1/7/2024 WORKING UNDER TAIB MAHMUD... intellectual and spiritual challenges

1.    INTRODUCTION:  

Taib passed away at 04:28 hours Feb 21, 2024 at the age of 87 years old. Taib’s political journey began in 1963 when he was appointed the youngest state minister in the first post-independence Cabinet formed by Sarawak’s first chief minister Tan Sri Stephen Kalong Ningkan. In 1970, he was elected Samarahan MP and went on to serve at federal level, holding various ministerial portfolios including Natural Resources, Primary Industries, Defence and Federal Teritories. On March 26, 1981, Taib was appointed Sarawak’s fourth Chief Minister, taking over from his uncle Abdul Rahman Yakub. After 33 years as Chief Minister, Taib stepped down in 2014 and was sworn in as the seventh Yang di-Pertua Negeri on March 1 the same year.

 

(2) This writing is about my personal experienced and understanding of him in my direct dealing with him while serving as the Sarawak State Public Service particularly from 2002 to 2011. This writing is meant to express my honor and gratitude toward this great leader that Sarawak was fortunate of having at his times and situations. Hopefully my general and specific experiences would be of great benefit to many inspiring Sarawak civil servants on how to deal with interesting characters of the State (and even national) leaders. Taib deserved an honor from all walk of lives in Sarawak for his great development and political steering at his time and situation. He had done great to Sarawak.

(3) My first direct and personal encounter with Taib was when I served as the Resident of Bintulu. In 2000, at my first Bintulu Development Authority (BDA) Board of Directors (BoD) meeting, due to some urgent matters he need to rush back to Kuching early. He requested the BoD meeting to proceed and as the Resident and BoD I was obliged to accompany him to the airport. From the Terminal to his official jet, we walked side-by-side and he suggested to me few things for me to take serious care. Bintulu originally was a typical Malay fishing village of about 5,000 population. With the establishment of the Petro Industries in 1970s,  Bintulu then was going to experience the third economic boom in view of the coming of USD5.00 billion Petronas MLNG III project. 

(4) Bintulu became part of the Brooke greater Sarawak territory in 1861 (insertion Bintulu in 1954) and now indeed is a migrants fast growing city as clearly shown by the Table insertion above. From a mere 5,000 population in 1970, it increased to 42,000 in 1980, then 86,000 in 1990 and to 139,000 in 2000. Most of these migrants came from all over Sarawak with all sort of socio-economic background. Taib asked me to provide good leadership to manage the numerous social and economic issues due to the booms and bust of Bintulu. My tasks were huge and heavy , thus I have to quickly build my good rapport with the people, public agencies, private sector, the NGO and surely among the political entities be they within the government and or the oppositions. The though and dedicated way I handled Bintulu, I believe gained me lots of inroad into Taib judgement over me thereon. Indeed when biding farewell for me in Dec., 2001, the Resident Engineer of MLNG III project presented me a book title: Jack Welch, the General Electric CEO. His thought was that I really emulated Jack Welch in how I administered Bintulu then, yet indeed I never knew this Jack and my administrative style was greatly influenced by my military training and my comprehensive socio-economic understanding of Bintulu and Sarawak as a whole in view of my earlier 14 years experienced in the State Planning Unit (SPU).  

2.    MAKING MY BINTULU PRESENCE FELT & NOTICED:

While doing my postgrad study, I always communicated with my GIS Staff in the SPU on all kind of spatial database that they need to develop. My intent, upon my return later, I want to build a much thorough Sarawak Spatial Development Plan to guide the State long term physical development agenda. Therefore, upon my return from my Study in August 1998, I pushed the idea of having Digital Villages Database. Around June-July 1999, I was travelling whole State to explain on my idea wrt development of Digital Village Profile for whole of Sarawak. This was a program whereby the District Offices will collect all the Village Profiles as format given and inclusive of their geographical coordinates. All these information will later be integrated into the SPU GIS System and forms the  Socio-Economic Development Status Database for villages all through Sarawak. Since I was incharged of the Rural and Agriculture Development Sector of the State, this Database will be of great importance to monitor the extend of development of the sector.  Both macro and micro planning of the sector becoming much faster and distributional of resources will be much cost-effective. Nonetheless upon my return from the Bintulu division trip around mid July 1999, I saw a Memo on my table commanding me to report duty to Bintulu immediately. I was very sadden then indeed, but I have no choice and have to comply. 

(2) Since I was the proponent of the Digital Village Profile, upon resuming my duty at the Bintulu Resident and District Office (R&DO) I immediately embarked on the Project. I get all of my DOs, SAOs and even the supporting staffs to undertake the exercise as immediate as possible. Indeed my timing was really correct for in Oct-December 1999, the Government launched what was then called the Economic Stimulus Packages in stimulating the economic growth by providing numerous rural development projects to the cost of RM250,000.00 each. Bintulu was initially given RM5.00 million to be spent within that three months period. In view of our readiness in the Digital Village Profiles and also my continuous good relationship with my former SPU staffs, so much so, Bintulu R&DO was able to implement more than RM10.00 million worth of small rural projects. The projects covered minor rural infrastructures, water supplies, electricity supplies, community halls and resource centers and religious places. I pushed all the relevant agencies, the contractors and the Village Heads to work fast and hard to get the projects implemented as scheduled, cost and qualities. As far as I could remembered, no village was neglected and the rakyat really could felt my presence.

(3) My fast move to collect and collate all the relevant socio-economic information of Bintulu really giving me the upper hand on what to prioritize and how to deal on all those priorities. Indeed at a closed door heart-to-heart State and Federal Civil Servants dialoque in Kuching in around November 1999 with the then PM Mahathir, based on my quick situational analysis of Bintulu socio-economic status, I ensure I grabbed the microphone the first and informed him on how bad the social welbeing of the "rich" poor Bintulu at that point in time. It was a long "harsh frank to the point criticism" from me to Mahathir. I believe my most catchy phrase that I uttered onto Mahathir then was "I can't go along with the Government by keep telling the people that they are well taken care, when in reality things on the ground are chaotic. I really won't collude with the Government to give false hope to the rakyat." I said such to Mahathir, without a feel of fear and favor. I just said it, and get myself listened and taken care off. I was amazed indeed with the way Mahathir handling me at that point in time "Tak apa saya sudah buat catatan", that much was his replied. And few weeks later, flux of officials from Kuala Lumpur came down to Bintulu and few months later I could see lots of things were implemented - new federal offices, infrastructures improvement, the army facilities, new hospital, new airport, new schools, teachers quarters, the MLNG III and even the Shell SMDS rehabilitation and lots of minor rural projects gearing fast in implementation. I wish one day I could meet Mahathir in private to thank him for listening to my criticism then.   

(4) (Insertion - Mahathir Launching the MLNG III project. Both Azizan and Hassan Marican later when they are in Bintulu, they always make a point to have dinner with me, and I have good long chat with them). My biggest first success in Bintulu was to help the winning of the Barisan Nasional Parliamentary candidate, Tiong King Sing in the 29 November 1999 General Election for the Bintulu seat. The seat was then held by Sim Kuan Yaw (SKY) a DAP representative. I had to work real extra hard since the day I reported duty to R&DO Office on 1 Sept., 1999. I visited all the villages in the rural and urban fringe. I worked with all the related agencies and even the private sectors to resolve the people plights then. After the National GE, then I have to work even harder for during the walking about Sept-Nov., 1999 I had promised the people that if all those politicians representing Bintulu division are all of the Government side (two MPs and 4 ADUN) then definitely I could serve Bintulu to my very best. In both National and State Election in 1999 and 2001, the people voted for two MPs and three ADUN from the governing parties, thus despite loosing one ADUN I served the people fairly for they are all State and Malaysian citizens. By Allah blessing, I never practiced fear and favour in all my official dealing, with such, Alhamdullilah I could settled most of those delicate and unpopular tasks.  

(5) The most sentimental landmark that I left Bintulu was the MARTABAT (Madrasah At Tarbiyah Bintulu) building which indeed is an integrated Islamic Educational and Community facilities built on all walk of lives donation amounting to RM3.50 million. The initial idea of this Project was not politically acceptable due to the site sensitivity of the original called Darul Ulum which was pioneered by an opposition politician Abang Abu Bakar but due to my persistent pushed and maneuvering, Taib Mahmud gave a node for the implementation of the Project. My determination to get this Project be implemented was due to the fact that the Darul Ulum classes, I perceived as not heathy for the kids and the teachers - crowded, with not much facilities, zink roof and very hot especially in the noon. Personalities such as Hj Abdul Kader Sahid, Ustaz Ali Sahid, the Temenggong and Penghulu of the Malays society in Bintulu were among those whom used to brainstorm with me at coffee shops in Bintulu to realise the MARTABAT development. Basically my strategy was to move the local community to work hard to get the idea be accepted and implemented. Upon leaving Bintulu in 2001, the then Deputy and later be the GM of BDA ie Muhhidin Ishak took the leading role to get the project implemented. Indeed, the so called Community Resource Centers that I pushed for almost every villages in Bintulu was my camouflage in the making of all kindies a better learning places. Allah seem to guide me to push hard on the betterment of the educational sector whereby Bintulu was very much in dire need as a result of her fast population demographic shift.  For that matter I even wrote to both Kuching and Kuala Lumpur to honor Bintulu with better educational facilities. I believe, my effort was noticed by Adenan Satem, when in one of his visit to the Division he passed me a book titled The Singapore Malays Dilemma - the book was about the Singapore Malays struggled to gain the better education.

(6) Adenan Satem, his memory of things I believe was very deep. One day in 2002, while waiting for the lift to my SPU Office on the 14th floor of Wisma Bapa Malaysia, Adenan arrived and saw me. He greeted me and asked "Where are you now Lah?". I told him, I'm back to the SPU. He invited me to join him using the VIP lift, and with his economical stingy words he uttered to me "Habislan plan kita". I just looked at him and be silent as well. Adenan is another highly intelligent politician. He has the people to his heart but on his flamboyant kampong style. I know what he meant despite we never talked about it, so much so every time I visited Bintulu in whatever capacity, I will always make a point to visit or talk with the kindy operators there be they government, private and or NGO. Adenan love educating the rakyat.

(6) Short to say, my clear sense, courage, determination and my character of no fear no favor in my dealing with the public, private sector, the politicians and the government bureaucrat I would say earned me Taib's respect and trust over my next career path. I believe I held a record of being a pushy and strict Resident at a very young age of 39 years old based on the norm of the Sarawak State Civil Service then. 

3.    RETURNING TO MY PUBLIC AMBITION & TO MY FRUSTRATION: 

Around early 2001 I got a Memo requesting me to be back to head the SPU. My heart was half-half heartedly - to stay or to go. I began to like the job to be close to the people. Indeed I wanted to see Taib and requested him to post me to either as District Officer in Simunjan my own hometown or as resident of Samarahan Division whom overseeing three districts ie Samarahan, Simunjan and Serian. I want to do real much better development for the Samarahan division and Simunjan in particular. But, I was advised to take up the post to lead the SPU. My immediate return was held up by request of the four ADUN in Bintulu. They need me for the 27 Sept, 2001 State Election. I only reported back to the SPU on 2 January 2002.

(2) While handling both the Bintulu division GE and SE in 1999 and 2001, I could feel the eroding general public political sentiments on Taib's governing style. The DAP supported by international parties had drumed up that Taib's administration was most corrupt and marginalizing the rural natives. Even at the national level, there were calls for Taib to step down. Nonetheless as a person whom had served the SPU for 13 years and had been dealing with the State socio-economic profiles both in quantitative and qualitative forms, I was less convinced by especially DAP accusation on many things. My long dealing with eminent lecturers such as Ishak Shaari, Rahman Embong, Othman Rani and Shamsul Bahari all of UKM plus my also long dealing with the Asian Development Bank, Japan Oversea Coop Volunteer (JOCV), Japan International Coop Agency (JICA) and Canadian International Development Agency (CIDA) had equipped me with how to see things from various perspectives before I arrived at a conclusion. Accordingly I read lots of development comparison undertaking organised by the World Bank and Asian Development Bank world wide - in Africa, Latin America, South East Asia and South Asia. In fact, first time in my whole life as a Sarawakian, I could see how DAP had beginning to plant what they today term as "racialism politic tactic" to bring Taib down. My experienced in Bintulu indeed gave me a very clear "why" these eroding sentiments were cropping high. Prior my leaving the SPU in 1999, I had helped to draft a Socialization Study to be conducted by the Universiti Kebangsaan Malaysia Consultancy team. The Study was launched in 2000 but had been dragging till 2001. Indeed it should never be delayed and the delayment was part of the "reason attributing to the eroding trust over the Government then ie to me the Civil Servant love to wait rather to be brave to take action even if it is very unpopular". The Socialization Study indeed had revealed some findings which were "unfavouring", and so much so people were not "comfortable enough to brief Taib".  

(3) First thing first upon returning to the SPU, I must conclude the Socialization Study and presented the findings to Taib. This was done about mid of 2002, whereby I called up Shamsul Bahari, Datuk Professor, the Study Team Leader to do the presentation. Taib was present during the briefing and he noted to the "frank hard findings of the Study" which among others were the inertia government outreach and regional development disparities. I planned the presentation to mark the 30th anniversary of the establishment of the SPU which was then followed by a Anniversary Dinner sponsored and hosted by the CMD. Taib and all former SPU directors were present.

(4) Accordingly when I left the SPU in 1999, I did also help in drafting the Terms of Reference for the Dynamic Macroeconomic Modelling Study to chart the direction of the Sarawak state socio-economic development direction for 2001-2010.  The Study was also launched in 1999 and to be conducted by UNIMAS and Salford Univ of the UK but due to all sort of handicaps, the Study was only completed toward end of 2001 and thus not able be used to chart the 2001-2005 8th Five Years Development Plan; RMK8. By the time my returned to the SPU, the Study was completed but the placement of the System was not as my expectation. The Modelling System was placed at the CMD of Human Resource Development Unit. Indeed the HRD was only one of the modules of the whole system. The System should be placed at the SPU and since it is a dynamic system, so much so broad array of users could have access to the System. In view of the experts trained to maintain and operating the system were two of the SPU key macroeconomic and statistical personnel, so much so the System then dying with no graveyard. To my judgement, the existing SPU GIS System, the Socialization Study and Dynamic Macroeconomic Modelling would form the best backbone for the SPU to provide the best socio-economic development advisory role to the Government and Taib in particular.  I envisioned at that point in time, Sarawak SPU would be far ahead of other SPUs in the country in regard to experts and socio-economic planning capacities, but to my frustration, it won't work as such in view of leadership unparallel visionary. 

4.    LEAVING MY DEAREST SPU:

The Sarawak State Planning Unit, SPU was established on 6 March, 1972. When Rahman Yaakub was asked to return and lead Sarawak on 7 July 1970, I was informed he requested the Federal Government to lend him five senior officials from the Federal Service to help him established few key agencies at the State level. One of them was a guy name Aminurashid. He was tasked to established the SPU. The SPU was chosen for it will deal in both the economic and social sectors deferring from all its counterparts ie the UPEN in other states which dealt strictly on economic matters. 

(2) (I graduated with BSc Hon (Botany) with specialization on Limestone Orchid Ecology - Allah guided me to "study the sociology of the special people" and such was the subject that I have to care in my public service career.  Despite I studied in UKM, none of my lecturers want to be my supervisor. David Jones an American lecturer who was doing his PhD at UKM and was teaching Plant Evolution volunteered to be my supervisor with condition I must look for others whom are orchid-based research person whom I sort from MARDI and University of Malaya. I reported to duty to SPU on 1 Oct., 1986. In view of my academic and life background as Botanist and someone coming from the rural agarian community, I was assigned to provide assistant to my immediate boss then Ubaidillah Abdul Latif whom was my two years senior at UKM, but since he joint the service immediately upon his graduation and me only two years after my graduation, in service term he was four years my senior. My first 10 years in the SPU, had given me broad hand on experiences in dealing with the Rural and Agriculture Sector Development Planning and Management. On 8 August 1996, I left SPU to pursue for my post grad study in the USA. On the last day before leaving for the Study, I dropped by to one of my senior colleague and said to him "See you in 1998 and I'll come back to be the SPU Head", definitely he wished me best of luck and will always keep in his mind of my ambition. The SPU head then was Wilson Baya Dandot, Tan Sri. Upon returning on 8 August 1998, I was assigned to head my favorite Rural and Agriculture Sector inclusive of the GIS Unit. 1 Sept 1999 - December 2001 I was posted to the R&DO Bintulu. Alhamdullilah, my ambition to be the head of the SPU was accomplished on 2 Jan., 2002, and that senior colleague of mine then drop by to congratulate me and remind me of my earlier determination.

(3) Somewhere around August 2002, I was called up by the then State Secretary, Aziz Hussein, Tan Sri, telling me to resume duty as the General Manager of the Land Custody Development Authority, LCDA a state GLC. As I said earlier, indeed I had worked out personally and institutionally so as to prepare myself and the SPU to be ready to shoulder a much tougher State's socio-economic planning and development management tasks ahead.  The SPU Computerization System, the SPU GIS System that I had developed, the Socialization and Dynamic Macroeconomic Modelling that were done in 1999-2001 would formed the much better socio-economic development planning tools for the SPU. Personally my Urban and Regional Planning skilled that I acquired from my post grad study, I believed would give the SPU biggest strength in working out both the Spatial and Statistical Integrated Development Plan for Sarawak. I even began to conceptualise whereby the SPU would follow the footstep of the Singapore Economic Planning Board on how to execute our most efficient socio-economic development planning system. My ambition to be the director of the SPU was with a view to change our working culture and delivering fast effective socio-economic advisory function to the Government. All were for the good intent to turn Sarawak to be great. Well that were my plan and ambition yet Allah placed me to a very different purpose. 

(4) I expressed my great reluctance to accept the new posting to Aziz. I told him how much I had prepared myself to be personally most capable to handle macro and sectoral State socio-economic development planning. I really want the job and love the job. Indeed I almost shade tear infront of him, when he said I had no choice but to go to LCDA.  Indeed I left his office in a rushing manner without a thank and went to the loo to cry and wash my face and walked back to my SPU office with total silent and deep sadness. I acted as if I had lost my very dear love person.

(5) On 15 Sept., 2002, Taib called me to his residence. It was around 16:30 o'clock ie after Ashar. He talked and expressed lots of his disappointment with regard to the LCDA performances. He made it clear to me wrt the purpose of LCDA to facilitate big investment into Sarawak especially in the agriculture commodities development. Mostly I just listened. He also brilliantly expressed indirectly of what he expected for me to do.  I can't comment as much as yet for I don't have the details. But again, I never given up my love to serve the SPU. I even requested Taib to let me have a look at the LCDA for about three months but he suggested I should stay for at least six months, then I'll come up with recommendations and upon such I would love to be placed back into the SPU. Exactly three months later, I have an audience with Taib and present him the weaknesses and all the Action Plans to be taken to really vitalize and activate the LCDA. The smart Taib, he noded, he agreed and posted me one very simple question: "Can you give me who is the person whom can steer LCDA to undertake all of your suggestions?". I was mump. He then said "I believe you can do it, and you can excel better here in LCDA, so help me to make LCDA good".  I was tight silent. I almost want to burst to tears. But Taib was really a smart observer. "You had done great in R&DO Bintulu, you had done so much in the SPU, I need fast, firm and actionery person to run the LCDA. I have trust on you" and he later walked me out to the door,  I walked looking to my footstep and shake his hand and leave. I don't even thank him for the new post. I love my SPU to this day and professionally I never depart from such love. Indeed even while serving the LCDA for almost ten years, my SPU discipline indeed helped a lot in running the LCDA. I reported to LCDA on the 16 Sept., 2002. 

5.    MY NEVER ENDING LOVE TO THE SPU - WHY?

Why I love SPU so much? First my promised to my mum that one day I'll be a District Officer, the DO. SPU facilitated me to be the Resident - a step higher than the DO - and I believe, I was the Resident who fear and favor no one. I owned the SPU to honor my wish and my mum approval and blessing.

(2) Secondly, I joint SPU on 1 Oct., 1986 without know nut of socio-economic issues and or planning skill. I was a Botanist. For three months, the then Deputy Director of SPU assigned me to organise all the documents and reading all those to acquit myself with all the SPU dealings. I was lucky for when I was a student both in Kuala Krai, Kelantan and Jitra, Kedah I was a keen librarian. I was trained to organize and categorising books and documents based on international standard. Within three months those tones of documents that had been produced by the SPU (since 1972) had never been organised, I got those organised. I can't figure out how much documents had I browsed and read through. Upon completion of the task, I went over to meet the Deputy Director, Hatta Solhee, Dr. I told him I'm now bored and don't know what to do next. It seem no one in the SPU was willing to coach me on what to do. Everybody was to their head fully occupied with all sorts of tasks. So I asked him "What should I do? ". Indeed I have the thought of resigning for I see I'm useless and I remembered my grandfather advised "If you ever joining a Public Service - make sure you don't makan gaji buta shaking your ball and enjoying makan gaji percuma and haram". 

(3) Hatta's best advice to me then was simple and it stuck to my mind to this day: "You must think on what you should do for the State. The State need you to think on what is the best for the State. Keep reading and do more research and propose what are good for the State." What it means was everything is about and on me. I then walked tall to my office and start to think. That make me never stop thinking to these days on what I should do for the good of the State and the people. I acquired such beautiful sense of responsibility from and by the SPU. I would say, such made me alive to these days and being able to make my presence in whatever position and condition. Indeed it succeeded to the hard discipline that my dad used to push on me: "Never wait for someone else to do what must be done".  Alhamdullillah for His placing me to the wrongly right place; the SPU made me to understand better of my dad pushy disciplinary. Indeed the SPU made me appreciated better JFK battle cried: "Don't ask the state what the state should do for you, but ask yourself what you can do for the state".

(4) The SPU made me to be able to honor the aspiration of my mum and dad over me, and may all the good deeds I earned thereon be the blessing for their  best position now hereafter. Nonetheless the pride that I hold to this day, probably I was honored to head the SPU - one of the State Prestigious Central Agencies - at the age of 42 years old, a prestige task at a very young age to Sarawak Civil Service standard then.

5.    FIRST THREE YEARS THRILLING PERIOD.

Everybody whom had been knowing and working with me in those 1986 - 2002 thought and said I must be very happy and the luckiest. I was awarded to do my post grad Study in August 1996 when so many of my seniors were reluctant to go, which I believed was due to my three consecutive years of best performances in 1993-95 by scoring Menegak in the new Skim Perkhidmatan Baru.  Upon returning in August 1998, I was "promoted" to be the Principal Assistant Secretary in the SPU which gave me the task to head the Rural and Agriculture Development Division. Then and in Sept., 1999 I was "promoted" to be the Resident of Bintulu division. In Sept., 2001 I was to return to Kuching and "promoted" to be the director of the SPU which I only resumed on 2 January, 2002. But on Sept., 2002 again I was moved and  "promoted" to head the LCDA. Within 1998 - 2002, my luck was so great whereby I was "promoted four times" and as friends saying I must be having a very strong political cable. Indeed my only political adhering was with my Simunjan Member of Parliament Bujang Ulis whom had defected to opposition in 1986, other from that, I had only one traits - dedicating myself to the State. Indeed be friending Bujang Ulis in those day was perceived as a great taboo, but I have a strong conviction, personally I must never betray a good great friend. Bujang Ulis had helped me a lot when I was a student leader in UKM in 1981-83. He helped me to provide financial assistance to those Sarawak students whom having no scholarship especially among the first year students. In SPU, I just want to honor my promised to my mum that I'll work hard to alleviate the hardship that our people are suffering then. Indeed I believed Allah had made me as such since I began to walked to School in 1967. In 1973 I was destined to leave all my love one and headed to be "schooled and doctrinated as the Slave to the State." Rahman Yaakub, the then Chief Minister of Sarawak, said such thing clearly in his speech when he led us to the plane on board to Malaya in  decembar 1972: "Anak-anak, kamu adalah duta Sarawak ke Malaya. Jadilah dan kembalilah dengan yang terbaik."

(2) The biggest complain about the LCDA staff both by the public and government was the inertia nature of their attitude. Even while in the SPU I had noticed the 5 -10 years of LCDA less contribution in the agricultural development. The State had awarded LCDA with lots of prime land for plantation development but not much had been done.  Most of the land were outright sold for cash. Even those JVs in hand were not being managed to the point they were delivering to the State expectation. My first day in LCDA I noticed the staff were very compartmentalized, lack enthusiasm to serve and seem so free. 

(3) I read lots of management book by good American writers, one of it was titled MBO - Management by Walking Around (?), which basically needing the CEO to walk around to check on their staffs. I did such in my first two weeks in LCDA to observed the LCDA working culture. Around 0800 hours, the office was still empty. Some executives still having leisure to read news papers either in their offices and or the common resting place. I then wondered, when do they start working? Around 1000 hours, again the office seem to be empty. The staffs were out to have their tea break. Definitely my mind was questioning, don't they have works to do? Despite the morning knock off was at 12.30 hours, by 1200 hours the office was almost empty. Then definitely around 1530 hours again the staffs were having afternoon tea break and the office was sort of shut down thereon. LCDA was really in the inertia condition. There were numerous reasons why the staffs were behaving as such. I can see, I need to move lots of mountains in my course of actions - I was trained as military officer at UKM and my military instinct told me - shoot or die. I figured out I can't be dealing with everyone of the causes. Holding to the principle of do first thing first, I studied the whole situation fast and thus, I strategized my immediate tasks to focus on four areas - firstly settling all those outstanding issues in regard to the existing projects and or investments, secondly restructuring the LCDA to form a thin and lean organization and thus moving for corporatization, thirdly embarking on real corporate culture of human resource development whereby I pushed LCDA culture to shift to be public interest corporate cultured organization and fourth aggressively lure and facilitate greater land development investment into Sarawak. The military discipline taught me to keep the staffs busy in order to push them to certain degree of discipline and productive working culture. 

(3) For three months I burnt my candles to dawn researching and thinking on what, how and when to do. I started shifting my reading to books on corporate management. I shifted my mind from strategic socio-economic development planning to strategic business development and management. On certain weekend I spent good time with my UKM buddies whom are having business, banking and corporate back ground in Kuala Lumpur. I also got in touched with some friends in Sime Darby, Felda, Tabung Haji, Felcra and United Plantation. Accordingly I deployed all the experienced that I earned while in the SPU and R&DO to reorganized this LCDA into a prime State GLC. There were advices for me to engage a consultancy service to help me chart out the 5 - 10 years LCDA Investment and Management Plan, which I didn't favor at all. My intent was to get everybody in LCDA at that point in time to help me chart all those Action Plans that we must undertake. My reason was simple - I want the LCDA to look into themselves, seeing what and where were their weaknesses, strengths and responsibilities ahead. To me LCDA must do self criticism and self awareness to move a head. I want to prepare LCDA Revitalization Plan based on our internal believes and vision - an internally prepared and internalized Plan. In my young days I love Shaolin and Kung Fu movies. Indeed self criticism and awareness are the fundamental values that the Shaolin and Kung Fu guru impart to their students to make them into great fighters.  

(4) Around January 2003 I have an audience with Taib and briefed him on our recommendation on way forward for LCDA. He agreed and I organized first LCDA BoD Meeting accordingly and got the Plan endorsed. Thereon I began sharpening my knife and began my truce. I divided the LCDA staff into three main teams. First the Spring Cleaning Team. Their tasks was to identify all the problematic investments and as quickly as possible resolved all the related issues particularly with regard the JVs and or development agreements. I created the Master List of all those sick investments, critical issues and time schedule to work on the settlements matters. We began to push hard for smooth implementation of all our investments. To make LCDA presence felt, we initiated the changing of names of all LCDA investments - to a standard form - PELITA + JV Partner Name + Name of Place of investment. With this style of naming, indeed LCDA began to registered nodes all over the State and these nodes later were becoming much dense and broad spread all through. Our message was simple LCDA - with the Malay acronym of PELITA, a lamp is going to light up every part of Sarawak. But my real reason was to register all those investments clearly succinct into my mind and easy for me to monitor them.  

(5) The second team was the LCDA O&M Restructuring team. I need to turn LCDA into Public Interests Corporate Cultured Organization. What I meant by Public Interests Corporate Cultured Organization was LCDA should remain and be among the key public institutions that must strongly adhere to serve the government public interests through cost-effective corporate delivery system. But firstly I did noticed there were huge handicaps in the office running of the LCDA, subsidiaries and associates. Therefore the immediate task was to rectify and restructure the LCDA Office Management System. Our significant initiatives were in the areas of Database Management whereby we introduced full computerization and networking of our working system, revamping our Filing System following the SPU System which I had reformulated based on the EPU PMD System, and I get rid of the QCC Team and instead just developed Online Digital Work Procedures that are much workers and clients friendly. I hate the ownership character of the QCC or TQM procedures for later I will introduce the Multiskilling and Multitasking type of Work Culture. The process ownership system in the TQM and or QCC is a great stumbling block to my intended multiskilling and multitasking working culture that I want to push hard. I studied the Sime Darby Organization and Management Structure. I read lots of books and writing wrt to Corporate Governance and Values. I was pushing LCDA to be Thin and Lean Organization. I then was having a vision to beat Sime Darby at least in the plantation sector. Imagine, in those days, in Sarawak apart from Shell and MLNG, I can't have any reference on public service good governance in placed locally. Not even in the SPU indeed. I had to do hard researches and searching. Though painful works indeed. I dedicated my full focus to really "afloat LCDA to sail proud'. 

(6) For weeks I read and dissecting the book "Balance Score Card (BSC)" by Chaplain. The thick book was not easy to comprehend. I tried to understand the book as a non-managerial person. I want to find ways to make the LCDA personnel from the lowest to the highest to understand, appreciate , adopt and implement the BSC as our corporate culture. Alhamdullilah one day as I was enjoying my  morning roti canai, Allah inspired me on how to interpret the book.  I worked so as the BSC be our fundamental element of our Key Performance Indicators (KPIs) and Strategic Management direction. Since my background was from the long serving of the SPU, thus Strategic Planning and Management, and KPI were not of great issues. Except while in SPU our KPI focus on socio-economic indicators, in LCDA, as a business entity our KPI should take on the BSC elements. Indeed, my big successes in LCDA was driven by my clear understanding of Strategic Planning and Management with very clear quantitative KPI based on BSC element - Income, Process, Human Resource Quality and Customers pull. 

(7) For the simple benefit of readers of this writing, let me picturise BSC from the Roti Canai perspective:  First the intention of making roti canai is to earn the best sales (Income), therefore the roti canai must taste good even better the best, and to be able to produce the best roti canai, special ways from blending the flour, doles to pancake must be strictly adhered (Process), and  the person whom to produce the roti must be well trained and with correct integrity (Human Resource Quality). If the processes are perfectly done by well trained personnel, definitely best taste roti canai could be produced and as such, the business would attract huge customers (Customer) and the sales will be great.  Indeed wherever I being called to talk on the Balance Score Card, those were my analogy to make the audiences to understand and be clear about the subject. Indeed the roti canai, the Malaysian pancake made me and In Shaa Allah those that had worked with me will remember on how to implement BSC into the KPI formulation and evaluation.

(8) Serving LCDA in the first three years was not an easy task. I believe Taib had high expectation on me. He needed my speed. But I inherited a 21 years of public service mentality organization. LCDA recruitment system was based on public sector approach. It was not a corporate entity from day one ie since 1981. For 21 years LCDA had operated as Public Institution. The 0800-1700 public-based working culture had rooted deep into the heart and mind of the staffs so much so to make the immediate change was as impossible as to bring the mountain to Muhammad. By Allah will, I was there at my though straight minded character to drive the changes. I can't put up any excuse for not able to change the LCDA norms and culture. Indeed between 2002-2005, twice I was called by Awang Tengah Ali Hassan, Taib's Second Minister for Resource Planning and Management whom also foreseeing LCDA. He told me Taib was not happy with my slow progress to change LCDA to much more efficient and aggressive stage to bring in greater investments to Sarawak. I did briefed Awang Tengah on all that I was working on. I was going all out to accomplish Taib's expectation. I was lucky, since student days Awang Tengah had known me and my hard pushy working characters. He was my two years senior in UKM. At any time I can talk straight with Tengah. I was also lucky for Taib's Permanent Secretary, Wan Alwi was the DO of Simunjan when I graduated in 1984. As a young ambitious graduate, I used to deal with him wrt the poor state of my Kampung then (1984). I had shown my dedication and honesty in bringing developments to my kampung and all those neighbouring villages. I believe both Awang Tengah and Wan Alwi backed me that I need some more time to get things done the way they should be. Indeed in such initial first three years I had made about half of the LCDA staff to leave their service. Accordingly by end of the third years, LCDA was able to generate own income to be self financing. Indeed from year four of my presence in LCDA, the organization was free of the State financing. In one of the BoD Meeting, we presented the figures to Taib whom was the Bod Chairman,  he reacted in disbelief, but later he congratulated the LCDA Management. Thereon, my dealing with Taib was very smooth and I could say with full trust and confident. 

(9) Today as I look back, for the sack of the State, I bet my family future wellbeing totally in the hands of Allah, sadly indeed I left my two beautiful kids (age 5 and 7 years old) totally in their mother's hands - believing - let me sacrificed their happiness by me dedicating fully my service to the State and I prayed for Allah to care for their future to the best. I recalled, my mum and dad took great care of their society so much so Allah then takes care of me, siblings and progenies  to our best. Caring for the people was my focus priority.  Alhamdullilah so far, such was my stand in any public responsibilities that I being vested to care for. I care most to execute my social responsibilities at the expense of my personal (and family) needs and wants.

(10) Indeed for the first three years in LCDA, the BoD and particularly Taib, "blocked" LCDA to undertake any new investment. Such indeed almost demoralizing me. Even some of our personnel did belittling me "So what new investments you could bring to LCDA?" - such really disturbed me deep into my soul, but I hold to my breath to take such as my greatest challenge. Alhamdullilah from 2006 -2011 Taib almost agreed to anything that LCDA want to do. We were denied only on three proposal - first turning Srawak River Bank from Pangkalan Panjang to Brooke Dockyard into raised water park with ample multi storey car parks, transforming the present Electra House into Mall, Hotel and Eateries Piaza (which In Shaa Allah is in my pipe line new undertaking now) and revival of the abundant Merdeka Plaza then.   

(11) Within the first three years, house keeping and restructuring were our primary tasks. Alhamdullilah without relying on external expertise especially the Organization and Management Consultants we within those three years had managed to undertake - firstly Corporatization of LCDA to its wholly owned subsidiary the Pelita Holding Sdn Bhd, PHSB. We managed to upload almost all the LCDA personnel into the PHSB corporate recruitment system. We reclassified our posts hierarchy to Top Executives, Executives and Management Assistances by reason to impart a executionary corporate culture into the system. We discarded the traditional public service nomenclature and heirarchies. Our command structure was thin and lean - I have no deputy, but LCDA was divided into divisional core activities and these divisions were headed by senior managers and supported by managers and executives. The division must work as a team internal and externally with all the other related divisions. The idea behind those team work was to create a very open and transparent dealing within the overall LCDA. Thereon  we adjusted all the salaries and benefits strictly based on performance. The exercise was done not even having to comply  with the natural lengthy public service procedures, but legal and harmony. 

Secondly and was not popular at all, we streamline all our redundance subsidiaries and associates. Indeed I stepped on so many toes in doing all these. The exercise seem look impossible in the beginning and I was advised to take a consultant to do so, but as I had said, I trusted our internal expertise built up, for I have senses, we are going to deal with many JVCs restructuring and buy over in the future. Indeed this was the case with numerous JVCs that were not performing to the prevailing industrial standard. Our JVCs KPI benchmarks, we tied closely to the prevailing industrial standard, failing which we will push to the extend our JVCs partners have to be replaced. With Allah helped and my pushy working attitude, the whole process indeed was very simple - just one shot letter requesting for approval and short audience with the Ministry of Finance, within a week we could proceed smoothly in our restructuring exercise. 

(12) Last but not least within the first three years, I got an instruction to turn around LCDA for the Government will cease financial support to the organization soonest. My die hard habit of taking stock on all the properties that we have and their commercial marketability help a lot. LCDA was having huge properties stock yet where kept dormant. I was not keen in disposing all these properties but by all means we managed to put all of them into income generating products. Interesting to note, from rental of all these properties, LCDA was able to shoulder its Operational Expenditure. If not mistaken, we informed the State Financial Authority to cease financing our OPEX and Investment Expenditures within this first three years period. How did we managed to do such then? I looked at the Math of the whole things. Holding properties incurred cost - maintenance and security, so its eat into our coffer. The business in 2002-2005 was not that encouraging. We can't rent our properties to their "theoretical values". Even if we want to sell, there were no takers. So we worked out with interested business community on the fair price there and then. Definitely we monitor their business progress and accordingly we adjusted the rental based on their business performance. No properties were kept idle. We were able to monetize and liquidated all of our properties to money making.

(13) Changing LCDA working culture from public norms to corporate values was though. To change a man, even Muhammad SAW had to flee departing from his actual destiny for at least 10 years to be able to take Mecca Quraish into his realm. Then come the business restructuring. That was much tougher, for people never want to loose their gains and complacent. Just as Muhammad SAW, he can't take on Mecca easily for reason the Quraish Jahilliah felt they will lost so much if they followed Muhammad SAW. Allah gave Muhammad SAW the best strategy - he built his circle outside of Mecca to take on Mecca. Indeed I didn't realise this until to this point in time, Allah had guided me to build our internal strength through self-criticism and improvement, once those achieved, the next steps were easy sailing. Once Muhammad SAW had built great strength in Madinah, Mecca then Persian, Roman and even all the nomadic Arabs submitted to him.  Alhamdullilah from now on ward, I began to be much clearer on the reason why Allah made Moses have to retreat to the Mount Sina to receive his teaching and similarly for Muhammad to Jabal Nur. 

6.    OUR HRD DIRECTION:

LCDA was suppose to be a great facilitator in widening and enriching investment into the State. The LCDA Ordinance gave the organisation the authority to be "a government within the government". Since inception, and I believe to this very day, LCDA had played such role. All along, not only LCDA had helped to lure investment into the State but need to manage all those investments to the most professional. In order for LCDA to be successful then I believe was for LCDA indeed need to have the culture of professional investment management. Then I found out the critical handicap was, the Human Resource Development of the personnel was not geared toward such function and objectives.

(2) LCDA despite was to be a "commercial public entity" but the staffing was organised and steered toward pure administrative and technical public agency. The staffing structure and recruitment scheme were 100 per cents of public system copy cat. Staff renumeration and incentives were based on public service time factors and without reflecting the staff work cost-efficiency. The staffing system was also not able to compensate high performer as well as not able to motivate the average and worst the non-performers could just easily earn their living by ball shaking. The staff inertia syndrome was very glaring. My overall analysist of the LCDA then root greatest weaknesses was that the top leadership was not able to see the role and function of the organization as key mover to the State economy and its people social well being. Worst, turnover of the CEO mostly was fast and short term. LCDA I would say had defined "commercial entity" on a very narrow capitalistic definition. As such, once LCDA was trusted to do socio-economic ventures, those were normally being seen as none making money and public social responsibility. Resources were spent and the concern over Return To Investment (ROI) was ignored. Therefore socio-economic function and undertaking was always defined as government spending for public social development images. I have a very different understanding of such.  To me, all public related functions and activities must adhere to the principle of the Balance Score Card (BSC). Based on such ground, I pay great attention to the HRD and cultural changes among the staffs. To me the staff renumeration must be tie up closely to their performance.

(3) First thing first, we focus on the understanding of Strategic Planning and Management. We drive all layers of the organization to understand and being able to undertake Strategic Planning and Management of their sphere of responsibilities. The exercises were mostly driven by myself and in order to provide good confident level among the staffs, we do sent them for external courses mostly in Kuala Lumpur. With the clear understanding of Strategic Planning and Managment, BSC and KPI they then have to develop programs and projects and or investment to be undertaken. The idea then was for every body to chart their own goals and such goals must be achieved as per schedule accordingly. In another word, my intent was for people to be very clear of their target. In the military training that I had undergone (1980 - 1986), a target must be well defined and identified and all resources there and then must be focused to  achieve the targets.  

(4) Definitely, the HRD Division need to monitor the skills and abilities of the staffs in executing their responsibilities. All the gaps need to be closed and we spent good amount of fund to equip our people with all the necessary skills and capabilities. Staffs were given chances at the full expense of LCDA to upgrade their academic qualification. It was our policy then particularly all the Senior Managers must hold post-grade degree and those involved in the plantation investment to acquire a Diploma In Plantation Management. It was compulsory for them to do full time Diploma course at recognized institution locally and even in Peninsular Malaysia.  Indeed all LCDA executives managing the plantation investment were qualified to be a field plantation managers. We did also make placement of our staffs to certain agency and or corporate organization for exchanges of skills and experiences. 

(5) Since we have pool of well trained personnel, that was how we could then practiced multi-tasking and multi-skilling type of task assignments. And this type of working culture was our best discovery on how to keep the staff on toes in almost every tasks that we need to execute. Along the way, we did experienced losing our good personnel to certain agencies and even among our investment companies. We had no regret of these, for our HRD never stop building new talented and skillful personnel. 

(6) I have one believe wrt LCDA staffing versus investments - I love to build skilled and discipline staffs rather wasting my time managing them per se. Sarawak is a developing State, so much so, we must focus to develop the State. LCDA must deliver to its very objectives and functionalities. To such a focus and sense of responsibility, I believe the staffs will uphold to the best professionalism discipline. I love them to bring in and manage our investments to the best professionalism and they be rewarded accordingly based on their performance. 

(7) Two things that the LCDA staffs probably will remember me for my crazy approach in developing creative personnel. Corporate organization is about looking and managing investment. Even the so called socio-economic undertaking that we need to execute, we must placed in mind the commercial potentials that we must explored. For these, training and further study definitely would help but there are so many things that one can't get from the classes. Accordingly, time was an essence, so much so we can't be sending our personnel for training and or further study too often. We must deliver yet at the same time we need to build up our professionalism fast. Firstly, we made it compulsory for our executives up ward to read. Reading becoming part of their KPIs.  On monthly basic the executives must provide book review to their managers, and accordingly the managers were to provide book review to their senior managers and the senior managers then have to provide me with their book review. The idea here was to have fast chain effect of getting the knowledges through reading. Sometimes we organized special session to discuss on what the personnel read. Secondly, personnel state of heath was very important. We sort of made everybody to achieve perfect BMI. We organized monthly get together to sweat off. We did all sort of exercise together with the personnel family members. As a peak to the program, we then made all the personnel to pay RM50.00 per person to get to the Lowii Peak of Mt. Kinabalu.  No body was exempted except on very solid ground. Indeed almost all the personnel did conquered ASEAN highest point. The very reason why we did so was to instill high fighting spirit among our personnel. They have huge responsibilities ahead, so much so they must prove to themself they could stand to the challenge. 

(8) In term of the executives and above recruitment process, personally I took the pain to do final screening before a person was to be engaged. Recruitment Committee is headed by the HRD. The membership committee was fluid in nature whereby the members were to include those related Divisions that needed the additional manpower.  Firstly the Committee the short listing and organized the interview for selection of the potential candidates. We never rush in our selection. We have strict selection criteria to be followed. Normally the interview was done in the morning when I'm free. Once .......

    

7.    OUR BUSINESS RESTRUCTURING:

As I earlier said, LCDA despite its commercial functionality, nonetheless its personnel renumeration and rewarding was strictly according to the traditional public system. So much so, I would believe they turned creative in not really in the commercial and professional productive manners. JVs and subsidiaries were formed to provide compensation to certain staffs and those outside the organizations for the purposes known at that point in time. Lots of these JVs and subsidiaries were doing almost similar functions and or businesses. To me lots of their existence were redundant. Indeed the existence of huge numbers of redundant subsidiaries placed unnecessary managerial cost to LCDA.

(2) We need to do lots of subsidiaries winding, merger and or consolidation. Due to statutory requirements, all these took lengthy process and were very painstaking. Indeed counter productive for we have to dedicate huge resources to get all those done. But we have no choice but to proceed speediously.

(3) Getting all these redundant subsidiaries to windup and or merge was a must. The original idea behind the establishment of these subsidiaries was for taxation leveraging. Indeed sound "noble" yet not really the truth. LCDA is a government entity, thus taxation leveraging could always be done easy and smooth even without the formation of huge numbers of subsidiaries. Holding to huge numbers of redundant and or overlapping subsidiaries and investment entities entail huge resources exhaustion. ......

8.     HOW WE SUCCED IN NCR DEVELOPMENT

Within the first three years my presence in the LCDA, we only managed one and the first NCR project in Kanowit a JV with Boustead Bhd. There was no any new JV being entered. Despite NCR development had been entrusted as among our key KPI, we hardly can move. I was sadden and keep praying for idea on how this Program could proceed smooth and broadly. NCR landowners were identified as among the most poverty stricken community. Taib really want to shift his government policy direction from public handout strategy to poverty eradication, he would love to see the poor land owners to venture into much marketable commodity especially the oil palm with the help of the private sector.  

(2) There were great social and political resistance among the target group. Not only they were poor, but illiterate so much so they were easily manipulated. Wining their trust  becoming  our most focus strategy, but how? Indeed the then government strategies imposed upon LCDA were the greatest deterrent to the success of the NCR development. Taib was adamant about his policy direction, yet to us that was the great wall to success. Alhamdullilah, Allah has never left me alone. First at kid times, my family used to have lots of the Iban friends. They used to stay at our place or even borrowed our land to plant paddy. Such association  acquitted me with their culture and dialect. I visited almost all the long houses that participated in the NCR projects. I talked in Iban. My Iban was very economical - precise and straight to the point. That make them appreciated what came out of my mouth compare even with their ownself. I convinced them from my heart. 

(3) Secondly, I planted simple logic to them. The Iban they love paddy and pepper. Pepper price is always very good. Could be 200 - 500 per cents better than oil palm. One very peculiar about the Iban, they are very hospitable. They don't mind even if we want to see their kitchen. I used to do so if I visited Iban Longhouse - even among the Bidayuh and Orang Ulu. There I observed and any gaps would be my talking points. My approach was - win the ladies. Wrt to pepper my argument was simple. First the land needed to plant pepper is relatively very small. An acre or two is enough for a family. So much so their huge redundant NCR land should be relieved for oil palm development. Why? All is about the market and consumption. I normally asked the women, how much pepper do the keep and used in the kitchen? Definitely very small amount. Then how much palm cooking oil did they consumed on monthly basis - all will shout 4 - 6 litres. I then worked out simple Math for them - India and China having about 3.0 billion population, that was 1,500 times the population of Sarawak. If Sarawak need about 1.60 - 3.00 million litres of palm cooking oil per month, then how much will be needed by China and India? That would be 2.40 - 4.50 billion litres a month. Turn this into acreage of oil palm plantation, even the whole Sarawak if planted with the oil palm would not able to feed the Indian and Chinese. But if all the 1.60 million hectares of NCR land were to be planted with pepper, what will happen - their answer "itu kerja gila, tidak tahan kami kutip buah yang luruh". 

(4) Our most convincing point to Taib was ..... 

9.     OUR PUSHING FOR OIL PALM PLANTATION

 

10.    OUR BALANCING ACTS

11.    MY PROMISED WRT SAGO INDUSTRY DEVELOPMENT

Taib had been very sentimental about sago. He was also very passionate wrt the long term prospect of the sago industry. Sago is the staple food among his native Melanau in Mukah-Dalat region. Sago had been traded internationally since 1880 mostly to Singapore. Since then to this day, Sarawak is the world biggest exporter of sago despite Indonesia is the largest producer which is totally consumed domestically.

(2) LCDA was entrusted to do sago plantation (washed blue in the map attached to the left)  way before I join the State service. When I resumed duty as young officer at the State Planning Unit and to assist in agriculture and rural development planning and management in 1986 I did made a visit to these plantation somewhere in 1990. To my supprise, when I report duty to LCDA in 2002, I urgently made a visit to the same plantation and I saw nothing had changed. I requested for the plantation management to provide me with the comprehensive development plan of the business, there was none.....

12.    OUR THINKING ON PROPERTIES DEVELOPMENT:

Lots of properties development proposal came to me for agreement for JVs. Most I would say the tradition capitalist greed sort of proposals - built, sell and forget.  Despite having a MURP degree, since I was too preoccupied with huge other urgent development push to do, I didn't pay much attention to all these proposals..... 

13.    I SENSE HEAVY RAINING IS COMING AND WALKED OUT

March 2009 I was at my peak stage of mental, emotional and spiritual strength. The whole world seem very enriching and energizing. Suddenly come the month of May, I tumbled to my feet and my whole soul seem to leave me. Despite my spiritual tenet remain firm and consolidating indeed, mentally and emotionally I was very unstable. An awakening storm attacked me from my inside. I don't have a place to shelter. 

(2) I went for long far traveling to the eastern part of Indonesia. Though at the outset look normal, but internally I was not myself. My mind, my soul and my emotion were not three-in-one. All were separable entities of me. In Seram Island, while going into the sago bush farm, I met a cute innocent girl kid taking sago pancake as her breakfast dish. Her cloth was torn. Her hair was uncombed and "dirty". Her eyes glaring begging for love. Her mom and dad were away oversea being TKI. She was roaming the bush with her aging grandmom. I then asked myself, what indeed Allah wanting to tell me? .....

14.    LEAVING ALL THE PERKS AND MY THANKS

Was it my fate or destiny? My grandmom used to say, I worked hard, yet I never harvest my sweat. 

In Shaa Allah to be continued.