A MOMENT OF CONTEMPLATION

I’ve learned that silence by the sea speaks louder than crowds, as the wind steadies my steps and the stars remind me why I began, and when the path feels uncertain, faith becomes my compass, while every stone beneath my feet reminds me how far I’ve come.

MISREPRESENTATION OF "PROFESSIONAL"

Apart from genuinely capable people, there are also individuals who present themselves as “experts” or “professionals” using convincing profiles for the purpose of misleading others. Such misrepresentation can affect the credibility of legitimate professionals.

I have no issue associating with or working alongside former convicts who have genuinely turned over a new leaf, my concern lies with the vague and misleading representation of “professionals” today that is used to deceive others.

A MATTER OF PERSPECTIVE

We have lived through many eras and witnessed significant change and progress. Across these periods, sensitive issues surrounding race, religion, and politics have always existed. Some choose to remain distant, leaving such matters to those in authority be it institutions or politicians. Others feel compelled to look deeper, to understand and share their perspectives.

History, however, cannot be rewritten, nor can its roots be removed; they exist for a reason, perhaps to test our faith or to remind us to accept destiny as it unfolds. Ultimately, the choice is ours. Yet we know best how to safeguard our faith, uphold the dignity of our people, and decide for ourselves whether to accept or reject any political ideology or faction

Perspective is a powerful tool, yet it can also become a weakness, especially when it narrows our view, causing us to focus on minor details while missing the bigger picture.

How to Conduct a Proper and Productive Business Meeting

Disclaimer: The points highlighted here serve as a sample framework. Different industries may adopt varying styles, but most of the guidance provided can be adapted and incorporated to enhance the effectiveness of your meetings.

Business meetings are essential for aligning teams, reviewing performance, making strategic decisions, and solving operational issues. However, many meetings end up being unproductive, taking too long, going in circles, or dominated by arguments without actionable outcomes. Conducting meetings in a structured, result-oriented manner ensures time is used effectively and objectives are met.

COMMON SIGNS OF AN UNPRODUCTIVE MEETING

• Excessive Duration: Meetings that drag on for hours without a clear purpose cause fatigue and disengagement. While in some emergency situations longer meetings may be necessary, it is important to include breaks to maintain focus and prevent burnout,

• Repetition of Topics: Rehashing the same discussions wastes time and frustrates participants,

• Excessive Arguing: Prolonged debates without resolution stall progress. The Chairperson must act as a moderator, ensuring discussions remain focused. Issues that cannot be resolved during the meeting should be documented and addressed outside the meeting or carried forward to the next session only if necessary.

• Lack of Preparation: Participants who come unprepared cause delays and incomplete discussions. When the meeting notice is sent in advance, participants are expected to be fully prepared. Not all matters need to be reported, omit items that are unnecessary to present and focus only on actual progress.

• No Clear Outcomes: Decisions or next steps are not documented, leading to confusion post-meeting.

PRE-MEETING PREPARATION

• Meeting Notice: Send a formal notice to all department heads well in advance, clearly stating the date, time, location, and agenda. If a department head cannot attend due to another important assignment, they should send a representative. However, if more than 2–3 department heads are unable to attend, they must provide valid reasons and solid justification for rescheduling the meeting to a more suitable date,

• Distribution of Previous Meeting Minutes: Circulate the minutes of the last meeting before the new session. (See below : Conducting the Meeting)

• Agenda Setting: Include the following items in the agenda:

1. Arising matters from each department (GM, HR/Training, Tender, Finance and Administration, Marketing, Contracts/Legal, Operations, QA/QC, Safety), 

2. Presentation of Audit and Assessment Results: Present findings from various audits and assessments, which may include internal QHSE audits and inspections, HIRARC or project risk assessments, financial audits, due diligence, HR/Industrial Relations/Disciplinary and Training Reports and other relevant evaluations. Highlight key observations, root causes of issues, and areas requiring corrective or preventive action, ensuring that actionable insights are clearly communicated to all relevant departments, 

3. Corrective and Preventive Actions, Risk Mitigation and Improvement plans

CONDUCTING THE MEETING

• Opening: The meeting should start on time, with the Chairperson summarizing the agenda or delivering a short keynote address,

• Review of Previous Minutes: Confirm passing of last meeting’s minutes and track any actions taken. Approval/Passing Proposals should be confirmed by at least two attendees to ensure consensus. If revisions are needed, such as rewording or adding facts and evidence, the Secretary must take note and make the necessary updates before the minutes are officially issued, 

• Arising Matters: Each department presents updates:

1. Try to solve at least 4 issues (out of 10) during the meeting, focusing on matters with sufficient data and clarity. Issues lacking adequate data or input can be deferred to the next meeting,

2. Presenting Audits and Assessments: Share audit findings, performance metrics, or assessments clearly, identify root causes of any gaps or issues, propose corrective actions (to fix current issues) and preventive actions (to avoid recurrence), Risk Mitigation Discussion: Departments highlight risks, propose solutions, and agree on implementation responsibilities,

3. Decision Making: Ensure actionable items are assigned to responsible individuals with clear deadlines. When setting deadlines, they must be both measurable and achievable. Separate ad hoc meetings can be scheduled to monitor progress if needed. Deadlines should be realistic and based on the issues being addressed, avoiding overly ambitious targets. New announcements or changes in the system should be presented under “Any Other Matters,” usually at the end of the meeting.

KEY PRACTICES FOR PRODUCTIVITY

1. Time Management: Allocate specific durations to each agenda item to prevent the meeting from overrunning. The Chairperson should highlight this in their opening remarks, briefly explaining the importance of staying on schedule to ensure all topics are addressed efficiently,

2. Facilitated Discussions: The Chairperson should moderate discussions, keeping arguments focused and constructive,

3. Documentation: Record all decisions, actions, deadlines, and responsible parties in real-time. While not always mandatory, the Chairperson (often the MD) or the Secretary should inform participants if the meeting is being recorded whether by video, audio, or another recording device to ensure transparency and accountability. Department heads may also request permission to record the meeting, but confidential or sensitive information should not be shared with their staff,

4. Follow-Up: Circulate meeting minutes promptly after the meeting, highlighting unresolved issues for the next session,

5. Limit Attendees to Relevant Parties: Only individuals who are directly responsible or involved in decision-making should attend meetings. Representatives attending on behalf of a department/HOD must maintain confidentiality and respect the sensitivity of issues discussed, and should not share details with other staff or peers. It is advisable for representatives especially new attendees or those unfamiliar with such meetings to discuss meeting etiquette and protocols with their HOD beforehand,

6. Use Visual Aids: Utilize charts, dashboards, and slides to convey information clearly and efficiently. Ensure that all analyses are supported by genuine data, avoid presentations that may look visually appealing but lack substantive content or actionable insights.

POST-MEETING ACTIONS

• Track progress on assigned tasks and review them in the next meeting,

• Ensure unresolved issues are revisited with additional data or proposals,

• Conduct periodic post assessment of meeting effectiveness to continuously improve outcomes.

CONCLUSION

A proper business meeting is structured, concise, and solution-oriented. By preparing in advance, focusing discussions on actionable items, and documenting decisions effectively, organizations can transform meetings from time-consuming obligations into powerful tools for strategic progress and operational efficiency.

KINDNESS CAN BE COMPLICATED THESE DAYS

(Image for illustration purposes only)

I recall an incident in early 2020, just before the MCO. It was around 7.00 pm, and I was waiting for a Grab in front of a school. A small girl, perhaps in Year 2, approached me, visibly frightened and close to tears. She said her mother, a single parent, had forgotten to pick her up.

I cancelled my Grab. By chance, a bus arrived, so I paid for both of us and stayed close to her. I chose the bus deliberately, so there were witnesses, and even informed the bus driver of the situation. I did not send her home myself, as I didn’t want to create any misunderstanding. When she reached her stop, she said her house was nearby.

Kindness feels complicated these days, but I’m grateful she made it home safely. As for her predicament, I honestly don’t know who to blame.

The Technical Problem That Can’t Be Fixed by Technology

Problem Statement - Modern flood mitigation systems fail even when designed correctly, funded adequately, and maintained to specification.

The Fascinating Part - In many cities, flood control infrastructure, retention ponds, culverts, sensors, early-warning systems, and drainage networks meets international engineering standards.

Hydraulic models are accurate. Rainfall data is available in real time. Yet flash floods still occur with devastating regularity.

Why? Because the system’s weakest component is not concrete, steel, or software. It is HUMAN BEHAVIOUR.

Where the “Technical” System Breaks

Drains engineered for design flows are deliberately obstructed, not by failure but by people disposing of food waste, plastics, construction debris, and even furniture into drains.

Flood retention areas are technically preserved on paper but socially repurposed into parking spaces, informal markets, storage yards, or illegally built structures.

Early-warning alerts are issued correctly but ignored due to alert fatigue, distrust of authorities, or the belief that “it won’t happen to me.”

Maintenance schedules exist but are bypassed when inspectors falsify reports, contractors rush jobs, or communities resist temporary disruptions.

The Eye-Opener

Engineers can calculate a 100-year storm. They can design a culvert for peak discharge. They can install sensors, alarms, and redundancies.

But no equation can compensate for:

- A shop owner blocking a drain to stop smells

- A resident throwing waste because “everyone else does”

- A driver ignoring barricades to save five minutes

- A community normalising small violations until they become systemic failures

The Real “Root Cause Analysis”

When floods happen, post-mortems often blame:

Climate change, extreme rainfall, inadequate design standards, but the uncomfortable truth is this:

Many disasters are NOT engineering failures. They are behavioural compliance failures embedded inside technically sound systems.

Why This Changes How We See “Technical Problems”

This problem cannot be solved by bigger drains, smarter sensors, higher walls, more data but it requires :

- Changing social norms, enforcing accountability consistently

- Designing systems that assume non-compliance

- Aligning incentives so good behaviour is easier than bad behaviour

SO

The most advanced infrastructure will always fail if human behaviour is treated as an external variable instead of a core design parameter.

The paradox?

The system works perfectly until people behave normally.

That is the technical problem no technology alone can fix.

Unlocking ESG Funding in Malaysia: The Role of NPOs, UN Grants, and Carbon Markets

SUMMARY

Sustainability is fast becoming mainstream for businesses and civil society alike. In Malaysia, Environmental, Social, and Governance (ESG) initiatives are supported by a mix of international grant funds, domestic financing mechanisms, and market-based instruments such as carbon trading. However, accessing United Nations (UN) grants and similar international funds isn’t straightforward for private companies. Instead, non-profit organizations (NPOs) and partners must act as intermediaries in grant applications, while companies bring technical expertise as project implementers.

This article outlines:

• Key UN-linked ESG funding sources and grant amounts,

• Why companies cannot directly apply for UN grants,

• Malaysia’s regulatory and carbon market landscape,

• Practical steps for collaboration,

• Misconceptions, fraud risks, and safeguards

1. UNDERSTANDING ESG FUNDING : UN GRANTS AND MALAYSIA SDG TRUST FUND

One of the most notable mechanisms in Malaysia is the Malaysia-UN SDG Trust Fund, jointly administered by the UN and the Yayasan MySDG (supported by the Ministry of Finance Malaysia )

Grant Amounts and Scope

• Total funding pool: ~USD 3.6–4.0 million per call (approx MYR 15–17 million),

• Individual project grants: Range from USD 100,000 to USD 500,000 per project.

• Project duration: Typically 6–18 months.

• Projects include healthcare access, water and sanitation initiatives, sustainable agriculture, and community empowerment programs.

Additional funding may be available via UNDP capacity building grants, supporting social enterprises and MSMEs (~USD 6,750 per entity), although these are smaller in scale.

2. WHY PRIVATE COMPANIES CANNOT DIRECTLY APPLY FOR UN GRANTS

UN and multi-partner trust funds are designed to support public benefit outcomes, not direct corporate profit:

• Eligibility: Only NPOs (Non-Profit Organization), NGOs (Non-Governmental Organization), academic institutions, or UN agencies can apply as lead entities,

• Purpose alignment: Projects must demonstrate measurable SDG impact,

• Implementation structure: NPOs act as lead applicants and fiduciaries, while private companies serve as technical partners under contract.

Implication for Malaysian companies: Collaboration with an experienced NPO is mandatory to access UN-linked ESG funding.

3. MALAYSIAN REGULATORY LANDSCAPE : MONEY FLOW AND COMPLIANCE

A. Bank Negara Malaysia (BNM) and Financial Reporting

• Cross-border fund transfers must comply with foreign exchange documentation,

• Reporting ensures compliance with anti-money laundering (AML) and counter-terrorism financing (CTF) regulations.

B. Tax and Accounting

NPOs receiving grants are generally tax-exempt, but fees paid to private companies must comply with corporate tax and invoicing rules.

Transparent contracts and audited financial reporting are essential.

C. Audit and Transparency

NPOs must maintain robust financial controls; corporate partners must align internal accounting with project reporting requirements.

4. Bursa Malaysia CARBON EXCHANGE (BCX) : ANOTHER ESG FUNDING AVENUE

BCX enables the trading of voluntary carbon credits and renewable energy certificates (RECs), providing a market-based funding mechanism to complement grant funding.

• Revenue generation: Companies can monetize validated emissions reductions,

• Project validation: NPOs can assist in meeting BCX verification requirements,

• Complementary financing: Carbon credits supplement UN grant funding, enhancing project viability,

Other agencies involved include Department of Environment Malaysia ( JABATAN ALAM SEKITAR MALAYSIA , Securities Commission Malaysia , and local NPO/validation partners.

5. The Malaysian ESG Ecosystem: Agencies and Platforms

• Department of Environment (DOE): Environmental compliance and project validation,

• Securities Commission Malaysia: Oversight of voluntary carbon markets,

• MySDG Foundation and UN partners: Administer grant processes and SDG alignment,

• Bursa Malaysia and BCX: Carbon trading and climate-aligned investment products.

This ecosystem enables Malaysian entities to combine grant funding, regulatory support, and market-based revenue streams.

6. TYPICAL STRATEGIES FOR SUCCESSFUL ESG PARTNERSHIPS

7. MISCONCEPTIONS AND RISKS : UN GRANTS, CARBON CREDITS AND FRAUD

Many in Malaysia overestimate the ease of accessing UN grants and carbon market revenue, leading to unrealistic expectations and exposure to fraud.

Common Misconceptions

• “UN grants are easy to obtain.” Reality: Highly competitive and project-specific,

• “Carbon credits automatically generate revenue.” Reality : Only properly validated projects can issue credits for trading.

Fraud and Scam Risks

• Fake grant offers: Fraudsters may request advance fees or personal information,

• Carbon credit scams*: Selling unverified or non-existent credits is a common fraud,

• Unregistered NPO intermediaries: Using unaccredited partners can result in lost funding or compliance issues.

Carbon credit scams involve fraudulent schemes where fake, overstated, or worthless carbon credits are sold, often promising high returns but leaving investors unable to sell them, exploiting loopholes in the largely unregulated green investment market through misleading claims, fabricated projects, or misuse of government logos for crypto schemes, leading to significant financial loss while undermining genuine climate efforts. Common types include "ghost credits," "double counting,", selling credits for projects or crypto-related scams that aren't real reductions. 

How They Work

• High-Pressure Tactics: Unsolicited calls/emails, pressure to invest quickly, promises of unrealistic returns,

• Misleading Claims: Marketing as "the new big thing," exploiting government focus on green initiatives,

• Fake Certifications: Using voluntary certifications that lack strong oversight or recognition

• Lack of Liquidity: Investors buy credits but can't find buyers to sell them to later. 

How to Protect Yourself

• Be Skeptical: Be wary of unexpected offers, especially those promising quick profits or using government-like branding.

• Verify Contact: If a government agency is involved, contact them directly using official numbers, not from the scam email/call.

• Seek Advice: Get independent professional financial advice before investing.

• Check Regulation: Understand that the carbon market isn't fully regulated, meaning no compensation if you lose money.

• Demand Transparency: Ask for detailed, verifiable information about the underlying project. 

Real-World Examples

• A billion-euro fraud involving so-called "Chinese Projects" approved under a German scheme. Investigations showing over 90% of credits from top providers like Verra might be worthless. 

While carbon credits aim to fight climate change, the market is vulnerable to fraud; always verify the legitimacy of projects and be wary of aggressive sales tactics to avoid being scammed. 

Safeguards

• Verify all funding sources through official UN or BCX channels

• Partner only with NPOs with proven track records,

• Conduct rigorous due diligence and internal training.

ESG funding is valuable but not “easy money.” Structured partnerships, verification, and regulatory compliance are essential.

8. SAFEGUARDS AGAINST FUND MISUSE

There have been cases where grant funds were misused, either redirected to unrelated projects or used for personal benefit. To protect organizations and stakeholders, the following safeguards are critical:

Common Misuse Scenarios

• Funds diverted to unrelated corporate or NPO activities,

• Payments used for personal lifestyles or non-project purposes,

• Poor documentation enabling undetected misappropriation.

Available Safeguards

• Auditing and Financial Oversight – Independent and internal audits track fund allocation,

• Clear Contractual Agreements – Define roles, responsibilities, and fund usage with disbursement tied to project milestones,

• Monitoring, Evaluation, and Learning (MEL) Frameworks – Ensure funds are linked to measurable outcomes,

• Transparency and Public Reporting – Public disclosure of budgets, activities, and results enhances accountability,

• Regulatory Compliance – Adhere to BNM, LHDN (Lembaga Hasil Dalam Negeri) , and Companies Commission Of Malaysia / Suruhanjaya Syarikat Malaysia (SSM) regulations; non-compliance risks funding loss and legal consequences.

• Capacity Building and Training – Financial management and governance training reduces misuse risk.

9. CONCLUSION : A PATHWAY FOR IMPACT AND SUSTAINABILITY

UN and related ESG funds provide meaningful opportunities for Malaysian ESG projects, but access is contingent on NPO partnerships, compliance, and robust project design. Complementary mechanisms like Bursa Malaysia Carbon Exchange enhance project viability, enabling companies and NPOs to create measurable environmental and social impact.

10. CALL TO ACTION

For Corporate ESG Teams:

• Identify credible NPO partners with UN funding experience,

• Explore pilot projects that deliver measurable ESG outcomes and carbon credits.

For NPO Leaders:

• Strengthen grant proposal capabilities aligned with SDGs,

• Maintain transparent governance to support corporate partnerships.

For Policymakers:

• Support frameworks facilitating public-private collaboration,

• Promote capacity building for local NPOs to engage with international funds safely.

Together, Malaysia’s public, private, and non-profit sectors can build a sustainable financing ecosystem that leverages global funding, national policy, and market innovation to achieve SDG ambitions.

Also Read : DONT FALL FOR HALF-TRUTHS - UNDERSTANDING PENSION FUND INVESTMENTS IN MALAYSIA