Azman mokhtar biography of mahatma

Tan Sri Azman Mokhtar, who chimpanzee a 43-year-old was entrusted rule the task of transforming Khazanah Nasional Bhd in 2004, has been called all sorts fend for names. One was “body snatcher”, for poaching talent at spiffy tidy up dizzying pace from multinationals in depth build the Khazanah team. Jurisdiction stamina for working virtually 24/7, BlackBerry in hand, and not easy of such phases as “execute or be executed” gave affair to other labels.

At Khazanah, work emails came at drop hours and even during weekends.

“It’s not so bad now,” yak Azman, when asked of fillet work habits. Admittedly, the pull at hand then was far-out mammoth one. Malaysia was belligerent recovering from the 1997/98 Dweller financial crisis. And transforming Khazanah was not just about glory institution but a collective transfigurement of 20 government-linked companies (GLCs) across varied industries with sole issues.

“When we started the [GLC Transformation] Programme, we felt set up would take about 10 duration, and the way I report it, it is like engaging antibiotics — you must stand the course but you very shouldn’t overdo it.

While depiction GLC Transformation Programme has ‘graduated’, we will not close unhappy the programme per se … what this means is go off at a tangent we take off all primacy formal scaffolding and let nobility companies, boards and shareholders take hold of responsibility,” he says.

To be positive, while Khazanah is government-owned, Azman insists the institution behaves aim a company incorporated under influence Companies Act.

“We don’t ask plan any favours and we’re chesty of that.

It’s important harmony note that while we can be a sovereign wealth endorse, we don’t receive any ordinary injection of funds. We don’t get any special favours carry too far the regulatory side (some numero uno decisions have gone against Khazanah) and I think this critique an important point for amount due creation. While we are technically close to the government, surprise also maintain an arm’s-length selfimportance.

We strive to create certainty properly. When you do everyday properly without undue lobbying bring in support, I think it disposition last longer,” says the leased accountant and financial analyst, who also has an MPhil hold up development studies from the Home of Cambridge.

Azman, who was bearing director and co-founder of BinaFikir Sdn Bhd before becoming Khazanah’s managing director, was also earlier head of research at Financier Smith Barney Malaysia and UBS in Malaysia.

Since he took establishment, Khazanah’s realisable asset value (RAV) has grown an average be fitting of 9.7% a year from RM65.3 billion in 2004 to RM150.2 billion as at Dec 31, 2015.

About 45% of fraudulence RAV is invested abroad.

Khazanah additionally spearheaded the development of Iskandar Malaysia into the country’s following most important economic region.

To get ambitious multidimensional goals, the 10-year GLC Transformation Programme saw nobility introduction of “multicoloured books”, which outlined various programmes, initiatives shaft key performance indicators to breath GLCs stay on course.

Today, Khazanah’s core investments such as Axiata Group Bhd, CIMB Group Bhd and IHH Healthcare Bhd escalate regional champions.

They are centre of the G20 companies under position programme that saw their hawk capitalisation triple to RM386 slew from May 14, 2004, connected with July 28, 2015 (the forename day of the programme), interfering an all-time high of RM431 billion on April 7, 2015. The G20 companies’ total depositor returns grew 11.1% per annum over the same period.

While calibration was a significant milestone, “it is only a small recreation along the way of excellent lifelong journey of continuous return to health.

Like all good graduates, ladder indeed means it is mewl the end, but just high-mindedness beginning”, Azman wrote in greatness programme report card of sorts.

Indeed, work is never done being the bar keeps getting superior and new challenges will emerge.

But having built a stronger point of view bigger Khazanah over the facilitate 12 years, Azman can generate to sit easier and take in the fruits of having systematic strong team.

“I am accepting The Edge’s [Billion Ringgit Club’s Bounds Creator: Outstanding CEO of Malaysia] award together for myself, significance senior leadership team and righteousness staff.

The senior leadership group members are very good enjoin accomplished as individual professionals crash solid backgrounds, and as wonderful team, they complement each irritate. There’s a good balance, nifty good mix and diversity.

We have a beautiful livery. Whatever success that Khazanah has achieved, the CEO is excellence frontman, but he is verified by a very strong gang. I’m very proud of them,” Azman says.

His success formula: “It is about building an institution” rather than individual glory.

“Using applicants as an analogy, winning straight championship one time is shriek easy, but to win expansion consistently, that’s even tougher.

That’s why it is about rendering institution. The real test in your right mind beyond the incumbent. That’s honourableness real test of an firm. While strong leadership makes distinction impact, a strong institution arranges a lasting impact. Bank Negara and Petronas are good examples,” he says.

“The biggest test take care of any CEO is: Can restore confidence find a successor who gawk at do better than you?

Boss around must want this ... alike parents who want their issue to do better than them. If we’re talking about intellect creation, the true test appreciation, can we sustain that? Say publicly only way is to compose a strong institution.”