Friday, June 26, 2026

Malaysia's Frenzied Politics

 


Readers may have noticed that I seldom write about Malaysian politics, even though I am Malaysian. Strange, isn't it?

I am certainly not short of opinions. Like most Malaysians, I have views on almost everything that goes on in the country. Yet I have always been cautious about expressing them publicly.

The reason is simple. Much of Malaysian politics revolves around three highly sensitive subjects — Race, Religion, and Royalty, commonly referred to as the 3Rs. For a non-Malay like me, all three are areas best approached with great care. At this stage of my life, I have little desire to attract the attention of the authorities. I have long accepted the reality of an affirmative-action framework that has existed since the events of May 1969. Fortunately, the limitations associated with that framework have not materially affected the way my wife and I live.

Yet the present state of politics in Malaysia is compelling enough to make me put pen to paper.

My purpose is not to lament the political or economic disadvantages faced by non-Bumiputeras. Those realities have existed for decades, and there is little that ordinary citizens can do to alter them. Regardless of which coalition forms the government, non-Bumiputeras have largely learned to accommodate themselves to this political landscape.

There were, however, two occasions when many of us allowed ourselves to hope.

The first came when Mahathir Mohamad returned for a second term as Prime Minister. It appeared, briefly, that his final chapter in public life might be different from the earlier ones. Yet it did not take long for familiar patterns to re-emerge. Before long, Malaysia seemed to have returned to square one — perhaps in an even more complicated position than before.

The second moment of hope arrived with Anwar Ibrahim's ascension as Prime Minister of the Unity Government. Internationally, Anwar enjoys considerable stature and respect. Domestically, however, the picture is less flattering. While his administration has recorded some achievements, public enthusiasm appears to be waning. His support among Malay voters remains particularly fragile.

His response has largely been to offer additional incentives and benefits to key constituencies. Yet the strategy does not appear to have reversed the trend. Even Rafizi Ramli, once regarded as his political heir apparent and one of PKR's most prominent leaders, has chosen to chart his own course – with the formation of Bersama.

Looking back, perhaps I should not have placed so much faith in either of these developments. I have long understood the political instincts and core values of both Mahathir and Anwar. Yet hope has a curious way of persuading us to suspend our better judgement.

Today, Malaysia's political landscape is characterised by intense, chaotic, and often unpredictable maneuvering. It is politics conducted at a feverish pace, with shifting alliances, competing ambitions, and constant speculation. For want of a better term, I call it Frenzied Politics.

The most visible manifestation of this frenzy has been the sudden dissolution of two state assemblies – Johor and Negeri Sembilan – and the prospect of more fresh electoral contests, including the federal Parliament. Such developments thrust the country once again into a period of campaigning, bargaining, and uncertainty.

The circumstances behind these events are well known to Malaysians and need little elaboration here. More worrying is what they reveal about the fragility of the post-2022 political settlement.

The cracks are becoming increasingly visible.

In Johor, Barisan Nasional (BN) has signaled its determination to contest the state election independently rather than continue its uneasy cooperation with Pakatan Harapan. Its leaders remain convinced that Johor Malays will stay loyal to UMNO, given the party's deep historical roots in the state. (Stop press: one of its kingpins – apparently driven by personal issues – has just thrown a spanner into the works. How this will ultimately play out promises to be an interesting story.)

In Negeri Sembilan, political rivalries have become intertwined with tensions involving the state's traditional institutions and competing centres of influence. (Few ordinary mortals like me know the true cause of the rift between the ruler and the chieftains, although many would agree that the royal family has always conducted itself with great dignity. The challenge of upholding tradition while exercising sound judgement has become something of a paradox.) Beneath the surface lies a broader struggle for power among the political parties. UMNO, despite being a partner in the governing coalition, has viewed the situation as an opportunity to upset the status quo and capture the Menteri Besar's office. Fortunately, or unfortunately, depending on one's perspective, that ambition was thwarted by the dissolution of the state assembly.

Strangely, the opposition is also in a turmoil.

Perikatan Nasional faces its own internal tensions. Relationships among its constituent parties have become increasingly complicated, raising questions about the coalition's long-term cohesion. Splinter groups and new political formations – significantly Wawasan – are emerging, adding further uncertainty to an already crowded political landscape.

The result is a political environment where almost everyone appears to be maneuvering, but few seem capable of offering a convincing long-term vision for the country.


A Campaign of Noise and Identity Politics
Whenever politicians enter campaign mode, public discourse becomes dominated by slogans, accusations, and emotional appeals. Identity politics once again takes centre stage. Historical grievances are revived, old fears are rekindled, and voters are encouraged to focus on who they are rather than where the country is heading.

Meanwhile, structural economic challenges receive far less attention than they deserve.

The contests unfolding in Johor and Negeri Sembilan illustrate this tendency. Much of the political competition is being framed in terms of which party can better defend the Malay-Muslim agenda. For many Bumiputeras, this debate offers reassurance that their interests will remain protected regardless of who forms the government.

For non-Malays, however, the picture is rather different. The continued dominance of identity-based politics reinforces the perception that national issues are too often viewed through a communal lens.

Malaysians are, in a sense, spoilt for choice.

Peninsular Malay voters can choose among UMNO, PKR, Bersatu, PAS, Amanah, and Wawasan. Chinese voters continue to weigh the competing claims of DAP and MCA. Those less inclined towards race-based politics have alternatives such as MUDA and Bersama and other even smaller movements.

Yet one cannot help asking: is this abundance of choice truly a privilege, or has it become a curse?

The multiplication of parties has not necessarily produced better governance, stronger institutions, or a more coherent national vision. Instead, it has often resulted in fragmentation, shifting loyalties, and endless political bargaining.

Perhaps the greatest casualty has been public confidence itself.

Rent-Seeking and the Entitlement Mindset

What, then, is Malaysia's greatest challenge?

In my view, it lies not only in policy failures but also in the way we think about race, religion, and politics. Too often, especially among non-Malays, there is a tendency to strive to be seen as "politically correct" on these sensitive issues, even when doing so may not necessarily serve the country's long-term interests. Such attitudes are symptoms of deeper structural problems.

One of those problems is the culture of rent-seeking that has become deeply embedded in parts of society.

Almost every week, newspapers report fresh cases of public officials being arrested on corruption charges. The sums involved are no longer modest percentages quietly exchanged behind closed doors. They now run into hundreds of thousands – sometimes even millions – of ringgit.

Whenever I read such reports, I find myself asking the same question: how does one spend so much money?

The answer came to me unexpectedly during a recent visit to Genting Highlands.

It had been many years since my previous trip. My university mate, Leong Yue Peng, lives in nearby Bukit Tinggi, and my wife and I decided to make the journey partly to visit him and partly to revisit what remains one of the most remarkable entrepreneurial legacies left by one of my former bosses in Malaysia.

The first thing that struck me was how unfamiliar everything had become. Roads that I once knew had been rerouted and widened. New developments had transformed the landscape. There is now even a toll gate for vehicles entering the resort. At times, I could scarcely recognise where I was.

As gambling has never held any attraction for me, I had no intention of entering the casino. Instead, we stopped at the duty-free shopping complex halfway up the hill.

There, I witnessed a scene that stayed with me.

A middle-aged man, accompanied by his family, moved effortlessly from counter to counter, purchasing luxury goods with remarkable ease. Expensive items were selected without so much as a glance at the price tags. Money appeared to be no object.

There was, of course, nothing inherently wrong with that. Those who have worked hard and succeeded are fully entitled to enjoy the fruits of their labour.

Yet something about the man's demeanour intrigued me. His appearance, mannerisms, and bearing did not suggest someone who had built a large business empire or climbed to the top of a major corporation. Having encountered more than my fair share of rent-seekers during my professional life, I found myself wondering whether this was the sort of conspicuous consumption that easy money often encourages. I may well have been mistaken about the individual, but the episode reminded me of a broader truth.

Corruption is not merely about money; it is about attitudes. It fosters the belief that wealth can be acquired without creating corresponding value. Over time, that mindset corrodes institutions, distorts incentives, weakens meritocracy, and normalises entitlement.

The greatest damage caused by corruption is therefore not the money that is stolen. It is the culture that it leaves behind.

There is an old piece of conventional wisdom often heard in Chinese communities: corruption exists everywhere, but what ultimately distinguishes societies is what happens to the proceeds. Some use ill-gotten wealth to build businesses, create assets, and leave something behind; others consume it conspicuously. Whether or not this observation is entirely fair, it reminds us that the long-term consequences of corruption extend far beyond the initial act itself.


The Politics of Dependency
Closely related to rent-seeking is another challenge that Malaysia has wrestled with for decades — the politics of dependency.

Subsidies are politically attractive. They provide immediate relief, generate goodwill, and often translate into votes. Every government understands this.

The difficulty arises when temporary assistance evolves into a permanent expectation.

A society progresses when its citizens are encouraged to overcome obstacles through effort, education, innovation, and enterprise. Excessive reliance on subsidies can weaken those instincts. Instead of helping people climb, it may encourage them to remain where they are.

This is not an argument against helping the disadvantaged. Every civilised society has a responsibility to support those who genuinely need assistance.

The real question is whether public policy empowers people to become self-reliant or merely conditions them to depend on continued support.

That distinction is often overlooked in Malaysian politics.


A Fatal Attraction
The role of royalty in Malaysian public life presents another uniquely Malaysian dilemma.

Royals, after all, are human beings. They possess opinions, preferences, and convictions like everyone else. Some are highly educated and intellectually engaged. It is therefore unsurprising that they occasionally feel compelled to comment on matters of public importance.

Recent remarks by a senior member of one of the royal houses concerning the Federal Government provide one example.

The difficulty is that constitutional monarchies operate on delicate conventions. While members of the royal houses may possess every right to hold opinions, public expressions of those opinions can easily be viewed as seditious by the authorities.

When governments are strong, such tensions are usually managed quietly. When governments are politically vulnerable, the situation becomes far more complicated.

Ideally, constitutional principles should apply consistently. If members of the royal institution are able to comment on public policies, citizens should likewise be free to discuss royal actions and decisions, provided they do so respectfully and without malicious intent.

The issue is not the expression of views itself. The issue is whether different standards apply to different groups of people.

A mature constitutional monarchy should have sufficient confidence to tolerate respectful scrutiny, just as democratic governments are expected to tolerate criticism from citizens.

The challenge lies not with the institution itself but with the willingness of executive branch of the government to uphold these principles fairly and consistently.


Thriving despite politics
Whether we like it or not, Malaysia's political reality remains largely unchanged.

A Malay-majority party, or coalition of Malay-majority parties, will continue to dominate national politics for the foreseeable future. Non-Bumiputera communities therefore have limited influence over the broader direction of political power.

What they can reasonably hope for is leadership that governs fairly, pragmatically, and with a long-term view of national development.

Unfortunately, I am not particularly optimistic.

The Malaysian Indian community faces its own challenges, including a significant gap between rich and poor. My understanding of Indian political dynamics is limited, and I shall leave that discussion to others.

As for the Chinese community, the choices are familiar. DAP and MCA continue to dominate the political landscape, yet many Chinese voters regard both as variations of the same dilemma rather than genuine alternatives.

The reality is that Malaysia's non-Bumiputera population, though only about thirty per cent of the total, remains economically significant. Politically, however, its influence is likely to diminish gradually as demographic trends continue to evolve.

The more perceptive members of the community have already recognised this reality.

Their response is not political mobilisation but personal advancement.

If one is not born into wealth, there remains only one reliable path upward: education, discipline, skills, and knowledge. These are assets that no government can easily take away and no political change can readily diminish.

In an increasingly competitive world, remaining relevant requires constant adaptation. Communities that understand this will continue to thrive regardless of political circumstances.

Those that do not may eventually discover that political grievances are a poor substitute for personal capability.

That, more than any election result, will determine who remains at the top of the food chain.


Remember Steadyaku47?
Frenzied politics also produces unconventional commentators. Few embodied that phenomenon better than Steadyaku47.

His real name was Hussein Abdul Hamid, and for a time he was among Malaysia's most widely read political bloggers. Depending on whom one asked, he was either a fearless truth-teller or an irresponsible provocateur. Like many influential figures, he inspired admiration and criticism in equal measure.

Hussein has since passed away.

He belonged to a generation of bloggers who emerged when many Malaysians were losing confidence in the traditional media. Long before social media became dominant, writers like him challenged official narratives, exposed political intrigues, and offered alternative perspectives on events unfolding behind the scenes. His writing was rarely polished in an academic sense. It was personal, direct, occasionally emotional, and often filled with insider gossip. Yet that was precisely why so many people read him.

My memories of Hussein, however, are less political than personal.

I cannot remember who first introduced us, but I vividly remember our first meeting over a simple meal in Melbourne. At the time, he was going through financial difficulties and confided that he lacked the means to give his late wife the farewell she deserved. The remark stayed with me, and I did what little I could to help raise some money. That marked the beginning of a friendship that lasted several years.

When Anwar Ibrahim eventually became Prime Minister and Hussein was told that he could return to Malaysia without concern, I once again helped raise some funds to support his airfare and living expenses during his stay in Kuala Lumpur.

What I appreciated most about Hussein was his authenticity. Whether one agreed with him or not, he rarely pretended to be someone he was not. We occasionally disagreed – particularly over some of the language he used when writing about members of the royal houses. I felt it was unnecessarily provocative and ventured into potentially seditious territory. He would listen, although whether he agreed was another matter.

Through Hussein, I also came to know several of his Malay College Kuala Kangsar contemporaries, including Joe Kamaruzzaman and Tan Sri Azman Mokhtar. Those friendships later led to other acquaintances and acts of kindness that I continue to value. 

As the years pass, I find myself thinking less about Hussein the political blogger and more about Hussein the friend.

History will judge how much influence Steadyaku47 had on Malaysian politics. My own view is that his greatest contribution was not changing government policy but helping create an environment where alternative viewpoints could circulate more freely. He was part of a broader movement that weakened the monopoly of traditional media and contributed, in its own way, to Malaysia's political awakening.

Whether one admired him or disliked him, he left a mark. And perhaps that is all any writer can hope to do.


Conclusion
Malaysia remains, and is likely to remain for some time, a country where race continues to shape politics. Whether that changes will depend not merely on politicians but on citizens themselves.

We often speak of waiting for another Tunku Abdul Rahman — a leader with the stature and confidence to look beyond communal boundaries and govern for all Malaysians. Such leaders are rare. At present, I do not see one on the horizon.

Yet countries are not built by great leaders alone. They are also shaped by ordinary citizens, entrepreneurs, teachers, civil servants, workers, and parents who continue to do the right thing even when politics disappoints them.

For all our frustrations, Malaysia remains an extraordinarily blessed country. We enjoy a richness of culture, resources, food, and human talent that many nations can only envy.

Politics may continue to be frenzied. Governments may rise and fall. Coalitions may form and fracture.

In the meantime, life goes on.

And perhaps that is the most Malaysian thing of all.

End

 

Thursday, June 25, 2026

Modern Cars – Some Misplaced Concepts in New Designs

China is storming the world with its EVs and PHEVs. There are rave reviews about their comfort and performance. I have sat in several of them, but I have yet to drive one myself. My son-in-law, who is in the petrol pump business, understandably does not prioritize buying an EV.

However, he finally bought two: a Lexus LBX hybrid for the family to use and a Fiat Abarth, which is totally EV, for Monica.

Certainly sexy, but can be silly 

We do not give high scores to either. In the case of the Lexus LBX, my grandson was once locked inside the car when the battery failed. And I still cannot understand why you need to pull the door lever twice to open it. Imagine if it is an emergency and the car is new to you! It is undeniably a small car, but anyone with a normal pair of legs will find the rear legroom absolutely torturing!

As for the Abarth, I can only conclude that it is very much a toy. Its range is only about 250km. Two things are particularly annoying: first, there is no gear stick; you have to bend over to press the buttons below the middle of the dashboard to engage D, N, R, or P. Just imagine how flustered you can be when you are trying to change course at a busy junction. The positioning does not allow you to operate these gears intuitively, as we do with normal systems. You literally have to look at the panel to make the change! And unless you are buckled up, you cannot move the car at all. Imagine the inconvenience when you need to move the car just a few feet momentarily.

All this brings me to a memory from years ago. The first car I bought when I joined the workforce was a Toyota Corolla. It cost me around MYR 6,600 then. It was all I could afford on hire-purchase terms. One day, a university mate who happened to be visiting my brother-in-law (who lived next door) decided to drop by my place. He saw my car, gave its tyre a kick, and scornfully remarked, "Japanese car." It's an incident I have remembered all my life.

He was an Esso scholar and was employed by the company after graduating. I worked for MIDA (then FIDA), earning a salary of MYR 1,040 per month, which was not too bad by the standards of the day.

(Interestingly, I had also been offered a job by Sembawang Shipyard in Singapore at a salary of SGD 750—back when the MYR and SGD were at parity. I declined the offer, perhaps shortsightedly, for reasons that seemed sensible at the time.)

But Esso paid much more—something like MYR 2,500 per month, almost double mine. He, like my brother-in-law (also an Esso scholar and then a colleague at the company), had picked up a Fiat 127 (or a Fiat 128, I cannot quite recall) instead. The car cost a couple of hundred ringgit more, maybe around MYR 7,300.

Certainly, Fiat was then considered a step above Toyota. Hence, his scorn at his poor university mate's affordability.

But Fiat today is no longer the Fiat of yesteryear. Today, the Fiat brand, along with many other famous Italian and international marques, is part of a massive corporation called Stellantis. Stellantis was formed in 2021 from the merger of Fiat Chrysler Automobiles (FCA) and the French PSA Group.

The list of car brands currently under the same corporate umbrella is extensive. Based on Stellantis's official brand portfolio, here are some of the other Italian and international brands you might be thinking of:

  • Italian Brands: Alfa Romeo, Maserati, and Lancia are all part of the Stellantis group today. Abarth, Fiat's performance sub-brand, is also included.
  • International Brands: The group also owns major American (Chrysler, Dodge, Jeep, Ram), French (Citroën, Peugeot, DS Automobiles), and German (Opel) brands, among others.

Ferrari's history is also deeply intertwined with Fiat. Fiat began buying into Ferrari in 1969 and eventually held a 90% stake. However, this is no longer the case. In 2016, Fiat spun off Ferrari, and the company became an independent, publicly traded entity on the stock market.

Today, while no longer owned by Fiat, Ferrari's ownership still has an Italian flavour:

  • The largest single shareholder is Exor N.V., an investment company controlled by the Agnelli family, the founders of Fiat.
  • Piero Ferrari, Enzo Ferrari's son, also retains a significant personal stake.
  • The majority of the company is owned by public shareholders.

But while the Chinese are making huge progress in EV and PHEV technology, the experience I had with the Abarth tells me that some designers are not wearing their thinking caps anymore. Ditto Toyota with its Lexus LBX.

I use a Mercedes-Benz C200. Its gear selector lever is on the right side of the steering wheel. When I first used it, I often found myself instinctively reaching for it whenever I wanted to signal a turn. Each time I accidentally knocked it into reverse for left turns, I would worry that I had just damaged the gearbox. It wasn't until I learned about the electronic safety lockout that my anxiety faded; the system is apparently programmed to simply ignore the command if the car is moving forward. Maybe Fiat is trying to introduce a new concept? Well, common sense tells me that sounds like a rather silly idea."

Riding in a Hong Qi in Xiamen recently
Nonetheless,
while despite their prices, Chinese makes are generally great in terms of features, luxury and performance, I am still not entirely comfortable with the loudness of their styling and the flamboyance of their names. But this is largely a matter of personal taste and opinion.

End


Monday, June 22, 2026

The Evolution of New Chinese Identities

A low-budget film is now taking Chinese communities in mainland China and Southeast Asia by storm. Titled Dear You (给阿嬷的情书), it is not particularly a story about China; instead, it zooms in on the recent history of Chaozhou – a city in Guangdong Province. Teochew - the dialect spoken in Chaozhou -  is actually a variant of the Min-nan linguistic group that is also spoken in Xiamen, Quanzhou, and Zhangzhou in the neighboring Fujian province than to standard Cantonese, a fact that underscores the region's distinct identity.

Dear You is set primarily between the 1940s and the 1970s. Its central character, Zheng Mu-Sheng, flees his hometown in Chaozhou during the 1940s to escape war and forced conscription, eventually making his way to Nanyang – the "South Seas", which we now call Southeast Asia.

Through a multi-decade narrative, the film vividly portrays the unique culture of Qiaopi (侨批) – letters and remittances sent by overseas Chinese to their families back home. The emotional bonds and entanglements depicted in the story have struck a deep chord among overseas Chinese communities whose ancestral homeland is no longer truly theirs.

The film - in Teochew dialect - has already grossed hundreds of millions of yuan at the Chinese box office alone. It is now showing in Malaysia and Singapore, where it is also expected to perform strongly. (The version for Singapore is dubbed in Mandarin.)


Creating storm in a tea cup
Curiously, a journalist from Singapore's Lianhe Zaobao has written critically about the film's message. Sim Tze Wei (泽玮), the newspaper's Beijing correspondent, published an article on 21 May 2026 entitled The United Front Lessons of Dear You (给阿嬷的情书 - 统战启示). In it, she described the film as a masterclass in "non-coercive" united front propaganda.

Sim argued that the film serves as a subtle form of psychological warfare designed to evoke a sense of closeness to China among members of the Chinese diaspora. In her view, such emotional appeal amounts to a form of "emotional kidnapping" that could create identity confusion among Chinese Singaporeans and undermine Singapore's carefully cultivated national identity, which is not based on ethnicity.

Although I have not watched the film myself, the snippets I have seen through various podcasts help me understand why it has evoked such strong emotions. I come from a village in Muar, and my late father was generally acknowledged as the local "scholar". He often helped fellow villagers, many of whom were illiterate, write letters to their loved ones in China.

Sim is Singaporean and previously served as a correspondent in Taipei. Her writings for Lianhe Zaobao are shaped by perspectives that broadly align with Singapore's official national narrative. I therefore understand where she is coming from, especially her Taiwan stint.

I spend considerable time in Singapore and have had opportunities to interact with many younger Singaporeans. They are deeply proud of their Singaporean nationality. While many are familiar with and comfortable around China, few wish to define themselves as "Chinese" in the civilisational or ethnic sense of the term. (Older Singaporeans, however, harbour strong attachments to their Chinese heritage.)

The debate sparked by Sim's article has generated considerable discussion. Some people argue that a film's ability to resonate culturally does not necessarily amount to political manipulation, and that the criticism itself reveals underlying anxieties about Singapore's own national identity framework.

But in flesh and blood

In neighbouring Malaysia, however, sentiments are quite different. Most Malaysian Chinese are proud of their Chinese heritage, and many are equally proud of China's achievements. They believe that a strong China allows overseas Chinese communities to stand taller and command greater respect.

This attitude is shaped largely by environment and circumstance. While successive Malaysian governments have generally treated Chinese citizens fairly, Malaysians still live within a policy framework that grants preferential treatment to the Bumiputera population in many aspects of life. Such realities inevitably shape perceptions and emotions. Similar sentiments can be found among many Chinese communities in Thailand and Indonesia.


I do not intend to join this debate directly. Rather, I wish to suggest that Sim represents one of the new identities evolving from the broader Chinese civilisation.

I myself nearly became one.

During my formative years, I rejected my father's faith in spiritual Daoism. To me, it was little more than superstition. Yet I loved Chinese history and took immense pride in Chinese philosophy. I had no difficulty embracing a China led by Mao Zedong.


When a prejudice is internalised 
My outlook began to change after I entered the workforce. Japan was ascendant, while China was still struggling through the aftermath of the Cultural Revolution. At the Malaysian Industrial Development Authority (MIDA), I befriended an expert sent by the Japan External Trade Organization (JETRO). He possessed a deep understanding of Chinese history and philosophy and lived an exemplary life. And I liked him greatly.

Later, when I pursued graduate management studies, Japanese management practices were in vogue. Many Japanese industrial leaders became role models whose approaches I admired and sought to emulate.

I first visited China in the 1980s. Accompanying Prof Goh Sing Yau as a consultant on a Canadian-sponsored water-pump project, I travelled to Xinjiang and Beijing. I was taken aback by the prevalence of the mindset captured by the phrase 假公济私 (jiǎ gōng jì sī) – using public office or official duties for personal gain. The experiences planted the first seeds of doubt in my mind.

In the 1990s, I accompanied Tan Sri Lim Goh Tong to Fujian and Beijing to discuss the privatisation of two projects: the Fuzhou–Quanzhou Expressway and the Fujian Oil Refinery. These visits exposed me to aspects of officialdom that reinforced my scepticism.

At one government banquet, I was horrified to see a senior official spit directly onto the carpeted floor. We were also advised that certain officials preferred "Five Joss Stick" watches – a reference to Rolex watches, whose logo resembles five incense sticks fanned out before a deity.

I encountered a bed in the office of an executive at the refinery in Hui'an. Apparently, she had prepared herself a full bed to rest on during her lunch break. On another occasion, a mayor suggested that I buy him a piece of jewellery - in lieu or a souvenir - when he was visiting Kuala Lumpur. Incidents such as these strengthened my belief in the stereotype of the "silly mainland Chinese".

In the mid-2000s, Tan Sri Low Yow Chuan asked me to assess the viability of acquiring a hotel in Guangzhou. Although the property was clean and well run, I was struck by what I regarded as excessive "Chineseness" in its décor and operations. Imagine finding old toilet bowls stored on the roof because they were considered too valuable to discard.

My views began to change after Xi Jinping assumed leadership of China. I came to appreciate what I regarded as his vision and strategic direction for the country.

Yet even then, when the COVID-19 outbreak first emerged and Wuhan's wet market was initially identified as the source of the virus, my immediate reaction was: "There you go again, these silly Chinese." During earlier visits to Guangzhou, for I had personally witnessed wildlife being caged and sold in wet markets, hence that swift reaction.


The consequence of wearing blinkers 
My two children were born in the 1970s. At the time, Chinese schools in Malaysia were not regarded as particularly strong academically. I therefore enrolled Shen-Yang and Monica in national-type schools where Chinese was not taught.

I hired a tutor to teach them Chinese at home, but they learned very little.

At the time, I saw nothing wrong with my decision. Only much later did I begin to question it.

Shen-Yang, Monica, and many of their peers represent a new Chinese identity in the making. They possess little knowledge of Chinese history or philosophy. Their saving grace is that they were still exposed to Chinese culture through festivals and traditions that I and my wife continue to cherish.

Both are accomplished professionals in their respective fields. Yet I sometimes find their ambivalence towards China's progress concerning. They visit China occasionally and had the opportunity to rub shoulder with experts there, but remain unconvinced that Chinese institutions and professionals are truly that world-class as held up by many today.

To be fair, I do not entirely blame them. Some of the people they encounter in China still exhibit behaviours shaped by decades of insularity and intense internal competition. Such experiences inevitably influence perceptions, especially their counterparts’ selfishness to share knowledge and data.


Surely, but not too slowly
However, my purpose here is not to discuss Singapore’s paranoia or China's rise. Many describe China as the world's second-largest economy. That is in terms of nominal GDP measure. In reality, it is in fact the largest if you use a more appropriate measure – the purchasing power parity count,

Most of China's technological hurdles – especially on the military front – have largely been overcome. What is left in the West’s arsenal is the denial of ASML’s EUV machines to them. But I firmly these remaining challenges will eventually be overcome. Meanwhile, China's development in many sectors continues at vertical take-off speed. I believe this is something ethnic Chinese all over the world should be proud of. Unfortunately, many do not share this belief - they tend to confuse heritage with citizenship. 

Most people of Chinese descent in countries such as the US and Australia are already third-generation immigrants or beyond. They know they are ethnically Chinese, but few feel any sense of belonging to China itself. Their understanding of China is often shaped by the narratives dominant in their own societies, many of which amount to a sustained campaign of China demonisation.

Similarly, many Taiwanese and Singaporeans who lack strong familial or emotional ties to China increasingly distance themselves from identifying as Chinese in a broader civilisational sense.

Nonetheless, Chinese culture remains deeply rooted in Taiwan. And Singapore does not discourage the preservation of Chinese culture either; indeed, its leaders have encouraged Chinese families to continue speaking Mandarin at home. Nevertheless, historical experience, geopolitical realities, and nation-building priorities have encouraged the emergence of a distinctly Singaporean Chinese identity that is increasingly separate from that of mainland China.


New Chinese identities in the making
Why do I argue that new Chinese identities are evolving?

Because environment shapes people.

We often notice differences among people of similar ancestry who have grown up in different societies. I can frequently distinguish Australian-born or American-born Chinese from Malaysian Chinese through their facial looks alone, not to mention mannerisms, speech patterns, and outlook. Likewise, many discerning mainland Chinese can often identify Malaysians almost immediately.

The differences arise from how we live, speak, eat, behave, and interact with the world around us. Over generations, such influences may shape not only our habits and outlooks, but also physical characteristics. I would not be surprised if some of these adaptations eventually leave biological imprints as well. (I read a thesis somewhere that the way we eat and way speak can actually reshape our jawbones during our lifetime!)

I am not a scientist, and I do not pretend to understand all the complexities involved. But I am convinced that several generations from now, these distinctions will become even more pronounced.

Mainland Chinese identity may remain relatively cohesive because of China's size, connectivity, and shared institutions. Overseas Chinese communities, however, will likely continue to diverge in their own directions.

Perhaps I am wrong.

But it is an intriguing possibility.

End


PS: China has recently announced sanctions against the Philippine defence minister is Gilberto Teodoro Jr, his spouse and child, barring them from entering China, Hong Kong and Macau and also prohibiting Chinese from doing any business with the family. Teodoro comes from the influential Teodoro–Cojuangco family of Tarlac. His mother was Mercedes Cojuangco-Teodoro, a member of the Cojuangco clan, while his father was Gilberto Teodoro Sr. The Cojuangco family is widely recognized as one of the Philippines' prominent Chinese-Filipino ("Tsinoy") business and political families. The surname "Cojuangco" itself traces to Fujianese (Jinjiang) Chinese ancestry that settled in the Philippines generations ago.

Teodoro has had extensive business interests in the Philippines, particularly in mining. He chaired Sagittarius Mines, Inc. before returning to government service. And the broader Cojuangco business network has historically been involved in Philippine banking, agriculture, food, and industrial sectors, many of which are China-related.

The surnames Teodoro and Cojuangco trace to Fujiannese Chinese ancetry that settled in the Philippines generations ago. 

You can be fiecely anti-China, but to spew venoms and show no gratitude for the good deeds people have done you is strictly no-no to me. 

Wednesday, June 10, 2026

On the Emperor’s Shoulder – Season 2

 

In my previous blog, I shared several chapters from my unpublished – and perhaps unpublishable – book. Those stories revolved around one particular “great.”

The following pieces are drawn from other chapters of the same manuscript and feature several more such “greats.” For ethical reasons, it would not be appropriate for me to identify some of them by name. I have therefore used only their initials in the stories.

The numbers accompanying each title correspond to the sequence of the chapters in the book.

Cheers!

 

8

When You Have a Board of Chairmen, Nothing Moves

 

This was exactly what happened to Highlands & Lowlands Berhad in the early 1980s. High & Low, as it was known to its fans,[1] must have been one of the most loved companies by investors at the time. It had a paid-up capital of about RM150 million, which was pretty big in those days. But what made High & Low exceptional was its formidable cash hordes and its highly visible landbank in the Klang Valley. RM250 million of its shareholders’ funds of RM500 million were operationally superfluous. It was in the form of cash and mostly placed with banks as fixed deposits to earn interest. When the prices of rubber and palm oil were low, High & Low could still hand out good dividends all the same, thanks to its interest incomes.

Ten of High & Low’s twenty estates were in Selangor. Some of these were right in the Klang Valley and became the obvious target of authorities when they wanted land for ‘public’ purposes. Shah Alam was in fact carved out from three of its Klang Valley estates: Sungai Renggam, Bukit Jelutong/Rasak and Midlands. So were the Subang Airport, the adjacent Malaysian Air Force Headquarters and Selangor’s State Sports Complex (Kelab Golf Sultan Abdul Aziz Shah is a spin-off of this acquisition exercise).

High & Low sold some land parcels also. An example is the roughly 1,500-acre property at the junction of Jalan Damansara and Jalan Kepong, once known as Edinburgh Estate. Today, two townships have taken shape there, Taman Maluri and the very upmarket Desa ParkCity (I understand several more have since been sold or converted for township development, Kota Kemuning might be one, and Elmina is ongoing).

You do not see High & Low’s signboards anymore because the company was absorbed by the Guthrie Group, which in turn became a part of the Sime Darby Group. In its heyday, it had the most coveted parcels of land with township development potential in the Klang Valley.

With its resources, High & Low could have taken over a bank or two if it wanted. There were no ownership restrictions then, and you could count with your fingers the number of local banks that had bigger net worth than High & Low. There were indeed many takeover opportunities: many listed companies were on the block, prime properties across the Causeway were not expensive, and many estates were being sold cheaply because of depressed commodity prices, etc. But all High & Low could manage was the acquisition of a small 1,000-acre oil palm estate in a very remote corner of Perak before the company was taken over by Guthrie in 1985.

How come? High & Low had a board of chairmen, not directors!

 

* * * * *

 

I was High & Low’s manager for corporate planning. It was essentially a one-man show, discounting my secretary and driver. The first task I set for myself was the preparation of a corporate diversification plan. Thinking that property development would be an obvious starting point, I mapped out a framework with which High & Low could systematically realise the real estate potential of its vast landbank in the Klang Valley. The executive committee and the board duly accepted the recommendation. But after that it was paper after paper, review after review. Nothing moved.

I also approached merchant bankers, stockbrokers, investment authorities, venture capital companies, overseas manufacturers and friends for business leads and possible joint ventures. Initially we were deluged with offers, but soon people saw through us. We were just wasting their time.

Decision-making in High & Low was a mind-boggling process. The board comprised Dato Seri Dr Syed Mahmood Syed Hussain, the chairman, Tun Ismail Mohd Ali, Tun Tan Siew Sin, Raja Tan Sri (now Tun) M Alias, Tan Sri Lee Loy Seng, Tunku Tan Sri Shariman Tunku Sulaiman, Tan Sri Syed Kechik Syed Mohamed Al-Bukhary, Charles Letts, Tengku Robert Hamzah and the late Datuk Yeoh Chin Hin. Every one of them was a company chairman in his own right. (Most of them have passed on).

On day-to-day operational matters, there were two general managers—one looking after plantations and the other finance and administration. There was no chief executive. The general managers had little authority, and most matters were referred to the directors. But few at that level had time for High & Low. What the board did was to entrust the authority to an executive committee made up of Dr Syed Mahmood, Tun Ismail Mohamed Ali, Tan Sri Lee and Raja Tan Sri M Alias who would meet once in about two months. All proposals and decisions required of the executive committee had to be formally prepared in a prescribed format and submitted to the company secretary a week or so before the committee met. It was the prerogative of the executive committee either to make a decision or to refer the recommendation to the board. A proposal could win approval one day and had it withdrawn the following day. Very frustrating indeed!

When you have a board of chairmen, meetings were usually a free-for-all affair. At their level, it was natural that everybody had a big ego. Some were quite petty also. I should not forget to mention their prejudices too – you have to believe me!

I had the opportunity to ‘defend’ my papers in the executive committee meetings. I was, however, rarely given a chance to do so at the board level. Our kind Puan Halimatus, High & Low’s company secretary, would come to see me after each board meeting. “Hard work down the drain, I suppose?” I would ask. If there was good news, she would give me a big smile. Otherwise, she would always console me by saying, “Mr Lim, I don’t know why they are always like that…” The reason could be anything, ranging from patronising reservations voiced by one of the directors out of his personal prejudices to a typographical error in your paper, or to outright proxy intrigues between the different interest groups in the boardroom.

None of High & Low’s big shareholders, namely Permodalan Nasional Berhad (PNB), the Federal Land Development Authority (Felda), Kuala Lumpur-Kepong, and Perbadanan Nasional Berhad (Pernas) were in a position to exercise full control of the board. Or it could be the Tun Ismail, who was really the first amongst equals there, being in an unfavourable mood. But what was particularly frustrating was the fact that one had to live with the type of ignorance displayed by some of the leading captains of the corporate world of the day.

Maybe I was naive; the stakes were too high for me to understand. Maybe they were just play-acting?

 

* * * * *

Coke, please!

It was sometime in 1984. There was this big dinner to raise funds for the Tun Hussein Onn Eye Hospital at the Kuala Lumpur Hilton. Being one of the top ten companies in the KLSE, High & Low was expected to be generous for a worthy cause. It ‘bought’ a RM25,000 table.

Dr Syed Mahmood was to be the host of the table, since he was the chairman of the company. It was supposed to be an ‘all-directors’ function. Once it was confirmed that the late Tun Ismail and his wife Toh Puan Maimunah Abdul Latiffwould be able to make it, the other directors began to send their RSVP regrets to Dr Syed Mahmood, although they earlier indicated their willingness to grace the occasion. An excuse? Last-minute urgent matters to attend to lah! All very coincidental!

You cannot leave the table half-empty, can you? The two general managers naturally had to oblige. They should bring along their spouses too. There were two more places to be filled. The ‘privilege’ fell on yours faithfully and his madam.

 

* * * * *

 

The dinner was a grand event, a who’s who of everyone big in town. But the mood of our table was subdued. Except for a few occasions when the witty Toh Puan Maimunah would take aim at Tun Ismail and make the rest of us misbehave in front of him, it was just food, food, and food.

When Tun Ismail was at your table, you could be sure few would bother to approach you. I remember a Datuk Somebody that night. When he spotted Sayed Mohamed, one of High & Low’s two general managers, he decided to waltz through the crowd to greet an old friend he saw across the room. As soon as the familiar bald patch surfaced before him, he froze and stammered, “Tun…”, did a 180-degree turn and marched back. I cannot recall if he even said hello to his old friend Sayed Mohamed.

 

* * * * *

 

“Sir, may I have your order please?” After the waiter had completed taking the ladies’ orders, I was the first to be given the honour.

“Vodka lime.” I suddenly realised everyone was looking at me scornfully. How indiscreet of me. “The Korean 747 has just been shot down over the Sakhalin Peninsula. Don’t you know that we should boycott everything Russian?”

Next was the other High & Low general manager, the late Aziz. “Coke,” he said. What? Coke for this occasion? I thought he liked something else.

Tuan Sayed, how about you? Can’t be Coke I suppose. “Coke, please.” Coming from Sayed’s mouth, it was unbelievable.

Had I committed an unforgivable sin in front of Tun Ismail and Dr Syed Mahmood? Everyone knew Dr Syed Mahmood did not drink. It did not surprise me when he asked for water. When it was the Tun Ismail’s turn, he asked for what he desired, no more, no less. And I know it was not fruit juice.

 

* * * * *

 

I was comparing notes on the late Tun Ismail with someone the other day. He updated me with this story. There was this board meeting. Tun Ismail had excused himself to go to the loo. Without him, no major decision could be made. Everybody was happy as they could stretch themselves a little. Soon the boardroom was full of life.

Ten minutes passed, and no sign of Tun Ismail. Good! We could continue talking or do some catching up. Half an hour later, still no sign of Tun Ismail. Maybe he had a bad stomach. One hour later, how come ah? Something must be wrong. A search and rescue team were promptly dispatched to the executive restroom. No trace of Tun Ismail either. Quick, call the house.

“Yes, Tun is in.”

Apparently, after easing himself, Tun Ismail headed straight for home. He had forgotten that the board meeting had yet to be adjourned!

 

* * * * *

 

Netted a small potato at last

One morning in 1985, three bloodthirsty looking men barged in High & Low’s office at Wisma Budiman.

“Where is Lam-san?” they demanded loudly at the reception.

The receptionist was Eurasian, and there was only one senior Chinese manager in the office. ‘Lam-san’ must be me. They were led to my room. The whole office was disturbed; colleagues were wondering what was going on.

“You walloped the RM200,000 that was meant for my client – the party who arranged for the sale of Yew Lian Estate to your company! He wants the money. It is due to him!”

A few weeks prior, we just concluded the acquisition of a 1,000-acre oil palm estate in Perak, near Hutan Melintang. We paid RM4 million for the estate. It was full of peat soil and flood-prone, nonetheless, its yield profile satisfied our ‘specs’, so the board agreed to allow us to make the acquisition.

Being the corporate planner of the company, I naturally assumed the role of the overall coordinator. Negotiations and handover nitty-gritty was left very much to me. The vendor was represented by their managing director, a certain Mr Lee, if I remember correctly. He was all-facilitating – until the day of the takeover. He appeared difficult but I did not take it to heart, since most vendors tended to act a little sentimental when their asset was being taken over because of cash flow issues, which apparently was the case with them then.

 

* * * * *

 

Back to the scene in my office at High & Low...

I received them calmly and told them straight to their faces:

“We dealt with Mr Lee, who is the managing director of the Yew Lian. There was no broker involved. You go and ask him who has he paid the money to.”

“If indeed he has told you that I have taken the money, ask him to come with you to claim the money from me. You know where I am now, do you?”

I never heard of them again. And that added some prestige to my status in High & Low.

 

* * * * *

 

More on peanuts

When you work for a cash-rich company, you do not have to crack your head hunting for new business opportunities or leads. People come to see you in droves. That was my good fortune in High & Low.

One day, a broker dropped by. Datuk Low Gaik Poh was looking for buyers for some of his cocoa and oil palm holdings in Sabah. Would High & Low be interested? The late Tan Sri Lee Loy Seng had just bought some from Datuk Low. The transacted price was quite reasonable.

“What is the asking price?”

“About RM4,000 per acre.”

“Sounds reasonable, when can we visit them?”

“Let me arrange.” Permission was duly obtained from the bosses for Lee King Wat and I to visit Sabah.

Arriving at the Tawau airport, we were pleasantly surprised to be received by George Yap, one of Datuk Low’s right-hand men. He loaded us into his Mercedes 280 and headed for the hotel. We felt quite at ease with each other, as we were all from the Peninsula. After a good meal and some unwinding, business began.

“Can we talk about your estates…?”

“Sorry, we should have told you this. M-Purpose has already made a good offer to us. Its Dunlop Estate will pick them up at RMxxxx per acre.”

RMxxxx was a much higher figure than RM4,000.

“I thought you were asking for RM4,000 per acre…?”

The smile on his face told me that I should not pursue the line of questioning anymore. Enjoy your food!

 

* * * * *

           

Doesn’t the word "accounting" sound like ‘I-count-ten’ and no more? 

High & Low owned 26,400 shares in H&C Latex, a very small holding compared to Harrisons Malaysia’s (now Golden Hope) millions of shares. Harrisons wrote to enquire if High & Low would be prepared to part with its shares in H&C Latex. Harrisons wanted 100 percent ownership. It was prepared to offer a price of RM63.71 per share.

Why so good a price? Wasn’t the investment on High & Low’s books just RM29,370.35 or RM1.11 per share? I went back to the records. The answer was there.

When High & Low was ‘Malaysianised’, values in pound sterling had to be converted into ringgit. Someone in the accountant’s office forgot to multiply the figure by 7.5, which was the exchange rate then. But it meant a difference of RM1,652,573.65. Peanuts to High & Low, but it was hell of a substantial oversight by any standard.

 

9

Wizard or Lizard?

 

TKS’s companies were for sale! And High & Low was approached. Being the corporate planner, it was naturally my duty to evaluate and recommend purchases to the board. Papers were still holding TKS sky high, but I knew his personal companies were already in trouble.

I joined Genting after TKS had left the company. He was fondly missed by many of his former colleagues there. There were many anecdotes about his generosity and kindness. Before I knew him, I had always wished I could have the chance to work with him. He was a larger-than-life corporate genius to me. Towards the end of the 1970s, the Chinese community was rediscovering itself. M-Purpose became the rallying point of the Chinese. The name TKS was synonymous with M-Purpose, which was in the headlines every other day.

I attended one of his luncheon talks one day. He was a very confident speaker, but not a particularly eloquent one. His command of English was average. The circumstances leading to some of the prized acquisitions, he admitted himself, were more situational than anything else.

However, my admiration for him continued unabated until sometime in 1983, when I had the opportunity to know him in person. Things were already not going quite right for him in the S group he controlled. High & Low was invited to take a look into two of its subsidiaries – S-Refinery and S-Chemical. Their balance sheets were atrocious. You really had to pay one to take over the companies; they had net liabilities! Nevertheless, we were more interested in their businesses than their assets.

The state of the affairs at S-Chemical was pathetic. We thought we should not waste anybody’s time. S-Refinery was more presentable. The plant manager, a pleasant-looking lady in her thirties, received me. “Why were the losses so huge?” The answer was in the management accounts! There were obviously some margins to be had in the business, but the company had lost millions in doing hedging. Did the big boss know about it?

 

* * * * *

 

I could not help relating this observation to friends: The steps in the staircases or the bridges in refineries were usually the see-through type. And ladies beware! If you have to visit one, make sure you wear pants. On this particular day, the pretty plant manager was wearing a not-too-long skirt. Could you really blame her colleagues for exercising their neck each time we made a climb?

When I discussed the two companies with the Yang Berhormat, the honorific to which he was entitled then, he said he did not seem to have good fengshui apart from finance and properties. In my audacity, I wrote him a small note: “Yang Berhormat, you have to go beyond good looks in management.”

There was no way bosses in High & Low would pick up these two companies, I had to tell him. He was a gentleman. Over the telephone, he said, “Yu Bok, it is alright.”

 

* * * * *

 

Through a broker, we came to know that a 5,500-acre palm oil estate in Paloh, Johor was for sale. “Whose estate is that?”

The answer: “TKS’s.” That was in 1984. Not a bad estate, our plantation controller Lee King Wat concluded. Since High & Low was also anxious to pick something to show the shareholders, the deal was soon closed. The consideration: RM46 million for everything therein and thereon, including the palm oil mill in the middle of the estate. The assets had to be checked against the records.

“How come some two to three million ringgit worth of equipment is not on the books?”

“They were acquired under leased financing from XXX.”

A legal point arose. The assets acquired under lease financing did not strictly belong to the estate. Under the circumstances, could High & Low demand TKS to surrender them? Or should High & Low redeem them from the leasing company?

TKS called me from the Subang Airport. He said he was on his way to Europe. “Could we come to a compromise?”

“Very difficult, Yang Berhormat. The High & Low board have already made the decision. And you have agreed on a therein and thereon basis, haven’t you?”

“Alright, let’s conclude it early.”

He gave up so easily! I could not believe it. If TKS had kept a Mercedes 500 there and we had also insisted that it should be High & Low’s, possibly TKS might also say, “Okay, it is all yours.” After all, we were talking about therein and thereon, and TKS was a man of principle.

 

* * * * *

 

The physical takeover was a three-day affair. The personnel department had to issue letters of continued employment to those who wanted to stay behind, the accounts and audit people had to take stock of the assets, and plantations had to comb through the statistics. I, as the corporate planner, had only to follow up with the legalities. But everyone had a good outing in the midst of the jungles of Johor, where cobras sunbathe themselves right in the middle of the estate roads.

“How come there are seven mini tractors when the book says there are four?”

It is a fact!

 

* * * * *

 

Chinese are worshippers of heroes. TKS was certainly a hero to many. He had a very pleasant personality. He could make his guests, no matter how ordinary they are, feel at ease. A great student of management, he knew all the SWOT[2] stuff at his fingertips.

Tan Sri Lim Goh Tong told me this one morning over tea at Genting. TKS was first introduced to him when Tan Sri was having some difficulty with his tax returns. He had certainly contributed a great deal to the growth of Genting. Essentially a doer, TKS was able to help convert Tan Sri Lim’s dreams into reality. But with or without TKS, Genting would always be formidable under Tan Sri Lim.

The exposure TKS had in Harvard must have been a watershed in his career. Famous for its case study method of imparting entrepreneurship into bright-eyed mavericks, Harvard Business School, among other things, teaches the use of high-sounding jargon and the art of “getting things done.”

 

TKS saw business as a big jigsaw puzzle – you must have all the pieces to form a picture. He had had big visions for the Chinese community. But what happened to M-Purpose? And what about Matang, Aik Hua and P’ng Hua? He was billed as the financial wizard of the time. But having interacted with him before, I came off very unsure of the depth of his wizardry.

 

* * * * *

 

‘R’ and ‘L’ are used interchangeably by some Chinese when pronouncing English words. Wizard and lizard also sound quite alike. Maybe it was a lizard they had in mind when they said “wizard.” Was the Singapore Airlines disaster in Taipei’s Chiang Kai-shek airport a result of this interchangeability – R- or L-Runway?

 

* * * * *

 

I had the opportunity to meet up with TKS a few times during the last couple of years, thanks to a university mate, who is now a golf kaki of TKS. He is as charming as ever!

 

End



[1] High & Low’s shares were traded in KL and London. It was one of the bluest of the blue chips of the day.

[2] SWOT analysis identifies the strengths, weaknesses, opportunities, and threats of an organisation.