• The Board is charged with leading and managing the Group in an effective and responsible manner. Each Director has a legal duty to act in the best interest of the Group. The Directors, collectively and individually, are aware of their responsibilities to shareholders and stakeholders for the manner in which the affairs of the Group are managed. The Board is to set the Group’s values and standards and ensure that its obligations to its shareholders and stakeholders are understood and met.
• The Board understands the responsibility for good corporate governance rests with them and therefore strives to follow the principles and practices stated in the Malaysian Code on Corporate Governance. The Board includes a narrative statement in the Company’s Annual Report on the extent of compliance with the principles and practices stated under each principle in the Corporate Governance Report made pursuant to the Main Market Listing Requirements (“Listing Requirements”).
• The Company by its admission to the Official List of Bursa Malaysia Securities Berhad (“the Exchange”) is bound by the Listing Requirements, the Rules of the Exchange and the Rules of Bursa Malaysia Depository Sdn. Bhd.
• The Board shall hold meetings in the manner as stated in Article 94 of the Company’s constitution at least once every quarter to facilitate the discharge of its responsibilities. Members of the Management, who are not Directors, may be invited to attend and speak at meetings on matters relating to their sphere of responsibility.
• The non-executive directors are encouraged to meet among themselves as and when required to discuss among others strategic, governance and operational issues of the Group.
• Duties of the Board shall include establishing the corporate vision and mission, as well as the philosophy of the Group, setting the aims of the Management and monitoring the performance of the Management.
• The Board shall assume the following specific duties:
  • reviewing and adopting a strategic plan for the Group;
  • overseeing the conduct of the Group’s businesses;
  • identifying principal risks and ensuring the implementation of appropriate internal controls and mitigation measures;
  • establishing a succession plan;
  • overseeing the development and implementation of a shareholder communication policy for the Group;
  • reviewing the adequacy and integrity of the management information and internal control system; and
  • ensuing the Group’s sustainability strategies, priorities and targets as well as ensuring that the performance against these targets is communicated to its internal and external stakeholders.
• The Board shall establish written procedures determining which issues require a decision of the full Board and which issues can be delegated to Board Committees or the Management.
• The Board reserves full decision-making powers, among others, on the following matters:
  • conflict of interest and potential conflict of interest issues relating to Director and key senior management and measures taken to resolve, eliminate, or mitigate such conflicts;
  • material acquisitions and disposition of assets not in the ordinary course of business;
  • annual budgets and investments in capital projects;
  • the limits of authority of the Board Committees and Management;
  • treasury policies;
  • risk management policies; and
  • key human resource issues.
• The Board shall establish a procedure whereby the Directors, collectively or individually, may seek independent professional advice in furtherance of their duties at the Company’s expense.
• The Board shall commit to ethical values through a Code of Business Conduct and Ethics for Directors and ensure the implementation of appropriate internal systems to support, promote and ensure its compliance.
• The Board shall ensure that the Directors, chief executive and chief financial officer have the character, experience, integrity, competence and time to effectively discharge their respective roles.
• The Board together with Management takes responsibility for the governance of sustainability in the Group including setting the Group’s sustainability strategies, priorities and targets. The Board shall take into account sustainability considerations when exercising its duties including among others the development and implementation of Group’s strategies, business plans, major plans of action and risk management.

• The Board shall consist of qualified individuals with diverse experience, background and perspective. The composition and size of the Board are such that it facilitates the making of informed and critical decisions.
• In principle, the appointment of Directors should benefit the Company and the Group with their diversity of skills, experience, knowledge, perspectives and insight from other businesses and sectors that are relevant to their roles. The Directors should possess the right calibre to ensure that their contribution to the Board and Board Committees remain relevant by: -
  • regularly updating their knowledge and skills by continuously attending trainings, seminars, forums and conferences, particularly on corporate ethics and integrity matters, risk management, latest developments or changes in statutes, relevant regulatory requirements and corporate governance practices;
  • gaining a good understanding of businesses and markets in which the Group operates through written reports and presentations by Management or external advisors;
  • bringing independent and external dimension as well as providing constructive comments on the Group’s strategies, policies, performance, resources and standards of conduct, through regular attendance and active participation in the Board and Board Committee meetings;
  • developing proposals on strategies and thereafter fully empowering and supporting the Chief Executive Officer (“CEO”) to implement the strategies; and
  • complementing the skills and experience of the CEO by reviewing and analysing the Group’s activities and associated risks.
• At any one time, at least two (2) or one-third (1/3), whichever is higher, of the Board members shall be Independent Directors. Where the Chairperson of the Board is not an independent Director, the majority of Board members shall be independent Directors.
• The positions of Chairperson and CEO are to be held by different individuals, and the Chairperson must be a Non-Executive member of the Board.
• The Chairperson of the Board should not be a member of the Audit and Risk Management Committee, Nominating Committee or Remuneration Committee.
• The profile of Board members shall be included in the Annual Report and/or website of the Company.
• The CEO is the “Executive” Director on the Board. However, the views of the Management are represented at meetings of the Board by the presence of senior executives when required.
• Identifying individuals of suitable quality and background is essential for a high performing Board. The nomination and appointment process is crucial to strong corporate performance as well as effective accountability.
• The Independent Directors shall provide independent judgment, experience and objectivity without being subordinated to operational considerations.
• The Independent Directors shall help to ensure that the interests of all shareholders, and not only the interests of a particular fraction or group, are indeed taken into account by the Board and that the relevant issues are subjected to objective and impartial consideration by the Board.
• The views of the Independent Directors shall carry significant weight in the Board’s decision-making process.
• The Board shall appoint a Senior Independent Director to whom shareholders’ concerns can be conveyed if there are reasons that contact through the normal channels of the Chairperson or the CEO has failed to resolve them. The Senior Independent Director shall chair the meetings between the Non-Executive Directors where both the Chairperson and Executive Directors do not attend.
• The duties of the Senior Independent Director shall include acting as an intermediary for other Directors and the point of contact for the shareholders and other stakeholders, when necessary.
• If, on any matter discussed at a Board meeting, any Director holds views contrary to those of any of the other Directors, the Board minutes shall clearly reflect this.

• The appointment of a new Director is a matter for consideration and decision by the full Board upon appropriate recommendation from the Nominating Committee.
• New Directors are expected to have such expertise to qualify them to make a positive contribution to the Board performance of its duties and to give sufficient time and attention to the affairs of the Company.
• The Company Secretary shall have the responsibility of ensuring that relevant procedures relating to the appointment of new Directors are properly executed.
• Upon the appointment of a new Director, the Company Secretary shall advise the Director of his/her principal duties and responsibilities and explains the restrictions to which he or she is subject to in relation to price-sensitive information and dealings in the Company’s securities.
• The Company shall adopt educational/training programmes to update the Board in relation to new developments pertaining to the laws and regulations and changing commercial risks which may affect the Board and/or the Company.
• In addition to the Mandatory Accredited Programme as required by the Exchange, Board members are also encouraged to attend training programmes conducted by competent professionals and which are relevant to the Company’s operations and business. The Board, through the Nominating Committee, shall assess the training needs of the Directors and disclose in the Annual Report the trainings attended by the Directors.
• The directorships held by any Board member at any one time shall not exceed any number as may be prescribed under the Listing Requirements or by any other relevant authorities.
• Each Director should devote sufficient time to the Company and observe the following policies and procedures: -
  • to disclose to the Board, through the Nominating Committee, at the time of his/her appointment, and in a timely manner for any change, the number and nature of office held in public listed companies, non-listed companies or organisations and any other significant commitments;
  • to notify the Chairperson and the Board before accepting any new directorships and provide an indication of the time that will be spent in the new appointment which should include the time required to prepare and attend board and board committee meetings, general meetings, continuous training programmes, site visitation and major company events. At the beginning of each calendar year, a schedule for Board and Board Committee meetings are to be prepared and distributed to all Board Members for their reference. It is important that each Board Member allocates sufficient time for these meetings and attend all the scheduled meetings. If a Board Member is unable to attend any of the scheduled meetings, he/she should notify the Board, through the Company Secretary, as early as practicable;
  • to ensure that sufficient time and attention is allocated to the Company and that other commitments do not affect the effectiveness of their contribution or the time available in the discharge of their duties and responsibilities; and
  • to take an interest in the affairs of the Group, obtain a general understanding of its businesses and to follow up on all the unusual transactions that come to his/her attention.
  • to disclose and declare the nature and extent of any conflict of interest or potential conflict of interest including interest in any competing business, that they have with the Company and the Group.
• Directors shall not accept appointment of directorship in other companies having similar businesses which may put them in a position of conflict with the Company.
• Any appointment that may cast doubt on the integrity and governance of the Company should be avoided.
• The Company shall avoid from appointing an active politician as a director on its Board. A person is considered politically active if he/she is a Member of Parliament, State Assemblyman or holds a position at the Supreme Council, or division level in a political party.

All Directors shall be subjected to retirement by rotation.

• The Company aims to provide all Directors with timely and quality information and in a form and manner appropriate for them to discharge their duties effectively.
• The Management shall be responsible for providing the Board with the required information in an appropriate and timely manner. The Chairperson, assisted by the Company Secretary, shall assess the type of information required to be provided to the Board. If the information provided by the Management is insufficient, the Board shall make further enquiries where necessary to which the persons responsible will respond as fully and promptly as possible.
• A full agenda and comprehensive Board papers shall be circulated to all Directors within a reasonable period in advance of each Board meeting. Upon conclusion of the meeting, the minutes are circulated in a timely manner.
• Among others, the Board papers shall include the following:
  • quarterly financial report including that of the Group’s cash and borrowing positions;
  • minutes of meetings of all Committees of the Board;
  • current review of the operations of the Group;
  • reports on Related Party Transactions and Recurrent Related Party Transactions;
  • reports on conflict of interest and potential conflict of interest of Directors and key senior management;
  • Directors’ share-dealings;
  • material litigation;
  • any of the matters referred to in Section 3.1.8; and
  • updates from relevant regulatory bodies.
• Full Board minutes of each Board meeting shall be kept by the Company Secretary and are to be made available for inspection by any Director during office hours.

• The Board shall promote diversity and gender mix in its composition and gives due recognition to the financial, technical and business experience of the Directors.
• The Board believes the presence of diverse nationalities and gender mix on the Board can widen the Board’s perspectives in effectively discharging its duties and responsibilities as well as assist the Board in its decision-making process in line with the challenging and evolving business environment.
• The Board expresses its commitment to maintain a balanced diversity as set out in the Board Diversity Policy.
• It is the intention of the Board to provide equal opportunity to suitable candidates that have the necessary competency and experience to bring value to the Board.

• The tenure of an Independent Director does not exceed a term limit of nine years.
• Upon completion of the nine years, an Independent Director may continue to serve on the Board as a Non-Independent Director. If the Board intends to retain an Independent Director beyond nine years, it will provide justification and seek annual shareholders’ approval through a two-tier voting process.
• If the Board intends to retain an Independent Director beyond nine years, the Nominating Committee will assess and determine whether he/she can remain as a Director.
• To encourage periodic refresh of Board composition, the Board shall not retain an Independent Director with tenure of more than 12 years.

• The Chairperson, who must be an Independent Director, is responsible for all aspects of its role. The Chairperson shall be responsible for:
  • leading the Board in setting the values and promoting high standards of corporate governance within the Group;
  • maintaining a relationship of trust with and between the Executive and Non- Executive Directors;
  • ensuring the provision of accurate, timely and clear information to Directors;
  • ensuring effective communication with shareholders and relevant stakeholders;
  • ensuring regular evaluation by the Nominating Committee of the performance of the Board, its Committees and individual Directors; and
  • facilitating the effective contribution of Non-Executive Directors and ensuring constructive relations be maintained between Executive and Non-Executive Directors.
• The Chairperson in consultation with the CEO and the Company Secretary shall set the agenda for Board meetings and shall ensure that all relevant issues are on the agenda.
• The Chairperson shall be responsible for managing the business of the Board to ensure that:
  • all Directors are properly briefed on issues arising at Board meetings;
  • sufficient time is allowed for the discussion of complex or contentious issues and, where appropriate, arranging for informal meetings beforehand to enable a thorough preparation for the Board discussion; and
  • the issues discussed are forward looking and concentrates on strategy.
• The Chairperson shall ensure that every Board resolution is out to vote to ensure the will of the majority prevails.
• The Chairperson shall ensure that Executive Directors look beyond their executive functions and accept their full share of responsibilities on governance.
• The Chairperson will have no casting vote if two (2) Directors form a quorum, or if there are only two (2) Directors competent to vote on the question at issue.

A CEO in relation to a corporation, means the principal executive officer of the corporation for the time being, by whatever name called, and whether or not he or she is a director of the corporation.

• The CEO shall be the conduit between the Board and the Management in ensuring the success of the Group’s governance and management functions.
• The CEO shall have the executive responsibility for the day-to-day operations of the Group’s business.
• The CEO shall implement the policies, strategies and decisions adopted by the Board.
• All Board authorities conferred on the Management shall be delegated through the CEO and this will be considered as the CEO’s authority and accountability as far as the Board is concerned.

• The Audit and Risk Management Committee shall comprise at least three (3) members, a majority of whom are Independent Directors. All members of the Audit and Risk Management Committee are non-executive directors.
• No alternate Director can be appointed as a member of the Audit and Risk Management Committee.
• The Chairperson of the Audit and Risk Management Committee shall be appointed by the Board and the positions of Chairperson of the Audit and Risk Management Committee and Chairperson of the Board are to be held by different individuals.
• The Audit and Risk Management Committee shall undertake the following responsibilities and duties:

  Risk Management

  • to review and recommend risk management strategies, policies and risk tolerance;
  • to review and assess adequacy of risk management policies and framework in identifying, measuring, monitoring and controlling risk and the extent to which they are operating effectively;
  • to ensure adequate infrastructure, resources and systems are in place for risk management i.e. to ensure that the staff responsible for implementing risk management systems perform those duties independently of the risk originating activities of the Group;
  • to review periodic reports from the Risk Management Working Group on risk exposure, risk portfolio composition and risk management activities;
  • to review and recommend new policies or changes to policies, and to consider their risk implications;
  • to review the impact of risk on capital adequacy and profitability under normal and stress scenarios;
  • to review and evaluate the various processes and systems engaged by the Group and to ensure that they are conducted within the standards and policies as set by the Board;
  • to assess the adequacy of the business recovery/disaster recovery procedures; and
  • to monitor the health, safety and environmental performance of the Group.

  Financial Reporting

  • to review the quarterly results and year-end financial statements prior to approval by the Board, focusing particularly on: -
    • changes in or implementation of major accounting policies changes;
    • significant and unusual events; and
    • compliance with accounting standards and other regulatory requirements.

  External Audit

  • to discuss with the external auditors, prior to the commencement of an audit, the audit plan which states the nature and scope of the audit;
  • to consider the nomination and appointment of external auditors, as well as fixing their remuneration;
  • to establish policies governing the circumstances under which contracts for the provision of non-audit services can be entered and procedures that must be followed by the external auditors;
  • to review major audit findings arising from interim and final audits, the audit report and the assistance given by the employees of the Group to the external auditors;
  • to review with the external auditors, their evaluation of the system of internal controls, the management letter and management’s response;
  • to establish policies and procedures to assess on an annual basis the suitability, objectivity and independence of the external auditors. The Audit and Risk Management Committee is to obtain written assurance from the external auditors confirming that they are, and have been, independent throughout the conduct of the audit engagement in accordance with the terms of all relevant professional and regulatory requirements;
  • to review any letter of resignation from the external auditors and any questions of resignation or dismissal; and
  • to review whether there is reason (supported by grounds) to believe that the external auditors are not suitable for re-appointment.

  Internal Audit

  • to support and provide directions to the internal audit function to ensure that the internal audit function is effective and able to function independently;
  • to review the adequacy and effectiveness of internal control systems instituted within the Group;
  • to review the adequacy of scope, competency and resources of the internal audit function (including its budget) and whether it has the necessary authority to carry out its work;
  • to review the internal audit plan, internal audit reports, recommendations raised, investigations undertaken and whether or not appropriate action is taken on the recommendations;
  • to review the major findings of internal audit investigations and management’s response, and ensure that appropriate actions are taken on the recommendations of the internal audit function;
  • to review any appraisal or assessment of the performance of members of the internal audit function;
  • to approve any appointment or termination of senior staff members of the internal audit function;
  • to take cognisance of resignations of internal audit staff and provide the resigning staff an opportunity to submit his reasons for resigning; and
  • to ensure that the internal audit function is carried out in accordance with a recognised framework.

  Related Party Transactions and Conflict of Interest Situations

  • To review and report to the Board any related party transactions and conflict of interest situation that arose, persist or may arise within the Group including any transaction, procedure or course of conduct that raises questions of management integrity, and the measures taken to resolve, eliminate, or mitigate such conflicts, and in particular ensuring that any related party transactions to be entered into are: -
    • at arm’s length;
    • on normal commercial terms;
    • on terms not more favourable to the related party than those generally available to the public;
    • not detrimental to the minority shareholders; and
    • in the best interest of the Group.
  • To review, monitor and report to the Board the recurrent related party transactions entered into by the Group to ensure that :
    • All transactions are fair, reasonable and undertaken on the Group’s normal commercial terms;
    • Internal control procedures with regard to such transactions are sufficient and have been complied with; and
    • Compliance with the relevant provisions of the Bursa Securities’ Main Market Listing Requirements.
  • To ensure that the Group has adequate procedures and processes in place to minor and track related party transactions and to review these processes.

  Others

  • to verify that the allocation of options pursuant to the Employees’ Share Options Scheme of the Company is in accordance with the criteria for allocation established under the scheme at the end of each financial year; and
  • to promptly report to the Exchange if it is of the view that a matter reported by it to the Board has not been satisfactorily resolved resulting in a breach of the Listing Requirements.
• The Audit and Risk Management Committee shall meet at least four (4) times for each financial year and should call for additional meetings as and when necessary to carry out its functions. The Audit and Risk Management Committee shall also be responsible for recommending the person or persons to be nominated to act as the external auditor and the remuneration and terms of engagement of the external auditor.
• The Audit and Risk Management Committee shall ensure that other directors and employees attend any particular Audit and Risk Management Committee meeting only at the Audit and Risk Management Committee’s invitation, specific to the relevant meeting.
• The Board, through the Nominating Committee, shall review the term of office and performance of the Audit and Risk Management Committee and each of its members annually to determine whether the Audit and Risk Management Committee and its members have carried out their duties in accordance with these terms of reference.

• The Nominating Committee shall comprise no less than three (3) members made up exclusively of Non-Executive Directors, a majority of whom must be Independent Directors.
• The members of the Nominating Committee shall elect a Chairperson from among their members who shall be an Independent Director.
• The primary objectives of the Nominating Committee are to act as a committee of the full Board to assist in discharging the Board’s responsibilities in: -
  • assessing the existing Directors’ ability to contribute to the effective decision making of the Board;
  • identifying, appointing and orientating new directors;
  • identifying the mix of skills and experience and other qualities the Board requires for it to function completely and efficiently;
  • establishing a policy formalising its approach to boardroom diversity.
• The Nominating Committee shall have the following responsibilities: -
  • developing, maintaining and reviewing the criteria to be used in the recruitment process and annual assessment of Directors and Independent Directors.
    • The following criteria should be considered in the recruitment process before making any recommendation to the Board for consideration: -
      • mix of skills;
      • knowledge, expertise and experience;
      • professionalism;
      • integrity;
      • diversity (including gender diversity and diversity in ethnicity and age);
      • fit and properness;
      • ability to discharge the responsibilities expected by the Board as stated in the Board Charter; and
      • time commitment.
    • with regard to the annual assessment of Directors and Independent Directors, the Nominating Committee shall be guided by the Board Assessment Procedures on Directors and Independent Directors.
  • proposing or assessing the candidature of Directors for the Board as well as the Directors to fill the seats on Board Committees. In identifying suitably qualified candidates for appointment of Directors for the Board, the Nominating Committee shall utilise independent sources and not rely solely on recommendations from existing Board members, management or major shareholders. If the selection of candidates was based on recommendations made by existing Board members, management or major shareholders, the Nominating Committee should explain why these source(s) suffice and other sources were not used;
  • undertaking a formal and objective annual evaluation to determine the effectiveness of the Board, the Board Committees and each individual Director and to disclose to the Board how the assessment was carried out and its outcome;
  • making recommendation, based on the assessment results, to the Board for the re-election and/or re-appointment of Directors at the Annual General Meeting;
  • reviewing the succession plans of the Board, the Audit and Risk Management Committee, the CEO and the senior management;
  • reviewing training programs for the Board and ensure that all newly appointed Directors undergo appropriate induction programs and receive continuous training;
  • facilitating the achievement of Board diversity policies and targets; and
  • ensuring that the composition of the Board is refreshed periodically.
• In the event that the Board appoints a new Chairperson, the Nominating Committee shall be guided by the following principles prior to making recommendations to the Board:
  • that the Senior Independent Director shall lead the appointment process;
  • that a systematic evaluation shall be undertaken to identify the skills and expertise required for the role; and
  • that all short-listed candidates shall be considered with the possibility of obtaining external advice, if necessary.

• The Remuneration Committee shall comprise no less than three (3) members made up exclusively of Non-Executive Directors, a majority of whom must be Independent Directors.
• The members of the Remuneration Committee shall elect a Chairperson from among their number who shall be a non-executive director.
• The primary objective of the Remuneration Committee is to act as a committee of the Board to assist in discharging the Board’s responsibilities in: -
  • assessing the remuneration of: -
    • the Directors reflecting the responsibility and commitment undertaken by the Board members;
    • the Executive Director and/or the CEO of the Company; and
    • the senior management of the Company.
  • setting the relevant performance standards of the Executive Director and/or the CEO and the senior management to commensurate with their remuneration.
• The Remuneration Committee shall have the following responsibilities: -
  • recommending to the Board the remuneration policies, procedures and framework for the remuneration of Directors including remuneration and terms of service of the Executive Director and/or the CEO and senior management in all its forms, drawing from external advice, if necessary;
  • reviewing and recommending to the Board the remuneration packages of the Directors, the Executive Director and/or the CEO and senior management. A fair remuneration is critical to attract, retain and motivate them;
  • determining and setting performance measures for incentive plans of the Executive Director and/or the CEO and the senior management; and
  • reviewing the compensation policy of the Executive Director and/or the CEO and the senior management and ensuring alignment of compensation to corporate performance, and that the compensation offered is in line with market practice and industry norm.

• The Directors shall present a clear and balanced assessment of the Group’s financial position and future prospects that extends to the interim and price-sensitive information and other relevant reports submitted to regulators.
• The Directors shall ensure that the financial statements are prepared so as to give a true and fair view of the current financial status of the Group in accordance with the approved accounting standards.
• The Group’s practice is to announce to the Exchange its quarterly financial results as early as possible within two (2) months after the end of each quarterly financial period or at such other period(s) as maybe stipulated by the Exchange from time to time.
• The Auditors’ Report shall contain a statement from the Auditors explaining their responsibility in forming an independent opinion, based on their audit, of the financial statements.

• The Board shall establish formal and transparent arrangements for considering how financial reporting and internal control principles will be applied and for maintaining an appropriate relationship with the Company Auditors through its Audit and Risk Management Committee.
• The Audit and Risk Management Committee shall also keep under review the scope and results of the audit and its cost effectiveness and the independence and objectivity of the Company Auditors. The Board shall ensure that the Company Auditors do not supply a substantial volume of non-audit services to the Group.
• Appointment of the Company Auditors shall be subjected to approval of shareholders at general meetings. The Company Auditors shall retire during the annual general meetings of the Company every year and be re-appointed by shareholders for the ensuing year.

• The Board shall ensure a well-resourced internal audit function, which critically reviews all aspects of the Group’s activities and its internal controls. Comprehensive audits of the practices, procedures, expenditure and internal audit controls of all business support units and subsidiaries shall be undertaken on a regular basis. The Head of Internal Audit shall have direct access to the Board through the Chairperson of the Audit and Risk Management Committee.
• The Board shall ensure the system of internal controls is reviewed on a regular basis.
• The Audit and Risk Management Committee shall receive reports regarding the outcome of such reviews on a regular basis.

• The Company regards the AGM as an important event in the corporate calendar of which all Directors and key senior executives should attend.
• The Company regards the AGM as the principal forum for dialogue with shareholders and aims to ensure that the AGM provides an important opportunity for effective communication with, and constructive feedback from, the Company’s shareholders.
• The Chairperson shall encourage active participation by the shareholders during the AGM.
• The Chairperson and, where appropriate, others as maybe directed by the Chairperson, shall respond to shareholders’ queries during the meeting. Where necessary, the Chairperson shall undertake to provide a written answer to any significant question that cannot be readily answered at the meeting.

The Directors shall consider requisitions by shareholders to convene an EGM or any other urgent matters requiring immediate attention of the Company.

• The Board acknowledges that the employees are invaluable assets of the Group and play a vital role in achieving the Group’s mission and goals.
• The Board is committed to promoting a safe and healthy working environment that foster mutual respect where employees irrespective of status, position and gender are treated with dignity.

• The Board acknowledges the need to safeguard and minimise the impact on the environment in the course of achieving the Group’s mission and goals.
• The Board shall adopt policies and procedures which includes the sustainability strategies, priorities and targets, as part of its commitment to protect the environment and contribute towards sustainable development.
• The Board supports initiatives on environmental issues.

• The Board acknowledges that the Group should play a vital role in contributing towards the welfare of the community in which it operates.
• The Board shall adopt policies and procedures towards responsible marketing and advertising of its products and services.
• The Board supports charitable causes and initiatives on community development projects.