Proposal to initiate a RM3 Billion Build Budget Fund [3BF] Copyrights of JoshuaYCKong@May2010
1. Preliminary
1.1 The intention is to approach ANGKASA and Bank Rakyat for an initiation fund to start a RM3 Billion Build Budget Fund for cooperative societies in Sabah.
1.2 Cooperative societies in Sabah need to be given special attention to catch up with the Peninsula Counterparts. Like all other funds allocation, Sabah has been always neglected for lack of knowledge and prompt action and whatever reasons.
1.3 Sabah is still relatively resources rich and cooperative societies is one way to exploit the opportunities still available.
1.4 The impression of the performance of most cooperatives societies in Sabah is poor hence most cooperative societies are very small.
1.5 To kick start the new cooperative societies to new height generally and specifically, such societies need fresh injections of working capital. The entrance fees, the contribution and the shares subscription would be inadequate to toil for the searches of the business opportunities.
1.6 Suruhanjaya Koperasi Malaysia or SKM may have certain provision to help new cooperatives but how many actually get those grants which are subject to strict scrutiny and supporting documentation. The procedure of applying for such grants are delaying the potential of new businesses.
1.7 So we have to seriously consider the new approaches to energise new cooperatives or dormant cooperatives with adequate funding where that really matters.
2. Build Budget.
2.1 For any cooperative society, when is investment really taking place? We can only pursue investments after the new or dormant cooperatives are fully operating with the most basic items such as stationery of the right quality, equipped with appropriate facilities to operate an office, the full time workers are remunerated accordingly.
2.2 The cooperative societies can only start to invest in any ventures after the executive officers or ALK or Board of Directors have the opportunities to review all projects adequately.
2.3 So the working of the study, review and selection of any project is both laborious and costly. Any new cooperative societies would lack fund to do any such effort if it depends on the little share subscription from the members. It is ironic that such share subscribed fund is not to be used for such purpose towards investing in any project. If that is the case, the little membership entrance fees is too meagre for any operation of the cooperatives societies.
2.4 In the present scenarios, most cooperative societies would have to look forward to the possibilities of joint venture with partners who are willing to fund certain projects. If such joint ventures are not forthcoming, such cooperative societies are left to natural deaths.
2.5 Some cooperatives may have some special privilege, and even then we still need to do the needful towards that possibility of any project to proceed.
2.6 When the cooperative remains small due to the vicious circle of the public not knowing what to expect from any cooperative society, it is inadequately funded in search for any project.
2.7 We can go on with all the set back for lack of fund right from the day any cooperative society meant for business to perform.
2.8 So we need to have a build budget for all new /dormant/ very small cooperative societies to be equipped with the fundamental needs like stationery, office equipment, communication facilities, computers and accessories, working allowances, working papers and an office space.
2.9 As much as possible instead of paying cash/cheque for the grants to the individual cooperative society, there is a need of a system where grant in kinds be implemented. The implementation body of 3BF [3BFIB] would have a schedule of items and suppliers for such items to be issued to the cooperative societies which then just apply for the package and sign for such items to the value of the grant in kinds. 3BFIP can be authorised to buy these items in bulk or even import them through local agents. 3BFIP would also oversees such packages to be utilised accordingly.
2.10 For the office space, 3BFIP can buy certain office spaces or office blocks to be shared by all cooperative societies at affordable rates and also to share some common facilities.
2.11 So the 3 BF would be allocated certain amounts for each specific sectors for different packages including the major one like office blocks and preparation of working papers.. The working papers can be prepared for common industries rather than each cooperative society doing their own with local scenario as amended and adopted.
2.12 The 3BF can be also utilised for certain specific projects to be jointly undertaken by the cooperative movement especially those essential infrastructure projects such as water, electricity, and transports which are beyond the means of any cooperative society in Sabah to undertake.
3. The 3BF can be procured in three methods namely:-
3.1. RM1 billion fund from banking and financial institutions including Government allocations, and urgently required to build up all the basic infrastructure of the cooperative societies and the various commercial projects. The lead bank can be Bank Rakyat and supported by ANGKASA.
3.2. RM1 billion fund from private initiative based on the concept of sort of franchise in raising finance for the projects of the cooperative societies to be self sustaining. The scheme would be presented in a detailed paper to be worked out. This scheme would be linked to the various facilities including trading operations and e-commerce already in place by the energised cooperative movements in increasing numbers and much accelerated memberships with much higher purchasing power.
3.3. RM1 billion fund from the return of the various cooperative movement in its profit by a certain percentage back to the 3BFIP within the reasonable time span like an internal revolving fund to be known as 3BFF.
3.4 It is expected that 3BF would stimulate RM30 billions and more of activities in a decade within the cooperative movement.
[Copyrights of JoshuaYCKong@May2010]
Page 2
4. Management of 3BF
4.1 The 3BFIB would be managed by a board of twelve with a Chairman and a Chief Executive Officer plus an advisory council of different sectors to ensue the smooth implementation of 3BF and 3BFF. 3BFIP would be based in Kota Kinabalu possibly with branches in other major regions where the needs are substantial. We may need a review conference [3BFC] annually.
5. Immediate needs for 3BF
5.1 A launching fund of say RM3 millions would be needed to finance the working committee and the working papers within the shortest possible time say within 3 months to lay out the detailed concept and operation manual for the 3BF for the concerned parties to participate in paragraph 3.1 When the concept is accepted, cooperative societies can simultaneously gain access to such 3BF through the conventional banking system.
5.2 3BF can also commence processing cooperative societies as to their requirements.
5.3 3BF to identify and allocate appropriate amount of fund for certain sectors for the purpose of expediting the activation of cooperative movement.
6. Review of 3BF
6.1 The review of the performance of 3BF and 3BFIB would be done as regularly as desirable with possible monthly monitoring. A detailed report would be made available.
7. Conclusion
With an ad hoc visionary committee as proposed and initiated by Koperasi Pengguna Sabah Bhd anchored by Angkasa and facilitated by Bank Rakyat Bank Persatuan and later by Coop Bank (Angkasa Bank), the cooperative movement would attract much more attention from all sectors in Sabah in particular and Malaysia in general.
The preparation and launching fund of RM3 million as considered necessary would contribute to the motion to set up all the preliminary infrastructure towards the establishment of RM3 Billion Build Budget Fund or 3BF.
This is an historic landmark paper for the cooperative movement in Sabah to erase all those negative perception albeit misplaced somehow of the public at large to enable greater numbers to join and contribute to the cooperative movement in talents, resources in both quality and quantity.
Many both inside and outside the cooperative movement may have great ideas and the set backs are obvious for lack of appropriate funds. So with 3BF, we can make the cooperative movement a new beginning to harness all the potentials with the best approaches forward. The cooperative movement must be strong to provide the corporate social responsibility.
Prepared by Joshua Y. C. Kong, Chartered Accountant, Chairman of Koperasi Pengguna Sabah Bhd, Author of Books of Issues in Sabah & Malaysia. 012 8380897; 088 247823 (also fax), justknock7@pd.jaring.my; jkong823@streamyx.com, jknow823@gmail.com; P. O. Box 11923, 88821 Kota Kinabalu, Sabah. Copyrights of JoshuaYCKong@May2010
Wednesday, May 11, 2011
Thursday, May 5, 2011
MK1P plus 2 others pages
MK3IP – the implementation programme
It is very good to have a DKN or Dasar Koperasi Negara 2011-2020 and a Bicara Tokoh today with the boss of SKM.
I saw it fit to hand you a Memorandum in response to this challenge to raise the co-operative societies movement to great height and a very significant vehicle in the economic and business sector.
Now I had submitted a Memo and I would like to suggest the following active measures or action plan:-
1. Set up an action committee Jawatankuasa Koperasi Bertindak Sabah (JKBS)
This will lay out the implementation plan headed/co-ordinated by SKM with advisor from KPDNKK together with Angkasa and MKM and 12 other active koperasi in Sabah meeting as often as possible in 2011. This is at the state level.
1.1 Under this JKBS, the following sub-committee (small membership) would be organized:-
1.1.1 A business bureau together an incubator, think tank and a business library.
Identify business viability and high income industries complete with packages such as project papers, licensing and bank facilities.
1.1.2 A land and property bureau with data of land bank..
Identify and purchases of land and properties for immediate development projects by capable co-operatives.
1.1.3 A human resources bureau and centre working/co-ordinate with MKM and Pulakop.
To maximize local knowledge, talents and skills through training and retraining to boost the performance of co-ops with good prospects for dependable workers and employees .
1.1.4 A social, welfare and health bureau to enable the worth of human capital through enhancement of the status of the people as consumers.
The objective of the JKBS is to uplift the role of cooperative societies in Sabah while focus on the cooperation characters of the cooperative societies rather than seen to be working too little and too weak as individual coop in the business sector. The opportunities would be converted into business reality if we act fast enough. The Sabah Cooperative Movement should be given a fresh impetus to move forward nationally and globally.
The MK3 can be accessed at .
http://www.sabahforum.com/forum/sabah-malaysia-international-politics/topic25643.html
http://memo-skm.blogspot.com/2011/05/updated-version-mk3.html
Joshua Y. C. Kong, Chairman 2009 – 2011
Koperasi Pengguna Sabah Bhd.
In business, we have two options namely public listed companies under the companies acts 1965 and the cooperative society under the Cooperative Act. I do not want to compare these two options although the promoters of both set up have to move such operations forward..
Under the co-operative societies set up, the promoters have to use their own resources, effort and time to move them forward in business and projects, and that can only succeed if we have the full support of the ministry KPDNKK, SKM, members of the coops and the consumers at large.
We all want the coop movement to succeed well in business hence today’s dialogue – Bicara Tokoh.
For new coop, we have first to search for viable businesses and projects – a very tough effort – in this competitive business world.
For every business proposals, we need to find the required resources such as capital fund, land/premises and manpower to proceed. How we overcome such challenges would allow the coop to move on.
Capital fund and land/premises are inter-related. Time factor is very crucial. To expedite such viable proposals as identified, we believe SKM can help to buy up the land as suitable land is becoming scarcer. The land so acquired would be assigned to certain coops for the said proposed projects. All land is sure to appreciate in value and so SKM has the valuable asset. Very few coop can afford to get the cash to buy up the land and then go for loans of certain percentage of the value of the land. Most land owners would like to see the land transacted in cash and only some may go for joint venture. In business, time is money or opportunities lost. Even if we have the loans to buy up the land, we still need to have the initial outlay requirement to implement the project with the financial commitment to serve the loans from the first month when the fruit of any business can come about in a year or two. So how SKM approaches such reality would make the difference in make or break of any coops in any project.
So in this context, KPSB or Ko-Pengguna has identified some suitable, viable and profitable ventures apart from the core business which is quite crowded already. All these few proposed projects can be the key or main businesses for the Sabah Coop Movement as the business focus as low costs and high income ventures.. So we hope KPDNKK, SKM and KPSB can work something out quickly together so that the Sabah Coop Movement can bring about such development to make the SCM prosperous and significant in business.
Our common fulfillment can be justified as follows:-
1. Increase the market share in business in Sabah by significant trend.
2. Create business and development opportunities in idle land in Sabah for economic results.
3. Create jobs for increasing numbers of school leavers with downstream business opportunities of the spin offs from any such projects.
4. To acquire further knowledge and knowhow with the intensive participation/implementation in some specific industries already identified.
5. To create wealth for all in this competitive business world – local, nationwide and global challenge.
KPSB and Sabah Coop Movement deserve to be given a paradigm shift in this enhancement of business consideration promptly. Thank you.
We have been aware of all those political development in the nation while we go about our businesses.
We also know our challenges and shortcoming. I want your comment on this suggestion.
We have seen a case in Sarawak where a successful cooperative sector in jatropa trying to set up a political society to move on in the political sector but failed to register a society under the Society Act.
Now, we have seen how politicians have engaged the nation overwhelming in politics hence neglecting economy and business which actually deceive more effort in a globalised world.
So I would like to hear from Executive Chairman your opinion, if some cooperative leaders without registering any association under the society act offer themselves as candidates in general elections on the platform of the Coop Movement? Afterall, coops are also societies. Trade Unions and some NGO already have their representatives in General Elections to look after interests in certain sectors. This approach may give the coop movement some political muscles as most business projects also need political will. So what say you, Yang Berhagia Datuk?
Name: Mary S Y Kong , member of Koperasi Pengguna Sabah Bhd.
Yang Berbahagia Datuk, I would like to refer to an item in the Memorandum MK3 submitted to SKM on the case of the Chinese press. This case was already mentioned to the Sabah SKM Director on 20 April, 2011 for his attention.
It is already difficult to proceed with the cooperative movement and image is very important as far as membership and maintenance of the cooperative movement is concerned.
What was reported in the Chinese press was uncalled for possibly with a hidden agenda. It is ridiculous for the Chinese press to give a devastating general statement that the coop movement is cheating. That case should be pursued accordingly as the damage is irrecoverable. How that statement in that press report came about is unknown. That press report came out in conjunction with an event carried out by the SKM, Sabah on 30-31 March, 2011 and appeared on 1st April, 2011.
It is very good to have a DKN or Dasar Koperasi Negara 2011-2020 and a Bicara Tokoh today with the boss of SKM.
I saw it fit to hand you a Memorandum in response to this challenge to raise the co-operative societies movement to great height and a very significant vehicle in the economic and business sector.
Now I had submitted a Memo and I would like to suggest the following active measures or action plan:-
1. Set up an action committee Jawatankuasa Koperasi Bertindak Sabah (JKBS)
This will lay out the implementation plan headed/co-ordinated by SKM with advisor from KPDNKK together with Angkasa and MKM and 12 other active koperasi in Sabah meeting as often as possible in 2011. This is at the state level.
1.1 Under this JKBS, the following sub-committee (small membership) would be organized:-
1.1.1 A business bureau together an incubator, think tank and a business library.
Identify business viability and high income industries complete with packages such as project papers, licensing and bank facilities.
1.1.2 A land and property bureau with data of land bank..
Identify and purchases of land and properties for immediate development projects by capable co-operatives.
1.1.3 A human resources bureau and centre working/co-ordinate with MKM and Pulakop.
To maximize local knowledge, talents and skills through training and retraining to boost the performance of co-ops with good prospects for dependable workers and employees .
1.1.4 A social, welfare and health bureau to enable the worth of human capital through enhancement of the status of the people as consumers.
The objective of the JKBS is to uplift the role of cooperative societies in Sabah while focus on the cooperation characters of the cooperative societies rather than seen to be working too little and too weak as individual coop in the business sector. The opportunities would be converted into business reality if we act fast enough. The Sabah Cooperative Movement should be given a fresh impetus to move forward nationally and globally.
The MK3 can be accessed at .
http://www.sabahforum.com/forum/sabah-malaysia-international-politics/topic25643.html
http://memo-skm.blogspot.com/2011/05/updated-version-mk3.html
Joshua Y. C. Kong, Chairman 2009 – 2011
Koperasi Pengguna Sabah Bhd.
In business, we have two options namely public listed companies under the companies acts 1965 and the cooperative society under the Cooperative Act. I do not want to compare these two options although the promoters of both set up have to move such operations forward..
Under the co-operative societies set up, the promoters have to use their own resources, effort and time to move them forward in business and projects, and that can only succeed if we have the full support of the ministry KPDNKK, SKM, members of the coops and the consumers at large.
We all want the coop movement to succeed well in business hence today’s dialogue – Bicara Tokoh.
For new coop, we have first to search for viable businesses and projects – a very tough effort – in this competitive business world.
For every business proposals, we need to find the required resources such as capital fund, land/premises and manpower to proceed. How we overcome such challenges would allow the coop to move on.
Capital fund and land/premises are inter-related. Time factor is very crucial. To expedite such viable proposals as identified, we believe SKM can help to buy up the land as suitable land is becoming scarcer. The land so acquired would be assigned to certain coops for the said proposed projects. All land is sure to appreciate in value and so SKM has the valuable asset. Very few coop can afford to get the cash to buy up the land and then go for loans of certain percentage of the value of the land. Most land owners would like to see the land transacted in cash and only some may go for joint venture. In business, time is money or opportunities lost. Even if we have the loans to buy up the land, we still need to have the initial outlay requirement to implement the project with the financial commitment to serve the loans from the first month when the fruit of any business can come about in a year or two. So how SKM approaches such reality would make the difference in make or break of any coops in any project.
So in this context, KPSB or Ko-Pengguna has identified some suitable, viable and profitable ventures apart from the core business which is quite crowded already. All these few proposed projects can be the key or main businesses for the Sabah Coop Movement as the business focus as low costs and high income ventures.. So we hope KPDNKK, SKM and KPSB can work something out quickly together so that the Sabah Coop Movement can bring about such development to make the SCM prosperous and significant in business.
Our common fulfillment can be justified as follows:-
1. Increase the market share in business in Sabah by significant trend.
2. Create business and development opportunities in idle land in Sabah for economic results.
3. Create jobs for increasing numbers of school leavers with downstream business opportunities of the spin offs from any such projects.
4. To acquire further knowledge and knowhow with the intensive participation/implementation in some specific industries already identified.
5. To create wealth for all in this competitive business world – local, nationwide and global challenge.
KPSB and Sabah Coop Movement deserve to be given a paradigm shift in this enhancement of business consideration promptly. Thank you.
We have been aware of all those political development in the nation while we go about our businesses.
We also know our challenges and shortcoming. I want your comment on this suggestion.
We have seen a case in Sarawak where a successful cooperative sector in jatropa trying to set up a political society to move on in the political sector but failed to register a society under the Society Act.
Now, we have seen how politicians have engaged the nation overwhelming in politics hence neglecting economy and business which actually deceive more effort in a globalised world.
So I would like to hear from Executive Chairman your opinion, if some cooperative leaders without registering any association under the society act offer themselves as candidates in general elections on the platform of the Coop Movement? Afterall, coops are also societies. Trade Unions and some NGO already have their representatives in General Elections to look after interests in certain sectors. This approach may give the coop movement some political muscles as most business projects also need political will. So what say you, Yang Berhagia Datuk?
Name: Mary S Y Kong , member of Koperasi Pengguna Sabah Bhd.
Yang Berbahagia Datuk, I would like to refer to an item in the Memorandum MK3 submitted to SKM on the case of the Chinese press. This case was already mentioned to the Sabah SKM Director on 20 April, 2011 for his attention.
It is already difficult to proceed with the cooperative movement and image is very important as far as membership and maintenance of the cooperative movement is concerned.
What was reported in the Chinese press was uncalled for possibly with a hidden agenda. It is ridiculous for the Chinese press to give a devastating general statement that the coop movement is cheating. That case should be pursued accordingly as the damage is irrecoverable. How that statement in that press report came about is unknown. That press report came out in conjunction with an event carried out by the SKM, Sabah on 30-31 March, 2011 and appeared on 1st April, 2011.
Sunday, May 1, 2011
the updated version MK3
Memorandum to SKM on 20 April, 2011 – Majulah Koperasi Makin Kaya, Malaysia Kayaraya (MK3).
In conjunction with the Bicara Tokoh with Executive Chairman of Suruhanjaya Koperasi Malaysia on
'TRANSFORMASI KOPERASI SELARAS DASAR KOPERASI NEGARA (DKN) 2011-2020,
Koperasi Pengguna Sabah Berhad KPSB submits a Memo to the Executive Chairman and SKM.
Preamble:-
The intention of this memorandum is to see that Sabah co-operative movement would progress in line with the national movement and take advantage of all the special circumstances in Sabah to bring forth greater improvement to the livelihood of the people especially in the business and economic front to generate wealth for all the people especially those neglected lots. Wealth needs to be created before we have something to share.
Koperasi Pengguna Sabah Bhd is a multi racial and multi religious unit so synonymous with 1Malaysia hence we need to be given more than ample attention and support to nurture it to be the model in Sabah and Malaysia.
As a guideline, we would have to deal the following issues:-
1. Introduction of the koperasi movement in Sabah:-
1.1 Our Strength
- Our number of coops and the members concerned if properly motivated can bring about greater synergy of advancement in all areas.
- Our opportunities in key areas in Sabah need to be exploited and utilized
- Our untapped sectors largely in the idle land and the shores for viable projects.
- Our new approaches applying blue ocean strategy and proper researches.
- the support from the Government and SKM should be seen forthcoming and timely.
1.2 Our Weakness
- Lack of capital for ventures and start up operations for individual new cooperative societies as such fund need to be accessed apart from members’ shares which can be limited and slowly building up resulting in lost opportunities and efforts.
- Lack of business leadership and quality of leadership as the exco or ALK would consist of people of diverse background and experiences that need to be sharpened in a business environment as a corporate group acting cooperatively. New values are desirable..
- Lack of business development as in every new cooperative society time would be needed to develop the businesses concerned especially new ones.
- Lack of business researches is a hindrance to timely progress profitably as researches are expensive and trials processes are required.
- Lack of banking and financial support is obvious cooperative societies unless such bodies are sponsored by the state or federal governments as linked agencies.
- Lack of working papers and cost and quality thereof is another disadvantage to early entry to any business that needs the SKM to grant sanction.
1.3 Our challenges
- For each new cooperative society, there are inherent challenges and such challenges are not easily surmountable unless all the ALK and members play their roles well. In such challenges, we are competing with others in the business environment and resources are needed at the right time and right place.
- In a new set up, we have to adopt ourselves to leadership where disagreement would prevail and we may have to settle for simple majority rather than total consensus. This is the time when leaders are tested to the full to steer the cooperative society concerned.
- We need to steer ourselves to a position of control for a forseeable period as continuity of any intention, proposal, project is essential to nurture any development to a viable phase to reap the fruits of our efforts for the mutual benefit of all in the cooperative society.
1.4 Our potentials
- The potentials of all members must be exploited but it needs resources to sustain such development to maximum level.
- The training and exposure must be self monitored amongst the members with a variety of skills, talents and gifts for sharing to make contribution to the cooperative society.
- The potential of each cooperative society depends on members’ involvement.
2. The threats too must be addressed:-
2.1. In the business world, there are always risks and threats from within and without. While we may avoid the risks, threats are less visible. Therefore, we need to have a system capable to address both risks and threats wherever they may emerge.
2.1.1 Image (threats)
In the Chinese press in Sabah (1st April, 2011), it was revealed that the co-operative movement is held in contempt as it was reported that most societies were cheats as per the Minister concerned. When I first approached some of my acquaintances/business people, that kind of image was given to me. So we need to address that as we move on in business. What was reported is definitely inaccurate and uncalled for and have actually defamed the co-operative movement in Sabah. We hope SKM and the Minister concerned must now address this threat as it is an image hard to be erased now to enable the co-operative societies movement to move to a higher level in years ahead namely 2011-2015. A copy of the Minister speech is attached for reference as the reported item in the Chinese press is at variance of the said speech. Was the report based on the Press conference with the said Minister?
2.1.2 Confidence and assurance
Bearing in mind of the threats and risks in business, we need to have to overcome that with confidence and assurance. With confidence and assurance, the threats can be faced off on the way to success. We need to identify the ingredients of the confidence and assurance in the cooperative societies movement in the context of leadership, administration, and transparency.
2.1.3 The role of SKM, Angkasa and MKM
Such threats must be spelt out by the SKM, Angkasa and MKM as their roles in gaining confidence and assurance for the co-operative societies movement and merely changing of new laws and new regulations may not bring out such confidence or assurance. Sometimes, too many changes not properly thought out may be themselves hindrance to the strengthening of the movement. Grey areas must be trashed out while the strong points should be monitored to bring about the desired results. Perfection and practicality need to be addressed at all times in good and bad times.
3 Steps forward in Sabah
What should we do in Sabah so that the expected performance of the co-operative societies movement can be an engine of growth that can be sustained. The country has grown mainly due to the micro and small and medium business entities moving on to be big business enterprises. It is known Sabah co-operative societies movement has lack behind in all sectors of the business environment as per records revealed by SKM and the Ministry of Domestic Trade, Co-operatives and Consumerism (KPDNKK) in term of the national movement and the general economy sector. We really need to move forward in big leap forward stance and I would suggest some measures to be implemented for Sabah co-operative movement in paragraph 4 below.
3.1 Rising trend of population
With fast rising trend of population, co-operative societies movement is the answer to fill in the gaps of supplies and demands by internally generated developments in so many areas especially the five sectors already identified namely retail and wholesale trade, financial, tourism, farming and agriculture.. There are still some areas to be considered for Sabah such as transportation, education, health, forestry and energy.
3.2 New Areas and new approaches in Sabah
There are certain areas in Sabah that need to be enhanced and accelerated in new approaches of development. I am also attaching a memorandum (3BF) handled over to the Angkasa Sabah Branch for attention and action to boost the cooperative societies movement in July 2010.
4. Recommendations for Sabah by KPSB
4.1 Research & Development/Bureau of Businesses
To boost research and development for the business communities in Sabah especially and Malaysia in general, SKM in collaboration with KPDNKK, Angkasa and MKM to be managed by KPSB, KPSB suggests that a Think Tank on businesses and business library be established in Kota Kinabalu.
It would be appreciated that a Bureau of Businesses (BB) be in place for the co-operative societies movement which can link the authorities and the co-operative societies movement in all businesses present and yet to be started. The BB would assist all members of the co-operative societies movement in research and development cum incubation to facilitate enhancement of new businesses, new ventures, joint ventures and new systems as in any link up wherever possible.
4.1.1 Common Project Papers by SKM
It would be appreciated that SKM would pay for any common project paper to be commissioned by SKM on the fundamental issues for any particular project, and the various cooperative societies interested to participate such projects make appropriate amendment to the said project papers. In such an approach, the common projects in different areas can be expedited with saving in costs of the said project papers without duplication of effort.
4.1.2 Pre-approved Projects
It is also a viable proposal for the SKM via the BB to invited all co-operative societies to participate in any pre-approved projects to allow immediate implementation of such projects with appropriate funding permitted subject to minimum terms and conditions as the monitoring would be in place by SKM.
4.2 A common building for new coops
A common building where all newly formed co-operative societies be invited by allocation of an office space to share all the common facilities in the same building while working in tandem to boost the affairs of the Sabah Co-operative movement in term of communication and joint ventures in whatever projects to be undertaken. Each co-operative society would be charged nominally after the first year.
4.3 Monthly allowance and fees for ALK
All members of the central executive committee or ALK be given a certain amount of monthly allowances and attendance fees for the first three years so that they would work hard for the setting up of the core business plus other ventures. This would also ensure commitment by attending ALK meeting to allow quorum for decisions to be made properly. Some of the ALK do have to travel a distance to perform their duties.
5. Dasar Koperasi Negara (DKN 2011-2020).
It is very good to have a national co-operative societies movement policy to steer the movement forward.
In the DKN, it is mentioned how other countries are identified in their respective performance, and we hope Malaysia especially Sabah can be engineered in that kind of direction to enable the csm to be in a recognizable position to be acknowledged.
It is a distant third as the engine of economic growth for the Co-operatives Societies Movement in Malaysia when we consider that Malaysia has about 8,000 co-operative societies when Malaysia has almost a million registered companies with about 1,000 of them as public listed ones. The strength of the Malaysian economy depends on the business communities assisted by the political will. If the strength in the economy depends largely on the 1,000 public listed companies – many of which are also related to government linked ones – then 8000 public co-operative societies also strongly supported by the Government with about 7million members should be encouraged to do as well as the other counterpart in the economy.
With this encouragement of the potential of the CSM, we need to move very focused on various fronts with the blue ocean strategy not to be hindered by the lack of anything as aforesaid but empowered by our common desire to succeed well in business assisted by the political will of the people.
The Ministry of Domestic Trades, Co-operatives and Consumerism together with the others under that should now strive forward in leaps and bounds not only competing within Malaysia with other business groups but face the global challenge with confidence possibly with the assurance and assistance of the global alliance of the co-operative societies.
Let the Malaysian Co-operative Societies Movement be part and parcel in significant portion in the great trading nation Malaysia.
Majulah Koperasi Makin Kaya Malaysia Kayaraya (MK3)
Prepared by Joshua Y. C. Kong
Chairman 2009 -2011
Ps English is the International and business medium
Notes:
In conjunction with the Bicara Tokoh with Executive Chairman of Suruhanjaya Koperasi Malaysia on
'TRANSFORMASI KOPERASI SELARAS DASAR KOPERASI NEGARA (DKN) 2011-2020,
Koperasi Pengguna Sabah Berhad KPSB submits a Memo to the Executive Chairman and SKM.
Preamble:-
The intention of this memorandum is to see that Sabah co-operative movement would progress in line with the national movement and take advantage of all the special circumstances in Sabah to bring forth greater improvement to the livelihood of the people especially in the business and economic front to generate wealth for all the people especially those neglected lots. Wealth needs to be created before we have something to share.
Koperasi Pengguna Sabah Bhd is a multi racial and multi religious unit so synonymous with 1Malaysia hence we need to be given more than ample attention and support to nurture it to be the model in Sabah and Malaysia.
As a guideline, we would have to deal the following issues:-
1. Introduction of the koperasi movement in Sabah:-
1.1 Our Strength
- Our number of coops and the members concerned if properly motivated can bring about greater synergy of advancement in all areas.
- Our opportunities in key areas in Sabah need to be exploited and utilized
- Our untapped sectors largely in the idle land and the shores for viable projects.
- Our new approaches applying blue ocean strategy and proper researches.
- the support from the Government and SKM should be seen forthcoming and timely.
1.2 Our Weakness
- Lack of capital for ventures and start up operations for individual new cooperative societies as such fund need to be accessed apart from members’ shares which can be limited and slowly building up resulting in lost opportunities and efforts.
- Lack of business leadership and quality of leadership as the exco or ALK would consist of people of diverse background and experiences that need to be sharpened in a business environment as a corporate group acting cooperatively. New values are desirable..
- Lack of business development as in every new cooperative society time would be needed to develop the businesses concerned especially new ones.
- Lack of business researches is a hindrance to timely progress profitably as researches are expensive and trials processes are required.
- Lack of banking and financial support is obvious cooperative societies unless such bodies are sponsored by the state or federal governments as linked agencies.
- Lack of working papers and cost and quality thereof is another disadvantage to early entry to any business that needs the SKM to grant sanction.
1.3 Our challenges
- For each new cooperative society, there are inherent challenges and such challenges are not easily surmountable unless all the ALK and members play their roles well. In such challenges, we are competing with others in the business environment and resources are needed at the right time and right place.
- In a new set up, we have to adopt ourselves to leadership where disagreement would prevail and we may have to settle for simple majority rather than total consensus. This is the time when leaders are tested to the full to steer the cooperative society concerned.
- We need to steer ourselves to a position of control for a forseeable period as continuity of any intention, proposal, project is essential to nurture any development to a viable phase to reap the fruits of our efforts for the mutual benefit of all in the cooperative society.
1.4 Our potentials
- The potentials of all members must be exploited but it needs resources to sustain such development to maximum level.
- The training and exposure must be self monitored amongst the members with a variety of skills, talents and gifts for sharing to make contribution to the cooperative society.
- The potential of each cooperative society depends on members’ involvement.
2. The threats too must be addressed:-
2.1. In the business world, there are always risks and threats from within and without. While we may avoid the risks, threats are less visible. Therefore, we need to have a system capable to address both risks and threats wherever they may emerge.
2.1.1 Image (threats)
In the Chinese press in Sabah (1st April, 2011), it was revealed that the co-operative movement is held in contempt as it was reported that most societies were cheats as per the Minister concerned. When I first approached some of my acquaintances/business people, that kind of image was given to me. So we need to address that as we move on in business. What was reported is definitely inaccurate and uncalled for and have actually defamed the co-operative movement in Sabah. We hope SKM and the Minister concerned must now address this threat as it is an image hard to be erased now to enable the co-operative societies movement to move to a higher level in years ahead namely 2011-2015. A copy of the Minister speech is attached for reference as the reported item in the Chinese press is at variance of the said speech. Was the report based on the Press conference with the said Minister?
2.1.2 Confidence and assurance
Bearing in mind of the threats and risks in business, we need to have to overcome that with confidence and assurance. With confidence and assurance, the threats can be faced off on the way to success. We need to identify the ingredients of the confidence and assurance in the cooperative societies movement in the context of leadership, administration, and transparency.
2.1.3 The role of SKM, Angkasa and MKM
Such threats must be spelt out by the SKM, Angkasa and MKM as their roles in gaining confidence and assurance for the co-operative societies movement and merely changing of new laws and new regulations may not bring out such confidence or assurance. Sometimes, too many changes not properly thought out may be themselves hindrance to the strengthening of the movement. Grey areas must be trashed out while the strong points should be monitored to bring about the desired results. Perfection and practicality need to be addressed at all times in good and bad times.
3 Steps forward in Sabah
What should we do in Sabah so that the expected performance of the co-operative societies movement can be an engine of growth that can be sustained. The country has grown mainly due to the micro and small and medium business entities moving on to be big business enterprises. It is known Sabah co-operative societies movement has lack behind in all sectors of the business environment as per records revealed by SKM and the Ministry of Domestic Trade, Co-operatives and Consumerism (KPDNKK) in term of the national movement and the general economy sector. We really need to move forward in big leap forward stance and I would suggest some measures to be implemented for Sabah co-operative movement in paragraph 4 below.
3.1 Rising trend of population
With fast rising trend of population, co-operative societies movement is the answer to fill in the gaps of supplies and demands by internally generated developments in so many areas especially the five sectors already identified namely retail and wholesale trade, financial, tourism, farming and agriculture.. There are still some areas to be considered for Sabah such as transportation, education, health, forestry and energy.
3.2 New Areas and new approaches in Sabah
There are certain areas in Sabah that need to be enhanced and accelerated in new approaches of development. I am also attaching a memorandum (3BF) handled over to the Angkasa Sabah Branch for attention and action to boost the cooperative societies movement in July 2010.
4. Recommendations for Sabah by KPSB
4.1 Research & Development/Bureau of Businesses
To boost research and development for the business communities in Sabah especially and Malaysia in general, SKM in collaboration with KPDNKK, Angkasa and MKM to be managed by KPSB, KPSB suggests that a Think Tank on businesses and business library be established in Kota Kinabalu.
It would be appreciated that a Bureau of Businesses (BB) be in place for the co-operative societies movement which can link the authorities and the co-operative societies movement in all businesses present and yet to be started. The BB would assist all members of the co-operative societies movement in research and development cum incubation to facilitate enhancement of new businesses, new ventures, joint ventures and new systems as in any link up wherever possible.
4.1.1 Common Project Papers by SKM
It would be appreciated that SKM would pay for any common project paper to be commissioned by SKM on the fundamental issues for any particular project, and the various cooperative societies interested to participate such projects make appropriate amendment to the said project papers. In such an approach, the common projects in different areas can be expedited with saving in costs of the said project papers without duplication of effort.
4.1.2 Pre-approved Projects
It is also a viable proposal for the SKM via the BB to invited all co-operative societies to participate in any pre-approved projects to allow immediate implementation of such projects with appropriate funding permitted subject to minimum terms and conditions as the monitoring would be in place by SKM.
4.2 A common building for new coops
A common building where all newly formed co-operative societies be invited by allocation of an office space to share all the common facilities in the same building while working in tandem to boost the affairs of the Sabah Co-operative movement in term of communication and joint ventures in whatever projects to be undertaken. Each co-operative society would be charged nominally after the first year.
4.3 Monthly allowance and fees for ALK
All members of the central executive committee or ALK be given a certain amount of monthly allowances and attendance fees for the first three years so that they would work hard for the setting up of the core business plus other ventures. This would also ensure commitment by attending ALK meeting to allow quorum for decisions to be made properly. Some of the ALK do have to travel a distance to perform their duties.
5. Dasar Koperasi Negara (DKN 2011-2020).
It is very good to have a national co-operative societies movement policy to steer the movement forward.
In the DKN, it is mentioned how other countries are identified in their respective performance, and we hope Malaysia especially Sabah can be engineered in that kind of direction to enable the csm to be in a recognizable position to be acknowledged.
It is a distant third as the engine of economic growth for the Co-operatives Societies Movement in Malaysia when we consider that Malaysia has about 8,000 co-operative societies when Malaysia has almost a million registered companies with about 1,000 of them as public listed ones. The strength of the Malaysian economy depends on the business communities assisted by the political will. If the strength in the economy depends largely on the 1,000 public listed companies – many of which are also related to government linked ones – then 8000 public co-operative societies also strongly supported by the Government with about 7million members should be encouraged to do as well as the other counterpart in the economy.
With this encouragement of the potential of the CSM, we need to move very focused on various fronts with the blue ocean strategy not to be hindered by the lack of anything as aforesaid but empowered by our common desire to succeed well in business assisted by the political will of the people.
The Ministry of Domestic Trades, Co-operatives and Consumerism together with the others under that should now strive forward in leaps and bounds not only competing within Malaysia with other business groups but face the global challenge with confidence possibly with the assurance and assistance of the global alliance of the co-operative societies.
Let the Malaysian Co-operative Societies Movement be part and parcel in significant portion in the great trading nation Malaysia.
Majulah Koperasi Makin Kaya Malaysia Kayaraya (MK3)
Prepared by Joshua Y. C. Kong
Chairman 2009 -2011
Ps English is the International and business medium
Notes:
Tuesday, April 12, 2011
Majulah Koperasi Makin Kaya (MK2).
Memorandum to SKM on 21 April, 2011 – Majulah Koperasi Makin Kaya (MK2).
In conjunction with the half day forum by SKM on 21 April 2011 and the speaker - Executive Chairman of SKM on "
'TRANSFORMASI KOPERASI SELARAS DASAR KOPERASI NEGARA (DKN)
2011-2020, KPSB would submit a Memo to the speaker and SKM.
Preamble:-
The intention of this memorandum is to see that Sabah cooperative movement would progress in line with the national movement and take advantage of all the special circumstances in Sabah to bring forth greater improvement to the livelihood of the people especially in the business and economic front to generate wealth for all the people especially those neglected lots. Wealth needs to be created before we have something to share.
Koperasi Pengguna Sabah Bhd is a multi racial and multi religious unit so synonymous with 1Malaysia hence we need to be given more than ample attention and support to nurture it to be the model in Sabah and Malaysia.
As a guideline, we would have to deal the following issues:-
1. Introduction of the koperasi movement in Sabah:-
1.1 Our Strength
- our number of coops and the members concerned if properly motivated can bring about greater synergy of advancement in all areas.
- Our opportunities in key areas in Sabah need to be exploited and utilized
- Our untapped sectors largely in the idle land and the shores for viable projects.
- Our new approaches applying blue ocean strategy and proper researches.
- the support from the Government and SKM should be seen forthcoming and timely.
1.2 Our Weakness
- Lack of capital for ventures and start up operations for individual new cooperative societies as such fund need to be accessed apart from members’ shares which can be limited and slowly building up resulting in lost opportunities and efforts.
- Lack of business leadership and quality of leadership as the exco or ALK would consist of people of diverse background and experiences that need to be sharpened in a business environment as a corporate group acting cooperatively. New values are desirable..
- Lack of business development as in every new cooperative societies time would be needed to develop the businesses concerned especially new ones.
- Lack of business researches is a hindrance to timely progress profitably as researches are expensive and trials processes are required.
- Lack of banking and financial support is obvious cooperative societies unless such bodies are sponsored by the state or federal governments as linked agencies.
- Lack of working papers and cost and quality thereof is another disadvantage to early entry to any business that needs the SKM to grant sanction.
1.3 Our challenges
- For each new cooperative society, there are inherent challenges and such challenges are not easily surmountable unless all the ALK and members play their roles well. In such challenges, we are competing with others in the business environment and resources are needed at the right time and right place.
- In a new set up, we have to adopt ourselves to leadership where disagreement would prevail and we may have to settle for simple majority rather than total consensus. This is the time when leaders are tested to the full to steer the cooperative society concerned.
- We need to steer ourselves to a position of control for a forseeable period as continuity of any intention, proposal, project is essential to nurture any development to a viable phase to reap the fruits of our efforts for the mutual benefit of all in the cooperative society.
1.4 Our potentials
- The potentials of all members must be exploited but it needs resources to sustain such development to maximum level.
- The training and exposure must be self monitored amongst the members with a variety of skills, talents and gifts for sharing to make contribution to the cooperative society.
- The potential of each cooperative society depends on members’ involvement.
2. The threats too must be addressed:-
2.1. In the business world, there are always risks and threats from within and without. While we may avoid the risks, threats are less visible. Therefore, we need to have a system capable to address both risks and threats wherever they may emerge.
2.1.1 Image (threats)
In the Chinese press in Sabah (1st April, 2011), it was revealed that the koperasi movement is held in contempt as it was reported that most societies were cheats as per the Minister concerned. When I first approached some of my acquaintances/business people, that kind of image was given to me. So we need to address that as we move on in business. What was reported is definitely inaccurate and uncalled for and have actually defamed the cooperative movement in Sabah. We hope SKM and the Minister concerned must now address this threat as it is an image hard to be erased now to enable the cooperative societies movement to move to a higher level in years ahead namely 2011-2015. A copy of the Minister speech is attached for reference as the reported item in the Chinese press is at variance of the said speech. Was the report based on the Press conference with the said Minister?
2.1.2 Confidence and assurance
Bearing in mind of the threats and risks in business, we need to have to overcome that with confidence and assurance. With confidence and assurance, the threats can be faced off on the way to success. We need to identify the ingredients of the confidence and assurance in the cooperative socieities movement in the context of leadership, administration, and transparency.
2.1.3 The role of SKM, Angkasa and MKM
Such threats must be spelt out by the SKM, Angkasa and MKM as their roles in gaining confidence and assurance for the cooperative societies movement and merely changing of new laws and new regulations may not bring out such confidence or assurance. Sometimes, too many changes not properly thought out may be themselves hindrance to the strengthening of the movement. Grey areas must be trashed out while the strong points should be monitored to bring about the desired results. Perfection and practicality need to be addressed at all times in good and bad times.
3 Steps forward in Sabah
What should we do in Sabah so that the expected performance of the cooperative societies movement can be an engine of growth that can be sustained. The country has grown mainly due to the micro and small and medium business entities moving on to be big business enterprises. It is known Sabah cooperative societies movement has lack behind in all sectors of the business environment as per records revealed by SKM and the Ministry of Domestic Trade Consumerism and Cooperative (KPDNKK) in term of the national movement and the general economy sector. We really need to move forward in big leap forward stance and I would suggest some measures to be implemented for Sabah cooperative movement in paragraph 4 below.
3.1 Rising trend of population
With fast rising trend of population, cooperative societies movement is the answer to fill in the gaps of supplies and demands by internally generated developments in so many areas especially the five sectors already identified namely retail and wholesale trade, financial, tourism, farming and agriculture.. There are still some areas to be considered for Sabah such as transportation, education, health, forestry and energy.
3.2 New Areas and new approaches in Sabah
There are certain areas in Sabah that need to be enhanced and accelerated in new approaches of development. I am also attaching a memorandum (3BF) handled over to the Angkasa Sabah Branch for attention and action to boost the cooperative societies movement in July 2010.
4. Recommendations for Sabah by KPSB
4.1 To boost research and development for the business communities in Sabah especially and Malaysia in general, SKM in collaboration with KPDNKK, Angkasa and MKM to be managed by KPSB, KPSB suggests that a Think Tank on businesses and business library be established in Kota Kinabalu.
It would be appreciated that a Bureau of Businesses (BB) be in place for the cooperative societies movement which can link the authorities and the cooperative societies movement in all businesses present and yet to be started. The BB would assist all members of the cooperative societies movement in research and development to facilitate enhancement of new businesses, new ventures, joint ventures and new systems as in any link up wherever possible.
4.1.1 It would be appreciated that SKM would pay for any common project paper to be commissioned by SKM on the fundamental issues for any particular project, and the various cooperative societies interested to participate such projects make appropriate amendment to the said project papers. In such an approach, the common projects in different areas can be expedited with saving in costs of the said project papers without duplication of effort.
4.1.2 It is also a viable proposal for the SKM via the BB to invited all cooperative societies to participate in any pre-approved projects to allow immediate implementation of such projects with appropriate funding permitted subject to minimum terms and conditions as the monitoring would be in place by SKM.
4.2 A common building where all newly formed cooperative societies be invited by allocation of an office space to share all the common facilities in the same building while working in tandem to boost the affairs of the Sabah Cooperative movement in term of communication and joint ventures in whatever projects to be undertaken. Each cooperative society would be charged nominally after the first year.
4.3 All members of the central executive committee or ALK be given a certain amount of monthly allowances and attendance fees for the first three years so that they would work hard for the setting up of the core business plus other ventures. This would also ensure commitment by attending ALK meeting to allow quorum for decisions to be made properly. Some of the ALK do have to travel a distance to perform their duties.
5. Dasar Koperasi Negara (DKN 2011-2020).
It is very good to have a national cooperative societies movement policy to steer the movement forward.
In the DKN, it is mentioned how other countries are identified in their respective performance, and we hope Malaysia especially Sabah can be engineered in that kind of direction to enable the csm to be in a recognizable position to be acknowledged.
It is a distant third as the engine of economic growth for the CSM in Malaysia when we consider that Malaysia has about 8,000 cooperative societies when Malaysia has almost a million registered companies with about 1,000 of them as public listed ones. The strength of the Malaysian economy depends on the business communities assisted by the political will. If the strength in the economy depends largely on the 1,000 public listed companies – many of which are also related to government linked ones – then 8000 public cooperative societies also strongly supported by the Government with about 7m members should be encouraged to do as well as the other counterpart in the economy.
With this encouragement of the potential of the CSM, we need to move very focused on various fronts with the blue ocean strategy not to be hindered by the lack of anything as aforesaid but empowered by our common desire to succeed well in business assisted by the political will of the people.
The Ministry of Domestic Trades Cooperative Societies and Consumerism together with the others under that should now strive forward in leaps and bounds not only competing within Malaysia with other business groups but face the global challenge with confidence possibly with the assurance and assistance of the global alliance of the cooperative societies.
Let the Malaysian Cooperative Societies Movement be part and parcel in significant portion in the great trading nation Malaysia.
Majulah Koperasi Makin Kaya (MK2)
Prepared by Joshua Y. C. Kong
Chairman 2009 -2011
Ps English is the International and business medium
In conjunction with the half day forum by SKM on 21 April 2011 and the speaker - Executive Chairman of SKM on "
'TRANSFORMASI KOPERASI SELARAS DASAR KOPERASI NEGARA (DKN)
2011-2020, KPSB would submit a Memo to the speaker and SKM.
Preamble:-
The intention of this memorandum is to see that Sabah cooperative movement would progress in line with the national movement and take advantage of all the special circumstances in Sabah to bring forth greater improvement to the livelihood of the people especially in the business and economic front to generate wealth for all the people especially those neglected lots. Wealth needs to be created before we have something to share.
Koperasi Pengguna Sabah Bhd is a multi racial and multi religious unit so synonymous with 1Malaysia hence we need to be given more than ample attention and support to nurture it to be the model in Sabah and Malaysia.
As a guideline, we would have to deal the following issues:-
1. Introduction of the koperasi movement in Sabah:-
1.1 Our Strength
- our number of coops and the members concerned if properly motivated can bring about greater synergy of advancement in all areas.
- Our opportunities in key areas in Sabah need to be exploited and utilized
- Our untapped sectors largely in the idle land and the shores for viable projects.
- Our new approaches applying blue ocean strategy and proper researches.
- the support from the Government and SKM should be seen forthcoming and timely.
1.2 Our Weakness
- Lack of capital for ventures and start up operations for individual new cooperative societies as such fund need to be accessed apart from members’ shares which can be limited and slowly building up resulting in lost opportunities and efforts.
- Lack of business leadership and quality of leadership as the exco or ALK would consist of people of diverse background and experiences that need to be sharpened in a business environment as a corporate group acting cooperatively. New values are desirable..
- Lack of business development as in every new cooperative societies time would be needed to develop the businesses concerned especially new ones.
- Lack of business researches is a hindrance to timely progress profitably as researches are expensive and trials processes are required.
- Lack of banking and financial support is obvious cooperative societies unless such bodies are sponsored by the state or federal governments as linked agencies.
- Lack of working papers and cost and quality thereof is another disadvantage to early entry to any business that needs the SKM to grant sanction.
1.3 Our challenges
- For each new cooperative society, there are inherent challenges and such challenges are not easily surmountable unless all the ALK and members play their roles well. In such challenges, we are competing with others in the business environment and resources are needed at the right time and right place.
- In a new set up, we have to adopt ourselves to leadership where disagreement would prevail and we may have to settle for simple majority rather than total consensus. This is the time when leaders are tested to the full to steer the cooperative society concerned.
- We need to steer ourselves to a position of control for a forseeable period as continuity of any intention, proposal, project is essential to nurture any development to a viable phase to reap the fruits of our efforts for the mutual benefit of all in the cooperative society.
1.4 Our potentials
- The potentials of all members must be exploited but it needs resources to sustain such development to maximum level.
- The training and exposure must be self monitored amongst the members with a variety of skills, talents and gifts for sharing to make contribution to the cooperative society.
- The potential of each cooperative society depends on members’ involvement.
2. The threats too must be addressed:-
2.1. In the business world, there are always risks and threats from within and without. While we may avoid the risks, threats are less visible. Therefore, we need to have a system capable to address both risks and threats wherever they may emerge.
2.1.1 Image (threats)
In the Chinese press in Sabah (1st April, 2011), it was revealed that the koperasi movement is held in contempt as it was reported that most societies were cheats as per the Minister concerned. When I first approached some of my acquaintances/business people, that kind of image was given to me. So we need to address that as we move on in business. What was reported is definitely inaccurate and uncalled for and have actually defamed the cooperative movement in Sabah. We hope SKM and the Minister concerned must now address this threat as it is an image hard to be erased now to enable the cooperative societies movement to move to a higher level in years ahead namely 2011-2015. A copy of the Minister speech is attached for reference as the reported item in the Chinese press is at variance of the said speech. Was the report based on the Press conference with the said Minister?
2.1.2 Confidence and assurance
Bearing in mind of the threats and risks in business, we need to have to overcome that with confidence and assurance. With confidence and assurance, the threats can be faced off on the way to success. We need to identify the ingredients of the confidence and assurance in the cooperative socieities movement in the context of leadership, administration, and transparency.
2.1.3 The role of SKM, Angkasa and MKM
Such threats must be spelt out by the SKM, Angkasa and MKM as their roles in gaining confidence and assurance for the cooperative societies movement and merely changing of new laws and new regulations may not bring out such confidence or assurance. Sometimes, too many changes not properly thought out may be themselves hindrance to the strengthening of the movement. Grey areas must be trashed out while the strong points should be monitored to bring about the desired results. Perfection and practicality need to be addressed at all times in good and bad times.
3 Steps forward in Sabah
What should we do in Sabah so that the expected performance of the cooperative societies movement can be an engine of growth that can be sustained. The country has grown mainly due to the micro and small and medium business entities moving on to be big business enterprises. It is known Sabah cooperative societies movement has lack behind in all sectors of the business environment as per records revealed by SKM and the Ministry of Domestic Trade Consumerism and Cooperative (KPDNKK) in term of the national movement and the general economy sector. We really need to move forward in big leap forward stance and I would suggest some measures to be implemented for Sabah cooperative movement in paragraph 4 below.
3.1 Rising trend of population
With fast rising trend of population, cooperative societies movement is the answer to fill in the gaps of supplies and demands by internally generated developments in so many areas especially the five sectors already identified namely retail and wholesale trade, financial, tourism, farming and agriculture.. There are still some areas to be considered for Sabah such as transportation, education, health, forestry and energy.
3.2 New Areas and new approaches in Sabah
There are certain areas in Sabah that need to be enhanced and accelerated in new approaches of development. I am also attaching a memorandum (3BF) handled over to the Angkasa Sabah Branch for attention and action to boost the cooperative societies movement in July 2010.
4. Recommendations for Sabah by KPSB
4.1 To boost research and development for the business communities in Sabah especially and Malaysia in general, SKM in collaboration with KPDNKK, Angkasa and MKM to be managed by KPSB, KPSB suggests that a Think Tank on businesses and business library be established in Kota Kinabalu.
It would be appreciated that a Bureau of Businesses (BB) be in place for the cooperative societies movement which can link the authorities and the cooperative societies movement in all businesses present and yet to be started. The BB would assist all members of the cooperative societies movement in research and development to facilitate enhancement of new businesses, new ventures, joint ventures and new systems as in any link up wherever possible.
4.1.1 It would be appreciated that SKM would pay for any common project paper to be commissioned by SKM on the fundamental issues for any particular project, and the various cooperative societies interested to participate such projects make appropriate amendment to the said project papers. In such an approach, the common projects in different areas can be expedited with saving in costs of the said project papers without duplication of effort.
4.1.2 It is also a viable proposal for the SKM via the BB to invited all cooperative societies to participate in any pre-approved projects to allow immediate implementation of such projects with appropriate funding permitted subject to minimum terms and conditions as the monitoring would be in place by SKM.
4.2 A common building where all newly formed cooperative societies be invited by allocation of an office space to share all the common facilities in the same building while working in tandem to boost the affairs of the Sabah Cooperative movement in term of communication and joint ventures in whatever projects to be undertaken. Each cooperative society would be charged nominally after the first year.
4.3 All members of the central executive committee or ALK be given a certain amount of monthly allowances and attendance fees for the first three years so that they would work hard for the setting up of the core business plus other ventures. This would also ensure commitment by attending ALK meeting to allow quorum for decisions to be made properly. Some of the ALK do have to travel a distance to perform their duties.
5. Dasar Koperasi Negara (DKN 2011-2020).
It is very good to have a national cooperative societies movement policy to steer the movement forward.
In the DKN, it is mentioned how other countries are identified in their respective performance, and we hope Malaysia especially Sabah can be engineered in that kind of direction to enable the csm to be in a recognizable position to be acknowledged.
It is a distant third as the engine of economic growth for the CSM in Malaysia when we consider that Malaysia has about 8,000 cooperative societies when Malaysia has almost a million registered companies with about 1,000 of them as public listed ones. The strength of the Malaysian economy depends on the business communities assisted by the political will. If the strength in the economy depends largely on the 1,000 public listed companies – many of which are also related to government linked ones – then 8000 public cooperative societies also strongly supported by the Government with about 7m members should be encouraged to do as well as the other counterpart in the economy.
With this encouragement of the potential of the CSM, we need to move very focused on various fronts with the blue ocean strategy not to be hindered by the lack of anything as aforesaid but empowered by our common desire to succeed well in business assisted by the political will of the people.
The Ministry of Domestic Trades Cooperative Societies and Consumerism together with the others under that should now strive forward in leaps and bounds not only competing within Malaysia with other business groups but face the global challenge with confidence possibly with the assurance and assistance of the global alliance of the cooperative societies.
Let the Malaysian Cooperative Societies Movement be part and parcel in significant portion in the great trading nation Malaysia.
Majulah Koperasi Makin Kaya (MK2)
Prepared by Joshua Y. C. Kong
Chairman 2009 -2011
Ps English is the International and business medium
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