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Laporan Tahunan

Dasar TSK Kami

DASAR TSK KAMI

Tanggungjawab Sosial Korporat (TSK) merupakan perkara yang diutamakan oleh Pos Malaysia kerana ia selaras dengan prinsip-prinsip kami yang menjalankan perniagaan dengan penuh ketelusan dan bertanggungjawab serta mematuhi amalan-amalan utama pentadbiran korporat yang baik.

 

'Menyentuh Kehidupan' adalah tema untuk dasar TSK Pos Malaysia di mana sebagai sebuah warga korporat yang bertanggungjawab secara sosial dan dalam menyokong aspirasi kerajaan, kami komited untuk melaksanakan program-program dan aktiviti-aktiviti yang akan menyumbang ke arah pembangunan masyarakatan dan ekonomi negara.

 

PERNYATAAN DASAR TSK POS MALAYSIA

Dasar TSK kami menumpukan kepada kaedah serampang dua mata iaitu bertujuan untuk membawa nilai kepada seluruh masyarakat dan negara melalui:

 

  • Meningkatkan Tahap Pendidikan:
    Pos Malaysia berusaha untuk menyumbang ke arah aktiviti-aktiviti yang menyokong pembinaan negara, terutamanya ke arah peningkatan pembangunan modal insan khususnya di kawasan-kawasan yang kurang bernasib baik;
  • Membangunkan Masyarakat :
    Pos Malaysia juga berusaha untuk meningkatkan kefahaman dan kemahiran dalam aktiviti perdagangan dan keusahawanan di dalam masyarakat terutamanya di kawasan luar bandar.

 

Tema-tema TSK di atas adalah sejajar dengan misi kami untuk sentiasa berusaha menjadi warga korporat yang penyayang dengan menyokong pembinaan negara dan perkhidmatan masyarakat?

OBJEKTIF-OBJEKTIF TSK

Pos Malaysia berpegang teguh kepada empat objektif yang luas dalam melaksanakan aktiviti-aktiviti TSK kami:

 

  • Membezakan diri kami daripada para pesaing kami dengan memperkukuhkan imej dan kredibiliti awam dalam cara bukan komersil tetapi lebih bermakna;
  • Memperkukuh perasaan muhibah dan hubungan dengan para pelanggan dengan menonjolkan sikap kami yang bertanggungjawab terhadap masyarakat untuk membantu meneruskan perniagaan kami;
  • Mendorong dan menyediakan saluran untuk para pekerja bagi meningkatkan kesedaran tentang nilai-nilai korporat utama syarikat secara proaktif, yang dikenali sebagai PAKSI: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).

  • Membangunkan nilai pemegang saham untuk jangka masa panjang.

 

APA YANG KAMI SOKONG

 

  • Pos Malaysia menerima ribuan permintaan untuk sumbangan / pelaburan masyarakat. Walaupun kami faham bahawa semua permintaan mempunyai merit secara individu, Pos Malaysia perlu menumpukan sumbernya ke atas objektif-objektif perniagaan dan faedah yang diterima oleh pemegang sahamnya.
  • Semasa Pos Malaysia mempertimbang dan memberi maklumbalas terhadap segala permintaan luar untuk penajaan, penekanan akan ditumpukan ke arah mewujudkan atau meneruskan aktiviti yang paling berfaedah dan sejajar dengan objektif perniagaan kami.
  • Dalam menentukan apa yang perlu disokong, kami berpandukan kepada bagaimana sumbangan kami kepada masyarakat akan:
    • Meningkatkan hubungan antara Pos Malaysia dengan media dan kerajaan
    • Mengukuhkan jenama Pos Malaysia dan reputasi korporat
    • Mempertingkat kesedaran, pemahaman dan penghayatan terhadap perkhidmatan-perkhidmatan yang disediakan oleh Pos Malaysia
    • Mempertingkat tahap pendidikan terutama untuk memanfaatkan golongan kurang bernasib baik
    • Menyediakan bantuan bagi individu untuk memulakan perniagaan kecil yang sejajar dengan strategi perniagaan kami;
    • Mampu untuk menghubungkan pelbagai kumpulan pengguna perkhidmatan Pos Malaysia
    • Mengenalpasti peluang melalui tajaan
    • Membuka peluang perniagaan dan promosi
    • Mampu untuk mempamerkan sokongan dan penglibatan syarikat dengan masyarakat.
    • Memberikan nilai positif yang meliputi seluruh segmen masyarakat
    • Mampu menunjukkan kewajaran pelaburan yang dilaksanakan dan hasil yang dijangkakan.

 

APA YANG KAMI TIDAK SOKONG

Pos Malaysia tidak akan mempertimbangkan permohonan untuk perkara / sebab-sebab / entiti-entiti / penggunaan yang berikut:

 

  • Membahayakan kepada jenama Pos Malaysia dan reputasi korporat
  • Menyalahi undang-undang, menggalakkan anti-sosial dan nilai-nilai negatif atau sesuatu yang boleh menyumbang kepada kontroversi atau menjejas keharmonian kaum
  • Semata-mata bersifat politik;
  • Berada dalam konflik secara langsung dan bercanggah dengan Pos Malaysia dari segi :
    • Nilai-nilai korporat mengenai sebarang isu semasa
    • Teras-teras utama TSK
  • Permintaan-permintaan yang dihantar secara umum seperti ‘Kepada sesiapa yang berkenaan’
  • Pengumpul dana professional yang bekerja bagi pihak sebuah organisasi
  • Pengiklanan dan promosi, termasuk mendapatkan pengiklanan bagi pihak organisasi yang lain
  • Bersifat meragukan dan mendatangkan kesangsian.

 

KRITERIA ORGANISASI

Pos Malaysia boleh mempertimbang dan meluluskan permohonan untuk organisasi berikut:

 

  • Persekutuan, Negeri dan Jabatan Kerajaan peringkat Daerah serta Badan-badan Berkanun
  • Badan bukan kerajaan yang memiliki kepentingan Pos Malaysia dan berkongsi hasratnya
  • Kelab-kelab rekreasi kerajaan dan institusi yang berkepentingan ke atas Pos Malaysia.
Kesatuan

Menyedari keperluan untuk mengetahui perkembangan pos di arena antarabangsa, Pos Malaysia Berhad terus menjalin hubungan dengan rakan-rakan seindustrinya di luar negara melalui penyertaan di dalam pelbagai kesatuan pos.

 

Kesatuan Pos Sejagat (UPU)

Pentadbiran pos di Malaysia telah menganggotai Kesatuan Pos Sejagat (UPU) sejak tahun 1957. UPU adalah satu agensi khusus Bangsa-bangsa Bersatu. Ia ditubuhkan pada 1874 dengan peranannya untuk menyelaras sistem komunikasi pos di kalangan negara-negara anggota. Kini keahliannya adalah sebanyak 170 buah negara. Malaysia menyertai secara aktif Kongres-kongres UPU dan mesyuarat-mesyuarat Majlis Eksekutif. Kini Malaysia adalah ahli Majlis Operasi UPU.

 

Kesatuan Pos Asia Pasifik (APPU)

APPU adalah satu organisasi pos serantau yang ditubuhkan bertujuan untuk menyelesaikan masalah yang dihadapi oleh pentadbiran pos dan juga untuk meningkatkan kualiti pertukaran mel di kalangan negara-negara di rantau ini.

Malaysia telah menjadi tuan rumah bagi mesyuarat Majlis Eksekutif APPU 1986 di Kuala Lumpur pada 7 hingga 12 November dan sekali lagi pada tahun 2006. Mesyuarat ini telah dihadiri oleh delegasi daripada 19 buah negara ahli dan para pemerhati dari UPU.

 

Persidangan Komanwel Pentadbiran Pos

Persidangan Pentadbiran Pos Komanwel (CCPA) merupakan satu forum untuk pengendali pos berhimpun dua atau tiga tahun sekali. Ahli-ahli mesyuarat ini bertukar-tukar dan mengkaji maklumat, berbincang cara-cara dan langkah untuk mengukuhkan kerjasama pos, dan meningkatkan kualiti perkhidmatan serta memperkenalkan perubahan pos di kalangan negara-negara anggota.

 

Mesyuarat Perniagaan Pos ASEAN

ASEANPOST telah ditubuhkan pada 1992 khusus untuk pengendali-pengendali pos di negara-negara ASEAN. Ketua-ketua ASEANPOST bertemu setiap tahun untuk bertukar-tukar pandangan dan berkongsi pengalaman serta amalan terbaik untuk perubahan pos dan pembangunan perniagaan pos di kalangan negara-negara anggota. ASEANPOST kini terdiri daripada 9 buah negara ASEAN dan Malaysia memegang jawatan sebagai pengerusi Mesyuarat Perniagaan Pos ASEAN.

 

Tadbir Urus Korporat

Board Committee Term of Reference

TERMS OF REFERENCE – OBJECTIVES

BOARD AUDIT COMMITTEE

BOARD NOMINATION AND REMUNERATION COMMITTEE BOARD TENDER COMMITTEE BOARD RISK, SUSTAINABILITY, AND COMPLIANCE COMMITTEE
  • 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.



TERMS OF REFERENCE – ROLES & RESPONSIBILITIES / FUNCTION
AUDIT COMMITTEE BOARD NOMINATION AND REMUNERATION COMMITTEE BOARD TENDER COMMITTEE BOARD RISK MANAGEMENT AND COMPLIANCE COMMITTEE

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.

 

Compliance

  • 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 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.

 

Pembentangan Keputusan Kewangan Suku Tahunan

Hubungi Kami

Untuk sebarang pertanyaan, sila hubungi:

 

 

En. Niuh Jit Aun

Ketua, Hubungan Pelabur

Tel : +603-2267 2274

Emel : jitaun@pos.com.my