Corporate Governance

The Securities Commission Malaysia (SC) is dedicated towards promoting the internalisation of a culture of good governance amongst capital market participants. Greater emphasis is being placed on self and market regulation to complement the existing comprehensive regulatory framework. We believe that a strong corporate governance culture must be premised on a dynamic synthesis of efforts between regulators and the market.

Corporate Governance Monitor
The Corporate Governance Monitor is an annual publication by the SC on the overall state of play in relation to the adoption of the Malaysian Code on Corporate Governance (MCCG), quality of corporate governance disclosures and observations from selected thematic reviews for the year. Using advanced analytics, data from more than 800 public listed companies are analysed to produce the report. The data and observations in the Corporate Governance Monitor, can be used -
  • by boards to review the company’s corporate governance policies and practices;
  • to support shareholders in evaluating the corporate governance performance of companies;
  • by advocates to promote good governance; and
  • to consistently track progress in the adoption of corporate governance best practices.
Corporate Governance Strategic Priorities 2017-2020
The Corporate Governance Strategic Priorities (2017-2020) is the product of an extensive review by the SC on the state of corporate governance of public-listed companies (PLCs) in Malaysia. The review drew inputs from domestic and international stakeholders, lessons from past and recent corporate governance failures, and changes in market structure and business needs. It also took into account the growing need for companies to address the converging interest of corporate citizenship, social and environmental concerns. There are five strategic priorities, which are as follows:

  • Priority 1 – Enhancing the corporate governance regulatory framework
  • Priority 2 - Strengthening the corporate governance ecosystem
  • Priority 3 – Promoting greater gender diversity on boards
  • Priority 4 – Embedding corporate governance culture early in the life cycle of companies and among youth
  • Priority 5 – Leveraging technology to enhance monitoring of corporate governance practices and shareholder activism
Malaysian Code on Corporate Governance
The Malaysian Code on Corporate Governance (MCCG) introduced in 2000 has been a significant tool for corporate governance reform, and has influenced corporate governance practices of companies positively. The MCCG reflects global principles and internationally recognised practices of corporate governance which are above and beyond the minimum required by statute, regulations or those prescribed by Bursa Malaysia. The MCCG was reviewed in 2007 and 2012 to ensure that it remains relevant and is aligned with globally recognised best practices and standards.

In 2017, the MCCG, which supersedes its earlier edition, takes on a new approach to promote greater internalisation of corporate governance culture.

Key features of the new approach include: 
  • The Comprehend, Apply and Report approach – CARE
  • The shift from comply or explain to apply or explain an alternative
  • Greater focus and clarity on Intended Outcomes for each practice
  • Guidance to assist companies in applying the practices
  • Identify exemplary practices which support companies in moving towards greater excellence – Step Ups

Other downloads:

Malaysian Code for Institutional Investors
The Malaysian Code for Institutional Investors aims to set out broad principles of effective stewardship by institutional investors such as their disclosures of stewardship policies, monitoring of and engagement with investee companies and managing conflict of interests. 

ASEAN Corporate Governance Scorecard: Country Report & Assessment
The ASEAN Corporate Governance Scorecard was introduced in 2011. The scorecard is a corporate governance initiative of the Association of Southeast Asian Nations (ASEAN), under the ASEAN Capital Markets Forum (ACMF) Implementation Plan for the development of an integrated capital market, to complement other ACMF initiatives and promote ASEAN as an asset class. This initiative is led by Securities Commission Malaysia and supported by the Asian Development Bank (ADB) through its regional technical assistance for ASEAN capital market integration. The scorecard hopes to raise corporate governance standards of publicly listed companies (PLCs) in ASEAN countries and increase their visibility to investors.

The country report highlights the areas of strengths and areas for further improvement of each participating country which provided regulators, PLCs, Institute of Directors, and other stakeholders useful data points to guide corporate governance reforms, strategies, and measures in their respective country.

The Organisation for Economic Co-operation and Development (OECD) Principles of Corporate Governance were used as the main benchmark for the Scorecard. These cover Rights of Shareholders, Equitable treatment of Shareholders, Role of Stakeholders, Disclosure and Transparency and Responsibilities of the Board.

Corporate Governance Blueprint 2011
The Securities Commission Malaysia’s five-year Corporate Governance Blueprint (Blueprint) which was launched on 8 July 2011, provides the action plan to raise the standards of corporate governance in Malaysia by strengthening self and market discipline and promoting greater internalisation of the culture of good governance. It engenders a shift in corporate governance culture from mere compliance with rules to one that more fittingly captures the essence of good corporate governance; namely a deepening of the relationship of trust between companies and stakeholders. 

Developed through a highly consultative process with industry, the Blueprint focuses on six connected themes of the corporate governance ecosystem namely shareholder rights, the roles of institutional investors, boards, gatekeepers and influencers, disclosure and transparency as well as public and private enforcement.
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