ARE y 20 marks) Answer ALL questions in the answer booklet provided. He Is Simply 'Tony He was six when he told his father that he will start an airline and his father, a doctor, quipped, "If you make past the doorman of Hilton Hotel, I will be happy". Well, he did make past the doorman of Hilton and did not stop there. He owns an airline company, a hotel chain, an English Championship League football team and so much more. He received France's Commander of the Legion d'Honneur award in 2010 and was bestowed the Honour of the Commander of the Order of the British Empire by Queen Elizabeth II in 2011. In Malaysia, his title is that of a Tan Sri, one of highest titles for a civilian granted by the King. But for his thousands of employees, he is simply "Tony'. "He is one of us. He treats everybody the same He would come and ask what are you doing?' and just chat with us. He bought me coffee a few times". Aziz, a baggage handler, fondly recalls when a journalist asked him about the AirAsia CEO To many, Tony Fernandes is the embodiment of the no-frills AirAsia concept - he is a no- frills CEO with a workstation that looks like the other workstations in an open-floor office, who dresses casually rather than in suits and ties. He said he is fashion terrorist and would wear T-shirts, jeans and a cap all day and everyday if everybody allows him to do so. "I am a CEO and the PR people keep saying "Tony put on something presentable today" he said. His only concession as a CEO is an extra space on the wall for his collection of caps. Looking at his background, it is hard to imagine that he would be so successful with AirAsia. Trained as an accountant in the UK, Fernandes came from Malaysia's music industry, having worked his way up to became the youngest Managing Director of Warner Music Malaysia. Right after the 9/11 terror attacks, Fernandes mortgaged his home to buy AirAsia-an ailing Malaysian owned airline for one ringgit with USD SI1 million worth of debt. He paid all the debts in one year; he made AirAsia profitable in two. Fernandes builds AirAsia's culture on the ideals of openness and transparency. He says everyone has a role in AirAsia's development and deems that all are equally important. To him, employees come number one and customers come number two. "If you have a happy workforce they'll look after your customers anyway. You can have all the money, and you can have all the brilliant ideas but if you don't have the people, forget it." He adopts a 'walk around' management style, where he is with his people as often as he could be, either for coffee breaks, a chit chat, to work with them or play music with them. In a BBC interview, he shared his experience working alongside his staff. "If you sit up in your ivory tower and just look at financial reports, you're going to make some big mistakes." For a few days every month, he works on the ground or on the planes, to learn from his people, he says. Once, Fernandes turned down a proposal to buy belt loaders that costs about USD 1 million. On his next stint on the ground working as a baggage handler, he almost broke his back while loading an Airbus. "I said Ron, you're right, we'll get belt loaders'. I made the decision instantaneously." He says that without the experience, he would have made a very wrong decision that would injure a lot of people and destroy their morale. Through interactions like this, Fernandes creates an environment for innovation. "The gap between any staff and me is none existence. All my 17,000 people have my number and they can call on me anytime or WhatsApp or text or whatever. I'd rather have 17.000 brains working for me than just the top ten. I know nothing; they know everything." he said in an interview in 2015. ARE y 20 marks) Answer ALL questions in the answer booklet provided. He Is Simply 'Tony He was six when he told his father that he will start an airline and his father, a doctor, quipped, "If you make past the doorman of Hilton Hotel, I will be happy". Well, he did make past the doorman of Hilton and did not stop there. He owns an airline company, a hotel chain, an English Championship League football team and so much more. He received France's Commander of the Legion d'Honneur award in 2010 and was bestowed the Honour of the Commander of the Order of the British Empire by Queen Elizabeth II in 2011. In Malaysia, his title is that of a Tan Sri, one of highest titles for a civilian granted by the King. But for his thousands of employees, he is simply "Tony'. "He is one of us. He treats everybody the same He would come and ask what are you doing?' and just chat with us. He bought me coffee a few times". Aziz, a baggage handler, fondly recalls when a journalist asked him about the AirAsia CEO To many, Tony Fernandes is the embodiment of the no-frills AirAsia concept - he is a no- frills CEO with a workstation that looks like the other workstations in an open-floor office, who dresses casually rather than in suits and ties. He said he is fashion terrorist and would wear T-shirts, jeans and a cap all day and everyday if everybody allows him to do so. "I am a CEO and the PR people keep saying "Tony put on something presentable today" he said. His only concession as a CEO is an extra space on the wall for his collection of caps. Looking at his background, it is hard to imagine that he would be so successful with AirAsia. Trained as an accountant in the UK, Fernandes came from Malaysia's music industry, having worked his way up to became the youngest Managing Director of Warner Music Malaysia. Right after the 9/11 terror attacks, Fernandes mortgaged his home to buy AirAsia-an ailing Malaysian owned airline for one ringgit with USD SI1 million worth of debt. He paid all the debts in one year; he made AirAsia profitable in two. Fernandes builds AirAsia's culture on the ideals of openness and transparency. He says everyone has a role in AirAsia's development and deems that all are equally important. To him, employees come number one and customers come number two. "If you have a happy workforce they'll look after your customers anyway. You can have all the money, and you can have all the brilliant ideas but if you don't have the people, forget it." He adopts a 'walk around' management style, where he is with his people as often as he could be, either for coffee breaks, a chit chat, to work with them or play music with them. In a BBC interview, he shared his experience working alongside his staff. "If you sit up in your ivory tower and just look at financial reports, you're going to make some big mistakes." For a few days every month, he works on the ground or on the planes, to learn from his people, he says. Once, Fernandes turned down a proposal to buy belt loaders that costs about USD 1 million. On his next stint on the ground working as a baggage handler, he almost broke his back while loading an Airbus. "I said Ron, you're right, we'll get belt loaders'. I made the decision instantaneously." He says that without the experience, he would have made a very wrong decision that would injure a lot of people and destroy their morale. Through interactions like this, Fernandes creates an environment for innovation. "The gap between any staff and me is none existence. All my 17,000 people have my number and they can call on me anytime or WhatsApp or text or whatever. I'd rather have 17.000 brains working for me than just the top ten. I know nothing; they know everything." he said in an interview in 2015