Malaysian Internet users to become victims of Evidence Act; Rampant hacking puts online accounts at risk!

Hackers may cause Internet users to become victims of Evidence Act

Rampant hacking is putting numerous account holders at risk of being prosecuted for offensive material on their website which they did not publish with the newly-introduced Evidence Act putting the onus of proof on them.

According to Cybersecurity Malaysia, an average of eight personal accounts, blogs and websites are being hacked in Malaysia daily.

“It doesn't take an expert to hack into personal accounts such as Facebook, Twitter and e-mail,” said Cybersecurity Malaysia chief executive officer Lt-Col (Rtd) Prof Datuk Husin Jazri.

“Any computer literate person can learn how to do it.”

He added that Internet users who did not secure their personal accounts were the easiest targets.

By P. ARUNA and TASHNY SUKUMA, The Star/Asian News Network

Hackers have their ways to tap into accounts

A graphic designer was not aware that pornographic pictures appeared on his Facebook page until a friend alerted him.

The 25-year-old man, who wanted to be known only as Shan, said he had been asleep at home when he received the call from his friend.

“I found that I could no longer log in to my account as the password had been changed.

“Someone was using my account to post the content under my name,” he said, adding that he then contacted his friends and asked them to delete the compromised account from their list.

Cybersecurity Malaysia CEO Lt-Col (Rtd) Prof Datuk Husin Jazri said there were special devices in the market that enabled anyone to “sniff” WiFi networks.

Lawyers: Act will result in more cautious Net users

The newly-amended Evidence Act will potentially result in a wave of more cautious Internet users, say lawyers, as the onus is now on the person to prove they did not post or create offending material.

If one is hauled up, however, maintaining innocence might prove to be tricky unless Internet users are more thorough with safety measures, they said.

“Witnesses or documents would suffice, depending on circumstances.

“However, if you're a website owner and someone posts such comments, there's no way out,” said Bar IT Committee co-chairman Foong Cheng Leong.

> For more story in The Star today.

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Warning to Malaysian Internet Users: an Amendment to Evidence Act 2012 May 27, 2012

UK Banking Rules Risk Bank's Future Market Value

Royal Bank of Scotland Group Plc may lose as much as 20 billion pounds ($32 billion) from its future market value because of planned U.K. regulatory changes, Chief Executive Officer Stephen Hester said. 

The “regulatory environment has changed even more dramatically than we bargained for,” Hester said in the text of a speech at the Manchester Business School yesterday. “U.K. regulatory reforms on their own have probably cost 10 to 20 billion pounds from our future market value.”

The government-sponsored Independent Commission on Bankingrecommended in September the U.K.’s biggest banks should boost capital, implement plans for an orderly bankruptcy and erect fire breaks around their consumer units to boost the stability of the financial system.

The proposals also mean that banks will no longer be allowed to use their consumer units to provide cheap funding for investment-banking units.

Greater regulation is adding to a slower-than-expected economic recovery and turbulent markets, said Hester, 51. The British economy shrank in the first quarter as Britain slid into its first double-dip recession since the 1970s, figures from the Office for National Statistics showed.

“We can cope with these extra challenges, but they use up the outperformance we have achieved and they mean that our shareholders, indeed all bank shareholders, will see value recover less well than hoped,” he said.

Two More Years

The government was forced to rescue RBS at the height of the financial crisis, injecting 45.5 billion pounds of taxpayer money into the lender, making it the costliest bailout of any bank in the world.

Hester said in the speech that the cost of cleaning up the lender he inherited from former CEO Fred Goodwintotals 43 billion pounds so far.

RBS still has two more years of “heavy lifting, significant clean-up costs and vulnerability to outside events” as it restructures its business, Hester said.

RBS fell 0.3 percent to 23.2 pence at the close of London trading yesterday. The shares have rallied 15 percent this year, boosting the Edinburgh-based lender’s market value to about 26 billion pounds. The U.K., which owns 82 percent of the lender, paid an average of 50.2 pence a share for its holding.

To contact the reporter on this story: Gavin Finch in London at gfinch@bloomberg.net

To contact the editor responsible for this story: Edward Evans at eevans3@bloomberg.net

CEO at Home

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How would you like to be CEO at home?

Monday Starters by SOO EWE JIN

A FRIEND, Syed Mohammed Idid, posted on his Facebook last week, “Cleaning house, doing laundry, clearing old stuff with kids … and you thought a CEO’s job was tough. Try becoming a home-maker!”

I could not resist making a comment on his wall, “I was a home-maker for some years which is why on the job, when I get to meet CEOs, I often smile when they say their work is tough.”

In my two stints as full-time househusband that stretched a total of six years, I gained much insight into the home environment that most of us simply take for granted.

At home, the working hours are 24/7, no question about that, especially when you have two young boys (and plenty of their friends, I must add) who clamour for your attention.

I had to be driver, tuition teacher, cook, swimming instructor, football coach, kite-flying maestro, story-teller, and a whole lot of other things besides. Neighbours also conveniently assumed that I could run errands, pay their bills, and fix up things as well. Which I was most happy to oblige, pro bono.

But, as I have mentioned in previous columns, my time away from career has been the most meaningful and treasured stints which money simply cannot buy.

My wife remarked that I must be getting quite tired of her these days, noting that we have been in a 24/7 situation with each other for nearly six months now.

My stint at home this time around is necessitated by a medical journey which is coming to an end but staying at home to rest and recuperate has made me realise that there are still so many things in the home environment that we take for granted.

Take the weather, for example. We have always subscribed to the principle of living simply, and an air-conditioner would be considered a luxury.

But 25 years after we set up home together, we finally caved in and installed an air-conditioner a few months back.

“Now you know what it is like to stay at home under such hot conditions,” the “home minister” remarked. I concede that most of us who work in air-conditioned comfort will never experience the stifling heat at home.

Image via Wikipedia

It’s funny, but I am sure the weather was a little kinder in those years I was at home.

The other thing I upgraded during this period was my Internet speed. It was excruciatingly slow when compared to what I had in the office so I doubled it.

But beyond such matters, staying at home is not particularly advantageous in terms of benefits that we take as a matter of course when we are in the workforce.

For example, when my wife decided to improve her education status and do her masters, I had to take care of all the bills and yet was not able to make a claim on my tax returns. The taxman said only she could make the claim. But how could she do so, if she does not have an income?

I am sure many home-makers, especially the women who gave up their careers to jaga anak-anak, would appreciate being able to make claims for books, short-term courses, and even holidays, because they truly deserve it. And we are not even talking about medical expenses here.

Think about it. If they were at work, they would qualify for allowances and paid leave but once they are at home, these are taken away from them.

In my opinion, many of these issues will not be understood by the mainly-male policymakers that predominate both the public sector and Corporate Malaysia. Unless they become home-makers first.

I would like to suggest that all male CEOs take a six-month leave of absence and be CEOs of the home. I am confident that this will lead to many interesting special allowances in the next Budget speech and guaranteed to ensure that all home-makers will vote a certain way.

● Deputy executive editor Soo Ewe Jin has been on a long journey and is thankful that he can now see the light at the end of the tunnel. He looks forward to a normal office routine soon.

What Determines a Company's Performance? Shape of the CEO's Face! All a matter of how wide your head is!

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What Determines a Company's Performance? Shape of the CEO's Face!

ScienceDaily (Aug. 25, 2011) — Believe it or not, one thing that predicts how well a CEO's company performs is -- the width of the CEO's face! CEOs with wider faces have better-performing companies than CEOs with long faces. That's the conclusion of a new study which will be published in an upcoming issue of Psychological Science, a journal of the Association for Psychological Science.

Image via Wikipedia

Elaine M. Wong at the University of Wisconsin-Milwaukee and her colleagues study how top management teams work. But they have to do it in indirect ways. "CEOs and top executives don't typically have time to talk with researchers or take batteries of tests," she says. "Our research has primarily been at a distance." They've analyzed the content of letters to shareholders and looked at things like how a CEO's educational or personal background affects how well his or her company does. Wong and her colleagues, Margaret E. Ormiston of London Business School and Michael P. Haselhuhn of UWM, wanted to look at another aspect of CEOs – their faces.



Looking at faces isn't as crazy as it might sound. Several studies have shown that the ratio of face width to face height is correlated with aggression. Hockey players with wider faces spend more time in the penalty box for fighting. Men with higher facial width are seen as less trustworthy and they feel more powerful.

"Most of these are seen as negative things, but power can have some positive effects," Wong says. People who feel powerful tend to look at the big picture rather than focusing on small details and are also better at staying on task. She and her colleagues thought that feeling of power might also be correlated with a company's financial performance.

Wong and her colleagues based their analyses on photos of 55 male CEOs of publicly-traded Fortune 500 organizations. They only used men because this relationship between face shape and behavior has only been found to apply to men; it's thought to have something to do with testosterone levels. They also gathered information on the companies' financial performance and analyzed shareholder letters to get a sense of the kind of thinking that goes on at those companies.

CEOs with a wider face, relative to the face's height, had much better firm financial performance than CEOs who had narrower faces. "In our sample, the CEOs with the higher facial ratios actually achieved significantly greater firm financial performance than CEOs with the lower facial ratios," Wong says.

Don't run out and invest in wide-faced CEOs' companies, though. Wong and her colleagues also found that the way the top management team thinks, as reflected in their writings, can get in the way of this effect. Teams that take a simplistic view of the world, in which everything is black and white, are thought to be more deferential to authority; in these companies, the CEO's face shape is more important. It's less important in companies where the top managers see the world more in shades of gray.

Provided by Association for Psychological Science (news : web)

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Post-Jobs Apple: New research shows Cook will do fine

Performance as CEO all a matter of how wide your head is

By Brid-Aine Parnell •

Forget about your Ivy League/Oxbridge/Harvard business school education, your connections or how many millions in personal funds you can plough into the business: the one thing you really need as a CEO is a big face, at least according to a new study to be published in journal Psychological Science.

Elaine M Wong of the University of Wisconsin-Milwaukee and her colleagues analysed photos of 55 male CEOs of publicly-traded Fortune 500 organisations and found that chiefs with a wider face, relative to face height, had much better firm financial performance that those with narrower faces. (And if you're wondering why this only applies to male CEOs, it is because the whole fat-face thing only works with men – apparently it has something to do with testosterone levels.)

According to Wong and her team, launching this study wasn't completely out of left field, because previous studies had shown big-featured guys were more prone to aggression, seen as less trustworthy and felt more powerful – and they thought these attributes could be a winning combination for CEOs.

Good ratios: Rory Read,
CEO of AMD

"Most of these are seen as negative things, but power can have some positive effects," she said.

Obviously, the Reg couldn't help a little completely unscientific application of these conclusions considering the two new CEOs in the techie stable: Tim Cook at Apple and Rory Read at AMD.

AMD is looking good with Read, since although he's not really got a big face, he hasn't really got a very long face either, so the width-height ratio is probably good.

But Cook is definitely sporting some height there and with those slimly-defined cheekbones, could Apple be in trouble? But no wait, he's practically Jobs' face twin, they're both rocking that lengthy angular look, and Jobs seemed to do OK. Could it be that the concept is not infallible?

Steve jobs (left) and Tim Cook. Separated at birth?

Well, actually, it could. Wong's team found that the way top management felt could interfere with the effect of the head honcho's huge countenance. Teams that took a simplistic view of the world, in which everything is black and white, are thought to be more deferential to authority, so the CEO's face-shape-mojo worked. Big heads are less important in companies where the top managers see the world in shades of grey. ®

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