Citi Malaysia's franchise has prospered together with the nation and is almost 50 years old. During this period, Citi has grown in terms of scope, scale and efficiency. Our success depends on every employee being given a chance to succeed.

The Talent Management process is conducted at every level within the organisation. Employees who demonstrate the three key essentials - Ability, Aspiration & Engagement - are identified and groomed. Coupled with rigorous on-the-job exposure and challenges, employees are encouraged to leverage on its global resources and network to gain competitive advantage. Their limits are stretched to ensure that they will be ready to face more senior positions, locally and abroad.

A wide range of initiatives have been developed, from fostering flexible work strategies to providing work life programmes to assist employees in achieving productive and rewarding careers. Supported by pillars defined by our Shared Responsibilities, we promote respect, empowerment, knowledge, innovativeness, mobility, growth and friendship.

Citi hires and develops best-in-class individuals. We work at giving them the best banking experience and developing them into respected professionals. We focus on stretching the limits, and as such, we are known as the University of Banking.

At Citi, we Build Talent For the Future.

Emirates is the world-renowned international airline of the United Arab Emirates, based in the awe-inspiring city of Dubai. In operation since 1985, Emirates Airline Group specialises in offering a diverse array of state-of-the art airline services. Serving 100 destinations in 62 countries and six continents.

Wholly owned by the government of Dubai, operating out of Dubai, in the United Arab Emirates, the airline has excelled through innovation and the boundless energy of its 30,000+ staff, as they pursue the highest standards of customer care & who strive to meet the diverse needs of a continually expanding clientele.

Beginning his association with the airline in 1992 as Personnel Manager, Mr. Abdulaziz Al Ali has worked diligently to acquire his extensive skills and expertise in his field. Currently serving in the position of Executive Vice President - Human Resources since July 2003, prior to taking over this position, he was Director Human Resources since 2002 and Head of Human Resources since 2000.

Working closely with of his HR direct subordinates, being a key facilitator in pulling all divisions of the airline together to work as one cohesive unit. Responsible for directing the overall company HR strategy to maintain a highly motivated work force both in the UAE and overseas stations ensuring that the corporate purpose and overall business objectives are achieved.

Ensuring that corporate goal of nationalisation is achieved, with a focus on retention of UAE Nationals through relevant mechanics to reflect the needs of the Nationals. Oversee the overall Company Recruitment and Selection, testing strategies to ensure that an economical and fair policy is adapted for a stable and well motivated work force both in the UAE and overseas.

He joined the company as Management Trainee in 1986 and subsequently moved to the position of Assistant to Company Secretary in 1988 and then Administration Services Manager in 1990. In 1991 he was appointed Recruitment Manager and 1992 Personnel Manager.

Abdulaziz Al Ali graduated with a BA Honours degree in Mathematics from Colchester University in England in 1983 and earned a post graduate degree MSc in Mathematics (1986) from the University of Wisconsin, Milwaukee, USA.

Born in 1974 in India, Mr. Amit Lohia has a graduate degree in economics and finance from the prestigious Wharton School of Business at the University of Pennsylvania from the batch of 1995. He has been a senior executive in the Group since 1996 and has worked in various roles.

Mr. Amit Lohia took over the Indorama Group at the age of 30 in July 2004 and when he took charge as the Group Managing Director. The group valued at USD 600 million. With his sheer HR driven policies and practices, he has grown the group to USD 3 billion as of date, in about 3 and a half years.

During the course of the last 3 and a half years, Eleme Petrochemicals, a loss making public sector in Nigeria was acquired by Indorama and under his leadership and with the same human resources that the group inherited, he turned around the company in less than 3 months and made it profitable. Even while 14 of the key executives, including the Managing Director, Vice President Operations and 4 General Managers being abducted, not a single employee left the company. Instead, all of them believed in his vision and leadership and stood by him and ensured the start up of the plant within a month of the abduction and are running the company in full swing.

After he took over as the Group Managing Director, he brought in some extremely employee sensitive practices, which has ensured that the employee turnover has been less than 2 %, whereas the industry standards have been above 7%.

He took charge of another large Public Sector, the Shebin Elkom Textile company in Cairo in Egypt and has set the ball rolling towards its turnaround with the same set of employees, by motivating them to deliver.

The global standards for productivity in the spinning industry has been USD 6 per spindle. When he took over, the productivity was at USD 4 per spindle within the Indorama group. Without changing any people, he has achieved a record breaking productivity of USD 12 as an average in all the plants and USD 14 in the Sri Lankan operations. This has been accomplished by his belief in empowering his team members and motivating them in the right manner.

His leadership has seen a new PET plant built in Alabama in the US and this has spiraled the group as the largest producer of PET in the world. The feather in the cap has been the acquisition of the Prestigious Eastman Chemicals company in Netherlands recently and the turnaround process has started.

One of the keys of his leadership has been, that he has retained the same set of people and driven the group successfully to grow by leaps and bounds. His HR philosophy is to create, "The Place of Work a Place of Joy" and drives HR himself by making HR report directly to him.

MIMOS Berhad (MIMOS) is Malaysia's national R&D center of excellence in information and communication technology. It was established in 1985 and since its inception has contributed to the national ICT strategic policy planning and the development of Malaysia's knowledge economy.

Human capital development (HCD) is accorded the highest priority as the key enabler to achieving MIMOS vision of becoming a Premier Applied Research Centre in Frontier Technologies. Four innovative HCD initiatives have been introduced to leverage on human resource as a vital strategic asset. These are:

• A Performance Culture Based on Leadership Core Values
• Human Capability and Capacity Development Programme
• Workforce Process Improvement Programme
• Balanced Work-Life Development

Performance Culture Based on Leadership Core Values
Eight Leadership Core Values were identified as the building blocks of the new MIMOS culture with Uncompromising Integrity as integral to the practice of the remaining seven work values.

A comprehensive and intensive implementation programme was drawn up to develop this culture, beginning with the MIMOS Code of Ethics.

Code of Ethics, awareness seminars and hands on workshops were held to develop action plans for translating the leadership core values into everyday behaviours.

The action plans were evaluated in a Leadership Core Values Convention and the top three teams were recognized. Efforts are rigorously underway to ensure full implementation of the action plans across the organization.

Human Capability and Capacity Development Programme
Human capability development programme is aimed at enhancing the domain expertise and competencies of the workforce to attain the desired level of becoming experts. To bridge this gap, MIMOS has leveraged on the highly acclaimed People-Capability Maturity Model® which is accredited by Carnegie Mellon University. This comprehensive methodology amongst others comprises 3 key components namely "competency based development framework", "succession planning and career development" and "performance management framework". MIMOS is targeted to achieve Level 3 accreditation in 2008.

In the competency based development framework, key competencies for achieving superior performance are identified and development programmes are formulated to develop capabilities, knowledge and expertise of the employees. One such unique initiative is the M*STAR (MIMOS Strategic Training Advancement & Recognition) programme. The individual succession plan and career development pathways formulated constitute a powerful incentive for superior performance and talent retention.

Subsequently, the Performance Management Framework is used as an enabler to track and promote continuous workforce capability and capacity improvements.

Giant started in 1944 by the Teng family in Bangsar, Kuala Lumpur. Dairy Farm International (DFI) acquired Giant in 1999. Today, Dairy Farm is primarily into retailing, with a almost 400 stores comprising of supermarkets, hypermarkets, Guardian pharmacies (health and beauty stores) and Cold Storage supermarkets. The Group commands a leadership position in many key Asian markets and has upheld its principles for quality products, business integrity and commitments to the community.

Giant is the first retail company born in Malaysia. Our core principle is to offer a wide variety of products at the lowest prices possible. In year 2003, DAIRY Farm acquired 34 Tops supermarkets in Malaysia from Royal Ahold. The Tops supermarkets were re-branded as Giant and Cold Storage.

Giant has introduced its own retail training center and the first of its kind in this country. It was then launched by the then Human Resource Minister Datuk Seri Dr Fong Chan Onn at Giant Hypermarket in Subang Jaya in year 2002. Known as Giant's Center of Retail Excellence, currently it has 12-fulltime trainers and trained more than 14,000 staff. The objective of the center is to act as a developmental and skills resource for Giant and its group of companies to strengthen the foundation of their retail workforce. It's also to develop training programmes for both manpower and the use of equipment to complement current and future needs, thereby becoming the pioneer to transfer technology in terms of skills development in the retail industry as well as to continuously train staff towards upgrading their standards of performances.

The courses range from one day to six months and consists of 70 per cent on the job / practical modules. There are soft skill courses, such as management courses and self-development, and operational skill courses such as butchering, food handling, retail merchandising and etc. Apart of that, Center of Retail Excellence has also embarked in conducting training programmes for Governmental organisation namely Petronas and FAMA.

In 2007, Human Capital Development has conducted 123 training modules with the total of 942 sessions where attended by 11,115 pax. This includes skills and operational skills programmes.

In addition of conducting trainings, Human Capital Development Department has been entrusted to manage Giant's succession planning and talent management programme. As at to date, we have successfully trained 60 retail managers and 400 management trainees. Ministry of Domestic Trade and Consumer Affairs have endorsed Giant's talent management program.

Mr. Agung Adiprasetyo, graduated from IKIP Sanata Dharma, Yogyakarta in 1982, and holds a Master degree in Business Administration and a Magister Management PPM Institute Of Management, Jakarta. He began his career with The Kompas Morning Daily as an advertising manager in 1984 and several other positions till 1998 where he took up the position of Business Director. In 2006, he was appointed CEO of Kompas Gramedia.

In the beginning of his career as the CEO of Kompas Gramedia, he redefined Kompas Gramedia Corporate Identity and Goals by composing Kompas Gramedia Vision Statement which is:"To be the biggest, the best, integrated and spreaded in South East Asia through knowledge base industry to create well educated society, enlighten and respect to cultural differences and social welfare." This Vision Statement is to strengthen the goal of Kompas Gramedia to go to South East Asia in 2020.

A new tagline, "Enlightening People" and logo for Kompas Gramedia were introduced to strengthen the Corporate Identity. Not only tagline and logo, the company values is redefined also, the 5Cs which stands for Caring, Credible, Competent, Competitive, Customer Delight.

Mr. Agung Adiprasetyo also does some major improvements in management, especially in the Human Resources, Advertising, Circulation, and Financial sectors. Moreover, he proclaimed the year of 2006 to 2008 as Human Resources year in Kompas Gramedia. His vision in Human Resources Development is to create individuals to be a high achiever person, a competitive person, a positive thinker, and has the "can do" mentality.

Major improvements in Human Resources Management that Mr. Agung Adiprasetyo does are: First, he pushes an aligned employee individual vision mission with corporate vision and a transparent employee performance evaluation to increase their productivity and sense of competition by implementing the Balanced Score Card (BSC) and Performance Management System (PM) with Individuals Key Performance Indicators (KPI).

Second, he organises the Kompas Gramedia Management Trainee Program, Management Development Programme for supervisors and staffs, Middle Management Development Programme for the middle managers, and Executive Development Programme for the Board of Directors. These programmes are in purpose of employee development and to search the best among the best. Third, he adopts a modern Human Resources Management by implementing a job evaluation, competitive reward system and fair assessment for all managers in all Business Units.Fourth, he encourages competition and sense of achievement by setting a high target for all BUs to be achieved.

Last, he decides to implement the ERP system (Enterprise Resource Planning). Particularly, one of the modules is the HCM (Human Capital Management) module to improve Kompas Gramedia Human Resources Management Systems.

Hasnah Ismail is an accomplished and dedicated HR professional and she passionately believes in doing her best - constantly tapping the talents of individual unique capabilities to maximise business results.

In other words, her driving mottos are To Do the Right Thing and to always perceive greater value in the task performed. Her career role can be best described as a Change Agent and People Developer.

The basic thrust of developing and motivating people stems from the fact that a valuable employee is nothing more than a person who will do what you want done!

With more than 20 years experience in HR (50-50 consulting vs corporate experience), her expertise covers assignments and work scope in a number of major transformation initiatives for the government-linked organisations (GLCs) as well as Privatised government organisations. She has designed, implemented and led projects which inevitably require structure, process and culture interventions.

Hasnah also frequently conducts hands-on facilitation sessions training various levels of employees in the organization. Her current engagement with one of the large GLCs requires her to develop a Leadership Roadmap which incorporates team building, engagement skills, coaching and mentoring and a customised leadership development programme. She is also designing the top talent management and succession planning.

Hasnah's style of leadership has often been described as dynamic and it will not be absolutely correct if the description is not matched with the words, fun, friendly and flexible! These 3Fs aptly describes the new era of HR which is no longer just boring (dry), unfriendly (IR) and rigid (inflexible). Her corporate HR career allows her to complement the strategic consulting experience with the day to day implementation aspects of making change happen. In short, she is known for her engaging style and possesses a deep skills-set in managing change. She is at the same time sensitive and respectful of the Stakeholder's needs all the time.

Hasnah graduated with a BBA degree from Western Michigan University, USA in 1981 and subsequently proceeded to do her post-graduate studies at University of Dayton, Ohio in 1983. She began her career as an Executive at Malayan Banking Berhad, Economic Research Department, a division under the Corporate Planning Division for about 5 years. Her next move led her to acquire and gain greater insights and Experience in HR, working over the years with the renowned Consulting firms. Armed with that experience, she delved back into the corporate scene and proved to herself that Consultants Can and Do Deliver As Well!

Hasnah is blessed with 5 children; 3 teenage daughters and 2 cheeky young boys. Managing a balanced family lifestyle and a progressing career is without doubt a great challenge and as human beings, we seek the blessings of the Almighty for the divine intervention and guidance always.

A HR practitioner for nearly two decades, Khalis Rahim is an innovative HR professional; coming in with extensive HR experience from the consulting, disk drive, FMCG and semiconductors industries, he engages unconventional approaches in organisation transformation, talent development and change management efforts.

Today, Khalis has been instrumental in Freescale Malaysia's transformational efforts into becoming a high performance organisation. Starting from his own "backyard", he set out to transform his HR organisation from operational to that of a strategic nature. Khalis innovatively developed the line managers to own the daily non-strategic HR roles by leveraging on technology, processes and systems.

A strong proponent of management development, Khalis relentlessly drives the Management and Supervisory Development Programmes for all managers and line supervisors. These programmes have positively impacted gross margins, quality and the building of a high performance culture.

Khalis energetically champions the Talent Mindset in the organisation through development and implementation of Talent Lifecycle Management, cultivating a talent resource for Freescale and our nation. He believes in building an inclusive workplace where everyone's talents are leveraged on. In recognition, Freescale Malaysia was accorded the Most Promising, Caring Employer Award and Exemplary Female Employee (Executive Category) Award in 2007 and recently the Asia Pacific BrandLaureate Award (Manufacturing - Semiconductors), 2008.

With a keen understanding of the business, Khalis helps drive the implementation of Lean Manufacturing - a business strategy enabling operational excellence. Freescale is weaving positive manufacturing yields today and is confident its manufacturing performance will go to the next level.

Khalis architects and drives strategic industrial relations to create a high performance culture within the organization.

Coaching and mentoring are his passion. Khalis invests his weekends in imparting knowledge and sharing experiences with budding and aspiring HR professionals at an institution of higher learning. Khalis also serves as a member of the MEF Industrial Relations panel.

The Contribution to the HR Community Award recognises Mr. Roslan Abdul for his pioneering efforts in Corporate Culture Transformation that bonds people together. As a Sime Darby Vice-President and Head of Sime Darby Business School, his vision for people development, firm belief, dedication, and drive in creating a strong corporate culture led him to found several key HRD programmes such as Corporate Team Based Culture, Performance Driven Culture, Performance Drive Teams, and Team Building Courses, Leadership Development, Senior Management Development, Young Managers Development, Executive Development, Supervisory Development, and, Staff Development. Since then more than 30,000 people have gone through his training programmes, many of whom are in senior positions in the government and corporate world.

Roslan's began his career in 1974 as a Government Officer with Farmers Organisation Authority. In 1975 he went to Louisiana State University in USA to study Agriculture. He joined NST in 1984 as a Training Manager and later join the Sime Darby Group in June 1989, as Manager - Manpower Planning and Development.

In 1992 Roslan initiated the development of Sime Darby Human Resource Development Centre only to rebrand it to the Sime Darby Business School in June 2006. Roslan Razak is known as the teambuilder/trainer a coach, mentor, a friend and an inspiration to all who comes in contact with him. He is the man with a STORI that glues organisations together. STORI, it is the acronym for Sincerity, Trust, Openness. Realisation, and Interdependence, values he inculcated in the employees. The programmes are value based, performance driven, people centered and results focused.

As a HRD blue-blood, Roslan Razak, has contributed to HRD in the Government service, multi national corporations, public listed companies, and small businesses from Malaysia, Singapore, Indonesia, Thailand, Brunei Darussalam, Philippines, USA, South Korea, Hong Kong, China, India, Australia, Sweden, Vanuatu, Fiji and Vietnam.

Roslan is currently pursuing collaboration and partnerships with local and international universities for the betterment of our more than 100,000 employees in Sime Darby.

Tuan Syed Shahir Syed Mohamud became the President of Malaysian Trade Union Congress (MTUC) and that too after contesting for the post four imes; he won the fifth attempt in 2004 – he has faced many challenges. Believing on servant leadership style with proven track record in championing the workers cause, Syed Shahir was reelected to helm MTUC for the 2nd term in 2007 with a comfortable and convincing majority.

Syed Shahir started his career after completing tertiary education as a Mathematics Teacher at his hometown of Raub in Pahang. However, in seeking for greater challenges, he decided to move on to Kuala Lumpur to join the trade union movement in 1975 and signed up as a professional trade unionist and rise to become the Executive Secretary of the National Union of Transport Equipment and Allied Industry Workers (NUTEAIW).

Syed Shahir has been consistence in championing the call for the introduction of legislation to fix on National Minimum Wage at RM 900/- and the provision of Cost of Living Allowance (COLA) of RM 300/- for the public and private sectors in Malaysia. MTUC held several dialogues with the authorities and organized peaceful public demonstrations to press with its claims. It is not the hard negotiations between employers and unions but unions and the Government. In response, the Government on its part has called for restraint and suggested the use of the National Wages Council and Tripartite mechanisms to deal with low wages and salary increases in specific sectors. Syed Shahir, a charismatic orator is immensely popular with family members, friends and union members. As a servant leader, his desire to serve others is first, always encourages collaboration, listening to constructive feedback and ethical use of power and influence!

Dr. Nafsiah Mboi - Walinono, MD. Ped, MPH, was born in Sengkang, Sulawesi Selatan, on 14 July 1940.

Dr. Nafsiah completed her medical education at the Universiy of Indonesia in 1964, where her husband, Dr. Ben Mboi, former Governor of East Nusa Tenggara, also studied. She continued her education with advanced Pediatrics in Belgium and Epidemiology and social pediatrics in the Netherlands. She completed a Master's Degree in Public Health in Belgium in 1990. She was a Takemi Fellow at the Harvard School of Public Health during the years 1991-92.

Before being appointed the Secretary for the National AIDS Commission, Dr. Nafsiah had played a leading role in activities related to the improvement of the quality of health and education in Indonesia. Throughout her career, Dr. Nafsiah has been directly involved in a wide range of efforts to promote gender balance and acceleration of development in many parts of Indonesia.

Previously, Dr. Nafsiah had been a member of the Indonesian Parliament (1992 - 1997) and served as Director of the Department of Gender and Women's Health at the World Health Organization (WHO) based in Geneva, Switzerland (1999 - 2002). She served for some time (1997 - 1999) as a member and then Chair of the United Nations Commission on the Rights of the Child, the first Asian to serve in this capacity.

Dr Nafsiah has been active in HIV and AIDS activities, since the first cases of AIDS were identified in Indonesia. From 2002 - 2006 she served as Senior Consultant on HIV and AIDS to Family Health International (FHI/ASA) working specifically on work in Indonesia's eastern most area of Tanah Papua. She was also active in the technical advisory group of the National AIDS Commission. In that connection one of her most significant achievements was facilitating the birth and later implementation of the Sentani Commitment, (2004) an innovative partnership of Central and Local Government authorities working to promote effective responses to HIV and AIDS in the then 6 most seriously affective provinces.

Dr. Nafsiah has received various awards including the prestigious Ramon Magsaysay Award for Government Service in 1986 which she received together with her beloved husband, Dr. Ben Mboi, for the contributions towards the quality improvement for the development in East Nusa Tenggara province.

Lily Kasoem is the founder and former CEO of PT Lily Kasoem Optikal, a chain of retail optical stores in Indonesia. A member of Soroptimist International, a worldwide organisation for professional women working through service projects to advance human rights and the status of women. Lily also serves on the Board of the Indonesian Red Cross.

2004 - 2006, a the project manager for Soroptimist, Lily was the driving force behind a USD 1.6 million venture to rebuild Lamreh, a village that was devastated by the 2004 tsunami. The reconstruction project, included building 200 houses, a clinic, kindergarten, elementary school, library, women centre, community centre and the village market place.

2006 Founded Yayasan Titian Masa Depan, also known as Titian Foundation. A charity organisation incorporated in Indonesia in 2006. The organisation's primary objective is to promote and assist the progress of basic education for young Indonesians and secondly to aid in heritage preservation.

2006-2007 in the aftermath of the Central Java earth quake, Titian Foundation raised fund to rebuild a school in Bayat which was completely destroyed. In July 2007 an elementary school and secondary school for 1000 children were built and ready. It was inaugurated by the Governor of Central Java.

2007 till now
Over seeing TF projects:

• Micro Credit programme in Lamreh and Pidie, Aceh
• Teachers Quality Improvement Training in Central Java
• Scholarship Programme for High School and Vocational School
• Building new Vocational School in Bayat, Central Java
• Capacity building in the School and the community in Bayat
• Help fund raise for Indonesian Red Cross

Trained as a psychologist, Dr. Saparinah Sadli began her commitment to expanding reproductive health choices for Indonesian women as part of a research team of Indonesia's National Family Planning Board in the 1970s. In the 1980s, as Dean of the Faculty of Psychology, University of Indonesia, she was part of the medical team that established Clinic Raden Saleh, a teaching hospital dedicated to providing quality reproductive health and psychological counseling services, including safe abortion services. In 1989 Dr. Sadli was assigned as the Chair of the first Graduate Women's Studies programme at the University of Indonesia, one of the leading universities in the country. The programme represented one of the first opportunities for Indonesian women to discuss issues pertinent to their lives as women in a university setting in their own country. In 1994, as chair of the Women's Studies programme, Dr. Sadli helped establish the Convention Watch Working Group, a group of academic, professional, and activist women dedicated to ensuring social implementation of the Convention on the Elimination of All Forms of Discrimination Against Women (CEDAW). Since 1999 Dr. Sadli has served as Vice Chair of Indonesia's National Human Rights Commission as well as Chair of the National Commission on Violence against Women. She is also an advisor to the influential Jakarta-based Women's Health Foundation.

"If you do something to women - for example, during times of war or conflict - you enrage their brothers and their fathers. Then there are riots. This happened in May of 1998 in Indonesia at the end of the 32-year Suharto dictatorship, when military forces gunned down four students, and the widespread student demonstrations that followed escalated into mass riots. The media reported that during the days of rioting, women were being raped, but the new government led by Professor B.J. Habibie, Suharto's vice president, disregarded the media reports and took no action to address the rapes. In July of 1998, a group of women academics and activists from religious and non-religious organisations went before President Habibie and presented him with the data on rapes during the riots that had been collected by the Volunteer Humanitarian Group. We asked him to apologise publicly on behalf of the government to the riot and rape victims and their families and to establish a National Commission on Violence against Women. But the President was not impressed. He reminded us that students in Tiananmen Square had been shot dead for protesting and asked us, "How do you know that the rapes actually happened?" So we asked one of the activists in the group to tell him about the women who had been raped who she had met and helped during the riots. Habibie was moved by her report. It reminded him of similar stories he'd heard from his niece, a practicing doctor. He agreed to both of our demands and made a public apology on behalf of the government that same afternoon. This experience showed me that we need more personal stories to convince people in our communities that violence against women is real, and escalating. The statistics are just the tip of the iceberg."