Editor of the Journal of Tropical Forest Science and Advisor to the Malaysian Ministry of Tourism on Parks and Gardens. He developed the Secret Garden of I Utama and the Rainforest in the Mall for the 1 Utama City Corporation. Dr Ng has authored 160 papers and six books including the Manual of Tropical Fruits Seeds and Seedlings, Tropical Horticulture and Gardening, and 100 Years of Tropical Forestry Research—The Story of the Forest Research Institute Malaysia. In 1998 he was elected Fellow of the Academy of Sciences Malaysia. In 2009 he received the international David Fulbright Medal for Botanical Exploration, in Miami, USA.

ME Article : Focusing on Agro-biodiversity

Dr Peter Aun-Chuan Ooi has a PhD from Universiti Malaya, Kuala Lumpur (1988). He was the Regional Director of the Asian Regional Center AVRDC-The World Vegetable Center, based in Bangkok (2006-2009). Dr Ooi has contributed a total of 225 publications, including three books on insects. In 2010, he co-edited the book entitled IPM in Vegetables: Enhancing its implementation in rice-based cropping systems. He was an adjunct lecturer at the Asian Institute of Technology for five years (2005-2009) while based in Bangkok and was responsible for Integrated Pest Management (IPM) for MSc and PhD students. In 2011, he was an adjunct professor at the National Institute of Education of Nanyang Technological University, Singapore and currently holds the Professorial Chair for agricultural science at the UTAR.

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Studies

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36 Factors Influencing Sourcing of Family Funds by Young Malaysian Entrepreneurs

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Wan Jing Ying

S

tudied MBA at: Universiti Tunku Abdul Rahman

Year graduated: 2011 Occupation: Banker From year 2009 to March 2012, I was in the field of Customer Relationship Management i.e., identifying customers’ needs based on historical banking behaviour and transactions to offer the most suitable product and/or services to the right customer at the right time via the right channel. This is an interesting and the most popular subject in the industry. I found myself falling in love with it.

Due to personal reasons, I am now in the bank’s sales team, in particular promoting Unit Trust to the right customers.

Q. What do you consider the best takeaway value from your MBA? For a person with a nonbusiness background and a fresh graduate without work experience like me, the MBA has equipped me with the fundamental business knowledge and skills that I needed to start my journey in the industry.

ME Profile : Postgraduate Students

Q. What is your advice to prospective MBA student to prepare them for the MBA? For fresh graduates, especially those who are not from business backgrounds, to be mentally prepared to take up the challenge as MBA is not as easy as ABC; for those with work experience, be prepared to enjoy the interesting classes and find opportunities to widen your network and probably increase business opportunities.

Q. Where do you see yourself in five years?

I see myself in a senior position, having more responsibilities, coaching other employees and managing people to achieve the bank’s goal.

Q. What is your motto in life?

No pain, no gain. I strongly believe that there’s no such thing as a free lunch, efforts will be paid off!

Chew Yih Lam

S

tudied MBA at: Universiti Tunku Abdul Rahman

Year graduated: 2012 Occupation: Purchasing Officer • To manage and control the vendors by monitoring their quality,delivery, and service • To negotiate with vendor to get the best price from vendor for the existing product or new product.

• To ensure supplier delivers and supplies on time to avoid production line stop and affect production efficiency.

Q. What do you consider the best takeaway value from your MBA? To practise the business philosophy and theory in a social environment. I also expanded my network to cooperate with different people from different levels of society. I was also able to improve my knowledge by exploring global views and mindsets.

Q. What is your advice to prospective MBA student to prepare them for the MBA?

To prepare for the MBA, you must clearly define the target you wish to achieve from the course. You can only motivate yourself to overcome challenges with proper objectives. A good learning is also important.

Q. Where do you see yourself in five years?

I foresee things to be more challenging in the next five years. I believe the MBA will increase my competitiveness and prepare me for the future.

Q. What is your motto in life?

Always be prepared.

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Lee Sze Fang

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niversity: Kuala Lumpur Infrastructure University College (KLIUC)

Occupation: Programmer Email: szefang_5036@yahoo. com.sg Job Description: i. Define and analyse user requirements. ii. Design workable and effective system processing methods. iii. Develop applications based on system designs.

survey data. xi. Involved in report preparation.

Why made you want to pursue postgraduate studies?

I realised that something was still lacking in my life and it’s never too late to learn something new. Learning is a continuous process in life and it will never end.

Thus, I decided to obtain my MBA in order to achieve the following objectives:

iv. Implement system at user’s place.

i. To acquire further qualification and deepen my knowledge.

v. Provide system support such as conducting training for end users.

ii. To move to the next level from where I am now.

vi. Produce documentation for the developed application.

iii. To acquire skills which lead to a strategic work in business world.

vii. Enhance existing application. viii. Responsible for developing Windows-based applications. ix. Involved in developing pavement management system. x. Involved in processing

ME Profile : Postgraduate Students

iv. To obtain a competitive advantage as to prepare for a bright and successful future. v. To prepare myself as an applicant for a PhD programme.

What inspires you?

To be an idol for my child.

Logesvari Saniasy

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niversity: Kuala Lumpur Infrastructure University College (KLIUC)

Occupation: Account Executive, KLIUC Email: reshu_venia@yahoo. com Brief Job Description: Involved in bursary unit activities/tasks Q. Why made you want to study for an MBA? I believe MBA is one of those courses that will help us move ahead in our careers.

Since I started attending MBA lectures, I’ve learnt many new ideas from the lecturers and my course mates. Having an MBA is not a criterion to succeed in life but what’s important is the will and strength to achieve your goals.

The MBA course serves as a form of personal development for an individual. To be frank, completing MBA will be one of the challenges in my life, as I am pursuing it part-time and it’s new for me to try to

balance my work with my studies. I have always wanted to pursue higher education and my parents always say, “there is no age limit for education”.

Q. What inspires you?

My parents are my inspiration.

They have sacrificed a lot for us.

Q. What is your motto in life?

“Honesty is the first chapter of the book of wisdom. ~Thomas Jefferson”

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POSTGR ADUATE EXCELLENCE In the sciences

Conversation with Associate Professor Dr Zainal Abidin Talid Universiti Putra Malaysia

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ainal Abidin Talib was awarded a Bachelors of Science in Physics from Southern Illinois University in 1982. He was offered the young lecturer scheme from Universiti Pertanian Malaysia and was offered to do his Masters and a PhD. He graduated with his Masters’ degree in Physics in 1984 and PhD in Molecular Science specialising in Gaseous Electronic and Mass Spectrometry in 1991 at Southern Illinois University.

He came back and started life as a lecturer at UPM in 1991. He was appointed the Head of Physics Department in 2002 and Deputy Dean of Academic in 2006. He went on sabbatical the following year and was reappointed as the Head of Department upon the completion of

his sabbatical and was later appointed the Deputy Dean (Development and Finance) in February 2009, Deputy Dean (Research and Postgraduate Studies) in 2010 and later Dean of Faculty of Science in October, 2011. He was awarded the “Anugerah Khidmat Cemerlang” in 1999 and 2004, and Fellowship Naib Canselor 2008 (Pengajaran). His services are not only limited to the faculty but also to other government agencies and several non-profit organisations.

He serves as the Chief Examiner, examination paper assessor and a member of the Curriculum Review Committee for Malaysian Higher School Certificate Examination for physics.

He is a life member of the Malaysian Solid State Science

and Technology Society and has been the treasurer since 2004 and the technical editor for Journal of Solid State Science and Technology. He is also a member of Sigma Pi Sigma, a society for Honours Physics Students in USA. Q. What make the Faculty of Science strong?

It is one of the best groups of people here with 26 professors, 21 associate professors and 45 senior lecturers. The human factor is important. We have quality professors and students, very highly educated and highly motivated. Our CDPA is over 3.0.

UPM’s research output contribution is considerable and done very well. The faculty plays a major role in maintaining the RU status in

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“The key is to provide a conducive environment for academicians to thrive in. We give them space and academic freedom to excel�.

terms of research output. The faculty spends a considerable amount on equipments and tools necessary to conduct research and to enable highquality research.

Q. How do you attract high calibre scholars and professors to UPM? The key is to provide a conducive environment for academicians to thrive in.

We give them space and academic freedom to excel.

Q. How does a postgraduate student find a suitable supervisor?

In terms of procedure, the

ME Conversations :

Professor Dr Zainal Abidin Talid

student must know what he/ she wants to do. Then look at our website to find out whether the faculty is offering the subject areas he/she is interested in. Then identify the professors involved in these areas and contact the professors directly for further exploration and subsequently fill in the form from our website with the specific professor as the supervisor.

The other way is to specify in detail the subject areas and topic and the university will assign a suitable professor.

Once approved, the appointment letter will be issued within a month.

Q. Are there any scholarships or grants for postgraduate study?

As a research university, we have extra grants. We use this grant to create a Graduate Research Fellow. GRF issues grants for Masters and PhD students who qualify for the normal duration of the programme. There is also the MyPHD and MyMaster grant under the MoHE. Postgraduate study requires grants to conduct research, to cover cost of consumables used in experiments and to cover the cost of attending conferences.

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“Postgraduate study requires grants to conduct research, to cover cost of consumables used in experiments and to cover the cost of attending conferences�.

Q. What are the English language and Bahasa Malaysia language requirements for postgraduate students?

For local undergraduates, we do not stipulate a minimum requirement. For international students from non-English speaking countries, we require an ELTS of 6.0 or TOEFL of 5.50. We strongly encourage students to write their thesis in English.

Q. What is the average duration of postgraduate degrees?

For Masters level, the average is four semesters. For doctorate level, the average is eight semesters.

Q. How do you monitor the progress of postgraduate students?

Internet Graduate Information

System (IGINS) is a robust system to monitor the students’ progress reports submitted every semester and the interactions between the supervisors and their students. Both students and lecturers use this portal actively. An evaluation process is in place to assess progress. Assignment and endorsement of courses by supervisors and discussions are carried out within the IGINS between supervisors and students.

Q. Do students work alone or in a community?

combination of working alone and working in a group.

Q. What are some popular areas in science at postgraduate level?

We offer postgraduate courses in mathematics, biology, chemistry and physics. Our popular enrolment is in chemistry because chemistry is a very broad subject that permeates all facets of our daily lives including biochemistry, pharmacology, cosmetics, and many other areas. ME

Students are supervised individually. In our weekly meetings, the supervisors engage a group of students and require them to share findings and problems. This allows for cross sharing of ideas and brainstorming for solutions. This is a good

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Enzyme Technology

The basis for biotechnological development DATO’ Abu Bakar Salleh Professor of Biochemistry Facult y of Biotechnology & Biomolecular Sciences

A model of lipase from Geobacillus zalihae Strain T1, the first protein crystallized in Malaysia and recrystallised under microgravity during the flight of the first Malaysian in space

Universiti Putra Malaysia

B

iotechnology is the utilization of bioprocesses to obtain useful products or services.

When we say bioprocesses, inevitably we are talking about enzymes. Be in fermentation or molecular biology, the objective is to enhance catalytic activity or metabolic reactions, as such we cannot ignore the fact that ultimately we have to study and understand how an enzyme functions, and subsequently apply and control its reaction to acquire the product in demand.

Search for Enzymes Enzymes are the most remarkable molecules because of their catalytic power and their extraordinary specificity. Our focus has been on reactions that produced oil based, added value products through enzymatic processing.

Enzymes related to oleochemical processing have been acquired via natural screening from the environment. In our laboratory, a number of proteases and lipases have been isolated. The enzymes were purified and characterized to assess its

ME Article :

Enzyme Technology

ability to withstand varied reaction conditions and a variety of reactions. We have isolated enzymes that can withstand high temperature and we have found enzymes that are tolerant to organic solvents (Salleh, et al., 2006) Enhancement of enzyme yield Enzyme production can be optimised and scaled up (Ebrahimpour, 2008). In addition, molecular biology approaches can be adopted to further enhance enzyme production. A number of enzyme genes has been isolated and cloned, and expressed with enhanced yield. For example, Leow, et al. (2004) has succesfully cloned an expressed lipase gene from Geobacillus sp.

Strain T1 whereas Baharum, et al. (2010) and Ebrahimpour, et al. (2011) obtained similar achievement with lipase from Pseudomonas aeroginosa S5 and Geobacillus sp. Strain ARM respectively. Proteases, notably from Bacillus stearothermopilus F1, and Pseudomonas aeroginosa strain 115b have been cloned and expressed (Zhibiao et al.

2003, Rahman, et al. 2007).

Lately, we have been looking

at yeasts as the host for enzyme production (Oslan, et al. 2012) Designing enzymes Interestingly, it may be possible to design enzyme for specific purposes.

Initially we have derivitised enzymes by attaching them to insoluble matrices, a process referred to as enzyme immobilization (Salleh, et al. 1991., Zaidan, et al. 2011).

Through immobilization, enzyme was found to be more stable and of greater interest as immobilised enzymes can be recycled, an important criterion for commercial application. Later on, we modified proteins by chemically attaching hydrophobic groups onto specific amino acids (Salleh, et al. 2002; Cheong, et al.

2011). The modified enzymes became more soluble and tolerant to organic solvents and exhibited higher esterification activities.

However, through bioinformatics and molecular biology we can identify specific domains and amino acids that determine the structural conformation and stability, and more importantly catalytic activity

and specificity. Through molecular modeling we have been able to simulate the structure of a number of lipases and proteases either by comparative (homology) modeling, fold recognition or ab-initio prediction.

Based on structural studies, it would be possible to engineer a specific mutant that produces a protein with specific characteristics.

Some of these proteins have been crystallized and the structure validated through X-ray crystallography (Khusaini, et al. 2011) Molecular modeling via molecular dynamic simulation facilitates identification of binding/ active sites and critical points on the protein structure. By selecting and substituting specific amino acids, the structure of these macromolecules maybe altered through rational design. Improved characteristics of the proteins, such as enhanced stability, altered specificity and activity may be developed (Ruslan, et al. 2011) High value added products Green chemistry is a requirement for future

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“We cannot ignore the fact that ultimately we have to study and understand how an enzyme functions and subsequently apply and control its reaction to acquire the product in demand”.

References Baharum, S. N., Rahman, R. N. Z. R. A., Basri, M. and. Salleh, A. B (2010).

Chaperone-dependent gene expression of organic solventtolerant lipase from Pseudomonas aeruginosa strain S5. Process Biochemistry 45 (3), pp. 346-354 Basri, M., Soo, E. L. and Salleh, A. B. (2005) Specialty Esters: Alternative Green Synthesis process, UPM Press, Serdang

Dato’ Abu Bakar Salleh processing. Using enzymes and natural bioresources in processing would certainly fit into the environmentalfriendly agenda. Palmbased wax esters can be synthesized enzymatically.

Wax esters are important in cosmetic industry. Wax esters can also be formulated as highly effective cleansers, and moisturizers for skin and hair, and with the right component be turned into superior lubricants for machines and engines.

Wax esters functionalized with hydroxyl group show interesting surface active properties and can be used as plasticizers and chemical intermediates.

Amino acid esters can also be enzymatically synthesized with antimicrobial that has surface active, biocompatible surfactant properties, which is useful in application requiring biological contact. Meanwhile kojic acid, primarily used as skin lightener, is a starting material for a few important drugs. Kojic acid can be enzymatically esterified to attain greater hydrophobicity that is a required property in

the formulation of cosmetic, pharmaceutical and certain food products. Use of enzyme in chiral resolution, is of course, essential, especially in the development of drugs, agrochemicals, flaorus and fragrances. We have utilized lipases to separate racemic mixtures through direct esterification. Enzymtic synthesis of these valueadded esters was expounded

by Basri, et al. (2005).

The future for enzyme technology is limitless. Call it enzyme design, or metabolic engineering, the scope for discovery and innovation is potentially immeasurable. To follow up the green agenda, we develop cell factories, we coin system biology and we preposition synthetic biology.

But ultimately, we know it boils down to understanding how enzyme functions and controlling its reaction. ME

Ebrahimpour, A., Rahman, R. N. Z. R. A., Ch’ng, H. E., Basri, M. and Salleh, A. B. (2008) A modeling study by response surface methodology and artificial neural network on culture parameters optimization for thermostable lipase production from a newly isolated thermophilic bacterium, Geobacillus stearothermophilus strain ARM. BMC Biotechnology 8:96 Ebrahimpour, A., Rahman, R. N. Z., Basri, M. and Salleh, A. B., (2011) High level expression and characterization of a novel thermostable, organic solvent tolerant, 1,3-regioselective lipase from Geobacillus sp. Strain ARM, Bioresource Technology 102, 6972–6981 Cheong, K.W., Leow, T.C., Rahman, R.N.Z.R.A., Basri, M., Rahman,M.B.A.,Salleh,A.B.(2011) Reductive Alkylation Causes the Formation of a Molten GlobuleLike Intermediate Structure in Geobacillus zalihae strain T1 Thermostable Lipase, Applied Biochemistry and Biotechnology 164 (3), 362-375 Khusaini, M.S., Rahman, R.N.Z.R.A., Mohamad Ali, M.S., Leow, T.C., Basri, M., Salleh, A.B. (2011) Crystallization and preliminary X-ray crystallographic analysis of a thermostable organic solventtolerant lipase from Bacillus sp. strain 42 Acta Crystallographica Section F: Structural Biology and Crystallization Communications, 67 (3), 401 – 403 Leow, T. C., Rahman, R. N. Z. A., Razak, C. N. A., Basri, M. and Salleh, A. B. (2004) High level expression of thermostable lipase from Geobacillus sp. Strain T1. Bioscience, Biotechnology, and Biochemistry, 68(1), 96-103

Oslan, S. N., Salleh,A.B., Rahman, R.N.Z.R.A., Basri, M.,and Adam Leow T. C. (2012) Locally isolated yeasts from Malaysia: Identification, phylogenetic study and 1 characterization, Acta Biochimica Polinica (in press) Rahman, R. N. Z. R. A., Muhamad, S., Salleh, A. B., and Basri, M. (2007).

A New Organic Solvent Tolerant Protease from Bacillus pumilus 115b. Journal of Industrial Microbiology and Biotechnology.

34: 509–517 Ruslan, R., Rahman, R.N.Z.R.A., Thean Chor Leow, Mohamad Ali , M. S., Basri, M., and Salleh, A. B. (2012) Improvement of Thermal Stability via Outer-Loop Ion Pair Interaction of Mutated T1 Lipase from Geobacillus zalihae Strain T1, International Journal of Molecular Sciences, 13(1), 943-960 Salleh, A.B., W.M.Z. Wan Yunus, K. Ampon, C.N.A. Razak and M. Basri (1991). Lipase immobilised onto Amberlite XAD-7 for hydrolysis of oil. Asean Journal of Science Technology for Development , 8(2), 87-93.

Salleh, A. B., Basri, M., M. Taib, Jasmani, H., Rahman, R. N. Z. A., Rahman, M. B. A. and Razak C. N. A. (2002) Modified enzymes for reactions in organic solvents. Applied Biochemistry & Biotechnology 102-103, 349-357 Salleh, A. B., Rahman, R. N. Z. anjd Basri, M. (2006) New lipases and Proteases, Nova Science Publisher, Inc. New York, Zaidan, U.H., Rahman, M.B.A., Othman, S.S., Basri, M., Abdulmalek, E., Rahman, R.N.Z.R.A., Salleh, A.B.(2011) Kinetic behaviour of free lipase and mica-based immobilized lipase catalyzing the synthesis of sugar esters, Bioscience, Biotechnology and Biochemistry 75 (8), pp.

1446-1450 Zhibiao Fu, Hamid, S. A., Razak, C. N. A. Basri, M., A. B., Abd. Rahman, R. N. Z, (2003) Secretory expression in Escherichia coli and single step purification of a heat-stable alkaline protease.

Protein Expression & Purification, 28, 63 - 68

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Chang Sui Kiat

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hD student (Nutritional Sciences)

University: Universiti Putra Malaysia Email: suikiatchang@gmail. com My work in nutritional sciences focuses on learning advance laboratory methods applied in current issues in food chemistry, nutritional biochemistry and food safety where I have to acquire competency in critique of publications, manuscript preparation and seminar/ academic presentations.

I am also a community nutritionist who works part time in various events and community settings, giving nutritional advice to the public and nutritional talks to educate the public on how to live healthily.

Q. Why made you want to pursue postgraduate studies?

I have always enjoyed studying in my own field, nutritional sciences, and it was

not enough for me even after I finished my undergraduate studies. My studies helped me to switch to a new career as the knowledge acquired helped me to be competent in the new discipline. I would also like to share my skills and expertise with future generations.

Q. What inspires you?

My actions in doing things.

I believe that inspiration seldom generates action but only action will generate inspiration and hence, we should not wait for inspiration to start anything thing. It is not knowing what to do but doing what we know.

Q. What is your favourite Quote?

“Stay hungry, Stay foolish.”

Mustapha Umar Imam

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hD Student University: Universiti Putra Malaysia

Email: mustyimam@hotmail. com In my line of work, I use molecular diagnostic techniques to study the effects of dietary components and functional foods on health promotion and disease prevention (Nutrigenomics). Specifically, I study Nutrigenomics of a special variety of rice called germinated brown rice (GBR) on type 2 diabetes, trying to determine its effects as opposed to the more commonly consumed white rice (WR) on the disease. Since WR is now linked to development and worsening of type 2 diabetes, it is imperative for rice eating populations of Asia and Africa to get healthier alternatives in order to curb the rising incidence of the disease. This is an issue I have passionately been trying to address with my research.

Why made you want to pursue postgraduate studies?

ME Profile : Postgraduate Students

My deeply ingrained interest in postgraduate studies on molecular medicine was conceived right from early medical school days when I was exposed to the stark reality of the interplay between diseases and their molecular basis. This, coupled with my zeal for research studies, inspired me to pursue broader concepts related to applications of molecular medicine. Then, I became greatly enthralled to further my study in an area that will have the most impact on human health (Molecular medicine).

What inspires you?

I take my inspiration from Islam for being a complete guide for all aspects of my life, and from nature because it teaches me that everything in life is beautifully planned to go a certain way with multiple routes to an endpoint. At the end, our will, conscience and efforts determine which route we take to the endpoint.

Q. What is your favourite Quote?

“Sometimes life is gonna hit you in the head with a brick.

Don’t lose faith” – Steve Jobs

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Burkholderia Pseudomallei The Unbeaten Old Foe

By Dr Slyvia (Biochemistry), KLIUC

B

urkholderia pseudomallei was firstly identified by Whitmore and Krishnaswami in 1911.

This bacterium, a Gram negative soil saprophyte, is the causative agent of melioidosis. In the past decade, melioidosis has been recognised as the main cause of human mortality and morbidity, especially in the tropics. This disease is endemic in Southeast Asia and Northern Australia, and it accounts for 20 to 30 per cent of deaths associated with bacterial septicaemia.

In Malaysia, melioidosis cases have been reported in various parts of the country, including Pahang, Johor Bharu and Kuala Lumpur. A study conducted by Hassan et al., shown that in year 2005 to 2008, a total of 16.35 melioidosis cases for every 100,000 individual per year has been reported in Alor Setar, Kedah. The possibility of re-emergence of melioidosis in Malaysia was recently highlighted by an outbreak in Maran, Pahang in 2010. In the

other parts of the world, an increase in number of cases was observed in China, Hong Kong, Taiwan, Southern India, Brunei and Laos. Sporadic cases were also reported in Middle East, middle and Southern America, the Pacific, Western and Eastern Africa and the Caribbean.

Melioidosis is acquired through cutaneous inoculation, inhalation and aspiration of B. pseudomallei contaminated environment, though the relative contribution of each in the transmission of the disease remains unknown. The clinical presentations of melioidosis cover a broad spectrum ranging from asymptomatic, acute septicaemia, pneumonia to skin and soft tissue infections being the commonest manifestation.

Currently, the isolation of B. pseudomallei from bodily fluid or samples remains the gold standard in diagnosis and requires the use of selective media. Its main drawback is time consuming

and might be too late for successful management, as a high percentage of patients admitted for acute septicaemia die within 24 to 48 hours after admission.

Speed of diagnosis is important where cases of suspected bacterial sepsis may be treated with empiric antibiotic regimens that do not provide adequate cover for melioidosis and thus resulting in the patients’ death.

B. pseudomallei is resistant towards a variety of antibiotics, including gentamicin, streptomycin, penicillin, ampicillin, first and second generations of cephalosporin. The current treatment recommendations for melioidosis are parenteral ceftazidime or a carbapenem for 10 to 14 days or longer, followed by oral trimethoprimsulfamethoxazole (TMP-SMX) with doxycycline for at least 12 to 20 weeks. Longterm antibiotic treatment or therapy is essential in

eliminating B. pseudomallei’s infection and to prevent relapses and recurrences.

Despite being recognised for more than 100 years, there is still a lack of information pertaining to disease progression and management. To date, there is no vaccine that has been reported to be effective in controlling this disease. A number of putative vaccine candidates have been studied, which include flagellin protein, lipopolysaccharide, polysaccharide capsule and outer membrane proteins, but none were tested and verified clinically. More research into elucidating the pathogen’s behaviour during infection and discovering novel early preventive and adjunctive therapy is needed to ensure that B. pseudomallei doesn’t remain as the unbeaten old foe. ME

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The Guru Guide

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Rank them.

Tell us why.

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• Makeapersonalselectofyourtopthree managementgurusyouconsiderasthe greatest of all times.

• Rank them 1,2,3.

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• Wewillfeatureyouandyourselections in our magazine!

• emailyourentrybefore15June2012to penerbitwawasan@gmail.com.

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RESOURCES Borders Malaysia offers a wide selection of books, magazines, educational toys and gifts.

The first Borders store opened its doors for business in 2005 at Berjaya Times Square, Kuala Lumpur. Today, there are six Borders stores, located at The Curve, Mutiara Damansara; The Gardens, Mid Valley City; Tropicana City Mall, Petaling Jaya; Bangsar Village II, Bangsar and Queensbay Mall, Penang.

BUSINESS Wide Lens by Ron Adner, RM81.50 The Advantage by Patrick Lencioni, RM79.00 The Apple Experience by Carmine Gallo, RM90.00 Warren Buffett Stock Portfolio by Mary Buffett, RM94.90 Inside Coca-Cola by Neville Isdell, RM52.90 SCIENCE The Hidden Reality by Brian Greene, RM54.95 Evolution: The Human Story by Dr Alice Roberts, RM99.95 Maphead by Ken Jennings, RM92.50 Climate Wars by Gwynne Dyer, RM57.95 Physics of the Future by Kaku Michio, RM49.95

Borders the Curve Lot G16, Ground Floor, The Curve No.6, Jalan PJU 7/3, Mutiara Damansara, 47800 Petaling Jaya Phone No: 603-77259303

Borders the Gardens Mall Lot T-216B, Third Floor, The Gardens, Mid Valley City, Lingkaran Syed Putra, 59200 Kuala Lumpur.

Phone No: 603-22874530

Borders Berjaya Times Square LG – 11, 12 & 13, Lower Ground Floor, West Wing, Berjaya Times Square, No.1, Jalan Imbi, 55100 Kuala Lumpur Phone No: 603-21410288

Borders Queensbay, Penang 1F-93 & 1F-93A, Queensbay Mall, 100, Persiaran Bayan Lepas, 11900 Bayan Lepas, Pulau Pinang.

Phone No: 604-6468758

Borders Tropicana City Mall Lot L1-39 & 46-47, 1st Floor Tropicana City Mall, No.3, Jalan SS 20/27, 47100 Petaling Jaya Phone No: 603-77279203

Borders Bangsar Village II No.2F – 36,37 & 38, 2nd Floor, Bangsar Village II, No. 2, Jalan Telawi Satu, Bangsar Baru, 59100 Kuala Lumpur Phone No: 603-22881812

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HAPPENINGS UNIVERSITI TUNKU ABDUL RAHMAN (UTAR) HOSTS PIERS 2012, THE FIRST IN MALAYSIA

Prof Faidz (seventh from left), Prof Chuah (ninth from left), Prof Ewe (fourth from right) and the attendees of the Business Lunch Meeting at the symposium

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niversiti Tunku Abdul Rahman (UTAR) hosted the 31st Progress in Electromagnetics Research Symposium (PIERS), which was held for the first time in Malaysia, at a Sunway Resort Hotel & Spa in Petaling Jaya from 27 to 30 March 2012.

UTAR successfully brought the symposium, considered as the most prestigious for researchers in the electromagnetics field, to the country after it had been held 30 times in many countries around the world.

“UTAR is indeed glad and feels honoured to be given the opportunity to host the first ever prestigious PIERS in Malaysia,” said UTAR President

Ir Professor Academician Dato’ Dr Chuah Hean Teik, who is also PIERS 2012 Kuala Lumpur General Chairman, adding that the symposium has attracted slightly more than 600 participants and presenters from 50 countries.

PIERS 2012 Kuala Lumpur, the name adopted for the 31st PIERS, offered more than food for thoughts to the participants. Sumptuous local food served in a ballroom livened by live performances of songs, music and dances in a banquet dinner held at the hotel on 29 March 2012 was also part of the ingredients of the otherwise serious academic and scholarly meeting of like minds to share

ideas and gain knowledge from electromagnetics research.

Studies and Research (IPSR), and representatives of the symposium sponsors.

Minister of Tourism Dato’ Sri Dr Ng Yen Yen graced the banquet dinner as the guest of honour. Also present at the dinner were PIERS Chairman Professor Leung Tsang, Editor-in-Chief of JEMWA/ PIER Journal Professor Chew Weng Cho, PIERS 2012 KL General Vice Chair Professor Ewe Hong Tat, who is also UTAR Vice President of Internationalisation and Academic Development, PIERS 2012 KL Organising Committee Chair Professor Faidz Abd Rahman, who is also UTAR Director of the Institute of Postgraduate

Dato’ Sri Dr Ng lauded the University for being the first Malaysian university to bring the symposium to the country. In her speech, she said, “I would like to commend the initiative of UTAR and Professor Chuah in bidding for the hosting of 31st PIERS to be held for the first time in Malaysia”.

At the banquet dinner, the diners were entertained by the Chinese Orchestra, the Choir and Sharizan Tan from UTAR, who rendered songs made popular by international and local artistes. In addition, dance

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Dato’ Sri Dr Ng addressing the banquet dinner guests

A session of the symposium in progress: Prof Xie Ganquan of GL Geophysical Laboratory, USA, presenting his views on BioMedical Electromagnetic Instruments.

Participants visiting an exhibition booth of PIERS 2012 KL

UTAR Chinese Orchestra entertaining the guests at the banquet dinner

performances reflecting the multi-ethnic and multicultural dimensions of Malaysian society, which were sponsored by the Malaysia Convention & Exhibition Bureau (MyCEB) of the Malaysian Ministry of Tourism, added variety and colour to the banquet dinner.

PIERS was initiated by the late Professor Jin Au Kong (1942-2008) of Massachusetts Institute of Technology, who also founded The Electromagnetics Academy which is based in the USA. The first PIERS was held in 1989 in Boston, Massachusetts.

PIERS provides an international forum for reporting progress and advances in the

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modern development of electromagnetic theory and its new and exciting applications in the areas such as spectra that range from statics to RF (radio frequency), microwave, and photonics.

Topics discussed in the symposium are radiation, propagation, diffraction, scattering, guidance, resonance, power, energy and force issues, and all other latest developments in the field.

The Electromagnetics Academy, which sponsors PIERS, is devoted to academic excellence and the advancement of research and relevant applications of the electromagnetic theory and to promoting educational objectives of the electromagnetics profession.

The academy publishes leading journals with high impact factors such as Journal of Electromagnetic Waves and Applications (JEMWA) and Progress in Electromagnetics Research (PIER) which are indexed and abstracted in Thomson Reuters Science Citation Index.

The main sponsors for PIERS 2012 Kuala Lumpur are Motorola Solutions Malaysia Sdn Bhd, Telekom Malaysia Berhad, and Telekom Research and Development Sdn Bhd, and co-sponsor is Malaysia Convention and Exhibition Bureau (MyCEB).

Exhibitors include Abex, ATK, ATM Solution, Computer Simulation Technology, and other supporters include Tourism Malaysia,

ASEAN Federation of Engineering Organisations, The Institution of Engineers Malaysia, Suruhanjaya Tenaga, Akademi Sains Malaysia, ASEAN Academy of Engineering and Technology, Multimedia University, Zhejiang University, and The Electromagnetics Academy.

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MBA EdgeTM Postgraduate Studies Magazine is proud to showcase the Jobstreet 13th Malaysia Career & Training Fair, 30th March to 1st April 2012

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DORSETT REGENCY KUALA LUMPUR’S ‘SINGING’ CHEF WINS HEARTS AT GLITTERING STARS OF KL HOTELS AWARDS 2011

Dorsett Regency Kuala Lumpur’s Demi Chef Gerard Jerome Selvaraj with his two awards won at the 2nd Glittering Stars of Kuala Lumpur Hotels Awards 2011.

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he award-winning culinary team at Dorsett Regency Kuala Lumpur continues to fill their expanded trophy cabinet with their latest achievements. This time around, the hotel’s Demi Chef Gerard Jerome Selvaraj grabbed the spotlight when he won two main awards at the 2nd Glittering Stars of Kuala Lumpur Hotels Awards 2011 held recently in the city.

Initiated by Malaysian Association of Hotels - KL Chapter, the annual event is aimed at recognising the services and contributions of employees working in Kuala Lumpur-based hotels, particularly those who demonstrated outstanding services, displayed exemplary standards, as well as contributed to the community.

For Chef Gerard, who took home the much soughtafter CSR Star Award – for his outstanding contribution to community services and for the wellness of others – as well as the illustrious Superstar Award - bestowed upon a hotelier who has

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single-handedly influenced the entire industry and displayed exemplary standards in major aspects of the profession – the success came as a surprise.

“I was not expecting to win as there were many experienced and talented chefs competing for the awards and I felt slightly humbled by their presence,” said Gerard unassumingly.

He added, “However, winning these awards is more significant to the whole team at Dorsett Regency Kuala Lumpur rather than for me alone. This is not just about the culinary team; it is for everyone from the kitchen, to the service personnel, and right up to the human resources department.”

Winning awards is not something new to Gerard since joining Dorsett Regency Kuala Lumpur as a trainee in 2008. His collection of accomplishments from the hotel includes Employee of the Month Award (2010), Dorsett Regency Star Quarterly Award (2011), Group General Manager

Certificate (2011), 2nd Quarter Star Award (2011) and Star of the Year (2011).

Gerard also gained national recognition at Culinaire Malaysia 2011 where he won silver medal in the Seafood Main Course category, bronze medal in Remy and Linguini Team category, and helped Dorsett Regency Kuala Lumpur to the overall second runner-up spot in the competition.

“I have been very blessed to have attained all that I have in my life so far. I feel that it is only right for me to give back to the society and to the communities that need our help and support,” explained Gerard.

Besides being a photography enthusiast, Chef Gerard has also inked his position as Dorsett Regency Kuala Lumpur’s leading crooner, as he frequently shows off his talent during activities and CSR projects carried out by the hotel.

“Gerard is well liked by his colleagues because of his friendly nature and positive personality. While he unquestionably has the talent, it is his teamwork and is willingness to help others and to guide the younger staffs in the team that makes him stand out from the rest,” pointed out Dorsett Regency Kuala Lumpur Executive Chef, Yau Kok Kheong.

Having emerged as the overall winner of 2nd Glittering Stars of Kuala Lumpur Hotels Awards 2011, Chef Gerard Jerome will proceed to represent Malaysian Association of Hotels - KL Chapter at the national-level culinary competition at end of the year. Expect the generous

chef to win over more hearts then!

About Dorsett Regency Kuala Lumpur Dorsett Regency Kuala Lumpur is located in the heart of Kuala Lumpur’s Golden Triangle, at the start of Bintang Walk. It is just a stone’s throw away from the capital’s finest shopping malls, entertainment centres and sightseeing spots. The hotel’s commitment towards “value-for-money” pricing and its unique personal touch has truly differentiated it from the rest of other establishments.

For more information on Dorsett Regency Kuala Lumpur, visit: www. dorsettregency.com/ kualalumpur About Kosmopolito Hotels International (KHI) Kosmopolito Hotels International Limited (KHI) is an Asia-based hotel group with hotels located in major cities throughout the region.

Listed on the Hong Kong Stock Exchange, KHI (HKSE:2266) currently operates 17 hotels including in Hong Kong, Shanghai, Wuhan, Kuala Lumpur, Labuan and Johor Bahru. An additional 6 new hotels are being built around the region including in Singapore, Hong Kong, Zhongshan and Chengdu, as well as in London, KHI’s first hotel property in the United Kingdom.

KHI owns and manages four key hotel brands - upscale Grand Dorsett, Boutique Series by Kosmopolito, midscale business hotel Dorsett Regency and value Silka Hotels. For more information on KHI, visit: www.kosmohotels.com ME

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THE GRADUATE CENTRE: A CENTRE DEDICATED TO LEARNING, SUNWAY UNIVERSITY

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he spacious, ultracontemporary, newlycompleted Graduate Centre of Sunway University sets the standard in world class learning. It houses three halls designed in the Harvard style, each with tiered, semicircular seating and cutting edge AV systems. Hall 1 and Hall 2, both accommodate up to 90 persons each while Hall 3, the largest has a seating capacity of 152. The building’s environmentally-friendly design provides 33,465 sq. feet in gross area and features a central atrium allowing natural ventilation, while abundant natural lighting is made possible by generous use of glass panels and high ceilings.

There are five break-out rooms of various sizes, the smallest of which can hold 24 persons to the largest which can accommodate up to 60. The state-of–theart building which costs an estimated RM18.44 million has a basement car park and landscaped internal courtyard.

centre. The Graduate Centre will also be the venue for the Tan Sri Jeffrey Cheah Distinguished Speakers Series which invites eminent scholars and experts to give lectures to the Sunway community as well as the public. The objective of the Series is to bring world class speakers to the community, encourage intellectual discourse as well as to promote life-long learning.

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The Centre is connected by elevated covered walkways to the rest of Sunway University, Sunway College and Monash University as well as by a five-minute scenic walk through the Canopy Walk to Pyramid Mall and Sunway Lagoon Theme Park. The Graduate Centre is wheelchair accessible and offers disabled-friendly toilet facilities. ME

2 1. A training session in progress.

2. spacious concourse area for break outs and refreshments.

3. The Graduate Centre

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The Graduate Centre is the focal point for postgraduate students and faculty to partake in conferences and programmes in an environment conducive for learning. The students of the Sunway University Doctor of Philosophy (Computing), MSc in Computer Science (By research), Masters in Management, Masters in Money, Banking and Finance and MSc in Psychology (Organisational) will be among the first users of the

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Top Glove and UTAR sign pact for endowed chair

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op Glove (TG) Foundation and Universiti Tunku Abdul Rahman (UTAR) signed an agreement to establish the chair of Top Glove Professor of Chemistry at the Head Office of Top Glove Corporation Berhad in Klang on 18 April 2012.

Signing the agreement were UTAR President Ir Professor Academician Dato' Dr Chuah Hean Teik and Top Glove Corporation Berhad Founder and Top Glove Foundation Chairman Tan Sri Lim Wee Chai. Associate Professor Dr. Lim Tuck Meng, Dean of UTAR Faculty of Science and KM Lee, Managing Director of Top Glove and a Trustee Member of Top Glove Foundation, signed as witnesses.

Present to witness the signing were Deputy Higher Education Minister Dato’ Dr Hou Kok Chung and UTAR Council Chairman Tun Dr. Ling Liong Sik. Top Glove Foundation was founded on 14 June 2009 by Top Glove Sdn Bhd, Tan Sri Lim and wife Puan Sri Tong Siew Bee with the objective of providing funds for the purpose of charity, education and activities related to environment and community.

In the last three years, the foundation has contributed to various corporate social responsibility causes and provided education aid in the form of scholarships and donations to schools.

Under the agreement, UTAR would receive RM1.25 million from Top Glove Foundation

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to establish the chair under the Faculty of Science at UTAR Perak Campus in Kampar.

The chair aimed to achieve multi-faceted objectives which include advancing research and development, education and training; promoting exchange of technical expertise; collaborating with government, industry and organisations; and strengthening the pool of expertise from UTAR and Top Glove in R&D projects.

“The establishment of the chair for Top Glove Professor of Chemistry is a combined effort to synergise the respective strengths of UTAR research programmes and Top Glove’s resources and expertise to boost research and development activities,” said Tan Sri Lim.

Prof. Chuah (right) exchanging documents with Tan Sri Lim while (from right) Dr. Lim, Tun Dr. Ling, Dato’ Dr. Hou and Lee look on.

“R&D is vital in the innovation and continuous improvement process in developing new products and services that enable Top Glove to gain better position to achieve and maintain competitive advantage in the increasingly globalised marketplace,” added Tan Sri Lim. Tan Sri Lim anticipates that the benefits of this collaboration will be significant and will bring more new R&D findings and results that will contribute positively to the future development for Top Glove, UTAR and the country.

Thanking Top Glove for their generous gesture, Professor Chuah said, “While the monetary donation is a definite measurable quantum, the confidence and trust the

Tan Sri Lim (left) presenting the mock cheque to Prof. Chuah while (from left) Lee, Dato’ Dr. Hou, Tun Dr. Ling, and Dr. Lim look on.

Top Glove Foundation and Tan Sri Lim have on the ability of the University to deliver is definitely immeasurable.”

“I am glad to highlight that this Chair, which will be established at the Faculty of Science in UTAR Perak Campus, would enable the appointment of an excellent expert to lead research and

development in the area of Chemistry,” added Professor Chuah.

The chair of Top Glove Professor of Chemistry is the ninth of such academic chairs in UTAR since the university established its first chair in banking and finance in May 2009. ME

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SPEECH BY YB DATO’ DR. HOU KOK CHUNG, DEPUTY MINISTER OF HIGHER EDUCATION MALAYSIA AT THE AGREEMENT SIGNING CEREMONY OF TOP GLOVE PROFESSOR OF CHEMISTRY BETWEEN TOP GLOVE FOUNDATION AND UTAR Wednesday, 18th April 2012 YB Dato’ Dr Hou Kok Chung

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t is always gratifying to be invited to grace academically beneficial events, made more significant when it involves a private company extending financial contribution to a higher education institution, more so a private-run institution, in this instance UTAR. Hence, my presence here on the invitation of UTAR and Top Glove Foundation to witness the signing of the agreement for establishing the endowed chair of Top Glove Professor of Chemistry, is something I look forward to very much.

I take this opportunity to congratulate the signing partners, UTAR and Top Glove Foundation, for coming together to initiate such a strategic association which will be benefitting not only the academia and industry, but also the economy and nation as a whole. I understand well the challenges faced by higher education institutions, both public and private alike, to receive financial contributions from entities other than the Government to fund academic programmes and activities.

Thus, each time a contribution

happens, the Ministry of Higher Education is highly appreciative of it.

On behalf of the Ministry, I like to thank Top Glove Foundation for coming forward with this benevolent contribution, which is precisely what the Ministry would like to see happen on a more regular basis in the higher education sector.

Such initiatives will only help enhance and enrich higher education in Malaysia, and for certain would inspire the receiving institution to excel, not only in providing quality education to students but to also widen its Research, Development and Innovation (R & D & I) capacity.

I am told this will be the ninth UTAR’s endowed chair.

This brings to my notice of the ease with which UTAR seems to be able to attract contributors, not just any contributors, but quality ones.

UTAR, despite being a young university, must be doing all the right things to be able to secure these confidence. I am sure it has everything to do with the excellent governance UTAR is experiencing, leading

it to be the most progressive and forward-looking, notfor-profit university, in the country.

I am proud to learn that Top Glove Corporation Berhad, The World’s Largest Rubber Glove Manufacturer is a Malaysian home-grown company.

I am also inspired by the establishment of Top Glove Foundation by the Chairman of Top Glove Corporation Berhad, Tan Sri Lim Wee Chai and his wife Puan Sri Tong Siew Bee, which was purely out of a deep sense of responsibility towards society.

Having built-up a successful business, they turned their attention and energies to share their successes with society through Top Glove Foundation.

As our nation marches confidently to become an innovation-led high-income economy by 2020, funds to boost research, development and innovation (R & D & I) activities cannot be left entirely to the Government alone. The entire nation, both the public and private sectors, has to pull all the resources together towards the eventual

realisation of the vision. For that reason, contributions, big or small, towards the enhancement of higher education in the fields of R, D & I, are vitally essential for the country to achieve its various goals, come 2020.

The field of the endowed chair which is Chemistry, not only is timely but aptly reemphasise the importance of Chemistry, lest it is pushed into the back seats, favouring more popular fields such as Medicine, Dentistry, Pharmacy, to name a few. Chemistry, unknowingly to many, is of vital importance to both our society and industry as it is involved in almost every aspects of life.

Almost everything we see, touch and use is composed of a chemical make-up. Even human beings have different gases and other chemical compounds in our bodies.

Chemistry can explain these.

Within industry, chemical reactions and experiments have allowed scientists to develop new products and experiment with ways of making existing products better. Our healthcare industry also depends a lot on new

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innovative products or drugs produced within the field of chemistry. In short, chemistry and its development are critical for the country to achieve the objectives of other National Key Economic Areas or NKEAs, for example, Petrochemicals for Oil, Gas and Energy; Agrochemicals for Agriculture and Palm Oil; and Biochemistry for Healthcare.

It is without doubt, the wide-ranging applications of chemistry are very far reaching to humankind.

The potential to discover the undiscovered through chemistry continues to await scientists and researchers.

New discoveries can bring a myriad of benefits to society and mankind. This sponsorship by Top Glove

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Foundation to UTAR is a way-forward initiative, which should be emulated by many other foundations and corporations.

Only through sustained R & D & I activities, we can achieve discoveries and innovation.

And to be able to perform sustained R & D & I activities, universities must allocate ample funds to support them. As such, a university must have a strong R & D & I culture, and this culture must also transcend through the academic staff and equally important, the students. What is a university without an R & D & I culture, made worse with non-existence facilities and even capabilities. When a strong R & D & I culture is in placed; then only it can claim success as a university.

Having said that, I once again, like to commend Top Glove Foundation’s choice of UTAR to establish the endowed chair Top Glove Professor of Chemistry. The endowment for the professorial chair will benefit many parties, and the sponsorship certainly complements the Government’s efforts to spur R & D & I activities among universities. I wish the two partners and the endowed chair every success in the future. ME

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presents

The MBA Edge Business Competition Season 3 TM

P

ersonal branding is like your fingerprint. It is unique to you. But how does one create a powerful personal brand?

The MBA Edge Business Competition is now in its third season. For this season, prepare a powerpoint presentation (target audience 28 to 35 years old business executives) on “The Salient Points of Creating a Powerful Personal Brand in the Malaysian Context Today” with presentation notes for each slide.

Rules • Maximum 30 slides.

• Proof of purchase - a receipt for 1 copy of MBA EdgeTM Postgraduate Studies magazine.

• 3 winners will be judged by the impact, persuasiveness, and pragmatism of the advices.

• This is an individual competition open to current MBA students studying in Malaysia.

• • • • •

All submissions will be blind judged by a panel of judges Winners will be contacted directly.

Decisions of judges are final. No queries will be entertained.

The Organizer reserves the rights to substitute prizes of equal worth.

The Organizer reserves the rights to publish the entries submitted with due credits to the students.

Prizes Each winner will win a prize consisting: • Certificate of achievement.

• Faber-Castel Premium Pens.

• 1 session of personality-style test by professional image consultant.

• Make up & hair styling (2 themes).

• Fashion styling.

• 8 touch-up photos (print).

• 20 softcopy photos in CD.

Submit by email to: penerbitwawasan@gmail. com before 15th November 2012 or by mail to: Penerbit Wawasan Nusa (M) Sdn Bhd, Wisma Wawasan, 19-1 & 19-2, Jalan PJS 8/12, Dataran Mentari, 46150 Petaling Jaya, Bandar Sunway, MALAYSIA Tel: 603 - 56301802, Fax: 603 - 56301803

When Tom Peters coined the term personal branding” in his 1997 article “The Brand Called You” in Fast Company, he had this to say: We are CEOs of our own companies: Me Inc.

Entry Slip Name of participant: Email & Mobile: University name: University chop:

Dan Schawbel puts it this way: Personal branding is the process of how we market ourselves to others. The way we manage our careers is changing, due to the rise in competition and the introduction of web 2.0. In order to extend our reach, visibility and networking capabilities, we must turn to personal branding as our savior. In the digital age, our name is our only currency.

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MBA EdgeTM Postgraduate Studies Magazine is proud to showcase the FACON EDUCATION FAIR at KLCC 17th - 18th MARCH 2012

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A Sharing Session with Sunway Universit y Undergraduates Topic: Personal Branding Date: 22/3/2012 Venue: Sunway University Campus, Bandar Sunway, Selangor Speaker: Lenny Chiah Coordinator: Sue Ann of Student Service Department, Sunway University During the sharing session, Personal Branding was defined as who we are, what we want to be known for and be connected with what we have to offer. Lenny Chiah further emphasised that every one of us is the Founder, CEO and Chief Marketing Officer of a “Me” Organisation managing a brand called “Me”. The main task is to market and package ourselves like any other products and services. Like products and services, people can also make a snap assumption and perception of us, whether to prefer or take us for their specific needs and requirements.

Yes, the same strategies that apply to brand products and services can also be leveraged to brand ourselves to impress people and make ourselves desirable. Therefore, there are bare essentials which must be planned for Personal Branding, namely:

(1) Have a visionary goal with a mission statement.

Our mission is what we do daily – why we do it?

The questions are: • What to do in order to achieve our ultimate goal in the future?

• How do people resonate with our goals?

(2) Have a positioning statement This helps people to identify us readily. How do we want people to remember and associate us with what business expertise or social works, etc.? For example, as someone with a caring heart for the single mothers who are the hardcore poor; a management guru in a specific field like branding or social responsibility work, etc., or as a photographer specialising in social causes and the like.

The questions are: • What do we have that can benefit people?

• What is so invaluable and unique about us that people have to choose us and not others?

(3) Have a positive selfimage and good brand attributes How do we describe ourselves and other people describe us?

We can proclaim ourselves as honest, ethical, fun, hardworking, approachable, etc. But it’s important to note that what we claim ourselves to be should equate to what people think of us.

The discrepancy gap in opinions may also mean that we do not do what we preach. For example, we aspire to be a corporate leader, but in day-to-day work, we act like a junior executive. Remember, we are what we say and do based on even the slightest and finest details.

The questions are:

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1 • How do we make people feel and talk about us?

• How do people perceive and describe us?

(4) Have a target outreach and audiences We can’t appeal to every one, so we need to filter down our specific audiences who are interested in what we have to offer and get benefits mutually.

Have a targeted message to reach out and to engage them.

These specific audiences are some of our stakeholders, like shareholders, superiors, coworkers, business partners, job interviewers, career headhunters and also people in our social circles, etc.

The questions are: • What profession or niche expertise can we offer them?

• How best to involve them to give them the benefits needed?

(5) Have lasting passion.

Live and learn your personal brand!

Every day, we live through feedback in order to learn our strengths and weaknesses, so that we can become the better personal brand from time to time.

The questions are: • Which iconic people should we model ourselves on?

(Steve Jobs? Bill Gates? Mark Zuckerberg?)

• Whose mantra do we use to motivate us every day ?

(Steve Jobs’ “Stay Hungry. Stay Foolish”… or Bill Gates’ “Reward

worthy failure – Experimentation”) Lastly, our personal brand is everything. It’s our reputation as the greatest asset.

1. Miss Lenny Chiah 2. Audience enjoying the moment

It can even help us when we fail.

With good reputation, we are able to quickly pick up and go on with graciousness and ease, without having to start from scratch or zero all over again! ME

During the sharing session, Lenny Chiah also talked about the many ways to build positive self-image due to the fact that positive self-image is very fundamental to personal branding. Those ways are not included in this article as they were quite lengthy and detailed. Contents of the above sharing session have been modified by Lenny Chiah to include information which was not shared during the session due to time factor.

Lenny Chiah Len Fong • MBA, University Victoria • Advertising Diploma • Management Diploma • Over 20 years in the media industry • Seven years in the advertising industry.

• Mentoring/coaching jobs and forum speaker on individual social responsibility • Regular article contributor to MBA Edge magazine • Co-authors of Book titles: MBA Edge/MBA Edge Unlimited • Author of Learning from Championship Brands

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GURU GUIDE Who are your top 3 gurus?

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John D. Rockefeller is an American oil magnate and the first billionaire in the history of the world. In today’s dollars, Rockefeller is still considered the richest man in modern history. He was also one of the first few philanthropists in the world, giving back a huge portion of his wealth to the community.

Reasons: As a leader, we have to learn to be wise in handling other people as well. While it is important for us to have character, it is also imperative that we are shrewd enough in dealing with people we are not sure about.

From the first few dollars he made, he began giving 10% to the church he attended.

Throughout his life, he used his money for medical research and educational institutions in the US and other parts of the world. I believe that the source of his wealth was in his immense capacity to give from the very start. We have to learn to adopt the same attitude of giving as well. Our money is the expression of our heart attitudes, and a leader must take the attitude of the giver, not the taker.

ME The Guru Guide

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Almost everybody knows about Li Ka-Shing, who built a fast-growing business and an excellent reputation through his determination and his ability to become one of Hong Kong’s most famous entrepreneurs within a few decades.

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Reasons: A good leader exudes unselfish generosity. Li controls a business enterprise with investments all over the world, but it is his unselfish generosity which inspires me.

He said, 'My life will be more meaningful if I can plant some seeds which will be fruitful for my fellow human beings'.

He not only holds this belief but also puts it in action. He said, 'My success in business enabled me to have more resources at my command. I can do more for society and our people'. He is particularly supportive of education and medical services, giving generously to these causes.

I hold fast to what Li Ka-Shing has said, when you believe first, in time you come you will become the man you have to be to fulfil the vision of yours. Once you have the vision and believe with your heart that you can achieve it, your journey to that vision will bring with it lessons and experiences that will mould you into the man that you need to be!

Warren Buffet is one of the world’s richest men. His main source of wealth comes from his company Berkshire Hathaway, a conglomerate holding company headquartered in Omaha, Nebraska, United States. His philosophy of value investing and prudence has influenced many investors worldwide.

Reasons: He lives simply; cycling to work and only having a single telephone at home.

He displays great humility and the purity of his pursuit by his spending. Instead of becoming complacent or distracted by riches after a while, he is very clear that his objective is to accumulate wealth.

I respect him for the way he has succeeded in not spoiling his children. In fact, he is viewed as quite a miser in relation to his kids. He went so far as to say that he wants to distribute 99% of his wealth and thus only leave 1% to his heirs. As a leader, one must remember the purpose by which one is in leadership; not to take from the world, but to be an asset and a person of value to the world. That is the attitude of any successful leader.

mY CHOICE Vincent Ng Kim Sheng

• • •

ngkimsheng@gmail.com Universiti Tunku Abdul Rahman (UTAR) Master of Business Administration (MBA)

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BUSINESS SEGMENT profiles of extraordinary people

SUBSTANCE, RELEVANCE, SIGNIFICANCE

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profiles of extraordinary people DATO’ MICHAEL TIO Chief Executive Officer & Managing Director PKT Logistics Group Sdn Bhd One Logistics HubTM

Defining the

MODERN CEO

HOW A SECOND GENER ATION CEO TR ANSFORMED A TR ADING COMPANY INTO A LOGISTICS GIANT WITH VISIONARY LEADERSHIP AND INNOVATIVE IDEAS.

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KT was established by Datuk Tio Sook Keo and was originally called Port Klang Trading in 1974. In 1996, Tio’s son Dato’ Michael Tio (PKT Group Chief Executive and Managing Director) who was studying and working in Britain returned to Malaysia to take over the reins of the business from his father.

Q. Dato’ Michael Tio, please tell us briefly about the beginning of PKT. PKT Logistics was founded in 1974 by my father. Back then the business was literally run from our home whereby the

MEBUSINESSSEGMENT:PKTLOGISTICSGROUP&DATO’MICHAELTIO

front was converted into an office. At that point of time PKT was solely specialising in custom clearance for cars under the name Port Klang Trading & Forwarding Agency.

Q. You studied in the UK. Tell us what you did there.

In 1986 I went to the UK to pursue my diploma. At the same time, I was in the used car business. Starting from one to two cars a month, I exported cars to Malaysia.

After my diploma education, I studied accountancy at the University of Hull and later continued my Masters degree

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in International Accounting from Reading University.

Q. What was your experience exporting the first car?

I still remember clearly when I bought my first car. It was the Mercedes-Benz 230E I bought from an old couple. At that time I didn’t know how to drive a car with automatic transmission. They invited me to their house for tea to find out why I wanted to buy the car. Finally when I got into the car, I wound down the window and asked the couple, “Excuse me, how do you drive this car?” We all had a good laugh!

I usually tell this story because starting a business is tough. I had to struggle in the beginning. I had to drive some 500 miles from Manchester to London to the place where they did container stuffing. After my first car, things got better and the business grew. I started off driving the car myself to London and taking the train back to Manchester. Later I had friends who drove with me when the business grew. After completing my degree in Accounting in Hull, I decided to study for my Masters degree at Reading University under Professor Christopher Nobes. I was familiar with his works and read his books in university.

I completed my Masters in International Accounting. My education helped me in my business. I believe to be a successful businessman you need a fair understanding of accounting and finance.

I stayed in Wimbledon for another four years running

my used-car business. In 1995, after my wedding, my father asked me to take over the family business. Very quickly, I made up my mind to give up my million-dollar business to come back to Malaysia.

Q. You decided close down a lucrative business in UK to come back to Malaysia in 1996. Why? At that time I was making around RM50,000 a month exporting between 20 and 30 cars a month. But I felt the used car business in UK had reached a saturation point. There were very stiff price competitions and there were many Asian dealers entering the market. My wife initially suggested that maybe we could scale down the operation. I decided to give up the business altogether because I believed that if I wanted to be successful, I needed to be focused. So we came back to Malaysia in 1996 and I joined my father’s company as a director and took over the management of the business.

Q. From 1996 to 2012, for 16 years, you were at the helm of PKT. What are the strategic changes that have taken place?

Firstly, we did a restructuring from a partnership to private limited company and changed the name from Port Klang Trading & Holdings to PKT Logistics.

Secondly, we grew the business massively. We are more than 100 times bigger in terms of revenue than in 1996. I reckon by end of 2012 we will be 200 times bigger.

Thirdly, we diversify our

revenue. For example, we partnered with the Japanese in a JV in 1996 and with the Koreans in a JV in 2000.

Q. Tell us more about the diversification plans and the rationale for them.

During the first wave of growth, we diversified focusing on Japan and Korea.

In 1996 we signed a JV (jointventure) with a Japanese freight forwarder but soon Malaysia faced the 1997 currency crisis. Malaysia had the assistance of the USD35 billion Miyazawa Plan from Japan instead of borrowing from the IMF and submitting to their regime. We were fortunate to have secured the Rawang to Ipoh double-track project as the subcontractor and that cushioned us throughout the recession.

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In 2000, we JV-ed with a Korean counterpart who had a lot of Korean LCL (loose container load). We ended up handling 50 Korean agents and became the largest Korean break-bulk operator in Malaysia.

For our second wave of growth, we focused on the automotive business. In 2002, Naza began the KIA CKD (complete knock-down) while Berjaya had the Hyundai CKD almost at the same time.

1. In the amply spaced bath and locker areas.

2. The gym where staff are encouraged to keep fit and stay healthy.

3. The control room where thousands of transport vehicles are monitored for maximum efficiency.

4. In his empty office. “I want to make a statement that the modern CEO should not stay in the office”!

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4 1. Dato’ Michael explaining how he drew the concept of the “The Wave” warehouse on a carton (the fragment now framed and hung on the wall).

2. The TV screen where Dato’ Michael spends “fulltime on facebook”.

3. With staff in one of the many comfortable pantries.

4. In the boardroom by a huge glass window overseeing the massive warehouse.

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Both their auto parts vendors introduced us to them and we started servicing them.

From providing a simple custom clearance service to these vendors, we moved on to providing more and more other services to them.

We explained to the vendors that we needed to grow and we moved to other brands like Mazda, Skoda, BMW, Peugeot, Volvo, and others.

In total, we have 11 brands now. Today the automotive logistics business is our core competency.

Q. When did you build your present headquarters, The Ship?

How did it come about?

I felt we needed a third wave of growth and I told my CFO we needed to diversify again for exponential growth. As a result, since 2006, we decided to venture into warehousing as a logical diversification strategy. We bought the present 27-acre piece of land to build our headquarters.

I was with my architect, deciding what to do with the piece of land. My architect said, “Since you are in the shipping business why don’t you build your headquarters like a ship?” I thought that was a fantastic idea and we built and called our headquarters The Ship. We had a retreat and I told my facilitator that I wanted to prepare my people for growth. I wanted to aim for RM1billion in revenue by 2015. The facilitator asked the group in our retreat if anyone believed RM1billion was possible. Only one lady quickly put up her hand.

When asked why, she said, “Michael always walks the talk.”

In 2008, we announced to the media that we would be spending RM120 million on one logistics hub and we built The Ship (our headquarters) and The Wave (our warehouse) within three years. We devised three grand visions for the company: •

Wawasan 60:40 – by 2013, we want to diversify our revenue and focus on achieving 40% from the nonautomotive industry

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Wawasan Asean 30 – To achieve 30% of our revenue outside of Malaysia

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Wawasan 1B – To achieve RM1billion revenue by 2015

Q. What is your main focus now?

Everything we do aims at the three grand visions.

Personally, I focus a lot of my energy on achieving the 40% revenue from nonautomotive industry. My main investment is only into areas to achieve this 40% target.

We identified FMCG as the potential area to achieve this. We spent one year conducting research into this area and found that the FMCG annual revenue was RM15 billion in 2009, with 20% spent on logistics. That’s RM3 billion worth of logistics business. We also discovered the breakdown of market share: •

14% in-house

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26% domestic logistics companies

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60% MNC logistics companies

We concluded that to capture the 60% of the market, we need better infrastructures, better ICT investments, and so on. One by one, we tackled each issue and invested in it. We invested RM3 million into a wellknown American warehouse management system. We held a big press conference and MOU signing to make sure everyone knows we are serious about our intentions to penetrate the FMCG logistics space. We invested in the first FM global compliant green 350,000 square feet warehouse. FM Global provides comprehensive global commercial and industrial property insurance, engineeringdriven underwriting and risk management solutions, groundbreaking property loss prevention research and prompt, professional claims handling. Being FM Global compliant means that we have a very safe and secure warehouse of international standards. Eversendai constructed our warehouse in eight months.

Q. What’s the outcome from all the investment and initiatives so far?

We have seen growth from 2007 to 2009, growth in new clients and business to current clients, growing revenue at 50%, PKT is growing very fast, faster than our expectations. So much that in our recent retreat we felt ready for USD1 billion by 2020. This round, all the 52 members of my management team felt this could be achieved. But why the confidence? This shows that it is very important to

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DATO’ MICHAEL and his father, DATO’ TIO SOOK KEO, the founder of PKT Logistics Group Sdn Bhd

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4 1. “The Wave” warehouse.

2. The pineapple farm next to the HQ planted by staff.

3. Tour of the new warehouse with Dato’ Mukhriz Mahathir.

4. Dato’ Michael poses with a dish of fresh apple. Each floor of the HQ at every pantries has a dish of fresh apples to encourage staff to eat and stay healthy.

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walk the talk and make sure you follow through to make it happen. When your people see it happen, they will believe in it and automatically align their mindset towards that idea. I give the direction, they believe in it and make it happen.

Q. Tell us how you use Facebook as a tool for your business.

I have what I call the Milo van theory. Before youths join the workforce, I interact with them. When they grow up and go to work, they will remember us and use our service. I have now as many as 10,000 university fans on our Facebook page. I believe this is a phenomenon, how we use social media for business, how it transforms our workplace. I insist my staff all uses Facebook and communicate with me using Facebook. I created a surname for my staff, PKTian. They will use it as their surname.

Some of my Facebook contacts really adore and like and sell the company.

These are not employees and they work harder than my staff in promoting PKT! So I invite them into a focus group as “PKT adopted staff”.

They say, “But I am only a student”. I said, it is ok, you can work online. Whoever is close to me and interact with me, most are students and even professionals who work around here. You can be an adopted staff but staying overseas. It is a borderless world in social media. I confer them the status by admitting them in a closed group on Facebook. I invite these adopted staff to my open

house every year and give them a golden access card to our gym and lounge. These are some of the privileges of becoming an adopted staff.

Q. Do fans ask you for jobs on Facebook?

Yes they do, a lot of them want to work in PKT. We invite them to join close group called “PKT Talent Hunter”. We discuss career opportunities and prospect with them there. We have 388 people in this group on a wait list. Since our vacancies are all filled, our HR people will screen these candidates and help them find jobs in factories and companies surrounding us.

They will be screened again by the respective companies and be hired if they are found to be suitable. This is a form of CSR as well.

Tell us about your “anak belajar, ibu bekerja” campaign.

I believe in employing locals and we will do our best to ensure we put this as a priority. We embark on this campaign to hire mothers among the community we are in. Our objective is to hire 60 housewives and pay them RM25 cash daily. We reckoned that the younger mothers who have children going to school in the morning would not mind working after sending their children to school from 8.30am to 12.30pm. We felt the more mature mothers with children in Form 1 to 3 will be able to work from 1.30pm to 5.30pm before they go home to cook for the family. We hope to achieve three objectives with this campaign: 1. Cut the cost of labour

because we do not need to employ full-time staff to do what can be done by parttime staff.

2. To enable housewives to bring back RM25 per day to help cover household expenses. Imagine these mothers using the money to buy food to feed their growing families!

3. To hire only locals.

Q. Describe your leadership style.

Approachable, show leadership by example, respect others first for others to respect you.

I believe walking the talk is very important. I ask my staff to use Facebook because I believe it is one of the most power platforms to utilise. I can see that in three years or so, Facebook will be the most important communication tool in the world. As such, I wanted my staff to embrace it. At one point, I told people who asked me what I do, “I Facebook fulltime”! And I told my staff I can only be contacted through Facebook, “Private message me and attach your files there”. My fans in the Talent Hunter group know my mission and vision because they follow our Facebook page.

When you make Facebook interesting, people will read and embrace the information.

Q. Are you worried your competitors will know what you share on social media?

We are providing the critical mass and leadership for change, if I want to move the whole industry we have

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“We are providing the critical mass and leadership for change, if we want to move the whole industry we have to lead, we have to share”. to lead, we have to share. I am not worried about others copying us and knowing what we are doing because we want to set the example and lead by example. We set the benchmark, we set the standard. We have to always be one step ahead.

For example, we built a green warehouse that no one has done before. The electricity is generated from solar panels and we have natural ventilation and translucent sheets for natural light to enter. We recycle rainwater for our toilets and we are Green Building Index certified.

We are always pushing the envelope and being a few steps ahead.

Q. Do you have a role model?

I enjoy reading a book entitled The Leadership Secrets of Colin Powell. I suppose Powell is a role model. I admire how Richard Branson uses social media. I believe in emulating positive attributes from everyone I meet.

Q. What is the source of your vision, ideas and innovation?

You must have a basic idea of what you want in life.

If you have money, will it guarantee happiness? If you are happy, do you want others surrounding you who help you make that money to be happy too? That’s one of the reasons we have our

annual management trips. It is basically an unselfish sharing of the fruits of labour. We take two weeks off every year to travel around the world.

No phone calls, no emails, all effectively delegated. I tell my management team, let me take care of all your needs. I want you to take care of PKT. We pay them well and I tell them I will bring them to see the world. I personally plan every detail to make it an experience money cannot buy. Whether they want to go to the Artic or to the Sahara, I will bring them. Money is not an issue as I want to give my team the joy of seeing the world. I want to see the world also. I am fanatical about travelling. I love travelling, I can spend six months planning a trip and provide an in-depth travel guide. I want it to be an experience to be remembered, that money cannot buy. This really builds the morale and motivation of my team. Every year, the staff are excited about the trip and they are proud to be a part of the team.

Q. What do you find most challenging?

For the past 16 years, the most challenging issue is to get my people motivated to work for me. I believe the modern CEO should focus on motivation, give direction, be very clear where you want the company to go. I tell my staff the past, the present and what is ahead. They all

follow me on Facebook. I use Facebook to motivate them to move in the same direction. The human touch in management is important.

You must genuinely want to do something good for them.

Facebook helps me give them my side of the story because when you are at the top those at the bottom are too far away and may not understand your perspective.

I do not like my managers to mistreat their lower level staff.

If I treat my staff well, they will not cheat or mismanage the business. Likewise, I want my managers to treat their lower level staff well. In turn, they will take care of our business.

Q. What is your advise for fresh graduate entering the workplace?

“Susah susah dahulu, senang senang kemudian”. Work hard first to enjoy success later. Without hard word, your success will not last. You need a foundation that is strong. Always strive higher to achieve more. And always be honest. If you are without integrity, you cannot become an honest person overnight.

You have to start being honest and being a person of integrity now. My motto is, “Happiness is derived from seeing other people happy.”

When people appreciate your kind gesture, you are also motivated and happy at the same time. ME

Above: Dato’ Michael leads his management team on the much anticipated annual trip “around the world for an experience money cannot buy”.

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profiles of extraordinary people HANLEY CHEW Chief Executive Office Hotel Integrations Sdn. Bhd

Reinventing the Hotel

HOTELIER EXTR AORDINAIRE

An Exclusive Conversation with HANLEY CHEW

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anley Chew started his career in a travel agency and later an airline company, giving him the opportunity to travel vastly and amass invaluable experiences. The nature of the travel industry also granted him a prior glimpse into the world of hoteliers. After a brief venture into a hotel reservation business, Hanley joined the Renaissance and Marriott Hotel Groups. In the ensuing years, his global experience was expanded with postings in Kuala Lumpur, Sandakan, Kota Kinabalu, Bali, Myanmar, Shandong and Guangzhou in China. He joined the Sunway Group in 2000 under its

hospitality arm, overseeing the management and expansion of the Sunway, Allson and the Banjaran brands in Asia, China, IndoChina and the Middle East. He is the author of Hotel Tales, a compilation of real-life stories set in different hotels. Hanley has started a new hotel management company called Hotel Integrations Sdn Bhd providing new and existing hotel owners prefessional services on the development and management of hotels and resorts. Currently in the portfolio there are three operating hotels and seven more under development in South East Asia and Australia.

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Q. You have started your own company. Please tell us about it.

I started the company in January 2012. After spending almost 20 years with international hotel companies and Malaysian home-grown companies at Sunway, I felt it was time to set up something of my own to manage hotels and blend the best practices of local and international hotels. We are currently working on nine hotel developments, in Malaysia, Southeast Asia and Australia.

Q. Could you elaborate on what you mean by “blending the best practices of international and local hotels”?

International hotels have good practices and operate all over the world. Local companies are very profitdriven and nothing wrong with that, but the focus is a lot more on profits rather than standards. Combining profitability with standards is a good balance. That’s what I’m trying to achieve with new hotel owners so that they can both achieve high standards and maintain good profits.

Q. What is your vision for the company?

To grow this company regionally, in the next five years, and to integrate hotel service providers. As long as we can add value to the owners of the hotel, I want to integrate their services into my company.

Q. Why the hotel industry?

I entered into the industry

by accident. I was around 27 years old and that’s a very dangerous age. You think you know everything.

I came back from the UK with an accounting degree, thought I knew everything to start my own business and instead got cheated and lost a lot of money. After that, a friend asked if I wanted to work in a hotel in Sandakan (at that time I didn’t even know where Sandakan was).

I packed my bags two days later, started new life there and never looked back since.

Hanley Chew has developed a new concept series of hotel in the Klang Valley which will be announced soon.

Q. What’s your favourite aspect of the hotel industry?

“We are going regional, building hotel brands for owners, adding value for hotel owners. We’re spreading our wings and finding affiliates in the region who share the same values and philosophy.”

It’s meeting new people, nice and nasty people alike.

Whether it’s a customer or a hotel, it is a service industry.

Service is a subjective thing, and dealing with humans is one of the passions that I have. I like dealing with different characters.

Q. What do you find the most challenging starting your own company?

I did it at 27 and failed miserably because the world out there is not as cosy as you think. Lots of people who would take advantage of you if you’re not experienced enough. Getting the right people to work with you is most challenging – getting a team of people to start off is the most important process.

It is a journey, developing these people.

Q. What do you look for in the people who make up your team?

I use the acronyms H.I.R.E. and F.I.R.E.: H – Honesty I – Integrity R – Respect E – Earned Trust F – Fight I – figure of 1 (stand as one) R – (most important thing is to) Re-examine yourself (sometimes you DESERVE to be fired, look at yourself in the mirror and ask yourself why you are fired) E – Energy (positive energy, even when you’re under fire) These are my personal core values which I share with the people I hire.

Q. What are your plans for the next three years?

We are going regional, building hotel brands for owners, adding value for hotel owners. We’re spreading our wings and finding affiliates in the region who share the same values and philosophy.

Q. What is the career potential in the hotel industry now?

It’s huge, especially for people who are willing to work hard. The hotel industry is a service industry and not for everybody. It is also one of those industries where you can get exposure overseas.

We speak many dialects and we are very marketable (in China, Macau especially, half staff force are Malaysians). The challenge at the same time is

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“A lot of people don’t go through that route, they want to immediately start as manager. One of the reasons why I wanted to compile the book, Hotel Tales, to share the stories in a hotel, is because the experiences are so rich. A lot of these experiences are at rank and file level.” how do we keep them here in the country? I was on the road for eight years and after eight years I thought it was time to come back and that’s when I came back in 2000.

Q. How do people in the industry handle the 24-7 life the hotel industry entails?

When you are involved in hotel operations, you are the host. The hotel is your home.

The guests are your guests.

You have to see to their comfort and safety, make sure they’re happy. Hotels never close. Hoteliers don’t like to stay at hotels. It’s a 24-7 life, definitely. It is an artificial world, you don’t need to make your bed, you call for room service for meals. It’s not real. When you open your door, you have to dress nicely. It’s not a real world.

You have to like this kind of environment. It sounds nice but it’s not as nice as you imagine. After a while, it starts to sink in, I want my bed to have dirty linen, where’s that familiar smell? You can get spoilt, you don’t even have to buy toilet paper.

Q. You see all sorts of things in the hotel industry, murders, syndicates, crime, people being sick, etc. How does that change you as a person?

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We live in a real world where on the surface it all looks nice and good but behind each hotel room door, you have a different world going on, and the world could be happily married couple, credit card/ drug scam going on. I was also thinking of writing a book about what the hotel walls have seen. That same room houses different things.

Q. Does seeing all these things behind hotel room doors make people in the industry more cynical?

It makes a person more capable about handling situations in family and friends. Because you’ve seen it, it’s no longer a shock because you’ve handled it, like a dead body for example.

Q. What is your advice for graduates entering the hotel industry?

Everyone wants to start as a manager. Every hotel graduate should work through the ranks, start from rank and file. Start as doorman, experience washing plates and so on.

A lot of people don’t go through that route, they want to immediately start as manager. One of the reasons why I wanted to compile the book, Hotel Tales, to share the stories in a hotel, is because the experiences are so rich. A lot of these experiences are at

rank and file level. A hotel is like a village, the most senior staff can be an expat from Switzerland and the lower level staff, a gardener. There’s a wide variety of people you work with and that’s what makes it interesting.

Q. Would the graduate after reading Hotel Tales be inspired or scared?

It would give them a glimpse of the real hotel industry.

What they learn is school is very theoretical. Whether positive or negative, I leave it to them.

Q. Do you plan to publish another book soon, Hotel Tales 2 perhaps?

That is in the making.

Yesterday we got a call

that Hotel Tales has been nominated for the PopularThe Star Reader’s Choice Award. The book has also been selling quite well. Hotels have also been placing the book in their rooms – it’s good reading material compared to the usual magazines in hotel rooms. ME Hanley can be contacted at hanley@hotel-integrations.com

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LAST WORDS

Expanding the Value of Coaching

Real Life Case Study

by MARSHALL GOLDSMITH

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his real life case study shows how an executive can expand a simple coaching assignment to benefit his team and the entire company. I hope the article also reinforces my observation that the most important factor in executive coaching is not the coach.

Joe Smith is the President and Chief Executive Officer of Clarkson Products. Clarkson Products is a key division of Clarkson Enterprises and employs over 40,000 people.

Clarkson Enterprises is a "Fortune 100" company that employs over 100,000 people and is a leader in its industry.

I had the opportunity to work with Joe as an executive coach for over a year.

Although I am not sure how much Joe learned from me during this period, I learned a lot from him and from his

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team! I hope that the great work done by Joe and his team gives you a few ideas that you can use, either as a coach or as a person being coached.

This real life case study shows how an executive can expand a simple coaching assignment to benefit his team and the entire company. I hope the article also reinforces my observation that the most important factor in executive coaching is not the coach. It is the executive being coached and his or her co-workers.

Getting Started My coaching process is somewhat unusual. My mission is to help successful leaders achieve positive change in behavior: for themselves, their people and their teams. I work with my clients and their managers

to determine: 1) who are my client's key stakeholders and 2) what are the key behaviors that my client wants to change. The company pays me only after my client has achieved a positive change in key behaviors as determined by key stakeholders.

The project began when I met with Bruce Jones, the CEO of Clarkson, and Mary Washington, the EVP of Human Resources. Bruce was clearly a "fan" of Joe's.

He let me know that Joe was a fantastic leader who had produced consistent results. He felt that Clarkson would benefit if Joe played a greater role in reaching out across the company and building relationships with his colleagues in other divisions. Mary agreed that Joe was a key resource for the company and that the entire

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“My coaching process is somewhat unusual. My mission is to help successful leaders achieve positive change in behavior: for themselves, their people and their teams�. company could benefit from his increased involvement.

Clarkson, like many of my clients, is trying to increase synergy across divisions and build more teamwork across the company.

When I first met Joe, I was impressed with his enthusiasm and love for his job. He was clearly in a place where he wanted to be.

Joe was very proud of what Clarkson Products produced and proud of the people who worked with him. I have worked with over 70 major CEOs. I have met a lot of committed leaders. Joe is one of the most committed leaders I have ever met.

Joe liked the design of our coaching process. He developed a list of key stakeholders and called Bruce to validate his list. He decided to work with me.

Collecting Information I conducted one-on-one confidential interviews with each of Joe's pre-selected stakeholders. Both colleagues and direct reports agreed that Joe was brilliant, dedicated, hard working, high in integrity, great at achieving results, well organized and an amazing leader of people.

Joe's peers felt that the company could benefit if he did a better job of reaching out and forming partnerships with them. Some believed that Joe and his team were so focused on achieving results for the Products division that they hadn't placed enough emphasis on building synergy and teamwork across the entire Clarkson business.

Joe's direct reports agreed that Joe, his team and the company would benefit if the

Products team did a better job of reaching out across the company. They also wanted Joe to focus on making sure that everyone felt included.

Some mentioned that Joe was so focused on achieving his mission that he could (unintentionally) leave out people or ideas that were not on his "radar screen".

All of the interview data was collected by topic, so that no individual could be identified.

After reviewing the summary report of the interviews with Joe, he agreed that he wanted to work on "reaching out across the company and building partnerships with colleagues" as a personal goal. He also expanded the goal to include his entire team.

Joe also decided to work on "ensuring involvement and inclusion" with his direct

reports. Joe checked in with Bruce and both agreed that these were worthwhile goals.

Involving Team Members Our research on behavior change is clear. If leaders get feedback, follow-up and involve their co-workers in the change process, they get better. If they don't follow-up and involve their co-workers, they usually are not seen as improving.

As part of the coaching process, Joe had one-on-one discussions with each of his colleagues and direct reports about what he had learned in his initial feedback. He thanked them for their input, expressed gratitude for their involvement and positive comments, openly discussed what he wanted to change and asked them for their ideas on how he could do a great

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“All members of Joe’s team talked about whom they were contacting and what they were learning on a regular basis. They shared information with each other to help improve cross-functional teamwork, synergy and cooperation”. job.

After the initial discussions with his direct reports, Joe made a minor modification in one of his goals. He decided that his direct reports wanted him to do a great job of "inclusion and validation".

The Products Division was going through very turbulent times. Several of Joe's team members wanted to make sure that he was "checking in" with them and validating that they were headed in the right direction during these changing times.

While I always recommend that my coaching clients follow-up with their key stakeholders to get ongoing ideas for improvement, Joe came up with a much better idea. He got his entire team involved! Not only did Joe pick key colleagues to connect with on a regular basis, so did everyone on this team. This expanded the benefit "reaching out" far beyond anything that Joe could do by himself. In fact Joe's team established a matrix with ongoing

ME Last Words : Expanding the Value of Coaching

process checks to ensure that everyone was "sticking with the plan". All members of Joe's team talked about whom they were contacting and what they were learning on a regular basis. They shared information with each other to help improve crossfunctional teamwork, synergy and cooperation.

In the area of ensuring inclusion and validation with direct reports, Joe developed an amazing discipline. He would consistently ask, "Are the any more ideas that we need to include?" and "Are there any more people that we need to include?" at the end of each major topic change or meeting. This gave everyone a chance to reflect and made sure that everyone had the opportunity to make a contribution.

Often in the meetings of high-level executive teams (like Joe's), there is an "outer ring" of people who may attend meetings. These are people who may report to team members and may be providing information on

key topics that are going to be discussed. Not only did Joe reach out to make sure that his team members were included, he also reached out to ensure that everyone in the room was invited to participate.

Over the course of the year, I had follow-up discussions with Joe's direct reports. Not only did Joe pick an area for personal improvement, each one of his direct reports did as well. This way the process of change not only benefited Joe; it benefited everyone.

A couple of his direct reports showed great maturity by telling Joe, "When we started on this process, I was critical of you for not being inclusive. In the last few months, you have been doing everything that you can do to include people. You have asked me for my input on a regular basis. I have to admit something. You weren't the problem in the first place.

Sometimes I just wasn't assertive enough to say what I was thinking. It was easier for me to blame you than to take

responsibility myself."

A Year Later At the end of the coaching assignment, I had the opportunity to interview each of Joe's 15 direct reports and his 10 colleagues from across the company. They were asked to rate his increased effectiveness on each item on a "-5" to "+5" scale (with "0" indicating "no change"). Not surprisingly, his improvement scores were outstanding. 40% of all numerical responses were a "+5" and over 85% were a "+3" or above. No individual had a negative score on any item. I have seen hundreds of reports like this. These scores were exceptionally positive.

In "reaching out across the company and building partnerships" both his direct reports and colleagues were extremely satisfied with his progress. They commented on his ongoing dedication to being a great team player.

They noticed how he had "gone out of his way" in meetings, phone calls and e-mails to be a good partner.

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“The key variable in determining the success of coaching is not the coach; it is the person being coached and their co-workers�.

In "ensuring that his team does a great job of reaching out and building partnerships", his scores were equally positive. Both groups commented on the ongoing process that he put in place with his team. In fact, some of his direct reports commented that their colleagues across the company had also started becoming better team players. (It is much easier to be helpful and supportive to someone else, if they are trying to be helpful and supportive to you!)

In "ensuring validation and inclusion" his direct report scores were not just positive; they were amazing! His fifteen direct reports had over 100 positive comments and nothing negative to say. They almost all talked about the value of his asking for input on an ongoing basis and

including everyone who was involved in the decision.

Like many companies, Clarkson's business was dramatically impacted

by September 11 and it's aftermath. This was an extremely hard year for Joe, his team and his company.

Many of his team members noted how easy it would have been for Joe to "lose it" and not reach out to others during this tough time. He had every "excuse" not to put in the time. They were amazed at his ability to involve, inspire and motivate people when times were so tough. Some of the written comments were more than positive, they were moving.

Learning Points for Coaching The key variable in determining the success of

coaching is not the coach; it is the person being coached and their co-workers.

Joe had greater challenges and problems than almost any of the people that I have coached. In spite of this, he achieved outstanding results in building relationships with his colleagues and being inclusive with his team. He didn't get better because I did anything special. In fact, I have put in much more time with people who have achieved much less. He reinforced an important lesson for me (as a coach) I only work with people who care!

As a person who is being coached, never put the responsibility for your change on the coach. It is your life.

Like a personal trainer, the coach can help you get in shape. You are the one that has to do the work.

Not only was Joe a model of ongoing dedication and commitment, so was his team. Every team member had a positive, "can do" attitude toward improving teamwork across Clarkson.

Joe's positive results were not just a reflection of his efforts; they were a reflection of his team's efforts.

True long-term change requires discipline over time and process management.

One of the great false assumptions in leadership development is, "if they understand, they will do". If this were true, everyone who understood the importance of going on a healthy diet and exercising would be in shape. Every executive that I meet is smart. In terms of behavior, they all understand what they should do. Joe did it!

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“By involving team members and key stakeholders, the value of the coaching process can be increased exponentially”.

Joe established an ongoing process and discipline and "stuck with it". He managed a process. He made sure the follow-up discussions were scheduled. He had the discipline to ask, "Are there any people or ideas that we need to include?" over and over again. Joe worked with Carrie, a great executive assistant, who helped keep him and his team on track.

By involving team members and key stakeholders, the value of the coaching process can be increased exponentially.

Not only did Joe get better, everyone around Joe got better! Joe's entire team was involved in the process.

Everyone is his team reached out across the company to build partnerships and increase synergy. Everyone on

ME Last Words : Expanding the Value of Coaching

Joe's team picked personal "areas for improvement" and focused on getting better.

Many of the members of Joe's team began to implement the same process with their own teams. In some cases, people across the company began reaching out to Joe's team in a much more collaborative way.

Joe was given a simple challenge to change his own behavior. Through his effort at personal improvement, Joe ended up benefiting hundreds of people across Clarkson.

Published in: The Art and Practice of Leadership Coaching, edited by Howard Morgan, Phil Harkins and Marshall Goldsmith, Wiley, 2005

Dr. Marshall Goldsmith was recently named winner of the Thinkers50 Leadership Award (sponsored by Harvard Business Review) as the world's most influential leadership thinker. Along with being recognized as the #1 leadership thinker, Marshall was listed as the #7 greatest business thinker in the world. What Got You Here Won’t Get You There was the #2 bestseller on the INC Magazine / CEO Read list of business bestsellers for 2011. This is the fifth year in a row that What Got You Here Won’t Get You There was in the top ten. MOJO was listed at #19. This is the second year in a row that it has been in the top twenty.

CO mbaedge 83 NG TO RA TH TU E W LA IN TIO NS N E THE MBA EDGE™ RS !

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BUSINESS

COMPETITION 2011 (Season 2) TOPIC:

What Are The Top 10 Soft Skills For Middle Managers To Move To C-Level?

InTRODUCTIOn

the essence of the topic expresses the trend that in general most middle level management careerists move up the corporate ladder not as a result of the purely hard skills like technical know-how, academic qualifications, or amount of working experience but rather more as a result of exhibiting competency in applying soft skills like negotiating skills, conflict resolution, engaging employees, empathy in the workplace, etc. the mBa edge Business Competition 2011 hopes to engage current mBa Students from local institutions in small teams of 3 in a simple exercise of using the Web 2.0 medium to find out what people think are the top ten soft skills relevant to middle managers to effective move up the corporate ladder. entry forms can be download from: www.pwn.com.my

OBJECTIVES OF THE COMPETITION

THE TASK

the idea of this competition is to crowdsource from relevant parties for feedback on what they think are the top ten soft skills most critical for middle managers to possess to progress up the corporate ladder to Chief –level positions in big organisations.

1. Work in a team of 3 2. Creatively utilize Web 2.0 to get feedback to address the topic of the competition 3. Feedback collected must consists of 3 main lists: a. ranking of top ten Soft Skills b. respondent’s info: i. age of respondent ii. gender of respondent iii. marital status of respondent iv. no of years working experience c. answer 2 relevant questions set by the team

• to promote mBa studies as the preferred 4. the data collected should be sorted and lifelong learning course for business, personal analysed development, and career advancement 5. the must be at least 60 feedbacks • to recognise and showcase talent of mBa 6. a conclusion should be derived from the data students collected • To develop confidence in business writing 7. The final form will be a Report with clear and Left ot Right: Mr Soon (CEO of CDC Management Development, Teoh Wei Yi, Nicholas Cheng Yi Yang, Lew Man Wai, Mr Steven Shim (MD of PWN) among mBa students informative presentation of the data, analysis • to showcase the quality of the mBa of the data, and conclusion of the study institutions in malaysia 8. total word count: 1,500 words maximum

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