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Annual Reports

Our CSR Policy

Our CSR policy

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.


Pos Malaysia's CSR policy statement

Our CSR policy focuses on a dual-pronged approach that is aimed at bringing value to the community and nation at large by:


  • Enhancing Education
    Pos Malaysia seeks to contribute towards activities that support nation building, particularly towards the enhancement of human capital development mainly in underprivileged areas;
  • Enriching Communities
    Pos Malaysia also seeks to promote commerce and entrepreneurship within the communities we serve particularly in rural areas.


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.


CSR objectives

Pos Malaysia adheres to four broad objectives when it comes to carrying out our CSR activities:


  • Distinguish ourselves from our competitors by strengthening public image and credibility in a non-commercial but impactful way;
  • Reinforce goodwill and relations with customers by exhibiting our responsible attitude towards the community to help sustain our business existence;
  • Motivate and provide an avenue for employees to proactively realise the Company's core corporate values, known as PAKSI:
    P :
    • Penumpuan Kepada Kepuasan Pelanggan, (Customer Satisfaction Centric);
    • Penumpuan Kepada Kebajikan Pekerja (Employee's Welfare Centric);
    • Pulangan Kepada Pemegang Saham (Shareholders Centric);
    • Pematuhan Kepada Penguatkuasa (Authority /Regulator Centric).
    Amanah (Trustworthy);
    Kompeten (Competent);
    Sepasukan (Teamwork);
    Inovatif (Innovative);
  • Create shareholder value in the long term.




  • Pos Malaysia receives thousands of requests for contribution/society investments. While we understand that all requests have individual merit, Pos Malaysia must focus its resources on business objectives and the perceived benefits to its stakeholders and shareholders.
  • While Pos Malaysia will review and respond to all external requests for sponsorship, the emphasis will be on creating or pursuing activities that contribute the most benefits and are aligned to our business objectives.
  • In deciding which to support, we will be guided by how our contribution to the society will:
    • Enhance Pos Malaysia's media and Government relations efforts;
    • Strengthen Pos Malaysia's brand and corporate reputation;
    • Promote greater awareness, understanding and appreciation of services provided by Pos Malaysia
    • Augment educational standards especially to benefit underprivileged group;
    • Provide assistance for individual to start up small business that are aligned to our business strategy;
    • Be able to connect to Pos Malaysia's consumer group;
    • Leverage opportunities associated with the sponsorship;
    • Open sales and promotional opportunities;
    • Be able to demonstrate community support and involvement;
    • Offer value proposition across all segments of society;
    • Be able to demonstrate how the investment is to be spent and the expected outcome of the event.



Pos Malaysia will not consider application for contribution for the following types of events/causes/entities/utilisations that are:


  • Detrimental to Pos Malaysia's brand and corporate reputation
  • Against the law, promote anti-social and negative values or those that might cause controversy or affect racial harmony
  • Purely political in nature;
  • In direct conflict and contradict with Pos Malaysia's:
    • Corporate values regarding any current issues;
    • CSR core themes;
  • Generic requests that may have been sent to various organisations using the 'To whom it may concern' letter
  • Professional fund-raisers working on behalf of an organisation;
  • Advertising and promotions, including advertising solicited on behalf of another organization;
  • Dubious and suspicious in nature.



Pos Malaysia may consider approving request for contribution from the following types of organizations:


  • Federal, State and District level Government Departments and Statutory Bodies;
  • Non-governmental bodies that have Pos Malaysia's interest at heart and share its inspirations;
  • Government recreational clubs and institution that Pos Malaysia has an interest in.

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.


Universal Postal Union

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.


Asian Pacific Postal Union

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.


Commonwealth Conference of Postal Administrations

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.


ASEAN Postal Business Meeting

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.


Corporate Governance

Board Committee Term of Reference



  • To ensure openness, integrity and accountability in the Group’s activities so as to safeguard the rights and interests of the Shareholders.


  • To provide assistance to the Board in fulfilling its fiduciary responsibilities relating to corporate accounting and reporting practices.


  • To improve the Group’s business efficiency, the quality of the accounting and audit function and strengthening of the public’s confidence in the Group’s reported results.


  • To maintain, through regularly scheduled meetings, a direct line of communication between the Board and the External and Internal Auditors.


  • To enhance the independence of the External and Internal audit functions.


  • To create a climate of discipline and control to minimise or eliminate fraud.
  • To review the Board composition and recommend to the Board appointment of new Directors of the Group and Board Committees.


  • To evaluate the effectiveness of the Board, Board Committees and contributions of each individual Director.


  • To review the Managing Director’s/Group Chief Executive Officer’s and Executive Director’s objectives and goals and the assessment of performance of these persons against those benchmarks.


  • To review the performance evaluation of Chief Level Officers.


  • To determine the level and composition of remuneration for the Managing Director/Group Chief Executive Officer, Executive Directors (if any) and Chief Level Officers.


  • To develop policies, practices and recommend proposals appropriate to facilitate the recruitment and retention of the Managing Director/Group Chief Executive Officer, Executive Directors (if any) and Chief Level Officers.



  • Examine and where appropriate, approve award of contracts for supply of goods, works or services within the limits as authorised in the Limits of Authority.


  • Review selection for the appointment of successful tenderer for both closed and open tender applications.


  • Examine and where appropriate, authorise the variation of tender procedures for the tender committee.
  • To review and deliberate on the Group risks, sustainability, and compliance related matters and report and make the necessary recommendations with regard to risk, sustainability, and compliance matters and also ensure alignment to the Group’s long-term strategy.


  • Formulate the risk management and compliance policy and framework, monitoring its implementation, ensuring appropriate controls put in place.


  • Recommend a direction that aligns the sustainability targets to the overall goals of the Group and prioritises key sustainability matters.

• Approve proposals made by Management on the Group’s flagship Digital-First related projects in line with the Company’s Limits of Authority


• Review, deliberate and thereafter recommend to the Board for approval proposals made by Management on the Group’s flagship Digital-First related projects in line with the Company’s Limits of Authority;


• Review and assess the business case of the Group’s Digital-First related projects and their costing to ensure that proper decisions are made on the related investments and projects


• Review and assess the Group’s Digital-First strategy to ensure its alignment with the Group’s Corporate Strategy and direction


• Review and approve Digital-First related policies or recommend such policies to the Board of Directors for approval, as appropriate


• Review on annual basis key emerging Digital-First trends that may affect the Group’s strategic plans, including potential significant changes to those trends;


• Review significant Digital-First issues affecting delivery of the Group’s strategic projects and thereafter make the necessary recommendations to the Board on action plans to address and mitigate the same;


• Receive reports from Management concerning the development and performance of the Group’s Digital-First projects


• Review all Digital-First related risks and the necessary risk assessment and risk mitigation plans proposed by Management.


Financial Statements

  • 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 (as and when necessary).


Internal Control

  • Assess the quality and effectiveness of the systems of internal control and the efficiency of the Group’s operations.


  • 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 that appropriate action is taken.


Internal Audit

  • Approve the Internal Audit Charter and review the adequacy of internal audit function.


  • Review the internal audit programme and results of the internal audit process 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.


External Audit

  • Recommend the nomination of external auditors, audit fees and any question of resignation or dismissal of external auditors.


  • Discuss with external auditor 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 and the results of Management’s investigation and follow up (including disciplinary action) of any instances of non-compliance.


  • 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.


Other responsibilities

  • 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.

For Nominations

  • Propose to the Board suitable candidates for appointment as Directors, Managing Director/Group Chief 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 (if necessary).


  • 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, as well as the Managing Director/Group Chief Executive Officer and Executive Director (if any).


For Remuneration

  • Establish and recommend to the Board the remuneration framework, structure and policy of the Managing Director/Group Chief Executive Officer, Executive Directors (if any) and Chief Level Officers.


  • Recommend to the Board, the terms of employment of the Managing Director/Group Chief Executive Officer and the Executive Directors (if any).


  • Recommend to the Board proposal on the Managing Director/Group Chief Executive Officer’s and Executive Director’s (if any) remuneration and benefit


  • Recommend to the Board performance contracts and key performance indicators (“KPIs”) for the Managing Director/Group Chief Executive Officer and the Executive Director (if any) and to 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 (if any) or any of the Chief Level Officers in the event of termination of the employment/service contracts (if necessary) 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 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’s active and operating subsidiaries, associate companies and investee companies.


  • Endorse the proposed appointment of Directors at Pos Malaysia’s active and operating wholly owned subsidiaries, in the case where the proposed appointed Directors are employees of Pos Malaysia Group.


  • Recommend Directors who are retiring (by casual vacancy and by rotation) for re-election at the Company’s Annual General Meeting.


  • Recommend Independent Director(s) who has/have served a cumulative term limit of nine (9) years for re-appointment at the Company’s Annual General Meeting.

Tender related matters

  • Determine its own procedures.


  • Appoint sub-committees for technical and commercial evaluations, if necessary.


  • Approve qualified tenderers or any tender and quotation.


  • May call for fresh tenders or quotation when it considers it advisable.


  • The right to refuse release of any details of any tenderer, tender or quotation.


  • Review and recommend to the Board for approval the Company’s procurement policies and procedures including general evaluation criteria, anti-corruption policy and codes of conduct.


  • Oversee and monitor the overall implementation of the Company’s Procurement Policy Guidelines and review the efficiency and effectiveness of the Company’s procurement processes.


Related Party Transaction/Recurrent Related Party Transaction


  • Review any related party transaction/recurrent related party transaction to be undertaken by the Company or the Group which involves tender evaluation to ensure appropriate tender evaluation is conducted by the Management before submitting to the Board Audit Committee.




  • Provide oversight, guidance and direction to the Group’s risk management function and processes.


  • Recommend the Group’s risk management policies, strategies and risk tolerance levels, and any proposed changes thereto for the Board’s consideration and approval.


  • Ensure that Management integrates the necessary risk management processes into all business processes of the Group.


  • Evaluate the effectiveness of the Enterprise Risk Management framework, risk management processes and support system to identify, assess, monitor and manage the Group’s key risks.


  • Review the risk identification and management process developed by Management to confirm it is consistent with the Group’s strategy and business plan.


  • Review Management’s assessment of risk on a quarterly basis and provide quarterly updates to the Board.


  • Enquire Management and the independent auditor about the exposure to business, political, financial and control risks.


  • Assess the steps/actions Management has implemented or wish to implement to manage and mitigate identifiable risk, including the use of hedging and insurance.


  • Deliberate on compliance related matters of the Group and review the effectiveness of systems for monitoring compliance with laws and regulations.


  • Review findings, material issues or non-compliances highlighted by the regulatory authorities.


  • Deliberate, review and evaluate the existing compliance framework and to recommend measures for improvement by adopting the best practices.


  • Review and ensure sustainability efforts are aligned to the Group’s long-term business and environment strategy.


  • Ensure the effective management of significant and material economic, environment and social matters impacting the principal businesses of the Group.


  • Ensure sustainability is integrated within key business strategies towards the collective achievement of sustainability goals across the Group.


  • Provide a consolidated sustainability reporting and assurance to the Board to support the relevant statement(s) for disclosure in the Company’s annual report.


  • Perform any other roles and responsibilities as may be required by the Board from time to time and/or which are related to the objectives of the Committee.


Five Year Group Financial Highlights

Five Year Dividend Payout Data

Quarterly Results Presentation

Contact Us

For all enquiries, please contact:



Mr. Hady Hud

Head, Investor Relations

Tel : +603-2267 2274

Email : hadyhud@pos.com.my

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