Dato' Sri Tony Fernandes is presently Group Chief Executive Officer of

Air Asia Berhad. He was appointed Group CEO in December 2001.

Prior to joining Air Asia, Dato' Sri Tony had worked at Virgin
Communications London and Warner Music in various posts and regions;
his last posting was as Vice President, ASEAN from 1999-2001 at Warner
Music South Asia. Dato’ Sri Tony has received numerous awards from
industry observers and international press alike. Among the awards are
“Malaysia CEO of the Year 2003", and "Emerging Entrepreneur of the
Year-Malaysia 2003". In 2006, he was named the "Master Entrepreneur of
the Ernst and Young Entrepreneur of the Year 2006 Malaysia".

Dato' Sri Tony graduated from London School of Economics in 1987.

Anthony Francis Fernandes (born 30 April 1964; also known as Tony Fernandes) is a
Malaysian entrepreneur and the founder of Tune Air Sdn. Bhd., who introduced the first
budget no-frills airline, AirAsia, to Malaysians with the tagline "Now everyone can fly".

He rose to prominence by turning AirAsia, a failing government-linked commercial airline,

into a highly successful budget airline public-listed company. Fernandes was also
instrumental in lobbying the then-Malaysian Prime Minister, Tun Dr. Mahathir Mohamad in
mid-2003, to propose the idea of open skies agreements with neighbouring Thailand,
Indonesia, and Singapore. As a result, these nations have granted landing rights to AirAsia
and other discount carriers.

Fernandes named among 10 rising Asia

leaders
By LEONG HUNG YEE

PETALING JAYA: AirAsia Bhd group chief executive officer Datuk Tony Fernandes has been
named among the 10 rising leaders in Asia.

Initiated by the Singapore Institute of International Affairs (SIIA) in collaboration with AXN Asia,
Rising Leaders – The Next 10 Years recognises leaders in politics and business who exemplify
the success of Asia today and leadership of tomorrow.
AirAsia said in a statement that the recognition was part of a special high-profile dialogue Rising Asia – The Next
10 Years between Asia's “most brilliant luminaries on the most pressing and pertinent” economic, political and
social issues facing Asia in commemoration of AXN Asia's 10th anniversary.
Fernandes, the only Malaysian on the list, said he was proud of what he had achieved so far with
AirAsia.

“I feel very honoured to receive such a recognition. It is a great recognition for Malaysia as well,
as AirAsia is a globally known brand,” he said when contacted yesterday.
Fernandes said he felt “really good” when people approached him to thank him for making air
travel more affordable.

AirAsia, which started operations in 2001 with RM40mil in debt, has grown into the region's
largest budget carrier, operating more than 80 routes. It has carried more than 47 million
passengers.

“It has been a long six years since our inception to be where we are today. Going forward, we will
continue to stay profitable and, hopefully, increase our flights,” Fernandes said.

A series of interviews featuring the 10 personalities will be aired solely on AXN starting April 1.

Friday, June 12, 2009

An Open Letter to Dato Tony Fernandes

Dear Tony Fernandes, I have always been an avid supporter of your successful
low-cost, no-frills AirAsia. Congratulations to Airasia for being voted the world's
best low-cost airline by millions of people across 95 countries. It is also a
disgrace that AirAsia's cabin crew are among the worst I have ever encountered
with.

I boarded flight D7 2613 route from Tianjin to Kuala Lumpur. The attitute of your
cabin crew was unpleasent and unprofessional. I wonder how did he pass the
interview. Shouldn't laser beams be banned from the aircraft cabin? There were
children playing, shining laser beam on others and it is dangerous for the other
passengers. Who to blame on this? The parents for failing to control their
childrens or the cabin crews who failed to confiscate those items?

Worse still, the same group of people occupied seats not allocated to them, as if
they chartered the plane. Isn't AirAsia supposed to be a commercial flight? They
behaved like pure Malaysians, opening the ceiling luggage compartment during
the flight. Is this allowed? How about the safety of other passengers? They were
so noisy throughout the entire journey. Me and a man complained to your cabin
crew and his attitute was just like "masuk telinga kiri, keluar telinga kanan". He
said he could not do anything. You employ this type of cabin crew?

Your cabin crew also scolded me when I changed seats. He said I would have to
pay extra for the seat. My questions here : how is AirAsia going to compensate
me as i couldn't sleep because of the noise. This is not a kind of THREAT, we just
can't stand this type of attitute. There is a value that your cabin crew lacks,
FLEXIBILITY. I believe we too have rights to change seats because of certain
conditions. It was just too much.

AirAsia should be more strict when hiring cabin crew of greater quality and
personality. How can i describe your cabin crew now? Rejected from Malaysia
Airlines?

If the cabin crew thinks that i am the wrongful party, lodge a complain. Or i will
lodge a complain against you. I will not waste my time writing this but, Dato
Tony, how would you feel if you were the passenger?

Dato Tony, I admire your motto " Now Everyone Can Fly" but i don't like your
substandard crew. I may consider Malaysia Airlines in the future as their tickets
are also reasonable. Are you prepared to lose a loyal passenger?

I hope for a reply from Dato Tony soon, you are smart and i really look up to
you. " We innovate, others imitate". This is totally true because those who
imitate can at most be level with you. They can't overtake you.

This letter was not written out of anger but the service was totally unacceptable.
I do hope that AirAsia will improve then maybe I will fly AirAsia again.

14 Jun

Tony Fernandes, The CEO of AirAsia

Recently, I have a group assignment due 16 June 2009 ( with 1% bonus mark) /
18 June 2009 (without bonus mark)

Our man-to-analyze is Dato Anthony Francis Fernandes, or you can greet him as
Tony Fernandes！
PROUDLY PRESENT THE CEO OF AIRASIA~~~

The 24th Richest Man in Malaysia!

Woa... WHAT A GREAT MAN!!!! this is my feelings after doing some reading~

What a charismatic CEO!!! Giving hopes and motivation~

I think my dream to travel around the world will be nearer, easier with the
existance of this man!

My world... I am coming!!!

Long Live Tony Fernandez!

Btw, I still need to save a lot of pocket money in order to travel...

Therefore, work harder, save more, spend less!

Taste bitter before Sweet!

Yes! I love Dark Bitter Chocolate~

BTW...

Back to assignment~

Application with Freud's Theory!

Why Freud??? I don't like Freud... I think he is a Psycho... although he contributes

a lot~

Can I do Carl Jung? I love Carl Jung~ A combination of Psychologist and

Philosopher~ Wise Man!

Btw, I do feel that somtimes Psycho thinks critically and comes out with funny
special mighty ideas~

Maybe, sometimes I should think Psycho-ly in order to have a creative mind~~~

B

Well, I'll try my best to eliminate my prejudice towards Freud~

Yeah..Freud...I like Freud... Undergoing Self- Hypnosis...

Yea Yea~ Looking towards to the assignment accomplishing day!

President and chief executive officer, Petroliam Nasional Berhad
(Petronas)

Nationality: Malaysian.

Born: October 18, 1952, in Sungai Petani, Malyasia.

Education: Malay College Kuala Kangsar, 1971.

Family: Married Puan Sri Noraini Mohamed Yusoff.

Career: Touche Ross & Company, 1972–1980; Hanafiah Raslan and Mohamed,
1980–1989, partner; Petronas, 1989–1995, senior vice president (finance); Petronas
Gas Berhad, 1991–, chairman; Petronas, 1995–, president and chief executive officer;
Petronas Dagan Berhad, 1995–, chairman; Malaysia International Shipping
Corporation Berhad, 1997–, chairman; Perusahaan Otomobil Nasional Berhad
(Proton), 2000–2003, director and chairman.

Awards: Dato' Setia Sultan Mahmud Terengganu, with the title of Dato', 1992; Seri
Paduka Mahkota Terengganu, with the title of Dato', 1996; Panglima Setia Mahkota,
with the title Tan Sri, 1997; Commandeur de la Légion d'honneur, France, 2000;
Friendship Medal, Vietnam, 2001; Panglima Negara Bintang Sarawak, with the title
of Datuk Seri, 2003.

Address: Petroliam Nasional Berhad, Level 31-33, Tower 1, Petronas Twin Towers,
Kuala Lumpur City Centre, 50088 Kuala Lumpur, Malaysia;
http://www.petronas.com.my.

■ Mohamed (Mohd) Hassan Marican has been a key part of the management team
responsible for turning Petronas, Malaysia's state-owned oil company, into a truly
multinational corporation with a record of consistently steady profits. Trained as an
accountant, Marican was described by analysts as forthright and a strong advocate for
strict fiscal discipline. Marican stressed the importance of teamwork, and he insisted
that Petronas employees meet high standards of integrity and professionalism. As
head of a state-owned firm, he worked closely with and earned the trust of Malaysia's
prime minister. He effectively balanced the identity of Petronas as a national firm
with its commercial goals through a largely successful strategy of expansion and
integration.

Mohamed Hassan Marican.

Ernest Goh/Getty Images

ARRIVING AT PETRONAS AND EXPANDING ITS GLOBAL REACH

After graduating from college in Malaysia, Marican moved to London and trained as
an accountant. Upon his return to Malaysia, he worked in a high-paying position as a
partner in an accounting firm before joining Petronas in 1989 as senior vice president
of finance. The company was founded in 1974 as a state-owned company, and its
national mission focused on managing Malaysia's oil-and-gas resources as well as
continuing to develop the country's petroleum industry. Petronas was at the forefront
of industrial and technological development in Malaysia, and its agenda has been
closely tied to the government's nation-building goals. Until the late 1980s Petronas
focused primarily on regulating Malaysia's domestic resources, and it was only with
the arrival of Marican, along with Chairman Azizan Abidin, that the company
pursued a more aggressive global strategy.
Consistent with Malaysian Prime Minister Mahathir Mohamed's stance that his
government served as an advocate for underdeveloped countries, Petronas sought
partnerships in countries that other petroleum companies avoided or were restricted
from investing in. In 1997 Petronas teamed with Chinese partners to turn Sudan into
an oil exporter, which occurred in less than two years. Despite a U.S. embargo,
Petronas partnered with a French company and launched a successful operation in
Iran. Petronas was one of the first companies to invest in post-apartheid South Africa,
purchasing a 30 percent stake in Engen, its largest oil-refining company. For
Marican, Petronas's partnership strategy worked well, because the company sought
associations with those who shared the Petronas philosophy and work ethic and in
which Petronas was treated as an equal. Similarly, partnering countries were
increasingly attracted to Petronas because of its nation-building experience, both in
Malaysia and elsewhere. To ensure that its partnership strategy remained balanced,
Petronas invested in all areas of the petroleum business, from shipping to refining.

After more than a decade of expansion, Petronas had a presence in 35 countries, with
almost 80 percent of its revenues coming from global partnerships and exports. By
2003 Petronas reported over $21 billion in revenue, with a net profit of almost $4
billion. Marican refused to take credit for the company's success and insisted that its
accomplishments were "based on solid teamwork" ( New Straits Times , May 9,
2003). Marican further explained that Petronas insisted on "commitment,
professionalism, integrity and honesty" from its workers, which ensured "that things
are done in a proper and professional way." To effectively manage Petronas's global
concerns, Marican spent half of each year visiting the company's sites around the
world.

LEADING A STATE-OWNED COMPANY

One of the biggest challenges Marican faced was in leading a company owned by the
state and hence vulnerable to political pressure. Malaysia's other state-owned and
politically connected companies were well known for mismanagement and
corruption. Other state-owned petroleum companies, such as Indonesia's Pertamina,
also did not fare well and often became hotbeds for handing out patronage. Although
the path Petronas took under Marican set it apart from other state companies, the
company became involved in politically sensitive situations. In the wake of the Asian
financial crisis of the mid-1990s, Petronas was called on to bail out a shipping
operation controlled by the prime minister's son. Petronas also bought control of the
Malaysian automaker, Proton, and the possibility was raised of the company's buying
Malaysia Airlines. With its considerable cash reserves, Petronas was asked by the
government to serve as a property developer, taking over ownership, for example, of
the Petronas Towers in Kuala Lumpur.

Analysts raised concerns about the fact that Petronas was asked to serve as a kind of
treasury for the Malaysian government that might be called upon to rescue state-
owned or politically sensitive corporations whenever necessary. Observers worried
that the more involved Petronas became in activities not related to its core petroleum
business, the more its resources would be stretched and the more uncertain the
company's long-term outlook would become. Since Petronas reported directly to the
prime minister's office, its full financial reports were not made public, thus depriving
the company of the total fiscal transparency of which Marican was an advocate. Yet
Marican defended Petronas's involvement in these non-core activities, stating that
national necessity required the company to act. He also argued that Petronas would
recoup at least some of its investment and whatever resources it had committed to
auxiliary ventures aiding national development. For example, the Petronas Twin
Towers would raise property values in Kuala Lumpur. Experts stated that it was a
testimony to Marican and the Petronas management team that the company fared as
well as it did when dealing with outside demands.

A GLOBAL PHILOSOPHY

Marican's interests in multinational cooperation went beyond his duties for Petronas.
In 2003 he presented a proposal to the World Conference of Islamic Scholars for the
formation of what he called an Islamic Development Bank (IDB). Funded by a small
percentage of the value of oil produced by its member countries, IDB would be run as
a public corporation, with its governing board consisting of representatives with
business experience from each country. Marican projected that even with the small
initial investment the bank could be worth almost $3 billion. He argued that the
proposed IDB not only would provide its member countries with economic benefits
but also would alleviate some of the burdens associated with borrowing from external
sources. By fostering fiscal independence, Marican suggested that the IDB would help
governments focus on such issues as health care and education and would encourage
cooperation among IDB countries.
Apart from the IDB proposal, Marican continued to be a strong advocate for the kind
of sustainable development that he and Petronas proved could be successful. Marican
noted (at the Sixth SPE International Conference on Health, Safety, and Environment
in Oil and Gas Exploration and Production, March 20, 2002) the great difficulty in
creating sustainable development, which he thought must meet four goals: "social
progress that recognizes the needs of everyone, effective protection of the
environment, prudent use of natural resources," and maintenance of high levels of
economic growth. In keeping with the partnership strategy he had spearheaded for
Petronas, Marican argued for increased cooperation among petroleum companies,
governments, aid agencies, and nongovernmental organizations to reach the goals he
outlined. Marican's development philosophy was shaped by his commitment to the
Petronas mission. In his view, Petronas was formed to serve its home country and
thus had an obligation to return what it could to the community. As part of Petronas's
business culture, this domestic mission extended to the company's global
partnerships. Marican remained committed to serving the global communities of
which Petronas was a part.

See also entry on Petronas in International Directory of Company Histories .

Read more: Mohamed Hassan Marican 1952— Biography - Arriving at petronas and
expanding its global reach, Leading a state-owned company
http://www.referenceforbusiness.com/biography/M-R/Marican-Mohamed-Hassan-
1952.html#ixzz0daowOcbe

Tan Sri Dato Sri Mohd Hassan bin Marican is the President and CEO of Petroliam Nasional
Berhad (PETRONAS). A Fellow of the Institute of Chartered Accountants in England and
Wales, as well as a member of the Malaysian Institute of Accountants and the Malaysian
Institute of Certified Public Accountants, he joined PETRONAS in 1989 as SVP of Finance
and was appointed President and CEO in February 1995. Tan Sri Dato Sri Mohd Hassan is a
member of the PETRONAS Board of Directors, and apart from MISC Berhad, he is also the
Chairman of PETRONAS Gas Berhad, another public listed subsidiary under the
PETRONAS Group, and Chairman of Engen Limited, South Africa's leading oil refining and
marketing company, a subsidiary of PETRONAS