Environment, Social and corporate Governance for Directors

1. en v i r o n m e n t a l ,
social and corporate
g o v e r n a n c e
Corporate Directors’
Leadership and Integrity Course
All rights reserved. This document is the confidential and proprietary property of Ghazali Md. Noor. This document (including the format and the presentation
thereof) may not be reproduced, modified, sold or otherwise transferred or provided, in whole or in part, to any other person or entity without the prior written
permission of Ghazali Md. Noor.
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Federal Land Consolidation and Rehabilitation Authority (FELCRA Berhad)
Established in 1966.
Its objective is to develop rural sector by helping its community to participate in national economic activities, thus
improving their standard of living. Since September 1st,1997, FELCRA is known as FELCRA Berhad due to its
corporatization. It is no longer a Statutory body but has becomes a fully Government owned co. With the change
of its corporate entity, FELCRA now able explore new business opportunities, in line with national development
aspiration.
The Corporate Directors' Leadership and Integrity Course is held to give exposure to Government officials
who are appointed as Board Members in companies with Government interests regarding the duties and
responsibilities as Board Members in contributing significantly towards the achievement of the company's
goals with the implementation of transparent corporate governance . This course is held to achieve the
following objectives:
i. explain the role of the Board of Directors based on the Malaysian Corporate Governance
Code;
ii. develop the skills of Board Members in line with the provisions under the Malaysian
Companies Act 2016; and
iii. increase effectiveness of the Board of Directors in accordance with the provisions under the
Malaysian Corporate Governance Code.
The Quick Take Playbook is designed to be both:
 A learning aid to be used in class
 A resource to be used after class
28-Sep-22
Quick
Takes
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Environmental, Social and corporate Governance 7-Sep-22

2. Your facilitator
Is a professionally qualified accountant awarded with:
1988 Degree from the Institute of Chartered Secretaries and Administrators
(United Kingdom)
1991 Post Graduate Diploma in Hospital Administration from MPC International Houston,
Texas
1992 Associate of the Chartered Governance Professional (United Kingdom)
2000 Awarded Associate member of Institute of Financial Accountants (United Kingdom)
2001 Certified Financial Planner (Financial Planning Association of Malaysia)
Next steps & implementation
Our programmes are completely customized and affordable. We coordinate your desired outcomes and always
exceed the client’s expectation by providing succinct, sustainable take home value.
‫ي‬ِ‫ل‬ ْ‫و‬َ‫ق‬ ‫وا‬ُ‫ه‬َ‫ق‬ْ‫ف‬َ‫ي‬ ‫ي‬ِ‫ن‬‫ا‬َ‫س‬ِ‫ل‬ ْ‫ن‬ِ‫م‬ ً‫ة‬َ‫د‬ْ‫ق‬ُ‫ع‬ ْ‫ل‬ُ‫ل‬ْ‫اح‬ َ‫و‬ ‫ي‬ ِ
‫ر‬ْ‫م‬َ‫أ‬ ‫ي‬ِ‫ل‬ ْ‫ر‬ِّ‫س‬َ‫ي‬َ‫و‬ ‫ي‬ ِ
‫ْر‬‫د‬َ‫ص‬ ‫ي‬ِ‫ل‬ ْ‫ح‬َ‫ْر‬‫ش‬‫ا‬ ِّ‫ب‬َ‫ر‬
Ertinya:
"Ya rabbku, lapangkanlah untukku dadaku, dan mudahkanlah untukku urusanku, dan lepaskanlah kekakuan dari
lidahku, supaya mereka mengerti perkataanku." (QS. Thoha: 25-28)
2
Ghazali is a Human Capital practitioner with a distinctive career. He carved a
progressive career within diverse business atmospheres. With more than 29 years
of experience, he began his career with Johor Corporation in 1988, followed by
exposures in petroleum multinationals and media industry.
His broad-based experience allows him to develop the coaching element for
Maybank’s IT Transformation project for international consultant Booz & Co
applied to the Maybank group’s IT team in navigating the vast changes.
Areas of focus include:
1. Performance measurement and reporting system implementation utilising
Balanced Scorecard methodology;
2. Plan, develop and conduct a fast track recruitment and selection programme;
3. Job Analysis;
4. Psychometric profiling;
5. Training Needs Analysis; and
6. Develop and deliver 24 Leadership learning and development programmes.
He is a certified trainer by Advanced Training (UK) Ltd and Ikram
Training and Infrastructure Development Institute (ITiDi).
Passionate in sharing through lectures and learning, he is registered as
a Resource Person with Malaysian Institute of Management and
frequent speaker at both local and foreign conferences for Signium
International and Asia Business Forum.
9:46
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Environmental, Social and corporate Governance 7-Sep-22

3. Penjagaan yang sewajarnya
Lembaga Pengarah dikehendaki mengarah hal ehwal organisasi tetapi
bukan untuk menguruskannya.
Jika Pengarah atau Lembaga secara keseluruhannya gagal untuk bertindak
dengan berhati-hati dan, akibatnya, organisasi itu dalam beberapa cara
terjejas, Pengarah atau Pengarah yang cuai itu boleh
dipertanggungjawabkan secara peribadi atas kemudaratan yang
dilakukan.
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Tanggungjawab Lembaga
Kepimpinan Lembaga yang Berkesan
Strategi Organisasi
Risiko berbanding Inisiatif
Perancangan Penggantian
Kelestarian
Piagam Lembaga Pengarah (Board Charter) secara umumnya adalah tertakluk kepada peruntukan di bawah Akta Syarikat 2016. Lembaga Pengarah
syarikat MKD perlu mengetahui, memahami dan menghayati hak, kuasa dan tanggungjawab Lembaga Pengarah yang diperuntukkan di
bawah Akta Syarikat 1965, M&A syarikat MKD, Malaysian Code of Corporate Governance dan Garis Panduan Ahli Lembaga Pengarah Lantikan MKD
ini.
Lembaga Pengarah secara khususnya bertanggungjawab ke atas perkara-perkara berikut:-
 Memastikan bahawa semua peruntukan undang-undang, peraturan dan arahan di bawah Akta Syarikat 2016, Akta Menteri
Kewangan (Pemerbadanan) 1957 dan undang-undang berkaitan industri yang mengawal operasi syarikat MKD dipatuhi
sepenuhnya;
 Memastikan bahawa syarikat MKD beroperasi selaras dengan objektif penubuhannya melalui penyediaan strategi, pelan perniagaan (business
plan) yang mantap, dan rangka kerja tadbir urus yang berkesan. Lembaga Pengarah dipertanggungjawabkan sepenuhnya untuk memastikan
syarikat MKD melaksanakan mandat dan mencapai objektif yang telah ditetapkan. Walau bagaimanapun, sekiranya terdapat cadangan untuk
melaksanakan sesuatu aktiviti yang di luar mandat/objektif penubuhan syarikat MKD berkenaan, kelulusan MKD melalui Bahagian Syarikat
Pelaburan Kerajaan (BSPK), Kementerian Kewangan (MOF) perlu diperoleh terlebih dahulu; 3
An article by Spencer Stuart written by an international team of contributors suggested the following five board of
director responsibilities:
1. Effective board leadership including the processes, makeup and output of the board
2. Strategy of the organisation
3. Risk vs. initiative and the overall risk profile of the organisation
4. Succession planning for the board and top management team
5. Sustainability
In a legal sense, the board is required to direct the affairs of the corporation but not to manage them. It is charged
by law to act with due care. If a director or the board as a whole fails to act with due care and, as a result, the
corporation is in some way harmed, the careless director or directors can be held personally liable for the harm
done.
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Environmental, Social and corporate Governance 7-Sep-22
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4. Peranan Lembaga dalam Pengurusan Strategik
 Memantau perkembangan di dalam dan di luar organisasi
 Menilai dan Mempengaruhi cadangan Pengurusan, keputusan dan tindakan
 Memulakan dan Tentukan misi dan strategi korporat
Kesinambungan Lembaga Pengarah
Ahli Lembaga Pengarah
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The role of the board of directors in strategic management is to carry out three basic tasks:
1. Monitor developments inside and outside the corporation
2. Evaluate and Influence management proposals, decisions and actions
3. Initiate and Determine the corporation’s mission and strategies
The board of directors’ continuum shown in Figure 2–1 shows the possible degree of involvement (from low to
high) in the strategic management process. Boards can range from phantom boards with no real involvement to
catalyst boards with a very high degree of involvement.
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5. Perubahan paradigma Pemegang Taruh
Pegangan - Kepentingan atau bahagian dalam sesuatu
aku janji.
 Contoh: Dari segi kewangan, Encik Johan
memegang 20% kepentingan dalam syarikat itu.
 Ibu bapa mempunyai kepentingan yang besar
dalam pendidikan anak-anak mereka.
Taruhan boleh dikategorikan sebagai:
Siapa pemilik organisasi itu?
 Paradigma lama: hanya pemegang saham dan
sangat sedikit pemegang kepentingan
 Paradigma baharu: pemegang saham dan
pelbagai pihak berkepentingan
Kepentingan pihak berkepentingan…
 Meningkat kerana CSR
 Sempadan  mengembang
 Cth., pemegang kepentingan bukan manusia
Asal-usul Konsep Pemegang Taruh
Apabila seseorang atau kumpulan akan dipengaruhi oleh keputusan,
ia mempunyai KEPENTINGAN dalam keputusan itu
Kepentingan Hak Milik
Hak Perundangan
Hak Moral
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The plant closing will affect people in the community.
This TV commercial demeans women.
A Citizen's interest in a national issue
E.g., US citizens' interest in NAFTA (North American Free Trade Agreement) negotiation:
especially, many business people in California is affected
A moral right or a legal right
It is fair to share equal amount of work among team members and keep the noise down in the office
while working.
Employment Rights Act 1996, as amended, against suffering any harm because of any reasonable
actions they take on health and safety grounds.
Consumer rights when you buy goods and services.
When a person or group has a legal title to an asset or a property
This company is almost mine because I have more than 50% of stocks.
I own 1,000 stocks out of 10,000 of this corporation. So, I can claim at least 10% of ownership.
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6. 9:46
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Pemegang Saham berbanding Pemegang Taruh
Pemegang Taruh –
Mana-mana individu atau kumpulan yang boleh
mempengaruhi atau dipengaruhi oleh tindakan, keputusan,
dasar, amalan atau matlamat organisasi.
6
Siapakah Pemegang Taruh Perniagaan?
Kumpulan Pemegang Taruh Bisnes
Media
Pembekal Kumpulan Minat Khas
Masyarakat
Alam Sekitar:
Sebahagian dari Kelestarian
Pesaing
Pelanggan Komuniti
Pemegang Saham Pekerja
 ….adalah mana-mana orang, syarikat atau institusi lain
yang memiliki sekurang-kurangnya satu bahagian
saham syarikat.
 Pemegang saham adalah pemegang kepentingan
dalam sebuah Syarikat.
 Pemegang saham biasanya tidak bertanggungjawab
secara peribadi untuk hutang syarikat dan kewajipan
kewangan lain.
 Pemegang Taruh tidak selalunya pemegang saham
Meyakinkan Pemegang Taruh Penting
Sustainability, buzz word and one of the key themes
What is Sustainability? (4:00)
We often hear the words 'sustainable' and 'sustainability' in our daily lives. But what does sustainability mean? And
why is it so important? explainity tries to shed some light on these questions.
The Journey of Sustainable Business (12:00)
Can business profit through sustainability or is this all just wishful thinking? Trace the journey from the Industrial
Revolution to the present to find out.
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7. Maklum balas seluruh syarikat holistik
- Dalaman dan Luaran
Bagaimanakah jenama kami
menyampaikan komitmen kami
terhadap ESG & Kelestarian?
Ketua Pegawai Pemasaran
Bolehkah saya membenamkan ESG ke
dalam pembiayaan hutang saya dan
adakah ia akan mengurangkan kos
pembiayaan saya?
Ketua Pegawai Kewangan
Bagaimanakah ESG boleh menyokong
pemulihan COVID-19 kami dan
membantu mewujudkan perniagaan
yang lebih berdaya tahan dan
mampan?
Ketua Pegawai Eksekutif
Apakah cabaran utama kami
dalam mempercepatkan program
strategi ESG kami?
Ketua Pegawai Kelestarian
Bagaimanakah saya boleh
menyelaraskan seluruh tenaga
kerja saya dengan strategi ESG
menyeluruh saya? Apakah halangan
utama?
Ketua Pegawai Sumber Manusia
Ketua Pegawai Perolehan
Bagaimanakah cara saya melibatkan dan
memastikan pembelian pembekal untuk
strategi ESG saya?
Ketua Pegawai Pelaburan
Apakah jenis jaminan yang akan
meningkatkan pandangan kami ke
dalam amalan ESG organisasi
kami?
Sejauh manakah ESG tertanam dalam
proses pelaburan semasa
kami?Head of
Audit Dalam
Adakah kita memanfaatkan
sepenuhnya insentif cukai baharu
yang berkaitan dengan ESG?
Ketua
Percukaian
Ketua Pegawai Operasi
Adakah kita mempunyai keupayaan dalaman yang
sesuai (alat dan teknologi) dan kepakaran untuk
menangani isu ESG?
Apakah cara terbaik untuk kami, untuk
menyelaraskan dan meningkatkan
penglibatan dalaman dan luaran kami
pada ESG?
Pengerusi Jawatankuasa
Audit
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“Corporate governance involves a set of relationships between a company’s management, its board, its
shareholders and other stakeholders ..also the structure through which objectives of the company are set, and the
means of achieving those objectives and monitoring performance are determined.”
Focused on preventing corporate collapses such as Enron collapse.
Why Corporate Governance?
1. Better access to external finance.
2. Lower costs of capital – interest rates on loans.
3. Improved company performance – sustainability.
4. Higher firm valuation and share performance.
5. Reduced risk of corporate crisis and scandals.
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8. Persepsi Risiko
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Stakeholder Engagement
 An approach by which companies successfully implement the transactional level of strategic
management capability.
 Stakeholder Engagement (end @ 2:43, 3:07)
 Interaction with stakeholders must be integrated into every level of decision-making in the
organisation.
 A ladder of stakeholder engagement depicts a continuum from low engagement to high
engagement.
 Transparency: working toward the open corporation.
 Sustainability is the latest emphasis on engaging stakeholders. 28-Sep-22
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9. Evolusi penglibatan pihak berkepentingan berdasarkan 3 pandangan
Pihak
berkepentingan
utama (sosial) –
langsung
Pihak
berkepentingan
sekunder (sosial) –
tidak langsung
Pemegang saham
dan pelabur
Pengawal selia
kerajaan
Pekerja dan
pengurus
Institusi sivik
Pelanggan
Kumpulan tekanan
sosial
Masyarakat
setempat
Media dan
pengulas
akademik
Pembekal dan
rakan niaga lain
Badan
Perdagangan
Pesaing
Nota: Pandangan berubah apabila paradigma berubah.
Jenis Pemegang Taruh
Pandangan
Pengeluaran
Pandangan
Pengurusan
Pandangan
Pemegang Taruh
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Key Questions for effective
Stakeholder Management
1. Who are our organisation’s stakeholders?
2. What are our stakeholders’ stakes?
3. What opportunities and challenges do our stakeholders present to the firm?
4. What responsibilities (economic, legal, ethical, and philanthropic) does the firm have to its
stakeholders?
5. What strategies or actions should the firm take to best address stakeholder challenges and
opportunities?
Unusual stakeholders will become usual
 Natural environment
 Nonhuman species
 Mountain ranges (Himalaya, tallest mountain?)
 Future generations
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10. Pemegang Taruh bukan sosial sekunder yang kuat (mungkin berbahaya untuk sesetengah perniagaan).
https://www.peta.org/
Pemegang Taruh Bukan Sosial
Pihak berkepentingan
bukan sosial utama
Pihak berkepentingan bukan sosial
sekunder
Alam semulajadi
Kumpulan berkepentingan alam sekitar
(mis., Greenpeace)
Generasi masadepan
Pertubuhan kebajikan haiwan (cth.,
tempat perlindungan)
Spesies bukan manusia
Pemegang Taruh Ford Motor
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1. Primary social stakeholder?
2. Secondary social stakeholder?
3. Primary nonsocial stakeholder?
4. Secondary nonsocial stakeholder?
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11. Meneroka
ESG
• Environmental criteria
• Social criteria
• Governance
criteria
Alam Sekitar, Sosial dan Tadbir Urus (ESG) merangkumi pelbagai
kategori pemarkahan dan petunjuk prestasi bukan kewangan untuk
menilai kemampanan perniagaan dan kesan produk dan amalan
perniagaan syarikat terhadap planet dan masyarakat.
Faktor ESG termasuk (tetapi tidak terhad kepada):
Ketelusan ialah elemen teras amalan perniagaan yang bertanggungjawab
dan, untuk ini, ESG menyediakan rangka kerja untuk tindakan, ukuran dan
laporan
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Definition
Corporate governance is defined as the system of rules, practices and processes by which a company is directed
and controlled.
This involves balancing the interests of a company’s stakeholders such as the shareholders, management,
customers, suppliers, financiers, government and the community.
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Environmental, Social and corporate Governance 7-Sep-22

12. Apakah risiko ESG?
ESG ialah subset penunjuk prestasi bukan kewangan yang merangkumi isu tadbir urus korporat yang mampan, etika dan
memastikan terdapat sistem untuk memastikan akauntabiliti. Ia adalah faktor dalam pertimbangan pelaburan,
digunakan dalam strategi penilaian risiko yang digabungkan ke dalam kedua-dua keputusan pelaburan dan proses
Pengurusan risiko.
Modal Sosial
 Hak Asasi Manusia &
Hubungan Masyarakat
 Privasi Pelanggan
 Kualiti & Keselamatan
Produk
 Kebajikan Pelanggan
Model Perniagaan & Inovasi
 Reka Bentuk Produk & Pengurusan
Kitaran Hayat
 Ketahanan Model Perniagaan
 Pengurusan rantaian bekalan
 Kesan Fizikal Perubahan Iklim
Modal insan
 Amalan Buruh
 Kesihatan & Keselamatan
Pekerja
 Penglibatan Pekerja,
Kepelbagaian & Kemasukan
Persekitaran
 Pelepasan GHG
 Pengurusan Sisa & Bahan
Berbahaya
 Kesan Ekologi
Risiko
Perniagaan
dan Risiko
ESG
Kepimpinan & Tadbir Urus
 Etika perniagaan
 Tingkah Laku Berdaya Saing
 Pengurusan Persekitaran
Perundangan & Kawal Selia
 Pengurusan Risiko Insiden
Kritikal
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Importance of corporate governance
Corporate governance provides the framework for attaining a company's objectives and it encompasses every
sphere of management including ;
 Leadership strategy and culture,
 Structure performance and oversight,
 Risk,
 Management information and controls,
 Transparency and reporting
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13. Lanskap risiko telah berubah
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a) The mandatory form, also called ‘comply or else’, is where corporate governance standards are enshrined in
legal enforceable instruments such as Acts or Regulations e.g. in the Companies Act of 2016, with legal penalties
for non-compliance.
b) The voluntary one also known as ‘comply or explain’’ includes guidelines that contain best practices on
particular governance issues such as treatment of shareholders, transparency and accountability among others.
The company has to adhere to these practices or explain why they won’t adhere to them.
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14. Peningkatan risiko hak asasi manusia?
Senarai Withhold Release Orders (WRO) list diterbitkan oleh
U.S. Customs and Border Protection (CBP) A.S. termasuk
empat syarikat dari Malaysia setakat Disember 2020:
 Sime Darby Plantation Berhad,
 FGV Holdings Berhad,
 Top Glove Sdn Bhd, dan
 TG Medical Sdn Bhd.
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The board of directors is the primary direct stakeholder influencing corporate governance in a company. Directors
are appointed by the shareholders and they represent shareholders of the company.
Duties of the Board
The board is tasked with the responsibility of;
 making important decisions (such as corporate officer appointments, executive compensation and dividend
policy)
 setting up company strategic aims and providing leadership to put them in effect
 supervising the management of the business and providing the shareholders with reports on their leadership.
 providing constructive challenge to management to stimulate growth, discussion and debate
 in some instances, the board obligations stretch beyond administrative and financial control, when shareholder
resolutions call for certain social or environmental concerns to be prioritized.
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15. Tercemar reputasi dan hubungan
 Pemeriksaan daripada media & NGO yang membawa kepada
kerosakan jenama dan kehilangan bahagian pasaran
 Tuntutan pelanggan yang lebih ketat terhadap prestasi hak asasi
manusia
 Prestasi yang lemah boleh menyebabkan kehilangan kesukaran untuk
menarik pekerja
 Keperluan ketat mengenai hak asasi manusia berdasarkan kod tingkah
laku pembekal
Mengapa ambil tindakan untuk menangani isu hak asasi manusia?
Sumber: KPMG Menangani Hak Asasi Manusia dalam Perniagaan – Perspektif Eksekutif
Risk
exposure
Kehilangan pelabur dan peningkatan penelitian
pemberi pinjaman
 Kehilangan pelabur akibat skandal hak asasi manusia (iaitu dana
pencen)
 Bank yang melaksanakan syarat pinjaman hak asasi manusia yang
lebih ketat
 Indeks pasaran saham (iaitu FTSE4Good, DJSI) menuntut
ketelusan yang lebih tinggi
Tidak mematuhi peraturan dan piawaian
 Meningkatkan perundangan hak asasi manusia
 Tekanan yang semakin meningkat daripada garis
panduan dan piawaian antarabangsa seperti Prinsip
Panduan PBB mengenai Perniagaan dan Hak Asasi
Manusia (UNGP) dan Piawaian Pelaporan Kemampanan
GRI
15
Mencapai tujuan Syarikat
 Kegagalan menangani isu hak asasi manusia menjejaskan tujuan,
budaya dan nilai syarikat
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Role of Board in corporate governance
To create a transparent set of rules and controls in which shareholders, directors and officers have aligned
incentives.
“It is not enough for a company to merely be profitable; it also needs to demonstrate ethical behaviour,
sound corporate governance practices and environmental awareness.”
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16. Akta Perhambaan Moden 2015
Apa yang perlu dipatuhi?
 Pastikan tiada perhambaan dalam struktur, perniagaan
dan rantaian bekalan organisasi
 Mempunyai dasar berkaitan perhambaan dan
pemerdagangan manusia
 Proses Due Diligence berhubung dengan
perhambaan dan pemerdagangan manusia dalam
perniagaan dan rantaian bekalan
 Kurangkan bahagian perniagaan dan rantaian bekalan
yang terdapat risiko perhambaan dan pemerdagangan
manusia, dan telah memaklumkan langkah untuk
menilai dan mengurusnya
 Keberkesanan dalam memastikan perhambaan dan
pemerdagangan manusia tidak berlaku dalam
perniagaan atau rantaian bekalan, diukur berdasarkan
KPI
 Kesalahan Perhambaan Moden termasuk
perhambaan, perhambaan dan kerja paksa atau
wajib, pemerdagangan manusia dan eksploitasi.
 Berkenaan dengan negara G20 dan digunakan
sebagai model
 Direka bentuk untuk memerangi perhambaan moden
dan menyatukan kesalahan terdahulu yang berkaitan
dengan pemerdagangan dan perhambaan
Peraturan Perhambaan Moden di Malaysia
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 Malaysia is on the Tier 2 Watch List
 The Government of Malaysia does not fullymeet the minimumstandards for the eliminationof trafficking;
however, it is making significanteffortsto do so
 The Ministryof Human Resources draftedlegislative changes that would cover domestic workers under
employment laws, but the new regulationshad not been approved by the Cabinet by the end of the reporting
period, and recruitment practices oftenexposed foreign workers to debt bondage
MalaysianActs and Regulations:
 The Malaysian government has amended the foreign worker levy and Private Employment
AgencyAct to shift debt burdens away from migrant workers
 The 2007 Anti-Traffickingin PersonsAct – amended in 2010 and 2015 – criminalisedlabour and sex
traffickingand prescribed punishmentsof up to 20 years imprisonment,which were sufficiently stringent
 HomeAffairs Ministryheads the Anti-Trafficking Council (MAPO)
 Employment Act 1955
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Environmental, Social and corporate Governance 7-Sep-22

17. 9:46
PG
Pada dasarnya isu-isu semasa dalam organisasi perlu diubah…
Fikirkan semula strategi perniagaan dan cara
mencapainya.
Kesan perniagaan
terhadap alam sekitar &
masyarakat
Kesan persekitaran &
masyarakat terhadap
model perniagaan
17
Fikirkan semula pertimbangan perniagaan
Matlamat Tadbir Urus:
Sebuah syarikat tersenarai dan Pengarahnya mesti
memastikan terdapat rangka kerja seluruh kumpulan yang
mencukupi […] […] termasuk pengawasan prestasi
kewangan dan bukan kewangan kumpulan, strategi dan
keutamaan perniagaan, Pengurusan risiko termasuk
risiko kemampanan material, dan dasar dan amalan tadbir
urus korporat
1. Define relationships between a company’s management, its board, shareholders and other stakeholders.
2. Provide a structure through which the company’s objectives are set, and how they are achieved and
monitored.
3. Recognize the value of business ethics and corporate awareness of society interests to reputation and
long-term success.
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Environmental, Social and corporate Governance 7-Sep-22

18. Kod Tadbir Urus Korporat Malaysia mengenai Risiko
Guidance 1.1 of MCCG:
Board’s roles and responsibilities, amongst others:
 ensure there is a sound framework for internal
controls and risk management
 understand the principal risks of the company’s
business and recognise that business decisions
involve the taking of appropriate risks.
 set the risk appetite within which the board
expects management to operate and ensure that
there is an appropriate risk management framework
to identify, analyse, evaluate, manage and monitor
significant financial and non-financial risks.
Practice 9.1 and 9.2 of MCCG:
1. The board should establish an effective risk
management and internal control framework.
2. The board should disclose the features of its risk
management and internal control framework, and the
adequacy and effectiveness of this framework.
18
9:46
PG
Boards are often comprised of insiders and independent members. Insiders are major shareholders, founders and
executives.
Independent directors do not share the ties of the insiders, but they are chosen because of their experience
managing or directing other large companies.
Independents are considered helpful and more effective for governance because;
 they dilute the concentration of power and help align shareholder interest with those of the insiders.
 they ensure that business decisions are not dominated by any one director or CEO
 they are seen as unbiased and therefore well placed to guide the company operations.
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Environmental, Social and corporate Governance 7-Sep-22

19. Kajian Kes – Risiko Iklim di Malaysia
Sumber: https://www.therakyatpost.com/2019/11/06/9-msian-cities-will-be-underwater-by-2050-due-to-rising-sea-levels/ 19
9 bandar raya Malaysia akan berada di bawah air menjelang 2050 berikutan peningkatan paras air laut
Firma penyelidikan yang berpangkalan di Malaysia, Centre for Governance and Political Studies (Cent-GPS) menjalankan
simulasi digital kesan peningkatan paras laut di negara ini. Kajian menunjukkan bahawa 9 negeri utama akan terjejas dan
akan mempunyai bahagian tanah di bawah paras laut menjelang 2050.
9:46
PG
Inside directors (sometimes called management directors) are typically officers or executives employed by the
corporation.
Outside directors (sometimes called non-management directors) may be executives of other firms but are not
employees of the board’s corporation.
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Environmental, Social and corporate Governance 7-Sep-22

20. Mengapa risiko ESG penting?
Selama bertahun-tahun, kadar yang semakin meningkat di mana organisasi lain gagal mengurus isu ESG, yang membawa
kepada kesan ke atas reputasi, kesetiaan pelanggan dan prestasi kewangan. Dalam banyak kes, media, media sosial
dan kempen pertubuhan bukan kerajaan yang lain memainkan peranan dalam membawa isu ini ke perhatian masyarakat
sivil dan organisasi.
Source: “Pengurusan Risiko Perusahaan Menerapkan Pengurusan risiko perusahaan kepada risiko alam sekitar, sosial dan berkaitan tadbir urus” WBCSD & COSO, 2018
20
9:46
PG
Furthermore, the board can also comprise of non executive directors. These are members of the board who are
not part of the executive management team. They are not involved in the day to day management of the company
but monitor executive activity of the company. They play an important role in terms of dispute resolution between
the company and executive directors of the company, connecting the business to the outside world and ensuring
that all audit requirements are satisfied by the company.
Poor Board composition can is normally seen from;
 Lack of challenge
 Lack of Board committees
 Management habit of overriding controls
 Family members or friends of share holders holding Board positions without appropriate skills
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Environmental, Social and corporate Governance 7-Sep-22

21. STRATEGI
KORPORAT
Penilaian
&
Penilaian
Risiko
Penilaian
&
Penilaian
Risiko
Kenal pasti & Analisis
Risiko, termasuk
isu-isu ESG
Tadbir
Urus &
Budaya
untuk
Risiko
berkaitan
ESG
Integrasi risiko ESG
Menggabungkan ESG ke dalam analisis risiko perniagaan boleh mengukuhkan pemahaman syarikat tentang rangkaian
penuh risikonya, meningkatkan Pengurusan kemampanannya dan meningkatkan prestasi perniagaan secara
keseluruhan. Begitu juga, menggabungkan lensa risiko perniagaan ke dalam Pengurusan kemampanan boleh membantu
menterjemah prestasi kemampanan ke dalam bahasa yang berkaitan dengan perniagaan.
Rawatan Risiko, Pantau & Semakan
PENGURUSAN
KEMAMPANAN
21
9:46
PG
A survey of directors of U.S. corporations revealed the following criteria in a good director:
 Willing to challenge management when necessary—95%
 Special expertise important to the company—67%
 Available outside meetings to advise management—57%
 Expertise on global business issues—41%
 Understands the firm’s key technologies and processes—39%
 Brings external contacts that are potentially valuable to the firm—33%
 Has detailed knowledge of the firm’s industry—31%
 Has high visibility in his or her field—31%
 Is accomplished at representing the firm to stakeholders—18%
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Environmental, Social and corporate Governance 7-Sep-22

22. Sepadukan risiko ESG ke dalam Rangka Kerja ERM
Tadbir urus, atau pengawasan
dalaman, menetapkan cara
keputusan dibuat dan cara
keputusan ini dilaksanakan.
Menggunakan ERM pada
risiko berkaitan ESG
termasuk meningkatkan
kesedaran Lembaga
Pengarah dan Pengurusan
eksekutif tentang risiko
berkaitan ESG – menyokong
budaya kerjasama di kalangan
mereka yang
bertanggungjawab untuk
Pengurusan risiko isu ESG.
22
9:46
PG
The most effective boards accomplish much of their work through committees.
Although they do not usually have legal duties, most committees are granted full power to act with the authority of
the board between board meetings.
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Environmental, Social and corporate Governance 7-Sep-22

23. Strategi/Rancangan Operasi
Keutamaan Lain Keutamaan Pengurangan Risiko
Tahap Tidak Diterima
Tahap Boleh Terima
Pemantauan
& Semakan
Pemegang
Saham
Pekerja
Pandangan
Masadepan
Rancangan
Pertumbuhan
Kenal pasti Risiko
Analisa Risiko
Penilaian Risiko
Komuniti
Setempat
Pelanggan
NGO
Setempat
Kerajaan/
Institusi
Rantaian
Bekalan
Dalaman Luaran
Pengurusan
Risko
Keutamaan
Pengetahuan
Risiko
Rangka kerja Pengurusan risiko perusahaan bersepadu
Mengguna pakai pelbagai pendekatan
inovatif dan kolaboratif yang
mempertimbangkan sumber risiko serta kos
dan faedah setiap pendekatan menyokong
kejayaan respons ini.
Menggunakan ERM pada risiko berkaitan
ESG termasuk menilai tahap risiko dalam
Pengurusan bahasa yang boleh
digunakan untuk mengutamakan risiko.
Memanfaatkan kepakaran subjek ESG
adalah penting untuk memastikan risiko
berkaitan ESG yang muncul atau jangka
panjang tidak diabaikan atau
didiskaunkan, sebaliknya dinilai dan diberi
keutamaan dengan sewajarnya.
23
9:46
PG
In response to the many corporate scandals uncovered since 2000, the U.S. Congress passed the Sarbanes–
Oxley Act in June 2002. This act was designed to protect shareholders from the excesses and failed oversight
that characterized criminal activities at Enron, Tyco, WorldCom, Adelphia Communications, Qwest, and Global
Crossing, among other prominent firms.
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Environmental, Social and corporate Governance 7-Sep-22

24. Kenal pasti & analisis risiko ESG
Menggunakan pendekatan ini melalui kerjasama antara Pengurusan risiko dan pengamal kemampanan meningkatkan
risiko berkaitan ESG kepada inventori risiko dan meletakkannya untuk penilaian dan tindak balas yang sesuai.
24
9:46
PG
Some trends in corporate governance are:
 Boards shaping company strategy
 Institutional investors active on boards
 Shareholder demands that directors and top management own significant stock
 More involvement of non-affiliated outside directors
 Increased representation of women and minorities
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Environmental, Social and corporate Governance 7-Sep-22

25. Pemetaan Kesan dan Kebergantungan
Penglibatan Pemegang Taruh
Kepentingan penglibatan pihak berkepentingan dalam menilai risiko
Syarikat terkemuka menggunakan pelbagai pendekatan untuk mengenal pasti risiko berkaitan iklim, seperti analisis
megatrend, analisis SWOT, impak dan pemetaan kebergantungan, penglibatan pihak berkepentingan dan penilaian
materialiti ESG.
Alat ini boleh membantu mengenal pasti dan menyatakan isu iklim dari segi bagaimana risiko mengancam pencapaian
strategi korporat dan objektif perniagaan.
25
9:46
PG
Some other trends in corporate governance are:
 Boards evaluating individual directors
 Smaller boards
 Splitting the Chairman and CEO positions
 Shareholders may begin to nominate board members
 Society expects boards to balance profitability with social needs of society
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Environmental, Social and corporate Governance 7-Sep-22

26. Contoh: Allianz SE
Sumber: Pendekatan ESG kami (Allianz), URL: https://www.allianz.com/en/sustainability/business-integration/esg-approach.html
Contoh: rangka kerja Pengurusan risiko perusahaan bersepadu
Allianz mempunyai pelbagai instrumen yang disepadukan dalam pelaburan dan aktiviti Pengurusan aset mereka, cth.
(1) Proses rujukan ESG dan garis panduan perniagaan yang
sensitif,
(2) dasar pengecualian ESG dan
(3) penglibatan dan dialog:
26
9:46
PG
GE’s Board of Directors
 GE’s board consists of:
 Members of companies, academia, and government
 16 members, 5 different committees
 They meet about 12 times annually
 25% of the board are women (more than usual)
 Generally, the larger the company, the greater its gender diversity.
 Diverse boards are less likely to fall victim to groupthink.
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Environmental, Social and corporate Governance 7-Sep-22

27. Kesalinghubungan Risiko
Semakan dan semakan aktiviti ERM adalah penting untuk menilai keberkesanannya dan mengubahsuai pendekatan
mengikut keperluan. Organisasi boleh membangunkan petunjuk khusus untuk memaklumkan Pengurusan tentang
perubahan yang perlu dicerminkan dalam kenal pasti risiko, penilaian dan tindak balas. Maklumat ini dilaporkan
kepada pelbagai pihak berkepentingan dalaman dan luaran.
27
9:46
PG
Contemporary corporate governance started in 1992 with the Cadbury report in the UK.
Cadbury was the result of several high profile company collapses.
Sir George Adrian Cadbury was a Director of the Bank of England from “1970–1994” and of IBM from “1975-
1994”. He was Chairman of the UK Committee on the Financial Aspects of Corporate Governance which
published its Report and Code of Best Practice ("Cadbury Report and Code") in December 1992.
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Environmental, Social and corporate Governance 7-Sep-22

28. Source: National Water Research Institute of Malaysia (NAHRIM)
Projected
impact of
climate
change -
2050
Analisa Senario
28
9:46
PG
The Cadbury Report: titled Financial Aspects of Corporate Governance, is a report of a committee chaired by
Adrian Cadbury that sets out recommendations on the arrangement of company boards and accounting systems
to lessen corporate governance risks and failures.
The report was published in 1992. The report's recommendations have been adopted in varying degree by the
European Union, the United States, the World Bank, and others.
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Environmental, Social and corporate Governance 7-Sep-22

29. Sebagai pematuhan kepada cadangan Task Force on Climate-related Financial Disclosures (TCFD), BNP Paribas telah
menjalankan analisis senario iklim mengenai strateginya, seperti berikut:
BNP Paribas menjalankan analisis senario pada 2019 untuk menilai daya tahan buku pinjamannya terhadap risiko peralihan
dan risiko fizikal.
Ia terutamanya periksa;
 Kesan perubahan iklim terhadap
risiko kedaulatan dan pendedahan
yang lebih kurang ketara daripada
pelbagai sektor ekonomi kepada risiko
dan peluang peralihan tenaga.
 Risiko iklim menjana risiko
kewangan bukan sahaja melalui kesan
langsung ke atas aset mereka, tetapi
juga dari segi kesan tidak langsung
melalui rantaian bekalan dan pasaran
mereka.
29
9:46
PG
Kajian kes analisis senario – BNP Paribas
Cadbury Report Recommendations
1. Wider use of independent directors.
2. Introduction of audit committee.
3. Separation between Chairman and CEO.
4. Loyalty to detailed code of best practices.
5. Protect rights of Shareholders.
6. Recognize the rights of Stakeholders.
7. Timely and accurate Disclosure.
8. Responsibility of the Board of directors.
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Environmental, Social and corporate Governance 7-Sep-22

30. Respons Risiko
Terima: Jangan
ambil tindakan
untuk mengubah
tahap keterukan
risiko
Elakkan: Buang
risiko
Kejar: Tukar risiko
kepada peluang
Kurangkan: Ambil
tindakan
untuk mengurangkan
keterukan risiko
Kongsi: Pemindahan a
sebahagian daripada
risiko atau
bekerjasama secara
luaran
 Fokus pada risiko
yang sejajar
dengan strategi
dan jatuh dalam
selera risiko dan
tidak mungkin
menjadi lebih
teruk.
 Syarikat boleh
menerima risiko
dan
membangunkan
rancangan untuk
pemantauan rapi
terhadap andaian
yang
menyebabkan
organisasi
menerima risiko
tersebut
 Fokus pada risiko
yang organisasi
mungkin
mempunyai
toleransi sifar
 Organisasi boleh
mengelakkan
risiko
sepenuhnya atau
sekurang-
kurangnya
mengurangkan
kemungkinan ia
akan berlaku.
 Fokus pada risiko
yang boleh
membuka kunci
nilai untuk
organisasi.
 Organisasi boleh
berinovasi dan
membangunkan
tindakan baharu
untuk
mengurangkan
risiko, sambil
mengekalkan
nilainya.
 Fokus pada risiko
yang mempunyai
keterukan yang
lebih tinggi
daripada selera
risiko yang
ditetapkan.
 Organisasi boleh
menerima
beberapa tahap
risiko dan
kemudian
melaksanakan
aktiviti mitigasi
untuk
mengurangkan
baki risiko ke
dalam selera
risiko.
 Fokus pada risiko
yang mungkin
terlalu besar atau
kompleks untuk
diurus oleh satu
entiti.
 Organisasi
mungkin termasuk
kerjasama industri
atau isu khusus
dengan
perniagaan lain,
badan profesional,
kerajaan, NGO,
pemain industri.
Sumber: Pengurusan Risiko Perusahaan Menerapkan Pengurusan risiko perusahaan kepada risiko alam sekitar, sosial dan berkaitan tadbir urus, COSO & WBCSD, 2018
30
9:46
PG
Corporate Governance Parties
1. Shareholders : those that own the company.
2. Directors : Guardians of the Company’s assets for the Shareholders.
3. Managers: who use the company’s assets.
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Environmental, Social and corporate Governance 7-Sep-22

31. Materialiti ESG Konvensional (contoh)
 Visi Kumpulan Syarikat
 Rancangan perniagaan
 Peluang dan Risiko
- menemu bual eksekutif
yang bertanggungjawab
ke atas perniagaan serta
fungsi korporat
 Sentimen Pelabur
- temu bual pelabur
institusi utama
 Pendedahan Risiko
Sektor
- berdasarkan penilaian
ESG
Mewujudkan strategi berdaya tahan
Menjajarkan bahan ialah sama dengan strategi perniagaan
dan penciptaan nilai
Penapis dan tambahan
31
 Memperkukuh Tadbir Urus
Korporat
 Menggalakkan Pengurusan Risiko
dan Pematuhan
 Menggalakkan dialog dengan
pihak berkepentingan
 Langkah Balas untuk Perubahan
Iklim
 Menggalakkan pembuatan mesra
alam
 Mengurangkan kesan alam sekitar
melalui produk dan perkhidmatan
 Kitar semula, guna semula,
mengilang semula produk
 Tingkatkan Kepuasan Pelanggan
 Memastikan kualiti dan
keselamatan
 Melabur dalam Modal Insan dan
menggalakkan kepelbagaian
 Hormati Hak Asasi Manusia
 Menyumbang kepada masyarakat
setempat
E
S
G
Terangkan
bagaimana ia
bersambung kepada
nilai dengan
menggunakan Model
ESG-ROIC
Merangka pelan
perniagaan
jangka
pertengahan
Pecahkan rantaian
nilai setiap
perniagaan dan
tetapkan KPI untuk
memantau kemajuan
Kenal pasti isu
material yang sejajar
dengan strategi
perniagaan dan unik
kepada syarikat
Materialiti ESG konvensional menggariskan isu yang penting,
tetapi tidak unik kepada syarikat
9:46
PG
There's plenty of evidence that companies prioritizing ESG issues actually generate superior long-term financial
performance across a range of metrics -- including sales growth, return on equity (ROE), return on invested
capital (ROIC), and even alpha (market outperformance).
It's not profit margins that determine a company's desirability; it's how much cash can be produced by every dollar
that shareholders or lenders invest in a company. Measuring the real cash-on-cash return is what ROIC seeks to
accomplish.
ROIC is sort of like return on equity but greatly improves upon it. ROE -- net income divided by the average
shareholder equity in use over the period being examined -- takes into account in the denominator only the net
assets a company has in use. A major problem with this calculation is that certain liabilities mandated by generally
accepted accounting principles, or GAAP, reduce the amount of resources at the company's disposal in the ROE
equation. Depending on the circumstances, though, these liabilities should not be counted as a reduction in the
capital working for the benefit of shareholders. They should be counted as an addition to capital in use by
shareholders. That being the case, moving an amount out of liabilities and into owners' equity necessarily
increases the denominator of the ROE equation and thus lowers the company's ROE.
Elements of Corporate Governance
1. Good Board practices.
2. Control Environment.
3. Transparent Disclosure.
4. Well-defined shareholder rights.
5. Board Commitment.
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32.  Bagaimanakah syarikat berbanding pesaing?
 Adakah produk yang ditawarkan bersedia dari perspektif ESG?
 Adakah komponen ESG digabungkan dalam model operasi
sasaran?
 Adakah keperluan ESG baharu yang dipaparkan oleh
pelanggan diambil kira dalam objektif pelaburan?
Elemen utama untuk diusahakan oleh Syarikat dan Lembaga Pengarah
 Adakah syarikat mengetahui perkara ESG di seluruh
organisasi, termasuk proses, sistem dan kawalan?
 Adakah analisis fungsian mengambil kira ESG?
 Adakah ESG dipertimbangkan semasa membangunkan
produk?
 Adakah terdapat sebarang pengaturan untuk memasukkan
ESG dalam syarikat?
 Adakah risiko ESG disepadukan dalam prosedur dan polisi?
 Bagaimanakah syarikat berbanding dengan yang setaraf?
 Adakah produk yang ditawarkan bersedia dari perspektif ESG?
 Adakah komponen ESG digabungkan dalam model operasi
sasaran?
 Adakah keperluan ESG baharu yang dipaparkan oleh
pelanggan diambil kira dalam objektif pelaburan?
 Adakah syarikat bersedia untuk menghadapi perubahan
peraturan yang akan datang?
 Apakah jurang yang sudah boleh dikenal pasti?
Strategi
Keberkesanan
Operasi
Pematuhan
Peraturan
1
2
3
32
9:46
PG
1. Good Board Practices
 Clearly defined roles and authorities.
 Duties and responsibilities of Directors understood.
 Board is well structured.
 Appropriate work and mix of skills.
 Appropriate Board procedures.
 Director compensation in line with best practice.
 Board self-evaluation and training conducted.
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33.  Adakah anda mempertimbangkan kesan
berkaitan ESG semasa menilai risiko dan
peluang anda?
 Adakah anda menilai respons risiko di peringkat
Kumpulan dan peringkat entiti untuk memahami
kesan keseluruhan kepada profil risiko entiti?
 Adakah anda membangunkan tindak balas risiko
yang sesuai berdasarkan faktor khusus entiti
(cth. lokasi, kos dan faedah serta selera risiko)?
 Berapa kerap anda menyemak proses sedia ada
untuk mengenal pasti penambahbaikan dalam
cara risiko berkaitan ESG diuruskan oleh ERM?
 Adakah anda mempunyai proses untuk
mengenal pasti dan menilai perubahan dalaman
dan luaran yang boleh menjejaskan strategi atau
objektif perniagaan secara substantif?
 Bagaimanakah anda berkomunikasi dan
melaporkan maklumat risiko berkaitan ESG yang
berkaitan secara luaran untuk memenuhi
kewajipan kawal selia dan menyokong
pembuatan keputusan pihak berkepentingan?
 Adakah anda mempertimbangkan peluang
untuk menerapkan ESG dalam budaya dan
nilai teras syarikat?
 Adakah Lembaga/ Pengurusan dimaklumkan
tentang risiko berkaitan ESG yang sedia ada
dan baru muncul?
 Adakah anda memetakan struktur operasi,
pemilik risiko untuk risiko berkaitan ESG,
garis pelaporan dan ERM hujung ke hujung
dan proses perancangan strategik?
 Adakah anda membenamkan kemahiran,
keupayaan dan pengetahuan berkaitan ESG
dalam pengambilan pekerja dan Pengurusan
bakat untuk menggalakkan integrasi?
 Bagaimanakah anda mengenal pasti/ sentiasa
mengikuti aliran mega/ isu yang timbul yang
berlaku dalam persekitaran operasi anda?
 Adakah anda menjalankan penilaian materialiti
untuk menerangkan isu ESG yang penting?
 Adakah anda melibatkan diri dengan pihak
berkepentingan dalaman dan luaran untuk
memahami trend ESG yang baru muncul?
 Adakah anda mempertimbangkan risiko
berkaitan ESG dalam proses Pengurusan risiko
perusahaan dan/atau pembangunan strategi
anda?
 Bagaimanakah anda mengenal pasti risiko
berkaitan ESG yang mungkin memberi kesan
kepada pelan strategik dan operasi organisasi?
Apakah kesan risiko berkaitan ESG kepada
anda?
33
9:46
PG
Semak sendiri:
Apakah keadaan kesiagaan anda?
2. Control Environment
 Internal control procedures.
 Risk management framework present.
 Disaster recovery systems in place.
 Media management techniques in use.
 Business stability procedures in place.
 Independent external auditor conducts audits.
 Independent audit committee established.
 Internal Audit Function.
 Management Information systems established.
 Compliance Function established.
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Environmental, Social and corporate Governance 7-Sep-22

34. Pelbagai peluang dalam transformasi mampan
Fahami ESG /
cabaran
transformasi yang
mampan
Integrasikan
ESG /
risiko
kemampanan
ke dalam
Pengurusan
risiko
Memahami dan
bertindak balas
terhadap ESG
/ peraturan berkaitan
kemampanan
Kredibiliti ESG /
pendedahan
kemampanan
Tentukan implikasi
strategik dan tindak
balas transformasi
mampan
Meningkatkan
kecekapan dan
kemampanan
operasi
Tunjukkan dan
berinovasi kes
perniagaan untuk
transformasi yang
mampan
Mengintegrasikan
ESG / kemampanan
ke dalam rantaian
bekalan
Integrasikan
ESG /
kemampanan
dalam
pembiayaan,
pelaburan dan
urus niaga
Mengukur dan
menyampaikan nilai
korporat
34
9:46
PG
3. Transparent Disclosure
 Financial Information disclosed.
 Non-Financial Information disclosed.
 Financials prepared according to International Financial Reporting Standards (IFRS).
 Companies Registry filings up to date.
 High-Quality annual report published.
 Web-based disclosure.
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Environmental, Social and corporate Governance 7-Sep-22

35. Penciptaan dan pemeliharaan nilai
35
Pandemik ini boleh dikatakan sebagai krisis kemampanan pertama abad ke-21, dan ia berkemungkinan akan
membantu mempercepatkan tindakan dalam kalangan pelabur terhadap risiko kemampanan jangka panjang.
Olivia Albrecht,
Ketua Strategi Perniagaan ESG
9:46
PG
4. Well-Defined Shareholder Rights
 Minority shareholder rights formalized.
 Well-organized shareholder meetings conducted.
 Policy on related party transactions.
 Policy on extraordinary transactions.
 Clearly defined and explicit dividend policy.
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Environmental, Social and corporate Governance 7-Sep-22

36. Securities Capital Market Development Funds
(“CMDF”) menyediakan sukuk dan skim geran bon
Green Sustainable and Responsible Investment
(“SRI”) bernilai sehingga RM6 juta.
Penggunaan geran tersebut adalah untuk tujuan
membiayai perbelanjaan semakan luar daripada
terbitan Sukuk dan Bon SRI Hijau. Had setiap terbitan
jika pada RM300 ribu.
Terbitan Sukuk dan Bon perlu mematuhi keperluan
salah satu daripada piawaian kebangsaan dan
serantau berikut:
Rangka Kerja Sukuk SRI Suruhanjaya Malaysia; atau
Piawaian Bon Hijau, Sosial atau Kemampanan ASEAN
Memanfaatkan inisiatif ESG - insentif Kerajaan
Seperti yang diumumkan dalam Bajet 2021, Kerajaan
Malaysia menyediakan pengecualian cukai
pendapatan daripada geran yang diterima daripada
CMDF untuk perbelanjaan semakan luaran dalam
terbitan Sukuk dan Bon SRI Hijau. Pengecualian ini
disediakan sehingga 31 Disember 2025.
Kerajaan juga akan menerbitkan bon kemampanan
pada 2021, dengan matlamat untuk membiayai inisiatif
hijau dan sosial kerajaan.
Kerajaan juga akan meneruskan Green Technology
Financing Scheme 3.0 (GTFS 3.0) dengan saiz dana
RM2 bilion selama 2 tahun sehingga 2022 yang akan
dijamin oleh Danajamin bagi menggalakkan
penerbitan sukuk SRI.
36
9:46
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5. Board Commitment
 The Board discusses corporate governance issues and has created a corporate governance committee.
 The company has a corporate governance champion.
 Appropriate resources are committed to corporate governance initiatives.
 Policies and procedures have been formalized and distributed to relevant staff.
 A corporate governance code has been developed.
 The company is recognized as a corporate governance leader.
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Environmental, Social and corporate Governance 7-Sep-22

37. 9:46
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37
1. Green Bonds / Sukuk
Bon hijau merujuk kepada instrumen
pendapatan tetap untuk mengumpul dana
melalui pasaran modal, manakala hasilnya
hanya terpakai untuk projek "hijau" atau
"mampan", iaitu aset atau aktiviti perniagaan
dengan faedah alam sekitar, seperti tenaga
boleh diperbaharui, pengangkutan rendah
karbon atau projek perhutanan.
Bon hijau dan sukuk kebanyakannya
diterbitkan berdasarkan piawaian/keperluan
pelaporan seperti Prinsip Bon Hijau (“GBP”),
Piawaian Bon Hijau ASEAN dan Rangka Kerja
Sukuk Pelaburan Mampan dan
Bertanggungjawab (“SRI”). Sehingga Oktober
2020, terdapat 12 terbitan bon hijau di
Malaysia dengan kemudahan terbitan
sehingga RM6 bilion.
3. Pinjaman Berkaitan
Kemampanan (“SLL”)
SLL ialah instrumen hutang hijau yang
diperkenalkan baru-baru ini, di mana hasil
daripada pinjaman diperuntukkan
sepenuhnya untuk tujuan korporat am,
bukannya projek hijau tertentu.
Penetapan harga pinjaman adalah
berdasarkan skor alam sekitar, sosial dan
tadbir urus (peminjam) (“ESG”) korporat atau
pencapaian kemampanan keseluruhan seperti
pengurangan pelepasan. Ia biasanya
dikaitkan dengan indeks penanda aras
kemampanan seperti Indeks Kemampanan
Dow Jones
2. Pinjaman Hijau Korporat
Pinjaman Hijau ditakrifkan sebagai sebarang
jenis instrumen pinjaman semata-mata untuk
membiayai atau membiayai semula, secara
keseluruhan atau sebahagian, projek hijau
baharu dan/atau sedia ada yang layak.
Klasifikasi pinjaman hijau agak baharu dengan
terbitan Prinsip Pinjaman Hijau baru-baru ini
oleh Persatuan Pasaran Pinjaman pada tahun
2018. Walaupun masih dalam tahun-tahun
awalnya, terbitan pinjaman hijau berjumlah kira-
kira USD 60bn pada tahun 2018. Di rantau
ASEAN, Kumpulan ING mengeluarkan pinjaman
hijau patuh GLP pertama untuk membiayai
portfolio projek solar atas bumbung di
Singapura pada 2019.
Pilihan untuk pembiayaan hijau - instrumen hutang pembiayaan hijau
It is important to note that there must be synergy between the shareholders, board of directors and company
secretary because this ensures the smooth running of a company.
They also have to involve everyone in the company in corporate governance so that there is growth and
sustainability of the company.
‘’ The real mechanism for corporate governance is the involvement of the owners.’’
Louis Gerstner
Board Chairman & CEO of IBM
1993-2002.
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Environmental, Social and corporate Governance 7-Sep-22

38. Lembaga
Pengarah
bertanggungjawab
Menubuhkan Jawatankuasa peringkat Lembaga Pengarah
yang bersesuaian seperti berikut:-
Jawatankuasa Audit, Risiko & Integriti (JARI)
Jawatankuasa Pencalonan & Ganjaran
Jawatankuasa Perolehan
Badan Penasihat Transformasi
9:46
PG
Directors and Officers insurance (D&O) is designed to protect a company and its leadership (directors and officers
and key executives) against the potential consequences of alleged wrongdoings, such as financial
mismanagement, misappropriation of funds, and negligence.
A directors and officers policy can pay legal fees, damages, agreed-upon settlements, and some civil penalties.
Depending on the policy, you may also get help for investigative costs. Privately and publicly held companies as
well as non-profits and associations can obtain Directors and Officers insurance.
The policy you choose will depend on your bylaws and your organisational structure. In general, it can include:
 Side A Coverage: Protects the personal assets of directors and officers from liabilities that are "not
indemnified" by the corporation.
 Side B Coverage: Provides insurance to the corporation when the corporation is required, in accordance with
its articles of incorporation, by-laws or other agreement, to indemnify its directors and officers for claims made
against them.
 Side C Coverage: Protection for the company itself when it is listed as a defendant in a claim There may be
serious limitations in coverage, such as discrimination exclusions and employee dishonesty exclusions, among
others. What's more, there are many ways to structure directors and officers coverage. The best option is to
build out a comprehensive plan of protection that dovetails with your management and professional liability
insurance.
Furthermore, General Liability and Umbrella policies typically don't provide coverage for management
liability losses so the assets of your company and key individuals will not be protected in Directors &
Officers types of situations.
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28-Sep-22
Environmental, Social and corporate Governance 7-Sep-22

39. Corporate Governance
CG is the system corporations are directly controlled.
What is Corporate Governance? (3:00)
Is concerned with the relative roles, rights, and accountability of such stakeholder groups as owners, boards of
directors, managers, employees, and other stakeholders.
Chairman as Leader of the Board
Primary role
 Provide overall leadership to the board
Function
 Principal link between board and CEO/management team
 Responsible for board agenda and work plan
 Work with board committee chairmen
 Involved in selection and induction of new directors
 Counsel individual directors on their performance
 Participate in discussions with investors, key stakeholders
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9:46
PG
39
Rangka kerja tadbir urus
Hierarki kuasa pemerbadanan
Sesebuah Syarikat itu merupakan anak Syarikat kepada
Syarikat yang lain jika Syarikat yang lain itu
 menguasai keahlian Lembaga Pengarah
perbadanannya
 menguasai lebih daripada separuh kuasa mengundi
 memegang lebih daripada separuh modal saham
yang diterbitkan olehnya
 Syarikat yang lain itu Syarikat induk kepada Syarikat
pertama
Peranan 4 Kumpulan Utama –
1. Pemegang saham -
 Stok sendiri dalam firma, memberikan mereka
kawalan muktamad (model keutamaan
pemegang saham).
2. Lembaga Pengarah -
 Mentadbir dan menyelia Pengurusan perniagaan.
3. Pengurus (terutamanya, Pengurusan atasan) -
 Individu yang diupah oleh Lembaga Pengarah
untuk menguruskan perniagaan setiap hari.
4. Pekerja -
 Diupah untuk melaksanakan kerja operasi
sebenar
Pengasingan Pemilikan daripada
Kawalan
Menyumbang kepada
Masalah Tadbir Urus
28-Sep-22
Environmental, Social and corporate Governance 7-Sep-22

40. Menteri
Kewangan
Nasihat
KPLB
Pemantauan, Pengurusan Maklumat &
Perhubungan
Board of Directors
CEO
Manco
Maklum balas
1. Menyokong kepimpinan &
keberkesanan Lembaga;
2. Menjaga integriti laporan
kewangan & korporat;
3. Menguruskan risiko untuk
memelihara & mencipta
nilai; &
4. Memperkukuh hubungan
dengan pemegang saham
Legacy
Investments
FELCRA
Transformation
New
Investments
Human Capital
Management
4 Prinsip MCCG 2012: Tunggak Utama Key Performance Indicators
Financial KPIs
Profits & RoE
Stakeholder
Engagement:
1. MoF Inc
2. Peserta
Internal Controls
& Process
Komposisi
Lembaga
Tugas & Kuasa
Jawatankuasa
Pendedahan
Wajib
Bagaimana
melaksana
garispanduan
Learning
Institution
Building
Struktur delegasi tadbir urus korporat
40
9:46
PG
Jawatan
kuasa
Audit,
Risiko &
Integriti
Jawatan
kuasa
Pencalonan
& Ganjaran
Jawatan
kuasa
Perolehan
Badan
Penasihat
Transformasi
Accountability is ensured through cross communication & multiple surveillance channels & authorities
EPU Treasury.
Presence of various ministries & watchdogs, discourages corruption & fraud.
40
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Environmental, Social and corporate Governance 7-Sep-22

41.  Memastikan Manual Perolehan diwujudkan & dikemas kini serta
diperakukan untuk pertimbangan & kelulusan Lembaga Pengarah; &
 Menimbang & memutuskan tender mengikut had nilai kuasa perolehan
yang diluluskan oleh Lembaga Pengarah.
 Meneliti & menimbangkan cadangan pelaburan yang
dikemukakan pihak Pengurusan;
 Memantau perancangan & aktiviti pelaburan agar mengikut bajet yang ditetapkan; &
 Memastikan penilaian risiko dibuat ke atas setiap cadangan pelaburan.
 Meneliti cadangan pelantikan/pelantikan semula serta
tempoh perkhidmatan Pengerusi, ALP & Pengurusan
kanan Syarikat termasuk Pengarah Urusan/Ketua
Pegawai Eksekutif (MD/CEO). Kesemua cadangan ini
perlu dibentangkan di peringkat Lembaga Pengarah
untuk perakuan sebelum dikemukakan untuk kelulusan
MKD kecuali bagi pelantikan Pengurusan kanan; dan
 Menimbang & memperakukan mengenai cadangan
pelarasan struktur gaji, kenaikan gaji tahunan MD/CEO &
staf, semakan Perjanjian Bersama Kesatuan Pekerja
(CollectiveAgreement) & pembayaran bonus. Kesemua
cadangan ini perlu dibentangkan di peringkat Lembaga
Pengarah untuk perakuan sebelum dikemukakan untuk
kelulusan MKD kecuali kenaikan gaji tahunan staf.
41
Badan
Penasihat
Transformasi
Jawatan
kuasa
Pencalonan
& Ganjaran
Jawatan
kuasa
Perolehan
Jawatan
kuasa
Audit,
Risiko &
Integriti
Visi Korporat
Kekal sebagai plantation house yang terkemuka & berkembang sebagai sebuah konglomerat yang berjaya.
Misi Korporat
 Memegang falsafah Peserta Bersyukur No. 1 & terus berkembang bersama mereka dengan growth with equity; di samping mengurus, menjaga
serta memegang kepentingan amanah kumpulan sasar iaitu masyarakat peserta.
 Melaksanakan Corporate Social Responsibility (CSR ) melalui pembangunan ladang-ladang & aktiviti yang berkaitan dengan lebih efisyen &
menguntungkan.
 Melaksanakan program diversifikasi yang menguntungkan & di dalam masa yang sama merancang & melaksanakan program berorientasikan
eksport di samping berazam mencapai identiti konglomerat yang berjaya.
Garis panduan Pemegang Saham Lembaga
Pengarah lantikan Menteri Kewangan
Diperbadankan
 Memastikan Unit Audit Dalam & Integriti ditubuhkan yang
bertanggungjawab kepada JARI
 Memastikan pengauditan berkala & perancangan pelan audit
dilaksanakan oleh Unit Audit Dalam sebagai langkah kawalan &
pemantauan terhadap aspek Pengurusan kewangan & operasi Syarikat
 Menyusul isu audit yang dibangkitkan dalam Laporan Ketua Audit
Negara (LKAN) atau kelemahan yang diketengahkan oleh Jabatan Audit
Negara dengan memastikan pihak Pengurusan melaksanakan tindakan
pembetulan & penyelesaian segera ke atas isu berkenaan serta
menetapkan & memantau pematuhan tarikh serta tempoh masa
tindakan penyelesaian
 Sekiranya isu audit yang dibangkitkan dibawa ke perhatian Putrajaya
Inquisition atau Jawatankuasa Kira-kira Wang Awam (Public Accounts
Committee), Pengerusi JARI bertanggungjawab untuk hadir bersama-
sama pihak Pengurusan untuk memberi penjelasan; dan
 Memastikan pemantauan, penyeliaan, & penilaian keseluruhan
Pengurusan risiko Syarikat & memastikan langkah-langkah pencegahan
dilaksanakan.
9:46
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41
Quick
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Regulators are looking at strengthening ethics & culture as the mean to enhance corporate governance.
The influence of public governance or the lack of it on corporate governance should not be under estimated.
Whether good governance is valued by our society?
While enforcement actions would deter potential governance failures, the tone set in boardrooms in ensuring
performance would be more sustainable.
28-Sep-22
Environmental, Social and corporate Governance 7-Sep-22

42. Lembaga Pengarah di tengah-tengah
Lanskap Tadbir Urus Korporat
42
Jawatan
kuasa
Audit,
Risiko &
Integriti Jawatan
kuasa
Pencalonan
& Ganjaran
Jawatan
kuasa
Perolehan
Badan
Penasihat
Transformasi
Mesyuarat Agung Tahunan
Pengagregatan
hasil
/
data
Wilayah
Sector
Korporat
Pengumpulan maklumat dari bawah ke atas
Menteri
Kewangan
9:46
PG
Board of Directors at the heart of corporate governance
42
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28-Sep-22
Environmental, Social and corporate Governance 7-Sep-22

43. Agenda Standad
Struktur
• Ketua Pegawai
Eksekutif untuk
mengetuai
penilaian
• Pengarah individu/ ahli
Pengurusan mengetuai
inisiatif khusus
Berterusan
Setiap 6 bulan, rancang masa dalam mesyuarat
Lembaga untuk menyemak kemajuan dan membuat
pelarasan pada program yang perlu
Setiap tahun, lakukan penilaian Lembaga Syarikat &
masukkan input ke dalam program
43
Jawatan
kuasa
Pencalonan
& Ganjaran
Jawatan
kuasa
Perolehan
Jawatan
kuasa
Audit,
Risiko &
Integriti
Badan
Penasihat
Transformasi
9:46
PG
• Berdasarkan jurang yang dikenal pasti,
Lembaga Pengarah bersetuju untuk
membetulkan tindakan
• Pencapaian yang jelas & akauntabiliti
ditetapkan
FELCRA melaksanakan penilaian
kecekapan Lembaga Pengarah
Langkah 2
Membangunkan
program
penambahbaikan
yang boleh diambil
tindakan
Langkah 3
Melaksanakan
inisiatif dalam
program
Semak kemajuan
berbanding
pencapaian
Langkah 1
Isikan Templat
Kalendar Lembaga
Syarikat
Be ambitious in building a winning team. Pay attention to diversity and personal chemistry.
Ensure that the Board composition is flexible and annually renewed.
Actively lead the Board. And let the CEO lead the company.
Carefully plan the agenda and targets for each meeting.
Remember: 80 % of time for significant issues, 20 % for reporting. At a good meeting, the time never runs out.
43
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28-Sep-22
Environmental, Social and corporate Governance 7-Sep-22

44. 4
Prinsip
Tadbir
Urus
Korporat
Self-
Awareness
Social
Awareness
Self-
Management
Relationship
Management
• Emotional
Self-Awareness
• Accurate
Self-Assessment
• Self-Confidence
• Empathy
• Organisational
Awareness
• Service Orientation
• Emotional Self-
Control
• Transparency
• Adaptability
• Achievement
Orientation
• Initiative
• Optimism
• Developing Others
• Inspirational
Leadership
• Change Catalyst
• Influence
• Conflict
Management
• Teamwork &
Collaboration
1. Akauntabiliti 3. Keadilan
4. Ketelusan
2. Bebas
Memastikan
pendedahan yang
tepat pada
masanya dan tepat
mengenai semua
perkara penting,
termasuk keadaan
kewangan,
prestasi, pemilikan
dan tadbir urus
korporat.
Pengarah dan
Penasihat Bebas
iaitu bebas
daripada pengaruh
orang lain.
Melindungi hak
Pemegang Saham.
Layan semua
pemegang saham
termasuk minoriti,
secara saksama.
Menyediakan
penyelesaian yang
berkesan untuk
pelanggaran.
Memastikan
Pengurusan
bertanggungjawab
kepada Lembaga
Pengarah.
Memastikan
Lembaga Pengarah
bertanggungjawab
kepada pemegang
saham.
9:46
PG
Chairman Of The Board Of Directors
Usually is a director who is appointed by board to preside over meeting, hold casting vote and sign minutes
of meeting.
Other right/responsibilities are similar to other directors.
Malaysian Code on Corporate Governance 2012 recommends that the role of the chairman to be separate
from that of chief executive officer to ensure that there is balance of power and authority, such that no one
individual has unfettered powers of decision making.
Directors Fees And Benefits
Private Company - s230(2)
 Subject to the constitution, Board authorised to approve
 Directors’ fees and benefits and to notify the shareholders within 14 days of approval.
 Shareholders holding at least 10% of the total voting rights may require that the fees be subject to
shareholder’s approval instead if it is viewed that the payment was unfair to the company.
Public Company / Public listed company and subsidiaries –
s230(1)
Payment of Directors’ fees and any benefits must be approved by shareholders.
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Environmental, Social and corporate Governance 7-Sep-22

45. Kecekapan Sosial
Kesedaran terhadap orang lain
(empati)
 Memahami orang lain
 Kesedaran Organisasi
 Orientasi Perkhidmatan
 Membangunkan orang lain
-- Memanfaatkan Kepelbagaian
-- Kesedaran Politik
Pengurusan Perhubungan
(kemahiran sosial)
 Membangunkan Orang Lain
 Kepimpinan Berinspirasi
 Pengurusan konflik
 Tukar Pemangkin
 Kerja berpasukan dan
Kerjasama
 Komunikasi dan Pengaruh
Self Others
Awareness
Actions
Positive impact
on others
Relationship
Management
Rangka Kerja Kecekapan Kecerdasan Emosi Model konsep
Kajian menyokong ini
Adakah Kesedaran Diri benar-benar di tengah-tengah model?
Low
Self-
Awareness
17% chance
Social
Awareness
Kecekapan Peribadi
Kesedaran Diri
(memahami diri sendiri)
 Kesedaran emosi diri
 Penilaian Kendiri yang Tepat
 Keyakinan diri
Pengurusan Diri
(mengurus diri sendiri)
 Kawalan diri
 Kebolehpercayaan
 Kesedaran
 Kebolehsuaian
 Orientasi Pencapaian
 Inisiatif
 Motivasi (bergerak untuk
mencapai matlamat)
- Optimisme
- Komitmen
- Inisiatif
.
45
9:46
PG
4% chance
Self-
Management
Emotional Competence Inventory research has found that if people lack Self-Awareness,
their chances of having Self-Management and Social Awareness are much reduced
Emotional Intelligence competency is an ability to recognize, understand, and use emotional information about
oneself or others that leads to or causes effective or superior performance.
 Ability and personality can not be developed, but we can measure and develop emotional intelligence
 Without EI, a person with high IQ, great experience and smart ideas won’t be a great leader
 IQ itself is not a great predictor of job performance. IQ represents just 4–25% of variance
 You are born with a set IQ, that can not change over your lifetime
 Technical skill is acquired through study and experience and is usually the top criteria for promotion
Theoretical Framework — An Overview of Emotional Intelligence
Twentieth-century research in emotional intelligence began with the 1920’s when Edward Thorndike identified his
concept of social intelligence. This concept of social intelligence is one of three groups of intelligences (abstract,
concrete, and social) identified by psychologists of that time. Thorndike (1920) defined social intelligence as “the
ability to understand and manage men and women, boys and girls—to act wisely in human relations” (p. 228).
Thorndike’s definition included interpersonal and intrapersonal intelligences in the definition of social intelligence.
Psychologist David Wechsler, a student of Thorndike and developer of one of the first IQ measurement
instruments – the Wechsler Adult Intelligence Scale – recognized the importance of studying non-cognitive factors.
In 1943, Wechsler proposed that non-intellective abilities are crucial in predicting one’s ability to succeed in life.
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Environmental, Social and corporate Governance 7-Sep-22

46. Rangka Kerja Kompetensi
Self-
Awareness
Social
Awareness
Self-
Management
Relationship
Management
• Emotional
Self-Awareness
• Accurate
Self-Assessment
• Self-Confidence
• Empathy
• Organisational
Awareness
• Service Orientation
• Emotional Self-Control
• Transparency
• Adaptability
• Achievement
Orientation
• Initiative
• Optimism
• Developing Others
• Inspirational
Leadership
• Change Catalyst
• Influence
• Conflict Management
• Teamwork &
Collaboration
Kesedaran diri
 Kesedaran tentang emosi, kekuatan, kelemahan,
keperluan, dorongan, nilai, matlamat seseorang
 Menyedari bagaimana perasaan mempengaruhi
mereka, orang lain dan prestasi kerja mereka
 Dahagakan kritikan yang membina dan sentiasa
berusaha untuk penambahbaikan
 Keyakinan diri, namun rasa jenaka yang
merendahkan diri sendiri
Peraturan Kendiri
 Keupayaan untuk mengawal impuls dan perasaan
dan menyalurkannya dengan cara yang berguna
 Tingkah laku yang munasabah mewujudkan
persekitaran amanah dan saksama
 Keselesaan dengan kekaburan dan perubahan
 Terdorong untuk melebihi jangkaan
 Kecenderungan untuk refleksi dan pembelajaran
 Kebanggaan / semangat untuk kerja dan
organisasi
Kesedaran terhadap
orang lain (empati)
 Keupayaan untuk "berjalan di kasut orang
lain" dan menyampaikan pemahaman
 Pertimbangkan emosi orang semasa
membuat keputusan
 Pemahaman mendalam tentang
kepentingan perbezaan budaya dan etnik
 Mengetahui sifat kunci perhubungan dalam
bimbingan dan tunjuk ajar
Pengurusan hubungan
 Tugas pemimpin adalah untuk
menyelesaikan kerja melalui orang lain
 Kemesraan dengan tujuan: membina
hubungan dan mempengaruhi
 Kepentingan rangkaian dan membina
pakatan
 Keselesaan dengan rundingan,
pengantaraan, penyelesaian masalah dan
Pengurusan konflik
Profesion IQ tinggi yang memerlukan ijazah lanjutan untuk memasuki
bidang, seperti PhD dan MBA, mendedahkan IQ dan latihan bukanlah
apa yang membezakan kecemerlangan 46
9:46
PG
The desire to maintain the current state requires deliberate investment of energy in the exercise—it must also be
intentional. Desired sustainable changes in a team’s norms, shared beliefs, purpose, roles, and identity are, on the
whole, discontinuous. That is, they appear as emergent or catastrophic changes. This is a property of complex
systems (Casti, 1994). The experience of these changes may be one of surprise or discovery (Boyatzis, 2006a). If
a team member is mindful of the group’s dynamics, changes may be anticipated and so appear more as a set of
smooth transitions. For example, an observant team member may notice a particularly close, personal relationship
developing among three team members and not be surprised when these three people begin to act toward team
issues as a coalition (with the same perspective on issues). But to a less observant team member, the appearance
of a coalition within the team may seem puzzling and sudden. As a complex system, team development has
moments of surprise even for the most observant members or coaches.
Personal Assessment
Review the slides explaining the 4 components of Emotional Intelligence and their associated competencies.
What do you believe are your areas of strength? Your areas of vulnerability? 28-Sep-22
Quick
Takes
46
Environmental, Social and corporate Governance 7-Sep-22

47. First, ethics refers to well based standards of right and wrong that prescribe what humans ought to do, usually in
terms of rights, obligations, benefits to society, fairness, or specific values. Put another way anytime you ask
yourself “what you should do,” the question involves an ethical decision.
Secondly, ethics refers to the study and development of one’s ethical standards. In other words, ethics are
standards or rules you set for yourself that you use to guide your efforts do what is right and wrong, or what you
should do. A decision you make is ethical when you choose to do the right thing.
Cadbury Report - there is a Code of Best Practice:
 Values are those of openness, integrity and accountability.
 Openness on the part of companies, within the limits set by their competitive position.
 Integrity means both straightforward dealing and completeness.
 Boards of directors accountability is through the quality of the information which they provide to shareholders,
and the shareholders through their willingness to exercise their responsibilities as owners.
Companies Act 2016 (Act 777), s 227
227 Payments to director for loss of office, etc.
(1) It shall not be lawful —
(a) for a company to make to any director any payment by way of compensation for loss of office as an
officer of that company or of a subsidiary of that company or as consideration for or in connection
with his retirement from any such office; or
(b) for any payment to be made to any director of a company in connection with the transfer of the whole
or any part of the undertaking or property of the company, unless particulars with respect to the
proposed payment (including the amount thereof) have been disclosed to the members of the
company and the proposal has been approved by the company in general meeting and when any
such payment has been unlawfully made the amount received by the director shall be deemed to
have been received by him in trust for the company.
Moral issues greet us each morning in the newspapers; confront us in our work or at school. We are bombarded
daily with questions about the justice of our foreign policy, the morality of medical technologies that prolong our
lives, the rights of the homeless, and the fairness of facilitators.
Penyata Tadbir
Urus Korporat
(Anti-Money
Laundering,
Insider Trading,
BAFIA, LHDN,
EPF...
Penipuan Organisasi –
sistem semak dan
imbangan, pendedahan
tepat pada masanya
(Contracts Act, Sale of
Goods Act, HP Act…
Urus niaga
pihak berkaitan
(Related
Party
Transaction)
Pakej saraan dan penamatan
Pengarah
(Conflict of Interest)
Conflict
Of
Interest
Related
Party
Transaction
Whistle-
Blowing
Setia
berbanding
Benar
Cabaran
Beretika
47
Kajian tentang Kegagalan Organisasi:
Kajian telah menunjukkan bahawa sebahagian besar daripada kegagalan korporat tersebut boleh dikesan kepada dominasi seorang individu atau beberapa yang
bekerja secara konsert dalam
Lembaga Pengarah.
Selalunya terdapat amalan penipuan.
Kegagalan mekanisme
semak dan imbang.
4 Cabang Ketelusan
Jadi, apakah itu etika perniagaan?
9:46
PG
Tanggungjawab Setiap Pihak
 Pengarah - Isu pematuhan & keuntungan
 Pengarah - Isu pematuhan & prestasi
 Pemegang Saham
- Soalan di AGM & EGM mengenai
prestasi syarikat
 Pemegang Saham
- Pencalonan Pengarah bebas?
 Juruaudit luar
−Kebebasan
−Pertukaran juruaudit
−Siapa yang mengaudit juruaudit?
28-Sep-22
Quick
Takes
47
Environmental, Social and corporate Governance 7-Sep-22

48. Unethical Business Practices
Individuals may make unethical choices such as: Conflicts of Interests, Corruption, Bribing and acceptance of
Privacy or Confidentiality breach, Unscrupulous hiring practices, Scams of Credit Cards, Insurance / Fraud,
Internet Abuse.
Conflicts of Interest: The situation in which business decisions may be influenced by personal gain.
Code of Ethics/ Conduct:
 A formal set of guidelines for maintaining ethics in the workplace.
 Codes of Ethics cannot detail a solution for every ethical situation, so corporations provide training in ethical
reasoning along with a Code of Ethics
The Value Approach
The value approach to ethics assumes that there are certain ideals toward which we should strive, which provide
for the development of our humanity. These ideals are discovered through thoughtful reflection on what kind of
people we have potential to become.
Competencies determine what
a person CAN do.
Commitment determines what
they WANT to do.
Character determines what
they WILL do.
Conflict
Of
Interest
Related
Party
Transaction
Whistle-
Blowing
Setia
berbanding
Benar
Cabaran
Beretika
Dilema etika di tempat kerja
Memberitahu kebenaran dan mematuhi prinsip etika yang
mendalam dalam keputusan perniagaan.
Situasi di mana keputusan
perniagaan mungkin dipengaruhi
untuk keuntungan peribadi.
Usahawan menjangkakan
pekerja menjadi setia dan jujur,
tetapi konflik etika mungkin timbul.
Pendedahan pekerja mengenai
amalan haram, tidak bermoral,
atau tidak beretika dalam organisasi.
48
Membangunkan Muslim Beretika menggunakan
Panduan Seerah Rasul
Jika kami percaya semua
kakitangan mahu menjadi
profesional dan kami mahu telus
beretika maka kami harus:
BERBUAT Bercakap tentang
kekuatan dan kelemahan kita
MELIHAT dialog dan kerjasama
yang jujur
MENCIPTA Ruang untuk
mengambil risiko, gagal dan bangkit
semula
Jika kita percaya ___________________________
(masukkan kepercayaan) dan kami mahu menjadi
________________________________________
(masukkan nilai teras pasukan), maka kita
sepatutnya:
MELAKUKAN ______________________________
(tindakan sejajar dengan nilai teras)
MELIHAT ________________________________
(tindak balas terhadap tindakan yang sejajar dengan
nilai teras)
MENCIPTA ______________________________
(hasil)
9:46
PG
28-Sep-22
Quick
Takes
48
Environmental, Social and corporate Governance 7-Sep-22

49. 3things you have learnt today
2things you are not sure about
1way you can link what you have done today to your
work place
49
Start Stop Continue
What is the best idea you gained today that you will take action on in
the next 30 days?
Write down
:Wrap up What behaviours do I want to:
9:46
PG
Quick
Takes
49
Your action plan
What you will:
1. Start doing?
2. Stop doing?
3. Continue doing?
28-Sep-22
Environmental, Social and corporate Governance 7-Sep-22