MH 370 and MH 17 taught us never to take things for granted


July 20, 2014

MH 370 and MH 17 taught us never to take things for granted

by Neil Khor (07-19-14)@http://www.malaysiakini.com

MASPride of Malaysia dented by Tragedy

COMMENT: The loss of 298 lives as MH 17 was shot down over Ukraine has come too soon on the heels of the loss of MH 370. An airline that had a near perfect record for the past 30 years since its inception is now suddenly the most blighted in the aviation industry.

Crying for Loss of Loved OnesThe manner in which we recover, and there is no doubt that we will, shall determine our collective destiny as a nation. Like many Malaysians, I was in shock and disbelief at midnight on Thursday as news of the loss of MH17 filtered through social media. Since the loss of MH 370, I have made it a point to fly MAS whenever possible come what may.

I have grown up with MAS, as a toddler traveling from Penang to Singapore in the 1970s right through my student days at UM, when the airline was kind enough to extend to students with AYTB (Asian Youth Travel Bureau) cards tremendous discounts allowing us to go home on the cheap.

In those days, it was a grueling nine-hour bus ride down Malaysia’s trunk roads from Kuala Lumpur to Penang. A MAS flight not only provided comfort and speed, it assured that students got home safely.

Like the airline, those of us born in the 1970s, have come of age to find a world changed beyond all recognition. It is not that we cannot adapt to change but the changes have come so rapidly and so brutally that nobody has had the time to make sense of it all. We may have been brought up to believe in God and Country (Rukunegara) but globalisation have altered our allegiances.

Similarly, the aviation industry, too. has not fared too well in this globalised world. The pacific period, from the 1960s to 2000, is over.

In those days, emerging nations like Malaysia personified themselves through national airlines. We broke away from Singapore to form MAS, which not only flew the flag but also assumed the burden of unprofitable but necessary domestic routes. The growing up years was characterised by good service, which by the 1980s, was amongst the best in the world.

Flying on MAS was a privileged and entire families would go to the airport to receive or send relatives off. It was definitely not the era of “everybody can fly” but rather “now you have arrived”. Cheap fossil fuels and better-designed plans made flying cheaper and more accessible. By the time the budget airlines appeared in the sky, the entire attitude towards aviation had changed as well.

MH17 Crash Site2 National carriers had to compete like any other in the industry resulting in spectacular bankruptcies, including that of Japan Airlines! With this fundamental change, attitudes towards flying also transformed. Malaysian society changed the most in the last 15 years. The Internet continues to be a great leveler. No single Prime Minister, no matter how powerful, can decide with impunity or set the tone of discussion on national issues like Dr Mahathir Mohamad.In short, MAS like many other “national” organisations has continued to come up short, never meeting the rising tide of expectations. Since September 11, 2002 when two planes slammed into New York’s Twin Towers, air travel has never been the same. I remember traveling from Minneapolis to Louisville in Kentucky with a guide dog as a fellow passenger.

There was hardly any security with checkpoints that were no more stringent than at a bus stop.  That was in 1999 but today the US is imposing full body scans, check-ups on laptops and security scanning of mobile phones. Soon security procedures will take as long as inter-continental flights in all major airports.

From the sad and painful experience of losing MH370, we have learned that the aviation industry itself has not kept up with technological change, with planes entering blind spots and much dependent on 1940s radar technology. There is also very little improvement on how to track planes to ensure better monitoring. Till this day, black box technology still relies on batteries that only last a maximum of 30 days.Now four months onwards, we have lost MH17, which was shot down by a surface-to-air missile over a route that was deemed officially safe by the IATA. Yes, some airlines have avoided this route over the Ukraine but many airlines flying from Europe to Asia were using this prescribed route.

Political maturity in short supply

How high an airplane fly is also dictated by the air traffic controller of the country whose territory one is flying across presumably they know what other flying objects will be flying over their airspace at the same time. As someone who flies on MAS, Emirates and SIA regularly from Malaysia to Europe, this route above the Ukraine is very familiar.

I have also flown frequently to neighbouring Georgia, crossing the Caspian and Black seas. There was really no way to have anticipated that a civilian plane would be shot down. If the European authorities had red-flagged the area as two other Ukrainian military aircraft had been shot down, they should have banned all commercial flights over Ukraine airspace.

Having lost two aircraft involving the loss of more than 500 souls is a very bitter pill for Malaysians to accept. For the longest time we have developed and made giant progressive strides forward. Yes, political maturity is still an on-going battle.

Religious and racial extremism is on the rise but most of us have enough to eat, some even able to share with the less fortunate by supporting soup kitchens.

Never take things for grantedMalaysia is still a great country, blessed with natural resources and a cultural diversity that is the envy ofMH17 Crash site 2 the world. But the loss of our two MAS flights has taught us never to take things for granted. Whilst we can plan and make the best preparations, we cannot foresee how these plans will unfold.

In the case of MAS, some hard decisions may have to be taken to make it viable again. There is no loss of face if we have to start again from scratch. To all those who have lost friends, families and loved ones in MH370 and MH17, my most heartfelt and sincere condolences.

Malaysians the world over are united in grief and sorrow. But I am sure we will emerge stronger and better, at least strive to be better people to ensure a stronger nation going forward.

NEIL KHOR completed his PhD at Cambridge University and now writes occasionally on matters that he thinks require better historical treatment. He is quietly optimistic about Malaysia’s future.
 

 

 

Can Malaysia Airlines survive after MH17?


July 19, 2014

COMMENT: Of course, our national airline can. With a bailout by Khazanah and thedinmerican Malaysian Government. There is too much pride and dignity for Malaysians not to have a national carrier to fly the Jalur Gemilang (our Flag). It will need large amounts of money to save it.

And we have little choice as far as I can see it. But this funding should only be made at the cost of a total revamp of the airline including a corporate culture change, new competent and accountable Board and management, the dismantling of the MAS Employees Union that has been an albatross to MAS management, and renegotiation of all contracts with UMNO crony companies and other parties.

The question is whether the Najib administration has the stomach to proceed with such drastic measures. Tan Sri Azman Mokhtar, CEO of Khazanah Nasional, who I know well, can be very tough this time around.–Din Merican

Can Malaysia Airlines survive after MH17?

by in Beijing @theguardian.com(07-18-14)

http://www.theguardian.com/world/2014/jul/18/malaysia-airlines-survive-mh17-disaster-mh370-disappearance

MH17 Crash site 2

 Malaysia Airlines was still reeling from the impact of flight MH370’s March disappearance when news of MH17’s crash in Ukraine broke on Thursday. Now many question whether the carrier can survive a second disaster in such a short time.

“It is a tragedy with no comparison. In the history of aviation, no airline has gone through two tragedies of this magnitude in a span of four months,” said Mohsin Aziz, an aviation analyst at Maybank. “Even before the second incident, I have been very sceptical over the company’s ability to survive beyond the second half of 2015. They are making huge losses … This is probably going to hasten that.  It doesn’t matter who is at fault. The perception to the customer is ‘I don’t want to fly Malaysia Airlines any more’, and to battle that is not easy.”

Shares in the carrier fell sharply on Friday, down 11% by the midday break in trading in Kuala Lumpur, as already negative investor sentiment deepened. In all, it has dropped by 35% this year.

Questions were also raised about the airline’s choice of route, after it emerged that some other carriers had avoided the area for months – though many companies were flying in the same area, rerouting only after Thursday’s disaster.

The carrier, and the Malaysian government, came under heavy criticism for its handling of MH370’s disappearance – particularly in China, which lost more than 150 nationals in that disaster. While any airline and any nation would have struggled with the extraordinary twists and turns in a mystery that remains unresolved, relatives complained of confused and contradictory information and insensitivity on the part of the government and company.

At Kuala Lumpur International airport on Thursday night, angry relatives demanded to see the passenger manifest, but could not find a Malaysia Airlines official, Reuters reported.

“We have been waiting for four hours. We found out the news from international media. Facebook is more efficient than MAS. It’s so funny, they are a laughing stock,” one young man told reporters angrily.

While the two Malaysia Airlines flight disasters are clearly very different, the uncanny coincidences are likely to resonate.

“This comes very close [in time]; it was the same airline; the same aeroplane type. It happened outside the more common way of crashing for big airlines; most accidents happen close to landing or just after takeoff. They both have an element of mystery and perhaps unlawful and external interference,” noted Sidney Dekker, an expert on aviation safety at Griffith University.

“If the public is willing to keep them separate and say they really have little to do with each other, and any common link is not Malaysia Airlines, you can probably survive with the brand relatively intact,” he said.

But that is a big if. Five years after Trans World Airlines flight 800 crashed into the ocean near New York in 1996 with the loss of 230 lives, the carrier filed for bankruptcy and was acquired by American Airlines. For an already troubled company, the disaster was the straw that broke the camel’s back, said Dekker. For others, a disaster may well mean “rebranding, rebadging, a new air operator’s certificate”.

The Malaysian Transport Minister, Liow Tiong Lai, declined to comment on the airline’s future at a press conference about the disaster on Friday, describing that as a separate issue.

Prior to MH370’s disappearance, Malaysia Airlines was making losses but seemed to be improving, said Mohsin; it was reducing operating costs and selling more tickets. But while its flights were increasingly full, it had not managed to bump up its fares.

Now the airline’s previously strong safety record has effectively been erased for passengers by two such losses. According to the International Air Transport Association, there were an average of 517 deaths annually in commercial aviation incidents between 2009 and 2013. Now a single airline appears to have surpassed that death toll in a single year.

“People are only willing to fly with Malaysia Airlines if the ticket price is really, really cheap,” said Mohsin. The airline has also faced additional costs, such as supporting the families of victims and increasing its spending on marketing.

Reuters reported earlier this month that Malaysian state investor Khazanah Nasional Bhd planned to take MAS private as the first step towards restructuring the company, citing two unnamed sources.

“For it to completely disappear would be too much of a loss of pride for Malaysia,” said the Maybank analyst. “It is more realistic or probable for the government to intervene directly or via Khazanah.”

One key question is whether the airline should have chosen another course for the Boeing-777, given that two aircraft had been downed in the region that week.

Malaysia Airlines said early on Friday: “The usual flight route was earlier declared safe by the International Civil Aviation Organisation. International Air Transport Association has stated that the airspace the aircraft was traversing was not subject to restrictions.”

Cathay Pacific, Australia’s Qantas and Korea’s two major carriers are among airlines that stopped flying over Ukrainian airspace months ago due to concerns.

“Although the detour adds to flight time and cost, we have been making the detour for safety, and until the Ukrainian situation is over we will continue to take the detour route for our cargo flight out of Brussels,” an Asiana Airlines Inc spokeswoman told Reuters.

But many major players were still flying through the area, though Malaysia Airlines, Singapore Airlines and others, such as China Eastern, have stopped using that airspace in the wake of the disaster.

“‘What’s wrong with Malaysia Airlines?’ is completely the wrong question to ask and will lead us down a rabbit hole of entirely useless thinking,” said aviation expert Dekker. “It is pure chance. I flew through Ukrainian airspace on Monday with my daughter. It could have been us.”

While pilots ultimately have the discretion to refuse to fly along a particular course if they have concerns, they do not make the routes. Those are based on a multitude of factors, including airspace charges and wind speeds that affect journey times, but also, of course, safety.

While the US Federal Aviation Authority had cautioned American carriers not to fly over the Crimean peninsula, there was no such warning for the area where MH17 came down. Ukrainian officials had closed airspace to 32,000ft (9,750 metres), but MH17 was flying 1,000ft above that.

“What I have heard raised in various guises is the broader question: can we come to more efficient international agreements about where to avoid flying and where to fly?” said Dekker.

New Dean for The George Washington School of Business


July 15, 2013

New Dean for The George Washington School of Business, The George Washington University, w.e.f  August 1, 2014

June 01, 2014
Dean Linda LivingstoneDean Dr. Linda Livingstone

The university announced in May that Linda A. Livingstone has been selected as the next dean of the GW School of Business. For the past 12 years Dr. Livingstone has served as dean of the Graziadio School of Business and Management at Pepperdine University, and is the incoming chair of the board of directors of the Association to Advance Collegiate Schools of Business, the leading international accreditation body for business schools.

She begins her service at GW on August 1, 2014.

“Linda Livingstone has been a highly successful dean, respected not only within her current institution but also by her peers in business schools around the world, who have elected her to lead their accrediting body,” GW President Steven Knapp says. “Her proven skill in managing a complex organization and recognized leadership in business education will make her a tremendous asset to our School of Business and our university as a whole.”

At Pepperdine, in California, Dr. Livingstone led a business school with approximately 1,600 students on six campuses and more than 35,000 alumni worldwide. She oversaw a $200 million expansion of the business school’s regional campuses, increased the school’s international partnerships to 40 business schools around the world, and led the school to membership in the Globally Responsible Leadership Initiative and as a signatory to the Principles for Responsible Management Education.

Under her leadership, the Graziadio School established the Education to Business Live Case Program, which was recognized by U.S. News & World Report as “one of the top 10 college courses in the country that will pay off at work.” She also launched the Dean’s Executive Leadership Series, a high-profile lecture program that brings to campus leading business innovators; introduced a student business plan competition; and added new degree programs in management and leadership, applied finance, and global business.

“I look forward, with enthusiasm, to the opportunity to serve as dean of the School of Business at the George Washington University,” she says. “Working with the faculty and staff to build on a strong foundation of programs and research to continue to enhance the quality and reputation of the school will be a privilege.”

Dr. Livingstone earned a Bachelor of Science in economics and management, a Master of Business Administration, and a PhD in management, with an emphasis in organizational behavior, all from Oklahoma State University.

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Malaysia’s Top Economist and Mr.Transformer speaks


June 24, 2014

Malaysia’s Top Economist and Mr. Transformer speaks

I missed this one dated June 20, 2014, posted in Malaysiakini because Dr. Kamsiah and I were away in Taipei. Reading it, I thought the authorities in Taiwan should have appointed Dato Seri Idris Jala as their chief propagandist.  So here it is:

idris guitarSenator Dato’ Seri Idris Jala is a Minister in the Prime Minister’s Department and CEO of Malaysia’s Performance Management and Delivery Unit (PEMANDU), an organization tasked with ensuring Malaysia meets the goals set forth under the National Transformation Programme (NTP).

He spoke with The Prospect Group about the Economic Transformation Programme’s (ETP) goals for 2014, which includes Gross National Income (GNI), investment, and job creation, and ensuring Malaysia’s economy is resilient in the face of global uncertainty.

Q: What are the ETP’s main focal points for 2014?

JALA:

Our focal point for 2014 is to make sure we implement. We have to implement what we promised under the ETP as well as the GTP. The public wants results and the way in which we have to fulfill those results is to execute the initiatives within the 12 National Key Economic Areas (NKEAs) that will achieve big results fast.

Q: What are your 2020 GNI, investment, and job creation goals?

JALA:
By the year 2020, we would like to have become a high-income economy that fulfills the GNI targets of $15,000 per capita. That is our long-term goal. To do that will require a lot of investment; something like $444bn is needed to propel the Malaysian economy to grow. We also need to create 3.3m jobs; you have to create a lot more high-paying jobs so that the citizens can benefit. So those are the three true-North targets: gross national income per capita, private investments that will drive it, and jobs that are created. The good news today is that, from when we first began, in four years, we have been able to grow our total GNI per capita by 50%. We are at the halfway mark today. So we are very pleased with the progress made on the GNI target. With regard to job creation, we are supposed to create 3.3m jobs, and we have created 1.3m jobs in the four-year period. So that is really very good.

We have met more than 60% of the investment targets, signifying we are well on the way to achieving this as well. My view today is that we would like this coming year to continue in the same way as we have experienced over the last three years. That means that everything is on the right trajectory. If things continue the way that they are, we will fulfill our targets before 2020.

 

Q: In terms of time frame and the trajectory you are on today, when do you anticipate these goals will be achieved?

JALA:
I think we should reach our targets by the year 2018. But, as you know, the world is not linear. If you look back over the last four years, it has been a good run for us, but we are subject to what happens in the global economy. We have to build in a lot more resilience within the Malaysian economy to face any global crisis or any global slowdown to ensure we can weather storms that happen between now and the year 2020. It has been a very good run for the last four years.
Q: In a world of constantly changing economic realities, how can Malaysia’s Economic Transformation Programme (ETP) and National Key Economic Areas (NKEAs) adapt?
JALA:

Adaptation is a very important requirement moving forward for Malaysia. So what we want to do in Malaysia moving forward is to ensure we build enough resilience in our economy.Let me begin by saying we must implement proper fiscal reforms. Public debt in our case should not exceed 55% of our GDP. Now there are many countries that have gone to 80%, 90%, 100%, and even 190% public debt to GDP. So if you make sure that you grow the economy and make sure the government debt is below the 55% threshold, we believe that is the way to go. You cannot and should not over leverage, so we are really focusing on that.The second thing about being resilient as an economy and being able to face any un-foretold difficulties with the global economy is to make sure we do not have a fiscal deficit that exceeds 6%. We have been steadily reducing our fiscal deficit. When we first started, our fiscal deficit was 6.6%. We have since cut that down to 5.8%, and then to 4.8%, and last year we reached 3.9%.

The other aspect of making sure we can adapt is obviously to make sure we have the right competent talent. A competent talent pool means that whatever structural changes take place in the economy, people are able to be mobile and will do what is needed to produce products and services that can compete in the world outside.

The other is that we made changes in the way the civil service operates. We have become a lot more efficient and the good news today is that we have been able to improve the ease of doing business. It is very easy to do business in Malaysia. The World Bank assessed Malaysia in 2009 at number 23. We then moved to number 18, and then to 12, and last year, for the first time, we moved to number 6 overall in the world in terms of the ease of doing business. So if it is easy for investors to put money and investment in Malaysia, and at the same time the government is fiscally prudent and we bring in all the fiscal reforms, and we have a talent pool in the country, then we can adapt very quickly to changes that are happening.

Q: How does this philosophy play into the ideology that Malaysia should move away from being a primary resource based economy and into a higher value added service based economy?

JALA:
If you look at the history of Malaysia, we were an agrarian economy during independence in 1957 and then we moved into a more commodities play. So what we are now doing is making sure that our manufacturing arm grows a lot bigger and we have started doing that. In fact, when it gets down to palm oil, we are now telling the industry it is fine and good for us to do a lot more primary products and selling that as crude, but it is much more important for us to start producing downstream products such as oleo chemicals and we gave a lot of incentives to allow this to happen as evidenced by the establishment of more refineries. That is happening as we speak today, the downstream component has to come in. At the same time, between now and 2020, we wanted to see that we increase the services sector of the GDP to become more than 60% and we have been growing that rapidly. You can see today that tourism is big for us, financial services are big, the health sector as a part of the economy is also growing, and the education sector. So all of these all together, they will become, by the year 2020, at least 60% of our GDP. So I think for the first time doing this, we will have to diversify the economy so that we do not rely entirely on the commodities play, but we get into the downstream part of the same sectors and at the same time we grow the services sector. I think if you add the two together, the Malaysian economy becomes more resilient.

Time running out to save the ailing Malaysian Airline System (MAS)


June 23, 2014

Time running out to save the ailing Malaysian Airline System (MAS)

Story by

Stephanie Jacob stephanie@www.kinibiz.com

Maybank KE has advised Malaysia Airlines Bhd (MAS) investors to sell, saying that time is running out to save the ailing airline and that Khazanah Nasional Bhd’s plans to take six to twelve months to come up with a restructuring plan is too long. The research house’s aviation analyst Mohshin Aziz noted that while MAS’ counter had reacted positively to Khazanah statements on restructuring, Maybank KE had been disappointed as it had hoped a plan would be introduced sooner.

In its report, Maybank KE said according to calculations, “MAS is experiencing a cash burn rate of RM5 million a day and could exhaust its entire free cash resources…by 2015.” Furthermore at this rate, its gearing could hit 5x by the end of 2015, it added.

Noting that MAS’ had a cash burn of RM494 million in the first quarter of financial year 2014 (1Q14), Maybank KE said that it expects the trend to continue on to 2Q14. The ongoing quarter is expected to be the worst so far for MAS, as together with being seasonally its weakest quarter, it is also expected to suffer from industry wide weak yields and flight cancellations.

MAS-cash-balance-movement-230614

Mohshin said that MAS’ cash balance is expected to fall to RM2.1 billion by the end of financial year 2014 (FY14) and to RM1.1 billion by the end of FY15. He added that this trend was not sustainable. READ on :

http://www.kinibiz.com/story/corporate/91927/time-seen-running-out-for-mas-restructuring.html

Attracting Malaysian Talent Home is tough for Johan Merican


April 9, 2014

Malaysia struggles to woo Malaysian experts home due to ‘better life’ abroad–A Tough Job for Johan Merican

 by MD Izwan (04-08-14) @www.themalaysianinsider.com

TalentCorp CEO Johan Mahmood Merican says the agency has several incentives to make it easier for overseas Malaysians to come home, including tax exemptions on their cars. – The Malaysian Insider pic by Najjua Zulkefli, April 8, 2014.

TalentCorp CEO Johan Mahmood Merican says the agency has several incentives to make it easier for overseas Malaysians to come home, including tax exemptions on their cars.–  pic by Najjua Zulkefli, April 8, 2014.

Higher salaries, better professional opportunities and a comfortable life – these are the main reasons Malaysian professionals living abroad are reluctant to return to Malaysia, TalentCorp said.

According to its statistics, TalentCorp managed to bring back 2,500 Malaysians working abroad, but the figure is small when compared with a 2011 World Bank estimate that almost a million Malaysians are working outside the country.

TalentCorp has received almost 4,000 applications in the three years since it was established in 2011 to address the brain drain in the country.

“It is a combination of several factors. First, the quality of life is related to salaries, second, professional opportunities and third, a comfortable life, ” TalentCorp Chief Executive Officer Johan Mahmood Merican told The Malaysian Insider recently. However, the gap in quality of life is not too big when Malaysia is compared with other countries, he said.

“For example, the salaries in London are definitely high but we must increase their awareness about the quality of life after living costs are taken into account. Sometimes, the gap is not that big,” he added.

In terms of professional opportunities, Johan said Malaysia was still capable of offering the best opportunities as the country’s economic position was still good.

“In many other developing countries in the world, their economies are relatively slow but Malaysia’s is steadily progressing,” he said.

“The third factor, there are a lot of reasons for that. It’s true that there are some Malaysians who are worried about education, crime and the political scenario in the country,” he added.

The country which has the highest number of Malaysians wanting to come home is Singapore, followed by the United Kingdom, China, Australia and the Middle East.

According to a World Bank report, Malaysia’s Gross Domestic Product (GDP) was US$303.53 billion (RM995.43 billion) in 2012. Malaysia’s GDP represents 0.49% of the world’s economy.

“When they have been out of the country for too long, it will be hard for them to come home. At least, we appreciate their efforts by giving them incentives.”

The administration of Prime Minister Datuk Seri Najib Razak has targetted Malaysia to become a high-income nation by 2020 through Vision 2020, which was introduced by former Prime Minister Tun Dr Mahathir Mohamad.

As part of efforts to achieve the goal, Najib also introduced fiscal steps to reduce the country’s deficit, but that have affected the inflation rate.

Up till 2013, TalentCorp was allocated RM65 million, but it has received criticism over the huge allocation as it did not reflect in the number of talents brought home.

“TalentCorp is not only about bringing workers from overseas, we also have other programmes such as graduate employability and helping foreign talents,” Johan said.

The area in which most talents have decided to come back to is the business service sector, followed by oil and gas, finance, electronics, information technology and health.

“We support the Economic Transformational Programme (ETP) and not just overseas programmes. We help drive the ETP,” he said, adding that TalentCorp was in line with the government’s goal of achieving a high-income nation by 2020.

Johan also said that TalentCorp does not take on the role of a “recruitment agency” for the talents brought home.

“We do not operate like a recruitment agency because we are a government agency. We do not look for jobs for them; it is up to them to find jobs.However, we realise that Malaysians who have worked overseas for too long will not necessarily be used to the local professional culture so we are prepared to help them to get in touch with recruitment agencies or executives,” he said.

Realising that the move to bring back talent is not easy, Johan said TalentCorp has prepared several incentives to make it easier for them to return to Malaysia.

“When they have been out of the country for too long, it will be hard for them to come home. At least, we appreciate their efforts by giving them incentives.”

Among the incentives are tax exemptions on cars the applicants would like to bring back to Malaysia under the Return Expertise Programme (REP).Johan said it was not fair for others to judge TalentCorp’s work just based on allocations to the agency, as there were other activities that they take on.

“You cannot take a whole amount of allocation and divide it by one activity… we have other different activities.Maybe our activities hardly get any coverage, but we are managing talents in a different aspect,” he said.

In 2011, a World Bank Report revealed that Malaysia was experiencing a huge brain drain to other countries, with almost a million of the country’s professional workforce reported to be working overseas.

According to the report, the migration is caused by the imbalances of the New Economic Policy (NEP), with Indians and Chinese making the highest numbers.

The World Bank warned that if the situation was not addressed as soon as possible, it would slow down the economy and halt the country’s development.

Following the report, Putrajaya set up TalentCorp and introduced programmes to lure Malaysian talents from overseas. – April 8, 2014.

Is Hishammuddin Hussein headed for the top?


March 31, 2014

Is Hishammuddin Hussein, voice of Malaysia on flight MH370, headed for the top?

After a brush with death and addressing world’s media on flight MH370, Hishammuddin Hussein’s personal journey may yet take a dramatic turn

by Satish Cheney in Kuala Lumpur

 PUBLISHED : Sunday, 30 March, 2014, 6:08am
UPDATED : Sunday, 30 March, 2014, 7:21am