Showing posts with label Government-linked companies (GLCs). Show all posts

Sunday, August 27, 2017

Corruption has no place in any culture

LATELY, we have been seeing many photographs and a lot of video footage of handcuffed men and women in orange T-shirts bearing the words “Lokap SPRM”.

These are people who have been arrested by the Malaysian Anti-Corruption Commission (MACC) in connection with its investigations. Lokap SPRM is the Bahasa Malaysia term for the MACC lock-up.

Some of these men and women have been or will be charged in court for offences such as offering or soliciting bribes and abuse of power. If they are guilty, they will be punished.

But what if the wrongdoing is partly to do with how the private sector operates?

If businessmen believe that greasing someone’s palm is an acceptable way to get ahead of the competition, and if a company’s culture tolerates or even encourages corrupt practices, why should the employees be the only ones held accountable when the authorities enforce the law?

It is not easy, however, to prove that a company has criminal intent.

This will matter less if there are provisions in the law that deem companies responsible if employees commit certain offences in the course of their work.

This concept of corporate liability for the crimes of employees has been introduced in countries such as the United States, Britain and Australia.

Malaysia has long talked about introducing such provisions.

In July 2013, for example, Minister in the Prime Minister’s Department Datuk Paul Low said the Government wanted to introduce a “corporate liability law”.

The idea is to hold boards of directors and CEOs of companies responsible for bribes given by their employees unless it is proven that there are measures in place within the organisation to prevent corruption.

Since then, Low and senior MACC officers have several times brought up this matter.

It appears that the plan is to either amend the MACC Act or to come up with a fresh piece of legislation.

At one point, Low said the Bill would be tabled by March this year and that the new provisions would come into effect in 2018.

However, the draft legislation has yet to reach Parliament.

The latest update was from MACC deputy chief commissioner (operations) Datuk Azam Baki, who was quoted in a Sin Chew Daily report this week saying that the Cabinet had approved the Bill for the Corporate Liability Act and that it would be tabled in October.

It is understandable if the business community is less than enthusiastic about this.

There is always the fear that an employer will be unfairly blamed for an employee’s lack of integrity.

There is also the well-worn argument that complying with additional rules and regulations will increase costs amid already challenging conditions.

It is likely, however, that the new provisions are applicable only if the companies cannot demonstrate that they have done all they can to prevent the offences, or if they are negligent in addressing the risks of such offences being committed.

We will have to wait and see.

Meanwhile, businesses should examine their practices and procedures.

It is definitely in the best interest of a company to ensure that its employees understand well that corruption is not part of its corporate culture.

For that matter, corruption should not be part of any culture.

- Sunday Star Says

Amend MACC Act to give it more bite

TRANSPARENCY International Malaysia (TI-M) hails the call by the Malaysian Anti-Corruption Commission (MACC) to amend Section 23 of the MACC Act 2009 to give it greater clarity so that corrupt practices and other related offences could be better tackled especially in state-owned enterprises (SOEs).

As stated by MACC deputy commissioner (Operations) Datuk Azam Baki, MACC needs more bite to act against corrupt public officials including ministers, assemblymen and politicians.

TI-M also supports MACC on the recently proposed new law known as “Misconduct for Civil Service Act”, where civil servants who caused substantial financial losses to the Government due to negligent acts or non-compliance with official policies or procedures would face criminal charges under this proposed new Act.

TI-M has been advocating for these amendments to the existing MACC Act for the past several years and hopes to finally see the light at the end of the tunnel.

Section 23 of the MACC Act 2009 prohibits “an officer of a public body” or public officials from abusing their power for any gratification for themselves or for their relatives. TI-M shares Azam’s opinion that many politicians are being appointed into SOEs and public interest entities (PIEs).

In addition, TI-M is also looking forward to the inclusion of the corporate liability provisions into the MACC Act 2009, which will ultimately hold companies accountable for corruption cases involving their employees.

Currently, when an employee is caught for corruption or bribery, he or she will face the consequences and can be charged individually. The company which the respective employee works for is not held liable for its employees’ acts, as in law the company not being a human person is not capable of having criminal intent.

With the introduction of the corporate liability provisions, companies can be held accountable for their employees’ involvement in corruption or bribery if they are found to have failed to take adequate steps to prevent such corrupt acts by their employees.

When this becomes a reality, employers in the private sector would have no choice but to initiate anti-corruption programmes in their companies/organisations to mitigate and eventually eradicate corrupt practices.

TI-M, meanwhile, has been encouraging companies in the private sector to adopt the ISO 37001 Anti Bribery Management System as an initiative to put in place all the preventive controls and systems while simultaneously getting the top management to commit to the elimination of any form of bribery in their organisations.

On the proposed Misconduct for Civil Service Act, any effort or law to address misconduct which results in loss of taxpayers’ money should be lauded.

However, we would like to raise the issue of whether the proposed law should only apply to civil servants. What about instances where orders or instructions come from politicians or persons in elected positions? Should they not also be held liable if proven to be involved?

Any proposed law should fairly apply to everyone involved in the decision-making process, and that includes politicians.

Azam has been reported saying that each year, the AuditorGeneral’s Report reveals a litany of malpractices among government departments and agencies, some of which are outrageous, for which the civil servants responsible should be charged with criminal offences instead of just disciplinary action under the domestic rules applicable to them.

TI-M supports these new measures proposed by the MACC and hopes that the Government will give due consideration and also fully support the same by effecting the necessary changes in the law. This would ensure that we plug the existing loopholes in our anti-corruption laws.

DATUK AKHBAR SATAR President Transparency International Malaysia

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Friday, February 3, 2017

Corruptions, Conflict of interests, politicians and Malaysian bloated civil service

Ministers may face conflict of interest, says Tunku Abdul Aziz:

"If you have no power, you cannot abuse it. Civil servants have a lot more power than their political masters and ministers"

'With a population of 31 million, Malaysia has a ratio of one civil servant to almost 20 people.

'To compare, the news report cited corresponding figures for several other countries: Singapore (1 to 71 people), Indonesia (1:110), South Korea (1:50), China (1:108), Japan (1:28), Russia (1:84) and Britain (1:118).'

To keep graft in check, politicians should not be appointed to run government-linked companies, said Malaysian Anti-Corruption Commission advisory board chairman Tunku Abdul Aziz Tunku Ibrahim (pic).

He said politicians holding GLC positions may face conflict of interest leading to abuse of power and responsibility.

In an interview with Bernama, he said: "Many appointments are made for political reasons. If you are appointed to a position with unanimous power, there are decisions you have to make on a daily basis, weekly, monthly and whatever.

"And in making these decisions, there will be some demands made on you because of your connections, your relatives, your friends and also your cronies."

Tunku Abdul Aziz said this trend of abusing power because of conflict of interest has been happening since long ago, and may be stopped if the appointment for a top post in a GLC was conducted with "proper selection and screening".

Tunku Abdul Aziz said the selection process must include going through the candidate's background and track record.

He said there were always people out there who wanted special treatment, to have the advantage over their competitors.

"They don't care how it is done (as long as they get the job)... This is where corruption starts."

Tunku Abdul Aziz said that proper recruitment procedures and techniques could help achieve transparency and accountability, which are essential for top management.

"We can make corruption unprofitable business by making it more difficult to put your hand in the till."

He believes that corruption is now taking place at the operating level.

"Ministers cannot sign or award contracts. But directors in some departments can do it. This is where abuse of power takes place," he said.

"If you have no power, you cannot abuse it. Civil servants have a lot more power than their political masters and ministers (in awarding contracts)," he said.

He noted that the Malaysian Anti-Corruption Commission was now catching a lot more "big fish" than before the appointment of Datuk Dzulkifli Ahmad as the new head in July last year.

Tunku Abdul Aziz said MACC was a dedicated highly professional team focusing on the root causes of corruption while catching the crooks.

-- BERNAMA

Time to trim the civil service

FINALLY, the Government has itself described the civil service as bloated.

To his credit, Second Finance Minister Datuk Johari Abdul Ghani openly and honestly stated that the civil service, although bloated, will not be reduced but will instead be made to multi-task to improve productivity. This statement is serious but also worrisome.

We now have one civil servant serving 19.37 people. The ratio is 1:110 for Indonesia, 1:108 for China, and 1:50 for South Korea. We won’t compare ourselves to the low ratio of 1:71.4 in Singapore because it’s a small island with hardly any rural population.

But why is our civil service so bloated? Firstly, we recruited rapidly to give jobs to the boys when the output from the education system expanded. We even had an “Isi Penuh” programme at one time. That is we rushed to create jobs and filled them fast!

Secondly, unlike the private sector, we rarely retrench staff even in bad times. We hardly sack anyone for inefficiency and even wastage of public funds.

Thirdly, the civil service has become a sacred cow that has to be handled gingerly for fear of reaction against the federal and state governments at the ballot box!

Life is relatively comfortable especially at the lower levels of the civil service. Salaries are better than before, pensions are secure, health provisions are generous, and the drive to be more productive is soft. In fact, there is now a strong manja-manja attitude towards civil servants.

The demand to join the civil service is high but the supply of jobs is slowing down considerably.

The Government should decide to reduce the size of the civil service to prevent the strain on the budget deficits, especially in the future.

Salary and pension bills are going up whereas productivity is not publicly perceived to be improving. Those who deal with civil servants often tell us more about the undue delays, corruption and “tidak apa” or lackadaisical attitude shown on the ground towards the public.

The Government should appoint a high-level task force, if not a royal commission, to examine ways and means of trimming the civil service to an efficient and reasonable size.

To start with, the Government should revise its stand on not reducing “the 1.6 million strong bloated civil service.” If it finds it difficult to reduce the civil service, then please freeze recruitment or make it more sparing and definitely more selective. Please go for more quality rather than quantity!

The civil service is huge because the public sector has been designed to be inordinately large. This has evolved because the private sector has been denied and deprived of greater opportunities to serve the public.

There are many government services, facilities and works and supplies that can be provided more efficiently by the business sector. In fact, this could be the way forward for more bumiputra contractors and other races to participate more actively and competitively to serve our society better.

The cost of maintaining the civil service, at RM74bil in 2016 for salaries and allowances, is not sustainable.

The pension bill of RM19bil per annum, without any contribution to the GDP by retirees, is also unbearable in the longer term. At the same time, according to Johari, revenue from palm oil and other commodities have been falling drastically. So where do we go from here?

It is basic economic and financial logic that we cannot afford to cope with rising salary expenditure and lower revenue. It is much more difficult to raise revenue than to cut expenditure.

The Government has said that our fundamentals are strong. Indeed, they are reasonably healthy at this time. But at this rate of a growing civil service that is now acknowledged as bloated, we cannot afford to assume that the economic and financial fundamentals can continue to be strong for much longer.

My appeal then is for Government to more actively seek to reduce the size of the civil service and to act without undue delay. Our good economic fundamentals are being seriously threatened and we must preserve and protect them from further risks.

TAN SRI RAMON NAVARATNAM , Chairman Asli Center of Public Policy Studies

An effective civil service does not burden Govt

Civil Servants

IN a recent interview with a vernacular newspaper, Second Finance Minister Datuk Johari Abdul Ghani brought up a matter that is seldom highlighted publicly – the size of the Malaysian public sector.

He said the country’s 1.6 million government employees formed “the world’s largest proportion of civil service”.

With a population of 31 million, Malaysia has a ratio of one civil servant to almost 20 people.

To compare, the news report cited corresponding figures for several other countries: Singapore (1 to 71 people), Indonesia (1:110), South Korea (1:50), China (1:108), Japan (1:28), Russia (1:84) and Britain (1:118).

Johari was making the point that a major challenge for the Government was the rising costs of running the public service system.

This is particularly tough when there is a decline in the taxes and other receipts collected from the oil and gas and palm oil industries.

However, he added that there were no plans to reduce the civil service head count.

The minister has won praise for bringing attention to an issue that many have long felt deserves public awareness and discussion.

Emoluments are by far the biggest component of the Government’s operating expenditure, and that cost has kept expanding.

Back in 2006, emoluments totalling RM28.5bil made up 26.5% of the operating expenditure. A decade later, the percentage is estimated to be 35.7%. To pay its employees this year, the Government has allocated RM77.4bil, which is 36% of the budgeted operating expenditure.

And let us not forget the retired civil servants. According to the Public Services Department, there were 739,000 public service pensioners in 2015, and every year, 23,000 people join this group.

In 2010, the Government spent RM11.5bil on pensions and gratuities, accounting for 7.6% of the operating expenditure. In the Budget 2017, retirement charges will come to RM21.8bil, about 10% of operating expenditure.

Although Johari did not appear to use the phrase in the interview, others were quick to talk about the “bloated civil service”.

It should be pointed out that measuring and comparing the sizes of the public sector can be tricky and misleading. There are different ways of defining a civil servant. And the width and depth of a public service system is very much determined by the country’s prosperity and policies.

The Organisation for Economic Cooperation and Development looks at public sector employment as a percentage of total employment. In 2013, the average among its members was slightly above 19%.

In Malaysia, civil servants represent 10.8% of our labour force. Perhaps, the public sector is not bloated after all.

On the other hand, we must bear in mind that the number of government employees is growing faster than the country’s labour force.

But we cannot discuss quantity and ignore quality. The issue here is not about how large our public service system is; it is whether the system is larger than necessary.

No matter how big, the numbers make sense if they yield excellent results and lead to robust revenue growth.

At a time when the Government is pushing hard in areas such as innovation, productivity and good governance, the civil service ought to lead by example.

There are already ongoing efforts to transform public service in Malaysia and surely the hope is that these initiatives will result in greater transparency and accountability, enhanced competitiveness, and a high-performance culture,

What is also absolutely clear to us is that the Government’s financial obligations are increasingly heavy, and much of this has to do with the emoluments and pensions it pays.

It is realistic to expect the Government to be more prudent in its hiring of new employees. It cannot afford to be the country’s default employer and young people are wrong to blame the Government if there are no civil service vacancies for them to fill.

The public sector’s primary role is to serve the country’s needs effectively and efficiently. It cannot do that if it is a burden to the Government and ultimately the people. -The Star Says

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Sunday, January 29, 2017

Weeding out the worrying graft and corruption among Malaysian youths and politicians !

MACC deputy chief commissioner (prevention) Datuk Shamshun Baharin Mohd Jamil

MACC reveals 'worrying statistics'

KUALA LUMPUR: More than 50% of those arrested by the Malaysian Anti-Corruption Commission (MACC) in the past three years were aged below 40.

MACC deputy chief commissioner (prevention) Datuk Shamshun Baharin Mohd Jamil expressed concern over the finding and said it as an “alarming situation”.

Of the 2,329 people arrested since 2014, 1,267 were below 40.

“People in this age group are supposed to be nation’s backbone, who will shape the future of our country,” he said in his keynote speech at a public forum organised by the Institute for Democracy and Economic Affairs (Ideas) yesterday.

Shamshun said about 982 investigation papers were opened, 932 people were detained and 258 charged by the anti-graft body last year.

“MACC plans to engage with youths this year. The Gen-Y group always finds an easy way. We have to guide them from young and create awareness of what is happening around them,” he said.

On MACC seeking more allocation, Shamshun said the extra funds were for them to implement what they planned for the year.

“We need more whistle-blowers who can voluntarily come forward to report or provide information on corruption activities.”

He said such individuals will be protected under the Whistleblower Protection Act 2010, that shields informants from action. – by Ashwin Kumar thesun

Weeding out graft among youths

KUALA LUMPUR: The Malaysia Anti Corruption Commission (MACC) will push on with efforts to eradicate corruption in the civil service in the face of budget cuts, says its deputy chief commissioner (prevention).

Datuk Shamshun Baharin Mohd Jamil (pic) told reporters that the commissions’ plan for 2017 would be to focus on Government agencies, as well as arresting the growing trend of corruption among youths.

Responding to questions on cuts to the MACC’s budget, he said it was an issue faced by all agencies, though the commission had appealed for more funding to carry out its plans.

“We can’t do everything at once because of (MACC’s) strength and budget. But my concern is also about how many of those arrested are under 40 years old,” said Shamshun Baharin, adding that 54% of those arrested (1,267 of 2,329 cases) were under 40.

He attributed the trend to the generation’s environment and wanting to take shortcuts, which MACC aimed to combat with the establishment of a corruption prevention secretariat in higher learning institutions.

During his keynote address at the Institute for Democracy and Economic Affairs (IDEAS) forum titled ‘Supporting the MACC in the fight against corruption’, Shamshun Baharin said 2016 had been a successful year for the commission.

He revealed that arrest numbers had gone up from 841 (2015) to 932 (2016), of which 258 suspects had been brought to court, as of Dec 15 last year.

At the event, IDEAS CEO Wan Saiful Wan Jan launched a signature drive under its #NyahKorupsi campaign, to support the MACC.

“Our goal is to have more Malaysians come out in support of the MACC because it has made more investigations and arrests of corrupt top officials. There may be a time when they will need our help,” he said.

He said IDEAS would collect as many signatures as possible before delivering it to MACC chief commissioner Datuk Dzulkifli Ahmad.

To sign the petition, visit www.change.org/p/sokong-sprm-perangi-rasuah.

The other forum panellist included Transparency International Malaysia president Datuk Akbar Satar, Centre to Combat Corruption and Cronyism executive director Cynthia Gabriel, Friends of Kota Damansara chairman Jeffrey Phang and Sinar Project co-founder Khairil Yusof. - By Qishin Tariq The Star/ANN

Just you wait, MACC boss warns corrupt politicians

MACC chief commissioner Datuk Dzulkifli Ahmad,

PETALING JAYA: The Malaysian Anti-Corruption Commission (MACC) has warned corrupt politicians to “be careful”.

Its chief commissioner Datuk Dzulkifli Ahmad, in a live television interview yesterday, said he had previously stated that he would take action on anyone involved in corrupt practices, including “politicians of any rank”.

“On my 100th day as MACC chief, I said that I will not be stopped from taking action against politicians.

“Tonight, I would like to say to corrupt politicians, just you wait (tunggulah),” he said.

Dzulkifli added that the MACC was not worried about “protected individuals” who committed systemic corruption.

“There is no issue about them being protected, I can guarantee that all those who commit corruption will not be left alone. I will take action against them without fear or favour,” he added.

But Dzulkifli admitted that the MACC had its limitations in terms of logistics.

“There are only 2,900 members and officers in the whole of the MACC, of which only 900 carry out legal enforcement as others are in the prevention and education departments, among others.

“Now if you look at the civil service alone, there are 1.6 million of them, so that is one.

“Besides that, is budget, that has been cut, and it is at its lowest since 2013,” he said.

Dzulkifli, however, added that he would not allow the limitations to stop the anti-graft body from carrying out its duties.

The Astro Awani interview is Dzulkifl’s first ever live interview since his appointment in July last year.

Dzulkifli, a veteran in the civil service, was the head of the National Revenue Recovery Enforcement Team of the Attorney-General’s Chambers before being appointed chief commissioner.

He took over from Tan Sri Abu Kassim Mohamed, and his tenure is until July 31, 2021.

- By D. Kanyakumari The Star/ANN

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the writer’s own.

Saturday, August 30, 2014

Medicines for ailing MAS: losses RM2bil, 6,000 job cuts, RM6bil capital injection a bailout?

http://t.cn/RhZECT7

New medicine for ailing MAS

FOR the first time ever, a government-linked company (GLC) will lay off workers and renegotiate contracts with suppliers and employees – a move that will obliterate the view that companies owned by the Government provide steady employment and are safe paymasters.

In its strongest action to rehabilitate the ailing Malaysia Airlines (MAS), the Government has given its undertaking to its investment arm, Khazanah Nasional Bhd, with the necessary legislation to bring the employees and suppliers to the negotiation table.

This is among the highlights of a 12-point plan unveiled by Khazanah yesterday to resuscitate MAS.

To recap, Khazanah, in a bid to save MAS, has proposed to take it private and delist it by year-end. It has a 69% equity in MAS and has offered to buy the remaining 31% in the airline at 27 sen a share.

A new Bill called the MAS Act will be tabled in Parliament before July next year to facilitate the migration of MAS’ existing operations into a new company (Newco), which will take over MAS’ operations on July 1 next year.

“The MAS Act is to facilitate the migration of the existing operations to a Newco. It is something that was proposed by the Government so that a new airline can take over. It will have a finite life,” Khazanah managing director Tan Sri Azman Mokhtar told the media yesterday.

“The Government will allow the transfer of the AOC (air operator’s certificate) and tax losses to the Newco.”

Apart from the establishment of a Newco to carry on the business of the existing airline, the plan calls for the conversion of some debt into equity and Khazanah injecting RM6bil more into the airline. Kumpulan Wang Persaraan (KWAP) agreed to swap its RM750mil existing perpetual sukuk with ordinary equity, meaning that it will eventually become shareholder in MAS.

Azman: 'The MAS Act is to facilitate the migration of the existing operations to a Newco'.

Of the RM6bil, a sum of RM1.4bil is for the privatisation of MAS, RM1.6bil for cost incurred in shutting down the existing company and a voluntary separation scheme to reduce the workforce by 6,000 and penalties for early termination of contracts with suppliers, and RM3bil for working capital for the Newco to take over the operations.

Since taking over MAS in 2001 from Tan Sri Tajudin Ramli, Khazanah has injected more than RM7bil into MAS, which Azman does not think would be recoverable.

However, he is confident that the RM6bil capital that will be pumped in can be recovered.

“We have done the financial modelling and are confident that the money can be recovered,” he said.

“Also, it is a conditional injection of funds, meaning that the money will only be available subject to the MAS management fulfilling the conditions set out in the recovery plan.”

Azman admits that renegotiating contracts with suppliers, leasing agents and converting debt to equity could have some effect on the credit ratings of MAS and other companies within the stable of the strategic investment fund.

However, he opines that the shedding of the workforce and the renegotiations of contracts is only to bring about a significant change in work practices and supply contracts.

“It would not be done arbitrarily. There is some bench-marking on the pricing of the contracts. The suppliers will be given an option to migrate to the Newco on new terms,” he said.

Azman is also confident that the new MAS will achieve profitability by the end of 2017. The new plan will also see net gearing reduced from 290% now to about 100% -125% eventually.

But not many share Azman’s sentiments, as MAS has undertaken half a dozen restructuring exercises over the past 13 years and yet remains in dire straits.

“I obviously do not share the same sentiments as Azman and am not as optimistic about seeing a profit in 2017. I don’t think the new plan goes far enough to resolve the structural problems within the airline. You can call it downsizing or rightsizing, and the plan may appear bold and courageous by slashing 6,000 jobs, but the question is: how much can you actually save from that?” Shukor Yusof, an analyst with Malaysia-based aviation consultancy Endau Analytics, asks.

He says, “The real issue in MAS the past decade is an ill-conceived strategy and financial mismanagement. That’s the key contributors to the losses, shareholder value destruction and the mess built up over the years. While I do agree that MAS is overstaffed, resulting in low productivity levels compared to Singapore Airlines (SIA) or Cathay Pacific, it is not a critical aspect of the overall picture. The losses registered over the years by the airline are not because the airline is overstaffed, but because it had a management which, unfortunately, had little understanding of the airline industry and was slow to adapt to the dynamics of the landscape of the industry,” Shukor says.

Route rationalisation

MAS has been loss-making for the past 10 quarters, and the amount has ballooned since the two tragedies hit the airline within a space of four months since March this year. The first was on March 8 when a plane, MH370 en route to Beijing, disappeared.

The second was on July 17 when MH17, which was on the way from Amsterdam to Kuala Lumpur, was shot down while flying over Ukraine.

Even before the first airline tragedy on March 8, the airline was already losing close to RM1bil a year due to competition from low-cost carriers and Middle-Eastern full-service carriers (FSCs).

However, the losses exacerbated to RM2bil following the airline tragedies.

For the second quarter of 2014, MAS announced on Thursday an RM307mil net loss, bringing its first-half losses to RM750mil.

A lack of demand and the massive cancellations of flights has become a norm after the two incidents, and the policy to refund passengers after the MH17 mishap has further seen flight bookings going down. The airline’s strategy of pushing for loads at the expense of yields has also backfired. However, it has embarked on a new plan to drop fares to win back customers, a strategy which, however, does not guarantee high yields, which MAS needs.

MAS’ current yield of 20 sen per seat kilometre is lower than Cathay Pacific’s 24 sen and SIA’s 22.9 sen.

Azman says there are several conditions for the money to be injected into MAS.

Among them is route rationalisation, whereby the emphasis is on destinations that are within eight hours of flying time. The plan is also to bring short-haul cost within the 15% of the low-cost carrier competition, at parity with Middle-Eastern FSCs and below those of the regional FSC competition. The Newco will only focus on profitable routes and secure global connectivity via oneworld and other alliances, says Khazanah, adding that MAS will come up with a business plan and fleet requirements.

Maybank Investment Bank senior analyst Mohshin Aziz says that with one-third of the jobs going, the route network also needs to be reduced by one-third.

“We were hoping to get the details of the route cuts, but they were not forthcoming. We really believe MAS should terminate its long-haul routes, such as Frankfurt, Amsterdam, Paris, Istanbul and even Dubai as soon as possible.

“They need to reduce frequencies on their Australian routes to twice daily from thrice daily now, and terminate the Brisbane and Adelaide routes,” Mohshin says.

Since the network will be reconfigured, MAS will also have to reduce the number of aircraft it flies from its current fleet of 127 to bring down cost.

Khazanah says MAS needs to renew its focus on revenue management to increase unit revenue by 10% to 15%, and among other things, it needs to also unbundle ancillary products and services and revamp its loyalty programme.

Staff buy-in

A major part of the success of Khazanah’s new plan for MAS hinges on the support of the airline’s employees and their unions. Yesterday, Azman met representatives of the unions to tell them of the new plan, but will the unions support the plan?

A major part of the success of Khazanah's new plan for MAS hinges on the support of the airline's employees and their unions.

“It was a good and frank discussion. I think we were at pains to try and explain what would be happening. And explain that the vessel of the Newco will not be able to carry everybody,” Azman says.

Throughout the day, Khazanah officials and MAS senior team members had various briefing sessions with its employees.

For now, the ties are somewhat strained between the senior team and many of the unions and their members, with many worried about the selection process of who would be axed.

Under the new plan, MAS will undertake a voluntary separation scheme to reduce its workforce to 14,000, with the plan also involving reskilling, redeployment and job creation.

“There seems to be a renewed effort to harmonise now so that Khazanah’s vision of rebuilding a national icon will succeed. But at a glance, the plan is wishy-washy and they are not able to give us details. We are worried as to who will decide on who stays and who leaves. We also do not want the existing team to decide, as there would be no professionalism, only partiality,’’ said a source.

Khazanah says the process of transfer migration and separation will be conducted with “utmost care, fairness and due process”.

A Khazanah official added that “the decision on who stays and who leaves will be done by the Newco”.

“The search for a new chief executive officer (CEO) for the Newco has begun and we are looking at both Malaysian leadership talent and global aviation specialists, basically for the CEO (post),” Azman says.

“Hopefully they will hire the best in the industry and not just anyone for the hot seat. It should be someone with entrepreneurial spirit and expertise to drive profits,’’ says an expert.

The current group CEO Ahmad Jauhari Yahya will leave MAS in June next year.

The plan to set up a Newco is also seen as a way to weaken MAS’ vociferous unions, although an expert says that the Newco could also set up new unions, provided there are no conditions attached to the Newco’s staff appointment letters.

Would minority shareholders sell out?

The biggest challenge Khazanah will face is whether it can get enough minority shareholders and institutional funds to vote in favour of its plan to privatise MAS at an EGM to be called in the coming weeks.

It needs 100% acceptance to take MAS private, and then there will be grounds for the Act to be established.

Khazanah cannot vote at the EGM, given the fact that it is an interested party and institutional shareholders only hold less than a 4% equity in MAS.

Now that there is a serious plan to resuscitate MAS, it is possible that some minorities may want to hold back and not sell their shares. Not only will MAS be profitable by 2017, but there is also a plan to relist the Newco in 2018-2020.

“There will be some minorities who will give up their shares, as holding MAS has been one painful episode. But there are yet others who may see that there is going to be creation of value in the future. So, why sell and miss out on future growth?” opined a source.

However, if Khazanah fails to get 100% equity in MAS, then the entire revival plan will be off.

By B.K. Sidhu The Star/Asia News Network

Radical plan to revive MAS

Khazanah Nasional Bhd has unveiled a radical plan to revive the ailing Malaysia Airlines that calls for job cuts, a capital injection of up to RM6bil and creation of a new company (Newco) to carry the airline business.

To facilitate the migration of the existing business to Newco, the Government will table a new law in Parliament called the MAS Act.

Khazanah managing director Tan Sri Azman Mokhtar said that the new legislation would have a finite life and was needed to facilitate the migration of the existing business to Newco.

In a move to ensure that Newco has a leaner workforce and cleaner balance sheet to compete effectively in a tough operating environment, Khazanah wants to see job cuts of 30% from the existing MAS workforce of 20,000 employees.

It is one of the many conditions Khazanah has imposed on the management of MAS if it were to inject more funds into the ailing airline.

“In our opinion, we think that Newco with its business model will require a workforce of about 14,000. A net reduction of 30% is an across-the-board number,” said Azman at a media briefing yesterday.

The job cuts also affect the top leadership of MAS, which comprises a team of 500 staff called the Extended Leadership Team (ELT). Most of them were holding senior positions with long service.

Azman said the current chief executive officer (CEO) of MAS, Ahmad Jauhari Yahya, has indicated his wish to leave.

In commending the MAS CEO for having led the airline during its toughest period, Azman said Ahmad Jauhari would remain in place until the transition.

“We have embarked on a global search for a new CEO and have engaged an international firm to undertake the task,” he said.

Some of the other conditions of the 12-point plan mapped by Khazanah for the recovery of MAS include the relocation of the airline’s existing headquarters in Subang to the KL International Airport and Khazanah owning 100% of MAS.

Towards this end, Khazanah is undertaking a privatisation of MAS at 27 sen per share.

Azman clarified that Khazanah had engaged a consultancy to undertake a review of MAS on Feb 26 this year, before the first airline tragedy on March 8.

“The review came about after the Government was concerned about the financial and general state of affairs in MAS,” he said.

On March 8, a MAS aircraft en route to Beijing went missing and further exacerbated the airline’s losses.

The Cabinet approved MAS’ proposal on Wednesday and yesterday the various stakeholders, which are mainly the unions, existing airline management and some key directors, were summoned for a briefing.

The management and union have been told to work together to decide the shedding of the workforce, he said.

The MAS Act is expected to arm Khazanah with the necessary bite to carry out the radical measures, especially in negotiating the new contracts and collective agreements of the unions.

“The Act would allow for the Air Operators Certificate (AOC) to be transferred from the existing MAS to Newco and the assets and liabilities,” said Azman.

By July 1 next year, Newco is expected to take off.

Azman said that employees who were not absorbed into Newco would be offered a retrenchment scheme or given an option to be absorbed into a scheme for re-training.

Towards this end, Khazanah is working with three business process outsourcing firms that have vacancies for 3,500.

Azman said Khazanah explored several options in coming up with the plan.

“Putting in more money into MAS would not save MAS. So we felt that enabling MAS to start on a clean slate and putting in new money into Newco provided it met the conditions stated was the best option,” he said. - The Star

Related articles:

MAS losses likely to double to RM2bil by year-end
Many workers will be affected, says union
Not so friendly skies for other airlines, too
MCA Youth calls for concerted effort to help MAS
RM6bil is not a bailout, says Najib
Clean slate for MAS

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Saturday, August 16, 2014

Are the problems of Malaysia Airlines, symptomatic in other government-linked companies?

Lots of public funds will be spent to make things right at MAS, and it will start with the RM1.4bil takeover of the airline.

THE events of MH370 and MH17 have soured the operations of Malaysia Airlines (MAS), where the extent of the damage from these events on its financials will be more accurately shown when the airline reports its quarterly figures next week.

While these tragedies have led to MAS’ major shareholder, Khazanah Nasional Bhd, offering to not only take the company private but also undertake what appears to be an exhaustive overhaul of the airline’s operations, the problems at MAS have been simmering for a long time now.

The airline has been losing money for some time, and previous turnaround plans, in hindsight, were akin to applying bandages when major surgery was needed. Previous turnaround plans might have just delayed what needs to be done now.

But all gloves are off with the upcoming overhaul when it comes to salvaging MAS. Political will appears to be there, judging from comments made by the Prime Minister and the airline will undergo a big transformation on how it operates.

Lots of public funds will be spent to make things right at MAS, and it will start with the RM1.4bil takeover of the airline. The overhaul of MAS should be more than just cosmetic or quick fixes.

While the airline’s revenue will surely slump, MAS also has to deal with its cost. As it stands, experts have pointed out that the size of its cost structure is one that supports a far larger network than what MAS currently operates.

Tackling costs won’t be easy also, given that it is a government-linked company (GLC) with social obligations. In fact, MAS, like its other GLC brethren, has commitments that most private companies just don’t have.

Will the overhaul of MAS take into account just how far it needs to go to remove a certain portion of such obligations, and if it is happening in MAS, are other GLCs too shouldering the same kind of burden as MAS is?

It has been long suspected that the airline has been losing lots of money due to leakages and some have even alluded to political interests having their fingers in the pie.

Khazanah should undertake a thorough review of the supply chain, and conduct forensic accounting if needed to ensure corruption is weeded out of the company. MAS needs to make sure that the services and supplies bought are at market rates and of a fair value.

For Khazanah, it needs to revisit its GLC transformation programme and see whether it has been as effective as what the market expected it to be. There has been a series of colourful books and manuals issued, and among them, the red book. Just how far have the initiatives of the red book, which deal with procurement, been successful in reducing costs?

But the need to ensure support for its social obligations can be tough on a GLC. For one, if the contracts given or services and goods acquired are inflated beyond an acceptable amount, then it will just balloon cost. Social obligations that relate to the need for support to help companies grow in scale is understandable, but not handouts.

Even Petroliam Nasional Bhd president and chief executive officer Tan Sri Shamsul Azhar Abbas has inferred that there is pressure from Government interference and the need to back vendors that charge quite a bit above market prices.

If such pressure is existent in the national oil company that is different from other GLCs, then one can hypothesise that such pressure is prevalent among GLCs.

There needs to be a balance between social obligations and market value. GLCs cannot go on supporting programmes at inflated costs if the companies they are supporting have not shown improvements or are detrimental to their own well-being. This is because doing so will have a telling effect on the performance of the companies.

Should its costs become inflated as a result of such support, then there could be implications on the performance of the GLCs. For one, investors will make that distinction and attach a lower market multiple for GLC companies compared with its private-sector peers. Some will say that it is already being seen in some GLCs.