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BOARD OF DIRECTORS CHARTER


1.0          INTRODUCTION

 

The Board of SCGM Bhd (“SCGM”) places importance in adhering to Corporate Governance as it attributes to the success of SCGM’s business. The Board is unreservedly committed to applying the following principles of good governance in all of its business dealings in respect of its shareholders and relevant stakeholders:-

 

·           The Board is the focal point of the Company’s Corporate Governance system. It is ultimately accountable and responsible for the performance and affairs of the Company;

 

·           All Board members are expected to act in a professional manner, thereby upholding the core values of integrity and enterprise with due regard to their fiduciary duties and responsibilities;

 

·           All Board members are responsible to the Company for achieving a high level of good governance;

 

·           In carrying out its responsibilities, the Board undertakes to secure the interests of shareholders, stakeholders which include the employees, suppliers, customers, bankers and financial institutions and the broader community – honestly, diligently, fairly and in accordance with all applicable laws.

 

·           The Board Charter shall continue and form an integral part of each Director’s duties and responsibilities.

 

This Board Charter is not a total document and should be read as an expression of principle for optimizing corporate performance and accountability. The Board will review and update (if necessary) the Board Charter on an annual basis.

 

 

2.0          OBJECTIVES

 

The objectives of this Board Charter are to ensure that all Board members acting on behalf of the Company are aware of their duties and responsibilities as Board members and the various legislations and regulations affecting their conduct and that the principles and practices of good corporate governance are applied in all their dealings in respect and on behalf of the Company.

 


 

3.0          THE BOARD

 

3.1

Directors’ Profile

 

 

 

 

 

3.1.1

Dato’ Sri Lee Hock Seng– Executive Chairman

 

 

 

 

 

Dato’ Sri Lee Hock Seng, Malaysian, aged 67, was appointed as the Executive Chairman cum Managing Director of SCGM Bhd (“SCGM”) on 19 December 2007. He is one of the founders of Lee Soon Seng Plastic Industries Sdn. Bhd. (“LSSPI”), a wholly owned subsidiary of the Company and has been the Managing Director of LSSPI since its incorporation on 4 May 1984.

 

Dato’ Sri Lee Hock Seng started his career in 1969 as a Marketing and Distribution personnel with Lee Soon Seng, a distributor and wholesaler for F&N (M) Sdn Bhd. In 1984, he left Lee Soon Seng to set up LSSPI. Presently, he is responsible for the strategic business development and future directions of our Group. He frequently travels abroad to keep abreast with the latest developments in the packaging industry and to explore new market prospects for our Group. Furthermore, his responsibilities also include the development and implementation of marketing strategies and product distribution. He was awarded the DIMP which carries the title of Dato’ and the SSAP which carries the title of Dato’ Sri by the Sultan of Pahang in 2010 and 2012 respectively.

 

 

 

He religuished the post of Managing Director on 9 December 2015 and remained Executive Chairman.

 

 

3.1.2

Dato’ Sri Lee Hock Chai-Managing Director

 

 

 

 

 

Dato’ Sri Lee Hock Chai, Malaysian, aged 55, was appointed as the Executive Director of SCGM on 19 December 2007 and re-designated as Managing Director on 9 December 2015. He is one of the founders of LSSPI and has been its Executive Directors since its incorporation on 4 May 1984.

 

He began his career with LSSPI since 1984. His responsibilities include developing new products and providing engineering support, machinery and factory facility maintenance. He has been promoted to the position of Managing Director since 9 December 2015. He is responsible for the formulation and execution of the corporate strategic plan. 

 

 

He has more thirty-three (33) years of experience in the field of research and development. He was awarded the SSAP which carries the title of Dato’ Sri by the Sultan of Pahang in 2012.

 

 

 

 

3.1.3

Dato’ Sri Lee Hock Guan–Deputy Managing Director

 

 

 

 

 

Dato’ Sri Lee Hock Guan, Malaysian, aged 57, was appointed as the Executive Director of SCGM on 19 December 2007 and was promoted to Deputy Managing Director on 15 March 2017. He has been the Executive Director of LSSPI since 4 May 1984.

 

Dato’ Sri Lee began his career in food packaging, as distributor and wholesaler since 1979. As a Deputy Managing Director, he is responsible on the overall planning for raw material requirements, manpower and production capacity, leading the general machinery maintenance and ensuring overall safety in production activities. He frequently travels abroad to enhance his knowledge in new manufacturing technology and process automation for production. He has more than thirty-three (33) years of experience in the field of production. He was awarded the SSAP which carries the title of Dato’ Sri by the Sultan of Pahang in 2012.

 

 

 

 

3.1.4

Lee Hock Meng – Executive Director

 

 

 

 

 

Mr. Lee Hock Meng, Malaysian, aged 64, was appointed as the Executive Director of SCGM on 19 December 2007. He has been the Executive Director of LSSPI since 4 May 1984.  He is presently responsible for overseeing shipping and logistic arrangements for the Group.

 

 

 

 

3.1.5

Amrik Singh Harcharan Singh – Independent Non-Executive Director

 

 

 

 

 

Mr. Amrik Singh Harcharan Singh, Malaysian, aged 48, was appointed as the Independent Non-Executive Director of SCGM on 19 December 2007. He graduated with an Honours Degree from the University of London in 1994 and later obtained a Certificate in Legal Practice to qualify as an Advocate and Solicitor in 1996. He has more than sixteen (16) years experience in handling civil litigation matters, as well as Industrial Court cases. He has been appointed as the legal adviser and counsel for the Food Industry Employees Union for the state of Johor, Malaysia which is recognised by the United Nations.

He is currently acting as counsel for more than five (5) legal firms throughout the country. He is also running his own legal advisory firm under the name of Messrs. Amrik Singh and Co. since 2003. He is a member of the Audit Committee and the Nomination Committee of the Company.

 

 

 

 

3.1.6

Tang Nai Soon – Independent Non-Executive Director

 

 

 

 

 

Mr. Tang Nai Soon, Malaysian, aged 48, was appointed as the Independent Non-Executive Director of SCGM on 19 December 2007. He graduated with a degree in Computer Science (Hons) from Universiti Teknologi Malaysia (UTM) in 1993. Up to 1994, he worked as a marketing executive in CTE Computer (M) Sdn Bhd, Johor Bahru. Subsequently, he worked as the personal assistant for YB Datuk Lim Si Cheng, Member of Parliament for Senai/Kulai from June 1995 until 1996 (to confirm). He was the Kulai District Councillor from 1996 to 2006. He was also appointed as the Advisor for the Juvenile Court in Johor Bahru as well as the Village Chief of the Ayer Bemban New Village in 2006 and 2007, respectively.

 

Mr. Tang was the Pekan Nenas state assemblyman from 2008 to 2013 and was also the Special Assistant to Minister in The Prime Minister's Department. He serves as the Chairman of the Nomination Committee and is a member of the Audit Committee and the Remuneration Committee of the Company.

 

 

 

 

3.1.7

Wong Tun Boon – Independent Non-Executive Director

 

 

 

 

 

Mr. Wong Tun Boon, Malaysian, aged 41, was appointed as the Independent Non-Executive Director of SCGM on 19 December 2007. He holds a Bachelor of Commerce (Honours) degree from the University of Windsor, Canada, which he obtained in 1998. After graduation up to 2001, he worked in two (2) audit firms, namely Syarikat Y.S. Tay and Azman, Wong, Salleh & Co. He also completed his post graduate studies and was conferred the Masters Degree of Business by the Victoria University of Technology, Australia in 2001. He joined M. S. Wong & Co. in Johor as an audit & tax senior executive from 2001 to 2005. In 2004, Mr. Wong fulfilled all related practical requirements and was successfully admitted as a member of the Certified Practicing Accountant (CPA), Australia and also a member of the Malaysia Institute of Accountants (“MIA”).

 

Mr Wong had set up his own firm in Johor and has been practicing as a Chartered Accountant and Company Secretary since then. His firm, Thomas Wong & Co., which is registered with MIA, provides a range of complementary professional services such as accountancy, secretarial and taxation services. He is also a Government Licensed Tax Consultant approved by the Ministry of Finance. He is the Chairman of the Audit Committee and the Remuneration Committee, and is a member of the Nomination Committee of the Company.

 

 

 

 

 

3.2  Role of the Board

 

 

Guiding Principle

 

The Board’s role is to provide strategic guidance to the Company within a framework of prudent and effective controls which enables risk to be assessed and managed. The Board should set the Company’s strategic aims, ensure that the necessary financial and human resources are in place for the Company to meet its objectives and review management performance.

 

 

The basic responsibility of the Directors is to exercise their business judgment to act in what they reasonably believe to be in the best interests of the Company and its shareholders.

 

The Board’s responsibilities encompass the following:-

 

3.2.1     Lead and manage the Company in an effective and responsible manner;

 

3.2.2     Establish the corporate vision and mission, as well as the philosophy of the Company, setting the aims of the management and monitoring the performance of the management;

 

3.2.3     Monitor financial outcomes and the integrity of internal and external reporting, in particular approving annual budgets and longer term strategic and business plans;

 

3.2.4     Business sustainability and the sustainability statements;

 

3.2.5     Assess the effectiveness of the Board of Directors as a whole, the Committees of the Board and the contribution of each director;

 

3.2.6     To identify principal risks and to ensure the implementation of appropriate systems to protect the Company’s assets and to minimize the possibility of the Company operating beyond acceptable risk parameters;

 

3.2.7     To keep pace with the modern risk of business and other aspects of governance that encourage enhancement of effectiveness in Board and management;

 

3.2.8     To review the adequacy and integrity of the group’s internal control systems and management information systems including systems for compliance with applicable laws, regulations, rules, directives and guidelines;

 

3.2.9     Succession planning, including appointing, training, fixing the compensation of and where appropriate, replacing Board and the key management;

 

3.2.10 Establish and review annually corporate communication policies with respect to the following:-

 

(i)        How the corporation interacts with analysts, investors, other key stakeholders and the public.

 

(ii)       Measures for the corporation to comply with its continuous and timely disclosure obligations.

 

3.2.11 For each member of the Board of Directors, act as representatives of the corporation in

 

(i)        Enhancing the organization’s public image, reputation and credibility

 

(ii)       Providing contacts or network for the corporation

 

(iii)     Being loyal to the corporation

 

(iv)     Supporting the decisions of the majority of the Board of Directors and

 

(v)       Identifying, evaluating and carrying out profitable business opportunity for the corporation, as well as providing the corporation with information on the market in which it operates.

 

3.2.12 Ensure all new directors receive comprehensive orientation to fully understand the role of the board of directors and its committees, as well as the contribution individual directors are expected to make (including, in particular, the commitment of time that the corporation expects from its directors) and the nature and operation of the corporation’s business.

 

3.2.13 In discharging its duties, the Board of Directors may engage the services of outside advisors at the expense of the corporation. The Board also allows, any Board committee or director to engage the services of an outside advisor at the expense of the corporation, to adequately carry out such committee’s duties, where the circumstances so warrant, subject to the Board of Director’s approval.

 

 

3.3          Board Structure

 

 

Guiding Principle

 

The Board should include a balance of executive and NED (and in particular independent NED) such that the balance of skills and experience is appropriate for the requirement of the Company.

 

 

 

3.3.1     The Regulations governing the management of SCGM are found in the Company’s Articles of Association which stipulates among others, the appointment and number of Directors, the election of Chairman of the Board; who will preside at all Board meetings and rotation of directors, etc.

 

 

3.3.2     The Board is made up of Directors with various working experience, their background and expertise. It attributes the balance Board composition.

 

 

3.4

Composition and Board Balance

 

3.4.1     The number of Directors shall not be less than 2 and not more than 9 unless otherwise determined by a general meeting, as stipulated in the Company’s Articles of Association. At least 1/3 of the Board members are Independent Non-Executive. Currently, SCGM Board members comprise of 4 Executive Directors and 3 Independent Non-Executive Directors.

 

3.4.2     The Board membership should reflect a greater board diversity with an appropriate balance between executives possessing extensive direct experience and expertise in the core business activities of the Company, and non-executive members who have outstanding track records and reputations attained at the highest levels of business and commerce generally, and who are able to bring to the Board a broad range of general commercial expertise and experience. The Board is assessed based on their merit but not on gender diversity. 

 

3.4.3     The Board is the Company’s decision-making body. It is therefore imperative that the Board should be sized in a manner most effective to facilitate decision-makings and deliberation processes.

 

3.4.4     A strong and independent element on the Board should be present to exercise independent objective judgment on the corporate affairs of the Company, no individual or small group of individuals is allowed to dominate the Board’s decision-making process.

 

3.4.5     The Board appoints its Senior Independent Non-Executive Director, Mr. Wong Tun Boon to whom shareholders’ concern can be conveyed to his email account at id@scgmbhd.com if there are reasons that contact through the normal channels of the Managing Director has failed to resolve them.

 

3.4.6     In considering potential new directors, the Board should seek to identify candidates with appropriate skills and experience to contribute to the effective direction of the Company, who can exercise an independent and informed judgment on matters which come before the Board.

 

3.4.7     The Board composition should be reviewed annually by the Board to ensure that the non-executive directors between them bring the range of skills, knowledge and experience necessary to direct the Company going forward.

 

 

3.5

Appointment

 

3.5.1     The appointment of a new Director is a matter of consideration and decision by all members of the Board upon appropriate recommendation from the Nomination Committee.

 

3.5.2     The Company Secretary who is a qualified Chartered Secretary of MAICSA member, has the responsibility in ensuring that relevant procedures relating to the appointments of new Directors are properly executed.

 

3.5.3     All new directors appointed to the Board should undertake a formal induction programme.

 

3.5.4     In addition to the Mandatory Accredited Programme (MAP) as required by the Bursa Malaysia Securities Berhad, Board members are also encouraged to attend training programmes conducted by highly competent professionals which are relevant to the Company’s operations and business and also for the Board to update itself in relation to new developments pertaining to the laws and regulations and changing commercial risks which may affect the Board and the Company.

 

3.5.5     The Board will assess the training needs of the Directors and disclose in the Annual Report the trainings attended by the Directors.

 

3.5.6     The directorship held by any Board member at any one time shall not exceed five (5) in listed companies.

 

 

3.6

Re-election / Re-appointment

 

3.6.1     One-third (1/3) of the Directors are subject to retirement by rotation yearly or at the interval of every three (3) years.

 

3.6.2     The tenure of Independent Directors is capped to a cumulative period of 9 years. Thereafter, the office of independent director is subject to members’ approval on yearly basis.

 

3.6.3     If the Board continues to retain the Independent Director after the twelfth year, the Board should provide justification and seek annual shareholders’ approval through a two-tier voting process.

 

 

3.7

Supply of Information

 

3.7.1     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.

 

3.7.2     The management is responsible in providing the Board with the required information in an appropriate and timely manner. The Managing Director, assisted by the Company Secretary, will assess the type of information required to be provided to the Board. If the information provided by the management is insufficient, the Board will make further enquiries where necessary to which the persons responsible will respond as fully and promptly as possible.

 

3.7.3     A full agenda and comprehensive Board papers should be circulated to all Directors 5 days well in advance of each meeting.

 

3.7.4     Amongst others, the Board papers should include the following:-

 

(a)  Quarterly financial report of the Company;

(b)  Minutes of meetings of all Committees of the Board;

(c)  A current review of the operations of the Company;

(d)  Reports on Related Party Transactions (if any);

(e)  Directors’ and Substantial Shareholders’ share-dealings; and

(f)    Annual Management Plans / Budget reports.

 

3.7.5     Minutes of each Board meeting should be kept by the Company Secretary and should be available for inspection by any Director during office hours.

 

 

4.0          EXECUTIVE CHAIRMAN, MANAGING DIRECTOR, DEPUTY MANAGING DIRECTOR AND EXECUTIVE DIRECTOR

 

The Company aims to ensure a balance of power and authority between the Executive Chairman, Managing Director, Deputy Managing Director and Executive Director with a clear division of responsibility between the running of the Board and the Company’s business respectively. The positions of the Executive Chairman, Managing Director, Deputy Managing Director and Executive Director are separated and clearly defined.

                       

 

4.1           Role of the Executive Chairman

 

 

Guiding Principle

 

The Executive Chairman is responsible for leadership of the Board in ensuring the effectiveness of all aspects of his role to meet the vision and mission of the Group.

 

 

Decisions of the Board are made collectively during Board meetings. In order to ensure that meetings are properly facilitated, and the Board is properly led, the Executive Chairman plays a crucial and pivotal leadership role in ensuring that the Board works effectively. The Executive Chairman of the Board shall preside all General Meetings of the Company.

 

Executive Chairman of the Board endeavors to create an environment which promotes constructive deliberations leading to effective contributions by each Board member during Board meetings. Further, Executive Chairman must be able to manage personal conflicts and help to focus the Board on what really matters as opposed to simply ploughing through the agenda.

 

The Executive Chairman is responsible for the following:-

 

(a)      Provide leadership and run the Board effectively with the assistance of the Board Committees and management;

(b)      Ensure the whole Board plays a full and constructive part in developing and determining the Group’s strategy and overall business and commercial objectives;

(c)       Ensure the Board annually reviews its performance and is balanced so as to achieve its effectiveness;

(d)      Ensure the Board members are well briefed and have access to information on all aspects of the company’s operations;

(e)      Setting the Board meeting agenda for consideration, giving emphasis on important issues challenged by the Group with emphasis on strategic, rather than operational issues;

(f)        Chairing of general meetings and Board meetings;

(g)      Act as the Group’s representative and or to delegate to other Board Members in its dealing with external parties;

(h)      Help guide the Group on long term strategic opportunities and represent the Group with key industry, civic and philanthropic constituents; and

(i)        Promote the highest standards of integrity, probity and corporate governance of the Group; and

(j)        Ensure that general meetings of the Company are conducted efficiently and that shareholders have adequate opportunity to air their views and obtain answers to their queries.

 

 

4.2           Role of the Managing Director (MD)

           

 

Guiding Principle

 

MD is responsible to the Board for the day-to-day management of the Company and for fulfilling all policy matters set by the Board.

 

 

These are expounded below.

 

The MD leads the management team. The Board holds the MD accountable for the performance of the management team.

 

The key roles of the MD are:-

 

(a)           Manage the Group’s business and ensure that operational planning and control systems are in place;

(b)           Accountable and responsible for the Group’s operations and financial performance. Formulate and recommend business and financial strategies and plans to develop the company’s business and to implement these plans to achieve agreed performance targets;

(c)           Lead management and employees and express his clear leadership;

(d)           Prepare and implement strategic plans;

(e)           Submit and implement acquisition / investment proposals;

(f)             Develop an organizational structure with the necessary succession planning;

(g)           Promote communications internally and externally for the Group as the chief communicator by monitoring the goals, visions, missions and challenges.

(h)           Maintain a friendly environment and develop organization culture, values and reputation in its markets;

(i)             Have a good corporate social responsibility program for shareholders, staff, customers, suppliers, partners and regulatory / official bodies;

(j)             Ensure the executive team implements the decisions of the Board and its Committees; and

(k)           Assist the Executive Chairman in drawing up the agenda for Board meetings by providing input in relation to important strategic issues facing the business.

 

 

4.3           Role of the Deputy Managing Director (DMD)

 

 

Guiding Principle

 

DMD is responsible to the Board for the day-to-day overall production operational activities and to assist Managing Director implement all policy matters set by the Board.

 

 

These are expounded below.

 

The DMD leads the production team. The Board holds the DMD accountable for the performance of the production team.

 

The key roles of the DMD are:-

 

(a)          Provide support to the Board to ensure that the Company and the Group achieves its production objectives and creates a safe working environment that promotes staff commitment to the achievement of the organizational vision, mission and strategy;

(b)          Has overarching responsibility for all production activities in the Company and will provide guidance for policy and strategic direction for all production matters;

(c)           Responsible for ensuring the provision of up to date manufacturing technology to support the automation process design, implementation, monitoring and communications;

(d)          Provide leadership and direction in establishing work procedures, schedules and workflow to improve efficiency and effectiveness of operations;

(e)          Represent the Company to major customers and leads the commitment to product quality and services; and

(f)            Assist the Executive Chairman in preparing the Company’s budget for planned capital expenditures.

(g)          In the absence of the MD and the normal functions of the MD cannot be carried out, the DMD will take the role as the acting MD until the MD resumes carrying out his normal duties or a new MD has been elected and appointed by the Board.

(h)          At the request of the MD, to support the MD in the performance of the role and function of the MD.

 

 

4.4           Role of the Executive Director (ED)

           

 

Guiding Principle

 

ED is responsible to the Board for the day-to-day management of the respective units to achieve the Company’s goals and objectives target and to implement all policy matters set by the Board.

 

 

These are expounded below.

 

ED leads the logistics team. The Board holds the ED accountable for the performance of the logistics team.

 

The key roles of the ED are:-

 

(a)

Responsible for day-to-day management of the truck fleet with all powers, discretions and delegations authorized, from time to time by the Board;

(b)

Develop annual operational plans and annual budgets, consistent with agreed strategies and presentation to the MD;

(c)

Be responsible to develop and run the supply chain in the most efficient and effective ways and strive to keep the transportation costs low.

(d)

Provide leadership to the logistics staff in organising and scheduling the flow of goods necessary to the smooth running of the supply chain activities;

(e)

Ensure the level of service provided by all staff is consistent with the business principles and meets the customers’ expectation;

(f)

Develop and maintain an effective framework of internal control over risks in relation to supply chain activities;

 

 

5.0          BOARD COMMITTEES

 

 

Guiding Principle

 

The Board shall from time to time establish standing and ad hoc committees to assist it in carrying out its responsibilities.

 

 

5.1           To assist the Board in fulfilling its duties and responsibilities, the Board has established the following Committees:-

 

(a)           Audit Committee;

(b)           Nomination Committee;

(c)           Remuneration Committee.

 

5.2           All Committees have Terms of Reference which have been approved by the Board.

 

5.3           The Board can establish other Committees on ad hoc basis as and when required.

 

 

6.0       BOARD MEETINGS

 

6.1          The Board should meet in person at least once every quarter to facilitate the discharge of their responsibilities.

 

6.2          It is expected that each director makes every effort to attend each Board meeting and each meeting of any committee on which he sits.

 

6.3          Each director should be familiar with the agenda for each meeting, having carefully reviewed all materials distributed in advance of the meeting, and be prepared to participate meaningfully in the meeting and to discuss all scheduled items of business.

 

6.4          Members of the management who are not directors maybe invited to attend and speak at meetings on matters relating to their sphere of responsibilities.

 

6.5          The Company Secretary should support the effectiveness of the Board by monitoring that Board policies and procedures are followed and co-ordinate the completion and despatch of Board agendas, briefing papers and minutes of proceedings. The Company Secretary should be responsible to the Board, through the chairperson, on all governance matters and for meeting statutory reporting requirements in accordance with the relevant legislation. 

 

 

7.0       GENERAL MEETINGS

 

            7.1       Annual General Meeting (AGM)

 

 

Guiding Principle

 

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 communications and use it as a platform for constructive feedback from the company’s shareholders.

 

 

7.1.1    The Company regards the AGM as an important event in the corporate calendar of which all directors should attend.

 

7.1.2    The Chairman should encourage active participation by the shareholders during the AGM.

 

7.1.3    The Chairman and, where appropriate, the MD or any other Executive Director should respond to shareholders’ queries during the meeting. Where necessary, the Chairman should undertake to provide a written answer to any significant question that cannot be readily answered at the meeting.

 

7.1.4    All votings at members’ meetings are conducted by way of poll where every 1 ordinary share carries 1 vote.

 

            7.2       Extraordinary General Meeting (EGM)

 

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

 

8.0       INVESTORS RELATIONS AND SHAREHOLDER COMMUNICATION

 

 

Guiding Principle

 

The Board acknowledges the need for shareholders to be informed of all material business matters affecting the Company and as such adopts an open and transparent policy in respect of its relationship with its shareholders and investors.

 

 

8.1       The Board ensures the timely release of financial results on a quarterly basis to provide shareholders with an overview of the Company’s performance and operations in addition to the various announcements made during the year.

 

8.2       A press interview will be held on ad hoc basis whereby the MD or Executive Chairman will give a press release stating the Company’s results, their prospects and outline any specific event for notation. 

 

8.3       The Company’s website provides easy access to corporate information pertaining to the Company and its activities and is continuously updated.

 

 

9.0       RELATIONSHIP WITH OTHER STAKEHOLDERS

 

 

Guiding Principle

 

In the course of pursuing the vision and mission of the Company, the Board recognizes that no company can exist by maximizing shareholders value alone. In this regard, the needs and interests of other stakeholders are also taken into consideration.

 

 

It is the Company’s accountability to integrate responsible ethical practices into all aspects of the business operations to ensure long-term sustainability of business of the Company.

 

The Company encourages the practice of high ethical standards and upgrade the Company’s level of Corporate Conduct to cover four (4) main criteria as follows:-

 

 

            9.1       Market Place

 

9.1.1    The Company is committed to uphold the corporate responsibility practices and to enhance the economic responsibilities by creating a good return to safeguard its shareholders’ investment.

 

9.1.2    The Company is responsible to strive to develop and provide products and services which offer value in terms of price, quality, safety and environment impact.

 

9.1.3    The Company acknowledges the importance of good corporate governance and ensures the adherence to The Malaysian Code of Corporate Governance and to comply with all listing requirements, rules and regulations.

 

 

9.2       Work Place

 

9.2.1    The Company acknowledges that the employees are invaluable assets and play a vital role in achieving the vision and mission of the Company.

 

9.2.2    The Company adopts comprehensive and documented policies and procedures with respect to the following:-

 

(a)      Occupational safety and health with the objective of providing a safe, conducive and healthy working environment for all employees; and

(b)      Industrial relations with the objective of managing employees’ welfare and well being in the workplace.

 

 

9.3       Environment

 

9.3.1    The Company acknowledges the need to safeguard and minimize the impact to the environment in the course of achieving the Company’s vision and mission.

 

9.3.2    The Company adopts comprehensive and documented policies and procedures as part of its commitment to protect the environment and contribute towards sustainable development.

 

9.3.3    The Company supports initiatives on environmental issues.

 

 

            9.4       Community

 

9.4.1    Company shall play a vital role in contributing towards the welfare of the   community in which it operates.

 

9.4.2      The Company supports charitable causes and initiatives on community development projects.

 

 

 

 

10.0     COMPANY SECRETARY

 

10.1        The Board appoints the Company Secretary, and experienced qualified Chartered Secretary who plays an important advisory role, and ensures that the Company fulfills the functions for which he / she has been appointed.

 

10.2        The Company Secretary is accountable to the Board through the MD on all governance matters.

 

10.3        The Company Secretary is a central source of information and advice to the Board and its Committees on issues relating to compliance with laws, rules, procedures and regulations affecting the Company.

 

10.4        The Company Secretary should advise Directors of their obligations to adhere to matters relating to:

 

·       Disclosure of interest in securities

·       Disclosure of any conflict of interest in a transaction involving the Company

·       Prohibition on dealing in securities

·       Restrictions on disclosure of price-sensitive information

 

10.5        The Company Secretary must keep abreast of, and inform, the Board of current governance practices.

 

10.6        The Board members should have unlimited access to the professional advice and services of the Company Secretary.

Our Location

If you need any assistance, please email to to the following departments

Marketing cltai@lsspi.com
Investor Relations ir@scgmbhd.com


Contact Us Today
 
SCGM Bhd
PTD 109444 Jalan Sengkang
81000 Kulai, Malaysia
Phone 07-6522888
Fax 07-6522299
Email ir@scgmbhd.com