BIJAN

BIJAN
MKR with YAB Dato' Sri Najib

Tuesday, February 20, 2018

KDNK, KADAR MATAWANG, KADAR INFLASI DAN HUTANG NEGARA ANTARA DUA ZAMAN

1. Keluaran Dalam Negeri Kasar (KDNK) sebenar negara dijangka akan berkembang pada kadar sederhana, iaitu sebanyak 5.2 peratus pada 2018.

2. Pertumbuhan itu dijangka akan terus disokong oleh permintaan domestik yang kukuh, memandangkan eksport akan terus meningkat.

3. Sementara itu, penggunaan swasta dijangka mantap pada 2018, disokong terutamanya oleh kenaikan dalam pendapatan serta peluang pekerjaan.

4. Pelaburan swasta juga akan bertambah berikutan pelaksanaan projek infrastruktur mega, termasuk pelaburan dalam sektor pembuatan dan perkhidmatan.

5. Dari sudut mata wang, RHB Research meramalkan ringgit akan berada pada sekitar RM3.75 sehingga RM3.95 berbanding dolar Amerika Syarikat (AS) menjelang penghujung 2018, daripada RM4.10 yang dianggarkan pada akhir 2017, didorong oleh lebihan dalam akaun semasa.

6. Lebihan akaun semasa dalam imbangan pembayaran tahun depan dijangka akan melebarkan KDNK sebanyak 2.7 peratus berbanding lebih 2.5 peratus KDNK yang dianggarkan bagi 2017.

7. Secara keseluruhan, dijangkakan kadar inflasi utama akan berkurangan kepada 2.7 peratus dalam 2018, berbanding dengan 3.8 peratus kenaikan yang dianggarkan bagi 2017.

8. Rizab Antarabangsa Bank Negara Malaysia pada 15 Januari 2018 berjumlah USD103.0 bilion berbanding pada era pemerintahan Dr Mahathir beberapa minggu sebelum meletak jawatan, Rizab Negara ialah sebanyak USD40.7 bilion pada 30 September 2003.

9. Pada zaman Dr Mahathir hutang negara pernah mencecah 103 peratus daripada KDNK negara pada 1986. Sedangkan kini pentadbiran Datuk Seri Najib merekodkan hutang negara serendah 50.9 peratus daripada KDNK Negara.

10. Selamat BERFIKIR dan MENGKAJI isu.

Sekian terima kasih.


MKR

Monday, February 19, 2018

From Jeli Rapid Development District brings hope to Kelantan - YB Dato' Sri Mustapa Mohamed (Tok Pa)

1. YB Dato’ Sri Mustapa Mohamed (DSMM), the MP for Jeli, Kelantan who is fondly called Datuk Pa or Tok Pa, is a man in constant touch with the people despite his duties as a minister that often takes him away from Kelantan or the country.

2. His constituents know that they can rely on him for help as he is as approachable as the ‘Pak Cik or Ayahanda’ (uncle) next door.

3. DSMM, 68, who has been the International Trade and Industry Minister since 2009, makes it a point to return to his home state almost every weekend since his active involvement in politics over the past 22 years.

4. Being the Kelantan Umno Liaison Committee chairman and Kelantan Federal Action Council chairman means he has to travel all over the PAS-administered state to meet the people and ensure the scheduled implementation of all federal government projects.

5. DSMM, who is also the assemblyman for the Ayer Lanas state seat within Jeli, has brought major changes to the constituency since he first won the seat in 1995.

6. As an elected representative, DSMM projects a humble image and often dispenses with the need for protocol when he is with the people.

7. As such, it came as no surprise recently when a picture of him sitting in the public outpatient waiting room at the Kuala Lumpur specialist clinic went viral previously.

8. The picture, taken on May 16th 2017 and uploaded on the Facebook page of Friends of BN on the same day, received positive comments and the people’s admiration for the minister.

9. “I had rashes, and sought treatment,” he told Bernama when met in Jeli recently.

10. For DSMM, waiting with other patients to obtain treatment is a normal thing. He also finds that it is a good opportunity to catch up with the people on the ground.

11. Back in his village, DSMM can be seen attired in just a T-shirt and riding pillion on a motorcycle when he goes about meeting the villagers.

12. He finds this an effective approach to obtain the true picture of the people and hardships they face.

13. As such, every one of his trips back to the state is filled with activities from morning to night. He meets farmers, fishermen, petty traders, civil servants, NGO representatives, people from the corporate sector and politicians, especially Umno grassroots members.

14. According to Jeli Umno Veteran Chairman, Haji Ramli Mohamed (Abe Li Bukit Bunga), said Mustapa always has time for the people in the constituency despite his heavy work schedule.

15. “He will visit at least 10 houses and attend all the feasts hosted by the people,” said Haji Ramli who also often sees DSMM praying at different surau or mosques where he makes it a point to keep in touch with the people.

16. DSMM is not embroiled in any controversy, and his policy of not engaging in personal attacks against his political adversaries has earned him much respect.

17. The manner in which DSMM carries himself is his strength. He tries to get as many of the Kelantan Umno leaders to emulate his example so that the party can win over the people in the opposition-held state.

18. "If I'm tired of being tired or having problems, I will back to Jeli amused by what I see because this is my thoughts, my plans, and my direct contribution to the development of Jeli now, here is my satisfaction” said DSMM.

19. DSMM began to struggle to develop the Jeli as soon as elected as the parliamentary elected representative in the 1995 General Election without stopping the middle of the road, he continued to change the area considered to be termed in the state to become a rapidly developing area.

20. In 2013 General Election, DSMM was elected as State Legislative Assembly (DUN) Ayer Lanas, one of the state assembly in the Jeli Parliament.

21. From a small town far inland, Jeli is transformed into a district administrative centre with various facilities including a four-lane road that boosts the surrounding development.

22. Jeli is now the centre of education with the availability of new primary and secondary schools, Universiti Malaysia Kelantan (UMK) campus, Polytechnics, Mara Junior Science College, Community College, Giat Mara Center, Science Secondary School and PERMATA Negara Children's Center.

23. Jeli is also not left behind in efforts to enhance the Islamic culture through various facilities including new or upgraded MASJID and SURAU.

24. "PUSAT ISLAM JELI or Jeli Islamic Centre, better known as Pondok Moden Bukit Bunga, is a greatest Islamic Education development to ensure the program is implemented more systematically", said Haji Ismail Jusoh (Principal, Jeli Islamic Centre)

25. Among other public facilities that benefit the residents are hospitals, health clinics, 1Malaysia clinics, and village clinics that are also being created in Sungai Rual Orang Asli communities located in the interior of the district.

26. "A development of Mini Stadium, Futsal Court, Takraw Court and Badminton Court around the district helps to encourage communities’ especially young people to engage in sports activities", Ahmad Nazree Ramli (Special Officer to MITI Minister) highlighted on Jeli Youth Program is Priority to DSMM.

27. In addition to the focus on agriculture and tourism, various facilities are provided to residents to conduct business such as creating new business areas at Bandar Baru Bukit Bunga and banking facilities.

28. The Customs, Immigration, and Quarantine (CIQ) complex at Bukit Bunga and the second bridge across the Golok River connecting Bukit Bunga and Buketa in southern Thailand, is a modern gateway to the people of two countries in developing the local socio-economic. For users of the East-West Road linking Jeli-Grik in Perak, rest stops and treats at Gemang with surau facilities and appetite fields will certainly eliminate the fatigue of driving.

29. In addition to upgrading the village roads, several new bridges were completed to facilitate the residents to bring agricultural produce to the town of Jeli.

30. DSMM said that although he could be willing to transform Jeli, yet there are still many things to do to prosper the people in the area.

31. "I am focusing on education, tuition programs held at my home Darul Falah which began in 1996 to fruition where now many Jeli student succeed so many who can further their studies abroad, DSMM quoted.

32. DSMM said other efforts that were being intensified were to overcome the poverty problem by increasing the income of the population through economic projects and providing life comfort through new construction or rehabilitation of the poor housing houses.

33. Another satisfaction for him was to bring a university to Kelantan to accommodate educational opportunities for the youths, namely UMK involving the construction of three campuses at Bachok (main campus), Pengkalan Chepa and Jeli.

34. "I am physically responsible, in terms of planning may be involved, the idea is long, with the will of Allah SWT I sent (2004) to (the post) Minister in the Prime Minister's Department (amongst others) keep the Economic Planning Unit (EPU) provided allocation, at that time the then Prime Minister then Pak Lah (Tun Abdullah Ahmad Badawi) announced establishment of UMK.

35. "After a month Pak Lah announcement in parliament, (2006) I was sent (appointed Minister) to the Ministry of Higher Education, that time was to implement UMK ... the Almighty Allah SWT," said DSMM also the UMK Minister of Mentor.

36. The existence of UMK currently has more than 5,000 students and is based on entrepreneurship, not only for these natives but also to accommodate students from all over the country.

37. UMK is a catalyst for development in these three areas including downstream business chains associated with it which indirectly provides employment opportunities to locals.

38. "In the long years back the area was a forest and now those who pass through the East-West Road can see the area bright with the university buildings," said DSMM.

39. Asked for his hope for Kelantan state, DSMM said the problem of unity split amongst the people of the state due to differences in political affiliation should be restored for harmony and wellbeing.

40. "Unity in mosques and villages is still a problem, there are still parties who issue insults words, I am very sad with the split", he said.

41. As we aware of under 27 years since 1990 in Kelantan under the administration of PAS, the aspect of development is far behind compared to other developed countries and this has hurt the people.

42. He wants a better infrastructure because not only for the convenience of the people but as a source of attraction for investors to invest in the state.

43. "If the environment is not suitable, the infrastructure is not enough, investors will think twice three times to come invest in the state," DSMM highlighted.

44. DSMM said among the most basic infrastructure needed by investors is the best international airports, ports, highways and roads, as well as stable and adequate water supply in line with industry needs.

45. "I want better infrastructure, I fight for airport, highway because this is one of the most important for Kelantan," DSMM noted.

46. He said other things that should be given priority are to create more job opportunities to prevent young people from migrating to other states to find employment.

MKR

Thursday, February 15, 2018

SURAT TERBUKA KEPADA YAB PERDANA MENTERI DAN MENTERI PENDIDIKAN - CIKGU SAFETY & HEALTH OFFICER DI SEKOLAH

15 Februari 2018.

KEPADA:
1. YAB DATO’ SRI NAJIB TUN RAZAK (Perdana Menteri Malaysia)
(U/P: En. Mohamad Ammir bin Harun – Pengarah Dasar dan Penyelidikan, Pejabat Perdana Menteri).

2. YB DATO’ SERI MAHDZIR BIN KHALID (Menteri Pendidikan)
(U/P: En. Zulkafly bin Othman – Pegawai Khas kepada Menteri Pendidikan)

PER: MEWUJUDKAN GURU YANG BERTANGGUNGJAWAB KHUSUS DALAM BIDANG “SAFETY & HEALTH” DI SEKOLAH

YAB Dato’ Sri,

Merujuk kepada perkara di atas, pada 10hb Ogos 2016 saya telah mengutuskan surat kepada Dato’ Sri bagi mengemukakan cadangan untuk menyediakan guru-guru khas dalam bidang “Safety & Health” di sekolah-sekolah.
Peranan “Guru Safety & Health Officer” ini adalah sama penting dan hebatnya seperti “Guru Kaunseling” di semua sekolah.

Inisiatif cadangan “Surat Terbuka” tersebut adalah atas dorongan rasa ingin menyumbang pandangan dan cadangan penambahbaikan kepada sistem persekolahan di Malaysia.

Urutan peristiwa luar jangka seperti Murid meninggal dunia kerana ditimpa tiang gol berkarat, ada yang terjatuh dari beranda sekolah dan terbaru murid meninggal dunia akibat terkena serpihan mata pemesin rumput di padang sekolah.

Penting dan mustahaknya peranan “Cikgu Safety & Health Officer” (SHO) di sekolah bagi memberi tunjuk ajar, panduan malah bagi menggerakkan kesedaran di peringkat awal para pelajar dengan pendedahan “Ciri-Ciri Keselamatan di tempat belajar dan persekitaran yang selamat”.

Cikgu SHO ini juga menjadi penyelaras bagi membentuk pemikiran “Safety First” di kalangan para pelajar, membentuk Pasukan Bomba Sukarela di sekolah, Emergency Rescue Team (ERT) di sekolah, First Aider, Floor Warden di kalangan pelajar dan sebagainya.

Jika tidak dibentuk segera, dibimbangi beban para guru dalam memberi fokus kepada kualiti mengajar akan terjejas akibat terpaksa menjalankan kerja-kerja “welfare” menghantar pelajar cedera ke hospital dan sebagainya.

Apabila adanya Cikgu SHO di sekolah, mereka akan membentuk beberapa jawatankuasa di kalangan para guru, maka imej dan taraf keselamtan di sekolah akan dapat dimantapkan.

TRANSFORMASI KESELAMATAN DI SEKOLAH juga tidak bercanggah dengan Transformasi Negara yang sedang kita laksanakan sekarang.

Saya dengan rendah diri mohon mencadang.

Sekian terima kasih.

MKR

PROJECT PLAN AND PROJECT SCHEDULE

We find many people use the terms project plan and project schedule interchangeably. Some don’t understand the purpose of the artefacts project plan. Let us clearly explain the purpose of those documents and their differences.

A) PROJECT PLAN

Project Objective

i. WHY we are doing this project. It explains the business problem which is the actual business driver of the project
Project Solution

ii. WHAT we are going to do in this project. It explains the solution/deliverable which is going to solve the business problem.
Project Timelines

iii. WHEN we are going to do in this project. It details major milestone timelines, implementation timelines, etc.,
Project Resources

iv. WHO we need to do this project. It details key resources that we need to design/execute/implement the project.


I. Expands the project timelines/resources section of the project plan. In order words, project schedule is nothing but the work breakdown structure of the project, the timelines of each activity, dependencies b/w each activity, who is going to do each activity, what are the milestones, what is the critical path of the project.

ii. Usually we all use Microsoft project software to do the Project schedule. Some people also use the MS excel do the project schedule for some of the very simple projects.
Hope I have clarified the purpose of the documents Project Plan and Project schedule and it would contain.

iii. Here is a six-step approach to creating a project plan. It provides a road map for project managers to follow and acts as the project manager's premier communications and control tool throughout the project.

Step 1: Explain the project plan to key stakeholders and discuss its key components

"Project plan" is one of the most misunderstood terms in project management. It is a set of living documents that can be expected to change over the life of the project. Like a road map, it provides the direction for the project.

And like the traveller, the project manager needs to set the course for the project. Just as a driver may encounter road works or new routes to the final destination, the project manager may need to correct the project course.

A common misconception is that the plan equates to the project timeline - that is only one of the components of the plan. The project plan is the major work product from the entire planning process, so it contains all the planning documents.

For example, a project plan for constructing a new office building needs to include not only the specifications for the building, the budget and the schedule, but also the risks, quality metrics, environmental impact, etc.
Components of the project plan include:

• Baselines: These are sometimes called performance measures because the performance of the entire project is measured against them. They are the project's three approved starting points for scope, schedule and cost. These are used to determine whether or not the project is on track during execution

• Baseline management plans: These include documentation about how variances will be handled throughout the project

• Other work products from the planning process, which include plans for risk management, quality, procurement, staffing and communications


Step 2: Define roles and responsibilities

Identifying stakeholders - those who have a vested interest in either the project or its outcome - is challenging and especially difficult on large, risky, high-impact projects. There are likely to be conflicting agendas and requirements among stakeholders, as well as different slants on who needs to be included.

For example, the stakeholder list of the city council where a new office building is being constructed could differ from that of an engineering consulting firm. It would certainly include the developer who wants to build the complex, the engineering firm that will build it, citizens who would prefer a park, consultants to study the environmental impact, the city council itself, etc.

The engineering firm may have a more limited view. It is important for the project manager to get clarity and agreement on what work needs to be done by whom, as well as which decisions each stakeholder will make.


Step 3: Develop a scope statement

The scope statement is arguably the most important document in the project plan. It is used to get common agreement among the stakeholders about the project definition.

It is the basis for getting the buy-in and agreement from the sponsor and other stakeholders and decreases the chances of miscommunication.

It will most likely grow and change with the life of the project. The scope statement should include:

• Business need and business problem

• Project objectives, stating what will occur within the project to solve the business problem

• Benefits of completing the project, as well as the project justification

• Project scope, stated as which deliverable will be included or excluded from the project

• Key milestones, the approach and other components as dictated by the size and nature of the project

It can be treated like a contract between the project manager and sponsor - one that can only be changed with sponsor approval.


Step 4: Develop the project baselines

Scope baseline: Once the deliverable are confirmed in the scope statement, they need to be developed into a work breakdown structure of all the deliverable in the project.

The scope baseline includes all the deliverable produced on the project, and therefore identifies all the work to be done. These deliverable should be inclusive.

Building an office building, for example, would include a variety of deliverable related to the building itself, as well as such things as impact studies, recommendations, landscaping plans, etc.

• Schedule and cost baselines

• Identify activities and tasks needed to produce each of the deliverable identified in the scope baseline. How detailed the task list needs to be depends on many factors, including the experience of the team, project risk and uncertainties, ambiguity of specifications, amount of buy-in expected, etc

• Identify resources for each task, if known

• Estimate how many hours it will take to complete each task

• Estimate cost of each task, using an average hourly rate for each resource

• Consider resource constraints, or how much time each resource can realistically devote to this one project

• Determine which tasks are dependent on other tasks, and develop critical path

• Develop schedule, which puts all tasks and estimates in a calendar. It shows by chosen time period (week, month, quarter or year) which resource is doing which tasks, how much time each task is expected to take, and when each task is scheduled to begin and end

• Develop the cost baseline, which is a time-phased budget, or cost-by-time period
This process is not a one-time effort. Throughout the project, you will most likely be adding to and repeating some or all of these steps.


Step 5: Create baseline management plans

Once the scope, schedule and cost baselines have been established, create the steps the team will take to manage variances to these plans.

All these management plans usually include a review and approval process for modifying the baselines. Different approval levels are usually needed for different types of changes.

Not all new requests will result in changes to the scope, schedule or budget, but a process is needed to study all new requests to determine their impact on the project.

Step 6: Communicate

One important aspect of the project plan is the communications plan. This document states such things as:

• Who wants which reports, how often, in what format and using what media

• How issues will be escalated and when

• Where project information will be stored and who can access it

• What new risks have surfaced and what the risk response will include

• What metrics will be used to ensure a quality product is built

• What reserves have been used for which uncertainties

Once the project plan is complete, it is important that its contents be delivered to key stakeholders. This communication should include such things as:

• Review and approval of the project plan

• Process for changing the contents of the plan

• Next steps - executing and controlling the project plan and key stakeholder roles/responsibilities

Developing a clear project plan takes time. The project manager will probably be tempted to skip the planning and jump straight into execution.

However, the traveler who plans the route before beginning a journey ultimately reaches the intended destination more quickly and more easily than the disorganised traveller, who often gets lost along the way.

Similarly, the project manager who takes time to create a clear project plan will follow a more direct route to project success.




B) PROJECT SCHEDULE

1. Project Schedule Development & Planning the Timing and Sequence of Project Activities

No matter the size or scope of your project, the schedule is a key part of project management. The schedule tells you when each activity should be done, what has already been completed, and the sequence in which things need to be finished.

Scheduling, on the other hand, is not an exact process. It's part estimation, part prediction, and part 'educated guessing.'

Because of the uncertainty involved, the schedule is reviewed regularly, and it is often revised while the project is in progress. It continues to develop as the project moves forward, changes arise, risks come and go, and new risks are identified. The schedule essentially transforms the project from a vision to a time-based plan.

Schedules also help you do the following:

• They provide a basis for us to monitor and control project activities.

• They help us determine how best to allocate resources so we can achieve the project goal.

• They help us assess how time delays will impact the project.

• We can figure out where excess resources are available to allocate to other projects.

• They provide a basis to help us track project progress.

With that in mind, what's the best way of building an accurate and effective schedule for our next project?

Project managers have a variety of tools to develop a project schedule – from the relatively simple process of action planning for small projects, to use of Gantt Charts and Network Analysis for large projects. Here, we outline the key tools you will need for schedule development.

Schedule Inputs

We need several types of inputs to create a project schedule:

• Personal and project calendars – Understanding working days, shifts, and resource availability is critical to completing a project schedule.

• Description of project scope – From this, we can determine key start and end dates, major assumptions behind the plan, and key constraints and restrictions. We can also include stakeholder expectations, which will often determine project milestones.

• Project risks – We need to understand these to make sure there's enough extra time to deal with identified risks – and with unidentified risks (risks are identified with thorough Risk Analysis).

• Lists of activities and resource requirements – Again, it's important to determine if there are other constraints to consider when developing the schedule. Understanding the resource capabilities and experience you have available – as well as company holidays and staff vacations – will affect the schedule.

A project manager should be aware of deadlines and resource availability issues that may make the schedule less flexible.
Scheduling Tools

Here are some tools and techniques for combining these inputs to develop the schedule:

• Schedule Network Analysis – This is a graphic representation of the project's activities, the time it takes to complete them, and the sequence in which they must be done. Project management software is typically used to create these analyses – Gantt charts and PERT Charts are common formats.

• Critical Path Analysis – This is the process of looking at all of the activities that must be completed, and calculating the 'best line' – or critical path – to take so that you'll complete the project in the minimum amount of time. The method calculates the earliest and latest possible start and finish times for project activities, and it estimates the dependencies among them to create a schedule of critical activities and dates. Learn more about Critical Path Analysis.

• Schedule Compression – This tool helps shorten the total duration of a project by decreasing the time allotted for certain activities. It's done so that we can meet time constraints, and still keep the original scope of the project. We can use two methods here:

• Crashing – This is where we assign more resources to an activity, thus decreasing the time it takes to complete it. This is based on the assumption that the time you save will offset the added resource costs.

• Fast-Tracking – This involves rearranging activities to allow more parallel work. This means that things you would normally do one after another are now done at the same time. However, do bear in mind that this approach increases the risk that you'll miss things, or fail to address changes.

Use of Project Stages:

One of the biggest reasons that projects over-run is that the 'final' polishing and error-correction takes very much longer than anticipated. In this way, projects can seem to be '80% complete' for 80% of the time! What's worse, these projects can seem to be on schedule until, all of a sudden, they over-run radically.

A good way of avoiding this is to schedule projects in distinct stages, where final quality, finished components are delivered at the end of each stage. This way, quality problems can be identified early on, and rectified before they seriously threaten the project schedule.

Project Review

Once we have outlined the basic schedule, we need to review it to make sure that the timing for each activity is aligned with the necessary resources. Here are tools commonly used to do this:

• 'What if' scenario analysis – This method compares and measures the effects of different scenarios on a project. We use simulations to determine the effects of various adverse, or harmful, assumptions – such as resources not being available on time, or delays in other areas of the project. We can then measure and plan for the risks posed in these scenarios.

• Resource levelling – Here, we rearrange the sequence of activities to address the possibility of unavailable resources, and to make sure that excessive demand is not put on resources at any point in time. If resources are available only in limited quantities, then we change the timing of activities so that the most critical activities have enough resources.

• Critical chain method – This also addresses resource availability. We plan activities using their latest possible start and finish dates. This adds extra time between activities, which we can then use to manage work disruptions.

• Risk multipliers – Risk is inevitable, so we need to prepare for its impact. Adding extra time to high-risk activities is one strategy. Another is to add a time multiplier to certain tasks or certain resources to offset overly optimistic time estimation.

After the initial schedule has been reviewed, and adjustments made, it's a good idea to have other members of the team review it as well. Include people who will be doing the work – their insights and assumptions are likely to be particularly accurate and relevant.

Key Points

Scheduling aims to predict the future, and it has to consider many uncertainties and assumptions. As a result, many people believe it's more of an art than a science.

But whether we're planning a team retreat, or leading a multimillion-dollar IT project, the schedule is a critical part of our efforts. It identifies and organizes project tasks into a sequence of events that create the project management plan.

A variety of inputs and tools are used in the scheduling process, all of which are designed to help us understand our resources, our constraints, and our risks. The end result is a plan that links events in the best way to complete the project efficiently.



MKR

Wednesday, February 14, 2018

LEGASI DR MAHATHIR: TIGA PERISTIWA BESAR YANG TERCATAT DALAM SEJARAH

A) SIDDIQ BIN MOHAMAD GHOUSE

1. Siddiq bin Mohamad Ghouse merupakan Setiausaha politik Dr Mahathir Mohamad selama tujuh tahun .Siddiq dilantik sebagai Setiausaha politik ketika Dr Mahathir menjadi Menteri Pelajaran pada 1974.

2. Untuk rekod, 1974-1975 adalah tahun-tahun kebangkitan semula komunis buat kali kedua .

3. Siddiq Ghouse ditahan pada 13 Julai 1981 , tiga hari sebelum Dr Mahathir dilantik sebagai Perdana Menteri Malaysia (16 Julai 1981) berikutan perletakan jawatan Hussein Onn.

4. Beliau didakwa menjadi agen perisik KGB dari Kesatuan Soviet di bawah Akta Keselamatan Dalam Negeri. Menteri Keselamatan Dalam Negeri ketika itu ialah Tan Sri Ghazali Shafie.

5. Pada 13.7.1981, Kerajaan Malaysia telah mengusir keluar serta-merta tiga orang pegawai Kedutaan Soviet di Kuala Lumpur kerana kesalahan pengintipan.

6. Perisik KGB yang diusir ialah:

a) G.I. Stepanor (Setiausaha Pertama Kedutaan Rusia)

b) V.P.Romanov (Setiausaha Kedua Kedutaan Soviet)

c) Z.L. Khamidauline (kakitangan bukan diplomatik di bahagian ekonomi).

7. Tan Sri Ghazali Shafie selaku Menteri Hal Ehwal Dalam Negeri dalam sidang media memaklumkan bahawa polis merampas alat-alat yang dibekalkan oleh agen-agen KGB kepada Siddiq Ghouse. Sejak beberapa bulan Siddiq dan tiga orang agen bertemu tetapi tidak ada yang maklumat yang bocor.

8. Pada 30 Julai 1981, Dr Mahathir telah membebaskan Siddiq Ghoiuse dan 20 orang tahanan ISA yang lain.



B) NAHAS PESAWAT CESSNA TAN SRI GHAZALI SHAFIE

1. Beberapa bulan selepas itu, pada 10 Januari 1982, pesawat Cessna 206 yang dipandu Tan Sri Ghazali Shafie, ketika itu Menteri Luar Negeri Malaysia terhempas di Kampung Janda Baik.

2. Mereka dari Kelab Penerbangan Diraja Selangor, Kuala Lumpur dalam penerbangan ke Kuala Lipis, kawasan pilihan raya yang diwakilinya.

3. Bagaimanapun Tan Sri Ghazali terselamat kerana jatuh di atas rimbunan pokok buluh.

4. Manakala pembantu juruterbang dan pengawal peribadinya (ASP Charon Daam dan co-pilot Vergis Chacko) terbunuh.



C) PERISTIWA MEMALI

1. Peristiwa Memali berlaku pada 19 November 1985 di kampung Memali, Baling, Kedah.

2. Insiden ini mengorbankan 14 orang Melayu Islam dan berpuluh-puluh yang lain tercedera serta penahanan beratus-ratus orang.

3. Kesemua yang ditahan telah dibebaskan kecuali 36 orang. Mereka ditahan di bawah Akta Keselamatan Dalam Negeri (ISA).

4. Dalam pertempuran antara orang kampung dengan pihak polis, Ustaz Haji Ibrahim Mahmud atau lebih dikenali dengan Ibrahim Libya telah terbunuh.

5. Polis memanggil operasi ini sebagai Operasi Angkara/Operasi Hapus.

6. Kampung Memali yang terletak di mukim Siong, Baling, Kedah berhampiran dengan sempadan Kedah-Thailand. Penduduknya keturunan Melayu dan beragama Islam. Sebahagian mempunyai kaitan dengan Siam/Patani. Aktiviti ekonomi mereka ialah menoreh getah dan bersawah padi.

7. Baling amat sinonim dengan sejarah Negara kerana di daerah inilah berlaku pertemuan antara Tunku Abdul Rahman dengan Chin Peng daripada Parti Komunis Malaya pada tahun 1955.

8. Nama Baling juga terkenal pada tahun 1974 berikutan demonstrasi jalanan oleh para pelajar di mana Anwar Ibrahim telah mengambil kesempatan untuk mempopularkan dirinya di kalangan pemimpin pelajar yang terlebih awal merancangnya.

9. Rakaman video amatur antaranya telah memaparkan segmen penduduk kampung yang bersenjata parang, lastik dan molotov cocktail (bom petrol) demi menyatakan perasaan tidak puas hati mereka terhadap pihak polis yang mengepung penempatan tempat tinggal mereka selama beberapa bulan.

10. Pihak FRU pula menggunakan dua buah kereta perisai bagi memecahkan pintu papan di rumah Ibrahim Libya. Kelihatan juga seorang perempuan dan lelaki tua yang mahu mempertahankan Ibrahim Libya.

11. Bapa Ustaz Ibrahim Libya, Haji Mahmud Senapi, adiknya, Ismail Mahmud dan orang kanannya, Yusuf Husein. Ketiga-tiga mereka telah ditahan di bawah Akta Keselamatan Dalam Negeri (ISA).

12. Kenyataan yang dikeluarkan oleh Majlis Agama Islam Kedah pada ketika itu Ustaz Ibrahim Libya hanyalah memberikan ceramah agama.

13. Ustaz Ibrahim Libya lahir dan tinggal di Kampung Memali, mukim Siong, Baling, Kedah. Beliau merupakan Lulusan Universiti Al Azhar, Mesir. Beliau kemudian menyambung pengajiannya di India dan Libya. AS-Syahid Ustaz Ibrahim Mahmud, Kampung Charok Puteh, Siong, Baling, Kedah 45 tahun, guru dan pendakwah Islam. Beliau meninggalkan seorang balu yang juga telah ditahan beberapa minggu dalam kem tahanan di markas Polis Hutan Sungai Petani, kemudian dipindahkan ke Penjara di Alor Setar sehingga dibebaskan. Beliau meninggalkan lima orang anak, dua orang sedang bersekolah dan tiga orang lagi masih kecil.

14, Balik ke Malaysia beliau telah bekerja sebagai pegawai pendakwah di Bahagian Agama di Jabatan Perdana Menteri. Beliau kerap berceramah di RTM 1 Malaysia. Kemudian memulakan kelas agama dan sekolah agama di kampungnya di Kampung Memali. Beliau ingin meneruskan usaha tuan-tuan guru pada masa yang dahulu yang membuka sekolah pondok atau sekolah agama.

15. Namun, sebagai seorang yang anti Islam secara radikal, Dr Mahathir melihat kelahiran institusi-institusi Agama Islam secara syumul seperti ini akan memberi saingan kepada anutan Liberal Kapitalisma anutannya semenjak beliau bersama Lee Kuan Yew di Universiti Nasional Singapura.

16. Pada malam sebelum kejadian, Ustaz Ibrahim Libya telah memberi kuliah agama seperti biasa. Semua pelajar dan anak murid Ustaz Ibrahim Libya menunaikan solat hajat, membaca surah Yassin dan berzikir.

17. Sepasukan polis yang terdiri daripada Pasukan Polis Hutan, Polis Anti-Pengganas, Unit Tindakan Khas (UTK berpakaian Komando 69), Pasukan Simpanan Persekutuan (FRU) serta Tugas Am bertindak melakukan serbuan di madrasah tersebut. Mengikut sumber dalaman, anggota keselamatan yang terkorban terkena peluru sesat dari pasukan tersebut itu sendiri semasa serbuan dibuat. Untuk rekod, tiada penduduk yang pernah dibicara kerana memiliki senjata api selepas kejadian tersebut.

18. Menurut sumber, beliau ditembak berpuluh kali di dadanya oleh anggota Unit Tindakan Khas (UTK) dan sempat mengucapkan kalimah syahadah dipangkuan seorang pegawai kanan polis yang memangkunya sebelum beliau meninggal dunia. Jenazah Ustaz Ibrahim Libya serta pengikutnya dikebumikan dalam kubur panjang tanpa dimandikan kerana dipercayai tergolong sebagai para syuhada.

20. Sultan Kedah sendiri turun mencemar duli untuk mengunjungi makam tersebut. Status mereka sebagai syahid disahkan oleh ahli Majlis Fatwa Kerajaan Negeri Kedah, Tuan Guru Haji Yahya Junid dan Ustaz Azahari Abd Razak berdasarkan mereka yang mempertahankan diri dan harta mereka adalah syahid. Bagaimanapun mereka yang mengeluarkan fatwa berkenaan disingkirkan daripada menganggotai badan fatwa berkenaan selepas itu.

21. Pada 27 Mac 2014 di Hotel Renaissance, Kota Bharu, Kelantan, Tun Musa Hitam mendedahkan bahawa Tun Dr Mahathir bin Mohamad ada di Kuala Lumpur sewaktu tragedi Memali berlaku dan bukannya di China.

22. Akhirnya pada 10 April Dr Mahathir mengakui beliau hanya pergi ke China pada 20 November, sehari selepas peristiwa ini terjadi.

23. Sekian sekadar berkongsi catatatan buat generasi muda yang masih merangkak mahu mengenal apa itu “Legasi Dr Mahathir”.

SHARED BY MKR

Friday, February 9, 2018

SIAPA ARUL KANDA - CEO/PRESIDENT 1MDB

1. Seketika dulu, ramai yang terpegun kehairanan ketika CEO dan Presiden 1MDB, En. Arul Kanda Kandasamy tampil dalam program Soal Jawab di TV3 , tatkala kalimat seperti ‘Alhamdulillah’ dan ‘Insyallah’ sentiasa dilontarkan dari suaranya.

2. Tambah tertegun lagi apabila namanya seperti bukan Muslim. Ramai yang terkejut juga mendengar Bahasa Melayunya fasih dan lancar. Malah loghat Kelantannya terkeluar lebih lancar lagi.

3. Arul membesar di Kelantan, walaupun lahir di Kuala Lumpur. Ibunya seorang doktor yang bertugas di hospital kerajaan, kebanyakkannya di luar bandar. Beliau membesar di Machang Kelantan sebelum masuk ke Maktab Tentera Diraja (RMC) Kem Sungai Besi pada usia 13 tahun dan melanjutkan pelajaran di London selepas Tingkatan Lima.

4. Arul Kanda terkenal sebagai pendebat unggul mewakili RMC, memenangi Guinness Stout Effort Award untuk pencapaian beliau dalam pertandingan Bahasa Inggeris di Melbourne, Australia.

5. Beliau adalah seorang Barrister UK-qualified. Encik Kandasamy menerima LLM dengan cemerlang dalam Undang-Undang Korporat dan Perdagangan dari University College London pada tahun 2000.

6. Beliau juga memperoleh ijazah LLB dari The London School of Economics and Political Science pada tahun 1998.

7. Arul Kanda Kandasamy telah menjadi Presiden dan Pengarah Eksekutif Kumpulan 1Malaysia Development Berhad sejak Januari 2015.

8. Arul Kanda Kandasamy telah digambarkan sebagai seorang 'lagenda di kalangan pembahas Malaysia' oleh Setiausaha Agung PKR, Rafizi Ramli.

9. Menurut beliau, Arul yang juga Ketua Pegawai Eksekutif 1Malaysia Development Bhd (1MDB), telah mengetuai pasukan debat yang berkali-kali memenangi Piala Perdana Menteri (PPM) pada 1990-an.

10. Ahli Parlimen Pandan itu telah menyatakan perkara ini dalam posting blog beliau bertarikh 1 September 2010, "Dalam era 90-an, PPM dimenangi berulang kali oleh Maktab Tentera Diraja (RMC) yang diterajui oleh seseorang yang bernama Arulkanda Kandasamy,".

11. "Selepas itu, kami bertemu di UKEC (United Kingdom & Eire Council of Malaysian Students) di UK - dan Arul Kanda (lagenda di kalangan pembahas Malaysia)" tulis Rafizi. Dalam mesej teks pada Sabtu, Arul mengakui bahawa beliau sememangnya menjadi pembahas terbaik keseluruhan dan pembahas paling muda dalam pertandingan PPM ketika di tingkatan satu. "Saya adalah pemenang termuda dalam 'International Plain Speaking Award' ketika tingkatan 2, mewakili Malaysia di Australia, dan selebihnya dalam adalah dalam sejarah PPM sehingga tingkatan lima," katanya.

12. Selepas tamat tingkatan lima di RMC, beliau menyambung pelajaran ke London School of Economics and Political Science untuk memperolehi LLB dan sarjana di University College London pada tahun 2000.

13. Memulakan kerjaya sebagai penganalisis pensekuritian, di firma kewangan Calyon London dari Januari 2002 hingga Jun 2003 sebelum dinaikkan pangkat sebagai Pengarah Bersekutu pensekuritian, Calyon di London dari Julai 2003 hingga Mei 2004.

14. Beliau ialah Pengarah Modal pasaran, Calyon di Bahrain antara Jun 2004 hingga Jun 2005.

15. Arul merupakan Ketua Perbankan Islam, Calyon di London dari Julai 2005 hingga Ogos 2006 sebelum berpindah ke Barclays Capital sebagai Ketua Penyelesaian Pembiayaan Islam di Dubai dari bulan September 2006 hingga Julai 2008.

16. Beliau juga pernah berkhidmat sebagai Pengarah Bukan Eksekutif Bukan Bebas di RHB Investment Bank Bhd mulai Julai 2009 hingga 10 Mei 2011, Pengarah di RHB Islamic Bank Bhd, dan juga Pengarah Bukan Eksekutif Bukan Bebas di RHB Capital Bhd. daripada 20 Julai 2009 hingga 10 Mei 2011.

17. Beliau bekerja di luar negara dan hanya sesekali pulang samada bermesyuarat selepas terlibat dengan RHB atas lantikan bank tempatnya bekerja Abu Dhabi Commercial Bank yang mempunyai saham di dalam RHB atau bercuti di Malaysia.

18. “Selepas pegang beberapa jawatan dalam RHB saya kerap balik ke Malaysia untuk bermesyuarat dan sebagainya, ketika itu saya kenal dengan kapten-kapten industri dalam negara,” ceritanya.

19. Arul memeluk Islam pada 2004 di Malaysia, ketika pulang ke Kuala Lumpur hatinya terbuka dengan cahaya Ilahi. Beliau lafaz memeluk Islam di Pejabat Agama Wilayah Persekutuan. Kenapa pula namanya yang masih macam orang Hindu itu? Ia bukan tidak bersebab. “Saya tanya Pejabat Mufti (Wilayah) perlu atau tidak saya tukar nama, mereka menerangkan biasanya di Malaysia, saudara baru diberikan sijil memeluk Islam untuk tujuan pertukaran nama di kad pengenalan, passport dan lain-lain. Tapi sijil tersebut mungkin tidak bernilai ( tidak diiktiraf) di luar negara, jadi saya dicadangkan untuk mengekalkan saja nama lama, kerana ketika itu saya masih bekerja di luar negara,” ceritanya.

20. Nama Islamnya Azrul Kanda. Sudah berkahwin dan mempunyai dua anak. Bertubuh kecil dan sentiasa tersenyum, Arul membuat keputusan untuk menyertai 1MDB pada Disember 2014. “Saya memang sudah lama hendak balik ke Malaysia, sudah 20 tahun di negeri orang, ibu bapa dah tua, keluarga di sini, tapi saya tidak menemui satu pekerjaan yang sesuai dengan saya,”kata Arul.

21. Menurutnya, beliau tahu masalah-masalah dalam 1MDB termasuk sarat hutang, tapi yakin ia boleh dipulihkan kerana asas 1MDB adalah kukuh termasuk aset yang lebih besar dari hutang. “Saya tidak kata ia kerja mudah, tapi ada cahaya dihujung terowong, saya yakin hutang 1MDB boleh dikurangkan,”ujarnya ketika bertemu dalam satu majlis berbuka puasa di ibu negara hujung Ramadan lalu.

22. Arul Kanda adalah pemimpin pengurusan kanan dan pengurus bank pelaburan, yang berpengalaman luas dalam kewangan berstruktur, kewangan korporat, dan penyusunan semula di beberapa pasaran termasuk London, Timur Tengah, dan Malaysia.

23. Arul Kanda merupakan Pengarah Bersekutu Pensekuritian, London di CALYON dari Julai 2003 hingga Mei 2004. Beliau juga pernah berkhidmat sebagai Penganalisis Pensekuritian, London di CALYON dari Januari 2002 hingga Jun 2003. Encik Kandasamy berkhidmat sebagai Pengarah Pelaburan Global rumah KPSC sehingga 4 Jun 2015.

24.Arul Kanda seorang anak “Genius” yang dibesarkan di bumi Tanah Serendah Sekebun Bunga kini menjadi figura hebat dikagumi dan disegani di seluruh dunia.

25. Salam 1 Malaysia.

SHARED BY: MKR




Thursday, February 8, 2018

JAWAPAN SEBENAR KEPADA ISU 1MDB

1. Realitinya, YB Tan Seng Giaw Naib Pengerusi DAP yang juga Timbalan Pengerusi PAC telah pun berkata, Perdana Menteri DS Najib Razak tidak terbabit secara langsung dalam 1MBD. Tetapi puak pembangkang masih memutarbelit dan berulangkali membohongi rakyat.

2. Jawatankuasa Kira-kira Wang Negara (PAC) telah meneliti semua bukti tentang 1MDB dan mendapati Najib Razak tidak terlibat secara langsung dalam isu membabitkan syarikat berkenaan. Begitu jelas Najib Razak tidak terlibat.

3. 1MDB pula telah menegaskan berulang kali bahawa wang syarikat tersebut tidak dicuri. Dapatan Jawatankuasa Kira-kira Wang Negara (PAC) juga mendapati tiada wang 1MDB yang dicuri. Malah persetujuan penyelesaian luar mahkamah timbang tara bersama syarikat IPIC dari Abu Dhabi juga membuktikan bahawa wang 1MDB telah digunakan untuk urusan perniagaan.

4. 1MDB juga telah mendedahkan secara terbuka perbelanjaan syarikat bernilai RM42 bilion, maklumat yang sudah didedahkan dalam akaun 1MDB yang diaudit dan boleh didapati orang orang ramai dari 31 Mac 2010 hingga 31 Mac 2014.

i) RM18 bilion untuk membeli syarikat pengeluar tenaga bebas.

ii) RM8.5 bilion untuk Powertek

iii) RM2.3 bilion untuk KLPP

iv) RM1.2 bilion untuk Jimah

v) RM6 bilion dari hutang yang diwarisi

vi) RM1.7 bilion untuk pembelian tanah

vii) RM0.2 bilion untuk Tun Razak Exchange

viii) RM0.4 billion untuk Bandar Malaysia

ix) RM1.1 billion untuk tanah di Pulau Pinang

x) RM5.8 bilion untuk perbelanjaan kewangan

xi) RM4.5 bilion untuk kos kewangan dan modal

xii) RM0.9 bilion untuk kos tukaran asing

xiii) RM0.4 bilion untuk cukai

xiv) RM16.4 bilion untuk dana pelaburan

xv) RM6.1 bilion dalam Brazen Sky

xvi) RM4.2 bilion dalam Aabar Deposit

xvii) RM5.1 bilion dalam GIL Funds

5. Maka apabila masih ada puak pembangkang yang memainkan isu ini, ia hanya sekadar satu tuduhan yang tidak benar dan sengaja untuk mengelirukan rakyat.

6. Rakyat semakin hari semakin tenggelam dengan FITNAH yang diulang-ulang oleh pihak pembangkang tanpa menyedari bahawa KERAJAAN telah berjaya melaksanakan dua perkara utama dalam menangani isu 1MDB:

i) Menstabilkan kedudukan kewangan syarikat dan menurunkan hutang 1MDB secara drastik melalui pelan rasionalisasi 1MDB.

ii) Kerajaan telah membuktikan melalui semakan dan siasatan Jabatan Audit Negara (JAN) dan Jawatankuasa Kira-kira Wang Negara (PAC) yang turut dianggotai ahli parlimen pembangkang, bahawa dakwaan wang 1MDB lesap, dicuri dan diselewengkan adalah tidak benar sama sekali.

7. MKR amat yakin bahawa mereka yang terpana dengan FITNAH DAJJAL DAP ini tidak pernah membaca laporan PAC setebal 106 mukasurat apabila mempersoalkan tentang status rahsia rasmi laporan audit berkaitan 1MDB.

8. Walaupun laporan audit berkaitan 1MDB ini diklasifikasikan sebagai rahsia rasmi oleh ketua audit negara sendiri pada bulan Januari 2016 (menurut kenyataan ketua audit negara pada 26 Julai 2016), namun dapatan semakan dan kesimpulan oleh JAN ada dimasukkan ke dalam laporan PAC sebagai rujukan.

9. Bagi mereka yang genius tulin, bijak beritegriti serta rajin berilmiah, kita juga boleh membaca hansard prosiding PAC melibatkan pelbagai pihak termasuk juruaudit Deloitte, KPMG, ketua pegawai eksekutif dan ahli lembaga pengarah 1MDB untuk melihat sendiri samada prosiding dilaksanakan secara telus atau tidak.

10. Di antara penjelasan yang seterusnya:

i. Kononnya penguatkuasa dalam negara membuka ruang kepada pihak luar membuat siasatan.
Jawapannya :
Kenyataan ini tidak benar kerana ruang untuk pihak berkuasa asing ini dibuka oleh individu-individu yang membuat laporan dengan tujuan untuk memancing campur tangan pihak asing ini ke dalam konflik politik di dalam negara. Dan ini disokong sendiri oleh Presiden PAS Datuk Seri Abdul Hadi Awang.

ii. Kononnya, keputusan Peguam Negara Tan Sri Mohammed Apandi Ali tidak membuat pendakwaan ke atas 1MDB selepas menerima laporan siasatan Bank Negara Malaysia (BNM) berkaitan soal pemindahan dana ke luar negara.
Jawapannya :
Mereka tidak membaca justifikasi yang dinyatakan oleh peguam negara pada 13 Oktober 2015 bahawa pendakwaan tidak dapat dibuat kerana BNM sendiri yang memberi kebenaran kepada 1MDB sebanyak tiga kali pada 29 september 2009, 6 September 2010 dan 20 Mei 2011 dan BNM sebagai pegawai pengawal tidak menghalang pemindahan terbabit.

iii. Kononnya, siasatan domestik lebih lambat daripada siasatan di luar negara.

Jawapannya :

a) Siasatan pihak berkuasa tempatan adalah bagi mendapatkan bukti kesalahan melangkaui keraguan munasabah. Sekiranya terdapat bukti prima facie barulah pendakwaan prosiding jenayah dapat dibuat.

b) Sedangkan pihak berkuasa Amerika Syarikat seperti Jabatan Keadilan (DOJ) AS tidak membuat pendakwaan jenayah menggunakan bukti prima facie,sebaliknya hanya memfailkan tuntutan sivil yang bersandarkan aduan awam dan "syak wasangka" berdasarkan "kemungkinan terdapat bukti yang lebih banyak" bahawa sesetengah harta yang ingin dirampas mempunyai kaitan dengan kegiatan jenayah.

c) Saman sivil ini hanya berdasarkan syak wasangka dan andaian semata-mata. Lagi pun, ianya baru di peringkat fail dan belum dibicarakan di mahkamah. Malah, konsep saman sivil ini dikecam hebat oleh rakyat USA sendiri!

d) Kita sepatutnya sedar bahawa di AS, saman sivil pengambil alihan aset atau pelucutan sivil (civil forfeiture) dikecam oleh rakyat AS sendiri sebagai suatu undang-undang yang zalim kerana memberi kuasa kepada agensi penguatkuasa AS merampas wang dan harta orang awam tanpa perlu membuat pendakwaan ke atas pemilik harta dan tanpa perlu membuktikan seseorang itu bersalah "melangkaui keraguan munasabah."

e) Tidak wajar kerajaan menubuhkan Suruhanjaya Di Raja bagi menyiasat isu 1MDB semata-mata kerana ada pihak berkuasa asing seperti DOJ memfailkan saman sivil.

f) Dakwaan-dakwaan ini belum terbukti benar sehingga mahkamah membuat penghakiman yang memihak kepada Amerika Syarikat." Tidak ada sebarang sebab untuk menubuhkan RCI semata-mata kerana saman sivil yang belum membuktikan apa-apa lagi.

g) Apatah lagi jika bersandarkan dokumen saman sivil terbaru yang difailkan oleh DOJ ke atas Kumpulan Hotel Viceroy, dana yang didakwa diselewengkan secara perundangannya tidak dipunyai atau dikawal selia oleh 1MDB, tetapi adalah dana yang dimiliki atau dikawal selia oleh pihak-pihak yang mempunyai perkaitan dan kepentingan dengan syarikat Aabar dan IPIC milik Abu Dhabi - sumber

11. MKR amat menyedari bahawa Jawapan dan penjelasan telah diberikan ini dengan mudah akan dimuntahkan oleh penyokong fanatikPakatan Pro DAP sebagai tulisan pendedak dan pelbagai gelaran dan kata hinaan kerana mereka sebenarnya tidak mahu tahu apa jua penjelasan yang benar dan terbukti nyata walau beribu kali diutarakan.

12. Puak pembangkang sebenarnya faham tetapi akan terus menerus menggunakan isu 1MDB ini untuk mengelirukan rakyat terutamanya rakyat yang tidak membuat sebarang homework dan percaya bulat-bulat dengan portal-portal pro-pembangkang dan kepimpinan pembangkang yang kerjanya adalah untuk menghasut rakyat dengan dakyah serta sebaran BERITA PALSU mereka.

SHARED BY: MKR

Wednesday, January 31, 2018

BENARKAH TANAH PENGKALAN UDARA SUNGAI BESI DIMILIKI SYARIKAT CHINA?

BENARKAH TANAH PENGKALAN UDARA SUNGAI BESI DIMILIKI SYARIKAT CHINA?

1. TIDAK BENAR. Tanah Pengkalan Udara Sungai Besi untuk pembangunan Bandar Malaysia TIDAK PERNAH DIJUAL. Di peringkat awal pelaksanaan program Rasionalisasi 1MDB, bukan TANAH yang DIJUAL, tetapi SAHAM pembangunan Bandar Malaysia.

2. Apakah yang sebenarnya terjadi kepada PENGKALAN UDARA SG BESI? PENGKALAN UDARA SG. BESI 198 HEKTAR DIGANTIKAN SELUAS 300 HEKTAR DI SENDAYAN, DIPINDAH SECARA BERPERINGKAT. 1MDB hanya boleh membangunkan BANDAR MALAYSIA selepas tapak penhkalan udara ini dan 7 tapak kemudahan lain (6 milik ATM dan 2 milik PDRM) dibangunkan. Untuk mengalih dan membina semula 8 tapak kemudahan ATM dan PDRM ini, serta memulakan kerja-kerja tanah, 1MDB perlu membelanjakan sehingga RM2.7 bilion.

3. Adakah Pengkalan TUDM Sg Besi ini masih suatu tapak yang STRATEGIK? TIDAK. Ia sudah tidak lagi strategik. JIKA pada tahun 1950an dahulu, tak dapat dinafikan Pengkalan Tentera Udara Sungai Besi, Kuala Lumpur adalah yang paling strategik beroperasi. Namun selepas 50 ke 60 tahun selepas itu, hasil daripada perkembangan pesat Kuala Lumpur, maka tapak pengkalan udara berkenaan tidak lagi mampu menampung kewajarannya beroperasi di situ. Atas sebab-sebab faktor keselamatan Pengkalan TUDM Sg Besar telah dipindahkan secara berperingkat ke tempat yang lebih selamat, malah jauh lebih selesa berbanding yang ada sekarang ini.

4. Adakah dakwaan syarikat China menguasai pembangunan Bandar Malaysia ini benar? TIDAK BENAR. Dalam rancangan awal Pelan Rasionalisasi 1MDB, syarikat China hanya diberi peluang memperolehi 24% saham dalam pembangunan Bandar Malaysia melalui Konsortium bersama syarikat tempatan. Konsortium ini dikenali sebagai IWH-CREC Sdn Bhd adalah perkongsian awam-swasta antara Konsortium Iskandar Waterfront Holdings Sdn Bhd (IWH) (milik Kerajaan Negeri Johor) dan China Railway Engineering Corporation (M) Sdn Bhd (CREC).

5. Melalui penjualan saham ini, 76% daripada Bandar Malaysia dimiliki entiti Malaysia, iaitu 40% dimiliki oleh 1MDB, 22% dimiliki oleh syarikat swasta kepunyaan rakyat tempatan, iaitu Credence Resources dan 14% lagi dimiliki Kumpulan Prasarana Rakyat Johor (KPRJ). Jumlah keseluruhan saham yang dimiliki oleh kerajaan dan syarikat Malaysia ini adalah 76% sedangkan saham yang dimiliki oleh syarikat China, Chinese Railway Engineering Corporation (CREC) HANYA 24%.

6. Pelan induk Bandar Malaysia itu adalah untuk pembangunan bercampur di tapak seluas 486 ekar di Sungai Besi. Bandar Malaysia akan dibangunkan dalam tempoh 15 hingga 25 tahun pada unjuran Nilai Pembangunan Kasar sebanyak RM150 bilion dan mampu mewujudkan lebih 200,000 peluang pekerjaan pelbagai bidang.

7. Bagaimanapun penjualan 60% saham pembangunan Bandar Malaysia kepada Konsortium ini telah dibatalkan pada bulan Mei 2017. Keputusan ini menyebabkan TANAH DAN SAHAM PEMBANGUNAN BANDAR MALAYSIA DIMILIKI SEPENUHNYA (100%) OLEH KEMENTERIAN KEWANGAN MALAYSIA melalui anak syarikatnya, TRX City Sdn Bhd. Jadi ia adalah milik KERAJAAN MALAYSIA sepenuhnya.

8. Nilai Bandar Malaysia ketika perjanjian penjualan saham ini dibuat hanyalah RM12.35 bilion. Bagaimanapun nilaian terkini Bandar Malaysia adalah jauh lebih tinggi, iaitu meningkat kepada RM20 ke RM30 bilion dan dilihat akan lebih menguntungkan kerajaan.

MKR
Penyelaras
Badan Inisiatif Jalinan Nasional (BIJAN)


MKR

Wednesday, January 24, 2018

2018 GENERAL ELECTION: BARISAN NASIONAL WILL WIN TWO-THIRDS MAJORITY


1. Opposition Parties driven by Lim Kit Siang (LKS) – a Pro PAP’s Lee Kwan Yew Founder of the Anti-Malay Islamic Singapore, mission to drive Prime Minister Najib Razak out of Putrajaya in the 14th general election will fail, a nationwide survey has shown.

2. Although LKS has been carrying his proxy “TDM” as a Puppet Prime Minister, it has been carefully read by wise voters, as Mahathir desperately wants to raise his son Mukhriz as Malaysia's new Prime Minister to bargain with UMNO after post-election if he succeeds and will leave the parties in Pakatan Harapan (PH) alone, people know; Malaysia will face absolute destruction when it is led by an old dictator who has damaged the 22-years Malaysia government system with its Regime and Business Cartels.


3. The Merdeka Centre for Opinion Research poll conducted in December finds that although Barisan Nasional’s (BN) share of the popular vote is likely to shrink further, a combination of three-cornered fights and redelineation could enable the coalition to regain a two-thirds majority in the Dewan Rakyat.

4. PH’s fractious nature could also drive the opposition’s failure, concludes the survey, which results were presented at the CIMB Malaysia Corporate Day last week.

5. BN is just 13 seats short of regaining a two-thirds majority in Dewan Rakyat. With an intra-opposition deal looking increasingly remote, BN is in a position to regain its two-thirds.

6. The opposition’s prospects range from slim to zero as PAS leaders appear keen to prevent a PH victory. PAS seems ready to assist Umno on the grounds of preserving Malay political hegemony.

7. PAS may see losses in Kelantan and Selangor in return for “unspecified rewards”, the survey said.

8. In short, BN’s projected victory will have little to do with Najib’s policies or the coalition’s appeal.

9. If Najib wins, he will owe much of his victory to PAS president Abdul Hadi Awang, whose decision to let his party stand apart from PH would have effectively split the Malay vote for the opposition to tilt the contest in Umno’s favour.

10. Key battle states in GE14 will be Kedah, Selangor, Kelantan, Terengganu, Johor, and Sabah.

11. Voters sentiment towards PH on the decline

12. The survey notes that public opinion of the opposition took a dip in December.

13. Only 21% of the total respondents said they are “happy” with PH, and only 13% of Malay respondents feel the same.

14. At the same time, opinion of the government has steadily improved since September although the public mood remains cautious due to economic and political factors.

15. In December, 37% of respondents said the country was headed in the right direction and 50% disagreed.

16. The study shows that the top three concerns of Malaysians are still inflation (68%), corruption (36%) and job opportunities (19%).

17. Other concerns are housing, political instability, preservation of Malay rights, weakness of leadership, and deteriorating race relations.

18. That the prime minister’s integrity was called into question and the 1Malaysia Development Bhd financial scandal are the respondents’ least concerns, at 3% and 2%, respectively.

19. Najib’s position in Umno has strengthened, due to the lack of credible alternative leadership, his Malay-Muslim image, and improving economic sentiments

MKR

Tuesday, January 16, 2018

MKR PROPOSAL: "KAIZEN" IN FELDA OPERATION

To:
YBhg. Dato’ Haji Mohamad Khairudin Haji Mohamad,
Director,
Seranta (FELDA) Office,
Prime Minister’s Department,
Level 2 West Blok,
Perdana Putra Building,
Federal Goverment Administrative Centre,
62502 PUTRAJAYA.

SUBJECT: PROPOSAL FOR “KAIZEN” IN FELDA.

YBhg Dato’,

1. It is time for FELDA to be more advanced and give maximum benefit to settlers and FELDA itself.

2. It has been a decade since the Palm Industries in Malaysia are still hampered by an urgent need for labour force.

3. From the mapping process to the tempering, we still use conventional methods where it is easily manipulated and generates dense and heavy inefficiencies.

4. The Mapping Method using Drone Technology is a smart and best choice where it will capture images not just for mapping purposes; it is a comprehensive system for infrastructure development, soil type analysis, slopes and so on.

5. Security System Weakness can also be analysed from the use of this Drone Mapping.

6. Compared with conventional methods, the use of Drone Technology in mapping is very accurate, easy and fast and does not require much manpower.

7. While in Fertilizer service, a lot of spending is for Fertilizer operation alone.

8. There is a possibility, there are many leakages and inefficiencies of plantation management with conventional methods where fertilizer utilization of manpower will be fully leaked, fraudulent and tempering is only done in favourable areas.

9. By using Drone Technology in tempering, FELDA will reduce dependency on labour oriented.

10. Explanation about the use of drone technology for e-mapping and fertilization purposes in the plantation.

i. Agricultural drone technology has been improving in the last few years, and the benefits of drones in agriculture are becoming more apparent to farmers.

ii. Drone applications in agriculture range from mapping and surveying to crop-dusting and spraying.

iii. On the surface, agricultural drones are no different than other types of drones.

iv. The application of the UAV simply changes to fit the needs of the plantation owner.

v. There are, however, several drones specifically made for agricultural use.

vi. Precision Agriculture:

• Precision agriculture refers to the way planters manage crops to ensure efficiency of inputs such as water and fertilizer, and to maximize productivity, quality, and yield. The term also involves minimizing pests, unwanted flooding, and disease.

• Drones allow farmers to constantly monitor crop and livestock conditions by air to quickly find problems that would not become apparent in ground-level spot checks. For example, a farmer might find through time-lapse drone photography that part of his or her crop is not being properly irrigated.

vii. Mapping/Surveying:

• The process of using a drone to map or survey crops is a relatively straightforward one. Many newer agricultural drone models come equipped with flight planning software that allows the user to draw around the area he or she needs to cover. Then, the software makes an automated flight path and, in some cases, even prepares the camera shots.

• As the drone flies, it automatically takes pictures using on-board sensors and the built-in camera, and uses GPS to determine when to take each shot. But if your drone does not have these automatic features, then one person needs to fly the drone while the other takes the photos.

Cc:
Tuan Haji Mohamad Ammir Harun,
Director,
Policy and Research Division,
Prime Minister's Office,
Level 5, North Block,
Perdana Putra Building
62502 PUTRAJAYA.



MKR

Wednesday, January 10, 2018

WHAT IS "PPP" & "PFI"

To:
PEMUDA BIJAN’S BLOG READERS.

SUBJECT: WHAT IS “PUBLIC-PRIVATE PARTNERSHIP” (PPP) & PRIVATE FINANCE INITIATIVE (PFI)

Dear Brothers and Sisters,

PUBLIC-PRIVATE PARTNERSHIP (PPP)

1. A public–private partnership (PPP) is a cooperative arrangement between two or more public and private sectors, typically of a long-term nature.

2. Governments have used such a mix of public and private endeavours throughout history.

3. However, the past few decades have seen a clear trend towards governments across the globe making greater use of various PPP arrangements.

4. There is no consensus about how to define a PPP.

5. PPPs can be understood of both as a governance mechanism and a language game.

6. When understood as a language game, or brand, the PPP phrase can cover hundreds of different types of long term contracts with a wide range of risk allocations, funding arrangements and transparency requirements.

7. And as a brand, the PPP concept is also closely related to concepts such as privatization and the contracting out of government services.

8. When understood as a governance mechanism the PPP concept encompasses at least five families of potential arrangements, one of which is the long term infrastructure contract in the model of the Private Finance Initiative (PFI).

9. Particular types of arrangements have been favoured in different countries at different times.

10. Infrastructure PPPs as a phenomenon can be understood at five different levels:

a) as a particular project or activity,
b) as a form of project delivery,
c) as a statement of government policy,
d) as a tool of government,
e) as a wider cultural phenomenon.

11. Different disciplines commonly emphasize different aspects of the PPP phenomena.

12. The engineering and economics professions primarily take a utilitarian, functional focus emphasising concerns such as project delivery and relative value-for-money (VfM) compared to the traditional ways of delivering large infrastructure projects.

13. In contrast, public administrators and political scientists tend to view PPPs more as a policy brand and as a useful tool for governments to achieve their objectives.

14. Common themes of PPPs are the sharing of risk and the development of innovative, long-term relationships between the public and private sectors.

15. The use of private finance is another key dimension of many PPPs, particularly those influenced by the PFI model.


PRIVATE FINANCE INITIATIVES (PFI)

1. The Private Finance Initiatives (PFI) aimed at facilitating greater participation of the private sector to improve the delivery of infrastructure facilities and public service.

2. It sets out many of the key principles on how some of the public sector infrastructure projects will be procured and implemented.

3. PFI will be undertaken as part of the new modes of procurement under the Public Private Partnerships (PPP) to further enhance private sector participation in economic development.

4. The terms PPP and PFI have often been used inter-changeably throughout the world though there are subtle differences between them.

5. However, for Malaysia, the PFI principles as announced previously form a subset of the umbrella PPP principles.

6. For consistency purpose, the general term PPP will be used for references.

CONCEPTUAL FRAMEWORK

1. PPP involves the transfer to the private sector the responsibility to finance and manage a package of capital investment and services including the construction, management, maintenance, refurbishment and replacement of public sector assets such as buildings, infrastructure, equipment and other facilities, which creates a standalone business.

2. In these PPP projects, there is a contract for the private party to deliver public infrastructure-based services over a long period of time.

3. The private party will raise its own funds to finance the whole or part of the assets that will deliver the services based on agreed performances.

4. The public sector, in turn, will compensate the private party for these services. In some PPP projects, part of the payments may flow from the public users directly.

5. Though ownership of assets plays a less important role in PPPs, nevertheless many of the modalities see a transfer of the assets to the public sector (revertible) as a matter of course.

6. There are some PPP projects where the assets are not transferred to the public sector at the end of the concession period. These usually relate to facilities or projects that have little value at the end of the period due to their technological obsolescence.

Principles in Adopting PPP Approach
1. A PPP proposal will only be considered if there is a need on the part of the Government for the project after taking into account the benefits/probity as a whole in terms of, inter-alia:

a) Socio-economic impacts.

b) Value for money and cost savings to the Government.
c) Quick delivery of the project and service enhancement.
d) Increased level of accountability, efficiency and effectiveness.

Key Features/Characteristics

1. PPP is a public procurement model in which the value for money, optimised through efficient allocation of risks, whole life service approach, private sector innovation and management skills as well as synergies from inter-linking the design, finance, construction and operations. Some of the key features/characteristics of PPP projects are as follows:

a) Relationship between public and private sectors is based on partnership;
b) Public sector procures specified outputs or outcomes of a service for a concession period;
c) Private sector determines the required inputs to achieve the specified output and the private sector is given latitude to introduce innovation into their designs and development to reduce overall costs;
d) Payment for services is based on pre-determined standards and performance;
e) Promotes ‘maintenance culture’ where the concessionaires will be responsible for the long term maintenance of the assets throughout the operational tenure agreed upon;
f) Integration of design, construction, finance, maintenance and operation – total package;
g) Transfer of assets at the end of the concession period becomes an option to the Government;
h) Optimal sharing of risks whereby risk is allocated to the party who is best able to manage it; and

PPP Guidelines & References

Public-Private Partnership Unit, Prime Minister Department
Unit Kerjasama Awam Swasta (UKAS), Jabatan Perdana Menteri.





MKR

Tuesday, January 9, 2018

LETTER TO DATO' LOKMAN NOOR ADAM: MANAGEMENT GAP ANALYSIS BETWEEN TUN DR MAHATHIR & DATO' SRI NAJIB

To:
YBhg Dato’ Lokman Noor Adam (LNA)
Strategic Communications Director to Finance Minister.

Date: 9th January 2018.

SUBJECT: MANAGEMENT GAP ANALYSIS BETWEEN TUN DR MAHATHIR & DATO’ SRI NAJIB

Dear Brother LNA,

1. First and foremost, when it comes to feeling waves, digesting the mind into a high-level political thinking room, the comparison of Political Management between Tun Dr Mahathir (TDM) dan Dato’ Sri Najib (DSN) while holding the position of Prime Minister is the basis of my "Political Management Gap Analysis".

2. The fight between DSN and TDM needs to be seen holistically and fairly between the Former Prime Minister and the new Prime Minister.

3. The author puts two big things in comparison of TDM and DSN administrations. Despite too much of the generation gap and the difference in leadership style of the two Prime Ministers of Malaysia, these two things are very close to the author's heart.

4. These two things are:

First: The Internal Security Act
Second: 1M People's Aid (BR1M)

5. TDM empowered the ISA to use it at its maximum for its political dictatorship for 22 years. While the DSN continues to abolish the ISA and replace it with a more Protecting Act that respects the law and constitution of the Prevention of Terrorism and Militant Groups in the country.

6. DSN has introduced a restructuring exercise of the Open Subsidy to the Targeted Subsidies, whereby the Subsidy is granted only to people who are truly eligible through BR1M. While TDM era, this matter is ignored.

7. Internal Security Act:

• The Internal Security Act 1960 (Malay: Akta Keselamatan Dalam Negeri 1960, abbreviated ISA) was a preventive detention law in force in Malaysia.
• The legislation was enacted after Malaysia gained independence from Britain in 1957.
• The ISA allows for detention without trial or criminal charges under limited, legally defined circumstances.
• On 15 September 2011, DSN said that this legislation will be repealed and replaced by two new laws.
• The ISA was replaced and repealed by the Security Offences (Special Measures) Act 2012 which has been passed by Parliament and given the royal assent on 18 June 2012. The Act came into force on 31 July 2012.
• I am convinced that the Internal Security Act as practiced in Malaysia is not contrary to the fundamentals of democracy.
• Abuse of the Act can be prevented by vigilant public opinion via elections, a free Press and above all the Parliament.
• However, partly due to massive street protests involving the public and politicians from both sides which portrayed the ISA as draconian and unnecessary in view of Malaysia's progress to "developed nation" status, on 15 September 2011, DSN announced that The Internal Security Act will be abolished. Two new laws will be introduced instead to safeguard peace and order.
• The government is in the final stages of revising the Internal Security Act. Home Minister Datuk Seri Hishammuddin Tun Hussein (H2O) during that time has stated that ISA amendments will revolve around five areas – the length of detention, rights and treatment of detainees and their families, the power of the Home Minister, the use of ISA for political reasons and detention without trial.
• In revising the ISA, the government met with key stakeholders to discuss amendments. H2O and Home Ministry's officials met for about three hours with representatives from the Attorney-General's Chambers, the Bar Council, the Barisan Nasional Backbenchers Club, the National Council for Women's Organisations and the National Civics Bureau.
• H2O said that during the discussions, all parties agreed that there should be a law in place to protect the people against terrorism and militancy.
• Several politicians from the United Malays National Organisation (UMNO), that has governed Malaysia since independence have also criticised the ISA.
• A few UMNO leaders with on the record to state "If we want to save Malaysia and UMNO, the ISA law must be removed. Dr Mahathir uses draconian laws such as the Internal Security Act to silence his critics. We had also stated "Laws such as the Internal Security Act have no place in modern Malaysia. It is a draconian and barbaric law." No more ISA in Malaysia.
• DSN first announced the proposed repeal of the ISA on 15 September 2011 when he claimed that the repeal was made "to accommodate and realise a mature, modern and functioning democracy; to preserve public order; enhance civil liberty and maintain racial harmony.
• DSN with courage, openness and big heart; when announcing the State Security Act in the abolition and must be replaced by the law of terrorism prevention. DSN on his way to chasing his name as the greatest Prime Minister in Malaysian history.

8. 1Malaysia People's Aid (BR1M):

• BR1M directly benefits recipients by giving them immediate cash and indirectly spurs the local economy, according to a Finance Ministry report.
• The immediate impact of BR1M is reflected by an increase in household disposable income of the B40, which in turn translates into higher purchase of essential items such as food and housing,” it said referring to the lowest 40 per cent of households by income.
• This can indirectly spur the domestic economic activities through an increase in production of consumer goods.
• Started in 2012 as a one-off cash aid to families earning below RM3,000 monthly, the BR1M scheme has been extended to cover single individuals aged over 21 years old and earning below RM2,000, as well as households with monthly income of between RM3,000 and RM4,000.
• The implementation of BR1M "has partly contributed to the reduction" in the proportion of low-income households in Malaysia.
• Citing statistics from the Economic Planning Unit (EPU), the ministry pointed out that the proportion of low-income households earning below RM3,000 dropped from 52.7 per cent in 2009 to 24.3 per cent in 2014.
• It noted that the higher-income household with an income of between RM3,000 to RM5,000 monthly had in the same period rose "significantly" from 23.1 per cent to 30.6 per cent.
• Income inequality also narrowed in the same period, with the measurement of income distribution or Gini Coefficient going down from 0.441 (2009) to 0.431 (2012) and 0.401 (2014).
• And all this through a total disbursement of BR1M payments of around RM14 billion, excluding a total RM5.4 billion amount this year for 7.3 million recipients — 4.2 million households and 3.1 million unmarried individuals.
• DSN announced that the government is allocating RM6.8 billion for BR1M in 2017, which he said is expected to benefit seven million recipients.
• As for how private consumption is positively impacted by BR1M, the ministry points out that low-income households have a higher tendency to spend and would contribute to the growth of consumption when their income levels go up.
• It noted that a Bank Negara Malaysia study in 2013 had shown that households with below RM1, 000 monthly income would on average spend RM0.81 out of their additional income, while households earning over RM10, 000 per month would only spend RM0.18.
• As such, between 2012 and 2015 BR1M has resulted in an increase in private consumption by 7.1 per cent on average compared with 6.8 per cent without the cash transfer.
• The ministry showed its own estimates of private consumption growing by 8.3 per cent with BR1M as opposed to 8.2 per cent without BR1M in 2012, which was followed by growth estimates of 7.2 per versus 6.9 per cent (2013), 7.0 per cent versus 6.6 per cent (2014) and 6.0 per cent versus 5.5 per cent (2015).
• According to the same report, BR1M is part of the government's two-pronged approach under Budget 2017 to enhance Malaysians' living standards by the introduction of measures to boost income and manage the rising living costs.

9. With the reorganization of this great economic management way, DSN has brought a new administration paradigm in giving the people a sense of urgency.

Thank you.

Regards,

MKR

Friday, January 5, 2018

KJ's answer to Mahathir's slander on TN50.

I am referring to the statement of the 4th Prime Minister of Malaysia and the candidate for Pakatan Harapan Prime Minister Tun Dr Mahathir Mohamad, as published in several news portals yesterday.

As the Minister responsible for the accumulation of youth aspirations for the National Transformation 2050 (TN50), I am very disappointed with the fact that Tun Dr Mahathir is inaccurate and personal.

Among Tun Dr Mahathir's major allegations is that the TN50 is an imitation of Vision 2020, TN50 is an admission that Vision 2020 will not be achieved and TN50 is an attempt to divert the people's focus from Vision 2020.

I will answer each of the charges as below:

1. TN50 is a copy of Vision 2020

TN50 is a continuation of long-term planning that has become a practice in developing Malaysia. Among the major long-term plans that have spurred the development of the country are the New Economic Policy (1971-90) as well as the Vision 2020 (1991-2020) that have produced, among others, the National Development Policy and the National Vision Policy.

Since Vision 2020 will expire in 2020, we need to have a new national aspiration taking into account the latest developments that did not exist when Vision 2020 was introduced.

What does Tun Dr Mahathir think that after 2020, we need no longer a long-term plan and no new aspiration to bring our country forward?

I think Malaysians want to see us put a higher target for the next 30 years instead of being a "stagnant" and no longer pursuing progress.

TN50 also has to take into consideration new developments that do not exist in the past. Vision 2020 is unable to provide Malaysia with technology disruptions such as artificial intelligence, augmented reality and the Internet of Things (IOT).

Vision 2020 does not expect the Fourth Industrial Revolution to change the model of world economic development. Vision 2020 does not take into account significant future developments such as aging society, rapid urbanisation rates and the need to generate green energy.

This is why TN50 is needed - because these are new patterns and are not contained in Vision 2020.

The difference between TN50 and Vision 2020 is also the approach and implementation. In preparing the TN50, the government took a bottom-up approach, respecting the voices of the people.

Tens of thousands of aspirations are gathered from millions of Malaysians so that our nation's future will be built on the dreams and aspirations of our own people.

This is in contrast to Vision 2020 which does not collect people's voices but is a top-down vision announced by Tun Dr Mahathir as Prime Minister beginning with a speech in 1991.

Simply put, the TN50 is not merely the legacy of Datuk Seri Najib Razak, the Barisan Nasional government or the UMNO party but it is the legacy of every Malaysian who has shared their aspirations.

Another notable difference is that Vision 2020 does not have a thorough implementation plan, which comes with quantitative targets for all the challenges presented.

TN50 will see a thorough implementation plan along with a clear quantitative target to achieve the country's aspirations by 2050.

2. TN50 is recognition of Vision 2020 has failed?

Who says Vision 2020 has failed? According to World Bank forecasts, Malaysia is expected to surpass the threshold of a high-income nation (Gross National Income per capita of USD 12, 236) as early as 2020 and by 2024 depending on world economic factors.

It is the only clear target of Vision 2020. Another Challenging 2020 Challenge is a descriptive challenge and aspirations such as "United States of America", "Affectionate Society" and "mature democratic society" which require continuous effort beyond 2020, as well year 2050, it should even be continued forever.

3. TN50 is an effort to divert people's focus from Vision 2020.

There is no direct effort to divert the people's views through the TN50, or in any way. At all TN50 dialogues, I always call TN50 as a continuation of long-term plans like DEB and Vision 2020.

I have never denied Vision 2020. Although I disagree with Tun Dr Mahathir's various policies and approaches when he became prime minister, among the things I agree and support is Vision 2020.

I am proud of being part of Vision 2020 Generation. And I want the young people today to be proud of them as Generation TN50.


Tun,

It is extremely sad and disappointing to see that you have simply dismissed the collective aspirations of young Malaysians.

TN50 is the voice of young Malaysians, for the future.

Millions have come forward to share their hopes, dreams and aspirations to build the future, together.

But for you, it is just about your personal legacy.

It has been reduced to Vision 2020 vs TN50.

How sad. And how petty.

I have explained countless times in great detail how both are part of the grand narrative of the Malaysian story.

A continuum of success and development.

But for you, it is all about your legacy. Me, myself, Mahathir.

I hope future generations of Malaysia will not be so vindictive and mean-spirited.

That they will be gracious and magnanimous enough to support that which deserves support and give credit where it is due.

It is only with that spirit of munificence that we will become a great civilisation.

BY: YB KHAIRY JAMALUDDIN (YOUTH & SPORTS MINISTER)

SHARED: MKR

PROFESSOR DR JOMO KWAME SUNDARAM

Professor Dr. Jomo Kwame Sundaram

The Institute of Strategic and International Studies (ISIS) Malaysia is pleased to announce the appointment of Professor Dr. Jomo Kwame Sundaram as the third holder of the Tun Hussein Onn Chair in International Studies for the period 2016-2017. The first holder of the Chair was YBhg. Dato’ Dr. Muthiah Alagappa (2012-2013) and the second holder was Professor Dr. Anthony Milner (2014-2015).

Jomo Kwame Sundaram has been Assistant Director General and Coordinator for Economic and Social Development (ADG-ES), Food and Agriculture Organization of the United Nations since August 2012. He was Assistant Secretary General for Economic Development in the United Nations’ Department of Economic and Social Affairs (DESA) from January 2005 until June 2012, and (Honorary) Research Coordinator for the G24 Intergovernmental Group on International Monetary Affairs and Development from December 2006 until September 2012. In 2007, he was awarded the Wassily Leontief Prize for Advancing the Frontiers of Economic Thought. He has authored and edited over a hundred books and translated 12 volumes besides writing many academic papers and articles for the media.

Jomo was Professor in the Applied Economics Department, Faculty of Economics and Administration, University of Malaya until November 2004, Founder Director (1978-2004) of the Institute of Social Analysis (INSAN) and Founder Chair (2001-2004) of IDEAs, International Development Economics Associates (www.ideaswebsite.org); he now serves on its Advisory Panel. He was also on the Board of the United Nations Research Institute on Social Development (UNRISD), Geneva. He is on the editorial boards of several learned journals.

During 2008-2009, Jomo served as adviser to Father Miguel d’Escoto, the President of the 63rd United Nations General Assembly, and as a member of the [Stiglitz] Commission of Experts of the President of the United Nations General Assembly on Reforms of the International Monetary and Financial System. During 2010-2012, he was G20 sherpa to UN Secretary-General Ban Ki-moon, and also UN G20 Finance Deputy during 2011-2012.

Born in Penang, Malaysia, in 1952, Jomo studied at the Penang Free School (PFS, 1964-1966), Royal Military College (RMC, 1967-1970), Yale (1970-1973) and Harvard (1973-1977). He has taught at Science University of Malaysia (USM, 1974), Harvard (1974-1975), Yale (1977), National University of Malaysia (UKM, 1977-1982), University of Malaya (1982-2004), and Cornell (1993). He has also been a Visiting Fellow at Cambridge University (1987-1988; 1991-1992) and a Senior Research Fellow at the Asia Research Institute, National University of Singapore (2004).

The Tun Hussein Onn Chair in International Studies at ISIS Malaysia is funded by the Noah Foundation.

Thursday, January 4, 2018

CADANGAN KEPADA JAWATANKUASA TERTINGGI MENANGANI KOS SARA HIDUP RAKYAT - KOS PENDAFTARAN LESEN DAN UJIAN MEMANDU

Kepada:

YAB DATO’ SERI DR. AHMAD ZAHID HAMIDI
TIMBALAN PERDANA MENTERI MALAYSIA,
Merangkap PENGERUSI Jawatankuasa Menangani Kos Sara Hidup,
Pejabat Timbalan Perdana Menteri Malaysia
Aras 4, Blok Barat, Bangunan Perdana Putra
Pusat Pentadbiran Kerajaan Persekutuan
62502, Putrajaya.

(U/P: Tuan Hairul Aidi Bin Hj Amri – Ahli Jawatankuasa Tertinggi, Menangani Kos Sara Hidup).

PER: KOS PENDAFTARAN LESEN DAN UJIAN KELAS MEMANDU
- Pembaharuan Untuk Mengurangkan Kos Sara Hidup

YAB Dato’ Seri,

Salam takzim dan hormat kami ucapkan kepada YAB Dato’ Seri dengan iringan doa semoga YAB Dato’ Seri dan keluarga sentiasa berada di dalam keadaan sihat serta dirahmati oleh Allah SWT hendaknya.

Dengan penuh rasa rendah diri serta hormatnya saya ingin memohon sokongan YAB Dato’ Seri untuk membuka cadangan untuk perbincangan secara terbuka dengan pihak berkuasa dan Agensi Penguatkuasa, bersama pemain utama industri “Sekolah Memandu” di seluruh Negara.

Untuk makluman YAB Dato’ Seri, cadangan ini diangkat memandangkan ia semakin mendapat rungutan di kalangan sebilangan rakyat kita yang berpendapatan rendah dan sederhana. Dengan pembangunan pesat Negara di bawah pentadbiran yang mantap YAB Perdana Menteri dan YAB Dato’ Seri, kuasa kepenggunaan rakyat kian berkembang sejajar dengan kemakmuran ekonomi Negara kini.

Dasawarsa ini, beberapa perkhidmatan dan bahan komoditi telah menjadi perkara utama Jawatankuasa yang dipengerusikan oleh YAB Dato’ Seri telah memberi impak positif dalam menangani Kos Sara Hidup rakyat.
Sudah tiba masanya Industri Sekolah memandu kita diTRANSFORMASIKAN seperti di negara-negara maju. Mekanisma, Cara Perlaksanaan dan Indikator Utama adalah bagi mengurangkan beban Ibubapa dan golongan remaja di luar bandar dan sebagainya.

Dari bayaran pendaftaran, kelas Ujian Berkomputer, Latihan Meletak Kenderaan dan lainnya, dilihat masih lagi dilakukan secara tradisional berbanding dengan Negara Maju di dunia.

Sehubungan dengan ini, kami dengan rendah diri mohon mencadangkan agar cadangan ini diangkat ke Mesyuarat Jawatankuasa Tertinggi Menangani Kos Sara Hidup Rakyat.

Sekian terima kasih.


MKR
4/1/2018

Dedikasi: Abe Min dari G & T Group.

Wednesday, December 27, 2017

RFID Tag gateless gantry toll system for electronic toll collection to be implemented from January 2018


1. Two years back, it was reported that there were plans to implement a gateless gantry toll system for electronic toll collection (ETC) starting from 2018, and this was set to be based along Radio Frequency Identification (RFID) lines.

2. At that point, the RFID-based system was briefly sighted undergoing trials, in May 2015 on a PLUS SmartTag lane at the Batu Tiga toll plaza, and it was also reported that the system had quietly been undergoing testing at the Ampang-Kuala Lumpur Elevated Highway (AKLEH), Elite Expressway and New Klang Valley Expressway (NKVE) over an extended period.

3. A multi-lane free-flow RFID gateless gantry was then spotted at Technology Park Malaysia (TPM) later that year, presumably also running field trials.

4. Now, the digital payment system is finally set for deployment, starting from next year. According to a SCD report, the RFID-based ETC system began a pilot test programme yesterday, ahead of public operations commencing on January 28, 2018.

5. The pilot programme will involve only selected vehicles – presently, police vehicles are trialling the system, which will share a SmartTag-based lane at eight toll plazas in the Klang Valley, but the report adds that fire department vehicles and ambulances will soon have access.

6. Malaysian Highway Authority (MHA) director-general Datuk Ismail Md Salleh said that the RFID tag will be more advanced than the existing ETC system, and that it will work just like a Touch ‘n Go card, where the charge is debited from the motorist’s pre-load just like Touch ‘n Go.

7. He added that the system – similar in scope to Singapore’s Electronic Road Pricing (ERP) – will be ready for public use by motorists on January 28 next year, though implementation will be carried out in stages. It is expected that RFID tag will eventually take over from Touch ‘n Go for toll collection in the future, though that will likely take some time.

8. Radio frequency identification works in a manner similar to barcode scanning. The tag is ‘read’ by an overhead scanner through electromagnetic waves with a frequency of between 850 and 950 MHz, and scanning can reach ranges of over 27 metres, with a 10 millisecond response time. Operation-wise, RFID tag will be superior in both amplitude and consistency compared to the current system.

9. It wasn’t reported which tech partners will be providing the RFID system for series use. The system on the 2015 test gantry at TPM listed Mitsubishi Heavy Industries (MHI) and Quatriz, so it could well be these companies. In October 2013, MHI announced that it had signed a memorandum of understanding with Touch’n Go and Quatriz System to develop intelligent transportation systems (ITS) in the country.


Shared by: MKR

Tuesday, December 26, 2017

THE QUESTION IS NOT WHETHER THE ECONOMY IS GOOD OR BAD, BUT WITH WHAT ATTITUDE WE SEE OUR ECONOMY – (TTY: SCD)

1. Into the final month of the year, all the people around me have suddenly vanished: fewer colleagues showing up at work and badminton buddies are nowhere in sight. They've all gone overseas!

2. Many of my friends and relatives have major annual trips each year to exotic places at far ends of this planet, like Europe, America, the Northern Lights in Iceland or Machu Picchu, not to mention quarterly short-haul trips to regional destinations, China, Australia or Japan.

3. Malaysian Chinese are among the most seasoned travellers around, probably second only to Singaporeans and Hong Kongers.

4. Many may argue that Westerners travel a lot, but let me tell you they fall far behind us.

5. Statistics show that only about a third of Americans hold valid international passports. In other words, almost two-thirds of Americans have never set their feet on foreign lands, and for those who have, Canada and Mexico are perhaps their only oversea destinations.

6. It is therefore natural that many Americans have not heard of Malaysia. Since they don't travel overseas, their lack of geographical knowledge is easily understandable.

7. I have no idea whether Malaysians' passion for traveling has anything to do with our culture or genetic make-up. But one thing for sure, it has something to do with money!

8. You can't travel without money. Can you? Of course, some may argue that traveling is very much in the blood of many, with or without money. This I can understand, especially for our youngsters.

9. The question is, you've got to address your fundamental needs first before you have the extra cash for air tickets, accommodation and a taste of exotic culture. Our generous travel-related spending doesn't seem to match our endless complaints of skyrocketing fuel and goods prices.

10. When the petrol price surged by seven cents last month, a friend started to hurl curses as if these seven cents had made his life all the more miserable. The thing is, he had just booked a Greece and Turkey tour for his whole family, and the RM10, 000 bill appeared to be peanuts to him.

11. Some politicians swore that the Malaysian economy would go bust, and many opted to believe without recognising the reality of the country's 6.2 per cent Q3 GDP expansion, 7.2 per cent private consumption growth and foreign reserves enough to support 7.5 months of imports.

12. Many have over interpreted the withdrawal of a Hong Kong dim sum shop and a Korean cosmetic company from the Malaysian market, claiming that doom is around the corner, without seeing new shops springing up like mushrooms after the rain.

13. Economy is a scientific and professional field that must never be distorted by an individual's personal feelings or liking. Sure enough there are still poor people in this country, and problems still abound in our economy. We need time to overcome these problems. In the meantime, there are undeniably many who are doing really very well.

14. I'm neither an optimist nor a naysayer, but to get an accurate picture of the country's state of economy, we need to first deliver ourselves out of our partisan prejudices. We must look at this more impartially and professionally.

15. We need to look at the numbers and mid- to long-term prospects to judge whether the national economy is doing okay. Many have simply been blinded by the superficial picture that catches their eyes and have neglected the actual aspects of the economy.

16. We always grumble that we never earn enough to make ends meet. This problem is not new, and has been in existence for thousands of years, right since money first came into being.

17. We don't have enough money because our expectations from life have been rising. We are no longer contented with a modest cup of RM1.30 Hainanese coffee but a RM13 gourmet brew. We don't go for neighbourhood food stalls for dinner any more, but posh seafood restaurants. The year-end family trip is not to Cameron Highlands but snowy Hokkaido, and our first car is not a Proton but a Honda.

18. The more we expect from life, the more cash we would need to get ourselves satisfied. This, nevertheless, is not a bad thing but a positive force to move the human race forward.

19. Another important point: As our society keeps changing, so does our economy. Some of our malls are empty, not because the economy is bad but because we simply have too many malls around, not to mention online shopping popular among the young that makes physical shops almost redundant at times.

20. Some businesses are not doing well not because consumption is weak, but because of a shift in consumerism pattern. Some of the shops are still operating in the old-fashioned ways of the last century, rarely appealing to our fashion-conscious millennially today.

21. Many furniture manufacturers grumble about poor business, but on the opening day of Ikea Tebrau, shoppers queued up outside for hours before daybreak just to get into the massive furniture mall. They did this willingly because they wanted something fashionable, of superior quality and returnable.

22. Some say the automobile industry is depressed, but Perodua's new Myvi is selling over 20,000 units in the first month.

23. The question is not whether the economy is good or bad, but with what attitude we see our economy, what kind of life we are looking for, and whether we are resolved enough to create more wealth and opportunities for ourselves.

Shared by: MKR

Tuesday, December 19, 2017

CIKGU AZIZAN: CASE WITHDRAW

SEREMBAN: Azizan Manap, 44, was seen wiping away tears as soon as he was discharged by the Seremban Magistrate's Court here today, from a charge of assaulting a pupil in April this year.

Magistrate Mohd Zaki Abd Rahman made the decision after deputy public prosecutor Hazeelya Muhammad informed that the prosecution had received instructions from the Attorney-General's Chambers to withdraw the charge.

More than 300 supporters, who waited outside the court, cheered as soon as Azizan appeared after the decision was meted out by the magistrate.

Clad in a blue shirt, Azizan, better known as Cikgu Azizan, said he had forgiven the pupil and the pupil's family behind the court case. He said he also prayed for the student's wellbeing in the future.

"I forgive my student. I hold no grudge against him and his family members. I sincerely hope that he will be a good son to his parents," he said.

Azizan had arrived at the court at 8.30am, accompanied by National Union of the Teaching Profession (NUTP) president Kamarozaman Abd Razakin and other NUTP members, Congress of Unions of Employees in the Public and Civil Services (Cuepacs) president, Datuk Azih Muda, as well as family members and fellow teachers.

He appeared calm and composed despite being shouted at by a man, believed to be a family member of the defendant, who was waiting outside the court.

"I want to thank everyone who has been supporting me from day one. NUTP, family members, fellow teachers nationwide and everyone, from the bottom of my heart, thank you very much.

"I take this episode with a pinch of salt and it will not dampen my spirit to continue educate my students to help them become better people," he said.

Azizan, who was the school senior assistant in charge of student affairs, said, he looked forward to resuming his duty as a teacher.

On whether he would return to SK Taman Semarak, Azizan said, he would let the Education Ministry decide on the matter.

According to the charge sheet, Azizan, a teacher from Sekolah Kebangsaan Taman Semarak Nilai, had allegedly assaulted an 11-year-old pupil at the school's assembly area on Apr 6 at 7am.

He was charged under Section 323 of the Penal Code which deals with punishment for voluntarily causing hurt, on Oct 31 at the Magistrate's Court here.

Azizan was represented by lawyer Francis Pereira.

FROM: NST
Shared by: MKR