Connecting the nation. and Beyond. - ChartNexus
Connecting the nation. and Beyond. - ChartNexus
Connecting the nation. and Beyond. - ChartNexus
You also want an ePaper? Increase the reach of your titles
YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.
106 / MRCB laporan tahunan 2011 /<br />
statement on corporate governance<br />
4. BoarD conDUct<br />
The Board acts independently at all times while retaining <strong>the</strong><br />
ultimate responsibility for <strong>the</strong> direction <strong>and</strong> management<br />
of <strong>the</strong> Company in meeting its objectives. It regularly<br />
assesses <strong>the</strong> direction, performance <strong>and</strong> achievement of<br />
Management.<br />
a code of conduct for Board members<br />
In addition to <strong>the</strong> duties <strong>and</strong> responsibilities set out under<br />
<strong>the</strong> ambit of applicable laws <strong>and</strong> practices, <strong>the</strong> Board has<br />
also imposed on its members to declare in writing that<br />
<strong>the</strong>y have observed <strong>the</strong> Company’s Code of Ethics in<br />
discharging <strong>the</strong>ir duties <strong>and</strong> responsibilities.<br />
b continuous Improvement<br />
The Board members are mindful of <strong>the</strong> need to<br />
continuously upgrade <strong>and</strong> improve <strong>the</strong>mselves for <strong>the</strong><br />
benefit of <strong>the</strong> Company. During <strong>the</strong> year, members of <strong>the</strong><br />
Board had attended various courses specially tailored<br />
for updating <strong>the</strong>ir knowledge on <strong>the</strong> changing laws,<br />
regulations, techniques <strong>and</strong> practices in leadership <strong>and</strong><br />
management at <strong>the</strong> Board level.<br />
c relationship of <strong>the</strong> Board with management<br />
The relationship between <strong>the</strong> Board <strong>and</strong> Management<br />
remain strong <strong>and</strong> cohesive during <strong>the</strong> year under review.<br />
The Board supports <strong>the</strong> Management by providing<br />
leadership, <strong>and</strong> <strong>the</strong> setting of business targets through<br />
Key Performance Indicators <strong>and</strong> Balanced Scorecards<br />
for senior management personnel. At <strong>the</strong> same time,<br />
<strong>the</strong> Board also serves a check-<strong>and</strong>-balance function<br />
by challenging <strong>and</strong> debating decisions made by <strong>the</strong><br />
Management before <strong>the</strong>y are endorsed <strong>and</strong> approved. To<br />
do this, an established <strong>and</strong> structured reporting system<br />
has been put in place where <strong>the</strong> Board is regularly briefed<br />
<strong>and</strong> updated on <strong>the</strong> performance of <strong>the</strong> Company through<br />
which <strong>the</strong> Board tracks closely <strong>the</strong> achievement of targets<br />
set. Rewards to <strong>the</strong> Management <strong>and</strong> employees, such<br />
as bonuses <strong>and</strong> ESOS allocation, are based on financial<br />
performance <strong>and</strong> business achievements.<br />
The Non-Executive Board members do not allocate<br />
<strong>the</strong>mselves any bonuses or ESOS allocations.<br />
d Full access to Information<br />
In <strong>the</strong> course of discharging <strong>the</strong>ir duties, <strong>the</strong> Directors<br />
always have:<br />
i) full <strong>and</strong> unrestricted access to timely <strong>and</strong> accurate<br />
information. The agenda <strong>and</strong> a full set of Board<br />
papers are typically distributed at least 7 days before<br />
<strong>the</strong> Board or its Committee meetings. This process<br />
ensures that Directors have enough time to read <strong>the</strong><br />
matters to be discussed, <strong>and</strong> thus be properly briefed<br />
<strong>and</strong> prepared for decision-making at <strong>the</strong> meetings;<br />
ii) unrestricted access to <strong>the</strong> advice <strong>and</strong> services of <strong>the</strong><br />
Company Secretary <strong>and</strong> o<strong>the</strong>r members of senior<br />
management; <strong>and</strong><br />
iii) unrestricted advice <strong>and</strong> services of external <strong>and</strong><br />
independent professionals, made available to Board<br />
members individually <strong>and</strong> collectively. These advice<br />
<strong>and</strong> services are made available independent of<br />
Management’s intervention.<br />
In order to enhance <strong>the</strong> accountability of <strong>the</strong> Board<br />
<strong>and</strong> Senior Management, <strong>the</strong> Company has in place a<br />
Limits of Authority approved by <strong>the</strong> Board which sets<br />
out <strong>the</strong> limits to which each level of Management is<br />
authorized to approve <strong>and</strong> transactions that need to<br />
be approved by <strong>the</strong> EXCO or <strong>the</strong> Board.<br />
e check <strong>and</strong> Balance<br />
Board members take <strong>the</strong>ir role seriously <strong>and</strong> professionally<br />
as a check <strong>and</strong> balance of Management. Proposals<br />
<strong>and</strong> recommendations made by <strong>the</strong> Management are<br />
actively <strong>and</strong> constructively questioned, challenged <strong>and</strong><br />
debated at Board meetings <strong>and</strong> at Board Committee<br />
meetings such as EXCO <strong>and</strong> Audit Committee to ensure<br />
that such proposals <strong>and</strong> recommendations are in <strong>the</strong><br />
best interests of <strong>the</strong> Company. In doing so, <strong>the</strong> Board<br />
<strong>and</strong> Board Committees ga<strong>the</strong>r inputs from <strong>the</strong> Corporate<br />
Governance Department, which is responsible for Internal<br />
Audit <strong>and</strong> facilitating <strong>the</strong> risk management process,<br />
functions which are independent of Management <strong>and</strong><br />
report directly to <strong>the</strong> Audit Committee <strong>and</strong> <strong>the</strong> Board.<br />
The above is truly a ‘substance over form’ matter, where<br />
<strong>the</strong> actual interactions between a dynamic <strong>and</strong> responsible<br />
Board <strong>and</strong> a h<strong>and</strong>s-on <strong>and</strong> accountable Management<br />
go beyond what is detailed in this Statement <strong>and</strong> has<br />
resulted in an environment where <strong>the</strong> Company is run<br />
in an ethical, transparent <strong>and</strong> professional manner in <strong>the</strong><br />
best interest of <strong>the</strong> shareholders.