(English text below Chinese text)

柔佛事件开始于2014年。当时,此事件就如包含在一个封闭紧密的盒子里,只有一些需要知道此事的人才意识到此事件。柔佛州的同志并没有做出任何的议论因为他们明白如果做出此行为将会对会友在信心和实践佛法的道路上带来负面的影响。因为关爱创价学会,柔佛州同志和吉隆坡创价学会的干部进行了闭门式的对话。如有任何柔佛州的干部想提供2014年和2015年期间发生的详细信息,请与我们联系

我们在本网站所分享的一切都是亲身目睹与体验的经历。在这短短的10个月里我们目睹了非常多让我们难以置信与丑陋的事物,一些我们从未想过会发生在一个推广信心与公正的创价学会里发生了。我们深信的领导人也一一的让我们失望。如果此事让远在日本的池田先生知道,我们深信他会为此事感到失望因为马来西亚是他寄予厚望在东南亚推广广宣流布的中心。

我们公开此事是希望让更多的人知道。我们不希望随着时光流逝柔佛事件将会被遗忘。许多创价学会的领导人希望这会发生,到时候一切将会被会掩盖和遗忘。

柔佛事件是因不当处理资金与过去潜在腐败的指控而被挖出来的。但这些东西我们并没有目睹到,所以我们不会谈论它。我们看到的是创价学会是如回应,和回应后带来的影响。处理此事的霸道方式破坏了组织的和谐与团结,造成了干部和会友之间的误解和怨恨,我们相信此事是由理事长和6名的中央委员会所造成的。因他们对此事的不善管理足以让他们辞职下台可是他们拒绝这样做也产生了更多的问题和疑虑。

例如,11月2015年,创价学会的理事长做出了领导层的变化。许多的领导人(4者)失去了他们的行政职务,并在他们所属的地方宣布了新的领导者。不寻常的是,这些被革除的干部都是关注柔佛事件的干部。

再此,更多的问题也被揭露:

  1. 从社团注册官的观点,创价学会只有300+名拥有在常年会员大会投票资格的正式会员。马来西亚大约有40,000名日莲佛法的弟子,贡献了精力和金钱给予创价学会。然而,从马来西亚法律的角度来看,39,700名被认为是捐助者却不被认为是创价学会的一份子。这300+名正式会员正是在该组织里拥有影响力的会员。当问什么标准才能成为正式会员的一部分,创价学会无法给予答案。一些干部做出了申请(正式会员)可是他们的申请也被拒绝。转而当选了20名总理事会代表该组织和操控创价学会的运作。但在2015年11月,理事长演巩固了政权,建立了6名的中央常务委员会。谁承认了这6名中央常务委员会?如果他们没经过投票而被选成为了这6名成员的中央常务委员会,该组织是否已经变成了独裁注意的组织?
    我们也发觉无论在中央委员会或者在总理事会里并没有青年部的代表。 池田先生曾说过未来的广宣流布由青年来带领可是为什么没有青年部代表在中央委员会和总理会里?
  2. 整个柔佛事件的根本原因是来自一个柔佛最高领导人-该州的主席。他的正直,不当的处理资金让许多柔佛的同志质疑。创价学会正视了此事,他的职位也被辞去了,然而,他仍然保留了在创价学会总理事会的副壮年部长的职位。为什么?
  1. 在其他组织,举报人将会受到保护作为改善风险,财务处理和清除违法者。可是在创价学会里举报人都遭到了迫害。我们看到柔佛正义组是如何被边缘化和被开除。他们被贴上“自造麻烦”的代号并且被视为不能澄清自身清白的谤法者。当对账户管理不当的问题浮现时,应该被举报和澄清所有的疑惑。如有任何不当的行为,违反信托和不适当管理,应采取纠正的行动,并应立即解决尤其是涉及到金钱上的问题。我们是不是在鼓励人们在将来遇到错误的行为时保持沉默?
  1. 多年来,创价学会在古董物品上用了马币$2790万。为什么一个信心的组织推广和平,文化和教育的活动与传播佛教信仰的组织,需要在古董物品上投入数百万零吉?在马来西亚,如何收集古董物品能够推广佛法得别是创价学会承认了在过去的10年来以步入了广布停滞的情况。而且这些古董被存储在哪里?以我们知道的,一些古董是储存在长风礼堂里但它并没有被公开展出。在IPA展出了一块巨大的栎树块但实际上有多少会友懂得欣赏这个块木?如果他们不会欣赏,那我们为什么要使用会员的真诚和辛苦赚来的钱购买它们?
  1. 创价学会的高层干部提过蕉赖会馆有着一间密室。而密室的钥匙是由一些指定的干部收藏着。这个密室装有空调是全天开着的(24/7)。当创价学会被问到这密室时,并没有给予任何的答复。是什么东西被存储在这个房间里,为什么需要那么的保守?
  1. 创价学会拥有4个收入来源 ,每年两次的御供养(4月和10月),每个月会友贡献的广布献金(每年/4个月一次)和另一个来源是有没有被记录的新年和农历新年会上即席的特设御供养。在柔佛事件发生后,很多领导人呼吁创价学会停止收集那些没有被记录的特设供养。然而,这事件发生了2年,创价学会依然的继续收集这些供养。由于无法提供任何的证明文件,因此很难对领导人捍卫SGM对资金的处理不当的提上任何的指控。

我们相信,您可以从我们过去10个月里所目睹或亲身体验的观察做出自己的判断。我们也要求您开始向您的干部问出这些问题并找出自己的答案。你会惊奇地发掘更多的事物。我们也为您准备了问与答的方程式好让您能准备好您的对话。

正如我们开头所说的,我们不是反对创价学会这组织。我们反对的是目前在最高层的领导人,因他们无法管理此事件和无法给予许多被提出的问题提供满意的答案。我们认为,如果他们辞职,并由学会里的草创会有与干部进行重新选举,许多问题将得到解决。人是愿意原谅并继续前进的。不幸的是,他们自私的为了自己着想(小我),而不是为马来西亚创价学会和以后广布的发展(大我)着想。

您想这些领导人继续的指导您的信心?他们因如何继续的在未来引导马来西亚的广布?


The Johor incident started in 2014. At that time, the incident was contained in a tight lid, only the need-to-know were aware of it. Our Johor comrades did not make any big outcry because they understood that these would have negative effect to our members’ faith and practice. For the sake of SGM, Johor comrades engaged in closed door dialogues with SGM leaders in KL. If any of the Johor leaders would like to supply details of what happened during 2014 and 2015, please contact us.

What we are sharing in this website are things we have personally witnessed. And what we saw in this short time frame of ten months were really ugly stuff, stuff you never expected to see in a faith and just organization such as SGM and from leaders whom you trusted. If Ikeda Sensei was aware of this, we were sure his heart would be heartbroken as he had high hopes for Malaysia to be the hub of kosen-rufu in South East Asia.

We wanted this out in the open for people to read. We didn’t want the Johor incident to be forgotten as time rolled by. Many SGM leaders hoped this will happen, that time will hide everything.

The Johor incident was about misappropriation of funds and potential corruption allegations from past were being dug out. But these were things which we didn’t witness, so we won’t talk about it. What we saw was how SGM responded and the repercussion from those responses. The high-handed way of handling the matter had destroyed the harmony and unity of the organization, causing mistrust and hatred among leaders and members, which we feel was the sole responsibility of the General Director and the 6 top leaders of the Executive Central Committee. Their failures to manage this situation should be enough reasons for them to tender their resignation and stepped down. Their refusal to do so created even more questions and suspicions.

For instance, on Nov 2015, General Director of SGM made leadership changes. We saw many leaders in 4 Division losing their Chief positions and new leaders being announced in their place. What’s unusual was that the names of the leaders stepping down were people who voiced concerns over the Johor incident.

Further to this, more issues were revealed:

  1. From a Registrar of Society point of view, SGM had only 300+ Full Members who had voting rights during Annual General Meeting. There were about 40,000 members in Malaysia who practiced Nichiren Buddhism, contributed energy and money to the society. And yet, from Malaysia law’s point of view, 39,700 members were considered donors – people who gave donations – they were not part of the SGM. What this means is that the organization is under the influence of 300+ Full Members.

    When asked by comrades about what is the criteria to be part of Full Members, SGM was not able to provide answers. Some leaders applied to be Full Members and their applications were rejected. These 300+ Full Members in turned elected the 20 General Council members to represent them and to run the operations of SGM. But in Nov 2015, General Director consolidated power and established a 6-member Executive Central Committee that presided over the the General Council. Who determined this 6-member in ECC? If they are not even voted into their seats, have we turned into an authoritarian and dictatorship organization?

    We also notice that the there was no Youth Leaders represented in the ECC nor General Council. Sensei said the future of kosen rufu lies with youth but why are there no youth representative on the decision making panel of SGM?
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  2. The root cause of the whole Johor incident come from actions of one Johor top leader, the State Chairman. His integrity and mishandling of funds were the questioned by our Johor comrades. SGM admitted to the issue and he was later removed as the State Chairman of Johor and YET, he still sits in the General Council and he still retained his position as Vice MD Chief for whole of SGM. Why?
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  3. In many organizations, people who reported on loop holes in the process are protected. This is to improve the risk and financial process of the organizations and also to catch the guilty person. But in SGM, the informers were persecuted. We saw how Johor’s Justice group were sidelined and sacked. They were labelled as troublemaker who slandered the Law. But, the same people who labelled Johor group are now a suspect of misconduct themselves. When there were issues of mismanagement of accounts, specifically monetary related, we should encourage people to report and any loop holes should be rectified. If we persecute people for asking questions, we are creating an authoritarian organization which will led by fear.
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  4. Over the years, SGM spent MYR$27.9 Million on antiques. Why does a faith organization that is tasked to spread Buddhism through peace, cultural and educational activities need to invest millions of Ringgit on antiques? How does the collection of antiques spread Buddhism in Malaysia especially since SGM admitted that kosen-rufu have stagnant for the past 10 years in Malaysia? And where were these antiques being stored? We know some of them were kept along Chang Feng Hall but it was not publicly exhibited. There was a piece of huge oak tree block exhibited in IPA but really, how many members know how to appreciate this wood? If they do not, why are we using members sincere and hard earned money to purchase them?
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  5. SGM top leader mentioned of a secret room in Cheras Kaikan that was locked. The key was held by only certain leaders. This secret room was air conditioned 24×7. When SGM was asked about this room, no answer was forth coming. What is stored inside this room and why go all out to keep it a secret?
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  6. SGM has 4 sources of income – twice yearly gokuyo in April and October. Monthly kofu fund from members that were collected yearly or every 4 months. And another source of income was from adhoc contributions during New Year and Chinese New Year gongyo meeting which has no receipts. During Johor incident, many leaders called SGM to stop collecting adhoc contributions that have no documentary records. And yet, after two years of this incident, SGM continued to collect contribution. The inability to provide any documentary proofs made it difficult for leaders to defend SGM against any allegations of mishandling of funds.
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We believe you can make your own judgement from these observations which we witnessed in the past 10 months. We also request that you start asking these questions to your own leaders. Find out the truth yourself. You will be surprised to uncover even more holes. We even put together a Q&A for you to prepare for your dialogue.

As we have stated at the beginning, we are not against SGM as an organization. We are against the current leadership at the very top, which are not able to manage the situation and not able to provide satisfactory answers to many of the questions that was raised. We also feel that if they resigned and conducted a re-election by the grassroot members and leaders, many of these issues would be settled. People are willing to forgive and move on. Unfortunately, they acted selfishly for their own agenda (little self) instead of for SGM and the future of kosen-rufu in Malaysia (bigger self).

Do you want these leaders guiding your faith? How are they going to lead kosen-rufu in Malaysia in the the future?


Essential Readings (Table of Content):

  1. Repercussion from Johor Incident *you are reading this*
  2. How Did SGM Respond?
  3. Questions & Answers
  4. December State Rep Meeting (Part 1)
  5. Gokuyo In-Depth Analysis (Dec State Rep Meet Part 2)
  6. Black Day