Tan Sri Dr Zeti Akhtar Aziz

Tan Sri Dr Zeti Akhtar Aziz 

Vast experience: Zeti’s reputation was forged over a period of 16 years where she served as the head of Bank Negara, with many of those years fire-fighting crisis after crisis, big and small.

Tan Sri Dr Zeti Akhtar Aziz
-Who's thought women will be good with money? Tan Sri Dr Zeti Akhtar Aziz is the governor of Malaysian Central Bank and the longest serving governer of Bank Negara Malaysia. top10malaysia.com
-She the 1st woman appointed as central bank governor in Malaysia and Asia, and also the 1st woman within the top 10 rankings for central bank governors of the world.  op10malaysia.com
-She was part of the team that “bet against the IMF and won” in the aftermath of the 1998 Asian Financial Crisis when Malaysia declined aid from the IMF. themalaysianinsider.com
-Zeti is one of the most internationally respected central bankers and played a key role in turning KL into a global hub of the RM3 trillion Islamic finance industry.  themalaysianinsider.com
-In 2011, Bloomberg columnist William Pesek picked her as one of his four nominees to head the prestigious International Monetary Fund (IMF) following the resignation of Dominic Strauss Khan.  themalaysianinsider.com
-She put Malaysia at the forefront of the Islamic money market, and with carefully planned policies executed, Malaysia now has a substantial number of Islamic investors, both domestic and foreign.  top10malaysia.com

Governor gives her frank opinions on the central bank, her successor and the challenges the country faces

ByJAGDEV SINGH SIDHU and GURMEET KAUR

starbiz@thestar.com.my

Saturday / 26 March 2016 / StarBizWeek / Cover feature

AS one of her last acts as governor of Bank Negara, Tan Sri Dr Zeti Akhtar Aziz will be asked to write something to be placed into a time capsule at Bank Negara’s new auto­mated cash centre. That capsule will be opened during the 100th anniversary of the central bank in the year 2059.

She has not decided what will be penned on that special sheet of paper that will be given to her, but the symbolic aspect of that gesture goes some ways in explaining the respect her colleagues have for the retiring governor.

Her reputation was forged over a period of 16 years where she served as the head of Bank Negara, with many of those years fire-fighting crisis after crisis, big and small. Her career spanned 35 years at the cen­tral bank and Zeti was the head of economics at Bank Negara during the Asian financial crisis. After being appointed as its governor, she had to steer the economy through other rough waters, most notably, the global financial crisis.

Apart from navigating the econo­my and the banking system through rough patches, Zeti also oversaw the transformation of the banking sys­tem. During the past 16 years, Malaysia’s banking system has grown from banks that were pre­dominantly domestic-focused to a few that have sprawling regional footprints. It was during her tenure that two financial sector master- plans were drawn up and executed, resulting in improved efficiency,  delivery channels and structural processes by the banks.

Apart from the reach and servic­es of banks, domestic financial insti­tutions have emerged stronger from a period of consolidation and capi­talisation that by the central bank’s own assessment, is now able to withstand just about any imagina­ble crises.

The regularly conducted stress tests it conducts attest to the strength of the banking system. Those tests also help the central bank check the pulse of the banking sector to ensure there is no undue build-up of risks that could derail or puncture the financial system. The process of approving financial prod­ucts in Malaysia has also kept bank­ing relatively simple and steady.

But it has not always been a trou­ble-free career as governor. Zeti has had her detractors, which she does acknowledge. The latest has been the way Bank Negara has handled the issues regarding IMalaysia Development Bhd (1MDB), which she now appears to be atoning for past oversights.

But her record, regardless of the hiccups, is one where there have been more accolades than criticism. In her final briefing of the media ahead of the release of Bank Negara’s 2015 annual report, she spoke candidly on a number of sub­jects, about her career and the state of the economy. Below is a ques- tion-and-answer session she had with the media.

In terms of the development of the financial sector, what are you most proud of in terms of the challenges faced and what are your disappointments during your tenure?

The achievements of the central bank have been backed by a very solid team (sitting beside and behind me).

We drove the achievements and many of that were highly challeng­ing. When I complete my term, I give the assurance that this institu­tion is still very solid and resilient, and therefore, has every potential to continue doing the very good job it has been doing and delivering to the people of this country.

Of course, managing a challeng­ing environment, including crises, was one of the accomplishments of this bank. That was very, very diffi­cult.

The other relates to areas involv­ing other countries where we need to build the consensus for the great­er good of the region. This was very challenging, as some of these took years and some of it set us so back that we went back to the position where we started. We were sort of worse off and that was very stress­ful. Our challenges were in the area of financial integration, Islamic finance, in the area to get recogni­tion by the international communi­ty on certain issues that we thought were important for the emerging world and the region.

It’s rewarding to see it through during a person’s career lifetime. But it’s the team that did it and it’s a privilege to be leading the team.

I won’t say there were disappoint­ments, but I wish we would have moved a litde bit faster on the migration to electronic payments. There were other things that were more important at that time. Now we are placing higher priority on  this because the benefit of it would be so immense.

Integration is an ongoing thing... we are not there by any means, but at least we have a platform from which we can leap forward.

In terms of the domestic economy and financial markets, they contin­ue to function very well.

Tan Sri, you had talked earlier that you don’t want the position of governor to be politicised. You talked about the virtues and strength of Bank Negara as an institution. How important is it that a governor is a person that will be well-liked by the markets and will continue the work the central bank has done under your leadership?

I have to say that I wasn’t always well-liked. There were times that some of our policies were attacked quite viciously. But we undertook those policies because we had the conviction that they were the right policies to do. It’s not about being well-liked... it’s about people having the confidence that you are going to do the right thing and having the capability also to do it. So, there are a lot of demands on the governor. First of all, having the capability to do it and having the confidence of the people that you are going to do the right thing.

Will the wrong candidate set the central bank back in terms of development that has taken place under your tenure?

The person has to be ready and able and for the team to be here and intact because it is not about one individual. While leadership is important, equally important is for the team to stay together. And the team here is of a very high quality ... we spend a lot of time investing in people. We have one of the best talent collectively in all the areas from reserve management to super­vision, regulation and economic analysis of international affairs.

Like in any organisation, the CEO has to command the respect and confidence of the team. Without that, the central bank will be set back.

Is it a concern that the independ­ence of the bank may be compro­mised if someone from the out­side comes in as governor?

Everyone who works in the cen­tral bank knows that independence is the most precious thing that we want to safeguard. This culture of independence was already there before my time; the culture that we don’t want to be drawn into politics. In the 60s and 70s, we did not have the kind of political pressure as we had during the Asian financial cri­sis. There is a corporate culture which everyone takes great pride in the feeling that our actions are not drawn into politics and driven by any political agenda.

The political agenda changes all the time and if we are drawn into such matters, the central bank will lose credibility and respect.

The central bank gets its powers from the respect and confidence the people have in us. This is where the power of the central bank is derived from. It’s the same as all other cen­tral banks.

How would you describe the changes and transformation the Malaysian economy has under­gone in the past 16 years?

The Malaysian economy has been able to withstand a lot of shocks like the energy and commodity shocks, the volatile and disruptive financial markets, the surges of inflows and outflows.

Are we satisfied? I would say no because in our assessment, we could be so much better in terms of being on a higher phase of growth. Because we are ambitious, at least I am ambitious in anything that we do, if we compare ourselves with some of our peers, we are doing quite well. But if we compare our­selves with, say, South Korea, the country was poorer than us before but it is now a developed country. So, we ask ourselves why aren’t we there too?

So, how can we make ourselves better?

Several years ago in 2009, we made a presentation to the Cabinet. We were discussing among our­selves the three most urgent things that needed to be addressed. When we presented it to the Cabinet, we asked to pick one and after I reflect­ed for a while, the answer was edu­cation.

From the entry point to the CEO level, we have one of the best edu­cation programmes. We spend so much effort on this but we wish it’s across the board.

The other two were price distor­tions and having the broadband infrastructure that is important to advance the economy. You can have the other two but without educa­tion, you still cannot move forward.

In the short to medium term, what is the risk to the economy?

Is the 1MDB issue still a certain risk?

The current risk volatility in the financial markets. If our level of indebtedness goes higher (at the current level it is just manageable), that means that as we go forward and take on more and more debt, it will become like what Europe is fac­ing. That is even if you get higher income or better growth, you will have to repay your debt. So, you are consuming now based on your future income, which means we are getting our future generation of grandchildren and great grandchil­dren to repay for our excessive expenditure.

In the current environment, if we don’t rein in our borrowings, not only household or corporate but the public sector also, it poses a future risk. Right now, everything is about a manageable level. It’s not alarm­ing or a great concern now, but beyond that is a future risk.

Then, there are other issues like an ageing society. Fourteen years from now in 2030,15% of our popu­lation will be ageing, which means we would need to have facilities to support them. And we have to start preparing for it now. We can deal with the current challenges because we had prepared for it 10 years ago.

How do we define the independ­ence of the central bank?

There should be no external influence on the decision-making process of the central bank in regards to our mandate.

A few days ago, at one panel dis­cussion meeting where the audi­ence was made up of central bank governors and their delegations, a question was posed on how the gov­ernors dealt with interference. That’s a question all governors share with each other. The gover­nor of the Reserve Bank of South Africa’s response was: you have to stand your ground, which means do what is in the best interest of the country. When it came to my turn to give a response, I said, “of course the central bank has to stand its ground, but better be sure you are standing on solid ground”. It drew laughter from the floor. Because if you want to be able to stand your ground and be able to deliver for the people of this country, you have to stand on solid ground. We worked with the Government to do all this.

How have you been dealing with politicians in this country? Has it been difficult over the years?

We have a professional relation­ship. We don’t get to know them well. That is how it is and that is how I guide.

You can’t be their friend, but that does not mean we are not going to work with them. We have no prob­lems working with so many agen­cies. Take small and medium enter­prises (SMEs) for instance. We have to work with many agencies. It all started with why banks were not lending to SMEs and when we asked the banks, they said it was because the SMEs were at a low level of development because their contribution to the economy was less than 7% then. So, we recom­mended a few things like setting up a National Council, which the Government did during Tun Dr Mahathir’s time.

Then, we wanted to set up an agency - SME Corp - to be inde­pendent in reporting to the board. Just about every ministry attacked us for that and said that it would erode their powers. We went on with this and demonstrated that their powers were not eroded. As a result of the formation of the SME Council and SME Corp, now the con­tribution of SMEs to growth is more than 30%.

Tan Sri, earlier on you had talked about building future resilience and being focused on some key

challenges like productivity and technology. The brain drain seems to be at a critical stage as highlighted by some reports. How does this affect the building of future resilience?

I think every effort is being done to address the brain drain. We need the talent to remain and we need to build the existing talent. And most of all, we need strong institutions as well. We need many things to real­ise that.

This also relates to moving up the value chain and if the job opportu­nity is not there to keep the talent,

then the talent will move elsewhere. It’s all part of a circle. If you have an economy that is moving up the value chain, there would be job opportunities for the talent and they will stay.

Are we moving up the value chain at the required pace?

If we compare ourselves against South Korea, we could have been much higher up the value chain.

One of the things that is holding us back is the over-dependence on low-cost labour. While our economy cannot completely not need low-cost labour, the question is one of over-dependence, which is shuttling us to a particular state of economic activity and preventing us from pro­gressing further.

We can’t be competing on cost, we have to compete on quality and that will allow us to move up the value chain. The number of patents by our residents is one of the low­est. These are some of the structural things that we must address.

How do we regain the loss of investor confidence?

The point I want to emphasise is that Malaysia is in a position to manage the current environment and is still growing in 2015 despite the collapse in commodity prices. Of course, there is some loss of invest­ment activity in the economy because of confidence issues and waiting on the sidelines for some certainty about where the ringgit is headed. We got the International Trade and Industry Ministry work­ing very hard to attract invest­ments. Malaysia is still attracting investments into the country, as we have a low cost of doing business, but we need to have the talent so that we get the right type of invest­ments.

Tan Sri, of the few economic cri­ses under you tenure, which was the most challenging?

It was the 1997/1998 Asian eco­nomic crisis because it involved the whole region and it was made worse on how it was managed in some of the other countries with no end in sight. In 1997, Malaysia still had 7% growth. Then in 1998, for the first time in our history, we had minus 7%. We never had that kind of economic contraction.

The good thing at that time was that the developed world was grow­ing well. We managed to stabilise the domestic economy and picked up based on the demand from the global economy.

The issue we are facing now under the current circumstances is that our domestic fundamentals are relatively sound but the world envi­ronment is not as good.

In the annual report, household debt is at 89.1% and does not seem to be going down.

Of course, as debt is growing fast­er than income, but assets are more than two times liability.

In terms of quality of debt, the non-performing loan ratio is at 1.5%, meaning that there are not many loans that are turning bad and the people who borrowed can afford to borrow. We look at a wide range of indicators, but if this trend continues, then it will become a concern.

From an economic perspective, if you have credit-driven growth, it is not a sustainable economy. As a pol­icymaker, we also have to be cau­tious from the perspective of how fast we want that to grow. Addressing the issue on that level, given the demographics of our soci­ety, it is going to continue to grow. But we need to look at who is this debt with; is it with people who can service the debt or those who are financially stretched?

Are you going to write your mem­oir?

I will do some writing, some seri­ous writing on subject matters like integration or central banking.

Are you going to play a more active role in society?

I have not had time to think about that, but I know I am going to do some writing and spend some time with my family. The bank has not been too kind to me in allowing any free time. The past 12 months have been back-to-back in terms of functions. My life has been very full this past year but I enjoyed it.

When you took over, did you expect to last 16 years?

I didn’t, and people ask me why I am not staying on to match Tun Ismail Mohd Ah’s record of 18 years.

That is not the objective. The thing that is important is what you do while in office.

The succession

By FINTAN NG / fintan@thestar.com.my

Saturday / 26 March 2016 / StarWeek /

THEBE is always speculation in banking and financial circles over who will eventually become the next central bank chief. So it is in Malaysia, where, as governor Tan Sri Dr Zeti Akhtar Aziz’s tenure comes to an end, there has been a lot of interest over who will suc­ceed her.

This time around, interest is not just confined to bankers as the wider public would also like to know who will eventually helm Bank Negara.

Four names have emerged as possible candidates, with the cen­tral bank’s most senior deputy governor, Datuk Muhammad Ibrahim, a career central banker, said to be the internal candidate of choice.

Besides him, the names of three others have been speculated as possible successors - the Minister- in-charge of economic planning in the Prime Minister’s Department Datuk Seri Abdul Wahid Omar, Malaysian ambassa­dor to the United States Datuk Awang Adek Hussin, and the sec­retary-general of the Treasury at the Finance Ministry Tan Sri Mohd Irwan Serigar Abdullah.

The erosion of trust in public institutions stemming from issues related to 1Malaysia Development Bhd (1MDB) has made the matter of her successor more urgent since part of Bank Negara's responsibility is to safeguard financial stability as clearly stated in part six, chapter one of the Central Bank of Malaysia Act 2009.

It has come to the point where Zeti has had to deny that there was any political interference in her decision not to pursue anoth­er five-year term as governor, which, if the King gave his con­sent, would have made her the longest serving governor, surpass­ing Tun Ismail Mohamed Ah’s 18-year tenure.

Zeti has also said that the gov­ernor’s position should not be politicised. She made that clear in a Wednesday media briefing on the annual as well as financial and payment systems reports that the central bank’s independence should be safeguarded in order that it can fulfill its duties and responsibilities.

Bank Negara is seen by the public as about the only institu­tion that has stood its ground on 1MDB and this was underscored by Zeti’s comments in last Wednesday’s media briefing that she would like to resolve the 1MDB issue before she leaves office.

But there is little chance that she can resolve the issue in the weeks remaining to her as gover­nor. It is very likely that her suc­cessor will have to deal with the issue relating to lMDB’s failure to submit documentary evidence pertaining to its inability to repat­riate the US$1.83bil (RM7.16bil) that was used abroad.

Whoever succeeds Zeti will also have to manage monetary and financial stability at a volatile time for the global economy.

Useful links
Malaysia: a less hawkish hold
Najib: Malaysia's born-again liberal
International Women Day 10 Most Memorable Achievements by Malaysian Women
Another Brick In The Wall

The Leaders Room: Dr Zeti Akhtar

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