About Petronas

7/30/2019 About Petronas

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Mahathir Mohamad was born in 1925 in Alor Setar, Malaysia. He was a doctor before becoming a politician

with the UMNO party, and ascended quickly from member of parliament to prime minister. During his 22

years in office, he grew the economy and was an activist for developing nations, but also imposed harsh

restrictions on civil liberties. He resigned office in 2003.

Early LifeMahathir Mohamad was born on December 20, 1925, in Alor Setar, in the state of Kedah in northern Malaysia.

His family was modest but stable, and his father was a respected teacher at an English language school.

After finishing Islamic grammar schools and graduating from the local college, Mahathir attended medical

school at the University of Malaya in Singapore. He was an army physician before forming a private practice

at the age of 32.

Entry Into PoliticsMahathir became active in the United Malays National Organization (UMNO), Malaysias largest political

party, and was elected to its policy-making group, the Supreme Council. With the support of the UMNO, he

won a seat in the House of Representatives in 1964. He wrote a book, The Malay Dilemma, demanding

affirmative action for indigenous Malays and equal status with Chinese-Malaysians, while also criticizing

Malays economic backwardsness. These then-radical ideas earned the ire of Prime Minister Abdul Rahman,

and the UMNO banned the book and expelled Mahathir from the party.

Rahman resigned in 1970, and after Mahathir was reinstated in the UMNO in 1972, his political career took

off. He was reelected to parliament in 1973, promoted to a Cabinet position in 1974 and rose to deputy prime

minister in 1976. He became prime minister just five years later when his predecessor, Hussein Onn, retired.

Prime MinisterMahathir had a significant impact on the economy, culture and government of Malaysia. He won five

consecutive elections and served for 22 years, longer than any other prime minister in Malaysias history.

Under him, Malaysia experienced rapid economic growth. He began privatizing government enterprises,

including airlines, utilities and telecommunications, which raised money for the government and improved

working conditions for many employees, although many of the beneficiaries were UMNO supporters. One of

his most significant infrastructure projects was the North-South Expressway, a highway that runs from the

Thai border to Singapore.

From 1988 to 1996, Malaysia saw an 8 percent economic expansion, and Mahathir released an economic

planThe Way Forward, or Vision 2020asserting that the country would be a fully developed nation by2020. He helped shift the countrys economic base away from agriculture and natural resources and toward

manufacturing and exporting, and the countrys per capita income doubled from 1990 to 1996. Although

Malaysias growth has slowed and its unlikely the country will achieve this goal, the economy remains stable.

But in spite of these accomplishments, Mahathir leaves a mixed legacy.


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Although he began his first term conservatively, during the 1980s Mahathir became more authoritarian. In

1987 he instituted the Internal Security Act, which permitted him to close four newspapers and order the

arrests of 106 activists, religious leaders and political opponents, including Anwar Ibrahim, his former deputy

prime minister. He also altered the constitution to restrictive the interpretive power of the Supreme Court,

and he forced a number of high-ranking members to resign.

Mahathirs record on civil liberties, as well as his criticisms of Western economic policies and industrialized

nations policies toward developing countries, made his relationships with the United States, Britain and

Australia difficult. He banned The New York Times and The Wall Street Journalfor printing negative editorials

about him, and supported a national law condemning drug smugglers to death, resulting in the execution of

several Western citizens.

Mahathir retired in 2003, and remains an active and visible part of Malaysias political landscape. He is an

ardent critic of Prime Minister Abdullah Badawi, whom he chose to succeed him.


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Dato Seri Anwar Ibrahim is Malaysia and leader of the reform oriented Opposition

Coalition, Pakatan Rakyat.

Anwar was invited to join the United Malays National Organisation (UMNO), the ruling party,

and the government in 1982, by then Prime Minister Mahathir Mohamad. His rise in the

party and in the government was meteoric. He was elected in 1984, as Leader of UMNO

Youth and in 1986, became a Vice-President of UMNO. He served as Minister of

Culture, Youth and Sports in 1983; Minister of Agriculture in 1984; and Minister of

Education in 1986, prior to his tenure as Finance Minister and Deputy Prime Minister in the

90s.

Anwar Ibrahim was the Deputy Prime Minister of Malaysia from 1993-1998. He also served

as Minister of Finance, Minister of Culture, Youth and Sports in 1983; Minister of Agriculture

in 1984; and Minister of Education in 1986. He was also Chairman of the Development

Committee of World Bank and International Monetary Fund in 1998 and president of

UNESCOs General Conference. As a student leader he was the founder of MalaysiasMuslim Youth Movement and has extensive experience working with Muslim political parties.

From1975 till 1982 he was representative for Asia Pacific of World Assembly of Muslim

Youth under Sheikh Hassan Abdullah. In 1988, Anwar Ibrahim became the second President

of International Islamic University of Malaysia. The idea of the establishment of IIUM arose

in the Congress of Malaya

Islamic University which was organized by The National Organization of Islamic Students of

Malaysia (PKPIM) in 1971. The then President of PKPIM was Anwar Ibrahim. This resolution

urged the authority to upgrade the Islamic Malayan College. In 2010, Association of Muslim

Social Scientist UK awarded its prestigious lifetime achievement award to Anwar Ibrahim in

recognition of long and distinguished service in the field of politics and economic thought,the promotion of the cause of good governance and committment to the principles of

freedom, tolerance and justice.

Highly respected for his principled stance against corruption and his skillful management of

the Malaysian economy during the turbulent period of its financial crisis, Anwar is also

viewed as one of the forefathers of the Asian Renaissance and a leading proponent of

greater cooperation among civilizations. He is an ardent supporter of democracy and is an

authoritative voice in bridging the gap between East and West. As a public servant in

Malaysia Anwar was unrelenting in his campaign against corruption and has been committed

to the ideals of empowerment, justice, and equity. He has stressed the need for internal

reforms in order to reinforce civil and democratic institutions and to expand the democratic

space. Some of these themes, articulated in his book Menangani Perubahan (Managing

Change) and

Asian Renaissance. As acting Prime Minister in 1997, for example, he introduced Anti-

Corruption Legislation which held public officials accountable for corrupt practices even after

their departure from public service. His emphasis on social justice, poverty eradication,

education and civil society has guided his career in government to the present.


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He has lectured extensively around the world on governance and accountability, the

relationship between Islam and democracy, the need for greater civilizational dialogue and

contemporary politics in Malaysia and Southeast Asia. His articles and speeches on these

subjects have been published widely in leading newspapers and journals around the world.

He is respected internationally as a leader in interreligious dialogue and Muslim Christian

relations and was one of the early signatories to the Common Word initiative. He has also

held lecturing positions at the Johns Hopkins School of Advanced International Studies and

St. Anthonys College at Oxford University.

Active on the national front, Anwar has also been highly engaged in the international arena.

He has been a strong advocate for civilizational dialogue and has worked tirelessly towards

the ideals of Convivencia, the mutual coexistence of civilizations and the interplay of

different social, cultural, and spiritual ideas. Between 1995 and 1998 he organized a series

of conferences on the Asian Renaissance, aimed at crossing geo-political barriers between

societies and nations and creating political structures to promote dialogue across cultures.

For his many contributions to humanity, in 1996, Anwar was awarded the Presidential Medalby Georgetown University and an honorary doctorate by the Ateneo de Manila University, in

the Philippines.


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Dato' Sri Mohd Najib was appointed as Malaysia's sixth Prime Minister on 3 April 2009. Hesucceeded Dato Seri Abdullah Ahmad Badawi who did not seek re -election as Umno President.

Dato' Sri Najib, the eldest son of the second Prime Minister, Tun Abdul Razak Hussein, was born inthe district of Kuala Lipis in the state of Pahang. He received his primary and secondary education atone of the country's leading schools, St John's Institution. He continued his secondary education at

the Malvern Boys College in Worcestershire, England. Upon completion of his secondary education,Dato' Sri Najib enrolled at the University of Nottingham and graduated in 1974 in industrialeconomics.

On his return to Malaysia in the same year, Dato' Sri Najib joined the national oil company, Petronas,as an executive where he served for two years before taking the plunge into politics following thesudden demise of his father in 1976. He was the obvious choice of the ruling National Front coalitionto contest the Pekan parliamentary seat left vacant by his late father. The national outpouring of grieffollowing Tun Razak's death and the respect for his fathers tremendous contributions to Malaysia'sdevelopment saw Dato' Sri Najib elected unopposed as Member of Parliament at the very young ageof 23.

It was to mark the start of Dato' Sri Najibs long association with politics and government service.

Following his unopposed victory as Member of Parliament in 1976, Dato' Sri Najib was appointed theDeputy Minister of Energy, Telecommunications and Post. He also later served as Deputy Minister ofEducation and Deputy Minister of Finance. In the 1982 general elections, he stood in the state seatof Bandar Pekan and was subsequently appointed the Menteri Besar of Pahang until 1986.

Following the general elections in 1986 where he re-contested and won the parliamentary seat ofPekan, Dato' Sri Najib was appointed the Minister of Culture, Youth and Sports. Under hisstewardship, Malaysia had its best ever showing in the SEA Games where the country emerged topin the medal tally for the first time in the history of the games. He also introduced the National SportsPolicy which outlines the development of sports in the country and introduced monetary incentivesfor Malaysian athletes who won medals at the Olympics.

In 1990, Dato' Sri Najib was appointed Minister of Defence, a senior position within the governmentby the then Prime Minister, Dato Seri Dr Mahathir Mohamad. He embarked on the modernisation ofthe armed forces, making it a leaner fighting force capable of handling any conventional threats.This, among others, saw Malaysia's acquisition of new assets such as the Russian aircraft, MiG 29,Boeing F18 Super Hornet, the F-2000 frigates, the 155 m artillery gun and the upgrading of thecountry's air defence with the acquisition of a new radar system. The welfare and well-being ofarmed forces personnel were given due attention including improvement to their housing facilitiesand allowances.

In 1995, Dato' Sri Najib was appointed to a much more prominent ministry, the Ministry of Education.During his tenure, the country's education system underwent a major reform with the passing of sixlaws, the main one being the Education Act 1996, to facilitate a more market driven educationsystem.

The legal framework saw the country's education system undergo massive reforms and sweepingchanges to the institutions of learning. It allowed them to offer a wider range of courses, differentoptions and approaches to learning and new teaching methods. Today, there are greater choicesand places for Malaysians to pursue their higher education locally or abroad. In addition, anincreasing number of foreign students are pursuing their studies at institutions of learning inMalaysia.

Indeed, Dato' Sri Najib had a major role in this move to build a world-class education system that is


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flexible and innovative in Malaysia as well as turning the country into a regional education hub andcentre of excellence. Apart from that, the well-being of teachers was given due attention with theintroduction of time-based promotion, a better starting salary for new teachers and special housingprojects for teachers.

During the 1999 general elections, Dato' Sri Najib received a major setback when he scraped

through with a majority of 241 votes for the predominantly Malay Pekan parliamentary seatcompared to the over 10,000 majority in the previous election. It came as a shock for him andpolitical observers. However, it was not a complete surprise as the election came at the height of the1999 political upheaval.

Following the elections, he was appointed Minister of Defence for the second time and proceededwith the modernisation of the armed forces which had come to a halt following the financial crisis of1997. Major acquisitions included the purchase of the new Russian fighter aircraft, Sukhoi Su30MKM, submarines which the Royal Malaysian Navy had sought for years and Polish tanks. Also, theshort-range air defence system, Jernas, was acquired for the army. For the armed forces personnel,several allowances were raised in particular flying allowances for air force pilots and higher startingsalaries for new recruits.

The 2004 general elections which came a few months after Dato' Sri Najibs elevation as the DeputyPrime Minister saw him winning his parliamentary seat with a whopping 22,922 majority. It was oneof the highest majorities in the elections and undoubtedly the most improved performance by acandidate.

In the 2008 general elections, Dato' Sri Najib was re-elected to the Pekan parliamentary seat with amajority of 26,464. It was the highest majority for Barisan Nasional despite the overall drop insupport for the coalition government in the general elections.

He remained the Minister of Defence until September 2008 when he took over as Minister ofFinance from Dato' Seri Abdullah in 2008. In March 2009, Dato' Sri Najib was elected unopposed asUmno President after Dato' Seri Abdullah decided not to seek re-election. Subsequently, in April,Dato' Seri Abdullah announced he was stepping down as Prime Minister and Dato' Sri Najib wassworn in as Prime Minister. He continues to hold the Minister of Finance post.

Under his premiership, the nation has embarked on a journey of transformation within Malaysiasmulti-racial, multi-religious context. The cornerstone is his 1Malaysia initiative, which emphasisesnational unity.

Dato Sri Najib has also launched the Government Transformation Programme to improve the qualityof public services, increase efficiency and make the government more transparent. The programmesets key performance indicators to measure the performance of officials and agencies and nationalkey result areas to define goals for specific areas of public policy. He also introduced a new cabinetposition in charge of unity and performance management to implement the KPI system.

To drive the nation forward, Dato Sri Najib introduced the New Economic Model with reforms tocreate a business environment conducive to economic growth, development and investment. Thegoal is to make Malaysia a high-income nation and a developed country by 2020. Transformationand further liberalisation of the economy are vital to this.

Dato' Sri Najib is married to Datin Sri Rosmah Mansor and he has five children.


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Leadership can take place in large and small organizations, in private and public settings, in business and

non-business area, in political and non-political fields and in military and non-military systems. Before

we can analyze what makes an effective leader, we need to understand the meaning of leadership.

Leadership can be interpreted differently to different people. Lim and Daft define leadership as an

influence relationship between leaders and followers who want a transformation and output that can

reveal their share purpose. To really understand the leadership term, you should know the major

theories, leadership styles and the traits and characteristics that the leader possess. Democratic leader,

behavioral theory, great-man theories, servant leader are the examples of the major theories in

leadership. Besides, leaders also have many styles in executing their role such as autocratic,

participatory, democratic, laissez-faire (hands off) and many more. These leadership styles are depends

on the situation in managing the task in the organization.Tan Sri Syed Mokhtar Al-Bukhary is the chosen leader that I want to share in this blog project. Before

this, we just heard his name without knowing his background. I eager to write about him because he just

an ordinary person that doing extraordinary things. He is also the richest Malay in this country and very

much respected businessman and philanthropy. I will share with you about the life of Tan Sri SyedMokhtar Al-Bukhary and highlighted about his contributio

THE LIFE OF SYED MOKHTAR AL-BUKHARY

-

trade. Then

family

to send him to live with his uncle, Syed Omar in Jo

A unique fact, which can actually be viewed as his first direct in

accounting book and take care of it. This valuable

experie

centre close to

the railway station in Alor Setar. He n

vegetables to be sold at a marke


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F

your information, he is easy to get along with other people. He is not the type of people which love to

P P 2

which he used to use it from time to time.

STARTING A BUSINESS

7 --

Perlis. As a result, nearly all

their livestock perished. However, this downturn in event actually had a silve

business. Instead, he decided to go into the business of selling meat. As a start, at the age of 19,Syed Mokhtar scoured markets

-

ice to maintain

freshness.

Soon after, Syed Mokhtar moved on to the transportation b

72

lorries. At first, he wanted to buy four lorries,

but

return the permits to MARA. He then establishe

P

until today. From a small business that offered transport service to haul rice, it now owns

more than

EXPANDING BUSINESS

P exists and has expanded until now,

with an annual revenue of around RM250 million.


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77

and based its opera

- P 7

-

Milk Pro

F

AMTEK, CROCODILE AND LOUIS

uniform for the Ministry of Defense.

Through this contract, F

(Amtek) which manufactured shoes, while

-

P P

Most recently, Amtek Shoes, a subsidiary of Amtek, produces shoes for the use of th

industries.

CONTRIBUTION TOWARDS MUSLIM EDUCATION IN MALAYSIA

F purpose, the Yayasan al_Bukhary

- and educational activities. The

foundation not only provides aid to people o

-Bukhary costing RM400 million in Kedah. The complex is a centre

comple


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This foundation also created the International Islamic Arts Museum in Kuala Lumpur, a

- P

-

OTHER CONTRIBUTIONS

Prior to 2000, Yayasan Al-Bukhary donated 77

- 27 -

2 Islamic University Malaysia. Yayaan A-

-

of whom 70 percent are foreign students fully sponsored

by the foundation by 2009. Last 6 -

F Besides that, this foundation also helps non-Islamic based organ F

P

providing scholarships to financially

needy students from rural areas.

THE GREAT IDEAS IN THE ORGANIZATION

The great ideas in my organization come from the organizational culture. According to Lim and Daft

culture is defined as the set of key values, assumptions, understandings and norms that is shared bymembers of the organization and taught to the new members as correct. When any problems occurred

in the organization, we will try to think and act for the best solutions.

Culture gives employees a sense of organizational identity and generates commitment to

particular values and ways of doing things. Culture serves for two important functions in organizations

which are internal integration and external adaption. Internal integration helps members to develop a

collective identity and know how to work together effectively. For example, if there is any work given by

the management that need to be settled or submitted on the certain date given, we will try to manage

and finished it early or on time. Organizations are putting increased emphasis on developing strong

cultures that encourage teamwork, collaboration and mutual trust. It links the employee with anotheremployee in the organization.

However, cultures for the external adaption determines how the organization meets goals and deals

with outsiders. Culture can encourage employee commitment to the core purpose of the organizations,

its specific goals and ways to accomplish the goals. For example, when my organization arrange a

chandat sotong program with the other organization to have a close relationship with them. Program


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conducted by the teams have meet the objectives because of the strong culture build in the

organization.

MISTAKE THAT LEADERS MAKE

There are some mistakes that leaders make. They always said that mistake is one of the ways to learn,

however it is better that the leaders avoiding the mistake at first. It is because the simple mistake might

make your followers or outsiders interpret the organization wrongly. The mistake that always been

made by the leader are:

Failing to define goal

When the followers do not have the clear goal in the organization, they will not become productive.

They do not know what they are doing and cannot identify the priority of their workload. Therefore, it is

make them understand their

duty and task.

Misunderstanding motivation

Some of the leaders misunderstanding the ways to give motivations to their subordinate. They always

think that their subordinates are working for the monetary reward only. People seeking for the work

and life balance. So, the leaders should look at also for the non-monetary rewards like recognition

awards, medical expenses, continuous education,

Customers feedback

It is important to know about the customer feedback. Organization can be improved base on the

customer feedback. However, some leader avoid the customer feedback because they feel that it only

wasting their time to entertain customer that are not giving them a huge benefits or profits.

Not delegating

Leaders will make mistake if they do not delegate their tasks appropriately. They do not trust people to

do their job. So, they will become stress because of the workload burden. They should have trust

towards their employee and monitor their task whether it is rightly performed or not.

A FEW RESOURCES TO BECOME BETTER LEADER


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There are two books I suggest for the person who want to gain insight in becoming a better leader. The

first one is the book with the title of The leadership experience in Asia. This book will give you the

explanation about the leadership theory and ways that the leader can apply to lead their followers such

as how to communicate with people, understand what are the followers want, how to motivate the

followers, what is the leadership power and influence and many more. The title of the second book is

Total leadership: Be a better leader, have a richer life. This book is designed for anyone in the

organization and in any career stage. The author write this book based on the research and the practical

knowledge. It provides to you an insight how to become a better leader by using the total leadership

which are the leader should act with authenticity by defining what is important, act with integrity by

respecting the whole person and act with creativity by experimenting get done. Moreover, it also

explain about the leadership vision, how the people in the organization learn and change, the

expectations of the stakeholders and so on. I hope these two books will give you an idea in becoming a

better leader.

WAYS TO ENSURE A PERSON GROWING AND DEVELOP AS A LEADER

When we know the ways to be a better leader, it will develop your leadership skills. There are a few

ways to ensure a person to grow and develop as a better leader. The first one is learn from the

experience. The experience that we face can be good or bad. It is important to learn from the past

experience because I will become more careful on doing things. The experience that I get from doing

things is very precious. It is because the experience that will get is not the same like reading a theory in

the book. It really happened in your life. Therefore, I will learn from the experience that I have to

become a better leader.

Besides that, I will provide the direction for my followers in achieving the organizational goals.Inspiring teams means painting the clear pictures of what the success means. Although, it takes time

and energy to learn what motivate each persons but that is the true leader do.

Last but not least, the important thing in becoming a true leader is acquire more knowledge

through reading and make research about something that I do not know. It will give me an idea of doing

things and shares that ideas with the teams members.

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About Petronas