BOARD CHARTER

 

1. BOARD RESPONSIBILITIES

The Board of Directors (“Board”) is responsible for the proper stewardship of the Company and its subsidiaries (collectively “Group”). The Group is to ensure the maximisation of shareholders’ value and safeguarding the stakeholders’ interests, including securing sustainable long-term financial results and increasing shareholder value, with the proper social and environmental considerations.

The Board is also responsible to promote an effective execution of good corporate governance and a corporate culture of ethical conduct, especially among its members and generally that would permeate throughout the Company by way of verbal communications and evidenced by the Board Charter. As part of its continuous effort to promote good corporate governance, periodical updates on the codes are informed to stakeholders by way of detailed reports in the Annual Report circulated every once a year. Hence, the Board should collectively have sound and sufficient knowledge and expertise to enable effective governance and oversight.

The Board has the following major responsibilities, which facilitate the discharge of the Board’s fiduciary and leadership functions in the pursuit of the best interest of the Group:

  1. Adopting and reviewing a strategic plan of the Group;
  2. Overseeing the conduct of the Group’s business to evaluate whether the business is being properly managed and sustained;
  3. Identifying principal risks and ensuring the implementation of appropriate systems to manage these risks;
  4. Succession planning, including appointing, training, fixing the remuneration of and, where appropriate, replacing senior management personnel of the Group;
  5. Developing and implementing an investor relations programme by way of analyst report for the Group and pro-active communication with shareholder during the AGM and EGM; and
  6. Reviewing the adequacy and integrity of the Group’s internal control systems and management information systems, including systems for compliance with applicable laws, regulations, rules, directives and guidelines.

The matters listed below are reserved for the collective decision of the Board:

1.1 Conduct of the Board

    1. Appointment of directors based on the recommendations by the Nomination Committee in accordance with the Company’s Articles of Association;
    2. Appointment and removal of company secretaries;
    3. Appointment and removal of board committees and members;
    4. Approval of terms and reference of board committees and amendments to such terms;
    5. Appointment of senior management personnel, including that of the  Managing Director (“MD”), Deputy Managing Director (“DMD”) and Executive Directors (“ED”) of the Group and their duties and the continuations (or not) of their service;
    6. Conduct Annual Assessment of the Board;
    7. Providing governance in matters requiring corporate justice and integrity;
    8. Protecting the interest and provide for the information needs of the various stakeholders; and
    9. Ensuring compliance with all relevant regulations and legislations.

1.2 Remuneration

    1. Upon recommendation by the Remuneration Committee determine the directors’ fee/ remuneration arrangements of non-executive directors;
    2. Approval of the remuneration structure and policy of senior management personnel, including MD, DMD and ED; and
    3. Approval of remuneration packages for senior management personnel, including MD, DMD and ED.

1.3 Operational

    1. Approval of business strategy and group operational plan;
    2. Ongoing review of performance against business strategy and group operational plan, including monitoring of key risks and risk management policies and actions;
    3. Approval of land acquisition and major capital expenditure as may be determined and proposed by the Management from time to time;
    4. Approval of significant write-off in excess of the prescribed amount as may be determined from time to time proposed by the Management;
    5. Approval of investment or divestment in a company/ business/ property/ undertaking;
    6. Approval of investment or divestment of a capital project, which represents a significant diversification from the existing business activities;
    7. Approval of changes in the major activities of the Group;
    8. Approval of the Standard Operating Procedures; and
    9. Approval of the Limits of Authority for the Company’s operational purposes.

1.4 Financial

    1. Approval of interim and annual financial statements;
    2. Approval for the release of financial announcements;
    3. Approval of Annual Report and Statutory Accounts of the Group;
    4. Approval of interim dividends, the recommendation of final dividends and the making of any other distribution;
    5. Adoption of accounting policies;
    6. Approval of the Limits of Authority for the Company’s banking and finance purposes; and
    7. Review the effectiveness of the Group’s system of internal control. This function delegates to the Audit Committee, which will in turn report to the Board on its findings.

1.5 Other matters

    1. The granting of powers of attorney by the Company; and
    2. The entering into of any indemnities or guarantees.

In general, a Director’s responsibilities include:

  1. To be aware of the Group’s operating environment and promote safety and soundness of the Group;
  2. To be diligent in undertaking his duties and avoid conflict of interest situation;
  3. To understand his oversight role and exercise independent judgement in decision making;
  4. To devote adequate time and attention to discharge his duties and responsibilities effectively;
  5. To contribute actively to the functions of the Board and be able to provide sound and objective advice; and
  6. To comply with all the established set of guidelines, policies and procedures.

2. BOARD MEMBERSHIP GUIDELINES

  1. Composition

    In accordance with the best practice in corporate governance and guideline prescribed in the Listing Requirement, the composition of the Board shall  either be at least two (2) Directors or one third (1/3) of the Board, whichever is higher, as Independent Directors or the Board shall consist of more than 50% as Independent Director. The earlier composition would be applied in case of the Chairman is a non-Executive Director.

    The tenure of an Independent Director should not exceed a cumulative term of 9 years. Upon completion of the 9 years, an Independent Director may continue to serve on the Board subject to the shareholder’s approval at the Annual General Meeting (“AGM”) in the event it retains the director as an Independent Director.

    The Board is responsible to determine the appropriate size of the Board. The screening and evaluation process for potential new Directors and Directors to be nominated for re-election is delegated to the Nomination Committee (“NC”).

    On the appointment of a new Director, the new Director is required to commit sufficient time to attend to the Company’s meetings/ matters before accepting his/ her appointment to the Board. 

    In accordance with the Malaysian Code of Corporate Governance 2012 (“MCCG”), Directors are required to notify the Chairman before accepting any new directorship and to indicate the time expected to be spent on the new appointment.

  2. Role of Chairman

    The Chairman represents the Board to the shareholders. The Chairman is responsible for ensuring the integrity and effectiveness of the governance processes of the Board and will consult with the Board promptly over any matter that gives him cause for major concern.

    The Chairman will act as facilitator at meetings of the Board and ensure that no Board member, whether executive or non-executive, dominates the discussion, and that appropriate discussion takes place and that relevant opinion among Board members are forthcoming.

    The Board shall also appoint from amongst its member an Independent Non-Executive Director to be called Senior Independent Director, to whom concerns from the other directors, public or investors may be conveyed. Inquiries or complaints about decisions or actions taken by the Group should be addressed to the Senior Independent Director.

    In the interest of the Company and under permitted circumstances, the Board shall exercise the separation of the positions of the Chairman and Managing Director. This would provide good perception to the Company as it promotes accountability and facilitate division of responsibilities between the executive and non-executive functions.

    The key roles and accountabilities of the Chairman include:

    1. Managing Board communications and Board effectiveness and effective supervision over Management;
    2. Creating conditions for good decision making during Board and shareholder meetings;
    3. Ensuring Board proceedings are in compliance with good conduct and best practices;
    4. Maintaining good contact and effective relationships with external parties, investing public, regulatory agencies and trade associations;
    5. Ensuring that quality information to facilitate decision-making is delivered to the Board in a timely manner.

  3. New Board members

    New Board members shall be briefed on the terms of their appointment, their duties and obligations and on the operations of the Group. Copies of the following shall be provided to the newly appointed Director:

    1. Board Charter;
    2. Memorandum and Articles of Association;
    3. Directors’ Code of Conduct and Ethics;
    4. Disclosure Policy;
    5. Whistle Blowing Policy;
    6. Board committee’s composition and terms of reference;
    7. Latest business plans;
    8. Latest annual reports and financial statements; and
    9. Organisation chart.

    Directors’ Code of Conduct and Ethics (“Code”)

    Board members are required to observe the Directors’ Code of Conduct and Ethics as follows:

    1. Compliance at all time with this Code of Conduct, Ethics and the Board Charter.
    2. Observe good corporate governance at all times.
    3. Adhere to the principles of selflessness, integrity, objectivity, accountability, openness, honesty and leadership.
    4. Act in good faith and in the best interest of the Company and Group.
    5. Not misuse information gained in the course of duties for personal gain or for political purposes, nor seeks to use the opportunity of the service as directors to promote their private interests or those of connected persons, firms, businesses or other organisations.
    6. Uphold accountability at all times. This includes ensuring that the Group’s resources are properly safeguarded and the Group conducts its operations as economically, efficiently and effectively as possible at all time.
    7. Board members must not accept positions on Board committees or working groups where a conflict of interest is likely to arise, without first declaring that interest.
    8. By consensus of the Board of Directors, the Senior Independent Non-Executive Director (i.e. the Independent Non-Executive Chairman and the Independent Non-Executive Audit Committee Chairman) would be the appropriate person to receive any communication and feedback which facilitate whistle-blowing.
    9. Declaration of any personal, professional or business interests that may conflict with directors’ responsibilities. Guidance on declaration and registration of interests is given in the section entitled “Declaration of Interest” below.
    10. Follow the guidelines on acceptance of gifts and hospitality as stated in the section entitled “Guidelines on Acceptance of Gifts” below.

      Declaration of Interest

      Subject to the requirement of any acts, rules and regulations that are in force from time to time and in addition to such mandatory requirements, members of the Board are required to notify the Company Secretary on changes/ occurrences in the following matter:

      1. Shareholding in the Company and its related corporations, whether direct or indirect; and
      2. Directorships or interest in any other corporations.

      In addition to the above, member of the Board who has a material interest, either directly or through a partner, spouse or close relative, in matters being considered by, or likely to be considered by the Board should declare that interest. Such declarations should describe the interest clearly and state whether it carries direct or indirect financial benefits. This requirement also applies to members of senior management personnel.

      Relevant interests in this context are as follows:

        1. Executive and non-executive directorships of, significant shareholdings in, or employment by, public or private companies likely or possibly seeking to do business with the Group.
        2. Ownership of part-ownership of, or employment by, businesses or consultancies likely or possibly seeking to do business with the Group.

      Register of Interest

      The Code requires that a formal register of interests be established. The register should include details of all directorships and other relevant interests declared by Board members and members of senior management personnel.

      The register should be kept up-to-date through an annual survey of members’ interests, carried out by the Company Secretary.

      Conduct in Meetings

      Any Board member who has a clear and substantial interest in a matter under consideration by the Board should declare that interest at any meeting where the matter is to be discussed, whether or not that interest is already recorded in the register. The Board member concerned should withdraw from the meeting during the relevant discussion or decision.

      New Directorships

      Board members should not accept positions on Board Committee or working groups where a conflict of interest is likely to arise, without first declaring that interest.

      Guidelines of Acceptance of Gifts

      Relevant interests in this context are as follows:

        1. The conduct of individuals must not create suspicion of any conflict between their positions as a member of the Board and any private interest.
        2. Board members acting as such must not give the impression that they have been influenced by a benefit to show favour or disfavour to any person or organisation having dealings with the Group.
        3. Board members must not accept any benefit as an inducement or reward for taking any action (or specifically not taking any action) in their official capacity as a Board member.
        4. Gifts other than of token value should generally be refused.

  4. Shareholdings by Board members in the Company

    Board members may hold shares in the Company. Buying or selling shares in the Company are allowed, provided that the Board members must strictly observe the provisions of the Bursa Listing Requirements, Articles of Association of the Company, the Directors’ Code of Conduct and Ethics and all relevant legislative and regulatory requirements.

    In the event the Chairman of the Board is not an Independent Director, the Board must ensure that the composition of the Board should comprise a majority of Independent Directors to ensure balance of power and authority on the Board.


3. BOARD STRUCTURES AND PROCEDURES

  1. Board Committees

    The Board may delegate specified matters to individual members or committees of the Board to oversee critical or major functional areas and to address matters which required detailed review or in-depth consideration. All such committees must be provided with written terms of reference which state clearly the extent and limits of their responsibilities and authority, specifically whether they have authority to decide on behalf of the Board or are to report back to the Board.

    There shall be established, but not limited to the following committees:

    1. Audit Committee;
    2. Nomination Committee; and
    3. Remuneration Committee.

    1. Terms of Reference of Audit Committee

      The Audit Committee (“AC”) is established to assist the Board in fulfilling its oversight responsibilities and to ensure that the Management has properly addressed required controls and guidance by the Board. The AC shall review and ensure that the process of assessing the risk, control and governance, including operational and financial controls, business ethics and compliance, are properly managed and monitored.

      1. Composition

        The following requirements are to be fulfilled by the Board on the appointment of the AC from among its members:

        1. The AC must be composed of no fewer than three (3) members, the majority of whom must be Independent Non-Executive Directors.
        2. The Chairman of the AC shall be elected among themselves from its Independent Non-Executive Directors members and at least one member of the AC must be a member of the Malaysian Institute of Accountants or must have at least three (3) years working experience and:
          1. must have passed the examination specified in Part I of the 1st Schedule of the Accountants Act, 1967; or
          2. must be a member of one of the associations of accountants specified in Part II of the 1st Schedule of the Accountants Act, 1967.
        3. Alternate Directors, if any, shall not be appointed as a member of the AC; and subject to any regulatory disqualification, member of the AC shall not be removed except by the Board.
        4. In the event of any vacancy in the AC, the Board shall, within three (3) months fill the same so as to comply with all regulatory requirements. In any event the Board shall review the term of office and performance of the AC and each of its members at least once every three (3) years.

      2. Meeting and Attendance

        The quorum for all meetings of the AC shall not be less than three (3), a majority of whom shall be Independent Non-Executive Directors. The Chairman shall chair all meetings and in his absence, another Independent Non-Executive Director shall chair it.

        1. Meetings shall be held not less than four (4) times a year and the MD, DMD and ED and Internal Auditor (“IA”) shall, by invitation, attend the meetings. Other Management members shall be invited to attend as and when required by the AC.
        2. The external auditors are normally invited to attend meetings as and when necessary.
        3. The AC shall meet separately with the external auditors and internal auditors at least once a year without the presence of the Management.
        4. The Company Secretary shall be the Secretary of the AC and shall provide the necessary administrative and secretarial services for the effective functioning of the AC. The draft minutes shall be circulated to the AC members for comment and the signed minutes shall be tabled at the subsequent AC meeting.

      3. Authority

        The Board has empowered the AC to:

        1. investigate any activity within the scope of the AC’s duties and its terms of reference and shall have full and unrestricted access to any information or documents relevant to the AC’s activities;
        2. obtain independent legal or other professional advise as necessary;
        3. communicate directly with the external auditors, internal auditors and all employees of the Group. AC would be required to assess the qualifications and competencies of external auditors and internal auditors;
        4. have adequate resources to perform its duties as set out in its terms of references; and
        5. make recommendations for improvements of operating performance and Management control arising from internal and external audit recommendations.

      4. Duties and Responsibilities

        The functions of the AC have been expanded to include matters specified in the MCCG as follows:

        1. Risk Management and Internal Control

          Ensure that risk management is in place with an adequate awareness and understanding of risk by the Management and proper internal control in place to safeguard shareholders’ interests and the Company’s assets.

        2. Financial Reporting

          Review the annual and quarterly financial results of the Group focusing on, among others, financial disclosures, changes in accounting policies and practices in compliance with Malaysian Financial Reporting Standards (MFRS), International Financial Reporting Standards and the requirements of the Companies Act, 1965 in Malaysia as well as the Main Market Listing Requirements.

        3. Internal Audit (IA)

          In respect of the internal audit function:

          1. to review the adequacy of the scope, functions, competency and resources of the IA and to assess whether it has the necessary authority to carry out its responsibilities with regards to the annual audit plan in accordance to the Institute of Internal Auditors’ best practices and frameworks;
          2. to review the internal audit program and results of the internal audit process and where necessary ensure that appropriate action is taken on the recommendations of the IA;
          3. to review any appraisal or assessment of the performance of the IA as well as make recommendation for the appointment or termination of IA to the Board; and
          4. allowing AC to discuss directly with IA as and when is required by AC.

        4. External Audit

          With regards to external auditors:

          1. To review and monitor the suitability and independence of the external auditor. The AC’s judgement is required in assessing the independence of external auditor not to be impaired by provision of non-audit services;
          2. To review and consider the appointment, resignation or termination of external auditors and make necessary recommendations to the Board for approval;
          3. To deliberate on their fee and make necessary recommendations to the Board for approval;
          4. To discuss with the external auditors, prior to the commencement of the audit, the nature and scope of audit and to ensure coordination where more than one audit firm is involved;
          5. To review with the external auditors the Audit Planning Memorandum on the nature and scope of audit and to ensure coordination where more than one audit firm is involved. To evaluate the systems of internal accounting controls, their audit reports and the assistance given by the Company’s officers to the external auditors;
          6. To review the quarterly and year end annual financial statements before submission to the Board and announcements to the Bursa Malaysia Securities Berhad (“Bursa”), focusing particularly on:
            1. any changes in accounting policies and practices;
            2. significant adjustment arising from the audit;
            3. significant and unusual events;
            4. the going concern assumption;
            5. in compliance Malaysian Financial Reporting Standards (MFRS), International Financial Reporting Standards and the requirements of the Companies Act, 1965 in Malaysia as well as the Main Market Listing Requirements and other legal requirements;
            6. to convene a meeting at least once a year on any issues from the audits, with the external auditors separately without the presence of the Management; and
            7. to review the external auditor’s Management Letter and Management’s response.

      5. Other Responsibilities
        1. To instruct the external and internal auditors that the AC is to be advised accordingly if there are any areas that require their special attention, including major findings of internal investigations and Management’s response.
        2. To report its activities to the Board in such manner and at such times as it deems appropriate and report to the Bursa where the AC is of the view that a matter reported by it to the Board has not been satisfactorily resolved resulting in breach of the Main Market Listing Requirements.
        3. To review any related party transactions that may arise within the Group in complying with the Main Market Listing Requirements.
        4. To consider and examine any other matters as the AC considers appropriate or as instructed by the Board.

    2. Terms of Reference of Nomination Committee

      In accordance with MCCG, the Board establishes the Nomination Committee (“NC”) responsible for  identifying, nominating and orienting new directors. It helps to ensure that the Board level recruitment matters are discussed in depth, allowing the Board to instead spend time on other strategic and operational matters.

      1. Composition
        1. The NC should comprise exclusively of non-Executive Directors, a majority of whom must be independent.
        2. The quorum for the NC shall be two (2) members.
        3. The Chairman of the NC shall be the senior Independent Director identified and approved by the Board.
        4. The appointment of a Committee member terminates when the members cease to be a Director, or as determined by the Board.
        5. In the event of equality of votes, the Chairman shall have a casting vote. In the absence of the Chairman, the members present shall elect one of their members to chair the meeting.
        6. Where the members for any reason are reduced to less than three (3), the Board shall, within three (3) months of the event, appoint such member or new members as may be required to make up the minimum number of three (3) members.

      2. Duties and Responsibilities
        The duties of the NC are as follows:
        1. To consider, evaluate and recommend to the Board any new board appointments. In making a recommendation to the Board on the candidate for directorship, the Committee shall have regard to:
          1. size, composition, mix of skills, experience, competencies and other qualities of the existing  Board, level of commitment, resources and time that recommended candidate can contribute to the existing Board and Group;
          2. the appropriate number of Independent Directors to fairly reflect the interests of Minority Shareholders and that Independent Directors is making up the majority of the membership of the Board to ensure a balance of power and authority on the Board;
          3. Best Practices of the MCCG which stipulates that Directors should be persons of calibre, credibility and have the necessary skill and experience to bring an independent judgement on issues considered by the Board.
        2. To recommend to the Board, Directors to fill the seats on Board Committees;
        3. To review annually and recommend to the Board with regard to the structure, size, balance and composition of the Board and Committees including the required mix of skills and experience, core competencies which Directors should bring to the Board and other qualities to function effectively and efficiently;
        4. To evaluate and perform an assessment on an annual basis, the effectiveness of the Board as a whole, the Board Committees and each Director’s ability to contribute to the effectiveness of the Board and the relevant Board Committees;
        5. To recommend to the Board whether Directors who are retiring by rotation should be put forward for re-election/ reappointment at AGM.
        6. To ensure an appropriate framework and plan for the Board and Management succession in the Group.
        7. To recommend to the Board on the appointment of senior management personnel for the Group.
        8. To provide adequate orientation for new directors as well as continuous awareness for training to be attended by directors during the year as advised by the Company Secretary.
        9. To consider other matters as referred to the committee by the Board.

      3. Meeting and Minutes
        1. The Committee shall meet as and when required upon request by the members, provided that the Committee shall meet at least once a year. If required, the MD, DMD or ED shall be invited to attend meetings of the Committee.
        2. The Committee shall have access to such information and advice, both from within the Group and externally, as it deems necessary or appropriate at the cost of the Group.
        3. The Company Secretary shall be the Secretary of the Committee.
        4. The Committee shall cause minutes to be duly entered in the books provided for the purpose of all resolutions and proceedings of all meetings of the Committee. Such minutes shall be signed by the Chairman of the meeting at which the proceedings were held or by the Chairman of the next succeeding meeting and if so signed, shall be conclusive evidence without any further proof of the facts therein stated. The minutes of the Committee meeting shall be available to all Board members.
        5. The Committee may deal with the matter by way of circular resolutions in lieu of convening a formal meeting for exceptional circumstances.
        6. All recommendations of the Committee shall be submitted to the Board for approval.
        7. The Committee, through its Chairman, shall report to the Board at the next Board meeting after each Committee meeting. When presenting any recommendation to the Board, the Committee will provide such background and supporting information as may be necessary for the Board to make an informed decision.
        8. The Chairman shall be available to answer questions about the Committee’s work at the AGM of the Group.

    3. Terms of Reference of Remuneration Committee

      The establishment of the Remuneration Committee (“RC”) is to bring significant benefits to the Company by way of achieving a balance between setting the level and structure of the remuneration package of executive directors and senior management personnel so as to be able to attract and retain the best against its interest in not paying excessive remuneration. The RC is also responsible for ensuring that compensation and other benefits encourage directors and senior management personnel to act in ways that enhance the company’s long term profitability and value.

      1. Composition
        1. The RC shall have at least three (3) members with a  majority of the members shall be Independent Non-Executive Directors.
        2. The quorum for the RC shall be two (2) members.
        3. The members of the RC shall elect one of their members as Chairman and to be approved by the Board.
        4. The appointment of a Committee member terminates when the members cease to be a director, or as determined by the Board.
        5. In the event of equality of votes, the Chairman shall have a casting vote. In the absence of the Chairman, the members present shall elect one of their members to chair the meeting.
        6. Where the members for any reason are reduced to less than three (3), the Board shall, within three (3) months of the event, appoint such member or new members as may be required to make up the minimum number of three (3) members.

      2. Duties and Responsibilities
        The duties of the RC are as follows:
        1. To review Management’s recommendation on appointment or promotion of senior management personnel;
        2. To review the Directors’ fees for the Group is reflective of the contribution of each individual director. The determination of remuneration packages of non-executive directors, including non-executive chairman, should be a matter for the board as a whole. The individuals concerned should abstain from discussing their own remuneration;
        3. To establish and recommend the remuneration structure for MD, DMD and ED; the terms of employment or contract of employment/service and any compensation payable on the termination of employment/ service contract by the Company and/or the Group and to review for changes to the policy, as necessary;
        4. To ensure that a strong link is maintained between the level of remuneration and individual performances with the performance-related elements of remuneration to form a significant proportion of the total remuneration package of MD, DMD and ED;
        5. To review and recommend the entire individual remuneration packages for each of the MD, DMD and ED, where appropriate, including bonuses as well as their increments;
        6. To review with the MD, DMD and ED, their goals and objectives and to assess their performance against these objectives as well as their contribution to the corporate strategy;
        7. To advise on any major changes in employee benefits structure throughout the Group;
        8. To consider other matters as referred to the committee by the Board.

      3. Meeting and Minutes
        1. The Committee shall meet as and when required upon request by the members, provided that the Committee shall meet at least once a year. If required, the MD, DMD and ED shall be invited to attend meetings of the Committee.
        2. The Committee shall have access to such information and advice, both from within the Group and externally, as it deems necessary or appropriate at the cost of the Group.
        3. The Company Secretary shall be the Secretary of the Committee.
        4. The Committee shall cause minutes to be duly entered in the books provided for the purpose of all resolutions and proceedings of all meetings of the Committee. Such minutes shall be signed by the Chairman of the meeting at which the proceedings were held or by the Chairman of the next succeeding meeting and if so signed, shall be conclusive evidence without any further proof of the facts therein stated. The minutes of the Committee meeting shall be available to all Board members.
        5. The Committee may deal with matter by way of circular resolutions in lieu of convening a formal meeting for exceptional circumstances.
        6. All recommendations of the Committee shall be submitted to the Board for approval.
        7. The Committee, through its Chairman, shall report to the Board at the next Board meeting after each Committee meeting. When presenting any recommendation to the Board, the Committee will provide such background and supporting information as may be necessary for the Board to make an informed decision.
        8. The Chairman shall be available to answer questions about the Committee’s work at the AGM of the Group.

  2. Board Meetings

    The Board shall meet at regular intervals throughout the year. At each scheduled meeting, the Board shall consider, where applicable:

    1. The financial results;
    2. Consider and, if deemed appropriate, declare or recommend the payment of dividends to shareholders;
    3. Review the reports and recommendations of the AC, NC and RC;
    4. Approve the quarterly report and quarterly financial statement as content for the announcement to Bursa to be used by the shareholders and the public;
    5. Matters which are reserved for its collective decision;
    6. Significant capital expenditure and acquisitions;
    7. Significant disposal of the Company or the Group’s assets;
    8. Major issues and opportunities;
    9. Committee minutes/ Board Circular resolutions for notation;
    10. Changes in directorships and disclosure of interests;
    11. Disclosure of dealings by directors/ principal officers; and
    12. Any other matter requiring its authority.

  3. Access to Independent Professional Advice

    In discharging the Directors’ duties, each member of the Board is entitled to obtain independent professional advice at the cost of the Group.

  4. The Company Secretary

    The appointment and removal of Company Secretary or Secretaries of the Board shall be the decision of the Board upon recommendation by the MD, DMD or ED.

    The Company Secretary is responsible for ensuring that Board procedures are followed, that the applicable rules and regulations for the conduct of the affairs of the Board are complied with and for all matters associated with the maintenance of the Board or otherwise required for its efficient operation.


4. RELATIONSHIP OF THE BOARD WITH MANAGEMENT

  1. Access to Management and Information

    Board members should be given unrestricted access to the Group’s Management and to the accurate and complete information pertaining to the Company and/ or the Group including from the Company and/ or the Group’s auditors and consultants.

    Board members must use proper judgement to ensure that the contact is not distracting to the business operations of the Group and the functioning of Management. Any such contact must be made through the MD, DMD or ED.

  2. Position of MD, DMD and ED

    The Board will link the Group’s governance and Management functions through the Chairman with the MD, DMD and ED. All Board authority conferred on Management is delegated through the MD, DMD and ED so that the authority and accountability of Management is considered to be the authority and accountability of the MD, DMD and ED so far as the Board is concerned.

  3. Accountability of MD, DMD and ED

    The MD, DMD and ED are accountable to the Board for the achievement of the Company’s and/ or the Group’s goals and for the observance of the Management authorities.

    The MD, DMD and ED shall be the head of the Management of the Group and in that capacity is answerable to the Board.

    The key roles and functions of the MD, DMD and ED, amongst others, include:

    1. Ensuring the business survival by strategically anticipate the favourable and adverse market conditions based on all possible available information;
    2. Developing the strategic direction of the Group in line with the sustainable long-term financial results and increasing shareholder value, with proper social and environmental considerations;
    3. Ensuring that the Group’s strategies and corporate policies are effectively implemented;
    4. Ensuring that Board decisions are implemented and Board directions are adhered to;
    5. Providing directions in the implementation of short and long term business plan;
    6. Providing strong leadership, i.e. effectively communicating a vision, management philosophy and business strategy to the employees;
    7. Keeping Board fully informed of all important aspects of the Group’s operations and ensuring sufficient information is distributed to the Board members;
    8. Ensuring high performance and productivity of senior management personnel by creating appropriate conditions for senior management personnel motivation, performance management and professional development;
    9. Ensuring compliance with all relevant legislation and regulations by reviewing policies and monitoring compliance;
    10. Developing and maintaining effective relations with significant agencies, investing public and other trade associations and institutions; and
    11. Ensuring the day to day business affairs of the Group is effectively managed.

  4. Management Authorities

    The MD, DMD and ED are expected to act within all specific authorities delegated to him by the Board.

    The assets of the Group are expected to be adequately maintained and protected and not unnecessarily placed at risk.

    The MD, DMD and ED shall, within the specific authorities delegated to him by the Board to develop, steer and manage the Group to a greater height with support from the key management staff.


5. DIRECTORS REMUNERATION

Upon recommendation by the RC on the Directors’ remuneration, the Board would decide whether to accept or otherwise. A remuneration package deliberate by the RC would take into consideration the following areas:

  1. attract, retain and motivate Directors that increases productivity and profitability in long run; and
  2. achievement of desired goals and objectives.

A review of the fees for non-executive directors should take into account fee levels and trends for similar positions in the market and also the Group’s financial position in the market among its peers.


6. CORPORATE GOVERNANCE DISCLOSURE

The Board guided by the Main Market Listing Requirements shall ensure to provide an adequate narrative statement of its corporate governance practices (“Corporate Governance Statement”) with reference to the MCCG in the Company’s Annual Report. Among the crucial information to be disclosed is the application of the principals set out in the Board Charter and alternative method adopted by the Board or the Company to be in compliance to the MCCG.

The Corporate Governance Statement would also include feedback from management, if any. Disclosures of the statement are made by way of circulating the Annual Report in publicly available domain and at the Company’s website.


7. RELATIONSHIP OF THE BOARD WITH SHAREHOLDERS

  1. Encourage Shareholders Participation At General Meeting

    In order to provide ample time for shareholders to attend any general meetings, notices are circulated and disseminate to all shareholders in accordance with the Company’s Articles of Association. The Board of Directors is taking pro-active action to communicate with shareholders during the AGM and EGM. The shareholders are able to get adequate and accurate information by way of the constructive engagement allowing the shareholders to make informed decisions.

  2. Encourage Poll Voting

    To further enhance the efficiency of voting during the general meeting, the Board would have the option to explore all available method of casting votes among others poll voting by way of electronic voting. Subject to the suitability of the electronic voting, it offers the Board and the Company an alternative and attractive way to cast votes.


Approved by the Board of Directors on 31 March 2016.