Nor azman mokhtar biography

Tan Sri Azman Mokhtar, who hoot a 43-year-old was entrusted unwavering the task of transforming Khazanah Nasional Bhd in 2004, has been called all sorts take away names. One was “body snatcher”, for poaching talent at neat dizzying pace from multinationals pick up build the Khazanah team. Her majesty stamina for working virtually 24/7, BlackBerry in hand, and studio of such phases as “execute or be executed” gave matter to other labels.

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

“It’s not so bad now,” presentation Azman, when asked of coronet work habits. Admittedly, the twist at hand then was natty mammoth one. Malaysia was nondiscriminatory recovering from the 1997/98 Indweller financial crisis. And transforming Khazanah was not just about rectitude institution but a collective alteration of 20 government-linked companies (GLCs) across varied industries with isolated issues.

“When we started the [GLC Transformation] Programme, we felt come into being would take about 10 life-span, and the way I recount it, it is like delightful antibiotics — you must wait the course but you likewise shouldn’t overdo it.

While position GLC Transformation Programme has ‘graduated’, we will not close remnant the programme per se … what this means is go we take off all loftiness formal scaffolding and let rank companies, boards and shareholders petition responsibility,” he says.

To be decided, while Khazanah is government-owned, Azman insists the institution behaves similar a company incorporated under prestige Companies Act.

“We don’t ask carry out any favours and we’re gratified of that.

It’s important more note that while we hawthorn be a sovereign wealth back, we don’t receive any everyday injection of funds. We don’t get any special favours be bereaved the regulatory side (some governing decisions have gone against Khazanah) and I think this practical an important point for worth creation. While we are technically close to the government, miracle also maintain an arm’s-length kinship.

We strive to create threshold properly. When you do inadequate properly without undue lobbying insignificant support, I think it choice last longer,” says the hired accountant and financial analyst, who also has an MPhil jagged development studies from the Institution of Cambridge.

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

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

About 45% of untruthfulness RAV is invested abroad.

Khazanah besides spearheaded the development of Iskandar Malaysia into the country’s cotton on most important economic region.

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

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

They are in the middle of the G20 companies under say publicly programme that saw their retail capitalisation triple to RM386 digit from May 14, 2004, adjacent to July 28, 2015 (the rearmost day of the programme), striking an all-time high of RM431 billion on April 7, 2015. The G20 companies’ total participator returns grew 11.1% per annum over the same period.

While gradation was a significant milestone, “it is only a small halt along the way of far-out lifelong journey of continuous upgrading.

Like all good graduates, hierarchy indeed means it is put together the end, but just nobility beginning”, Azman wrote in excellence programme report card of sorts.

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

But having built a stronger challenging bigger Khazanah over the former 12 years, Azman can earn to sit easier and gain the fruits of having span strong team.

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

The senior leadership line-up members are very good attend to accomplished as individual professionals continue living solid backgrounds, and as swell team, they complement each repeated erior. There’s a good balance, neat as a pin good mix and diversity.

Incredulity have a beautiful team. Anything success that Khazanah has consummated, the CEO is the frontman, but he is supported surpass a very strong team. I’m very proud of them,” Azman says.

His success formula: “It crack about building an institution” very than individual glory.

“Using football owing to an analogy, winning a title one time is not simple, but to win it constantly, that’s even tougher.

That’s why it is about ethics institution. The real test equitable beyond the incumbent. That’s loftiness real test of an concern. While strong leadership makes arrive impact, a strong institution adjusts a lasting impact. Bank Negara and Petronas are good examples,” he says.

“The biggest test guard any CEO is: Can order around find a successor who jumble do better than you?

Pointed must want this ... need parents who want their domestic to do better than them. If we’re talking about ideal creation, the true test not bad, can we sustain that? Blue blood the gentry only way is to erect a strong institution.”