ENRICHING LIVES EXPANDING HORIZONS - Maxis

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238 Corporate Governance RISK MANAGEMENT Continued MANAGING OPERATIONAL RISKS – BUSINESS CONTINUITY In addition to the risk management function, Maxis has put in place disaster recovery and business continuity plans which are tested regularly to ensure prompt recovery of critical business functions in the event of major business or system disruptions. This is carried out via the establishment of a Crisis Management Team (CMT) to ensure uninterrupted service to our customers in Malaysia. To preserve shareholder value, Maxis is committed to ensuring the timely recovery of its core business and its continuity in the event of a disaster at any of its locations. Business Continuity (BC) is of paramount importance to the Company and its focus is maintained by a dedicated team of certified BC practitioners. Maxis is certified under the British Standard BS 25999 (Business Continuity Management), therefore key BC disciplines such as risk evaluation, development of BC strategies and infrastructure plus testing of response plans are in line with international BC best practices. Annually, company-wide crisis simulation exercises, involving core divisions of operations, are conducted to test the response of the CMT members. In addition, an average of 50 simulation tests of varying complexity are conducted annually on core divisions and their respective critical equipment. Ongoing awareness programmes are also conducted for CMT coordinators and staff nationwide. The progress of these initiatives is reported monthly to Management and presented twice a year to the Business Continuity Programme Steering Committee which is chaired by the Joint Chief Operating Officer. In addition, key risks are highlighted to the Audit Committee in conjunction with the ERM process. Where necessary the Group mitigates the risk of high-impact loss events through appropriate insurance coverage. BUSINESS CONTINUITY PROCESS FLOW Phase 1 Programme Justification and Authorisation Phase 2 PLAN, DEVELOPMENT, TESTING AND TRAINING Phase 3 MAINTENANCE 1. PROJECT INITIATION RISK ASSESSMENT DEVELOP BCP CAPABILITIES 2. RISK IDENTIFICATION 4. RECOVERY STRATEGIES RISK AVOIDANCE RISK REDUCTION RISK TRANSFER 5. RECOVERY INFRASTRUCTURE NETWORK FACILITIES IT INFRASTRUCTURE OFFICE FACILITIES AND OTHERS 8. TESTING 9. PLAN MAINTENANCE 3. BUSINESS IMPACT ANALYSIS 6. RESPONSE PLAN 7. AWARENESS/ TRAINING 10. AUDIT REVIEW
MAXIS BERHAD ANNUAL REPORT 2011 239 Corporate Governance ETHICAL BUSINESS PRACTICES As a public listed Company, Maxis Berhad (including its subsidiaries and collectively referred to as “the Company”) is committed to conducting its business fairly, impartially and in full compliance with all laws and regulations. Honesty and integrity must be upheld at all times in the course of the Company’s daily dealings between its Directors, employees and its customers, vendors, contractors, suppliers and the business community generally. Directors and employees are prohibited from engaging in business practices that affect and impair the Company’s integrity, image and reputation. To this end, the Company has established the Code of Ethics. It was formalised and introduced to employees in September 1997. It generally governed the behaviour and action of employees in the daily performance of their work and their business conduct. In November 2001, the Code of Ethics was re-named the Maxis Code of Business Practice (the Code) consolidating the Code of Ethics along with the salient points of other policies namely the Procurement Manual, Work Schedule Policy, Fleet Policy, Manual of Limits of Authority, etc. Apart from providing policy guidance, it is intended to assist Directors, employees and parties doing business with the Company to understand and comply with the Company’s expectations of sound business practice. The Code outlines four principal areas of business relationship. Its objective is to ensure that under no circumstances should the Company’s business interactions be tainted by improprieties or malpractices, be it by Directors, employees or parties doing business with the Company. This includes the clear message that the Company will not accept business courtesies, whether directly or indirectly, except courtesies channeled through the Office of Business Practice or those offered in situations that are accepted as business norms. RESPONSIBILITY AND ACCOUNTABILITY: Directors and Employees: Directors and employees must comply with the Code; ignorance of its existence or any related amendment or variation to it will not be accepted as an excuse for its breach. The Company requires all Directors and employees to sign an annual declaration to abide by this Code, as it will be continuously updated to suit business requirements. Managers and Supervisors: Managers and supervisors have the added responsibility of taking the lead and ensuring all employees conform to the Code, in both words and actions. They must also be on the constant lookout for indications of any unethical or even illegal business conduct. They will also be held accountable to some extent if unethical or illegal business conduct committed by their employees are due to their negligence. Vendors and Suppliers/Contractors: The Company also expects all its suppliers, vendors, contractors and their respective subcontractors to conform to the principles outlined in the Code in their relationships and dealings with the Company. If difficulties arise, the Company will work closely with them to resolve any issues arising, and if this fails, the Company will find other parties who can meet the Company’s business standards as prescribed in the Code. Open Door Practice: If an employee has any concerns, queries, knowledge or information concerning any unethical business practices taking place involving the Company, he or she is expected to take appropriate and consistent action by informing his or her manager or the Office of Business Practice. All correspondences with the manager or the Office of Business Practice shall be treated in the strictest confidence unless required to be declared under law. Anonymous complaints and/or letters will, however, not be entertained. All employees shall further be treated with dignity and respect and will not be subject to retaliation, threats or harassment for raising concerns or reporting any violations of the Code. The Open Door Practice is also applicable to the Company’s suppliers, vendors, contractors and/or their respective subcontractors, in that, if they have any concerns about any unethical business practices taking place in the Company, they shall be responsible to contact the Office of Business Practice immediately.
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ENRICHING LIVES EXPANDING HORIZONS
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CONTENTS Introduction 2 Our Company
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MAXIS BERHAD ANNUAL REPORT 2011 3 I
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MAXIS BERHAD ANNUAL REPORT 2011 5 C
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MAXIS BERHAD ANNUAL REPORT 2011 7 I
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MAXIS BERHAD ANNUAL REPORT 2011 9 2
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Maxis Berhad Annual Report 2011 77
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• ALIGNED TO CORPORATE STRATEGY A
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100 Financial Statements DIRECTORS
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106 Financial Statements INCOME STA
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108 Financial Statements STATEMENTS
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116 Financial Statements NOTES TO T
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Page 190 and 191: 188 Financial Statements NOTES TO T
Page 200 and 201: 198 Financial Statements STATEMENT
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Page 204 and 205: 202 SMALL SHOP, BIG DREAMS In busin
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Page 214 and 215: 212 Corporate Governance STATEMENT
Page 230 and 231: 228 OUT OF TOWN NEVER OUT OF TOUCH
Page 232 and 233: 230 Corporate Governance INTERNAL C
Page 238 and 239: 236 Corporate Governance RISK MANAG
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Page 244 and 245: 242 Analysis of Shareholdings DISTR
Page 246 and 247: 244 Analysis of Shareholdings 30 LA
Page 248 and 249: 246 Analysis of Shareholdings INFOR
Page 250 and 251: 248 Other Information LIST OF PROPE
Page 252 and 253: 250 Other Information DISCLOSURE OF
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Page 288 and 289: 286 Other Information GLOSSARY 2G S
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288 Other Information GLOSSARY Cont
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290 MAXIS EXCLUSIVE PARTNERS CENTRA
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292 Other Information MAXIS EXCLUSI
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302 Annual General Meeting NOTICE O
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NOTES
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fold here STAMP Maxis Berhad (86757
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fold here STAMP Maxis Berhad (86757
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ENRICHING LIVES EXPANDING HORIZONS - Maxis

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