Monthly Drill – January

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Name: Haji Mohd Noorazam bin Dato’ Haji Osman

Position: CEO

Company: Kumpulan Prasarana Rakyat Johor Sdn Bhd (KPRJ)

Kumpulan Prasarana Rakyat Johor (KPRJ) Sdn Bhd, appointed Haji Mohd Noorazam bin Dato’ Haji Osman as its new Chief Executive Officer (CEO) as of June 2018 to spearhead the organisation’s future direction. Noorazam brings almost 27 years of experience to the demands of his new post. Excelling in manning many key state and public sector positions has proved Noorazam’s abilities in holding the said responsibilities. Prior to this, Noorazam was the Deputy State Secretary of Johor cum CEO of the Johor SUKMA 2020 Secretariat.

He is also the CEO for Sports Johor Sdn Bhd (a subsidiary of KPRJ) which primarily acts as supporting organisers for SUKMA Johor 2020. He also played a key role in the establishment and early developments at Iskandar Malaysia by positioning the region as a destination for investment and he is also responsible in the planning and development of the RAPID project in Pengerang. He was the District Officer for Muar and Kota Tinggi, Johor for 5 years and managed to bring significant changes while in office. His credibility in state administrative management is proven further with his appointment as the President of the Johor Civil Service (JCS) Association.

As a major developer in social and infrastructural projects for the state of Johor, what are among the portfolios under your purview?
I have been serving the state government for almost 27 years. In that tenure, I have served as the private secretary to the 14th Menteri Besar Tan Sri Dato’ Haji Abdul Ghani bin Othman, I served as the Private Secretary to the Johor Menteri Besar from 1995 to 1999 and Deputy Director 1, Johor State Economic Planning Unit (UPENJ) (Macro and Privatisation Portfolio) for 14 years and I have also served as the District Officer for Muar and Kota Tinggi, Johor.

Wearing multiple hats is actually one of my strengths (laughs)! Each portfolio is special in its own way and I have learned a lot about perseverance, hard work, humility and self-confidence from my experiences.

Our core business at KPRJ includes constructing Sekolah Agama Kerajaan Johor SAKJ (religious schools), we also provide affordable homes and Rent to Own (RTO) scheme homes under Jauhar Homes and Jauhar Prihatin homes. We are in charge of a portion of the state’s digital economy via our subsidiary Digital Johor Sdn Bhd, and we play an important role in sports development which will carry more weightage as we approach SUKMA 2020.

Kindly share with us bout Jauhar Prihatin and Jauhar Homes

Jauhar Prihatin is a RTO property policy to help facilitate Bangsa Johor to own their home. 50% of the rental collected will be converted as the down payment over tenure of 2 to 5 years. Meanwhile Jauhar Homes is our housing and commercial projects such as Rimbunan Kempas and Taman Bayu Damai.

What’s KPRJ’s involvement in Johor’s Digital Economy?

KPRJ through the formation of Digital Johor Sdn Bhd (DJSB) is the main driver to champion the digital economy initiatives for the state of Johor. DJSB had established Digital Economy framework to bring Johor towards intelligent Johor status by 2023. The Digital Johor masterplan will be included and adopted by the state. KPRJ, via Digital Johor will help the State to manage and run the key thrusts and initiatives for the Digital agenda for Johor.
What is in the works for me and the team is to ensure that these initiatives is practical beneficial and expedient for Bangsa Johor as a whole.

There’s a lot of talk about talent being an issue in Iskandar Malaysia and Johor. What’s your view on it?

Firstly, we need to relook at the fundamentals and ingredients in building a metropolis of an international standing. For example, a dynamic financial hub must be put in place to attract more economic activities. Currently, I feel that no real sustainable economic activities are being carried out to attract enough talent to fulfil the demands.
In order to attract talent, incentives and opportunities must be enhanced. Remuneration schemes must also be revisited. Johor has a little bit of everything to offer so we must leverage on our strengths. Social economy must be amplified to help the local economy. We are not driving talent away, we are just not attracting enough.

What is your overview of Johor’s economy as a whole and your take on our property market?

Johor is very important to the nation’s economy and we remain economically resilient regardless of what happens. We have modern infrastructure and have the strength to compete against Singapore. We have abundance of resources available so we must look at building up more core activities like enhancing our logistics sector, our oil and gas industry as well as our tourism sector must be properly planned and coordinated on how to be marketed and promote the local attractions for local economic growth. Each district has its own potential.

As for the property market, there is a need to address the issue of unsold completed units. We need to clear the stock in hand. We could probably come up with initiatives together with the government to help address this issue. For an example, all the respective players can come together to do an “Everyone Can Have A Home” housing campaign to clear the stock. The issue of affordability and flexible financing must also be addressed accordingly.

What are KPRJ’s plans for the coming years?

Over the years, KPRJ has built a reputation as a major developer in social and infrastructural projects for the state of Johor. We are going to work towards diversifying our businesses through our subsidiaries namely KPRJ Builders Sdn Bhd (KBSB) (construction), KPRJ Development Sdn Bhd (KDSB) (property development), KPRJ Urus Sdn Bhd (asset and building management), Digital Johor Sdn Bhd (digital technology services), Sports Johor Sdn Bhd, and KPRJ Engineering Sdn Bhd (oil & gas).

As a Government-Linked Company (GLC), KPRJ will uphold and support the government’s aspiration in promoting the state’s economic growth and prosperity.

How do you juggle so many portfolios?

Passion. I don’t believe in micro managing. Instead, I prefer to provide guidance, steer and empower my staff, and respect their forte including their areas of specialty. Effective leaders are the ones who empower others. Guide, teach, empower and prepare a succession plan for them.