Contents
4
Features of the Official Launch of PLC
PLC Launch : Excerpt from President’s Speech
PLC Launch : Excerpt from PLC CEO’s Speech
Guests’ Feedback
Capturing Moments of the PLC Official Launch
PLC Logo Responses
FEATURES OF THE
OFFICIAL
LAUNCH OF PLC
4
16
20
Faculty Members of PLC
23
24
Bild Quality Mark Award
Milestones since PLC Launch
A Shepherd’s Path
16 20
THE
FACULTY MEMBERS
OF PLC
MILESTONES
SINCE PLC LAUNCH
4
FEATURES OF THE OFFICIAL
LAUNCH OF PLC
“PLC’S
TRANSFORMATION
IS IMPERATIVE
FOR THE LONG
TERM SUSTAINABILITY
OF THE BUSINESS AND TO ENABLE
US TO CONTINUE FULFILLING OUR
AMANAH TO THE PEOPLE
OF MALAYSIA”
YBhg Dato’ Shamsul Azhar Abbas
President and Chief Executive, PETRONAS
PLC LAUNCH
Excerpt from the
President’s Speech
10 November 2011, PETRONAS Leadership Centre
The launch of the PETRONAS Leadership
Centre (PLC) is a significant event in
PETRONAS as PLC moves to the next level
in engaging with stakeholders to promote an
educational hub for the development of human
capital in the national oil and gas industry and
beyond.
This occasion marks a new chapter for the
PETRONAS Management Training Centre
(PERMATA) and its evolution as the PETRONAS
Leadership Centre.
The establishment of
PLC brings forth exciting challenges and
opportunities to broaden the capacity and
capabilities of established and aspiring Oil and
Gas players in the focus area of leadership
development.
believe that this philosophy is critical in driving
our success and bringing PETRONAS to where
we are today.
As Malaysia’s sole representative amongst
Fortune 500 companies, PETRONAS views its
people as its CORE ASSETS; and believes that
they are the foundation of its business growth
and sustainability. Since our inception, we have
consistently invested in people development to
ensure that the right values, mindsets and
behaviours are in place and to continuously
enhance competencies in leadership and
management across all levels in the
organisation.
PLC’s expertise and collaborative networks,
which have been developed and honed over the
years in supporting PETRONAS growth, will be
made available to the oil and gas industry and
across other industries as well. The turnout
reflects the common goals for the development
of human capital in this era of volatility and
extreme business challenges.
The philosophy of human capital development at
PETRONAS is based on the concept of
“continuous learning and contributing towards
nation building”. We continuously underscore
the need for our leaders and managers to be
equipped with the right mindset, values and
beliefs to facilitate and sustain a motivating and
inspiring environment for staff to outperform and
successfully meet the dynamic business
challenges.
The PETRONAS mission statement articulates
that it is responsible to add value to the country’s
oil and gas resources for the development of the
nation and the people. We in PETRONAS
Within
this
context,
the
PETRONAS
Management Training Centre (PERMATA) has
always played a significant role in shaping our
human capital capabilities.
66
With the vision to be the leadership
centre that “transforms leaders”,
PLC places the highest importance
on creating leaders who are able to
produce
impactful,
sustainable
results for their organisations.
Established as an internal training
department in 1979, PERMATA has
evolved into a full-fledged learning centre
for the PETRONAS Group.
long-term growth. We dare to be different because the
challenging environment we face today demands that
we think differently to achieve our goals.
In June this year (2012), we launched
a new group positioning for PETRONAS,
aptly themed ‘Reimagining Energy’, the
Essence of PETRONAS’ New Spirit. It is
a bold commitment to aggressively
pursue growth, to be resourceful in
developing a solid portfolio of growth
opportunities and to be driven by
organisational robustness and resilience
to turn those opportunities into superior
business results.
In the same spirit, PLC has also transformed itself in
order to be a credible and prominent Leadership
Centre and to share the capability and capacity it has
established over the years. Coupled with its
industry-experienced faculty and innovative learning
approaches, PLC is eminently positioned to design,
develop and deliver solutions that have a balanced
blend of concepts and best practices. With the vision
to be the leadership centre that “transforms leaders”,
PLC places the highest importance on creating leaders
who are able to produce impactful, sustainable results
for their organisations.
In a nutshell, ‘Reimagining Energy’
represents our collective spirit to push
performance boundaries and do things
differently to achieve real, sustainable and
To realise this vision, PLC has identified
strategies which include building networks of
credible partners through strategic collaborations
and associations; opening up a wide range of its
learning and development solutions and
consultancy services relevant to the industry’s
business needs; and enhancing PLC’s presence
in existing and unexplored markets with the
objective of achieving commercial viability and
self-sustainability.
PLC has served many clients both locally and
overseas. These include Malaysian clients such
as Telekom, TNB, SIRIM, Shell, ExxonMobil,
Dialog,
Deleum,
Transocean,
PROTON,
PERODUA, MOHE, INTAN and JPA, to name a
few. Since 1995, it has also provided Learning
and Development solutions to PETROVIETNAM,
ETAP (Tunisia), Oman Gas, SUDAPET,
Ministry of Oil Iraq, Mozambique Ministry of Oil,
Mauritania Ministry of Oil, Transportasi Gas
Indonesia, JAPEX Japan, Egypt LNG and many
other overseas clients.
A
key
strategy
to
further
elevate
PLC’s institutionalised capability includes
collaborations and partnerships with credible
institution partners such as Duke Corporate
Education, University of Melbourne, French
Institute of Petroleum and the Malaysian Institute
of Integrity. Through such collaborations, we are
able to create platforms for pervasive leadership
sharing and develop highly relevant business
and industry learning solutions.
The signing of a Memorandum of Understanding
between PLC and the Razak School of
Government on 10 November 2011 enables both
parties to collaborate in the design, development
and delivery of programmes and to share
expertise and facilities to support and cultivate
the growth of learning and leadership
development in the public sector. This is a much
welcomed development, especially so in view of
Malaysia’s desire to adapt and grow rapidly in
the ever changing global marketplace.
PLC’s transformation is imperative for the long
term sustainability of the business and to enable us
to continue fulfilling our ‘amanah‘ to the people of
Malaysia.
YBhg Dato’ Shamsul Azhar Abbas
President and Chief Executive, PETRONAS
8
FEATURES OF THE OFFICIAL
LAUNCH OF PLC
PLC is committed in supporting capacity building for its
clients to ensure that their human capital is equipped
with holistic leadership skills to drive organisational
growth.
Hj Yasir Abdul Rahman
Chief Executive Officer
PETRONAS Leadership Centre
PLC LAUNCH
Excerpt from PLC CEO’s Speech
10 November 2011
PETRONAS
Leadership
Centre
(PLC) started out as a Training
department in 1979. Over the
years, it had undergone many
transformations, always moving
in tandem with the PETRONAS
aspirations.
In
1989,
the
department moved to its current
location in Bangi; and was named
PERMATA,
which
is
an
abbreviation
for
“PETRONAS
Management Training Centre”. The
founding vision for PERMATA was
to be “A centre of excellence in
management and developmental
training”.
It quickly took on the mantle of
becoming the de facto Corporate
University for the PETRONAS Group of
companies. That same year, it served
as the launching pad for the
PETRONAS DNA that exists to this
day, i.e. the Corporate Shared Values
of Loyalty, Integrity, Professionalism
and Cohesiveness. Subsequently PERMATA campus played host
for many corporate events such as managers’ forums and
leadership away-days for the senior management of the company.
In 1992, PETRONAS Management Training Sdn. Bhd. or PMTSB
was incorporated and was entrusted with the management of
PERMATA campus and its sister technical institute, the Institut
Latihan Petroleum PETRONAS (ILPP) located in Kuala Terengganu.
In laying the foundation for impactful learning, PERMATA started
its collaboration with INSEAD and also the Hay Group to support
the development of business leadership and core competencies
for PETRONAS’s domestic and international operations expansion.
In 1998, the PETRONAS Training and Education Master plan was
completed and it triggered PERMATA’s “Shift from Training to
Learning”.
This has strengthened PERMATA’s learning and
development capabilities and was supported by an organisational
restructure, followed by an annual rejuvenation budget for
enhancement of the campus facilities since 2001 till today.
PERMATA’s journey has always been linked to leadership
development. In 2004 when PETRONAS announced its new
Corporate Agenda, the Global Championship Journey,
PERMATA was its preferred partner in learning. In order to support
the dynamic business growth of PETRONAS Group of companies,
PERMATA started to enhance further its
curriculum
focusing
deeper
on
leadership development and building its
institutionalised
capability
base
to
become a premier leadership learning and
development centre.
Today, in supporting the nation’s economic
transformation plans, PETRONAS aspires to
establish a “Regional Learning Hub for Oil &
Gas Industry” in Malaysia. With this
development, it mandates the formation of
PLC and for it to extend its learning solutions
to the external market; through which
PETRONAS is able to share its knowledge
and capability with the industry.
PLC is committed in supporting capacity
building for its clients to ensure that their
human capital is equipped with holistic
leadership skills to drive organisational
growth. As a leadership institute that
understands the needs of the industry, we
have designed and developed a range of
learning and consultancy solutions and
services for impactful learning experiences;
and that also promote the latest thought
leadership.
I am proud to inform that
currently, more than 50 per cent of PLC’s
learning programmes are customised to meet
the specific needs of our clients. This is of
immense help to them in meeting their human
capital requirements as well as their business
objectives.
PLC is here to respond to the challenge for a
different breed of leaders to be developed to
bring our organisations to a new dimension.
These leaders need to think and behave
differently. They must be able to challenge the
norms and to create opportunities where there
seem to be none. PLC has a pivotal role in
transforming the current and future leaders for
its stakeholders.
Undoubtedly, our stakeholders will benefit from
PLC’s experience in training more than 20,000
participants every year in Malaysia and abroad.
PLC has developed its institutionalised
capabilities covering cross-cultural learning
consultancy,
innovative
adult
learning
methodologies, the PETRONAS 6Es instructional
design model and knowledge management capability
to support its expanding operations. PLC believes in
collaborating with world renowned institutions and
notable subject matter experts. It is the combined
knowledge, expertise and credible resources that give
PLC a leading edge in its offerings.
Through our smart collaborations with established
institutions, we are able to leverage on each other’s
unique strengths. This has resulted in signature
programmes that are specially designed for the
Malaysian and regional context. We are confident
that our flagship offerings will be able to effectively
address the unique needs of the business community
and the challenges you face in leading your respective
companies.
10
GUESTS’
FEEDBACK
WRITTEN COMMENTS :
Very well organised.
Alhamdulillah and
syabas. Powerful
speech by
CEO + EVP
please extend your
leadership programme
to the corporate
sector, especially
to my organisat ion at
Northport
Congratulations on
the rebranding,
looking forward to
more collaborations
bet ween PLC and
TNB
ABOUT THE LAUNCH
The official launch of the newly transformed,
PETRONAS Leadership Centre (PLC) happened
on 10 November 2011 with the theme `The
BIG BANG LAUNCH’.
About 300 people
attending, comprising of high level executives of
PETRONAS and its Energy partners with the
likes of Shell, ExxonMobil and also in attendance
were corporate talents and senior executives
officers from Government Linked Companies
(GLCs), government institutions, and public and
private education agencies.
The launch saw the :
• Historic launching of PLC by YBhg. Datuk
Anuar Ahmad, EVP Gas & Power Business who
represented the President and CEO of
PETRONAS
• Unveiling of the new Campus Name & Logo
• Showcasing of inaugural “Meet the Guru” event
• Showcasing of PLC’s products, services &
facilities (Exhibition & the ‘REAL THING’)
• Creating the opportunity to network and create
positive first impression to potential clients of
PLC campus and products
• Showcasing PLC’s new value proposition to
existing and potential clients
Quick Facts
OVERALL RATING : 95%
TURN OUT :
280 Participants
MEET THE GURU :
88%
Excellent
coordination;
Fantabulously
orchestrated
bu t
A very humble
ing.
impact ful launch
to
Congratulations
.
PLC. All the best
t
ea
Emcee did a gr
job
Impact ful and
PLC has placed
itself to a
good start
“Meet The Guru
Session” is a
great idea!
Excellent and wellorganised event!
Kudos to the
secretariat, please
update me on fut ure
PLC programmes
FEEDBACK AND OBJECTIVES
Based on the response from the participants which reflected an
overwhelming affirmative reaction (95% positive response), it
is a strong indicator that most of the objectives listed
have been met.
As a matter of fact, we are quite pleasantly surprised at the
turn out. Not only did we discover the numbers exceeded our
initial projections; even in terms of quality, the breakdown and
composite surpassed our expectations. External participation
almost equal PETRONAS participants; with the breakdown
comprising in majority, participants from our target sectors Energy Companies, GLCs and Education Institutions.
IMPRESSIVE TURN UP AT “MEET THE GURU”
SESSION
The “Meet the Guru” session was a BIG hit where participants
provided strong, valuable feedback on how they had benefited
from the session as well shared insights on how it could be
further improved. Both the highly acclaimed gurus, Prof. Dr.
Sudanshu Palsule and Prof. Dr. Elizabeth Weldon received
excellent audience response and what amazed us was that
although one of the sessions was slotted after lunch, very few
participants gave it a miss. Surprisingly, the turn-up was almost
100%, and from past experiences, this is truly an
accomplishment.
WHAT THE PARTICIPANTS SAID AND WHAT THEIR
FEEDBACK MEANS TO US
The written comments were encouraging. The feedback
was not just because they were congratulatory and that
most of them were singing our praises; but what was
more beneficial for us were that, they provided a level of
constructive, indispensable and essential information
coming from highly intellectual and industry–savvy
participants. From their comments, the participants
demonstrated that they had very high expectations at the
onset, and indicated their satisfaction with the array of
offerings during the event. They also revealed a strong
partiality for cerebral activities and insights into leadership
thinking and philosophies and subsequently, provided
quality recommendations for areas of improvement.
WAY FORWARD
The “Feel Good” factor aside, we realise that we cannot
afford to rest on our laurels just because people accorded
us high ratings. On the contrary, the encouraging
responses serve to flag a signal that we have no other
options,
but to live up to these exceedingly high
expectations.
The way we shape our strategies would inadvertently
depend on the valuable feedback of our clients. In
retrospective, based on what we have heard so far, these
are some of the areas we should be focusing on:
• We have to consider engaging people in more
collaborative
and
reflective
activities;
using
cutting-edge communication tools as well as
traditional face-to-face methods.
• We need to do a great deal of research to focus
on programmes which will create the value for our
stakeholders, ensure that we can help them achieve
quick returns as well sustain high level performance in
the long term.
• We should also, leverage on the newest learning
technologies and best practises through strategic
collaboration and networking to enable the centre to
offer leading edge services
• We have to create meaningful relationships which
advocate nurturing potential and growth for our
customers so that we can convince them we have
their interest at heart.
VIEWS FROM SELECTED EXPERTS
An online journal called Articlesbase, published a write-up
entitled: Thrive in your arena with better learning, by Ipsita
Sen, a specialist in Executive Coaching
which
recommended that for a Learning Centre to succeed, it
should position itself as a Trusted Learning Partner. The
centre should be providing cost-effective learning and
non-learning solutions as well as offering a gamut of
services such as human resource consulting, capability
building exercises, accelerated development and value
enhancing initiatives. These offerings will help
organisations improve in terms of human performance
which will translate into improved business performances.
According to Steve Denning, contributor in the Leadership
and Innovation section of Forbes Magazine, to motivate
people to their highest potential, we have to focus on
delighting them through continuous innovation and all
the consequent changes that are needed to accomplish
that. The results of doing this in firms like Amazon, Apple
and Salesforce.com are happy customers, soaring profits
and workers who can see meaning in their work.
In a 2011 article in the Harvard Business Review.
Creating Shared Value, Michael E. Porter and Mark R.
Kramer highlighted that Capitalism is an unparalleled
vehicle for meeting human needs, improving efficiency,
creating jobs, and building wealth. However, a narrow
conception of capitalism has prevented business from
harnessing its full potential to meet society’s broader
challenges.
According to the authors, the time has come for
corporations to redefine their goals as creating shared
value, not just profit per se. This will drive the next
wave of innovation and productivity growth in the global
economy. It will also reshape capitalism and its relationship
to society. Porter and Kramer reiterated that “Perhaps most
important of all, learning how to create shared value is our
best chance to legitimize business again”.
To fulfil this critical role, organisations need leaders and
managers with new skills and knowledge - such as a far
deeper appreciation of societal needs, a greater
understanding of the true bases of company productivity,
and the ability to collaborate across profit/nonprofit
boundaries. Government agencies, especially in a “high
power-distance” society like ours, have to learn how to
regulate in ways that enable shared value rather than work
against it.
CONCLUSION
So how does PLC as a learning centre, plays its
transformative role to prepare leaders in the corporate and
government sectors for this critical responsibilities? The
answer lies in the way we position our organisation, which
ultimately involves rewiring our DNA – the way we think,
the way we collaborate in our team and beyond, the way
we plan and execute our responsibilities, the way we reach
out to and handle our clients and stakeholders, and
ultimately the way we approach our business. If we do
it right, we need not wait till 2013 to see the fruits of our
labour. After all, we have so many resources and partners
we can learn from and emulate what they did right - Are
we not standing on the shoulders of giants? If others
can do it, SO CAN WE!
REFERENCES
Forbes Magazine: Denning, Steve : RADICAL MANAGEMENT: Rethinking
leadership and innovation (December 2011)
Harvard Business Review. Creating Shared Value: Porter, Michael. E, Kramer,
Mark.R ( November 2011)
Online journal Articlesbase ; Sen, Ipsita: Thrive in your arena with better learning
( December 2011)
12
Capturing Moments of the PLC
Official Launch
10 November 2011
12
14
RESPONSES TO THE PLC LOGO
The logo had st
rongly
delivered the m
essage.
simple & precis
e. Suits
leadership marke
t that
you are targetin
g. I am
satisfied with th
e logo.
Solutions Comsu
ltant,
Mesiniaga Berhad
New name “PET
RONAS
Leadership Cen
tre” brings
a better meani
ng to the
organisation as
it
represents a tr
aining
centre for futu
re
leaders, as per
it
“transforming le s motto
aders.”
Salina
Manager GHSE,
PE
TRONAS
While the
vibrant re
d of the lo
manages to
go
catch the
attention
of the flee
ting eyes
of the
viewers,wh
y move aw
a
y
PETRONA
S green? “R from
e
imagining
Leadership
” as a tag
line may
have been
verymuch
in line with
PETRONA
S “Reimag
ining Energ
y”
Ab
dul Rahim M
ydin,
Corporate C
ommunicatio
n
I think it’s
very SIMP
CONTEMP
LE,
ORARY an
d I love th
CLEAN lin
e
es. I like
the
FONT use
d – it’s BO
LD and
at the sam
e time not
too LOUD.
I think RE
D is the
perfect co
lour becau
se it
denotes CO
URAGE an
d a
leader nee
ds lots of
that!
Shahnaz, H
RM , PETR
ONAS
The colour is
striking
because red
is a powerful
and striking
colour. The
red
indicates yo
u want to be
in
front in wha
tever you do
and the colo
ur also show
s
that you are
aggressive.
SM Business
& Client Devel
opment,
Malaysian Inst
itute of Manag
ement
(MIM)
The logo ma
naged to
capture my
attention as
red
is eye catch
ing. It would
be
better if a
motto is wri
tten
underneath
as it can ind
icate
the company
’s long term
vision.
Ir. Edzwan Rid
za
Sapuracrest P
etroleum
The logo is n
ot bad
but the lett
ers
P, L & C sh
ould be
bold.
Principal Con
sultant,
University of
Strathclyde
Business Sch
ool
The text in whi
te –
oh dear, this is
almost not legibl
e
to my eyes.
lrene, SM GTS, PE
TRONAS
I think the logo
is simple
yet straight
forward.
Suits the purpos
e. I like
red. I am ok if
you are
considering upgr
ading the
logo.
Manager,
Mesianaga Berh
ad
Our logo rationale :
Note from PLC CEO :
The design seeks to position PLC as a solid
centre and a foundation for growth and
development. The solid rectangle symbolises a
firm and secure base from which its learners can
grow while the horizontal lines centres the name
representing focus – the top represents the
centre’s facility and the bottom line denotes the
learners.
As a staff who have
served PETRONAS
more than 30 years, I have strong sentimental
attachment to the identity of the oil drop of
PETRONAS.
However, as time and
environment changes, there is a need
for us to evolve in tandem with the time.
This design is simple but firm in stating who we
are. PLC occupies the entire space and it signifies
the major passion and focus of PLC in
leadership development.
The logo as a whole is bold, deep rooted and at
the same time contemporary, reflecting PLC’s
values and approach in creating leaders who
make a difference.
The base colour red signifies the energy and
passion of its faculty in inspiring and facilitating
the transformation of its learners. It also denotes
courage, drive and confidence.
PLC’s name is spelt in full with a sans serif font to
represent integrity and honesty.
The need to “think outside the box” is embodied
in PETRONAS new tagline “Reimagining
Energy”. I like to think that the new PLC logo is
a statement of “Reimagining” our learning and
development institute to cover two key points :
Moving from management to leadership
focus
Opening our solutions to non PETRONAS
organisation.
Nonetheless, we still maintain strong connection
to the PETRONAS mother brand by boldly
putting the name PETRONAS in the new logo.
It comes across as more inclusive as it portrays
that our new Leadership centre is now open to
the industry and not just an in-house provider for
PETRONAS.
16
FACULTY MEMBER S
THE
PLC EXPER
ALD - Advanced Leadership Development
Name : Oxfordelee M Salleh
Position/Designation :
Acting Head, Advanced Leadership Solution
Tel : 03-8732 7601
Email : oxfordelee.msalleh@petronas.com.my
Name : Dr. Rosli Ahmad
Position/Designation :
Leadership Research Analyst
Expertise : Coaching
Tel : 03-8732 7792
Email : rosliah@petronas.com.my
Name : Razmani A Rahim
Position/Designation :
Programme Leader, Leadership Excellence at
PETRONAS (LEAP)
Expertise : Learning Solution Facilitation
Tel : 03-8732 7748
Email : razmani@petronas.com.my
Name : Mas Zetti Atan
Position/Designation :
Programme Leader, Coaching Series
Expertise : Leadership Transition & Coaching
Tel : 03-8732 7752
Email : zettia@petronas.com.my
Name : Zainubiah A Aziz
Position/Designation :
Programme Leader, Integrity Series
Expertise : Learning Facilitation in Integrity
Tel : 03-8732 7779
Email : zainubiah@petronas.com.my
Name : Shamlan Mohd Khair
Position/Designation : Head, Resources Network
& Institutional Capability
Expertise : Resource Network - Collaboration &
Partnership
Tel : 03-8732 7724
Email : shamlan@petronas.com.my
Name : Khairul Faizi Abdul Karim
Position/Designation :
Leadership Research Analyst
Expertise : Leadership Development
Tel : 03-8732 7604
Email : khairulfaizi@petronas.com.my
Name : Juliana Othman
Position/Designation :
Programme Leader, Senior Management
Development Programme (SMDP)
Expertise : Learning Facilitation in Leadership
Transition
Tel : 03-8732 7605
Email : juliana_othman@petronas.com.my
Name : Hazdiana Bahari
Position/Designation :
Programme Leader, Building Management
Excellence (BME) / Management Development
Programme (MDP)
Expertise : Learning Facilitation in Leadership
Transition
Tel : 03-8732 7852
Email : hazdian@petronas.com.my
Name : Fatimah Abu Bakar
Position/Designation :
Programme Leader, Maximising Your Leadership
Success (MYLS)
Expertise : Leadership Transition
Tel : 03-8732 7850
Email : fatimah_abubakar@petronas.com.my
Name : Masniza Ishak
Position/Designation :
Associate Learning Manager
Expertise : Learning Solution Orchestration in
Leadership Development
Tel : 03-8732 7751
Email : masniza_ishak@petronas.com.my
T DIRECTORY
CLD - Core Leadership Development
Name : Arifin Rahmat
Position/Designation:
Head, Core Leadership Development
Tel : 03-8732 7878
Email : arifir@petronas.com.my
Name : Mohamed Rosli Abd Hamid
Position/Designation :
Head, Core Leadership Solutions
Expertise : Leadership Development
Tel : 03-8732 7791
Email : mrosli_ahamid@petronas.com.my
Name: Nik Mazlee Nik Mahmood
Position/Designation :
Programme Leader, Organisational Performance
Improvement (OPI) ACE Academy
Expertise : Learning Facilitation in Organisational
Performance Improvement (OPI)
Tel : 03-8732 7853
Email :
nikmazlee_nikmahmood@petronas.com.my
Name : Azmi A Latiff
Position/Designation :
Cluster Head, Business Communication
Expertise : Learning Solution in Orchestration
Tel : 03-8732 7705
Email : azmilatiff@petronas.com.my
Name : M Noor Haq Poh Abdullah
Position/Designation :
Cluster Head, Organisational Change
Expertise : Learning Solution Orchestration
Tel : 03-8732 7747
Email : haqa@petronas.com.my
Name : Daud Mukri
Position/Designation :
Programme Leader, Enhancing Effectiveness
of Leaders (EEL)
Expertise : Learning Facilitation in Problem
Solving
Tel : 03-8732 7856
Email : daudmu@petronas.com.my
Name : Muhamad Shukri Ghazali
Position/Designation :
Programme Leader, Managing Diversity
Programme
Expertise : Learning Facilitation in Leadership
Development
Tel : 03-8732 7712
Email : mohdshukri@petronas.com.my
Name : Haznan Hussin
Position/Designation :
Programme Leader, PETRONAS Induction
Programme for Executives (PIPE)
Expertise : Learning Orchestration in Induction
Programme
Tel : 03-8732 7764
Email : haznan_hussin@petronas.com.my
Name : Tasnima Ibrahim
Position/Designation :
Programme Leader, Achieving Breakthrough
Performance (ABP) & Pre-Retirement
Expertise : Learning Facilitation in Scholars
Development cProgramme
Tel : 03-8732 7612
Email : tasnima@petronas.com.my
Name : M Fuad Ahmad
Position/Designation :
Programme Leader, Performance Management
System (PMS)
Expertise : Facilitation in Induction Programme
Tel : 03-8732 7855
Email : mfuad_ahmad@petronas.com.my
Name : A Hamid Ibrahim
Position/Designation :
Manager, Learning Facilitator
Expertise : Learning Facilitation in Change
Management
Tel : 03-8732 7710
Email : hamidib@petronas.com.my
18
CLD - Core Leadership Development
Name : Harison Yusof
Position/Designation :
Programme Leader, Communication Series
Expertise : Learning Facilitation in
Communication
Tel : 03-8732 7603
Email : harison@petronas.com.my
Name : Ramzah Singgun
Position/Designation :
Programme Leader, Mindset & Leadership
Expertise : Learning Facilitation in Mindset
Tel : 03-8732 7713
Email : ramzas@petronas.com.my
Name : Izzuddin Baharuddin
Position/Designation :
Programme Leader, Business Programmes
Expertise : Learning Facilitation in
Organisational Performance Improvement (OPI)
Tel : 03-8732 7773
Email : izzudd@petronas.com.my
Name : Hamidi Ramli
Position/Designation :
Programme Leader, Teambuilding
Expertise : Learning Facilitation in
Teambuilding
Tel : 03-8732 7851
Email : hamidra@petronas.com.my
Name : Mariana Onan
Position/Designation: Programme Leader,
Business & Functional Skill Group Programme
Expertise : Solution Orchestration Business
Functional
Tel : 03-8732 7608
Email : mariana@petronas.com.my
Name : M Yusoff Ajib
Position/Designation :
Learning Manager, Capability Development
Expertise : Learning Solution Planning &
Implementing
Tel : 03-8732 7761
Email : myusoff_ajib@petronas.com.my
Name : Suzana Wahab
Position/Designation :
Programme Leader, Functional Programme
Expertise : Learning Facilitation in Mindset
Tel : 03-8732 7613
Email : suzanawahab@petronas.com.my
Name : Mariana Osman
Position/Designation :
Programme Leader, Supervisory Programme
Expertise : Solution Orchestration in
Supervisory Development Programme
Tel : 03-8732 7794
Email : mariano@petronas.com.my
Name : Zubaidah A Bakar
Position/Designation :
Programme Leader, Mindset Programme
Expertise : Solution Orchestration in Mindset
Tel : 03-8732 7784
Email : zubaida@petronas.com.my
Name : Ho Yie Phang
Position/Designation:
Associate Learning Manager
Expertise : Solution Orchestration in
Teambuilding
Tel : 03-8732 7749
Email : samuel_ho@petronas.com.my
Name : Zuffree Jasmane
Position/Designation :
Associate Learning Manager
Expertise : Solution Orchestration in
Organisational Performance Improvement (OPI)
Tel : 03-8732 7607
Email : zuffree_jasmane@petronas.com.my
Name : Norirhan Hakimi Idrus
Position/Designation :
Associate Learning Manager
Expertise : Solution Orchestration in
Communication
Tel : 03-8732 7706
Email : norirhan_hakimi@petronas.com.my
Name : Umar Ikhwan Abdullah
Position/Designation :
Associate Learning Manager
Expertise : Solution Orchestration in
Induction Programme
Tel : 03-8732 7776
Email : ikhwan.supian@petronas.com.my
Name : Zulkifli A Rahim
Position/Designation:
Head, Learning Technology & Instructional
System Design (ISD)
Expertise : Learning Technology, ISD &
Leadership Development
Tel : 03-8732 7763
Email : zulkiar@petronas.com.my
Name : Ramli Atan
Position/Designation :
Learning Specialist, Instructional
System Design (ISD)-6E & Capability
Development
Expertise : Competency Modelling &
Consultancy
Tel : 03-8732 7704
Email : ramlt@petronas.com.my
Name : Farid Faiz
Position/Designation : Learning Manager,
Instructional System Design (ISD) &
Leadership Development
Expertise : Change Management
Tel : 03-8732 7781
Email : farid.faiz@petronas.com.my
Name : Amiza Inting
Position/Designation :
Programme Leader, Capability Development
& Facilitation
Expertise : Learning Facilitation Instructional
System Design (ISD)
Tel : 03-8732 7609
Email : amiza@petronas.com.my
Name : Norzailan M Nor
Position/Designation :
Learning Manager, Capability Development
Expertise : Learning Technology
Tel : 03-8732 7887
Email : norzamn@petronas.com.my
Name : Ling Sie Hook
Position/Designation :
Associate Learning Manager, Capability
Development
Expertise : Learning Evaluation, Instructional
System Design (ISD) Research
Tel : 03-8732 7795
Email : ling_siehook@petronas.com.my
Name : Juliana Bahari
Position/Designation :
Executive, Instructional
System Design (ISD)-Envision & Emerge
Expertise : Learning Event Management
Tel : 03-8732 7722
Email : juliana@petronas.com.my
Name : Sohair Bt. Abdul Rahman
Position/Designation :
Associate Learning Manager
Expertise : Solution Orchestration in Business
Functional
Tel : 03-8732 7754
Email : sohair_rahman@petronas.com.my
20
MILESTONES SIN C E
PLC LAUN C H
Milestones
since the PLC Launch
PETRONAS LEADERSHIP CENTRE
TIES UP WITH PEMBANGUNAN
SUMBER MANUSIA BERHAD ON
SPECIAL TRAINING ASSISTANCE
SCHEME
- 6 December 2011
PETRONAS Leadership Centre (PLC) and
Pembangunan Sumber Manusia Berhad
(PSMB) have signed an agreement to provide
training programmes under the SBL-Khas
scheme which was held at Wisma PSMB.
The agreement was signed by Hj Yasir Abdul
Rahman, Chief Executive Officer of PLC
and
En Muhammad Ghazali Abdul Aziz,
General Manager of PSMB. The ceremony was
witnessed by En M Zaaba Mohamad
Zaham, Manager of PSMB; En M Rosli Hamid,
Senior Manager (Core Leadership Solutions);
and Hj Shamsuri Othman, Head of Learning
Consultancy of PLC.
The objective of the SBL-Khas scheme is to
assist employers in providing training for their
employees despite having cash flow problems.
Under the SBL-Khas scheme, employers do not
have to pay or pay some upfront cost depending
on the rate of financial assistance on each
training programme. PSMB will directly debit
from the employers’ levy account to pay the
training fees to the training providers with the
authorisation of the employers.
This agreement is a significant recognition
for PLC as a trusted training provider for its
expertise, competency and capability. This
strategic partnership with PSMB is in line
with the nation’s Economic Transformation
Programme on human capital development.
To further strengthened this partnership, the
two parties have also started discussing on
future collaboration where PLC is able to create
a platform for leadership sharing and develop
highly demanded business and industry relevant
learning solutions. This is to leverage on PLC’s
experienced faculty and capability in leadership
development for senior management level.
The
signing
ceremony
was
held
in
conjunction with the National Transformation
Summit: Capitalising on Opportunities from
the Economic Transformation Programme at
Crowne Plaza Mutiara, Kuala Lumpur.
The MoU is a significant recognition for PLC as
a trusted leadership centre and training provider
and the formalisation of alliance between these
two organisations is set to pave the way for
further collaboration in leadership development
programmes.
MOU SIGNING CEREMONY
BETWEEN PLC AND MIM
- 16 February 2012
PETRONAS Leadership Centre (PLC) and
Malaysian Institute of Management (MIM)
have signed a memorandum of understanding
(MoU) to jointly conduct learning and
development activities.
The MoU was signed by Hj Yasir Abdul
Rahman, Chief Executive Officer of PLC and
Mr Terance Chan, Chief Executive Officer
of MIM. The ceremony was witnessed by
YB Senator Dato’ Sri Idris Jala, Minister in
the Prime Minister’s Department; YABhg Tun
Hanif Omar, President of MIM; and YBhg
Datuk Seri Iqbal Rawther, Chairman of MIM.
It was also witnessed by En M Rosli Abdul
Hamid, Senior Manager (Core Leadership
Solutions), PLC; and En Mohd Fauzi Mohd
Ghazali, General Manager, Business & Client
Development, MIM.
In the spirit of the MOU, PLC is currently
collaborating with MIM to conduct a Malaysian
survey on leadership development practices and
will be publishing the result soon. This will be a
major milestone for PLC to enhance its credibility
and branding at the national level.
22
PETRONAS LEADERSHIP CENTRE
INITIATES EXPANSION OF ITS
MARKET BASE
- 28 February 2012
PETRONAS Leadership Centre (PLC) is
expanding its market base for its products and
services for its Exploration & Production clients
based in the South East Asia region following
positive feedback from regional players.
Regional participants recognised PLC’s value
adding benefits to their operations during a
recent sharing session by PLC CEO, Hj Yasir
Abdul Rahman on Competency Profiling
projects with 22 participants from BP Indonesia,
Brunei Shell Petroleum, BP Iraq NV, Chevron,
Petrovietnam, Total E&P Indonesia and
Talisman.
The session received encouraging response
from the participants as they were exposed to
practical
and
in-depth
methodologies,
techniques and tools on competency profiling
used in the two projects.
Following positive reviews, the participants
requested PLC to extend its learning
consultancy and advisory services to their
respective companies in their home countries.
With a series of leadership events, strategic
collaborations and programmes lined up
throughout the year, PLC’s aspiration to
become a premier Centre for Leadership
Excellence in the region by 2013 is fast
becoming a reality.
Among the Leadership Learning Series to be
conducted by PLC in April include the Senior
Management
Development
Programme,
Leadership Coaching Skills, Coaching for
Performance, Maximising Your Leadership
Success and Value of Integrity.
PLC Achieves the
BILD Quality Mark Award
8 November 2011 - PETRONAS Leadership
Centre has been awarded with the Quality Mark
by
the
British
Institute
of
Learning
and
Development (BILD) – the first ever in the Asia
Pacific region. The BILD Quality Mark (QM) is
both
a process and product-oriented quality
assurance system that provides Learning and
Development (L&D) organisations worldwide with
an opportunity to prove their competence and
fitness-for-purpose in specified areas of L&D.
The
British
Institute
for
Learning
and
Development (BILD) is a UK-based organisation
THIS IS TO CERTIFY THAT
PETRONAS Leadership Centre
which addresses the needs and raises the status
HAS ACHIEVED THE
of all those involved in L&D (both organisations
and individuals). With a focus on professionalism
and
performance
improvement,
it
provides
coherence to a sector that embraces corporate,
work-based and lifelong learning and vocational
training.
8th November 2011
CHAIRMAN, THE BILD
DIRECTOR, OVERSEAS LIAISON, THE BILD
DATE
24
A SHEPHERD ’ S
PA T H
A
“ All of you are shepherds and each one is
r e s p o nsible for his flock. A leader of a people
i s a shepherd and responsible for them...”
SHEPHERD’S
PATH
by
Izzuddin Baharuddin
I
remembered my late mother who grew up in a small
town called Malim Nawar, south of Ipoh, PERAK, in
a time where having meat on the table would be a
feast of some sort. Food scarcity inspired new dishes
to be created a-la fabulous, in what we call today as
exotic servings, priced exorbitantly. Visits to Malim Nawar
was an occasion that my brother and sister look forward
to, a time to get away from the hustle and bustle of Kuala
Lumpur.
mother would say and giving me that goatish smile.
Mak Enon would explain that a wise Muslim Scholar once
said that shepherds hold responsibility of looking after the
flock, even if the flock is at fault due to its own actions. The
shepherd holds full responsibility and accountability over the
flock. Mak Enon would say, “You wouldn’t want to be caught
embarrassingly blaming it on ’ Bujang’ on any unwanted
incident, like eating Pak Ucop banana leaves, now would
you”.
Every time my mother took me back to this quaint small
town, I couldn’t help notice where ever we go, there would
be these goats herded by sweet grandmas or Opah as we
called them, talking to the herd in a language that sounds
coming from a faraway land. One of these Opahs was my
mother’s sister, Mak Enon, a PR , Permanent Resident, in
Malim Nawar. You can hear Mak Enon calling the goats
by their names ‘Bujang, Upih , Cambu etc., ’ . You couldn’t
help but notice the goats herding closely together as if
forming an invisible circle around their shepherds going on
a trip to God knows where.
The wise Muslim Scholar would also say that goats have
limited sight and can only see so far. A human who stands
taller has a longer view and can see danger as it is
approaching, but the herd cannot. The first to notice danger
is the shepherd who can give advanced warning to the
herd.
Sometimes I would imagine, the goats singing together
“When the going gets tough, the tough gets going” in
their own language. Goats are known to be sensitive to
weather and stubborn in nature. Their ‘kandangs’ had to
be built raised and they must be left free to roam. Tying
them down would be a sin, if I may use such a word and
these are words from farmers in luscious green countries
like in Australia or New Zealand. Imagine shepherding
in Malim Nawar or in the barren desert of Saudi Arabia,
where water are almost unavailable, let alone green
pastures for the goat to graze.
I remember a hadith - Narrated by Jabir bin ‘Abdullah
(Radi-Allahu ‘anhu): We were with Allah’s Apostle
(Sallallahu ‘Alaihi Wa Sallam) picking the fruits of the
‘Arak trees, and Allah’s Apostle (Sallallahu ‘Alaihi Wa
Sallam) said, “Pick the black fruit, for it is the best.” The
companions... asked, “Were you a shepherd?” He replied,
“There was no Prophet who was not a shepherd. (Bukhari)
“All of you are shepherds and each one is responsible for
this flock. A leader of a people is a shepherd and
responsible for them. A man is a shepherd over his family
and is responsible for them. A woman is a shepherd over
her husband’s house and his children and she is
responsible for them. And a servant is a guardian over
his master’s property and is responsible for it. So all of
you are shepherd’s or guardians and are responsible for
your charges.” (Bukhari)
Mak Enon would shout at me for chasing her goats around
the kampong house and tiring them and giving them a
nervous breakdown. You could tell by looking at them
wagging their tongue trying to catch a breath. She said
that goats are weak animals, and much weaker than cows
and need more protection and care. Due to this weakness,
they can easily fall prey to other animals and easily go
astray. My mother would then gleefully add humorously
laugh from the far corner of the kitchen and said “That it’s
much easier to take care of goats rather than you;
at least goats don’t retaliate.. Serves you right”,
”So stop chasing the goats or they might die of a heart
attack”, Mak Enon would scream at me while pulling my
ear.
Ibn Hajar states, “The wisdom behind having the
Prophets as shepherds before prophet hood is that they may
become skilled in herding a flock, as they will be
responsible for their respective nations in the future. In
herding, one attains forbearance and mercy, and endures
patience, for when a shepherd is obliged to gather his flock
and herd it from one area to another at once, knowing the
traits of all, and all the while protecting from predators, he
has thus attained the skills necessary to lead the nation
and protect it from its enemies, both within and abroad.
Mak Enon would continue by looking directly in my eyes
with that glassy look while she talks about patience.
Taking goats out to graze is a nerve wrecking experience
for those who do not have patience, as goats are quite slow
and they take their sweet time to graze and one must wait
until they finish. The goats might fight with one another, they
may play with each other as well, and the shepherd must
simply wait for the goat and continue being patient.
Thus the Prophets learn patience when leading their
people and attained an understanding of the different
natures of people. They learned to show kindness to the
weak, and resolve with the dominant. The reasons for
which Allah SWT chose the goats for the Prophets as
opposed to the communal cows or camels, is that they are
animals which are weak and need extra guidance and
attention. Goats are more difficult to maintain as a flock
because of their propensity to go astray and wander away.
This is akin to human traits within a society and it is the
divine wisdom of Allah to train these Prophets accordingly.
The Prophet’s SAW mentioning of this humble trait shared
by all Prophets attests to his humility to Allah.(ibnu Hajar).
Placing emphasis on the role of a leader in Islam, Umar Al
Khattab (ra) was quoted as saying to the people:
I have appointed over you governors and agents not to
beat your bodies or take your monies, but rather to teach
you and serve you.
END OF PART I
26
Leadership Quotes :
“We have to innovate.
No nation can be
successful unless they
are involved in
innovative and creative
activities”
“To be a great leader,
one needs to have
good strategies, be
knowledgeable and
able to predict the
future”
Tun Dr Mahathir Mohamad
Dato’ Sri Mohd Najib Tun Abdul Razak
“Success
is peace of mind,
which is a direct result
of self-satisfaction in
knowing you made the
effort to do your best
to become the best
that you are capable of
becoming”
“Victims recite
problems, leaders
provide solutions”
Robin S Sharma
John Robert Wooden
“A leader should set an
example of a big heart,
an honest mind, sound
instincts, the virtue of
healthy impatience and
an abiding love for the
common man”
Ramon Magsaysay
“The highest result of
education
is tolerance”
Helen Keller
“What is success?
It is a mixture
of having a flair for
the thing that you are
doing; knowing that it
is not enough, that you
have got to have hard
work and a certain
sense of purpose”
“Leadership and
learning are
indispensable to
each other”
John F Kennedy
Baroness Margaret Thatcher
“The best leaders
are the
best learners”
James M Kouzes & Barry Z Posner
“The Truth About Leadership”
John W. Gardner
“Champions are made
from something they
have deep in
them – a desire,
a dream, a vision. They
have to have the skill,
and the will. But the will
must be stronger than
the skill”
“As we look ahead into
the next century,
leaders will be those
who empower others”
Bill Gates
“Leaders conceive and
articulate goals
that lift people out
of their petty
preoccupations
and unite them in
pursuit of objectives
worthy of their
best efforts”
Muhammad Ali