MALAYSIANS INVOLVEMENT IN COUNTERFEIT CARD OPERATIONS IN THE UK

Based on the online news, "Foot Soldiers" and one of the leaders of the organized crime from Eastern Europe for skimming and hidden cameras at ATMs have been caught by the Fraud Squad from both UK City and Metropolitan Police.

One of their greatest bust is a huge delivery of more than 2000 counterfeit cards (Citibank, Standard Chartered, DBS etc complete with Visa/Mastercard, Hologram features and magnetic strip (to store compromised data) for swipe with signature, all without chip/pin facilities (using only swipe) from Malaysia to another young Malaysian man renting a room in North London.

During the raid, search in the room found lists of account numbers, foil to emboss the credit cards and details of regular shipments from Malaysia. If the cards haven't been intercepted, stolen British account details would have been encrypted onto the magnetic strips.

What’s particularly disturbing to me is the involvement of Malaysians in such sophisticated and intricate criminal operations. It’s a stark reminder that the issue isn’t just international, it has local roots too.

I sincerely hope the Malaysian government will urgently re-examine the operations of licensed security printing companies, investigate the possible involvement of bank insiders, and crack down on underground black-market printers, in order to strengthen oversight and prevent further abuse of our financial systems.

#FinancialCrime #CardFraud

According to The Register, a total of 105 individuals suspected of credit card fraud were arrested across Asia and Europe following a complex, months-long investigation spanning two continents.

The operation focused on a syndicate allegedly led from Malaysia, with networks extending into 14 European countries including the UK and Germany that specialized in using counterfeit credit cards to purchase high-value goods.

As part of the coordinated takedown, nine suspects were arrested in Malaysia and 76 in various parts of Europe. The crackdown included multiple raids on targeted locations, including two sites believed to be used for producing “high-quality” counterfeit credit cards.

During the searches, authorities seized approximately 3,000 counterfeit payment cards, along with fake passports, surveillance equipment, jewellery, and large sums of cash.

Cases where money disappear from customer's account - it's not a scam but fraud - By Nik Zafri

Free AI Generated from Google Search 

Disclaimer: This short article is not intended to discredit or generalize all banking institutions. Its purpose is solely to raise awareness and help customers understand the possible risks, as well as the appropriate steps to take should such incidents occur. Responsible banking practices and customer vigilance are both essential in maintaining trust and security.

A bank is expected to serve as a secure and trustworthy place to safeguard one’s money. However, there have been troubling incidents where funds have mysteriously gone missing, not due to scams, but without any clear trace accessible to the customer. In several cases, it was discovered that the theft was committed by the bank’s own staff, representing a serious breach of trust and governance. Such incidents typically involve insider threats, manipulation of internal systems, or exploitation of security vulnerabilities. In response, the bank has taken steps to strengthen its internal controls, enhance staff screening processes, and upgrade its cybersecurity measures.

Not limited to the following, these are some possible fraud cases and how the theft is disguised.

PREVENTIVE MEASURES (many have been adopted by the Banks)

1. Strong Segregation of Duties

• Prevent the same employee from initiating and approving transactions,
• Implement dual or triple controls for sensitive operations.

2. Mandatory Audit Trails

• Ensure tamper-proof, automated, and real-time logging of all activities.
• Logs must be independently monitored.

3. Behavioral Monitoring and AI Alerts

Use AI tools to flag unusual employee behavior (e.g., accessing dormant accounts, frequent manual overrides).

4. Strict Role-Based Access Control (RBAC)

• Limit access to transaction systems based on job role,
• Regularly review access privileges.

5. Regular Reconciliation and Surprise Audits 

• Reconcile customer transactions with system logs daily,
• Conduct surprise audits on branches and back offices.

6. Customer Notification Systems

• Immediate SMS/email alerts for any withdrawal, transfer, or account update.
• Let customers flag unauthorized transactions promptly.

7. Whistleblower Mechanism

• Encourage staff to report suspicious activities anonymously,
• Ensure whistleblower protection.

8. Periodic Penetration Testing and System Audit

• Test the integrity of core banking systems regularly,
• Identify and patch security vulnerabilities.

Real-World Cases

• Employees created millions of unauthorized accounts to meet sales targets.
• Fraud of over $1.8 billion through unauthorized SWIFT transfers.
• Hackers transferred $12 million after gaining access to SWIFT credentials (with suspected insider collusion).

ACTION

If you're a customer suspecting theft, take the following actions:

• Report to the bank immediately in writing - detail the events as much as possible and attach any relevant documents
• File a police report and Bank Negara (if in Malaysia) - ditto - 

Keep all documentation and get written acknowledgement from the bank.

APPLICABLE LAWS/REGULATIONS

• Anti-Money Laundering, Anti-Terrorism Financing and Proceeds of Unlawful Activities Act 2001 (AMLA) - Applies when the money was diverted and later laundered through businesses, banking channels, or cross-border transactions. (e.g. Section 4),
• Malaysian Anti-Corruption Commission Act 2009 (MACC Act) - applies when there is report, suspicion and prove of abuse of power, bribery, or collusion by government or bank officers in the diversion of the money. (e.g. Section 23),
• Financial Services Act 2013 (FSA) - applies when the offense involves commercial banks or financial institutions regulated by Bank Negara Malaysia (BNM).
• Penal Code (Act 574)
• Communications and Multimedia Act 1998 (CMA) - applies when digital systems or networks were used to commit or conceal the crime.

SPECIAL NOTE : UNIQUE CASES YOU MANY NOT KNOW - DESTROYED MONEY THAT IS NOT DESTROYED

it is possible, though extremely rare and difficult to execute, for currency that is meant to be destroyed (burnt, shredded, or withdrawn from circulation) to be illegally diverted and laundered instead. This would typically involve high-level corruption, insider collusion, and breakdowns in oversight within central banks or cash-handling agencies.

1. Currency Destruction Process Manipulation

• Central banks periodically remove old, damaged, or outdated notes from circulation,
• These notes are supposed to be counted, verified, logged, and destroyed (burned or shredded),
• Insiders could falsely record that the currency was destroyed, while actually diverting the physical notes.

2. Collusion Among Officials

This kind of fraud requires multiple layers of insider cooperation.

3. Laundering the “Destroyed” Money

The stolen, undeclared cash could then be laundered

PREVENTION

• Central Bank Controls,
• Serial number tracking of notes meant to be destroyed,
• CCTV surveillance and biometric access to high-security cash destruction zones.
• Random third-party inspections during destruction,
• Use of automated machines that count and shred notes without human contact,
• Auditing and Transparency,
• Real-time logging and cross-verification by independent departments,
• Forensic tracking of serial-number batches after destruction,
• Audit trails retained for a mandatory period, often years.

Real-World Examples (or Similar Cases)

• Some bank officers were caught trying to launder old currency meant to be surrendered and destroyed,
• Allegations arose of old bills being recirculated or exchanged on the black market.
• cases were reported of cash meant for destruction re-entering circulation via insider collusion.

Read More : 

Detecting Fraud in Banking and Financial Institutions

Private Placement Business Scam 

#BankFraudAwareness, #CustomerProtection, #FinancialIntegrity, #InsiderThreat, #TrustInBanking

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Putra Heights Blaze - From Tragedy to Transformation - Suggested Preventive Measures by Nik Zafri

Photo Credit : Adam Amir Hamzah/The Sun - News : Bernama

The Putra Heights pipeline explosion on April 1, 2025, left deep emotional and physical scars in its wake. Though miraculously no lives were lost, 150 people suffered injuries, many severely, and 538 residents were displaced, with homes, vehicles, and a sense of safety devastated in seconds. We extend our deepest sympathies to the victims and affected families, whose courage and resilience have been nothing short of inspiring.

While no single party is at fault, the incident has brought to light systemic gaps in how we plan, monitor, and protect critical infrastructure especially in light of climate shifts and urban development. It is now our collective responsibility to ensure that such an incident does not happen again.

Official Findings (What we know)

1) Cause of Explosion

A multi-agency technical report led by the Department of Occupational Safety and Health and supported by the Department of Minerals and Geoscience confirmed that soil subsidence directly beneath the pipeline caused the engine to shift over time (about 15.9 cm displacement), resulting from weak, waterlogged ground accumulated since installation in 2000. This led to stress fractures and ultimately a rupture, igniting the explosion and fire 

2) No Sabotage or Negligence

Selangor police affirm that investigations found no evidence of sabotage or deliberate negligence 

3) Timeline and Investigation

The executive summary and police review were finalized by June 26, and publicly released today June 30 after Cabinet review

4) Impact and Aftermath

• Initial Explosion (April 1, 2025)
• Occurred at 08:08 am (MST); flames reached up to 30 m and temperatures exceeded 1,000 °C

5) Casualties and Damage

• No fatalities reported
• 150 injured (some with severe burns or smoke inhalation) 
• 538 people displaced; approx. 81 homes destroyed, 81 partially damaged, 57 affected, with others inspected for safety. Around 399 vehicles were damaged

6) Emergency Response

Firefighters fought the blaze for about 7.5 hours; Petronas remotely shut off valves to halt gas flow 

7) Air Quality

Air quality remained safe according to Dept. of Environment monitoring 

8) Preventive Measures

A special committee, including federal and state representatives, Petronas, and technical experts, will frame long-term regulations and remediation strategies to prevent recurrence 

The explosion was a technical failure caused by prolonged ground subsidence not due to sabotage or human neglect. Authorities are now focusing on prevention through enhanced monitoring and regulation.

MY SUGGESTED PREVENTIVE MEASURES

1. Enhanced Geotechnical Monitoring

• Soil Movement Sensors: Install long-term geotechnical instrumentation (e.g., inclinometers, piezometers, settlement plates) along pipeline corridors—especially in soft or reclaimed soils.
• Frequent Soil Surveys: Require periodic subsurface soil investigations in flood-prone or clayey areas to detect early signs of subsidence or liquefaction risk.
• Slope Stability Checks: Especially at elevated or hilly routes where stress transfer from terrain shifts may affect pipeline integrity.

2. Stricter Pipeline Design and Installation Standards

• Flexibility in Joints: Introduce expansion joints or flexibility loops in design for pipelines in unstable ground to accommodate minor ground movement.
• Deeper Embedment and Backfilling Standards: Mandate proper trench design, compacted backfilling, and waterproofing to prevent erosion or waterlogging.
• Use of Corrosion-Resistant and Fatigue-Resistant Materials: Upgrade material standards for pipelines passing through high-risk zones.

3. Improved Risk Mapping and Zoning

• Integrated Pipeline Risk Mapping (IPRM): Combine geological, hydrological, and construction data to map pipeline risks across Malaysia’s network.
• Buffer Zones and No-Build Areas: Enforce regulated setback distances from pipelines, especially in residential or high-activity areas.
• Real-Time GIS-based Alerts: Implement GIS-linked monitoring with AI-based anomaly detection for pipeline behavior and surrounding soil conditions.

4. Regulatory and Planning Reforms

• Revise Existing Standards: Update Malaysian Standards (MS) or PETRONAS Technical Standards (PTS) related to pipeline structural safety and ground stability. (Important)
• Mandatory Reevaluation: Require existing pipeline operators to reassess their old networks, especially pipelines over 20 years old.
• Third-Party Audits: Enforce independent audit and certification of pipeline integrity at defined intervals (e.g., every 5 years).

5. Community Engagement and Emergency Preparedness

• Public Awareness Campaigns: Educate residents and local governments near pipelines on signs of danger (e.g., ground cracks, gas smell, water seepage).
• Evacuation and Fire Drill Protocols: Standardize rapid response SOPs for towns located within 300–500 m of major pipelines.
• Community Alert Systems: Use SMS, sirens, and apps to broadcast real-time updates in case of pipeline incidents.

6. National Database and Pipeline Integrity Management System (PIMS)

• Digital Registry of Pipelines: Centralized data on location, installation date, soil profile, maintenance history, and inspection logs.
• Machine Learning for Failure Prediction: Use AI to assess failure probabilities based on age, terrain, and historical stress records.
• Annual Reporting Obligations: Pipeline owners to submit condition reports annually to DOSH or the Energy Commission.

7. Climate Resilience Integration

• Hydrogeological Resilience: Ensure pipelines are designed to withstand increasing rainfall, flooding, or underground water table rise due to climate change.
• Green Infrastructure: Promote drainage upgrades, rain gardens, or dewatering measures to manage moisture near buried pipelines.

CONCLUSION

The Putra Heights incident was more than an explosion it was a wake-up call. One that reminds us that beneath every pipeline, every system, are lives, homes, and communities. Let this tragedy not be remembered for its flames, but for the reforms it sparked.

We stand in solidarity with every victim and every family affected. May their experience not be in vain, but serve as the foundation for a safer, more resilient Malaysia. Let us turn sorrow into resolve and ensure that from this painful moment, lasting safety, compassion, and accountability emerge.

Corruption and Bribery in the Construction Industry: Why It Fails, and What Must Be Done - by Nik Zafri

Introduction

The construction industry, often regarded as the backbone of economic development, is paradoxically one of the sectors most vulnerable to corruption and bribery. Despite various policies, codes of conduct, and public declarations of integrity, corruption often persists, undermining project quality, safety, timelines, and public trust. But why does corruption continue to fester, and why do conventional methods often fail to curb it?

A) Why Corruption and Bribery Persist in Construction

1. Complex Supply Chains and Multiple Layers

Construction projects involve numerous stakeholders, clients, consultants, contractors, subcontractors, suppliers, and regulators. This multilayered structure creates opportunities for bribes and kickbacks at many points, from procurement and tender evaluations to approvals and inspections.

2. Large Capital Involvement

Projects involve significant sums of money, making them attractive targets for unethical behaviour. A small percentage of a multi-million-dollar contract in the form of a bribe may seem negligible to perpetrators but can have massive consequences on project outcomes.

3. Lack of Transparency

Poor documentation, verbal agreements, and vague decision-making criteria allow corrupt practices to go unnoticed. Many construction companies lack robust systems for recording or tracking transactions in a transparent and auditable way.

4. Culture of Silence and Normalization

In some organizations or regions, bribery is seen as a "cost of doing business." When corruption becomes normalized, reporting mechanisms become weak, and whistleblowers are reluctant to come forward for fear of retaliation or career sabotage.

5. Ineffective Enforcement and Monitoring

Internal audits or ethics committees often lack the independence, authority, or resources to investigate wrongdoing thoroughly. Additionally, some investigations are symbolic rather than substantive, giving the appearance of action without impact.

B) Why It Doesn’t Work in the Long Run

Corruption and bribery may offer short-term gains, but they inevitably compromise:

Corruption is not sustainable. Eventually, it corrodes the ethical foundation of the organization, leads to internal disputes, and attracts regulatory scrutiny. In many cases, companies suffer long-term reputational and financial damage.

C) What Should Be Done to Minimize the Problem

1. Tone from the Top (A Strict One)

Leadership must take a firm stance against corruption. Ethical behaviour should be modelled by top management and incorporated into performance KPIs.

2. Institutionalize Policies

Robust anti-bribery and corruption policies must be formalized, communicated clearly, and integrated into day-to-day operations. They should define:

a) What constitutes bribery?

b) Prohibited behaviours

c) Reporting mechanisms

d) Penalties for non-compliance

3. Employee Training and Awareness

Staff at all levels, including field workers, must receive regular training on recognizing and responding to bribery attempts. Scenario-based sessions can help build moral reasoning and resilience.

4. Implement Whistleblower Protection

Safe and anonymous channels for reporting wrongdoing must be established and maintained, with guarantees of no retaliation.

5. Procurement Transparency

Tender processes, supplier evaluations, and contractor selections must be governed by clear, transparent, and auditable criteria. Digital tools and e-procurement systems can reduce manipulation.

D) Is ABMS Certification the Answer?

Yes but with a caveat.

 1) What is ABMS (Anti-Bribery Management System)?

ABMS, particularly ISO 37001, is an international standard that specifies requirements and provides guidance for establishing, implementing, maintaining, reviewing, and improving an anti-bribery management system. It can be applied in public, private, or non-profit sectors.

2) Why ABMS Helps?

• It introduces a structured approach to identifying bribery risks,
• It enhances governance, accountability, and control,
• It increases investor and client confidence,
• It protects the organization from legal consequences by demonstrating due diligence.

However, certification is not a silver bullet. It must be supported by strong internal commitment and follow-through mechanisms.

3) Proactive Risk Assessment

Before corruption occurs, identify where it is most likely to happen.

A strong ABMS starts with assessing risks based on:

• Geographical and political exposure,
• Project scale and budget size,
• Third-party and subcontractor involvement,
• Previous incidents or audit findings

 Purpose:

• To prioritize resources and controls where risks are highest,
• To inform policies, procurement strategies, and contract terms,
• To prepare preventive measures before issues arise

 Risk assessments should be:

• Conducted regularly (at least annually or when entering a new market/project),
• Reviewed during key project lifecycle phases (design, procurement, execution, closing),
• Aligned with ISO 37001 and enterprise risk management (ERM) frameworks

 3) I'm certified!! What Next?

 1. Continuous Monitoring

• Internal Audits: Conducted periodically to assess adherence to anti-bribery controls,
• External Audits: Annual or bi-annual reviews by certification bodies,
• Compliance Reviews: Spot checks, data analysis, and third-party interviews.

 2. Determining the Root Cause

When a potential bribery incident or control failure is detected, organizations must conduct a root cause analysis to determine:

• What went wrong
• Why it happened
• Where the system, process, or culture failed

This step ensures that the issue is addressed not just superficially but at its core preventing recurrence.

 3. Corrective and Preventive Actions

Non-compliances must trigger documented investigations, root cause analysis, and corrective action plans.

4. Stakeholder Engagement

Suppliers and subcontractors must be made aware of the company’s anti-bribery stance and policies. Contracts should include integrity clauses with consequences for violations.

5. Periodic Risk Assessment 

Bribery risks must be reassessed based on changes in geography, regulatory environment, project size, or political climate.

6. Ongoing Training

Training is not a one-off event. Refreshers, updates, and role-specific modules must be incorporated into annual plans.

7. Simulated Case Studies

Disclaimer 

The following case studies are simulated scenarios developed for educational and illustrative purposes only. Any resemblance to actual persons, organizations, projects, or events, past or present is purely coincidental. These examples are intended to highlight common risk patterns and responses related to corruption and bribery in the construction industry.

1. Complex Supply Chains and Multiple Layers

Case Study: “The Subcontractor Shuffle”

In a government hospital project, the main contractor appointed a series of shell subcontractors linked to one of their project managers. Work was routinely re-subcontracted, causing miscommunication and poor supervision. Despite obvious issues with safety and workmanship, payments were approved because the internal quality assurance engineer was being paid under the table to look the other way.

Impact:

• Cracked floor tiles, unstable door frames,
• Overruns in both time and cost,
• Regulatory red flags due to inconsistent records,

2. Large Capital Involvement Attracts Bribery

Case Study: “The Inflated Bridge”

A regional bridge project had a budget of RM180 million. The tender was awarded to a contractor who promised a “token of appreciation” to several selection committee members. The bid was 12% higher than the lowest technically qualified bidder.

Impact:

• Auditor-General’s Office flagged the discrepancy,
• Public outcry led to suspension of the project,
• Contractor blacklisted; government agency reputation damaged

3. Lack of Transparency

Case Study: “Verbal Approvals Only”

In a mixed-use development, approvals for site variation orders were made verbally. The contractor quietly paid off the site engineer and billed for over RM5 million in undocumented extras. There were no audit trails, only WhatsApp messages.

Impact:

• Internal audit found no written approvals,
• Project Director was reassigned pending investigation,
• Clients demanded full refund and compliance audit

4. Culture of Silence

Case Study: “Keep Quiet or Quit”

A junior site supervisor discovered that electrical wiring was being sub standardly installed due to a cost-cutting deal between the M&E subcontractor and the main contractor. When he raised concerns, he was told to “keep quiet or leave.”

Impact:

• Supervisor resigned and anonymously reported it,
• After media exposure, the project was delayed 8 months,
• The contractor was sued for negligence after a small fire broke out during testing

5. Ineffective Enforcement and Monitoring

Case Study: “The Fake Audit”

An in-house compliance officer completed a “paper audit” for an ISO-required annual review. The checklist was pre-filled, and interviews were skipped. Meanwhile, bribes were actively flowing in the materials procurement division.

Impact:

• Whistleblower reported it to the certification body,
• ISO certification was suspended,
• Clients froze all pending payments until re-audit

6. Leadership with No Ethical Stance

Case Study: “The Director’s Deal”

A construction firm’s Managing Director openly told staff to “play the game” when dealing with authorities and clients. Kickbacks became normalized, with staff accepting “entertainment allowances” from suppliers to push certain products.

Impact:

• Junior engineer leaked documents to media,
• Several public clients cut ties,
• Key staff left, citing toxic leadership and legal risks

7. Failure to Institutionalize Policies

Case Study: “Policy? What Policy?”

Despite having an Anti-Corruption Policy document, it was never socialized, trained, or enforced. A site agent accepted RM10K to expedite inspection sign-offs, causing later structural issues in a residential block.

Impact:

• Building owners filed lawsuits,
• Company settled with RM4 million payout,
• Insurance provider declined coverage due to internal failure

8. Weak Whistleblower Protection

Case Study: “Whistleblower Retaliation”

A procurement assistant exposed an inflated invoice scheme and was subsequently transferred to a remote site without internet access. The company later claimed it was part of “routine rotation.”

Impact:

• The whistleblower filed a complaint with MACC,
• The company was investigated and fined,
• ABMS certification was denied for “failure to uphold whistleblower protection”

9. Lack of Transparent Procurement

Case Study: “The ‘Preferred’ Vendor”

One supplier continued to win supply contracts despite higher pricing and poor delivery. A forensic procurement review later revealed that the vendor had been entertaining project staff with trips and gifts.

Impact:

• Vendor contract cancelled,
• Procurement team reshuffled,
• Company committed to e-tendering platform rollout

10. ABMS Introduced - But No Follow-Through

Case Study: “Certified but Corrupt”

A civil engineering firm achieved ISO 37001 (ABMS) certification but treated it as a checkbox exercise. No internal audits were performed, and training was skipped to “save time.” Bribery quietly continued under the surface.

Impact:

• Internal whistleblower triggered a surprise audit,
• Certification body withdrew ISO status,
• Client dropped the firm from shortlist for a major rail project

 11. Effective Post-Certification Monitoring (Positive Example)

Case Study: “The Turnaround”

A Malaysian construction company faced multiple bribery allegations in the past. After serious reflection, it implemented ISO 37001, conducted quarterly audits, established an ethics hotline, and rotated procurement staff every 12 months.

Impact:

• Staff confidence and client trust increased,
• No bribery cases reported in 3 years,
• Successfully won government contracts due to enhanced reputation

E) WHAT THESE CASES TEACH US? 

Each case reflects a broader principle:

• Without systems, corruption thrives,
• Without culture, systems fail,
• With both, trust and performance grow.

Implementing ABMS is a powerful step, but true transformation lies in consistency, integrity, and leadership accountability.

F) CONCLUSION

Corruption and bribery in the construction sector are deeply entrenched but not insurmountable. While external forces such as enforcement and regulation play a role, the real change must start from within through leadership, policies, culture, and systems. ABMS certification provides a powerful framework, but it is the continuous commitment to ethical behaviour and accountability that will define long-term success. In the end, integrity isn't just good ethics, it's good business.

 

Building Resilience Through Business Continuity and Integrity Management (BCIM)

In today’s volatile world, organizations are increasingly vulnerable to disruptions that threaten their operations, reputation, and financial standing. From cyberattacks and natural disasters to regulatory crackdowns and global pandemics, businesses must proactively prepare to face the unexpected. This is where Business Continuity and Integrity Management (BCIM) comes into play – a strategic framework designed to sustain operations and protect ethical integrity in the face of adversity.

1.0 Understanding BCIM

Business Continuity and Integrity Management (BCIM) is an integrated approach combining Business Continuity Management (BCM) and Integrity Management, including elements like anti-corruption practices, compliance, and organizational ethics. While BCM focuses on operational resilience, Integrity Management ensures that recovery and continuity are upheld with ethical accountability.

2.0 The Case for Integration

Traditionally, business continuity and integrity initiatives were managed in silos. However, recent disruptions have shown that unethical conduct during crises can severely damage trust and reputation. For instance, cutting corners during supply shortages or manipulating data during audits can unravel an organization’s standing faster than the disruption itself. Thus, integrating BCM and Integrity Management isn't just best practice – it's a necessity.

3.0 Core Components of BCIM

• Risk and Impact Assessment - Identifying critical operations, their vulnerabilities, and the potential ethical implications during recovery,
• Continuity Planning - Developing comprehensive recovery strategies that include transparent decision-making processes, accountability, and stakeholder communication.

4.0 Compliance and Ethics

Embedding frameworks like ISO 37001 (Anti-Bribery), ISO 37301 (Compliance Management), ISO 22301 (BCM), and Environmental, Social, and Governance (ESG) principles ensures systematic alignment and responsible governance.

5.0 Training and Awareness

Regular training sessions not only prepare employees to act swiftly but also reinforce a culture of integrity, especially during emergencies.

6.0 Testing and Evaluation

Periodic tabletop exercises and scenario testing should include both continuity and ethical decision-making stress tests.

7.0 Benefits of BCIM

• Operational Resilience: Faster and structured recovery.
• Reputation Management: Trust is maintained even during crisis.
• Regulatory Compliance: Stronger positioning during audits and legal scrutiny.
• Cultural Strength: Promotes ethical behavior as a core value.

8.0 Moving Forward

As business environments grow more complex and interconnected, the fusion of continuity and integrity functions is no longer optional. 

Organizations that invest in BCIM are not only better prepared to face crises but also to emerge from them stronger, more transparent, and more trusted.

BCIM is not just about survival - it's about sustainable resilience. In an age of unpredictability, it provides the moral compass and operational roadmap every responsible organization needs.

THIS IS REALLY EMBARASSING (FROM THE LENSE OF NIK ZAFRI)

There have been increasing reports of Malaysians traveling abroad on tourist visas with the actual intention of seeking employment. In some cases, individuals have been caught attempting to smuggle food items and prohibited substances, including illicit materials stored on their mobile devices. When questioned by immigration or border control authorities, some resort to weak or implausible excuses, claiming they do not understand English or blaming their parents for packing their bags without their knowledge.

There are also cases where travelers carry large amounts of undeclared cash or attempt to bypass customs checks by using the “Nothing to Declare” green lane, wrongly assuming they can avoid scrutiny. Such actions are serious offences in many countries and are often met with firm enforcement measures.

These behaviors not only violate the laws and regulations of the host countries but also tarnish the international image of Malaysian travelers. Offenders may be detained for various immigration or criminal offences, have their visas cancelled, be denied entry, or even be blacklisted from returning to those countries.

While the vast majority of Malaysians travel responsibly and comply with immigration and customs requirements, a small but concerning minority continues to underestimate the vigilance and authority of international border forces. The consequences of such misconduct are severe and can include legal prosecution, confiscation of goods or currency, and long-term restrictions on international travel.

Public education and greater awareness are essential to prevent these incidents. Travelers must understand that compliance with foreign laws is not optional and that dishonesty at border checkpoints can have lasting personal and national repercussions. POSTING 2 - PLACING PATRIOTISM AT THE RIGHT PLACE

This post is not meant to embarrass anyone. A friend of mine recently interviewed a postgraduate candidate from a reputable local public university. The candidate’s CV, written in English, reflected strong academic credentials and impressive experience. However, during the interview, it became apparent that the candidate lacked sufficient English communication skills, despite the fact that the role requires frequent travel to countries where English is the primary language.

(I chose not to mention that some CVs today may be enhanced using AI tools - something I don’t necessarily object to, provided the candidate genuinely understands the content they present) Anyway, my friend eventually selected another candidate to join the engineering team for a major construction project overseas.

Interestingly, the previously interviewed candidate questioned why the interview was conducted in English, even going so far as to suggest that my friend should have spoken to him in "Bahasa Ibunda", Bahasa Malaysia. I prefer not to comment further, as I am equally proficient in both Bahasa Malaysia and English. However, it seems clear that the candidate did not fully grasp the nature and requirements of the project, and instead made an unfounded accusation about my friend’s patriotism.