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Exceptional performers were Innoprise which produced a record of RM147 million and new comer, SMJ with a maiden ang pau dividend of RM50m for Hajiji.
On 9th November, the Minister of Finance Masidi, known for not mincing his words, followed with an exceptional blunt speech that the Chairmen and Board of Directors of non-performing and loss making GLCs must buck up or ship out.
If they are unable to perform, they should leave with dignity and let others do the job. Those refusing to go are in fact parasitizing Sabah.
The Chief Minister and Minister of Finance have openly expressed their displeasures on the GLC laggards several times already.
Hajiji has told the GLCs to produce at least RM1 million dividend each not so long ago. Easy target for most GLCs had there been genuine responsible economic leadership. Obviously, Hajiji’s appeal has fallen on deaf ears. Only 10 GLCs have produced dividends. Question is what have the other GLCs, their chairmen, board of directors and senior management done. Is it still “makan gaji buta”, sitting back, waiting for the cows to come home?
I would strongly urge the Sabah Government to investigate into and expose publicly 2 types of costs, i.e., [1] straight-out financial cost and [2] opportunity cost of these never-ending losers, non-performing and underperforming GLCs, their chauffeur driven chairmen in expensive 4x4s/limousines, directors and senior management.
[a] FiNANCIAL COST INCURRED by perennial loss-making and underperforming GLCs. If these GLCs, their chairmen, directors and senior management were in the private sector, they won’t last a jiffy, they would have been sacked.
Why are they allowed to leech on in these GLCs? It is simply because successive Sabah Governments have allowed them to continue to enjoy all the perks at the expense of all Sabahans.
It is overdue to expose the poor financial performance of each and every GLC for Sabahan voters to know who are the non-performing chairmen and directors at the helm of these GLCs.
In this regard, Sabahans have the right to know these: [1] The salaries, perks and benefits of all the chairmen, all the directors and senior management of the loss-making GLCs [2] The total cost of maintaining them in their comfy positions each year.
[3] Their losses of their GLCs to the Sabah Government. [4] Their negative returns on capital and assets. [5] The total accumulated debts and losses of these GLCs in the last 30 years. [6] And also their written off debts and existing loans from the Sabah Government. Accumulatively, these must have been in the billions over the years.
[7] What has happened to the valuable pieces of land that the Sabah Government has alienated to these GLCs at nominal RM1,000 premium for each title in the last 40 years? Most of the best commercial lands in KK and all other towns have been wasted in this way.
Sabahans will be shell-shocked at how many billions have been wasted by these GLCs. Their chairmen and directors should take responsibility.
[b] OPPORTUNITY COST INCURRED by loss making and underperforming GLCs. Simple definition of opportunity cost in economics: “Opportunity cost is the value of what you lose when choosing between two or more options. Every choice has a trade-off and opportunity is the potential benefits you will miss out on by choosing one direction over another.”
In Sabah’s context, the GLCs have lost millions and billions including their accumulated debts and subsidies from the Sabah Government over the last 30 years. The opportunity cost is what would Sabahans have gained if these GLCs have not been formed or have been wound up?
[1] No brainer, the most obvious benefit would be to invest all the money to earn interest. [2] To increase the standard of living for all the less fortunate Sabahans. [3] To put the money in a professionally managed “Sabahan sovereign investment fund” for the benefit of all Sabahans. NOT LIKE SAHAM SABAH Bhd! [4] These billions could have been used to grow our reserve or the economy.
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[5] Better still, divert the funds to top performing GLCs so that they can pay more dividends to the Sabah Government.
So much money has been wasted needlessly because of the irresponsible Chairmen and Directors of these GLCs. So many possibilities to invest these billions for some decent returns if Sabah can do away with these perennial non-performing, loss making GLCs.
Good governance starts with compliance of FIDUCIARY DUTY. The continuing financial fiasco of the GLCs will not end anytime soon, unless there is a comprehensive system of good governance and strict enforcement. Requiring GLC chairmen and directors to attend good governance seminars over the years is a farce.
Good governance must start first with the chairmen and directors changing their mindset and to adopt the best practices of “FIDUCIARY DUTY” seriously.
What is fiduciary duty? “Fiduciary duty is the legal responsibility of a fiduciary [the Chairmen and Directors] to act in the best interests of a principal or beneficiary [Sabahans]. It involves duties of care, loyalty, good faith, confidentiality, prudence, and disclosure.”
How many chairmen and directors of the more than 250 GLCs can honestly adhere to this definition of fiduciary duty? If they do, most GLCs would be profitable. Sabah would be rolling in with money.
Many GLCs have boards of directors very weak in their fiduciary duty. Strong boards with good credential among the directors are a must for good governance and compliance of fiduciary duty.
This mindset change is very important because the GLCs, if managed properly, can accelerate Hajiji’s on-going efforts in turning around Sabah’s economy.
Good Governance monitoring system should be drawn up for all GLCs. A good governance monitoring system is critical for all chairmen, directors and senior management to comply.
Being a YB or being a politician does not confer automatic qualification for a person to become a good chairman or director of a GLC. In fact, it is quite often to the contrary. Included in this system should be the matrix of authorities to define the dos and don’ts of the Chairmen, Boards and senior management.
Rationalization of GLCs.
Sabah’s more than 250 GLCs must be organised in a cohesive manner for them to become a major potent force to supplement Hajiji’s economic turn-around for Sabah. These GLCs must make economic sense for Sabahans.
Most urgently is to review the objectives/purposes of GLCs. In addition to being badly managed, there are many GLCs with cross purposes, duplication and directionless. Quite a few are in competition with each other which don’t make economic sense. Many have been given the privileges of state monopolies which have been abused and cause economic hardship for Sabahans like inflated prices.
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Revamp and strengthen supervisory committee for GLCs.
No organisation can succeed by chance or “muddling through”, especially Sabah’s GLCs as proven in the last 40years. There must be strict supervision and monitoring. Towards this end, there is a great need for a high-power supervisory committee consisting of relevant senior government officials to be supplemented by private sector players and professionals.
This supervisory committee should be given the necessary authority to do its duty.
Cost of NOT solving Sabah’s GLC mess. Huge in direct and opportunity costs. If not sorted out, these GLCs will be a bad drag on Hajiji’s efforts to create a new economy for Sabah. This and future generations will pay an increasing heavy price for the GLC mess.
Until the Chairmen and the Boards of GLCs can solve their respective mess and produce creditable profits, they should be stopped from entering into any new JVs and new business.
Good management, close supervision will produce many more profitable GLCs.
Given good management and close supervision, many more GLCs can be turned around and become profitable within a short time. It is within the realm of possibility, of the 250 GLCs, 100 can produce, on average, RM5,0000 of the millions of dividends each by next year. Then Hajiji will receive a whopping RMRM50o million dividends. This should make Hajiji a happy Chief Mininster. And many Sabahans will benefit!
Don’t adopt the Federal GLC management model. It is worse. With the implementation of best practices in governance and fiduciary duty, Sabah GLCs can become as good as those in China and Singapore whose GLCs have become the engines of economic growth and pioneers in the development of new business and technologies.
– The views expressed here are the views of the writer Datuk John Lo and do not necessarily reflect those of the Daily Express.
– If you have something to share, write to us at: [email protected]
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