##ilience infrastructure project ( ccrip ). [ source ] 2 the previous roads mentioned were merely dirt roads that became unusable during heavy rains and cyclones, indicating a lack of advanced construction techniques. the issues primarily arise from improper design, construction techniques, and the use of weak materials that are unable to withstand cyclonic conditions. in the case study, the roads described are specifically engineered using materials capable of withstanding frequent submersion in salty or brackish water. these roads are built at higher elevations with broader and more elevated shoulders, while also incorporating culverts and water gates to effectively manage floodwater. additionally, where suitable, vetiver grass is utilised to reinforce road slopes and prevent erosion. the term " climate - resilient " is used to describe these roads, emphasising their ability to withstand environmental challenges without employing other technical jargon. 3 water revolving fund in the philippines. [ source ] 4 melaka state climate action plan 2020 - 2030. [ source ] 5 adb technical assistance report. [ source ] 3 / 3 bis - central bankers'speeches

zeti akhtar aziz : new leaders with energy and optimal performance speech by dr zeti akhtar aziz, governor of the central bank of malaysia ( bank negara malaysia ), at the iclif leadership energy summit asia 2014, kuala lumpur, 1 october 2014. * * * it is with great pleasure that i welcome you to this year ’ s leadership energy summit organised by the iclif leadership and governance centre. while i am not able to be here in person, most certainly i am here in commitment to the leadership development agenda and to this leadership energy summit asia. we are also most pleased to host this summit at sasana kijang. let me also take this opportunity to express our gratitude to the distinguished speakers that have come from different parts of the world to share with us their knowledge and experience on the subject of leadership energy. in this current and future environment, leadership has become even more important than ever before. the global economic and financial environment in this recent two decades has now become dramatically transformed, to become more interconnected, more complex and more competitive. the world has also become more unstable and less predictable with frequent shocks and crisis that requires for their effective management. these challenges transcend corporations, nations and cuts across industries, institutions and jurisdictions. thriving and surviving in this world has demanded a new generation of leadership – forward looking leaders that are able to succeed and bring teams, organisations and countries, to new successes, to new frontiers and having the ability to sustain such performance in this new and more challenging environment. a further phenomenon that has intensified the demand for a new generation of leadership is the trend towards the relentless pursuit of instant results and the attainment of short - term goals. additionally, the complexities of the world has also had the unintended effect of blurring our lens to focus on immediate challenges and problems. the scourge of shorttermism has defined a world where success is measured by short term results because the criteria for success and the incentive structures have promoted such behaviours. such successes can however be only fleeting. the world needs leaders who offer a compelling vision with ambitious goals, where the outcomes will genuinely add value and make a difference, and with results that are sustainable. in this new environment of increased interconnectivity and increased inter - linkages, the role of leaders is also about galvanising and bringing together highly diverse entities and providing solutions to problems that have multi - facetted dimensions. it is also about managing diverse