Corporate Social Responsibility (CSR) is a major concern for Pos Malaysia as it is parallel with our principles of conducting our business with transparency and responsibility as well as adhering to the key practices of good corporate governance.
'Touching Lives' is the theme for Pos Malaysia's CSR Policy whereby as a socially responsible corporate citizen and in support of the Government's aspirations; we are committed to the programs and activities that will ultimately contribute towards the nation's social and economic development.
Our CSR policy focuses on a dual-pronged approach that is aimed at bringing value to the community and nation at large by:
The above CSR themes are aligned with one of our mission to constantly strive to be caring corporate citizens by supporting nation building and community services.
Pos Malaysia adheres to four broad objectives when it comes to carrying out our CSR activities:
Pos Malaysia will not consider application for contribution for the following types of events/causes/entities/utilisations that are:
Pos Malaysia may consider approving request for contribution from the following types of organizations:
Recognising the need to stay abreast with the postal development in the international arena, Pos Malaysia Berhad keeps in touch with its global counterparts through the participation in various postal unions.
The postal administration of Malaysia as a member of the Universal Postal Union (UPU) began in 1957. The UPU is a specialised Agency of the United Nations. It was established in 1874 with the role of coordinating the postal communications system among member countries. Its membership currently stands at 170 countries. Malaysia has been an active participant in the Congresses of UPU and in the meetings of its Executive Council. Malaysia is currently a member of the UPU Operational Council.
APPU is a regional postal organisation formed with the purpose of solving problems faced by postal administration and also to improve the quality of mail exchange among countries in the region. Malaysia hosted the 1986 APPU Executive Council meeting in Kuala Lumpur from the 7th to 12th November. The meeting was attended by delegates from 19 member countries as well as observers from the UPU.
The Commonwealth Conference of Postal Administrations (CCPA) is a forum for postal operators to assemble once every two or three years. Members of these meetings exchange and review information, discuss ways and means to strengthen postal cooperation, enhance quality of services and promoting postal reforms among member countries.
ASEANPOST was established in 1992 exclusively for the postal operators in ASEAN countries. Heads of ASEANPOST meet annually to exchange views and share experiences and best practices for postal reforms and business development among member countries. ASEANPOST is now comprised of 9 ASEAN member countries and Malaysia holds the chairmanship of ASEAN Postal Business Meeting.
Board Committee Term of Reference
|TERMS OF REFERENCE – OBJECTIVES|
BOARD AUDIT COMMITTEE
|BOARD NOMINATION AND REMUNERATION COMMITTEE||BOARD TENDER COMMITTEE||BOARD RISK MANAGEMENT AND COMPLIANCE COMMITTEE|
|TERMS OF REFERENCE – ROLES & RESPONSIBILITIES / FUNCTION|
|AUDIT COMMITTEE||BOARD NOMINATION AND REMUNERATION COMMITTEE||BOARD TENDER COMMITTEE||BOARD RISK MANAGEMENT AND COMPLIANCE COMMITTEE|
- Review the quarterly results and annual financial statements of the Company and Group.
- Review with the Group’s Counsel, any legal matter that could have a significant impact on the Group’s financial statements.
- Assess the quality and effectiveness of the systems of internal control.
- Assess the internal process for determining and managing key risks.
- Review the evaluation by the Internal and External auditors of the Group's system.
-Review external audit reports and Management's response and ensure appropriate action is taken.
- Approve the Internal Audit charter and review the adequacy of internal audit function.
- Review the internal audit programme and ensure appropriate actions are taken.
- Approve any appointment or termination of senior staff members.
- Review appraisals or assessments of performance of Chief Internal Auditor and his Deputy.
- Take cognisance of resignations of internal audit staff members.
- Direct any special investigations to be carried out by Internal Audit and consider the major findings and management’s response.
- Recommend the nomination of external auditors, fees and any question of resignation or dismissal of external auditors.
- Discuss with external auditors on the nature and scope of the audit functions.
- Discuss problem and reservation arising from the internal and final audits.
- Review the external auditor’s management letter and management response.
- Review the effectiveness of the system for monitoring compliance with laws and regulations.
- Review the findings of any examinations by regulatory authorities.
- Obtain regular updates from Management and Group’s legal counsel regarding regulatory compliance matters.
- Review and consider any related party transaction and conflict of interest situation.
- Annually review and reassess the adequacy of the Terms of Reference of the Audit Committee (if necessary).
- Verify the allocation of employee share options to the Group’s eligible employees in accordance with the Listing Requirements.
- Perform any other duties as directed by the Board.
- Propose to the Board suitable candidates for appointment as Directors, Managing Director/ Group Executive Officer and Executive Directors.
- Propose to the Board the membership and Chairmanship of Board Committees.
- Review annually the Board structure, size, balance and composition.
- Propose succession planning for the Managing Director/Group Chief Executive Officer, Executive Director (if any) and Chief Level Officers.
- Recommend Directors who are retiring (by rotation) for re-election at the Company’s Annual General Meeting(s).
- Deliberate and recommend any termination of membership of any Director of the Company.
- Ensure that all Board appointees undergo the necessary training.
- Provide for adequate training and orientation for new directors.
- Assess annually the effectiveness of the Board as a whole, the committees of the Board and the contribution of each individual Director, including Independent Non-Executive Directors.
- Establish and recommend to the Board the remuneration framework, structure and policy of the Executive Directors, Group Chief Executive Officer and Chief Level Officers.
- Recommend to the Board, the terms of employment of the Managing Director/Group Chief Executive Officer and the Executive Directors
- Recommend to the Board proposal on the Managing Director/Group Chief Executive Officer’s and Executive Director’s (if any) remuneration and benefits.
- Recommend to the Board performance contracts and key performance indicators (KPI) for the Managing Director/Group Chief Executive Officer and the Executive Director and assess their performance against these KPIs.
- Recommend to the Board compensation commitments/ severance payments for the Managing Director/Group Chief Executive Officer or Executive Director or any of the Chief Level Officers in the event of termination of the employment/service contracts by the Company and/or the Group.
- Recommend to the Board the remuneration package and terms of employment of the Chief Level Officers.
- Recommend to the Board key performance indicators (KPIs) for the Chief Level Officers and assess their performance against these KPIs.
- Recommend to the Board, bonus payment for the Managing Director/Group Chief Executive Officer, Executive Directors (if any) and Chief Level Officers.
- Consider other matters as may be referred to the Committee by the Board.
- Deliberate and thereafter recommend to the Board of Directors for endorsement, the proposed appointment of Directors and their remuneration package at Pos Malaysia, operating subsidiaries, associate companies and investee companies.
- Endorse the proposed appointment of Directors at Pos Malaysia’s active and operating wholly owned subsidiaries.