To support the plan, there has to be a sufficient supply of skills to support innovative business processes, quantitative and modelling techniques, technology, regulatory compliance, middle and back office operations, and knowledge of international and Islamic practices. Unless management of human capital is re-strategised to meet new demands in the capital market, companies would not have the necessary human capital to grow and compete effectively, and risk being phased out or taken over by well-equipped organisations.

Mergers and acquisitions are expected to be on the rise, and that means only the best and the most competent people who can meet global standards would be retained and attracted as talent. Managers of human capital face new challenges i.e. to ensure that there is a supply of people who are relevant and capable of tackling skill requirements.

CMP 2 will promote capital formation from the start up stage to financing of large scale projects, small and mid cap companies, joint venture capital and private equity. Service based segments e.g. green technology, biotechnology and IT, and innovative redesign of service processes and products in traditional sectors like manufacturing, agriculture and infrastructure are identified as growth areas.

In the backdrop, the New Economic Model (NEM) and Economic Transformation Programme (ETP) provide an overarching framework for structural reform to initiate high impact investment projects.

Innovative capital market products and services as well as the deepening of the derivative markets are expected to meet institutional demand for high quality assets and investment options. Distinctive value propositions of Islamic intermediation activities would also be put forward. Hub opportunities, and scale and technology driven activities have also been identified as regional growth potentials.

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	Vijayam Nadarajah is now a freelance analyst on corporate governance (CG) and financial matters. In this role she assists companies to embrace best corporate practices, highlight weaknesses in governance, internal audit and risk management practices. She also trains in finance, risk, internal audit corporate governance and insurance matters.
Previously she worked as a financial controller and in other roles in financial institutions. Vijayam is a past president of the Institute of Internal Auditors Malaysia.