facebook.com/WismaPutra1 The world map on the cover page illustrates the global reach of Malaysia’s foreign policy and diplomacy. The map is dotted with 108* location markers in four (4) colours representing the different categories of Malaysian Diplomatic Missions abroad.
Embassy of Malaysia / High Commission of Malaysia Consulate General of Malaysia Permanent Mission of Malaysia Consulate of Malaysia Designed by karyakesumba www.karyakesumba.com
* As of December 2015 Ministry of Foreign Affairs
TABLE OF CONTENTS
Foreword by YB Dato’ Sri Anifah Hj Aman 2 Minister of Foreign Affairs of Malaysia
Message by YBhg Datuk Othman Hashim 4 Secretary General of the Ministry of Foreign Affairs
Part 1: Introduction to the Ministry of Foreign Affairs Malaysia’s Foreign Policy 8 A Brief History of Wisma Putra 13 Organisational Structure 16 Agencies under Wisma Putra 18 Malaysian Diplomatic Missions Abroad 22 Principal Legislations 23
Part 2: Strategic Focus Role and Functions 26 Stakeholders and Clients 27 Vision and Mission 28 Shared Values 29 Critical Success Factors 30 Strategic Issues and Challenges 31 Strategic Objectives 32
Part 3: Implementation and the Way Forward Plan of Action 34 Monitoring Mechanism 68 Future Direction 69
Annexes Annex 1 – List of Ministers of Foreign Affairs 72 Annex 2 – List of Deputy Ministers of Foreign Affairs 73 Annex 3 – List of Parliamentary Secretaries 74 Annex 4 – List of Secretaries General 75 FOREWORD
FOREWORD BY YB DATO’ SRI ANIFAH HJ AMAN Minister of Foreign Affairs of Malaysia
Wisma Putra, as the custodian of the nation’s foreign policy and “international relations, will continue to play a pivotal role in safeguarding and advancing the country’s principal interests across the globe ” Malaysia is at a crucial juncture in its development Towards this end, the Ministry’s Strategic Plan for trajectory towards realising its aspiration of an the period 2016 to 2020, as its preceding editions, is advanced economy and inclusive nation by 2020 a blueprint for Malaysia’s diplomatic endeavours and with the impetus from the whole governmental will chart the path of the nation’s external relations apparatus focused on attaining this objective. Wisma and foreign policy in the lead up to 2020. There is Putra, as the custodian of the nation’s foreign policy continuity in the Strategic Plan as the core business and international relations, will continue to play a of the Ministry would remain constant. To clarify pivotal role in safeguarding and advancing the these goals, a comprehensive Plan of Action has country’s principal interests across the globe. been identified to enable Malaysia to play its role as well as assume greater responsibilities The international landscape continues to present as an advanced economy in the conduct of its multi-faceted challenges to Malaysia and the international relations. international community as a whole. Issues have evolved from traditional politics, security and In defining this important period, the Plan of socio-economics to a more complex spectrum. Action reflects the evolving changes as the Ministry The complexity of these issues demands that identifies strategies and programmes that would the Ministry is well equipped and fully geared to realise the objectives set in its core business. These promote and protect Malaysia’s interests abroad as include the deepening and widening of bilateral and well as play a significant role in making the world a multilateral relations, strengthening ASEAN as the more peaceful, safe and prosperous planet. cornerstone of its foreign policy, enhancing public
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diplomacy, providing more efficient and effective economically integrated, socially responsible, services to the Ministry’s stakeholders and clients, and a truly rules-based, people-oriented, people- and ensuring that the Ministry as an institution centred ASEAN. remains robust and steadfast, supported by able and committed officers and staff. Looking ahead, Malaysia is poised to play a bigger role and provide effective leadership in the conduct The period of the Strategic Plan coincides with of its international relations. The Ministry’s Strategic the Eleventh Malaysia Plan which envisages a Plan will be pivotal in meeting the expectations of sustained growth rate of above 5% per annum Wisma Putra to enhance Malaysia’s standing as a to realise Malaysia’s next development goal. As constructive partner and enhance its capacity to a trading nation, Malaysia benefits from a stable engage effectively on a range of priority issues and predictable international environment and in while navigating through the ever changing this regard, Malaysia will continue to advance the landscape of international relations. The Ministry will policy of ‘prosper-thy-neighbour’ in the pursuit of ensure Malaysia’s continued equity in assisting in regional and global peace and security. the capacity building of other developing countries, contributing towards their development agenda. Wisma Putra will continue to spearhead Malaysia’s Apart from the sharing of its development diplomatic efforts as a responsible member of experience through technical assistance and the international community. Malaysia’s role as cooperation, it will also continue to work with the a progressive, modern and moderate Muslim international community towards collective peace country would enable Malaysia to bridge many and security at the bilateral, regional as well as the differences as it strives to be an ‘international voice multilateral levels. of reason’ in a number of key issues confronting the international community. Malaysia will endure to promote moderation through the Global Movement of the Moderates (GMM) initiative and to endeavour to contribute positively towards the peaceful resolution of conflicts around the world. Malaysia’s membership in the UN Security Council for the period 2015-2016 places it in good stead to further contribute towards efforts in building a just, peaceful and secure world.
The establishment of the ASEAN Community DATO’ SRI ANIFAH HJ AMAN in 2015, during Malaysia’s Chairmanship, has laid the foundation for the consolidation of a Community, building upon and deepening the integration process. The ‘ASEAN 2025: Forging Ahead Together’ document charts the direction of ASEAN in the coming decade. Focus will be devoted to realising a politically cohesive,
STRATEGIC PLAN 2016-2020 | 3 MESSAGE
MESSAGE BY DATUK OTHMAN HASHIM Secretary General of the Ministry of Foreign Affairs
The next five years is a critical journey for Malaysia especially “as the nation moves towards its long cherished aspiration of an advanced economy and inclusive nation ” The Strategic Plan of the Ministry covers the period Strengthening the bilateral and multilateral aspects 2016 to 2020 corresponding with the Eleventh of Malaysia’s engagements with the world will Malaysia Plan and is driven by the Ministry’s continue to be an important focus as the nation own Transformation Programme to ensure that builds on its outreach and where its well-being the Ministry is able to execute its work and meet is founded on the strong and friendly relations the challenges in a more focused and considered with other countries and its commitment to the manner. The next five years is a critical journey for multilateral system. Malaysia especially as the nation moves towards its long cherished aspiration of an advanced In efforts to further improve the Ministry’s planning economy and inclusive nation. for the future, a review of the organisational structure of both the Ministry and Missions In charting the future direction of the Ministry in abroad was undertaken in 2014-2015 in line with its march towards 2020 and beyond, the Strategic the Government’s collective vision for a leaner and Plan will cover the core business of the Ministry as more efficient government of the future. With the well as evolution of regional and global diplomacy Strategic Plan 2016-2020, Wisma Putra is taking and international relations. ASEAN remains the steps to meet the future challenges of the fast and cornerstone of Malaysia’s foreign policy and the ever-evolving terrain of international diplomacy. launching of the ASEAN Community at the end of Nonetheless, the pace and intricacies of diplomacy 2015 will elevate ASEAN significantly in Malaysia’s of our times call for a fresh impetus in the way approach and engagement at the regional level. we deal with our ‘bread and butter’ issues. Being
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at the forefront of Malaysia’s diplomatic efforts, With this in mind, the Ministry is committed to Wisma Putra must rise to the occasion to ensure taking effective measures to ensure that the that it continues to promote, project and protect Strategic Plan is fully implemented, and operational Malaysia’s interests proactively and effectively at guidelines are effectively applied for the targets to every stage. be achieved by 2020. With the professionalism and dedication of its workforce, both in Malaysia Hence, the Strategic Plan was developed as a and at Missions around the world, the Ministry blueprint, in charting the course for the future will continue its collaborative efforts to elevate direction of Malaysia’s foreign policy, for the Malaysia’s diplomacy to greater heights and to Ministry. In tandem with the vision to be a meet the challenges of becoming a foreign service premier foreign service, the Ministry has set high befitting that of an advanced economy. standards for itself to lead in the formulation and conduct of Malaysia’s foreign policy as set out in the Vision and Mission statements of the Ministry. The Ministry will continue to be challenged in efforts to meet the growing responsibilities as well as the high expectations of its discerning groups of stakeholders and clients. With that, the Ministry will need to commit to the highest standards of performance.
Specific strategies, programmes and key performance indicators have been identified in DATUK OTHMAN HASHIM the Plan of Action to meet the set targets that can be monitored and evaluated. These have been put together with the dual objective of building on what has been achieved to-date and to set a clear path on achieving the high level goals of the Ministry in meeting the challenges in the next five years.
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PART 1 Introduction to the Ministry of Foreign Affairs
Malaysia’s Foreign Policy A Brief History of Wisma Putra Organisational Structure Agencies under Wisma Putra Malaysian Diplomatic Missions Abroad Principal Legislations 1 MALAYSIA’S FOREIGN POLICY
MALAYSIA’S FOREIGN POLICY
Introduction Since Malaysia’s independence in 1957, the overarching thrust of its foreign policy has been to safeguard Malaysia’s sovereignty and national interests as well as to contribute meaningfully towards a just and equitable community of nations through the conduct of effective diplomacy. Malaysia’s foreign policy is largely influenced and shaped by three key factors, namely its strategic location in Southeast Asia, its attributes as a trading nation as well as its unique demography.
Malaysia’s strategic location in the region has made interaction with nations and powers near and far inevitable. Large volume of trade passes through the Strait of Melaka and as one of the littoral states managing the area, Malaysia is committed to ensuring free and safe passage. Malaysia will continue to work with other littoral states to ensure that the world’s trade is able to ply this route without any encumbrances.
As a trading nation, Malaysia also benefits from fostering and cultivating friendly relations with other countries. It is necessary for Malaysia to build trust, mutual understanding and goodwill amongst other nations to create an environment conducive for business, investment and trade to flourish. Hence, Malaysia’s own prosperity depends on global and regional peace and security and Malaysia will continue to place priority and value to adherence to international laws and norms.
As a multi-ethnic, multi-religious and multi-cultural country, Malaysia has always been a bridge between races, nations and cultures; standing at the junction between East and West, between the developed and the developing world, between Islam and other faiths. The diversity of its people provides the environment for cross-cultural understanding and acceptance. The balanced approach that Malaysia has undertaken contributes significantly to its efforts in nation building and continues to be the strength of the country. These three elements have very much influenced Malaysia’s foreign policy direction, which is significantly shaped by its domestic policies.
8 | STRATEGIC PLAN 2016-2020 MALAYSIA’S FOREIGN POLICY
Evolution of Malaysia’s Foreign Policy In the past five decades, Malaysia’s foreign policy has advanced through several phases of transition, characterised by notable changes in emphasis, corresponding with the change in its political leadership.
At independence, Malaysia under the premiership of Tunku Abdul Rahman Putra Al Haj, was geared towards alliance with the United States of America and Britain as well as with the Commonwealth. This was to ensure Malaysia’s survival as a young nation against the threat of Communism. From 1970 to 1976, under the leadership of Tun Abdul Razak Hussein, the second Prime Minister, the emphasis of Malaysia’s foreign policy was geared towards non-alignment, neutrality and regionalism. During this period, Malaysia also began establishing ties with other friendly nations and subsequently identified itself as a Muslim country. Tun Hussein Onn, the third Prime Minister, placed importance on independence and equidistance from the major powers and consolidated regional cooperation, with the focus on ASEAN as the cornerstone of Malaysia’s foreign policy.
During the premiership of Tun Dr. Mahathir Mohamad, beginning from 1981, a dramatic change in the orientation of Malaysia’s domestic and foreign policy took place. A greater economic thrust marked Malaysia’s foreign policy and a shift towards the East in fulfilling its developmental agenda was clearly made at this point of time, reflected through the ‘Look East Policy’. From 1981 to 2003, Malaysia’s foreign policy was focused on creating economic opportunities for Malaysia and strengthening economic diplomacy, with efforts steered towards recognition as a symbol of a fast developing country. South-South Cooperation became an important focus of Malaysia’s foreign policy and its active and vocal stance at the United Nations (UN) and at other international conferences earned Malaysia a respectable standing among the developing countries.
STRATEGIC PLAN 2016-2020 | 9 MALAYSIA’S FOREIGN POLICY
Malaysia’s foreign policy direction remained constant during Tun Abdullah Ahmad Badawi’s leadership. Malaysia continued with its active participation in international organisations such as the Non-Aligned Movement (NAM) and the Organisation of Islamic Conference (OIC) and was instrumental in the formulation and adoption of the ASEAN Charter. Tun Abdullah had also introduced the concept of Islam Hadhari, a form of civilizational Islam which focused on the need for a balance between spiritual and physical development, good governance, healthy democratic practice, cultural and moral integrity as well as the protection of the environment and good quality of life.
Now as Malaysia forges its way towards realising its aspirations of becoming an advanced economy and inclusive nation under the leadership of the current Prime Minister Dato’ Sri Najib Abdul Razak, Malaysia is repositioning itself at this juncture of its national history. The direction of Malaysia’s foreign policy is refined and streamlined with the 1Malaysia concept, aimed at creating a strong and united Malaysia in the interconnected world, while projecting Malaysia as a modern and progressive country. The Prime Minister has promoted the concept of moderation and the call for governments to support the Global Movement of the Moderates (GMM), first announced at the United Nations General Assembly in 2010, as part of the global effort to fight violence and extremism.
Moving forward The course of Malaysia’s foreign policy will be shaped by the international environment, increasing multi-polarity and changing geopolitical situation. Malaysia has to contend with global political- security and social-economic issues that are affecting the international community such as terrorism, proliferation of weapons of mass destruction (WMD), resource scarcity, climate change and human trafficking, among others. Other challenges faced by the country include technological and social change, increasing and unhindered access to information, new forms of citizen activism, higher expectations and greater accountability in the information age.
In keeping with Malaysia’s primary interest of maintaining peace and security with its neighbours in Southeast Asia, the maintenance of a stable Asia-Pacific regional security environment is equally important to secure Malaysia’s own political, economic, and socio-cultural concerns. Malaysia will continue to strive and work towards a more deeply integrated, rules-based and outward-looking ASEAN. During Malaysia’s Chairmanship of ASEAN in 2015, the realisation of an ASEAN Community has laid the foundation for a stronger and deeper integration process for ASEAN. Looking forward, the ‘ASEAN 2025: Forging Ahead Together’ document charts the direction of ASEAN in the coming decade.
10 | STRATEGIC PLAN 2016-2020 MALAYSIA’S FOREIGN POLICY
As a member of the UN, Malaysia is fully committed to multilateralism in advancing global peace, security and prosperity. As a firm believer in international peace and security and in upholding the principles of international law, Malaysia’s record in peacekeeping operations under the UN is a testimony of its dedication in carrying out the mandate of the international community in advancing global peace and security. At the UN and other international fora, Malaysia will continue to actively participate in the deliberations and efforts toward finding solutions to various global issues.
In 2015, Malaysia was successful in its bid for a non-permanent seat on the UN Security Council for the period from 2015 to 2016. This recognition is a testimony of Malaysia’s voice in the international community. Through the years, Malaysia has fostered close relations with major powers such as the UN P5 countries, as well as with countries in the developed and developing world. Its participation at the international fora through memberships in the Commonwealth, OIC and NAM, among others, has given it credence in punching above its weight in international affairs.
In the political-security perspective, Malaysia has been advocating the concept of moderation with regard to regional and international conflict resolution. Mediation and peace-building, apart from complementing work done in the various inter-civilizational discourse would be further strengthened.
Although a relatively young nation, Malaysia has always advocated international cooperation and has been able to play an active role in international relations. As one of the largest trading nations in the world, Malaysia has made great strides in its economic development and in reducing poverty to a very low level to become a modern and progressive middle-income country.
In terms of technical cooperation with other developing countries, Malaysia has worked with other countries through the sharing of its experience and know-how in economic development, governance in the public sector, halal sector, palm oil, Islamic and conventional banking and financial services, trade and investment, oil and gas, tourism, education through various foreign policy mechanisms. These include the Malaysian Technical Cooperation Programme (MTCP) and through linkages such as the Langkawi International Dialogue, bilateral humanitarian assistance as well as through its public diplomacy programmes.
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Conclusion The road towards 2020 and beyond has compelled Malaysia to review its international goals, agenda and strategies which are broad ranging and complex. Broadening international agenda along with the proliferation of international concerns and actors necessitate effective coordination and integration of Malaysia’s response to these issues through a comprehensive foreign policy. In charting the course to face future challenges, it would be addressing foreign policy imperatives as an advanced economy and contribute towards making Malaysia an ‘international voice of reason’. Malaysia will also focus on its strengths or niche areas in terms of conducting its foreign policy at the regional and international level.
In responding to the complexity in global affairs and expanding international relations, Malaysia will continue to be guided by the principles of respect for independence, sovereignty, territorial integrity and non-interference in the affairs of other nations, peaceful settlement of disputes, peaceful co-existence and mutual benefit in relations.
12 | STRATEGIC PLAN 2016-2020 A BRIEF HISTORY
A BRIEF HISTORY of Wisma Putra 1956 1966 2001 Established in In 1966, the Ministry of External The Ministry of Foreign Affairs 1956, the Ministry Affairs was renamed the Ministry of is also known as Wisma Putra in of Foreign Affairs Foreign Affairs and moved from its honour of the first Prime Minister was initially known original premises in the Sultan Abdul and Foreign Minister, Tunku as the Ministry of Samad Building in the heart of Kuala Abdul Rahman Putra Al-Haj. On External Affairs. Lumpur, to a new complex at Bukit 17 September 2001, Wisma Putra Petaling, Kuala Lumpur. relocated to Precint 2 in Putrajaya.
Pioneer Batch 10 8 Diplomatic Missions During its infancy, Malaysia established Today, Malaysia has a network of 108 Missions across its earliest diplomatic missions in London, the globe – a proud attestation of the Ministry’s Washington, Canberra, New York, New evolution and progress alongside Malaysia’s growth Delhi, Jakarta and Bangkok and the Ministry and development. The establishment of these sent a pioneer batch of 11 career diplomats diplomatic missions complements the functions of the to Britain and Australia for training. Ministry and augments Wisma Putra’s mandate in steering the nation’s conduct of foreign relations.
FEDERAL SECRETARIAT WISMA PUTRA BUILDING WISMA PUTRA COMPLEX 1956 - 1966 1966 - 2001 2001 - Present Sultan Abdul Samad Building Bukit Petaling Putrajaya Kuala Lumpur Kuala Lumpur
STRATEGIC PLAN 2016-2020 | 13 THE ORGANISATIONAL STRUCTURE
THE ORGANISATIONAL STRUCTURE of the Ministry of Foreign Affairs
8th Heads of Mission Conference, IDFR, February 2014
The Ministry’s main role is to formulate, promote and implement Malaysia’s foreign policy and to manage the daily conduct of Malaysia’s international relations. The Minister of Foreign Affairs assumes the overall responsibility for all aspects of Malaysia’s international relations in consultation with the Prime Minister and the Cabinet.
The Minister of Foreign Affairs is responsible for advising the Prime Minister and the Cabinet on international relations that may affect the country and recommends to the Government the positions that Malaysia should take on various international political, security and economic developments. The Minister also advises the Prime Minister and other Ministers on international matters in which they should be involved in, provides them with strategic information on developments in the international arena, facilitates their participation in international events, and advises them on foreign policy options that they may pursue in advancing the nation’s interest.
14 | STRATEGIC PLAN 2016-2020 THE ORGANISATIONAL STRUCTURE
In view of the heavy tasks and responsibilities shouldered by the Minister of Foreign Affairs, a Deputy Minister of Foreign Affairs is also appointed to assist the Minister. The Deputy Minister sometimes represents the Minister at important international meetings and conferences, undertaking visits to other countries as well as other representational assignments as and when needed.
While the Minister of Foreign Affairs is responsible for the overall performance of the Ministry, the day-to- day administration of the Ministry is managed by the Secretary General. As the most senior and seasoned diplomat, the Secretary General is responsible for ensuring that all government policies, especially on international relations are implemented effectively. The Secretary General also advises the Minister on all issues related to policy, position, role and policy direction that should be taken to ensure that Malaysia’s interests are promoted and protected at all times. The Secretary General also ensures that there is strong coordination at all times with other Ministries and government agencies in order to ensure coherent and sound foreign policy objectives.
As the administration of the Ministry involves broad and specific areas of specialties, the Secretary General is traditionally assisted by three Deputy Secretaries General i.e. Deputy Secretary General in charge of bilateral affairs, Deputy Secretary General in charge of multilateral affairs and Deputy Secretary General in charge of management services. In addition, due to the complex and intricate world of diplomacy today, the Secretary General is also assisted by several other senior and experienced Heads of Department.
Globally, Malaysia maintains diplomatic relations with countries and international organisations through its 108 missions abroad as well as 50 Honorary Consuls in major cities in 39 countries throughout the world. Many of the Malaysian Missions are concurrently accredited to neighbouring countries while others are accredited to International Organisations based in their respective host countries.
STRATEGIC PLAN 2016-2020 | 15 THE ORGANISATIONAL STRUCTURE
MINISTER OF FOREIGN AFFAIRS
DEPUTY MINISTER OF FOREIGN AFFAIRS
SECRETARY GENERAL
DEPUTY DEPUTY DEPUTY DIRECTOR CHIEF OF DIRECTOR SECRETARY SECRETARY SECRETARY GENERAL PROTOCOL GENERAL GENERAL GENERAL GENERAL Asean-Malaysia Department Department Department of Department of National Secretariat of Policy Planning of Bilateral Affairs Multilateral Affairs Management & Coordination Services
Undersecretary Undersecretary Undersecretary Deputy Director Deputy Chief Deputy Director Southeast Asia Multilateral Politics Administration & General of Protocol General Security Asean Political Ceremonial Policy & Strategic Security Community Planning
Undersecretary Undersecretary Deputy Chief CLMV & Oceania Multilateral Security Undersecretary of Protocol & International Human Resource Deputy Director Privileges & Deputy Director Organisation Management / General Immunities General Head, Integrity Unit Asean Economic Coordination & Undersecretary Community Performance Evaluation East Asia Undersecretary Undersecretary Consular Multilateral Economics Undersecretary & Environment Finance & Accounts Deputy Director Undersecretary General South & Central Asia Asean Socio Cultural Undersecretary Community Human Rights & Undersecretary Social Affairs Development Undersecretary West Asia Deputy Director Undersecretary Undersecretary General OIC & Regional Inspectorate Asean External Undersecretary Cooperation Relations Africa
Undersecretary Undersecretary ICT Undersecretary International Head Europe Cooperation and Legal Division Development Chief Accountant
Undersecretary Americas
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THE ORGANISATIONAL CHART of the Ministry of Foreign Affairs
DIRECTOR DIRECTOR DIRECTOR CHAIRMAN DIRECTOR GENERAL GENERAL GENERAL National Authority GENERAL Department of IDFR SEARCCT For Chemical Maritime Communications Weapons Affairs & Public Diplomacy Convention
Deputy Director Director Deputy Director Secretary Deputy Director General Special Projects General General Division
Head Centre for Political Studies and Economic Diplomacy
Head Centre for Leadership, HEADS OF Negotiation and MISSION Public Diplomacy (108 Missions)
Head Centre for Language and Cultural Diplomacy
Head Competency Enhancement Centre
Head Internal Audit Director Management Services Division
STRATEGIC PLAN 2016-2020 | 17 AGENCIES UNDER WISMA PUTRA
AGENCIES UNDER WISMA PUTRA
INSTITUTE OF DIPLOMACY AND FOREIGN RELATIONS (IDFR)
The Institute of Diplomacy and Foreign Relations (IDFR), as the training arm of the Ministry of Foreign Affairs, conducts courses in the field of diplomacy and foreign relations for its officers as well as officers from other ministries and agencies. The main objective is to develop a corps of diplomatic officers that will be adept at promoting and defending national interests in facing the ever changing international environment.
The training programmes are practitioner-oriented, aimed at equipping officers with the necessary skill sets and knowledge to meet the challenges they face in the conduct of their professional duties.
The institute organises various short term courses ranging from diplomatic training, pre-posting orientation, public diplomacy skills, crisis management, strategic analysis and foreign languages. IDFR also holds forums, discussions, seminars, workshops and public lectures that offer a platform for engagement with the academia and civil society at large. The training courses are also offered to international participants under the ambit of the Malaysian Technical Cooperation Programme (MTCP) participated by 141 countries worldwide. In collaboration with the National University of Malaysia (UKM), IDFR also offers a thirteen-month postgraduate programme for a Master of Social Science in Strategy and Diplomacy.
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Course participants, students and trainees have numerous opportunities to participate in seminars, workshops and round table discussions as well as to benefit from keynote addresses and lectures by distinguished visiting scholars and international leaders. Eminent leaders who have delivered keynote addresses are Kofi Annan and Ban Ki-moon (UN Secretary General), Haris Siladzjic (Bosnia), Lee Hsien Loong (Singapore), Sultan Hassanal Bolkiah (Brunei Darussalam), Helen Clark (UNDP Chief Administrator), besides the late Benazir Bhutto (Pakistan), the late Yassir Arafat (Palestine), and the late Nelson Mandela (South Africa).
In line with the Government Transformation Programme (GTP), IDFR aims to enhance its focus from being just a training institute to a recognised learning institution. Towards that, IDFR has been restructured into four main focus areas, namely:
1. Political Studies and Economic Diplomacy 2. Leadership, Negotiation and Public Diplomacy 3. Language and Cultural Diplomacy, and 4. Competency Enhancement
With this innovative approach to learning and knowledge-based training, the new structure is driven by Subject-Matter-Experts and experienced consultants from the diplomatic service as well as from other related areas of expertise. This would also develop IDFR’s capacity to offer consultancy services and be the centre of reference in diplomacy and international relations.
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NATIONAL AUTHORITY FOR CHEMICAL WEAPONS CONVENTION (NACWC)
The Chemical Weapons Convention (CWC) is an international convention on the prohibition of the development, production, stockpiling and use of chemical weapons and on their destruction. Malaysia signed the Convention on 13 January 1993 and deposited the instrument of ratification on 20 April 2000. The Convention entered into force in Malaysia on 20 May 2000. As of September 2015, 191 countries have become State Parties to the Convention.
The Chemical Weapons Convention Act 2005 (Act 641) was enacted to implement the Convention. The Act came into force on 1 September 2006. The Chemical Weapons Convention Regulations 2007 was then gazetted on 1 November 2007.
The National Authority for the Convention (NACWC) was established in September 2006 under section 6(1) Chemical Weapons Convention Act 2005. The Ministry of Foreign Affairs was appointed by the Cabinet to be the Ministry responsible for the National Authority.
The National Authority comprises the following members: • A Chairman, • A representative of the Ministry responsible for foreign affairs, defence, internal security, international trade, technology and environment; • The Director of the Pharmaceutical Services Division of the Ministry of Health, or his representative, • The Chairman of the Pesticides Board, or his representative, • The Director General of Environmental Quality, or his representative, • The Inspector General of Police, or his representative, • The Director General of Customs, or his representative, • The Director General of Chemistry, or his representative, • The Director General of Occupational Safety and Health, or his representative, and • The Director General of Science and Technology Research Institute for Defence, or his representative.
The functions of the National Authority are, among others, to: • Ensure the effective implementation of the Act, • Facilitate and receive International Inspectors, • Gather the data to be reported in the annual declarations to the Organization for the Prohibition of Chemical Weapons (OPCW), • Regulate and supervise issues or matters relating to the Convention, including the domestic implementation of the Convention, and • Issue authorization in respect of activities relating to chemicals listed under Schedule 1 of the CWC.
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THE SOUTHEAST ASIA REGIONAL CENTRE FOR COUNTER-TERRORISM (SEARCCT)
The Southeast Asia Regional Centre for Counter-Terrorism (SEARCCT) was officially launched on 1 July 2003 by the then Minister of Foreign Affairs, Malaysia, the Honourable Tan Sri Syed Hamid Albar.
SEARCCT serves as a leading centre in the Southeast Asia region to train and enhance the capacity of enforcement, security and government officials on counter-terrorism issues in collaboration with established local and foreign agencies as well as international organisations. The Centre also serves to promote Malaysia’s perspective on how best to deal with terrorism in particular through its comprehensive approach to counter-terrorism.
SEARCCT has utilized various training courses, seminars, workshop, conferences and forums to discuss and disseminate the urgency to have a multipronged and multi-faceted approach in countering terrorism. In implementing its mission, SEARCCT has identified seven (7) flagships to work on.
These flagships are: • Legal and Investigation, • Chemical, Biological, Radiological, Nuclear and Explosive (CBRNE) and Crisis Management, • Aviation, Maritime and Transport Security, • Cyber Terrorism, • Prevention and Rehabilitation, • Terrorism Financing, and • Youth and Terrorism.
Since its establishment, SEARCCT has held various types of training courses, in collaboration with numerous countries and international organisations, on its seven (7) core areas. The seven (7) flagships represent the focus areas of concentration when it comes to capacity building programmes and research on counter-terrorism. To date, SEARCCT has conducted over 160 capacity-building courses, attended by more than 5,000 participants, of which over 1,500 were foreign participants. SEARCCT also conducts research activities in terrorism and counter-terrorism related issues such as Aviation Security, Youth and Terrorism, Internet Radicalisation, Terrorism Financing and Rehabilitation and Deradicalisation via fieldwork and academic exercises. SEARCCT also regularly publishes articles and monographs, and actively participates and delivers papers and lectures at local, regional and international fora.
STRATEGIC PLAN 2016-2020 | 21 MALAYSIAN DIPLOMATIC MISSIONS ABROAD
MALAYSIAN DIPLOMATIC MISSIONS ABROAD DISTRIBUTION OF MALAYSIAN DIPLOMATIC MISSIONS BY REGION
3 Central Asia 23 Europe 9 East 16 Asia Middle East 8 South 13 Asia 17 Americas Southeast Asia 13 Africa 6 South Pacific
66 17 3 The work of our Embassy High Permanent Commission Mission Diplomatic Missions is augmented by 50 Honorary 10 8 Consuls in 39 countries TOTAL 20 2 throughout the world. Consulate Consulate General
22 | STRATEGIC PLAN 2016-2020 PRINCIPAL LEGISLATIONS
PRINCIPAL LEGISLATIONS
Diplomatic Federal Privileges (Vienna Constitution Convention) Act 1966 (Revised 2004) [Act 636]
Consular Relations Financial Procedure (Vienna Convention) Act 1957 Act 1999 [Act 595]
PRINCIPAL LEGISLATIONS International Organisations Chemical (Privileges and Weapons Convention Immunities) Act 2005 [Act 641] Act 1992 [Act 485] Foreign Diplomatic and Representatives Consular Officers (Privileges and (Oaths and Fees) Act Immunities) 1959 (Revised 1988) Act 1967 [Act 348] (Revised 1995) [Act 541]
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PART 2 Strategic Focus
Role and Functions Stakeholders and Clients Vision and Mission Shared Values Critical Success Factors Strategic Issues and Challenges Strategic Objectives 2 ROLE AND FUNCTIONS
ROLE AND FUNCTIONS
Upholding, protecting and promoting Malaysia’s sovereignty, territorial integrity and national interests Monitoring and analysing regional and global developments Developing and advising the Government on foreign policy options
Articulating the Government’s ROLE AND foreign policy FUNCTIONS positions
Coordinating a coherent position on international issues with other Ministries and Agencies Facilitating other Ministries and Agencies in their international engagement
Providing consular services and assistance within the limits permitted by international law
26 | STRATEGIC PLAN 2016-2020 STAKEHOLDERS AND CLIENTS
STAKEHOLDERS AND CLIENTS
STAKEHOLDERS WISMA CLIENTS PUTRA
STAKEHOLDERS CLIENTS • Seri Paduka Baginda Yang di-Pertuan Agong • Ministries, Parliament, Government Agencies • Prime Minister and Deputy Prime Minister • Malaysian Public, Foreign Citizens, Civil • Minister of Foreign Affairs Society, Private Sector • Cabinet Ministers • Foreign Diplomatic Missions, International • Chief Secretary to the Government & Regional Organisations of Malaysia
STRATEGIC PLAN 2016-2020 | 27 VISION & MISSION
VISION & MISSION
VISION A premier foreign service that contributes towards realising Malaysia’s aspirations
MISSION To provide leadership in the formulation and conduct of foreign policy, and to advance and safeguard Malaysia’s national interests through dynamic and proactive diplomacy
28 | STRATEGIC PLAN 2016-2020 SHARED VALUES
LOYALTY Loyalty to Seri Paduka Baginda Yang di-Pertuan Agong and the Country INTEGRITY Serving with integrity, ethics and accountability
DEDICATION Aiming to serve the nation and the people SHARED above all else VALUES
PROFESSIONALISM Serving by virtue of knowledge and competence
INNOVATION Constantly striving for excellence
STRATEGIC PLAN 2016-2020 | 29 CRITICAL SUCCESS FACTORS
CRITICAL SUCCESS FACTORS
Professional Organisational Strategic Work Force Excellence Collaboration
• Embodiment of • Knowledge-based • Close coordination with competency, efficiency organisation stakeholders towards and integrity • Optimum use of achieving foreign policy • Enhancement of resources goals that support human capital • Sufficient financial and extend domestic development through allocation policies continuous training • Modern, reliable and • Seamless inter-agency • Nurturing creativity secured communication cooperation and innovation at all network • Smart partnerships with levels relevant institutions
30 | STRATEGIC PLAN 2016-2020 STRATEGIC ISSUES AND CHALLENGES
STRATEGIC ISSUES AND CHALLENGES
1 Safeguarding Malaysia’s sovereignty and territorial integrity 2 Advancing Malaysia’s interests abroad 3 Dynamics of regional and international environment 4 Security threats and challenges at the national, regional and global levels 5 Transnational crimes and transboundary challenges 6 A coherent and effective national position at home and abroad
Increased demand for effective and efficient services from 7 stakeholders and clients
Effective management of response to disasters and conflicts affecting the safety 8 of Malaysians and Malaysia’s interests abroad
9 Operating effectively within available financial and human resources
STRATEGIC PLAN 2016-2020 | 31 STRATEGIC OBJECTIVES
STRATEGIC OBJECTIVES
1 STRENGTHENING BILATERAL DIPLOMACY STRENGTHENING MULTILATERAL 2 DIPLOMACY 3 STRENGTHENING ASEAN PROVIDING EFFECTIVE AND EFFICIENT SERVICES TO THE MINISTRY’S 4 STAKEHOLDERS AND CLIENTS PROMOTING MALAYSIA AND DISSEMINATING INFORMATION THROUGH 5 PUBLIC DIPLOMACY STRENGTHENING THE INSTITUTION AND 6 IMPROVING HUMAN CAPITAL
32 | STRATEGIC PLAN 2016-2020 PART 3 Implementation and the Way Forward
Plan of Action Monitoring Mechanism Future Direction
STRATEGIC PLAN3 2016-2020 | 33 STRATEGIC OBJECTIVE 1
STRATEGIC OBJECTIVE1 STRENGTHENING BILATERAL DIPLOMACY
Bilateral diplomacy remains an important mechanism in strengthening bilateral relations between Malaysia and other countries. While political and economic activities continue to be the mainstay of bilateral relations, the scope of bilateral cooperation has, over the years, expanded into other areas with significant progress in the fields of culture, education, tourism, science and technology as well as people-to-people ties.
Malaysia has established friendly relations with most countries in the world and has a network of 108 Missions worldwide. This includes 66 Embassies, 17 High Commissions, three (3) Permanent Missions, 20 Consulate- Generals and two (2) Consulates. Some Missions are concurrently accredited to neighbouring countries. This extensive network is a testimony of the importance that Malaysia attaches to fostering close bilateral relations with other countries.
State Visit by President of Myanmar U Thein Sein, March 2015 State Visit by President of Singapore Dr Tony Tan Keng (Courtesy photo: BERNAMA) Yam, Istana Negara, Kuala Lumpur, September 2013 (Courtesy photo: BERNAMA)
34 | STRATEGIC PLAN 2016-2020 STRATEGIC OBJECTIVE 1
Prime Minister Dato’ Sri Najib Tun Abdul Razak meets with Chinese President Xi Jinping in Beijing to mark the 40th anniversary of Malaysia-China bilateral relations, Beijing, China,
Meeting between Prime Minister Dato’ Sri Najib Tun Abdul May 2014 (Courtesy photo: BERNAMA) Razak and Prime Minister David Cameron, London, United Kingdom, July 2013
Dato’ Sri Anifah Hj Aman meets his counterpart H.E Maria Angela Holguin Cuellar, Minister of External Relations, Colombia, during Prime Minister Dato’ Sri Najib Tun Abdul Razak and their meeting in Putrajaya, Malaysia, January 2015 H.E Barack Obama, President of the United States of America, at Seri Perdana, Putrajaya, April 2014 (Courtesy photo: BERNAMA)
14th Meeting of the Joint Commission for Dato’ Sri Anifah Hj Aman with his counterpart, H.E Hanna Bilateral Cooperation between Malaysia and the Serwaah Tetteh, Minister of Foreign Affairs and Regional Republic of Indonesia, October 2015 Integration of the Republic of Ghana, March 2015
STRATEGIC PLAN 2016-2020 | 35 STRATEGIC OBJECTIVE 1
PLAN OF ACTION
STRATEGY PROGRAMME INDICATOR
Promote and project national Increase more focused Hold engagement programmes / ethos and image engagement programmes with activities with target groups decision makers, think-tanks, academia, media and civil society Number of positive reports such organisations (CSOs) as articles or write-up on Malaysia in host country’s print and electronic media
Hold briefing sessions to the Malaysian Technical Cooperation Programme (MTCP) participants at the Ministry
Hold outreach programmes for the Malaysian Technical Cooperation Programme (MTCP) participants at Missions
Organise and participate in promotional events abroad and obtain feedback
Intensify promotion of Malaysia Organise tourism promotion as a tourist destination activities at Mission and obtain feedback
Intensify promotion of ‘Malaysia Organise creative and interactive My Second Home’ programme promotional activities abroad and obtain feedback
Further advocate ‘Prosper-Thy- Incorporate elements of ‘Prosper- Neighbour’ policy Thy-Neighbour’ in discussions during incoming / outgoing visits
Promote Malaysia’s political, Identify and chart new strategies Conduct evaluation through economic and strategic and priority areas to optimise scorecard interests through a concrete Malaysia’s bilateral relations and coherent plan of action Prepare periodic policy papers on issues
36 | STRATEGIC PLAN 2016-2020 STRATEGIC OBJECTIVE 1
PLAN OF ACTION
STRATEGY PROGRAMME INDICATOR
Promote Malaysia’s political, Identify and chart new strategies Hold departmental consultation economic and strategic and priority areas to optimise on strategic interests interests through a concrete Malaysia’s bilateral relations and coherent plan of action Intensify efforts to strengthen Percentage of officers attending economic diplomacy briefing sessions, seminars / training courses on Malaysia’s economic policies
Meetings organised by Missions with the business community
Hold consultation sessions with ministries, agencies, business community and relevant stakeholders
Periodic updates prepared by Missions on economic issues
Response time for inquiries received by Mission
Assist Malaysian companies to seek economic opportunities abroad
Expand cooperation in culture, Number of Agreements and education, tourism and science Memoranda of Understanding and technology (MoUs) signed / reviewed
Organise inter-agency meetings to coordinate the implementation of Agreements or Memoranda of Understanding (MoUs)
Update the status of pending draft Agreements and Memoranda of Understanding (MoUs)
STRATEGIC PLAN 2016-2020 | 37 STRATEGIC OBJECTIVE 1
PLAN OF ACTION
STRATEGY PROGRAMME INDICATOR
Promote Malaysia’s political, Highlight Malaysia’s expertise Number of the Malaysian Technical economic and strategic in development programmes Cooperation Programme (MTCP) interests through a concrete through the Malaysian Technical success stories in the media and coherent plan of action Cooperation Programme (MTCP)
Enhance bilateral interaction Number of exchange of visits
Hold meetings / discussions with counterparts
Prepare status report on various issues raised at meetings / discussions
Number of issues discussed during bilateral visits and bilateral meetings at the side lines of international meetings
Number of issues raised during visits undertaken by Undersecretaries
Enhance relations with other Number of participants at Mission’s countries through outreach annual outreach programmes programmes Number of participants in the Malaysian Technical Cooperation Programme (MTCP) courses
Build capacity on strategic issues Develop Subject-Matter-Experts within the Ministry (SME) on issues
Enhance the Ministry’s role Conduct inter-agency in managing issues related to coordination meetings on issues bilateral relations related to bilateral relations
Number of bilateral meetings led by the Ministry
38 | STRATEGIC PLAN 2016-2020 STRATEGIC OBJECTIVE 2
STRATEGIC OBJECTIVE2 STRENGTHENING MULTILATERAL DIPLOMACY
The strengthening of Malaysia’s multilateral diplomacy is imperative as the issues and challenges facing the world have increased and multiplied in complexity over the decades. Multilateral diplomacy is very much engrained in the conduct of Malaysia’s foreign policy since the country gained its independence in 1957 and Malaysia has been working actively on global political, economic and socio-cultural issues within the multilateral system.
Malaysia will continue to promote global peace, security and prosperity, and uphold international law and order through its participation at the international fora, particularly within the United Nations system and its specialised agencies. Malaysia is an active member of a number of multilateral organisations and fora including the United Nations (UN), Organisation of Islamic Cooperation (OIC), ASEAN, Non-Aligned Movement (NAM), Commonwealth, Asia-Pacific Economic Cooperation (APEC), Asia-Europe Meeting (ASEM), Forum for East Asia-Latin America Cooperation (FEALAC), Asia-Middle East Dialogue (AMED), Indian Ocean Rim Association (IORA), Group of Seventy Seven (G77), Developing Eight (D8) and Group of 15 (G15).
Dato’ Sri Najib Tun Abdul Razak, Prime Minister of Malaysia, delivers Malaysia’s national statement at the General Debate of the 70th session of the United Nations General Assembly, October 2015
STRATEGIC PLAN 2016-2020 | 39 STRATEGIC OBJECTIVE 2
APEC Economic Leaders’ Meeting (AELM) in Manila, the Philippines, November 2015 (Courtesy photo: BERNAMA)
Dato’ Sri Anifah Hj Aman, Minister of Foreign Affairs of Malaysia and President of the Security Council for 42nd Session of the Council of Foreign Ministers of the Organisation of the month of June 2015, addressing Islamic Cooperation, State of Kuwait, May 2015 the Council’s open debate on children (Courtesy Photo: Organisation of Islamic Cooperation) and armed conflict, June 2015 (Courtesy Photo: UN/Devra Berkowitz)
40 | STRATEGIC PLAN 2016-2020 STRATEGIC OBJECTIVE 2
PLAN OF ACTION
STRATEGY PROGRAMME INDICATOR
Increase Malaysia’s Identify priority issues as Organise consultation sessions international profile and Malaysia achieves the status / workshops / roundtable cultivate Malaysia’s image in of an advanced economy and discussions with other agencies to the multilateral system inclusive nation by 2020 identify priority issues
Review priority issues
Enhance the application of Number of best practices / ‘Prosper-Thy-Neighbour’ policy capacity building / human development programmes
Number of participants in the Malaysian Technical Cooperation Programme (MTCP) courses
Participate actively in regional Number of interventions made by and international fora Malaysia
Broaden engagement with Engage with academia, academia, think tanks and civil think tanks and civil society society organisations (CSOs) organisations (CSOs)
Enhance cooperation with United Engage with United Nations Nations (UN) Agencies, regional (UN) Agencies, regional and and international bodies international bodies
Advocate Malaysia’s leadership Number of working groups/ by leading / participating in committees led / participated working groups / committees by Malaysia that are strategic strategic to Malaysia in to Malaysia in United Nations United Nations (UN) Agencies, (UN) Agencies, regional and regional and international bodies international bodies
Strategically position Malaysia in Number of initiatives to promote United Nations (UN) Agencies, Global Movement of Moderates regional and international bodies (GMM) abroad
Number of initiatives towards establishing focal points for Global Movement of Moderates (GMM) abroad
STRATEGIC PLAN 2016-2020 | 41 STRATEGIC OBJECTIVE 2
PLAN OF ACTION
STRATEGY PROGRAMME INDICATOR
Contribute to strengthening Continue to participate in United Organise consultation sessions the multilateral system Nations (UN) mandated with relevant agencies with regard Peacekeeping Operations (PKO) to Malaysia’s participation in and peace building efforts United Nations (UN) mandated Peacekeeping Operations (PKO)
Promote the Malaysian Peacekeeping Training Centre, Port Dickson as a centre of excellence for peacekeeping
Number of demand driven capacity building programmes for post-conflict countries
Build capacity on strategic issues Number of Subject-Matter- within the Ministry Experts (SMEs) on multilateral issues
Review the feasibility for Malaysia Organise consultation sessions to accede to international laws with relevant agencies and treaties, including its signing and ratification
Enhance coordination with Organise consultation sessions relevant government agencies with relevant government in implementing Malaysia’s agencies international obligations
Further economic and Strengthen the Malaysian Technical Number of MTCP collaboration development interests vis- Cooperation Programme’s with United Nations (UN) à-vis the United Nations (MTCP) collaboration with the Agencies, regional and (UN) Agencies, regional and United Nations (UN) Agencies, international bodies international bodies regional and international bodies
Share Malaysia’s experience in Number of statements / development programmes interventions at relevant international meetings
42 | STRATEGIC PLAN 2016-2020 STRATEGIC OBJECTIVE 2
PLAN OF ACTION
STRATEGY PROGRAMME INDICATOR
Further economic and Share Malaysia’s experience in Engage development agencies on development interests vis- development programmes development programmes à-vis the United Nations (UN) Agencies, regional and Implement development international bodies programmes
Propose joint economic Number of successful proposals development projects for joint economic development projects
Identify niche areas for Organise consultation sessions / cooperation workshop / roundtable discussion with other agencies to identify niche areas
STRATEGIC PLAN 2016-2020 | 43 STRATEGIC OBJECTIVE 3
STRATEGIC OBJECTIVE3 STRENGTHENING ASEAN
ASEAN is the cornerstone of Malaysia’s foreign policy. It is both of geopolitical significance and economic relevance to Malaysia as well as to the nations in the region. ASEAN’s renunciation of the use of force and promotion of peaceful settlement of disputes has been the foundation of peace, stability and prosperity in the region.
As a founding member of ASEAN, Malaysia’s foreign policy continues to place emphasis on the relevance and importance of ASEAN as the main forum and catalyst for regional dialogue. ASEAN Dialogue Partnerships, ASEAN Regional Forum, ASEAN Plus Three and East Asia Summit have allowed its members to engage leading powers on issues of global and regional importance.
In 2015 an ASEAN Community encompassing the three pillars of cooperation, namely the ASEAN Political- Security Community (APSC), the ASEAN Economic Community (AEC) and the ASEAN Socio-Cultural Community (ASCC) was established. The ‘ASEAN 2025: Forging Ahead Together’ document charts the direction of ASEAN in the coming decade to realise a politically cohesive, rules-based, people-oriented and people-centred ASEAN.
ASEAN Heads of State/Government at the Opening Ceremony of the 26th ASEAN Summit, April 2015
44 | STRATEGIC PLAN 2016-2020 STRATEGIC OBJECTIVE 3
26th ASEAN Summit Closing Session, Prime Minister Dato’ Sri Najib Tun Abdul Razak delivers his Langkawi, Malaysia, April 2015 welcoming speech at the Gala Dinner in honour of ASEAN leaders in conjunction withConvention the 26th ASEAN Centre, Summit April 2015 at the Kuala Lumpur
Opening Ceremony of the 27th ASEAN Summit, Kuala Lumpur, November 2015
Foreign Minister, Dato’ Sri Anifah Hj Aman greeting UN Secretary General Ban Ki-moon at the 27th ASEAN Summit and Related Summits, Kuala Lumpur, November 2015
Prime Minister Dato’ Sri Najib Tun Abdul Razak handing over the Declaration on the Establishment of the ASEAN Community and the Kuala Lumpur Declaration on ASEAN 2025 to ASEAN Secretary General Le Luong Minh, November 2015 (Courtesy photo: BERNAMA)
STRATEGIC PLAN 2016-2020 | 45 STRATEGIC OBJECTIVE 3
PLAN OF ACTION
STRATEGY PROGRAMME INDICATOR
Strengthen ASEAN Centrality Enhance confidence building Convene meetings / workshops / measures through dialogue and seminars in Malaysia consultation
Strengthen ASEAN as a Implement the legal instruments rules-based organisation of the ASEAN Charter at the national level
Implement relevant recommendations made by the High Level Task Force on Strengthening of the ASEAN Secretariat and Reviewing the ASEAN Organs as follows:
i. adequate manpower and resources ii. communicate decisions of ASEAN Summits to relevant bodies / agencies at the national level iii. install video conferencing facilities that could be linked to all ASEAN Member States’ National Secretariats’ existing / future audio visual conference facilities
Strengthen coordination with Hold regular coordination line agencies meetings with line agencies on ASEAN including with the lead agencies for the economic and socio-cultural pillars in addressing cross-pillar issues
Move towards developing an Engage with other ASEAN ASEAN common platform on Member States towards global issues developing a common platform on strategic issues of mutual concern
46 | STRATEGIC PLAN 2016-2020 STRATEGIC OBJECTIVE 3
PLAN OF ACTION
STRATEGY PROGRAMME INDICATOR
Strengthen ASEAN Centrality Move towards developing an Enhance the capacity of the ASEAN common platform on Permanent Mission of Malaysia global issues to ASEAN through training of its officers under programmes offered by the ASEAN Secretariat and other relevant regional bodies / countries / secondment of officers from the Ministry of International Trade and Industry (MITI) and the Ministry of Tourism and Culture Malaysia (MOTAC)
Strengthen collaboration aimed Conduct seminars / workshops at maintaining regional peace on regional peace and security and security with ASEAN Member States and Dialogue Partners
Ensure a ‘People-Centred Steer ASEAN closer to the Engage with relevant ASEAN’ remains a people stakeholders at the national level fundamental element of through colloquia / dialogues ASEAN / roundtables / academic conferences
Intensify efforts to increase awareness of ASEAN
Distribute information / disseminate publications on ASEAN to the public
Conduct capacity building Conduct capacity building programmes for ASEAN programmes for participants from participants through the ASEAN Member States Malaysian Technical Cooperation Programme (MTCP)
Engage relevant stakeholders in Hold regular consultation sessions ASEAN policy making process with stakeholders on ASEAN policy making process at national level
STRATEGIC PLAN 2016-2020 | 47 STRATEGIC OBJECTIVE 3
PLAN OF ACTION
STRATEGY PROGRAMME INDICATOR
Consolidate community Implement the action lines in Percentage of implementation building process in line with the ASEAN Political-Security of the action lines in the APSC ‘ASEAN 2025: Forging Ahead Community (APSC) Blueprint Blueprint 2025 Together’ 2025
Enhance coordination Hold inter-agency meetings to on cross-cutting issues update new developments and to coordinate as well as streamline national position on cross-cutting issues
Conduct coordination meetings with relevant ASEAN Sectoral Bodies and the ASEAN Secretariat on cross-cutting issues at the level of Committee of Permanent Representatives
Promote ASEAN studies in Intensify interaction with the institutions of higher learning in existing ASEAN Studies Centres / Malaysia Programmes
Further enhance ASEAN Organise ASEAN related activities solidarity through various at Malaysian Missions abroad activities
Narrow the development gap Increase courses under the Number of MTCP courses for between and within ASEAN Malaysian Technical Cooperation ASEAN Member States Member States Programme (MTCP) based on the countries’ development needs and Malaysia’s areas of expertise
Participate in the Initiative for Number of IAI activities initiated ASEAN Integration (IAI) projects by Malaysia to narrow the development gap
48 | STRATEGIC PLAN 2016-2020 STRATEGIC OBJECTIVE 3
PLAN OF ACTION
STRATEGY PROGRAMME INDICATOR
Further promote ASEAN Capacity building, outreach Engage relevant ministries / Connectivity in its three programmes, and resource agencies to establish flagship dimensions, i.e. physical, mobilisation for the connectivity projects institutional and people-to- implementation of the Master people connectivity Plan on ASEAN Connectivity (MPAC) and its successor document
Support the deepening of Work with other ASEAN Participate in dialogues / meetings ASEAN’s engagement with its Member States to identify / summits with Dialogue Partners external partners collaborative activities with Dialogue Partners and external Hold annual dialogue / parties consultation sessions with other regional blocs / organisation
Jointly conduct programmes / activities on strategic issues
Co-chair meetings and activities with Dialogue Partners and external parties
STRATEGIC PLAN 2016-2020 | 49 STRATEGIC OBJECTIVE 4
STRATEGIC OBJECTIVE4 PROVIDING EFFECTIVE AND EFFICIENT SERVICES TO THE MINISTRY’S STAKEHOLDERS AND CLIENTS
In the conduct of diplomacy, Malaysia is obligated to extend privileges and immunities to diplomatic missions and diplomats based in Malaysia as stipulated under the Vienna Convention on Diplomatic Relations 1961. Similarly, the Ministry is responsible for providing consular services and assistance such as attestation of documents and issuance of the letter of good conduct to Malaysians and foreigners alike. The Ministry, through its Missions abroad, also plays a vital role in providing consular services and assistance to Malaysians overseas on matters relating to accidents, death, detention, and missing persons.
The Ministry of Foreign Affairs is also responsible for ensuring that relations between Malaysia and other countries are conducted in accordance with international protocol practices, which are adapted accordingly to Malaysia’s local customs and the principle of reciprocity. Towards this end, the major activities carried out include coordinating and advising on matters related to international protocol for the Government of Malaysia; organising both incoming and outgoing visits of the Heads of State and Government; and granting privileges and immunities to diplomatic missions and International Organisations in Malaysia in accordance with the related international laws and the Vienna Conventions.
Protocol Department, Wisma Putra, Putrajaya
50 | STRATEGIC PLAN 2016-2020 STRATEGIC OBJECTIVE 4
Consular Division, Wisma Putra, Putrajaya
Evacuation of Malaysians from Pekan Baru, Indonesia, Royal Malaysian Airforce (RMAF) Base in Subang, September 2015
Reception Counter WP1, Wisma Putra, Putrajaya Guard House WP2, Wisma Putra, Putrajaya
STRATEGIC PLAN 2016-2020 | 51 STRATEGIC OBJECTIVE 4
PLAN OF ACTION
STRATEGY PROGRAMME INDICATOR
Protocol Matters: Enhance the Client’s Satisfaction Issue the approval for usage of Programme VIP Room at KLIA Ensure efficient services related to privileges and Issue prior approval for immunities to the accredited application of Foreign Domestic foreign missions and Helper / Locally Recruited Staff International Organisations in (LRS) Malaysia Issue diplomatic, non-diplomatic and consular identity card for foreign missions and identity card for officials of International Organisations
Issue Note Verbale for prior approval for import / purchase of duty free motor vehicles
Issue approval for disposal / replacement / sale of motor vehicles
Issue Certificate of Remission for Tax Exemption for Purchased Motor Vehicles
Issue a letter of support upon approval for exemption of road tax for motor vehicles
Issue a letter of support upon approval for renewal / conversion of driving license
Issue a letter of support to obtain Kuala Lumpur International Airport (KLIA) security passes
Issue a Note Verbale for approval for exemption of stamp duty for Tenancy Agreement
52 | STRATEGIC PLAN 2016-2020 STRATEGIC OBJECTIVE 4
PLAN OF ACTION
STRATEGY PROGRAMME INDICATOR
Protocol Matters: Enhance the Client’s Satisfaction Issue a letter of support for Permit Programme to Bring In / Carry / Purchase / Ensure efficient services Keep Firearms related to privileges and immunities to the accredited Issue a letter of support for tax foreign missions and exemption for importation of International Organisations in items other than motor vehicles Malaysia Issue a Note Verbale / Letter of Support for Permit to use Satellite Dish
Issue a Note Verbale for approval for purchase / sales of property after consultation with relevant agencies
Verify Goods and Services Tax (GST) refund claims
Issue a Note Verbale for approval for exemption for Land / Assessment Tax
Issue a letter of support for Exemption Pass and Temporary Employment Pass
Process the application for spouse of foreign diplomats to work in Malaysia
Establishment of International Facilitate in the process of Organisations (IOs) in Malaysia gazetting the International Organisation after discussion has been finalised and in compliance to Act 485
Upgrade the e-PROMIS system Complete the upgrading of the e-PROMIS system
STRATEGIC PLAN 2016-2020 | 53 STRATEGIC OBJECTIVE 4
PLAN OF ACTION
STRATEGY PROGRAMME INDICATOR
Provide efficient and effective Strengthen the knowledge and Produce a manual on protocol protocol services skills of officers in the Protocol practices, guide and Standard Division in accordance with the Operating Procedures (SOPs) international, federal and state protocol practices
Consular Matters: Comply with Attestation and authentication of MS ISO 9001: 2015 documents Provide efficient consular services Submit the application of ‘Waiver of Two Year Home Residence Requirement – Letter of No Objection’ submitted by the Malaysian Missions abroad to the Ministry of Home Affairs (MOHA)
Assist in transmitting court documents received from the foreign diplomatic missions in Kuala Lumpur to the Malaysian Courts
Endorse Visa-with-Reference issued by the Immigration Department of Malaysia
Assist in transmitting court documents from Malaysian Courts to the intended recipients overseas
Issue the Letter of Good Conduct with the cooperation of Royal Malaysia Police (RMP)
Upgrade the e-Consular system Complete the upgrading of the e-Consular system
54 | STRATEGIC PLAN 2016-2020 STRATEGIC OBJECTIVE 4
PLAN OF ACTION
STRATEGY PROGRAMME INDICATOR
Consular Matters: Schedule a mobile consular Organise mobile consular services booth at Urban Transformation to northern, eastern and southern Provide efficient consular Centres (UTCs), Rural region of Peninsular Malaysia services Transformation Centres (RTCs) or other suitable venues
Increase consular outreach Participate in outreach programmes programmes
Organise roadshows by the Consular Division
Improve facilities for physically Establish a priority lane challenged individuals, senior citizens and expectant women
Enhance coordination with Hold engagement / consultation relevant government agencies sessions with relevant agencies on the Letter of Good Conduct
Enhance knowledge of Consular Engage Subject-Matter-Experts officers in relevant legal matters (SME) in legal matters from other agencies
Enhance skills in customer Train Consular staff in customer relations relations
Institute of Diplomacy Create initiatives to develop skills Organise Diplomatic Leadership and Foreign Relations and knowledge Incubator (IDFR) Organise Policy Test Lab Become a Centre of Excellence and think tank that Conduct Simulation Room will produce Subject-Matter- Experts (SME) in diplomacy Develop skilled, competent Establish four learning centres and international relations and high calibre diplomats focused on political studies and in the field of political and economic diplomacy, leadership, economic diplomacy, leadership, negotiations and public negotiations, public diplomacy, diplomacy, language, cultural language and cultural diplomacy diplomacy and skills building
STRATEGIC PLAN 2016-2020 | 55 STRATEGIC OBJECTIVE 4
PLAN OF ACTION
STRATEGY PROGRAMME INDICATOR
Institute of Diplomacy Develop skilled, competent Recruit Subject-Matter-Experts and Foreign Relations and high calibre diplomats (SME) for approved posts (IDFR) in the field of political and economic diplomacy, leadership, Enhance training and course Become a Centre of negotiations, public diplomacy, modules Excellence and think tank that language and cultural diplomacy will produce Subject- Matter- Experts (SME) in diplomacy Expand research capabilities Number of research papers on and international relations related subject of diplomacy and international relations
Generate income Number of chargeable consultancy
Southeast Asia Regional Establish a SEARCCT Appoint SEARCCT Centre for Counter- fellowship programme research fellows Terrorism (SEARCCT) Prepare research papers/publications Enhance SEARCCT’s role as the regional centre in capacity Enhance research programmes Number of research programmes building and research on on counter-terrorism counter-terrorism Develop trainer exchange Conduct exchange programmes programmes with other countries with other institutions to create a pool of experts on counter-terrorism
Establish a Council of Advisors Complete the establishment of the Council of Advisors
Engage with Council of Advisors
56 | STRATEGIC PLAN 2016-2020 STRATEGIC OBJECTIVE 5
STRATEGIC OBJECTIVE5 PROMOTING MALAYSIA AND DISSEMINATING INFORMATION THROUGH PUBLIC DIPLOMACY
Public diplomacy plays an important role in the promotion of Malaysia as a modern and progressive country, as it helps to communicate Malaysia’s interests and position as well as to project a positive image of Malaysia abroad. In this regard, the Ministry of Foreign Affairs, through its information dissemination and public diplomacy channels has the responsibility to provide accurate information as well as to clarify misconceptions about Malaysia.
Public diplomacy is one of the most crucial tools in the practice of diplomacy today and one that is proactive, timely, well-coordinated, accurate, innovative, factual and informative is essential in advancing Malaysia’s interests abroad. Thus, the Ministry employs a multi-pronged approach in disseminating information and engaging its stakeholders and clients including through outreach programmes, publications, as well as print, electronic and social media.
Outreach programme in Alor Setar, Kedah, May 2015
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Outreach programme at the PutrajayaJune 2015 International Convention Centre,
Outreach programme at the Johor Matriculation College, September 2015
“Hari Raya Aidilfitri” PERWAKILAN, August 2015
Lecture on Malaysia’s Foreign Policy to students from SMK Sultan Abdul Jalil Shah at Wisma Putra, Putrajaya, March 2015
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PLAN OF ACTION
STRATEGY PROGRAMME INDICATOR
Enhance public understanding Disseminate information Review the Ministry’s of Malaysia’s foreign policy to the public Communication Plan
Issue press releases / statements in a timely manner
Increase the usage of social media platforms
Create greater awareness Undertake outreach programmes Organise outreach programmes of the Ministry’s role and (by the Ministry) functions Organise outreach programmes (by Missions abroad)
Publication of promotional items Produce publications – articles / brochures / posters / pamphlets / videos, etc. Update the Mission’s website
Undertake interviews / Number of interviews / participate in electronic / print participation in electronic / print media programmes with local media and foreign media
Enhance Malaysia’s image Leverage on high level visits and Number of press releases abroad major international meetings to promote a positive image of Number of press briefings prior Malaysia to visits and major international meetings
Engage with local media by Heads of Mission
Produce e-newsletter Number of e-newsletters by Missions
Promote Malaysia’s arts Number of programmes / and culture activities to promote Malaysia’s arts and culture by relevant agencies from Malaysia during Mission’s events
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PLAN OF ACTION
STRATEGY PROGRAMME INDICATOR
Enhance Malaysia’s image Counter negative reporting Provide timely rebuttals abroad on Malaysia abroad through rebuttals
Provide inputs and pointers for Provide timely inputs and pointers Missions
Improve media skills among Increase courses on media Number of courses on media officers of the Ministry relations including at the Institute relations of Diplomacy and Foreign Relations (IDFR) Number of officers attending courses on media relations
Attach officers to relevant media Number of officers attached and other organisations to relevant media and other organisations
Forge closer links with Engage with Malaysian diaspora Conduct activities / programmes Malaysian diaspora Encourage registration of Update database of Malaysians Malaysians at Missions abroad Create an online registration system
Strengthen links with Conduct programmes to help Number of programmes core groups promote Malaysia
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STRATEGIC OBJECTIVE6 STRENGTHENING THE INSTITUTION AND IMPROVING HUMAN CAPITAL
The Ministry views the strengthening of the overall institutional structure as an uppermost priority. With the introduction of key performance indicators (KPI) to Heads of Missions, and subsequently to all senior officers, the Ministry aims to achieve higher levels of accountability and more effective governance. At the same time, the Ministry is also striving towards developing a conducive and productive working environment through the development and maintenance of its facilities backed by a modern, reliable and secured global communications network.
Human capital is an important asset of the Ministry and with increasing expectations, a workforce of high calibre is required to serve locally and abroad to provide the best services to its stakeholders and clients. The Ministry has a workforce of 1,443 serving both at Headquarters and its Missions abroad. In addition to this, the work at Missions is supported by a team of locally-recruited staff. Significant efforts and emphasis are placed on ensuring an efficient recruitment and selection process, training and skills achievement as well as on career development and succession planning to ensure that the human resource policies and programmes would meet the current and future needs of the Ministry.
Public lecture by Ms Helen Clark, Administrator of the United Nations Development Programme, at IDFR, October 2015
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Seminar on the Dynamics of Youth and Terrorism: Understanding and Countering the Issues, at SEARCCT, June 2015 Recipients of the Excellent Service Award for 2014, Wisma Putra, October 2015
Friendly Football Match 2015
Hari Sukan Negara, Wisma Putra, October 2015
Wisma Putra Contingent, Maal Hijrah 2015 Contribution to Wisma Putra flood victims by Foreign Minister Dato’ Sri Anifah Hj Aman, January 2015
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PLAN OF ACTION
STRATEGY PROGRAMME INDICATOR
Review and restructure Review and improve the Establish the revised the Ministry’s organisation Ministry’s structure including organisational structure including based on current and the Institute of Diplomacy and job scope for each of the post future priorities, needs and Foreign Relations (IDFR) and environment the Southeast Asia Regional Centre for Counter-Terrorism (SEARCCT)
Rationalise the Ministry’s Prioritise the Ministry’s Review the assessment functions abroad functions abroad mechanism format
Assess attainment of the Mission’s core business
Strengthen the Ministry’s role Produce a revised draft General in the execution of the Sistem Circular Letter (SPA) 2/2009 Pentadbiran Kerajaan Malaysia di Luar Negeri (SPKM) circular
Rationalise work scope of the Review the job scope of LRS Locally Recruited Staff (LRS) at Missions and review the policies Revise the Service Circular Letter and terms of appointment on LRS Recruitment to replace the 202/4 Circular
Review of the LRS remuneration scheme
Strengthen human resource Select officers based on the Implement the criteria for the management in order to criteria set by the Ministry Ministry’s recruitment process recruit, train, develop, and retain its human resource Recruit and appoint officers based on the Recruitment and Talent Development Criteria:
i. For newly appointed officers; ii. Secondment programme for Subject-Matter-Experts (SME); and iii. Cross Fertilization Programme
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PLAN OF ACTION
STRATEGY PROGRAMME INDICATOR
Strengthen human resource Enhance skills and knowledge Review and identify relevant management in order to training in languages and recruit, train, develop, and specialised fields in international retain its human resource relations and diplomacy based on the Ministry’s requirements
Develop officers to be language experts and Subject-Matter- Experts (SME) in various international relations and diplomacy issues
Number of officers competent in strategic leadership and management skills
Increase competency in financial and accounting management
Ensure opportunity for officers to undertake post-graduate studies
Number of officers participating in smart attachment programmes
Build capacity on strategic issues Allocate resources, both financial within the Ministry and human resource to develop expertise in identified fields
Strengthen human resource Implement the Human Resource management and Management Strategic Plan 2016-2020
Implement IDFR’s transformation Increase number of in-house and restructuring plan which Subject-Matter-Experts (SME) aims to increase / have more Subject-Matter-Experts (SME), Conduct training programmes quality training programmes and publications related to Number of publications international relations and diplomacy
64 | STRATEGIC PLAN 2016-2020 STRATEGIC OBJECTIVE 6
PLAN OF ACTION
STRATEGY PROGRAMME INDICATOR
Strengthen human resource Expand and enhance the role Number of consultancy services management in order to and functions of the Institute of recruit, train, develop, and Diplomacy and Foreign Relations Number of Subject- Matter- retain its human resource (IDFR) and the Southeast Asia Experts (SME) in SEARCCT Regional Centre for Counter- Terrorism (SEARCCT)
Leverage on Information and Review and upgrade / develop Number of applications Communications Technology ICT applications developed / reviewed / upgraded (ICT) to better serve stakeholders and improve Increase the ICT competency of Organise ICT in-house service delivery Ministry’s officers and staff training courses
ICT evaluation test
Improve the effectiveness of Increase the usage of video communication through the conferencing, tele-conferencing usage of Unified Communication and MS Lync (UC) facilities between the Ministry and Missions Assess the level of satisfaction of users of video conferencing, tele- conferencing and MS Lync
Foster an innovation Create awareness for an Number of innovation awareness ecosystem in the Ministry innovation ecosystem activities to inculcate innovation and creativity culture
Increase the number of innovative ideas on the Innovation Board and other platforms / channels
Number of innovation projects implemented
Strengthen the Ministry’s Monitor and review the Percentage of issues resolved delivery system implementation of programmes planned to enhance the delivery system of the management services of the Ministry through various established committees
STRATEGIC PLAN 2016-2020 | 65 STRATEGIC OBJECTIVE 6
PLAN OF ACTION
STRATEGY PROGRAMME INDICATOR
Strengthen the Ministry’s Implementation of Implementation of Accrual delivery system Accrual Accounting Accounting System developed by the Accountant General’s Department of Malaysia (JANM): i. 1 Government Financial Accounting System (1GFMAS)
ii. 1 Sistem Perakaunan Luar Negeri Akruan (1SPLN)
Ensure the effective Reporting of the Strategic Plan implementation of Malaysia’s Achievement Scorecard foreign policy objectives Review of the Strategic Plan
Convene the Heads of Mission Conference
Prepare analytical papers on issues of strategic interests
Number of Performance Management Delivery Unit (PEMANDU) Dashboard Monthly Key Performance Indicators (KPI) Scorecard for Minister’s Key Performance Indicators (MKPI)
Number of the Minister’s Key Performance Indicators (MKPI)
Number of the Key Performance Indicators (KPI) Scorecard for Secretary General
Number of the Key Performance Indicators (KPI) Scorecard for Heads of Department
Number of the Key Performance Indicators (KPI) Scorecard for Heads of Mission
66 | STRATEGIC PLAN 2016-2020 STRATEGIC OBJECTIVE 6
PLAN OF ACTION
STRATEGY PROGRAMME INDICATOR
Strengthen the Ministry’s Ensure the effective Update the Programme of delivery system implementation of Malaysia’s Work (PoW) foreign policy objectives
Monitor and review the Evaluate annually the implementation of programmes Star Rating Assessment planned to enhance quality management of the Ministry Perform Internal Audit / through; Evaluation for the Certification of the MS ISO i. Star Rating System Assessment; and
ii. MS :ISO Certification
Ministry’s Transformation Plan Update the Public Service based on the five (5) thrusts of the Department - Monitor System National Transformation Plan: (JPA-Monitor)
i. Revitalising Public Servants Implement the Ministry’s (Talent Development) Transformation Plan ii. Re-engineering Public Organisations (Organisational Monitor and produce a monthly Development) report on the progress of the iii. Enhancing Public Service implementation of the strategic Delivery (Citizen-centric) initiatives iv. Intensifying Engagement (Inclusiveness) v. Enculturing Shared Values (Patriotism, Ethos, and Integrity)
Implement strategic Ensure development (including Percentage of expenditure of development projects non-physical) projects are allocation executed according to executed according to plan timeline
STRATEGIC PLAN 2016-2020 | 67 MONITORING MECHANISM
MONITORING MECHANISM
The Ministry’s The Committee Each Department performance in comprising the and Division would achieving its Heads of be responsible for Strategic Department of the providing the Plan would be Ministry would scorecard of their reviewed by a Coordinating meet twice a year respective Committee chaired programmes to the by the Secretary Secretariat General
Secretary Heads of General Department Secretariat
68 | STRATEGIC PLAN 2016-2020 FUTURE DIRECTION
FUTURE DIRECTION
The period 2016 – 2020 is crucial for the Ministry of Foreign Affairs in playing its role in the final leg of the nation’s drive to achieve the next stage of its development, hand in hand with other Malaysian government agencies. Through the implementation of the Plan of Action in the Ministry’s Strategic Plan as the blueprint, together with the Ministry’s Transformation Plan, Wisma Putra will build on the foundation of its external relations and continue to promote, protect and project Malaysia’s interests abroad through the conduct of proactive diplomacy.
As Malaysia moves towards becoming an advanced economy and inclusive nation, the performance of its foreign service has to be of the highest standard befitting Malaysia’s aspirations to be ‘an international voice of reason’ beyond 2020. In moving forward, the Ministry will continue to formulate policies that are pragmatic and responsive in meeting the ever-increasing and ever- changing demands of the global environment on Malaysia and the international community as a whole.
STRATEGIC PLAN 2016-2020 | 69 70 | STRATEGIC PLAN 2016-2020 Annexes Annex 1 List of Ministers of Foreign Affairs Annex 2 List of Deputy Ministers of Foreign Affairs Annex 3 List of Parliamentary Secretaries Annex 4 List of Secretaries General
STRATEGIC PLAN 2016-2020 | 71 LIST OF MINISTERS OF FOREIGN AFFAIRS
ANNEX 1 LIST OF MINISTERS OF FOREIGN AFFAIRS
DATO’ SRI ANIFAH TUN MUHAMMAD HJ AMAN GHAZALI SHAFIE Since 9 April 2009 17 July 1981 - 16 July 1984
TAN SRI DATO’ SERI UTAMA TENGKU AHMAD RITHAUDDEEN DR. RAIS YATIM AL – HAJ TENGKU ISMAIL 19 March 2008 - 8 April 2009 13 August 1975 - 16 July 1981 17 July 1984 - 10 August 1986
TAN SRI DATO’ SERI DR. TUN ABDUL RAZAK HUSSEIN SYED HAMID BIN SYED 23 September 1970 - 12 August 1975 JAAFAR ALBAR 9 January 1999 - 18 March 2008
TUN ABDULLAH BIN TUN DR. ISMAIL HAJI AHMAD BADAWI ABDUL RAHMAN 15 March 1991 - 8 January 1999 3 February 1959 - 31 August 1960
TAN SRI ABU HASSAN OMAR TUNKU ABDUL RAHMAN 20 May 1987 - 14 March 1991 PUTRA AL – HAJ 31 August 1957 - 2 February 1959 1 September 1960 - 22 September 1970
TAN SRI DATO’ SERI UTAMA DR. RAIS YATIM 11 August 1986 - 7 May 1987
72 | STRATEGIC PLAN 2016-2020 LIST OF DEPUTY MINISTERS OF FOREIGN AFFAIRS
ANNEX 2 LIST OF DEPUTY MINISTERS OF FOREIGN AFFAIRS
DATO’ SRI REEZAL MERICAN DATUK JOSEPH SALANG NAINA MERICAN ANAK GANDUM Since 29 July 2015 23 Mac 2004 – 19 Mac 2008
DATO’ HAMZAH BIN DATO’ SRI DR. MUHAMMAD LEO ZAINUDIN MICHAEL TOYAD ABDULLAH 6 May 2013 – 28 July 2015 8 Mei 1995 – 30 Mac 2004
DATO’ SRI RICHARD RIOT DATO’ DR. ABDULLAH FADZIL ANAK JAEM BIN CHE WAN 4 June 2010 – 6 May 2013 20 Mei 1987 – 8 Mei 1995
DATO’ LEE CHEE LEONG DATO’ PADUKA ABDUL KADIR 10 April 2009 – 4 June 2010 BIN HAJI SHEIKH FADZIR 2 Jun 1983 – 20 Mei 1987
SENATOR A. KOHILAN PILLAY DATO’ MOKHTAR BIN 10 April 2009 – 6 May 2013 HAJI HASHIM 9 July 1979 – 1 Jun 1983
DATUK ABDUL RAHIM BAKRI 19 April 2008 – 10 April 2009
STRATEGIC PLAN 2016-2020 | 73 LIST OF PARLIAMENTARY SECRETARIES
ANNEX 3 LIST OF PARLIAMENTARY SECRETARIES
DATO’ SRI AHMAD SHABERY CHEEK 1 Mac 2006 – 19 Mac 2008
DATO’ ZAINAL ABIDIN OSMAN 30 Mac 2004 – 17 February 2006
TAN SRI DATO’ HAJI MUHYIDDIN MOHAMED YASSIN 17 Mac 1981 – 28 April 1982
TUAN MOHD KASSIM @ YAHYA BIN AHMAD 21 August 1978 – 29 March 1982
DATO’ ZAKARIA BIN HAJI ABDUL RAHMAN 2 July 1976 – 27 July 1978
74 | STRATEGIC PLAN 2016-2020 LIST OF SECRETARIES GENERAL
ANNEX 4 LIST OF SECRETARIES GENERAL
DATUK OTHMAN HASHIM DATUK MOHD. YUSOF HITAM Since 1 September 2013 4 March 1988 - 30 March 1989
TAN SRI MOHD RADZI TAN SRI DATUK ZAINAL ABD. RAHMAN ABIDIN SULONG 3 September 2010 - 1 September 2013 27 March 1984 - 3 March 1989
TAN SRI RASTAM MOHD ISA TAN SRI ZAKARIA MOHD. ALI 8 January 2006 - 3 September 2010 27 May 1976 - 26 March 1984
TAN SRI DATO’ AHMAD FUZI TAN SRI ZAITON HJ. ABDUL RAZAK IBRAHIM AHMAD 4 July 2001 - 7 January 2006 22 September 1970 - 26 May 1976
TAN SRI ABDUL KADIR TUN MUHAMMAD MOHAMAD GHAZALI SHAFIE 17 September 1996 - 3 July 2001 12 February 1959 - 21 September 1970
TAN SRI ABDUL HALIM ALI TAN SRI NIK AHMED KAMIL 28 August 1996 - 16 September 1996 NIK MAHMOOD 24 March 1958 - 11 February 1959
TAN SRI DATUK AHMAD DATO’ OTHMAN MOHAMED KAMIL JAAFAR 6 July 1956 - 23 March 1958 1 April 1989 - 27 August 1996
STRATEGIC PLAN 2016-2020 | 75 NOTES The world map on the cover page illustrates the global reach of Malaysia’s foreign policy and diplomacy. The map is dotted with 108* location markers in four (4) colours representing the different categories of Malaysian Diplomatic Missions abroad.
Embassy of Malaysia / High Commission of Malaysia Consulate General of Malaysia Permanent Mission of Malaysia Consulate of Malaysia Designed by karyakesumba www.karyakesumba.com
* As of December 2015 facebook.com/WismaPutra1