MSM Malaysia Holdings Berhad

Transcription

MSM MALAYSIA
HOLDINGS BERHAD
ANNUAL REPORT 2011 LAPORAN TAHUNAN
MSM MALAYSIA HOLDINGS BERHAD (935722-K)
www.msmholdings.com
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16th Floor, Wisma Jerneh
38, Jalan Sultan Ismail
50250 Kuala Lumpur
Malaysia
Tel No.: +603 2141 3880
Fax No.: +603 2141 3601
E-mail: info@msmholdings.com.my
ANNUAL REPORT 2011 LAPORAN TAHUNAN
MSM MALAYSIA HOLDINGS BERHAD (935722-K)
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11 MSM Malaysia Holdings Berhad (MSM) was incorporated on 10 March 2011
MSM Malaysia Holdings Berhad (MSM) telah diperbadankan pada 10 Mac 2011
On 2 June 2011, MSM launched its prospectus in its bid to be listed on the Main Market of Bursa Malaysia Securities
Berhad (Bursa Malaysia). This was witnessed by Deputy Prime Minister, Y.A.B. Tan Sri Dato’ Hj Muhyiddin Hj Mohd Yassin
Pada 2 Jun 2011, MSM melancarkan prospektusnya sejajar dengan usaha untuk disenaraikan ke Pasaran Utama Bursa Malaysia
Securities Berhad (Bursa Malaysia). Acara ini disaksikan oleh Timbalan Perdana Menteri, Y.A.B. Tan Sri Dato’ Hj Muhyiddin
Hj Mohd Yassin
MSM successfully debuted on Bursa Malaysia’s Main Market on 28 June 2011
MSM berjaya disenaraikan dalam Pasaran Utama Bursa Malaysia pada 28 Jun 2011
SUGAR TYPES
JENIS-JENIS GULA
Brown sugar
Gula perang
Coarse
granulated sugar
Soft brown sugar
Gula pasir kasar
Gula perang lembut
Icing sugar
Gula aising
Cube sugar
Gula kiub
Fine granulated sugar
Gula pasir halus
Caster sugar
Gula kastor
MSM Malaysia Holdings Berhad (MSM), incorporated on 10 March 2011, possesses a sugar heritage that dates
back to the formation of Malayan Sugar Manufacturing Company Limited (MSM Co.) – a joint venture between
Kuok Brothers Sdn Bhd, Mitsui & Co. and Nissin Sugar Manufacturing Company that was established to reduce
Malaysia’s dependence on imported refined sugar.
On 26 May 1971, another private limited company Kilang Gula Felda Perlis Sendirian Berhad (KGFP) was
incorporated as part of the Perlis Sugar Project, to diversify and develop Malaysia’s agro-based industries.
Until 2010, PPB Group Berhad (PPB) had a 100 percent interest in MSM Co. and a 50 percent interest
in KGFP, and also owned 5,698 hectares of sugar cane plantation land in Chuping, Perlis. In January 2010,
Felda Global Ventures Holdings Berhad (Felda Global) acquired PPB’s entire sugar business in Malaysia and a
20 percent stake in Tradewinds (M) Berhad for a total consideration of RM1.5 billion.
The acquisition transformed Felda Global into a dominant sugar player in the country and led to the listing of
MSM on Bursa Malaysia Securities Berhad’s (Bursa Malaysia) Main Market in June 2011 – presenting the public
with a chance to participate exclusively in Malaysia’s sugar business for the first time ever.
Today, MSM is one of the top 60 companies on Bursa Malaysia with a market capitalisation of RM2.4 billion.
A Sweet Heritage Warisan Manis
Warisan MSM Malaysia Holdings Berhad (MSM) yang diperbadankan pada 10 Mac 2011, bermula
dari penubuhan Malayan Sugar Manufacturing Company Limited (MSM Co.) iaitu usaha niaga di antara
Kuok Brothers Sdn Bhd, Mitsui & Co. dan Nissin Sugar Manufacturing Company yang ditubuhkan bagi
membantu mengurangkan kebergantungan Malaysia kepada gula halus yang diimport.
Pada 26 Mei 1971, sebuah lagi syarikat sendirian berhad iaitu Kilang Gula Felda Perlis Sendirian Berhad (KGFP)
telah diperbadankan sebagai sebahagian daripada Projek Gula Perlis yang bermatlamat mempelbagai dan
membangunkan industri asas tani di Malaysia.
Sehingga 2010, PPB Group Berhad (PPB) memiliki 100 peratus kepentingan
dalam MSM Co. dan 50 peratus dalam KGFP, selain menjadi pemilik
ladang tebu seluas 5,698 hektar di Chuping, Perlis. Pada Januari 2010,
Felda Global Ventures Holdings Berhad (Felda Global) telah mengambil alih
keseluruhan perniagaan gula PPB di Malaysia dan saham sebanyak 20 peratus
dalam Tradewinds (M) Berhad untuk jumlah pertimbangan keseluruhan
sebanyak RM1.5 bilion.
Pengambilalihan tersebut telah menjadikan Felda Global sebagai pemain
dominan dalam pasaran gula negara yang membawa kepada penyenaraian
MSM dalam Pasaran Utama Bursa Malaysia Securities Berhad (Bursa Malaysia)
pada Jun 2011, yang mana memberi peluang kepada orang awam untuk
mengambil bahagian secara eksklusif dalam perniagaan gula Malaysia buat
julung kalinya.
Pada hari ini, MSM merupakan salah satu daripada 60 syarikat utama dalam
Bursa Malaysia yang memiliki permodalan pasaran sebanyak RM2.4 bilion.
Contents
Isi Kandungan
Milestones
Titik-titik Pencapaian
THE CORPORATION
SYARIKAT
THE PERFORMANCE
PENCAPAIAN
1
Vision and Mission
Visi dan Misi
26
Corporate Information
Maklumat Korporat
76
Financial Statement
Penyata Kewangan
2
Corporate Profile
Profil Korporat
27
Corporate Structure
Struktur Korporat
218
Analysis of Shareholding
Analisis Pegangan Saham
28
Board of Directors
Lembaga Pengarah
224
Summary of Properties
Senarai Hartanah
30
Profile of Directors
Profil Pengarah
232
38
Profile of Senior Management
Profil Ahli Pengurusan Kanan
Notice of Annual
General Meeting
Notis Mesyuarat Agung Tahunan
240
Statement Accompanying
Notice of Annual
General Meeting
Penyata Mengiringi Notis
Mesyuarat Agung Tahunan
THE BUSINESS
PERNIAGAAN
6
Business Overview
Tinjauan Perniagaan
8
4-Year Financial Highlights
Sorotan Kewangan 4 Tahun
10
Chairman’s Statement
Penyata Pengerusi
16
CEO’s Review
Ulasan Ketua Pegawai Eksekutif
42
Awards & Recognitions
Anugerah & Pengiktirafan
THE REPORTS
LAPORAN-LAPORAN
46
Statement on
Corporate Governance
Penyata Urus Tadbir Korporat
58
Statement of Internal Control
Penyata Kawalan Dalaman
61
Report of The Audit Committee
Laporan Jawatankuasa Audit
67
Additional Disclosure
Pendedahan Tambahan
69
Corporate Social Responsibility
Tanggungjawab Sosial Korporat
Proxy Form
Borang Proksi
19
...
64 MSM Co.’s facility commences operations in Prai, Penang
Fasiliti MSM Co. memulakan operasi di Prai, Pulau Pinang
73 KGFP’s facility commences milling and refinery operations in Chuping, Perlis
Fasiliti KGFP memulakan operasi pengilangan dan penapisan di Chuping, Perlis
76 MSM Co.’s facility embarks on automation of production processes
Fasiliti MSM Co. memulakan automasi proses pengeluaran
80 KGFP’s facility commences imported raw sugar refining operations
Fasiliti KGFP memulakan operasi penapisan gula mentah yang diimport
90 KGFP’s facility increases refining capacity to 41,000 tonnes per year
Fasiliti KGFP meningkatkan kapasiti penapisan kepada 41,000 tan metrik setahun
92
MSM Co.’s warehouse at Sungai Buloh commences operations with rail connection from MSM Co.’s facility in Prai
Gudang MSM Co. di Sungai Buloh memulakan operasi dengan hubungan rel dari fasiliti MSM Co. di Prai
MILESTONES
1964-2011
20...
Titik-titik Pencapaian
02 MSM
Co.’s warehouse at Johor Bahru commences operations with rail
connection from MSM Co.’s facility in Prai
Gudang MSM Co. di Johor Bahru memulakan operasi dengan hubungan rel dari fasiliti
MSM Co. di Prai
07 MSM Co.’s facility increases refining capacity to 800,000 tonnes per year
Fasiliti MSM Co. meningkatkan kapasiti penapisan kepada 800,000 tan metrik setahun
10 Refining capacities increased to 960,000 tonnes per year at MSM Co.’s facility
and to 150,000 tonnes per year at KGFP’s facility. The Felda Group acquired
PPB Group’s interests in MSM Co. and KGFP
Kapasiti penapisan ditingkatkan kepada 960,000 tan metrik setahun di fasiliti
MSM Co. dan kepada 150,000 tan metrik setahun di fasiliti KGFP. Pemerolehan
kepentingan Kumpulan PPB dalam MSM Co. dan KGFP oleh Kumpulan FELDA
Our Vision Visi Kami
To be at the forefront of Southeast Asia’s sugar
manufacturing industry
Untuk menjadi peneraju industri pembuatan gula
di Asia Tenggara
Our Mission Misi Kami
■
To excel as a highly competitive and environment friendly
sugar manufacturer with exceptional quality recognition.
Untuk membangun dengan cemerlang sebagai sebuah
syarikat pembuatan gula yang berdaya saing dan mesra alam
selain menghasilkan produk yang diiktiraf berkualiti tinggi.
■
To be a prominent corporation in the sugar business by
providing products and services of superior value so as
to sustain consistent long-term growth in volume and
profitability.
Untuk menjadi syarikat terkemuka dalam perniagaan gula
dengan menyediakan produk-produk dan perkhidmatan
bernilai tinggi untuk mengekalkan kemapanan pertumbuhan
jangka panjang yang konsisten dalam jumlah dan keuntungan.
■
To achieve consistent and balanced commercial
success by:
– satisfying our customer’s needs
– providing superior performance to our shareholders
– making available rewarding careers to our people
– having mutually beneficial relationships with our
core business associates, and
– participating and contributing effectively towards
nation building and the welfare and advancement
of the society in which we operate.
Untuk mencapai kejayaan komersil yang konsisten dan
seimbang dengan:
–
memenuhi keperluan pelanggan kami
–
memberikan prestasi terbaik untuk para pemegang
saham
–
mewujudkan peluang kerjaya yang memberi kepuasan
kepada kakitangan
–
membina hubungan yang saling memberi manfaat
dengan rakan-rakan niaga utama, dan
–
mengambil bahagian dan menyumbang secara berkesan
kepada pembangunan negara dan kebajikan serta
kemajuan masyarakat di mana kami beroperasi.
1
MSM Malaysia Holdings Berhad (MSM) is the leading sugar producer in Malaysia, involved primarily in the production,
marketing and sale of refined sugar products, with an annual production capacity of over 1.1 million tonnes of refined sugar.
In 2011, we produced a total of approximately 958,377 tonnes of refined sugar products, accounting for approximately
57 percent of total sugar production in Malaysia.
We conduct our sugar business primarily through MSM and its two operating subsidiaries, MSM Co. and KGFP.
MSM is part of the Felda Global Group – the group of companies under Felda Global Ventures Holdings Berhad, one of
the largest agro-based businesses in Malaysia. As the commercial arm of Federal Land Development Authority (FELDA),
Felda Global Group has investments in over 80 subsididiaries, associated companies and joint ventures engaged in
diverse activities including multi-crop plantations, oils and fats, oleo chemicals, manufacturing, logistics and services.
MSM Malaysia Holdings Berhad (MSM) adalah pengeluar gula utama di Malaysia yang menjalankan kegiatan pengeluaran,
pemasaran dan penjualan produk-produk gula bertapis, dengan kapasiti pengeluaran tahunan melebihi 1.1 juta tan metrik gula
bertapis. Pada 2011, kami menghasilkan lebih kurang 958,377 tan metrik produk-produk gula bertapis, yang
menyumbang kira-kira 57 peratus daripada jumlah keseluruhan pengeluaran gula di Malaysia.
Kami menjalankan perniagaan menerusi MSM dan dua anak syarikatnya iaitu MSM Co.
dan KGFP.
MSM adalah sebahagian daripada Kumpulan Felda Global – kumpulan syarikat-syarikat di
bawah Felda Global Ventures Holdings Berhad, yang merupakan salah satu perniagaan
asas tani terbesar di Malaysia. Sebagai jentera komersil Lembaga Kemajuan Tanah
Persekutuan (FELDA), Kumpulan Felda Global mempunyai pelaburan dalam lebih
80 anak syarikat, syarikat bersekutu dan syarikat usaha sama yang terlibat
dalam pelbagai kegiatan termasuk perladangan tanaman pelbagai,
minyak dan lelemak, oleokimia, pengilangan, logistik dan
perkhidmatan.
2
CORPORATE PROFILE
Profil Korporat
We offer a variety of products and sell to a wide
range of customers in Malaysia and in other countries
directly and indirectly through traders, wholesalers and
distributors. Our customers include major companies
in the beverage and confectionery industries, hotels,
restaurants, food outlets and household consumers.
Our products range from white refined sugar of various
grain sizes to soft brown sugar. These are marketed and
sold in a variety of packaging options under two brands
– “Gula Prai” and “Gula Perlis”. We also sell molasses,
a by-product of the refining process, to distilleries and
producers of ethanol, animal feed and yeast, among
other products.
We are
Kami adalah
Kami menawarkan pelbagai jenis produk dan menjualnya
kepada rangkaian pelanggan yang luas di Malaysia serta
negara-negara lain secara langsung dan tidak langsung
menerusi pedagang, pemborong dan pengedar. Pelanggan
kami termasuklah syarikat-syarikat besar dalam industri
minuman dan konfeksionari, hotel, restoran, cawangancawangan kedai makan serta pengguna isi rumah.
Produk kami terdiri daripada gula putih bertapis dengan
butiran pelbagai saiz hinggalah kepada gula perang. Ia
dipasarkan dan dijual dalam pelbagai bentuk bungkusan
di bawah jenama “Gula Prai” dan “Gula Perlis”. Kami juga
menjual molases yakni produk sampingan yang terhasil
daripada proses penapisan, selain hasil sulingan dan produkproduk etanol, makanan haiwan dan yis, antara lainnya.
We own and operate two sugar refineries, as well as
the only sugar cane plantation and sugar cane milling
facility in Malaysia. KGFP plants sugar cane in Chuping,
Perlis, on a 4,454 hectares plantation that it owns,
as well as on 1,244 hectares of adjacent leased land.
KGFP also operates a sugar refinery in Chuping, Perlis.
MSM Co. operates a sugar refinery located in Seberang
Prai, Penang. Each refining facility has packaging,
storage and distribution capabilities on site. MSM Co.
also operates a packaging and distribution warehouse
in Sungai Buloh, Selangor, and another distribution
warehouse in Johor Bahru, Johor. Both of these facilities
are connected to the refinery in Prai by rail.
Pure Sugar
Gula Tulen
Kami memiliki dan mengusahakan dua buah kilang penapis
gula, serta satu-satunya ladang tebu dan kilang pemprosesan
tebu di Malaysia. KGFP mengusahakan penanaman tebu
di Chuping, Perlis, di atas tanah ladang miliknya seluas
4,454 hektar, serta di atas tanah pajakan bersebelahannya
seluas 1,244 hektar. KGFP juga mengusahakan sebuah
kilang pemprosesan gula di Chuping, Perlis, manakala
MSM Co. mengusahakan sebuah kilang pemprosesan gula
di Seberang Prai, Pulau Pinang. Setiap kilang tersebut
memiliki kemudahan pembungkusan, penyimpanan dan
pengedaran. MSM Co. turut mengusahakan sebuah gudang
pembungkusan dan pengedaran di Sungai Buloh, Selangor,
serta sebuah lagi gudang pengedaran di Johor Bahru, Johor.
Kedua-dua gudang ini dihubungkan dengan kilang penapis
di Prai melalui rel.
3
In 2011,
we produced
approximately
958,377 tonnes
of refined
sugar products,
accounting for
approximately
57 percent
of total sugar
production in
Malaysia.
Pada 2011, kami
telah berjaya
menghasilkan
lebih kurang
958,377 tan
metrik produk
gula bertapis,
yang mana
menyumbang
57 peratus
daripada jumlah
keseluruhan hasil
pengeluaran gula
di Malaysia.
Leading the trail of
sweet success
Menerajui kemanisan kejayaan
BUSINESS OVERVIEW
TINJAUAN perniagaan
SUGAR CANE PLANTATION
LADANG TEBU
SUGAR CANE MILL
IMPORTS OF RAW SUGAR
KILANG TEBU
IMPORT GULA KASAR
SUGAR REFINING INDUSTRY
INDUSTRI PENAPISAN GULA
DOMESTIC MARKET PASARAN DOMESTIK
INDUSTRIAL CONSUMERS
PENGGUNA INDUSTRI
Pharmaceutical
Industry
Industri Farmaseutikal
RETAILERS AND
DISTRIBUTORS
PERUNCIT DAN
PENGEDAR
EXPORT MARKETS
PASARAN EKSPORT
Processed Foods Manufacturers
(i.e. soft drink, baked goods,
sugar confectioneries etc.)
Pengilang Makanan Proses (seperti
minuman ringan; roti, kek dan pastri;
konfeksionari dsb)
HOUSEHOLDS
ISI RUMAH
n MSM Malaysia Holdings Berhad’s core activities Aktiviti utama MSM Malaysia Holdings Berhad
6
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
MSM’S Sales Revenue (RM Mil)
MSM’S Sales Volume (Tonnes)
PEROLEHAN JUALAN MSM (RM Juta)
VOLUM JUALAN MSM (Tan Metrik)
1,882
1,882
1,824
1,882
346
67
17
2011
153,964
251
17
77
792,793
2010
17
2011■Tempatan
2010
■ Domestic Domestik ■■Domestic
Local Export
Domestik
Eksport
Local Export Eksport Tempatan
■ Export Eksport ■ Molasses
■ ExportMolases
Eksport ■ Molasses Molases
■ Domestic Domestik ■ Local Export Eksport Tempatan
■ Export Eksport ■ Molasses Molases
153,964
32,13527,214
27,214
25117
77
2010
2011
67
792,793
781,818
251
346 77
17
792,793
781,818
1,824
346
67
781,818
1,824
2011
17
118,785
153,964
33,336
32,135
118,785
33,336
33,914
2011
27,214
33,914
118,785
33,336
2010
32,135
2010
33,914
2011■Tempatan
■ Domestic Domestik ■■Domestic
Local Export
Domestik
Eksport
Local Export Eksport Tempatan 2010
■ Export Eksport ■ Molasses
■ ExportMolases
Eksport ■ Molasses Molases
■ Domestic Domestik ■ Local Export Eksport Tempatan
■ Export Eksport ■ Molasses Molases
GLOBAL PRODUCTION OF RAW SUGAR (Million Tonnes)
GLOBAL COnSUMPTION OF REFINED SUGAR (Million Tonnes)
PENGHASILAN GULA KASAR GLOBAL (Juta Tan Metrik)
PENGGUNAAN GULA Bertapis GLOBAL (Juta Tan Metrik)
MSM’S SHARE PERFORMANCE
BAKI PENGELUARAN & PENGGUNAAN GLOBAL (Juta Tan Metrik)
PRESTASI SAHAM MSM
1,4001,450
1,350
1,3501,400
1,300
1,3001,350
1,250
1,2501,300
1,200
1,2001,250
■ MSM ■ KLCI
1,200
12
11
11
10
0.00
10
12
1.00
09
-10.1
0.00
08
0.00
-10.1
2.00
09
11
1.00
3.00
08
1.00
4.00
08
10
2.00
5.00
06/07
09
2.00
06/07
-10.1
3.00
11/12E
-1.7
-2.8
11/12
1,4501,500
1,400
3.00
1.4
10/11
11/12E
-1.7
11/12
1,5001,550
1,450
1.4
09/10
10/11
-1.7
10/11
06/07
07/08
1.3
09/10
05/06
06/07
-2.8
08/09
04/05
05/06
1.4
10/11
1,5501,600
1,500
4.00
6.00
12
1,6001,650
1,550
5.00
7.8
1.4
1.3
07/08
03/04
04/05
0.8
1,650KLCI
1,600
Price Based on daily closing price
6.00 Harga Berdasarkan harga penutup harian
4.00
1.4
06/07
02/03
03/04
-2.8
05/06
01/02
02/03
0.8 1.3
04/05
01/02
02/03
01/02
03/04
1.4
KLCI
1,650
7.7
7.0
0.8
KLCI
6.00
7.8
5.00
08/09
09/10
7.0
Price Based on daily Price
closing
Based
priceon daily closing price
Harga Berdasarkan hargaHarga
penutup
Berdasarkan
harian harga penutup harian
06/07
11.7
7.7 7.8
7.7
11/12E
07/08
08/09
7.0
11.7
10/11
Source/Sumber: Louise Dreyfus Sugar Research
GLOBAL PRODUCTION & COnSUmPTION BALANCE (Million Tonnes)
11.7
11/12
09/10
09/10
10/11
08/09
08/09
09/10
07/08
07/08
08/09
165.412
162.488
162.488
160.166
160.166 165.412
157.784
157.784
156.789
165.412
162.488
160.166
157.784
156.789
07/08
11/12E
11/12E
10/11
10/11
11/12E
09/10
10/11
09/10
Source/Sumber: Louise Dreyfus Sugar Research
08/09
08/09
09/10
07/08
07/08
08/09
173.697
173.697
164.152
164.152
164.458 158.482
158.482
173.697
156.789
147.764
147.764
164.152
164.458
158.482
147.764
07/08
164.458
■ MSM ■ KLCI
■ MSM ■ KLCI
L A P O R A N
TAHUNAN
2011
ANNUAL
REPORT
T H E
B U S I N E S S
7
4-year Financial Highlights
SOROTAN KEWANGAN 4 TAHUN
Revenue
Perolehan
Cost of Sales
Kos Jualan
Gross Profit
Keuntungan Kasar
Other Operating Income
Lain-lain Pendapatan Operasi
2011
RM’000
2010
RM’000
2009
RM’000
2008
RM’000
2,299,554
2,168,598
1,643,621
1,154,230
(1,845,576)
(1,746,054)
(1,293,033)
(914,643)
453,978
422,544
350,588
239,587
742
805
4,945
12,532
–
(1,494)
(29,574)
23,529
Selling and Distribution Expenses
Perbelanjaan Jualan dan Agihan
(54,312)
(49,279)
(49,006)
(50,238)
Administrative Expenses
Perbelanjaan Pentadbiran
(38,421)
(33,693)
(28,491)
(29,984)
Other (Losses)/Gains – Net
Lain-lain (Kerugian)/Perolehan – Bersih
Other Operating Expenses
Lain-lain Perbelanjaan Operasi
(355)
–
–
–
360,138
310,803
301,565
171,897
11,538
3,494
–
–
Finance Costs
Kos Kewangan
(12,303)
(8,565)
Profit Before Taxation
Keuntungan Sebelum Cukai
359,373
305,732
299,350
168,355
Taxation
Cukai
(95,557)
(72,866)
(62,057)
(46,145)
Profit for the Financial Year
Keuntungan bagi Tahun Kewangan
263,816
232,866
237,293
122,210
Profit from Operations
Keuntungan daripada Operasi
Finance Income
Pendapatan Kewangan
8
M S M
M A L A Y S I A
(2,215)
H O L D I N G S
(3,542)
B E R H A D
2,299,554mil/juta
‘09
‘11
‘08
‘10
‘09
‘11
‘08
‘10
+6.0%
1,643,621
1,154,230
1,154,230
1,643,621
2,299,554
2,168,598
1,643,621
2,299,554
2,168,598
1,643,621
2,299,554
2,168,598
‘11
‘09
‘08
‘10
‘09
‘08
‘11
‘10
‘09
‘11
‘08
‘10
‘09
‘11
‘08
‘10
‘09
‘11
‘10
‘08
‘11
‘08
‘09
1,154,230
1,154,230
1,643,621
350,588
350,588
239,587
350,588
‘09
‘10
‘08
‘10
‘11
‘09
‘11
‘08
‘10
‘09
‘11
‘08
‘10
‘09
‘11
‘10
‘08
‘11
‘08
‘09
‘09
‘10
‘08
‘10
‘11
‘09
‘11
‘08
‘10
350,588
171,897
171,897
171,897
171,897
171,897
‘09
‘11
‘08
‘10
‘09
‘11
‘10
‘11
‘08
‘08
168,355
168,355
168,355
‘09
‘11
‘11
‘08
‘10
‘09
‘11
‘08
‘10
‘09
‘11
‘10
122,210
122,210
453,978
422,544
453,978
422,544
122,210
122,210
‘11
L A P O R A N
TAHUNAN
2011
Mencerminkan peningkatan operasi kami
PROFIT FROM OPERATIONS
KEUNTUNGAN DARIPADA OPERASI
453,978
301,565
301,565
310,803
310,803
360,138
301,565 360,138
310,803
301,565 360,138
310,803
301,565
360,138
310,803
360,138
+15.90%
Continuing our corporate and asset management strategy
Kesinambungan strategi pengurusan aset dan korporat kami
PROFIT BEFORE TAXATION
KEUNTUNGAN SEBELUM CUKAI
299,350
299,350
305,732
305,732
359,373
299,350
359,373
305,732
299,350 359,373
305,732
299,350
359,373
305,732
359,373
237,293
237,293
232,866
232,866
237,293 263,816
263,816
232,866
237,293
263,816
122,210
Reflecting our operational improvements
453,978
422,544
263,816mil/juta
‘09
‘09
‘08
‘10
‘10
+7.4%
422,544453,978
359,373mil/juta
168,355
168,355
KEUNTUNGAN KASAR
422,544
360,138mil/juta
239,587
GROSS PROFIT
2,299,554
350,588
239,587
Lonjakan hasil peningkatan jualan eksport pada 2011
2,299,554
2,168,598
239,587
239,587
Boosted by increased export sales in 2011
2,168,598
453,978mil/juta
‘09
‘11
‘08
‘10
‘09
‘11
‘08
‘10
PEROLEHAN
1,154,230
‘08
‘09
‘08
‘10
REVENUE
+17.55%
Demonstrating continued growth in domestic sugar consumption
Menunjukkan pertumbuhan berterusan dalam penggunaan domestik gula
PROFIT FOR THE FINANCIAL YEAR
KEUNTUNGAN BAGI TAHUN KEWANGAN
+13.30%
232,866
237,293
263,816
232,866
Reaping sweet rewards and sharing with our shareholders
263,816
Menikmati ganjaran manis yang dikongsi bersama pemegang saham
ANNUAL
REPORT
T H E
B U S I N E S S
9
Dear Shareholders,
Thanks to your participation, MSM Malaysia Holdings Berhad (MSM) listed successfully on Bursa Malaysia
Securities Berhad (Bursa Malaysia) on 28 June 2011. It was one of the most successful Initial Public Offerings
in 2011. Today, MSM is one of the top 60 companies on Bursa Malaysia with a market capitalisation of
RM3.5 billion.
Para Pemegang Saham yang Dihormati,
Hasil penglibatan anda, MSM Malaysia Holdings Berhad (MSM) berjaya tersenarai di Bursa Malaysia Securities
Berhad (Bursa Malaysia) pada 28 Jun 2011. Ia merupakan salah satu Tawaran Awal Permulaan paling berjaya pada
2011. Hari ini, MSM adalah salah satu daripada 60 syarikat terbaik di Bursa Malaysia dengan pemodalan pasaran
mencecah RM3.5 bilion.
As one of the pioneer shareholders in MSM, you have exposure to the only listed company
in Malaysia involved purely in the sugar business. Sugar being a staple food item across
the globe and a controlled item in Malaysia, you have made a sound investment whose
business prospects remain attractive over the long term.
Therefore I am most pleased, on behalf of the Board of Directors, to present the inaugural
Annual Report of MSM, together with the Financial Statement for the financial year ended
31 December 2011.
THE SUGAR INDUSTRY
As a staple food item, sugar continues to be a vital commodity even through challenging
economic periods, as evidenced in the 1997 Asian financial crisis and the 2008 global
financial crisis.
Despite the high volatility in raw sugar prices, the price of refined sugar has remained
relatively stable, boosted by growing sugar consumption domestically and worldwide.
Sebagai salah satu pemegang saham terawal di MSM, anda kini bersama dengan satu-satunya
syarikat tersenarai yang terlibat sepenuhnya dalam industri gula. Anda sememangnya telah
membuat keputusan pelaburan yang bijak di mana prospek perniagaan ini akan kekal kukuh dalam
jangkamasa panjang kerana gula dianggap sebagai salah satu bahan makanan ruji di seluruh dunia
dan merupakan barang terkawal di Malaysia.
Oleh itu, bagi pihak Lembaga Pengarah, sukacita saya membentangkan Laporan Tahunan sulung
MSM, bersama Penyata Kewangan bagi tahun kewangan berakhir 31 Disember 2011.
INDUSTRI GULA
Sebagai bahan makanan ruji, gula terus kekal sebagai satu komoditi yang penting walaupun dalam
keadaan ekonomi yang mencabar seperti yang berlaku semasa krisis kewangan Asia 1997 dan krisis
kewangan global 2008.
Di sebalik ketidakstabilan harga bagi gula mentah, harga gula bertapis kekal stabil didorong oleh
penggunaan gula yang semakin tinggi di dalam negara dan di seluruh dunia.
10
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
CHAIRMAN’S STATEMENT
PENYATA PENGERUSI
On a
Sugar
Trail…
Merintis
Laluan Penuh
Kemanisan…
YB TAN SRI HAJI MOHD ISA DATO’ HAJI ABDUL SAMAD
Chairman Pengerusi
L A P O R A N
TAHUNAN
2011
ANNUAL
REPORT
T H E
B U S I N E S S
11
PENYATA PENGERUSI
In the last three years alone, the industry registered 13 percent
and 85 percent growth in demand from the food and beverage
manufacturing industries respectively.
Dalam tiga tahun terakhir ini sahaja, industri ini telah mencatat
pertumbuhan permintaan sebanyak 13 peratus dan 85 peratus masingmasing daripada industri pembuatan makanan dan minuman.
The Asia Pacific and Gulf region, particularly, is a significant
market, accounting for 42 percent of global consumption. Sugar
demand across Asia is primarily driven by China and India, which
collectively make up 59 percent of consumption in the region.
This is followed by Indonesia, Pakistan and Thailand, which
collectively make up 19 percent.
Rantau Asia Pasifik dan Teluk, terutamanya, adalah pasaran yang
penting dengan catatan penggunaan global sebanyak 42 peratus.
Permintaan gula di seluruh Asia dipacu terutamanya oleh China dan
India, yang mana penggunaan kolektifnya mencatat 59 peratus di
rantau ini. Ini diikuti oleh Indonesia, Pakistan dan Thailand, dengan
penggunaan kolektif sebanyak 19 peratus.
Closer to home, Malaysia’s sugar consumption is expected
to increase by a Compounded Annual Growth Rate (CAGR) of
4.19 percent between 2011 and 2016, based on a projected
CAGR population increase of 2.38 percent per annum.
THE SUGAR MARKET IN 2011
The world sugar market experienced considerable price volatility
as the world indicator price for raw sugar witnessed a succession
of peaks and downward corrections in 2010 before soaring to a
30-year high of 36 US cents per pound in February 2011.
This was due to large global sugar deficits in the previous two
seasons and adverse weather in a number of countries which
reduced the size of the expected rebound in production.
The remainder of 2011 saw international sugar prices easing
back as production around the world responded to the high
prices creating a larger surplus. Sugar is currently trading at about
23 US cents per pound. Nevertheless, it is among the most
efficient commodity producers, as production cost is about
18 US cents per pound.
Sugar consumption in Malaysia for 2011 increased to 1.4 million
tonnes, against 1.35 million tonnes in 2010, with the industrial
sector utilising 60 percent and households consuming 40 percent.
While the world price of refined sugar escalated in response to
the increase in raw sugar price, domestic refined sugar price
continues to be controlled at retail level with the quota regulated
under the government’s subsidy scheme.
However, effective 1 January 2011, the government lifted
subsidies for 13 major dairy and beverage industries and allowed
refineries to fix an average selling price of RM2,540 per tonne.
12
Di Malaysia, penggunaan gula dijangka meningkat dengan kadar
pertumbuhan tahunan terkumpul (Compounded Annual Growth Rate
atau CAGR) sebanyak 4.19 peratus di antara 2011 dan 2016, berdasarkan
jangkaan peningkatan populasi CAGR sebanyak 2.38 peratus setahun.
PASARAN GULA PADA 2011
Pasaran gula dunia mengalami ketidakstabilan harga di mana penunjuk
harga dunia untuk gula mentah menyaksikan trend turun naik pada
2010 sebelum melonjak dengan catatan terbaik dalam jangkamasa
30 tahun iaitu 36 sen AS bagi setiap paun pada Februari 2011.
Ini disebabkan oleh kadar defisit global yang tinggi pada dua musim
sebelumnya serta keadaan cuaca yang buruk di beberapa buah negara
yang menyebabkan pengurangan saiz dalam lantunan pengeluaran
yang dijangkakan.
Bulan-bulan seterusnya pada 2011 menyaksikan harga antarabangsa
bagi gula mula reda apabila pengeluar gula di seluruh dunia
bertindakbalas terhadap harga yang tinggi dengan menghasilkan
kadar lebihan yang lebih besar. Pada masa ini, gula didagangkan pada
23 sen AS bagi setiap paun. Bagaimanapun, ia adalah antara penghasil
komoditi yang paling efisien, di mana kos pengeluaran adalah sebanyak
18 sen AS bagi setiap paun.
Penggunaan gula di Malaysia pada 2011 meningkat kepada 1.4 juta
tan metrik, berbanding 1.35 juta tan metrik pada 2010, dengan
penggunaan sektor industri sebanyak 60 peratus dan penggunaan isi
rumah sebanyak 40 peratus. Di kala harga dunia bagi gula bertapis
melonjak ekoran peningkatan harga gula mentah, harga domestik
gula bertapis kekal terkawal pada harga runcit dengan kuota yang
diselaraskan di bawah subsidi kerajaan.
Walau bagaimanapun, berkuatkuasa 1 Januari 2011, pihak kerajaan
telah menarik balik pemberian subsidi kepada 13 industri tenusu dan
minuman utama dan membenarkan syarikat-syarikat yang terlibat
untuk menentukan harga jualan pada RM2,540 bagi setiap tan metrik.
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
2011 Performance Review
Your Group continued to be a market leader in Malaysia
accounting for 57 percent or 958,377 metric tonnes of national
sugar production, and continuing to deliver Return on Assets
(ROA) of 12.5 percent, compared to peer average of 5.1 percent.
Sugar refining activities had a favourable year with revenue
improving by six percent over 2010 to register RM2.3 billion and
Profit Before Tax increasing by 18 percent from RM305 million to
RM359 million in 2011.
This was due to increased export sales from 118,785 tonnes
in 2010 to 153,964 tonnes in 2011, in response to the sugar
shortage in Thailand. The adverse weather conditions had
affected Thailand’s production and MSM recorded increased sales
through international traders like Cargill and Eagle.
ULASAN PRESTASI 2011
Kumpulan anda terus menjadi peneraju pasaran di Malaysia dengan
menyumbangkan 57 peratus atau 958,377 tan metrik kepada jumlah
pengeluaran gula negara, selain memberi Pulangan Aset (Return on
Assets atau ROA) yang baik sebanyak 12.5 peratus, berbanding catatan
purata setara sebanyak 5.1 peratus.
Kegiatan penapisan gula mencatatkan prestasi yang baik dengan
peningkatan perolehan sebanyak enam peratus iaitu kepada
RM2.3 bilion pada 2010 dan peningkatan Keuntungan Sebelum
Cukai sebanyak 18 peratus daripada RM305 juta kepada RM359 juta
pada 2011.
Ini adalah hasil peningkatan jualan eksport daripada 118,785 tan
metrik pada 2010 kepada 153,964 tan metrik pada 2011, ekoran
situasi kekurangan gula di Thailand. Keadaan cuaca yang buruk
telah menjejaskan hasil pengeluaran Thailand dan MSM menikmati
peningkatan jualan menerusi pedagang antarabangsa seperti Cargill
dan Eagle.
L A P O R A N
TAHUNAN
2011
ANNUAL
REPORT
T H E
B U S I N E S S
13
PENYATA PENGERUSI
MSM’s direct sales to Pakistan, despite its minimal scale,
also continued to record encouraging margins. Export sales
accounted for 15 percent revenue in 2011, with domestic
sales making up 74.7 percent (88.5 percent in 2010).
Walaupun dalam skala minimal, jualan langsung MSM ke Pakistan juga
terus mencatatkan margin yang memberangsangkan. Jualan eksport
menyumbang 15 peratus kepada perolehan pada 2011, dengan
jualan domestik menyumbang sebanyak 74.7 peratus (88.5 peratus
pada 2010).
Your Group was able to capitalise on the shortages and
increased production swiftly due to its highly efficient
operating base that leveraged on its inherent strength in
logistics and also, its timely investments that have enhanced
operational efficiency.
Kumpulan anda telah mengambil peluang daripada keadaan yang
kurang memuaskan dan berjaya meningkatkan hasil pengeluaran
dengan pantas ekoran kecekapan tinggi pengkalan operasinya yang
dibantu dengan kelebihan logistik serta pelaburan yang tepat pada
waktunya yang telah meningkatkan kecekapan operasi.
Dividends
DIVIDEN
In view of your Group’s performance, your Board has
recommended a final dividend of 11 sen per share. This
proposed final dividend, in addition to the interim dividend
of 8 sen per share already paid in December 2011 makes for
total dividend payment of 19 sen per share declared for the
full year.
Seiring dengan prestasi Kumpulan anda, Lembaga Pengarah telah
mencadangkan dividen akhir sebanyak 11 sen sesaham. Cadangan
dividen akhir ini berserta dividen interim sebanyak 8 sen sesaham
yang telah dibayar pada Disember 2011 membawa kepada jumlah
pembayaran dividen sebanyak 19 sen sesaham yang diumumkan untuk
keseluruhan tahun.
Looking ahead
Despite the many uncertainties that the year 2012 may
have with the possibility of the Malaysian economy being
affected by the protracted global economic recovery, MSM’s
prospects remain positive. This is due to continued growth in
domestic sugar consumption, ability to leverage on scale of
operations, state of the art equipment and effective logistics
infrastructure.
Your Group also enjoys long-standing relationships with a
broad customer base, controlling 65 percent of the industrial
market share comprising food and beverage manufacturers
such as F&N Group, Etika, Permanis and YHS.
Prospects are positive in the longer term as MSM will
increase production capacity at both its Seberang Prai and
Chuping plants by 2015/2016, increase its storage capacity
to store more raw sugar when raw sugar price is low and
pursue upstream expansion in the region to build its own
supply of raw sugar.
14
MAJU KE HADAPAN
Walaupun 2012 dijangka mencabar dengan kemungkinan ekonomi
Malaysia terjejas ekoran lanjutan pemulihan ekonomi global, prospek
MSM kekal positif. Ini disebabkan oleh pertumbuhan berterusan dalam
penggunaan gula domestik, kemampuan untuk memanfaatkan skala
operasi, penggunaan peralatan yang canggih dan infrastruktur logistik
yang berkesan.
Kumpulan anda juga mempunyai hubungan perniagaan jangka panjang
dengan rangkaian pelanggan yang luas, dengan memiliki 65 peratus
daripada saham pasaran industri yang terdiri daripada pengeluar
makanan dan minuman seperti Kumpulan F&N, Etika, Permanis
dan YHS.
Prospek adalah positif untuk jangka masa panjang kerana MSM akan
meningkatkan kapasiti pengeluaran di kedua-dua kilangnya di Seberang
Prai dan Chuping menjelang 2015/2016, meningkatkan kapasiti
penyimpanan gula mentahnya agar dapat menyimpan lebih banyak
gula mentah apabila harganya jatuh, dan mengembangkan perniagaan
huluan di rantau ini bagi membina bekalan gula mentahnya sendiri.
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
Since 2010, MSM has actively scouted for strategic acquisitions
with an eye towards securing partnerships that will help it
expand sugar cane planting into Southeast Asia.
The move upstream will allow your Group to have better control
of feedstock costs in case of unforeseen events such as erratic
and extreme weather conditions cause commodity prices to
skyrocket, as experienced in 2010.
By becoming a fully integrated player, our Group will enhance
future business sustainability and gain new avenues of growth.
Appreciation
The continued strength and success of your Group rests on the
commitment and dedication of its people. This is especially so as
MSM strives to advance as a leading sugar refiner and producer.
On behalf of the Board of Directors, I wish to thank our
management team and staff for their dedication and invaluable
contribution. I am confident that with sound strategic governance
supported by passion and commitment, MSM will chart a
consistent growth path.
Finally, I would like to thank all our shareholders, customers,
contractors, business partners and all our other stakeholders, for
your confidence, continued support, perseverance and dedication
for the Group. I also wish to thank our Board of Directors for their
guidance and support and look forward to another eventful year
in 2012.
Thank you.
Sejak 2010, MSM secara aktif telah mula mengintai pelbagai
peluang pemerolehan strategik khususnya untuk memeterai
kerjasama perniagaan yang akan membantunya mengembangkan
usaha penanaman tebu di Asia Tenggara.
Usaha huluan ini akan membolehkan Kumpulan anda memperoleh
kawalan yang lebih baik ke atas kos stok suapan sekiranya
keadaan luar jangka berlaku seperti keadaan cuaca buruk yang
mengakibatkan harga komoditi melonjak naik, sebagaimana yang
dialami pada 2010.
Dengan kesepaduan penuh, Kumpulan anda akan mampu
mempertingkatkan kemapanan perniagaan pada masa hadapan
selain memperoleh platform baru untuk pertumbuhan berterusan.
PENGHARGAAN
Kekukuhan dan kejayaan berterusan Kumpulan anda adalah hasil
komitmen dan sikap dedikasi warga kerjanya dan ini terbukti
apabila MSM terus meningkat maju dalam perniagaannya.
Bagi pihak Lembaga Pengarah, saya ingin menyampaikan ucapan
terima kasih kepada pihak pengurusan dan kakitangan untuk
sumbangan mereka yang tidak ternilai. Dengan urus tadbir strategik
serta semangat dan komitmen padu daripada semua pihak, saya
yakin MSM akan terus mencatat pertumbuhan secara konsisten.
Akhir sekali, saya ingin merakamkan penghargaan kepada semua
pemegang saham, pelanggan, kontraktor, rakan-rakan niaga serta
semua pihak berkepentingan lain, atas keyakinan, sokongan
berterusan, kegigihan dan sikap dedikasi anda terhadap Kumpulan.
Saya juga ingin mengucapkan terima kasih kepada ahli-ahli
Lembaga Pengarah atas segala panduan dan sokongan yang telah
diberikan dan saya berharap agar kita akan menempuh satu lagi
tahun yang menarik pada 2012.
Terima kasih.
YB Tan Sri Haji Mohd Isa Dato’ Haji Abdul Samad
Chairman
Pengerusi
L A P O R A N
TAHUNAN
2011
ANNUAL
REPORT
T H E
B U S I N E S S
15
CEO’s Review
ULASAN KETUA PEGAWAI EKSEKUTIF
Dear Shareholders,
‘Sweet Beginnings’ aptly describes MSM’s post listing performance to date. The past year was a significant
period of growth and preparation as your Group geared up for improved operational efficiency. Even
though market conditions were challenging, we were able to take advantage of opportunities and make
winning strides, thanks to our continuous commitment to reliability and quality.
Sharing Sweet
Berkongsi Sensasi Kemanisan…
Pemegang Saham yang Dihormati,
‘Pembuka Selera’ adalah gambaran terbaik prestasi terkini MSM pasca penyenaraian. Tahun lalu merupakan satu
tempoh penting yang menyaksikan pertumbuhan dan persediaan Kumpulan anda dalam usahanya mencapai
tahap kecekapan operasi yang lebih baik. Sungguhpun dalam keadaan pasaran yang mencabar, kami tetap berjaya
mengambil kesempatan daripada peluang yang ada dan mencatat kejayaan demi kejayaan, hasil komitmen kami
yang berterusan kepada kebolehpercayaan dan kualiti.
16
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
CHUA SAY SIN
Chief Executive Officer
Ketua Pegawai Eksekutif
Sensations…
L A P O R A N
TAHUNAN
2011
ANNUAL
REPORT
T H E
B U S I N E S S
17
CEO’s Review
ULASAN KETUA PEGAWAI EKSEKUTIF
A Market Leader
PENERAJU PASARAN
Supplying 57 percent of the domestic market, MSM has
an established and diverse portfolio of quality products,
with brand names that have been around since 1964.
Over the years we have built a base of over 260 industrial,
wholesale and retail customers – with strong, longstanding
relationships, some of which span across decades.
Mendominasi 57 peratus daripada pasaran domestik, MSM memiliki
portfolio produk-produk berkualiti yang mantap dan pelbagai, dengan
jenama-jenama unggul yang telah bertapak di pasaran sejak 1964.
Sejak ditubuhkan, kami telah berjaya menarik lebih 260 pelanggan
industri, borong dan runcit serta membina hubungan perniagaan jangka
panjang yang sesetengahnya melangkaui beberapa dekad.
MSM owns two refineries, including Malaysia’s largest
sugar refinery. Our refineries use modern technology and
have automated facilities fully integrated with established
packaging, warehousing and distribution capabilities. Our
sugar refinery in Prai has the distinction of being the first
in Southeast Asia to adopt the state of the art ‘Vertical
Continuous Vacuum Pan’. This conserves energy thus
reduces the quantity and temperature of condenser cooling
water discharge, satisfying environmental requirements
and ensuring sustainable operations. Your Group has also
developed a highly efficient logistic infrastructure and
distribution network over the years. It includes our own
dedicated jetty in our Prai factory as well as direct rail
linkage to our warehouses in Sungai Buloh and Johor Bahru.
These enable fast and efficient distribution of our products
throughout Peninsular Malaysia.
All these distinctive strengths stand us apart from our
competitors and establish your Group’s repute as a
dependable supplier of quality sugar.
Sugar Refining activities in 2011
MSM’s sugar refining activities resulted in a favourable
showing this year with revenue improving by six percent
over 2010 and profit from operations increasing by
16 percent from RM311 million to RM360 million in 2011.
18
MSM memiliki dua buah kilang penapis termasuk kilang penapis
gula terbesar di Malaysia. Kilang-kilang penapis kami menggunakan
teknologi moden dan mempunyai kemudahan automasi yang
dilengkapi dengan kebolehan pembungkusan, penggudangan dan
pengedaran yang mantap. Kilang penapis gula kami di Prai adalah
fasiliti pertama di Asia Tenggara yang menggunakan peralatan canggih
‘Vertical Continuous Sugar Vacuum Pan’. Ia menjimatkan penggunaan
tenaga selain mengurangkan kuantiti dan suhu sisa buangan air
penyejuk bagi menghasilkan operasi kilang yang lebih mesra alam
dan mampan. Kumpulan anda juga telah berjaya membangunkan
infrastruktur logistik berkecekapan tinggi dan rangkaian pengedaran
yang mantap. Ini termasuk sebuah jeti khusus di kilang kami di Prai
serta rel penghubung terus ke gudang-gudang kami di Sungai Buloh
dan Johor. Ini membolehkan produk-produk kami diedarkan dengan
lebih pantas dan cekap ke seluruh Semenanjung Malaysia.
Kesemua kelebihan ini meletakkan kami jauh di hadapan para pesaing
kami selain mengukuhkan reputasi Kumpulan anda sebagai pembekal
gula berkualiti tinggi yang boleh dipercayai.
KEGIATAN PENAPISAN GULA PADA 2011
Kegiatan penapisan gula MSM telah mencatatkan prestasi yang
membanggakan pada tahun ini dengan peningkatan perolehan
sebanyak enam peratus pada 2010 dan peningkatan keuntungan
daripada operasi sebanyak 16 peratus iaitu daripada RM311 juta kepada
RM360 juta pada 2011.
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
Your Group’s two sugar refineries have a total raw sugar melting
capacity of 3,600 tonnes per day and produced a total of 958,377
tonnes of refined sugar in 2011. Out of this, refined sugar
supplied to the domestic market amounted to 809,303 tonnes,
a drop of two percent as compared to the 826,059 tonnes
achieved in 2010. The decrease is mainly due to lower sales to
major industries.
Kedua-dua kilang penapis gula milik Kumpulan anda memiliki
kapasiti pencairan gula mentah sebanyak 3,600 tan metrik sehari
dan telah menghasilkan sebanyak 958,377 tan metrik gula bertapis
pada 2011. Daripada jumlah ini, 809,303 tan metrik gula bertapis
dibekalkan kepada pasaran domestik iaitu penurunan sebanyak
dua peratus berbanding 826,059 tan metrik yang dicatatkan pada
2010. Penurunan tersebut adalah disebabkan oleh jualan yang
lebih rendah kepada industri-industri utama.
However, export sales increased significantly by 30 percent
from 118,785 tonnes in 2010 to 153,964 tonnes in 2011. This
comprised both direct sales to our traditional and niche markets
of Singapore and Pakistan, as well as through international
sugar traders to other markets such as Hong Kong, South Korea,
Vietnam and Indonesia. The latter was a result of unexpected
white sugar shortages globally. With our inherent logistical
strength and enhanced operational efficiency, MSM was able to
capitalise on the situation and fill in the supply gap promptly.
Bagaimanapun, jualan eksport melonjak dengan ketara iaitu
sebanyak 30 peratus yakni daripada 118,785 tan metrik pada
2010 kepada 153,964 tan metrik pada 2011. Ini merangkumi
jualan langsung kepada pasaran tradisional dan pasaran khusus
kami di Singapura dan Pakistan, selain menerusi pedagang gula
antarabangsa ke pasaran-pasaran lain seperti Hong Kong, Korea
Selatan, Vietnam dan Indonesia berikutan peristiwa luar jangka
kekurangan bekalan gula putih di seluruh dunia. Berbekalkan
kemantapan logistik dan kecekapan operasi yang telah
dipertingkatkan, MSM telah mengambil peluang yang sewajarnya
daripada peristiwa tersebut dan bertindak pantas memenuhi jurang
bekalan yang terhasil.
Your Group continues to receive sugar subsidy from the
Government for our domestic sales. Though this did not allow
us to maintain the same margin as the previous year, the
subsidy helped to ease the burden of increased raw sugar price
experienced in 2011.
Our pro-activeness in securing sales, coupled with the increase in
export sales, aided by favourable exchange rates, boosted profit
from operations in 2011.
Capital expenditure also increased in 2011. Soon after being
listed, we embarked on strategic growth projects to improve
the storage capacity, retrieval system and handling capability at
both our Prai and Sungai Buloh facilities. These will enhance our
efficiency and help boost our margins in a market ruled by price
volatility. Some of these projects have been completed while
others are scheduled for completion in 2012.
L A P O R A N
TAHUNAN
2011
ANNUAL
REPORT
Kumpulan anda terus menerima subsidi gula daripada pihak
Kerajaan bagi jualan gula domestik. Walaupun perkara ini
menggugat kedudukan margin kami berbanding tahun lepas,
pemberian subsidi gula tersebut telah meringankan bebanan
ekoran kenaikan harga gula mentah yang berlaku pada 2011.
Pada 2011, keuntungan daripada operasi melonjak naik hasil
tindakan proaktif kami mendapatkan jualan, selain peningkatan
dalam jualan eksport yang dibantu oleh kadar tukaran yang positif.
Perbelanjaan modal juga meningkat pada 2011. Sejurus
selepas disenaraikan, kami telah melaksanakan beberapa
projek pertumbuhan strategik bagi mempertingkatkan kapasiti
penyimpanan, sistem perolehan semula dan kebolehan
pengendalian di kedua-dua fasiliti kami di Prai dan Sungai Buloh.
Ini akan memperbaiki tahap kecekapan kami selain membantu
meningkatkan margin dalam pasaran yang didominasi oleh
ketidaktentuan harga. Sebahagian daripada projek ini telah siap
dilaksanakan manakala sebahagian lagi dijadualkan selesai
pada 2012.
T H E
B U S I N E S S
19
Raising Operational Efficiency
MENINGKATKAN KECEKAPAN OPERASI
MSM seeks to continuously meet customers’ expectations
and maintain our leading position in Malaysia. To this end,
we embarked on several projects to improve the efficiency
and effectiveness of our operations. These included:
MSM berhasrat untuk terus memenuhi jangkaan pelanggan dan
mengekalkan kedudukannya sebagai peneraju di Malaysia. Oleh
itu, kami telah melaksanakan beberapa projek bagi meningkatkan
kecekapan dan keberkesanan operasi kami. Projek-projek ini termasuk:
•
Installation of 1kg and 2kg retail packing facility at
Sungai Buloh Warehouse
Retail packing operations at Sungai Buloh warehouse
commenced in July 2011. Previously all 1kg and 2kg
retail bags were packed in Prai and transferred to our
Sungai Buloh warehouse via KTM wagons. These were
subsequently distributed to central region customers
through the use of lorries. This operation involved
‘wagon stuffing and unloading’ at Prai and Sungai
Buloh warehouses respectively. The recently completed
packing facility is generating cost savings by reducing
significantly material handling cost, breakages and
losses through wagon transfer.
20
•
Pemasangan fasiliti pembungkusan runcit 1kg dan 2kg
di Gudang Sungai Buloh
Operasi pembungkusan runcit di gudang Sungai Buloh bermula
pada Julai 2011. Sebelum ini, semua bungkusan runcit 1kg dan
2kg dibungkus di Prai dan dipindahkan ke gudang kami di Sungai
Buloh menggunakan gerabak KTM. Bungkusan-bungkusan itu
kemudiannya diagihkan kepada pelanggan-pelanggan di wilayah
tengah menggunakan lori. Operasi cara lama ini melibatkan
‘pengasakan gerabak’, atau pengendalian dan pemunggahan
barang, di kedua-dua gudang kami di Prai dan Sungai Buloh.
Fasiliti pembungkusan yang baru siap ini menjana penjimatan kos
menerusi pengurangan ketara dalam kos pengendalian bahan,
kerosakan dan kerugian yang disebabkan oleh pemindahan
gerabak.
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
•
Additional bulk weigher for raw sugar discharging at
Prai Factory jetty
In April 2012, an additional weigher and conveyor to unload
raw sugar from lighters berthing at the Prai jetty to our raw
sugar warehouses were put in service. This has increased
the unloading capacity to 10,000 tonnes per day and
enabled simultaneous discharge of two vessels whenever
required. Previously, the unloading capacity from the sole
unit of bulk weigher and conveyor stood at 6,000 tonnes per
good weather day.
•
Installation of facilities at Prai to transfer sugar from
Silos 5 and 6 to bulk containers at Railway Line No. 1
A new facility to transfer sugar at railway line No. 1 was
set up and made operational in September 2011, increasing
the loading capacity to 1,200 tonnes per day. Formerly, bulk
container loading carried out at Railway Line No. 3 limited
capacity to a maximum of 800 tonnes per day.
L A P O R A N
TAHUNAN
2011
ANNUAL
REPORT
•
Penambahan unit penimbang pukal untuk pemunggahan
gula mentah di jeti Kilang Prai
Pada April 2012, satu unit kapal pukal dan konveyor tambahan
untuk memunggah gula mentah dari jeti Prai ke gudanggudang gula mentah kami telah mula beroperasi. Ini telah
meningkatkan kapasiti pemunggahan kepada 10,000 tan
metrik sehari dan membolehkan kami melepaskan dua kapal
sekaligus apabila perlu. Sebelum ini, kapasiti pemunggahan
oleh unit tunggal kapal pukal dan konveyor kami adalah 6,000
tan metrik pada hari bercuaca baik.
•
Pemasangan fasiliti di Prai untuk pemindahan gula dari
Silo 5 dan 6 ke kontena pukal di Landasan Keretapi No. 1
Sebuah fasiliti pemindahan gula yang baru di landasan keretapi
No. 1 telah dibangunkan dan mula beroperasi pada September
2011, lantas meningkatkan kapasiti muatan kepada 1,200 tan
metrik sehari. Sebelum ini, pemunggahan kontena pukal yang
dijalankan di Landasan Keretapi No. 3 mempunyai had kapasiti
sekadar 800 tan metrik sehari.
T H E
B U S I N E S S
21
•
Installation of an Automatic Storage and Retrieval
System (AS/RS) at Sungai Buloh Warehouse
Expected to be operational in early 2013, the AS/RS
will greatly improve your Group’s Good Manufacturing
Practice (GMP) standards as our current facility will be
transformed into a modern and hygienic warehouse
equipped to meet customers’ high expectations in many
aspects.
The automated and computerised handling facilities
will reduce dependance on manual workers and
forklifts thereby minimising human errors. Apart from
better housekeeping and safety, we will benefit from
reductions in damages and losses on both products and
pallets.
As the system helps to maximise the usage of packing
facilities, there will also be improved storage capacity,
better inventory control and management as well as
accurate stock recording. Proper identifications of stock
and batch codes allow easy implementation of First in,
First out (FIFO) which has been a standard requirement
by most, if not all, industrial users. Loading and delivery
will be faster and more efficient as a result and this will
undoubtedly lead to higher customer satisfaction.
22
•
Pemasangan Sistem Perolehan Semula dan Penyimpanan
Automatik (AS/RS) di Gudang Sungai Buloh
Dijangka beroperasi pada awal 2013, AS/RS ini akan
mempertingkatkan lagi piawaian Amalan Perkilangan Terbaik
(GMP) Kumpulan anda apabila ia merubah fasiliti sedia ada
kami menjadi sebuah gudang yang moden dan bersih bagi
memenuhi jangkaan pelanggan dalam pelbagai aspek.
Fasiliti pengendalian automatik berkomputer ini akan
mengurangkan kebergantungan kepada pekerja manual
dan forklif yang seterusnya akan mengurangkan kejadian
kesilapan manusia. Selain aspek pengurusan premis dan
keselamatan yang lebih baik, kami juga akan mendapat
manfaat daripada pengurangan kerosakan pada produk dan
palet yang membawa kepada kerugian.
Selain memaksimakan penggunaan fasiliti pembungkusan,
sistem ini juga akan membantu meningkatkan kapasiti
penyimpanan, memperbaiki kawalan dan pengurusan
inventori serta ketepatan rekod stok. Pengenalpastian kod
stok dan kelompok yang tepat membolehkan pelaksanaan
Pertama masuk, Pertama keluar (FIFO) yang merupakan
kehendak piawaian sebahagian besar, jika bukan semua,
pengguna industri. Pemunggahan muatan dan penghantaran
akan menjadi lebih pantas dan cekap dan ini semestinya akan
menghasilkan kepuasan pelanggan yang lebih baik.
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
GOING FORWARD
MARA KE HADAPAN
As sugar consumption is expected to continue its upward trend
in Malaysia and globally, MSM stands determined to embrace
the challenges in growing a strong and sustainable business
for all its stakeholders. Our immediate focus is to upgrade
production facilities, expand export sales and to pursue strategic
investments in new markets.
Oleh kerana kadar penggunaan gula di Malaysia dan di seluruh
dunia dijangka terus meningkat, MSM beriltizam menempuh
semua cabaran yang mendatang dalam usahanya membangunkan
sebuah perniagaan yang kukuh dan mampan untuk manfaat semua
pihak berkepentingannya. Tumpuan segera kami adalah ke atas
usaha menaiktaraf fasiliti pengeluaran, meluaskan jualan eksport
dan memburu pelaburan strategik di pasaran-pasaran baru.
While we strengthen our downstream operations, we also plan to
intensify our involvement in upstream activities through regional
expansion as a means of enhancing our refining operations in
the long term.
Dalam pada kami berusaha memperkukuhkan operasi hiliran kami,
kami juga merancang untuk menggiatkan lagi penglibatan dalam
kegiatan operasi huluan menerusi perkembangan di rantau ini bagi
mempertingkatkan operasi jangka panjang penapisan kami.
We are committed to maintaining our competitive edge by
pursuing operational excellence and realigning our business
strategies to improve our performance. Health, safety, human
resources, security, the environment and performance continue
to be our major priorities. Above all, we will continue to pursue
and extend our lead in Malaysia’s sugar industry by proactively
exploring cost optimisation and improvement initiatives in all
aspects of our operations.
Kami komited dalam usaha mengekalkan kelebihan daya saing
kami dengan memberi tumpuan berterusan ke atas kecemerlangan
operasi dan penyelarasan strategi perniagaan bagi memperbaiki
prestasi kami. Kesihatan, keselamatan, sumber manusia, sekuriti,
alam sekitar dan pencapaian prestasi adalah aspek-aspek yang
kekal menjadi keutamaan terpenting kami. Secara keseluruhannya,
kami akan terus menggiatkan usaha dan menerajui industri gula
Malaysia dengan melaksanakan pelbagai usaha penjimatan kos
dan inisiatif peningkatan berterusan secara proaktif dalam semua
aspek operasi kami.
With that we eagerly look forward to serving up another year of
performance distinction.
Dengan itu, kami beriltizam untuk
kecemerlangan prestasi pada tahun ini.
sekali
lagi
mencapai
CHUA SAY SIN
Chief Executive Officer
Ketua Pegawai Eksekutif
L A P O R A N
TAHUNAN
2011
ANNUAL
REPORT
T H E
B U S I N E S S
23
Last year, export sales accounted for
15 percent of our revenue.
Pada tahun lepas, hasil jualan ke
negara-negara luar telah menyumbang
15 peratus kepada perolehan kami.
Spreading sweetness
across borders
Menyebar kemanisan
merentasi sempadan
CORPORATE INFORMATION
MAKLUMAT KORPORAT
BOARD OF DIRECTORS
LEMBAGA PENGARAH
YB Tan Sri Haji Mohd Isa
Dato’ Haji Abdul Samad
Chairman/Non-Independent Non-Executive Director
Pengerusi/Pengarah Bukan Eksekutif Bukan Bebas
YBhg Dato’ Sabri Ahmad
Non-Independent Executive Director
Pengarah Eksekutif Bukan Bebas
YBhg Dato’ Dzulkifli Abd Wahab
Non-Independent Non-Executive Director
Pengarah Bukan Eksekutif Bukan Bebas
YBhg Datuk R. Sharifuddin Hizan
R. Zainal Abidin
COMPANY SECRETARIES
REGISTERED OFFICE
SETIAUSAHA SYARIKAT
PEJABAT BERDAFTAR
Ida Suryati Ab. Rahim
(LS 0009477)
Level 3, Balai Felda
Jalan Gurney Satu
54000 Kuala Lumpur
Malaysia
Koo Shuang Yen
(MIA 7556)
Tel :+603 2691 2830
Fax :+603 2698 3026
AUDITORS
JURUAUDIT
(sebelum ini merupakan Pengarah Eksekutif Bukan Bebas.
Diberi jawatan baru berkuatkuasa 30 Januari 2012)
PricewaterhouseCoopers
Level 10, 1 Sentral
Jalan Travers
Kuala Lumpur Sentral
50710 Kuala Lumpur
Malaysia
YBhg Dato’ Lim Chee Wah
Tel : +603 2173 1188
Fax : +603 2173 1288
(Previously a Non-Independent Executive Director.
Redesignated with effect from 30 January 2012)
YBhg Dato’ Zainal Haji Ismail
Independent Non-Executive Director
Pengarah Bukan Eksekutif Bebas
YM Raja Anuar Raja Abu Hassan
YBhg Dato’ Hajah Rosni
Haji Zahari
PERHUBUNGAN PELABUR DAN
PERTANYAAN
16th Floor, Wisma Jerneh
38, Jalan Sultan Ismail
50250 Kuala Lumpur
SHARE REGISTRAR
PENDAFTAR SAHAM
Symphony Share Registrars Sdn Bhd
Level 6, Symphony House
Block D13
Pusat Dagangan Dana 1
Jalan PJU 1A/46
47301 Petaling Jaya
Selangor, Malaysia
Tel : +603 7841 8000
Fax : +603 7841 8008
26
INVESTOR RELATIONS
AND ENQUIRIES
M S M
Tel : +603 2141 3830
Fax : +603 2141 3601
Website address
www.msmholdings.com
E-mail address
info@msmholdings.com.my
STOCK EXCHANGE LISTING
PENYENARAIAN pasaran SAHAM
Main Market of
Bursa Malaysia Securities Berhad
Listed since 28 June 2011
Stock Code: 5202
Pasaran Utama
Bursa Malaysia Securities Berhad
Disenaraikan sejak 28 Jun 2011
Kod Stok: 5202
M A L A Y S I A
H O L D I N G S
B E R H A D
CORPORATE STRUCTURE
STRUKTUR KORPORAT
100%
Federal Land Development
Authority (FELDA)
Felda Global Ventures
Holdings Berhad (FGVH)
100%
Felda Global Ventures
Sugar Sdn Bhd (FGVS)
40.03%
10.97%
Koperasi Permodalan
Felda (KPF)
Other Shareholders
20.06%
28.94%
MSM MALAYSIA HOLDINGS BERHAD
100%
100%
Kilang Gula Felda Perlis Sendirian Berhad (KGFP)
Malayan Sugar Manufacturing
Company Bhd (MSM Co.)
100%
100%
Astakonas Sdn Bhd (Astakonas)
L A P O R A N
TAHUNAN
2011
ANNUAL
REPORT
MSM Properties Sdn Bhd
(MSM Properties)
T H E
C O R P O R A T I O N
27
BOARD OF DIRECTORS
LEMBAGA PENGARAH
Left to right Dari kiri ke kanan
YBHG DATO’ DZULKIFLI ABD WAHAB
YBHG DATUK R. SHARIFUDDIN HIZAN
R. ZAINAL ABIDIN
28
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
YB TAN SRI HAJI MOHD ISA
DATO’ HAJI ABDUL SAMAD
YBHG DATO’ LIM CHEE WAH
YBHG DATO’ HAJAH ROSNI HAJI ZAHARI
Chairman
Pengerusi
YBHG DATO’ SABRI AHMAD
L A P O R A N
TAHUNAN
YM RAJA ANUAR RAJA ABU HASSAN
YBHG DATO’ ZAINAL HAJI ISMAIL
2011
ANNUAL
REPORT
T H E
29
PROFILE OF DIRECTORS
PROFIL PENGARAH
YB Tan Sri Haji Mohd Isa Dato’ Haji Abdul Samad
Chairman, Non-Independent Non-Executive Director Pengerusi, Pengarah Bukan Eksekutif Bukan Bebas
YB Tan Sri Haji Mohd Isa Dato’ Haji Abdul Samad, 62, a Malaysian, is the Chairman and Non-Independent Non-Executive Director of
MSM Malaysia Holdings Berhad since 25 March 2011. He graduated with a Bachelor in Arts from the University of Malaya.
He began his career in politics in 1974 as the Deputy of the United Malays National Organisation (UMNO) Youth of Teluk Kemang. He has held the
position of Chief of UMNO Youth Teluk Kemang, Chief of UMNO Teluk Kemang (a position held until now), State Assemblyman of Linggi and Negeri
Sembilan State Executive Committee. He was previously the Chief Minister of Negeri Sembilan from 1982 to 2004, Member of Parliament for Jempol,
Minister of Federal Territories and former Vice President of UMNO.
He is currently the Chairman of Federal Land Development Authority (FELDA), Felda Global Ventures Holdings Berhad and Felda Holdings Bhd. He is
also a director of several private limited companies within and outside the Felda Global Ventures Group of Companies.
YB Tan Sri Haji Mohd Isa Dato’ Haji Abdul Samad, 62 tahun dan warganegara Malaysia, merupakan Pengerusi dan Pengarah Bukan Eksekutif Bukan Bebas
MSM Malaysia Holdings Berhad sejak 25 Mac 2011. Beliau memegang Ijazah Sarjana Muda Kesenian dari Universiti Malaya.
Beliau memulakan kerjaya dalam bidang politik pada 1974 sebagai Timbalan Ketua Pemuda Pertubuhan Kebangsaan Melayu Bersatu (UMNO) Teluk Kemang. Beliau
pernah memegang jawatan sebagai Ketua Pemuda UMNO Teluk Kemang, Ketua UMNO Teluk Kemang (jawatan yang dipegang beliau sehingga kini), Ahli Dewan
Undangan Negeri di Linggi dan Ahli Jawatankuasa Eksekutif Negeri Sembilan. Beliau sebelum ini ialah merupakan Menteri Besar Negeri Sembilan dari 1982 hingga
2004, selain pernah menjadi Ahli Parlimen Jempol, Menteri Wilayah Persekutuan dan Naib Presiden UMNO.
Pada masa kini, beliau merupakan Pengerusi di Lembaga Kemajuan Tanah Persekutuan (FELDA), Felda Global Ventures Holdings Berhad dan Felda Holdings Bhd.
Selain itu, beliau juga merupakan seorang pengarah di beberapa syarikat-syarikat sendirian berhad di dalam dan luar Kumpulan Syarikat-syarikat Felda Global
Ventures.
YBhg Dato’ Sabri Ahmad
Non-Independent Executive Director Pengarah Eksekutif Bukan Bebas
YBhg Dato’ Sabri Ahmad, 64, a Malaysian, is a Non-Independent Executive Director of MSM Malaysia Holdings Berhad since 10 March 2011. He
graduated with a Bachelor in Science (Agriculture) from University Malaya and a Master of Science (Agricultural Economics) from University of
London, England. He further pursued an Advanced Diploma in International Studies at Rhode Island University, United States of America in 1980 and
an Advanced Diploma in Management at University of Oxford, England in 1996.
He started his career in 1970 with the Ministry of Agriculture and later pursued his career with the Fisheries Development Authority as the Deputy
Director General in 1973. He joined Harrisons Malaysia Plantations Berhad in 1985 until 1989 where he worked in various capacities. He became the
Director in charge of marketing for Golden Hope Plantations Berhad in 1990 and was appointed its Group Chief Executive Officer and Director in 2004.
He is currently the Executive Director and the Group President/Chief Executive Officer of Felda Global Ventures Holdings Berhad, the Managing
Director of Felda Holdings Bhd, a director of Malayan Sugar Manufacturing Company Bhd as well as several private limited companies within and
outside the Felda Global Ventures Group of Companies.
YBhg Dato’ Sabri Ahmad, 64 tahun dan warganegara Malaysia, ialah Pengarah Eksekutif Bukan Bebas MSM Malaysia Holdings Berhad sejak 10 Mac 2011. Beliau
memegang Ijazah Sarjana Muda Sains (Pertanian) dari Universiti Malaya dan Ijazah Sarjana Sains (Ekonomi Pertanian) dari University of London, England. Beliau
menduduki kursus Diploma Lanjutan dalam Pengajian Antarabangsa di Rhode Island University, Amerika Syarikat pada 1980 dan Diploma Lanjutan dalam Pengurusan
di University of Oxford, England pada 1996.
Beliau memulakan kerjaya pada 1970 di bawah Kementerian Pertanian dan pada 1973 beliau mula berkhidmat dengan Lembaga Kemajuan Ikan Malaysia selaku
Timbalan Ketua Pengarah. Beliau menyertai Harrisons Malaysia Plantations Berhad pada 1985 sehingga 1989 di mana beliau berkhidmat dalam pelbagai kapasiti.
Beliau kemudiannya menjadi Pengarah Pemasaran untuk Golden Hope Plantations Berhad pada 1990 dan dilantik sebagai Pengarah dan Ketua Pegawai Eksekutif
Kumpulan Syarikat tersebut pada 2004.
Pada masa kini, beliau merupakan Pengarah Eksekutif dan Presiden/Ketua Pegawai Eksekutif Kumpulan Felda Global Ventures Holdings Berhad, Pengarah Urusan
Felda Holdings Bhd, pengarah Malayan Sugar Manufacturing Company Bhd serta beberapa syarikat-syarikat sendirian berhad di dalam dan luar Kumpulan Syarikatsyarikat Felda Global Ventures.
30
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
YB TAN SRI HAJI MOHD ISA
DATO’ HAJI ABDUL SAMAD
Chairman
Pengerusi
YBHG DATO’ SABRI AHMAD
L A P O R A N
TAHUNAN
2011
ANNUAL
REPORT
T H E
31
PROFIL PENGARAH
Non-Independent Non-Executive Director Pengarah Bukan Eksekutif Bukan Bebas
Chairman of Nomination And Remuneration Committee Pengerusi Jawatankuasa Pencalonan dan Imbuhan
YBhg Dato’ Dzulkifli Abd Wahab, 56, a Malaysian, is a Non-Independent Non-Executive Director of MSM Malaysia Holdings Berhad since 10 March
2011. He graduated with a Bachelor in Arts (Geography) from the University of Malaya.
He began his career in 1977 in FELDA, where he has an extensive 33 years of experience. Over the past 25 years, he has served at regional offices,
and headed various departments at the headquarters. He had been appointed as the Deputy Director General (Operation) and Deputy Director
General (Agriculture) for 4 years since 2005 and was subsequently appointed the Director General on 27 September 2009 and has assumed the role
since then.
Currently, he sits on the board of several private limited companies in Malaysia.
YBhg Dato’ Dzulkifli Abd Wahab, 56 tahun dan warganegara Malaysia, ialah Pengarah Bukan Eksekutif Bukan Bebas MSM Malaysia Holdings Berhad sejak 10 Mac
2011. Beliau memegang Ijazah Sarjana Muda (Geografi) dari Universiti Malaya.
Beliau memulakan kerjaya pada 1977 dengan FELDA di mana beliau telah berkhidmat selama 33 tahun. Sepanjang 25 tahun lepas, beliau telah berkhidmat di
pejabat-pejabat wilayah selain mengetuai pelbagai jabatan di ibu pejabat. Beliau pernah dilantik sebagai Timbalan Ketua Pengarah (Operasi) dan Timbalan Ketua
Pengarah (Pertanian) selama 4 tahun sejak 2005 dan seterusnya menjadi Ketua Pengarah pada 27 September 2009 sehingga kini.
Pada masa kini, beliau menjadi ahli lembaga pengarah di beberapa syarikat sendirian berhad di Malaysia.
YBhg Datuk R. Sharifuddin Hizan R. Zainal Abidin
Non-Independent Non-Executive Director Pengarah Bukan Eksekutif Bukan Bebas
YBhg Datuk R. Sharifuddin Hizan R. Zainal Abidin, 66, a Malaysian, was appointed a Non-Independent Executive Director of MSM Malaysia Holdings
Berhad on 25 March 2011 and was redesignated as Non-Independent Non-Executive Director on 30 January 2012. He holds a Bachelor in Agricultural
Economics degree from the University of New England, Armidale, Australia and a Master of Business Administration from the Catholic University of
Leuven, Belgium. He has also attended the Program Management Development, Harvard Business School, Boston, United States of America.
He began his career with FELDA in 1969 and during his career in FELDA, he has held several senior managerial positions before assuming his position
as the Group Managing Director of Felda Holdings Bhd in 2005.
Currently, he sits on the board of several private limited companies in Malaysia.
YBhg Datuk R. Sharifuddin Hizan R. Zainal Abidin, 66 tahun dan warganegara Malaysia, ialah Pengarah Eksekutif Bukan Bebas MSM Malaysia Holdings Berhad sejak
25 Mac 2011 dan ditukar menjadi Pengarah Bukan Eksekutif Bukan Bebas pada 30 Januari 2012. Beliau memegang Ijazah Sarjana Muda Ekonomi Pertanian dari
University of New England, Armidale, Australia serta Ijazah Sarjana dalam Pentadbiran Perniagaan dari Catholic University of Leuven, Belgium, selain pernah
menghadiri Program Pembangunan Pengurusan di Harvard Business School, Boston, Amerika Syarikat.
Beliau memulakan kerjaya bersama FELDA pada 1969 dan telah memegang pelbagai jawatan pengurusan kanan sebelum dilantik sebagai Pengarah Urusan
Kumpulan Felda Holdings Bhd pada 2005.
Pada masa kini, beliau merupakan ahli lembaga pengarah di beberapa syarikat sendirian berhad di Malaysia.
32
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
YBHG DATO’ DZULKIFLI ABD WAHAB
YBHG DATUK R. SHARIFUDDIN HIZAN R. ZAINAL ABIDIN
L A P O R A N
TAHUNAN
2011
ANNUAL
REPORT
T H E
33
PROFIL PENGARAH
Non-Independent Executive Director Pengarah Eksekutif Bukan Bebas
YBhg Dato’ Lim Chee Wah, 72, a Malaysian, is a Non-Independent Executive Director of MSM Malaysia Holdings Berhad since 25 March 2011. He
graduated with a Bachelor in Arts (Economics) from the University of Malaya.
He began his career with Malayan Sugar Manufacturing Company Bhd (MSM Co.) in 1965 and has held several managerial positions until 1989 where
he was then appointed as one of the Directors of MSM Co. He was previously the Deputy Chairman of MSM Co. as well as a member of its Executive
Committee and held this position until February 2012.
Currently, he is the Chairman of Jerneh Asia Berhad and a director of Malaysia Bulk Carriers Berhad which are public listed companies in Malaysia. He
is also a trustee of Kuok Foundation Berhad (a charitable organisation) and a Director of several private limited companies in Malaysia.
YBhg Dato’ Lim Chee Wah, 72 tahun dan warganegara Malaysia ialah Pengarah Eksekutif Bukan Bebas MSM Malaysia Holdings Berhad sejak 25 Mac 2011. Beliau
memegang Ijazah Sarjana Muda Kesenian (Ekonomi) dari Universiti Malaya.
Beliau memulakan kerjaya dengan Malayan Sugar Manufacturing Company Bhd (MSM Co.) pada 1965 dan telah memegang pelbagai jawatan pengurusan sehingga
1989 apabila beliau dilantik sebagai salah seorang Pengarah MSM Co. Beliau sebelum ini merupakan Timbalan Pengerusi MSM Co. selain menjadi ahli Jawatankuasa
Eksekutifnya sehingga Februari 2012.
Pada masa kini, beliau merupakan Pengerusi di Jerneh Asia Berhad dan pengarah di Malaysia Bulk Carriers Berhad yang merupakan syarikat-syarikat tersenarai
awam di Malaysia. Beliau juga merupakan seorang pemegang amanah di Kuok Foundation Berhad (sebuah organisasi kebajikan) selain menjadi Pengarah di
beberapa syarikat sendirian berhad di Malaysia.
Independent Non-Executive Director Pengarah Bukan Eksekutif Bebas
Chairman of Audit Committee Pengerusi Jawatankuasa Audit
YM Raja Anuar Raja Abu Hassan, 56, a Malaysian, is an Independent Non-Executive Director of MSM Malaysia Holdings Berhad since 25 March 2011.
He is a Chartered Accountant by profession, a member of the Malaysian Institute of Accountants (MIA), a member of the Malaysian Institute of
Certified Public Accountants (MICPA), a Fellow of the Association of Chartered Certified Accountant (ACCA) and a Chartered Member of the Chartered
Institute of Internal Auditors.
During his career, he held senior positions in finance and internal audit in several public listed companies in various industry sectors. His broad
working experience included amongst others, holding positions as Internal Audit Manager of PROTON Holdings; Commercial Accounting Manager
of Sime Darby Plantations; Head, Overseas Operations of Malayan Banking Bhd; General Manager Internal Audit of Sapura Holdings and Director,
Internal Audit of Golden Hope Plantations Bhd.
He has considerable experience in the financial and reporting systems operating in a number of foreign countries, having served on numerous audit
and non-audit related assignments in Asia, Europe, North America and North Africa.
Currently, he sits on the board of Perdana Petroleum Berhad which is a public listed company.
YM Raja Anuar Raja Abu Hassan, 56 tahun dan warganegara Malaysia, ialah Pengarah Bukan Eksekutif Bebas MSM Malaysia Holdings Berhad sejak 25 Mac 2011.
Beliau adalah seorang Akauntan Bertauliah dan merupakan ahli Institut Akauntan Malaysia (MIA), ahli Institut Akauntan Awam Bertauliah Malaysia (MICPA),
Felo Persatuan Akauntan Bertauliah (ACCA) dan Ahli Bertauliah Institut Juruaudit Dalaman Bertauliah.
Sepanjang kerjaya beliau, beliau telah memegang pelbagai jawatan kanan dalam bidang kewangan dan audit dalaman di beberapa sektor industri. Beliau pernah
berkhidmat sebagai Pengurus Audit Dalaman di PROTON Holdings; Pengurus Perakaunan Komersil di Sime Darby Plantations; Ketua, Operasi Luar Negara di
Malayan Banking Bhd; Pengurus Besar Audit Dalaman di Sapura Holdings, dan Pengarah Audit Dalaman di Golden Hope Plantations Berhad.
Beliau memiliki pengalaman yang luas dalam sistem kewangan dan laporan yang digunapakai di beberapa negara asing berikutan tugasan beliau di Asia, Eropah,
Amerika Utara dan Afrika Utara dalam tugasan-tugasan berkaitan audit dan bukan audit.
Pada masa kini, beliau merupakan ahli lembaga pengarah di Perdana Petroleum Berhad iaitu sebuah syarikat tersenarai awam.
34
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
YBHG DATO’ LIM CHEE WAH
YM RAJA ANUAR RAJA ABU HASSAN
L A P O R A N
TAHUNAN
2011
ANNUAL
REPORT
T H E
35
PROFIL PENGARAH
Member of the Audit Committee and Nomination And Remuneration Committee Ahli Jawatankuasa Audit dan Jawatankuasa Pencalonan dan Imbuhan
YBhg Dato’ Zainal Haji Ismail, 69, a Malaysian, is an Independent Non-Executive Director of MSM Malaysia Holdings Berhad since 25 March 2011. He
graduated from the University of Malaya with a Bachelor in Arts (Hons.) and Diploma in Public Administration.
He started his career with the Civil Service Department as an Assistant Secretary in 1968. He was subsequently appointed as the Director of Training
and Career Development of Lembaga Kemajuan Pahang Tenggara (DARA). In 1977, he served Sarawak Development Department as the State
Development Officer and in 1984 he was appointed as the first Director in the Sarawak Development Department. He was also appointed as the
General Manager of Yayasan Pahang and in 1988 as the State Finance Officer for the State of Pahang.
Currently, he also sits on the board of several private limited companies in Malaysia.
YBhg Dato’ Zainal Haji Ismail, 69 tahun dan warganegara Malaysia, ialah Pengarah Bukan Eksekutif Bebas MSM Malaysia Holdings Berhad sejak 25 Mac 2011. Beliau
memegang Ijazah Sarjana Muda Kesenian (Kepujian) dan Diploma Pentadbiran Awam dari Universiti Malaya.
Beliau memulakan kerjaya sebagai Penolong Setiausaha di Jabatan Perkhidmatan Awam pada 1968. Beliau kemudiannya dilantik sebagai Pengarah Latihan
dan Pembangunan Kerjaya Lembaga Kemajuan Pahang Tenggara (DARA). Pada 1977, beliau menyertai Jabatan Pembangunan Negeri Sarawak sebagai Pegawai
Pembangunan Negeri dan pada 1984, beliau dilantik sebagai Pengarah pertama jabatan tersebut. Beliau juga pernah berkhidmat sebagai Pengurus Besar Yayasan
Pahang dan pada 1988 sebagai Pegawai Kewangan Negeri Pahang.
Pada masa kini, beliau juga merupakan seorang ahli lembaga pengarah di beberapa syarikat sendirian berhad di Malaysia.
YBhg Dato’ Hajah Rosni Haji Zahari
Member of Audit Committee and Nomination And Remuneration Committee Ahli Jawatankuasa Audit dan Jawatankuasa Pencalonan dan Imbuhan
YBhg Dato’ Hajah Rosni Haji Zahari, 50, a Malaysian, is an Independent Non-Executive Director of MSM Malaysia Holdings Berhad since 25 March
2011. She graduated with a Bachelor in Law from the University of Technology MARA.
She began her career as an Advocate & Solicitor in the High Court of Malaya in 1990 and as a Shariah lawyer in the State of Pahang in 1989. She is
also currently the partner of Messrs Rosni, Francis Tan & Co. She started her career in politics as early as 1982 and became State Assemblywoman
of Pahang in 1999. She is the Chief of Pergerakan Wanita UMNO of Maran from 1992 to date and she is also the Chief of Pergerakan Wanita UMNO
Negeri Pahang since 2008. She is an Executive Committee of Pergerakan Wanita UMNO Malaysia from 2004 to date.
Currently, she sits on the board of several private limited companies in Malaysia.
YBhg Dato’ Hajah Rosni Haji Zahari, 50 tahun dan warganegara Malaysia, ialah Pengarah Bukan Eksekutif Bebas MSM Malaysia Holdings Berhad sejak 25 Mac 2011.
Beliau memegang Ijazah Sarjana Muda Undang-undang dari Universiti Teknologi MARA.
Beliau memulakan kerjaya sebagai Peguam Bela & Peguam Cara di Mahkamah Tinggi Malaya pada 1990 dan kemudian sebagai peguam Shariah di Negeri Pahang
pada 1989. Beliau juga merupakan rakan kongsi di Messrs Rosni, Francis Tan & Co. Beliau memulakan kerjaya dalam bidang politik pada 1982 dan menjadi Ahli
Dewan Undangan Negeri Pahang pada 1999. Beliau adalah Ketua Pergerakan Wanita UMNO di Maran dari 1992 hingga kini dan juga Ketua Pergerakan Wanita UMNO
Negeri Pahang sejak 2008. Selain itu, beliau adalah ahli Jawatankuasa Eksekutif Pergerakan Wanita UMNO Malaysia dari 2004 hingga kini.
Pada masa kini, beliau merupakan ahli lembaga pengarah di beberapa syarikat sendirian berhad di Malaysia.
Additional Information:
• None of the Directors have any family relationship with any other Directors
and/or major shareholders of the Company or has any conflict of interest
with the Company.
• None of the Directors have convictions for offences within the past
ten years.
• The details of Directors’ attendance at Board Meetings held in the financial
year ended 31 December 2011 are set out in the Statement on Corporate
Governance on page 49 of the Annual Report.
36
Maklumat Tambahan:
• Kesemua Pengarah di atas tidak mempunyai sebarang hubungan kekeluargaan
dengan mana-mana Pengarah dan/atau pemegang saham utama Syarikat atau
mempunyai sebarang konflik kepentingan dengan Syarikat.
• Kesemua Pengarah di atas tidak pernah disabitkan dengan sebarang kesalahan
sepanjang sepuluh tahun lepas.
• Butiran kehadiran Pengarah ke Mesyuarat Lembaga Pengarah yang diadakan pada
tahun kewangan berakhir 31 Disember 2011 dibentangkan dalam Penyata Urus
Tadbir Korporat pada muka surat 49 Laporan Tahunan ini.
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
YBHG DATO’ ZAINAL HAJI ISMAIL
YBHG DATO’ HAJAH ROSNI HAJI ZAHARI
L A P O R A N
TAHUNAN
2011
ANNUAL
REPORT
T H E
37
PROFILE OF SENIOR MANAGEMENT
PROFIL AHLI PENGURUSAN KANAN
Chua Say Sin
Chua Say Sin, 65, a Malaysian, is the President/Chief Executive Officer of MSM Malaysia Holdings Berhad (MSM) since 25 March 2011. He is also the
CEO/Managing Director of Malayan Sugar Manufacturing Company Bhd (MSM Co.), responsible for the sugar refining business which includes the
refined sugar operations and productions in the two subsidiaries, namely MSM Co. and Kilang Gula Felda Perlis Sendirian Berhad (KGFP).
He started his career in the container port of the Port of Singapore Authority, Singapore in 1973. Subsequently, he joined MSM Co. as an Instrument
Manager in 1974, where he was primarily responsible for the implementation of automatic/computer control and mechanisation of sugar refinery
operations. He rose through the ranks of MSM Co. and was appointed Factory Manager in 1988 before he was seconded to another subsidiary of
PBB Group Berhad, ChemQuest Sdn Bhd, holding the post of Managing Director. Since 1999 until present, he is the Managing Director of MSM Co. He
has over 30 years experience in the sugar industry.
He graduated with a Bachelor in Electrical Engineering in 1970 from the University of New South Wales, Australia and a Master of Engineering
Science in 1972 from the University of Sydney, Australia. He is currently a registered Professional Engineer (PE). He is also a member of the Institution
of Engineer Malaysia (MIEM).
Currently, he does not hold any directorship in other public companies.
He does not have any family relationship with any of the Directors and/or major shareholders of the Company nor has any conflic of interests with
the Company. He also has no conviction for offences within the past ten (10) years.
Chua Say Sin, 65, warganegara Malaysia ialah Presiden/Ketua Pegawai Eksekutif MSM Malaysia Holdings Berhad (MSM) sejak 25 Mac 2011. Beliau yang juga
merupakan Ketua Pegawai Eksekutif/Pengarah Urusan Malayan Sugar Manufacturing Company Bhd (MSM Co.), bertanggungjawab menguruskan perniagaan
pemprosesan gula yang melibatkan operasi dan pengeluaran gula bertapis dalam dua anak syarikat iaitu MSM Co. dan Kilang Gula Felda Perlis Sendirian Berhad
(KGFP).
Beliau memulakan kerjaya di pelabuhan kontena di Lembaga Pelabuhan Singapura, Singapura pada 1973. Beliau kemudian menyertai MSM Co. sebagai Pengurus
Instrumen pada 1974, di mana beliau bertanggungjawab ke atas pelaksanaan kawalan automatik/berkomputer dan penjenteraan operasi kilang pemprosesan gula.
Beliau dilantik sebagai Pengurus Kilang pada 1988 sebelum beliau dipinjamkan kepada sebuah lagi anak syarikat kumpulan PBB, ChemQuest Sdn Bhd, sebagai
Pengarah Urusan. Beliau memegang jawatan Pengarah Urusan MSM Co. sejak 1999 hingga kini. Beliau mempunyai lebih 30 tahun pengalaman dalam industri
penghasilan gula.
Beliau ialah lulusan Ijazah Sarjana Muda Kejuruteraan Elektrik pada 1970 dari University of New South Wales, Australia dan Ijazah Sarjana Sains Kejuruteraan pada 1972
dari University of Sydney, Australia. Beliau ialah adalah seorang Jurutera Profesional (PE) berdaftar, selain menjadi ahli Institut Jurutera Malaysia (MIEM).
Pada masa ini, beliau tidak memegang sebarang jawatan pengarah dalam mana-mana syarikat awam.
Beliau tidak mempunyai sebarang hubungan kekeluargaan dengan mana-mana Pengarah dan/atau pemegang saham utama Syarikat atau mempunyai sebarang
konflik kepentingan dengan Syarikat. Beliau juga tidak pernah disabitkan dengan sebarang kesalahan sejak sepuluh (10) tahun lepas.
38
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
Mohamad Amri Sahari @ Khuzari
Mohamad Amri Sahari @ Khuzari is the Deputy Chief Executive Officer of MSM responsible for the Group’s overall business strategy and vision
development. In addition, he oversees KGFP’s operations, development of sales and marketing strategies, the company’s growth, quality assurance,
policy and strategy as well as monitors the company’s overall profitability.
He began his career with Felda Palm Industries Sdn Bhd as Factory Engineer in 1989 and later became a Mill Manager in Hamparan Badai Palm Oil
Mill, Lahad Datu, Sabah in 1996. He was appointed the General Manager of Felda Palm Industries Sdn Bhd in 2004 before being seconded to KGFP,
holding the same post of General Manager. He was then promoted to Senior General Manager in 2008 and assumed the role until 2010. Currently,
he is the Acting Executive Director/Chief Executive Officer of KGFP.
He obtained a Bachelor of Science in Mechanical Engineering in 1987 from South Dakota State University, USA and a Master of Business and
Administration (Strategic Management) in 2003 from University of Technology Malaysia, Kuala Lumpur. He is also a qualified 2nd Grade Steam
Engineer.
Mohamad Amri Sahari @ Khuzari ialah Timbalan Ketua Pegawai Eksekutif MSM, bertanggungjawab ke atas strategi perniagaan keseluruhan Kumpulan dan
pembangunan visinya. Selain itu, beliau bertanggungjawab ke atas penyeliaan operasi KGFP, perkembangan strategi-strategi jualan dan pemasaran, pertumbuhan
syarikat, jaminan kualiti, pelaksanaan dasar dan strategi serta pemantauan keuntungan keseluruhan syarikat.
Beliau memulakan kerjaya dengan Felda Palm Industries Sdn Bhd sebagai Jurutera Kilang pada 1989 dan kemudian bertugas sebagai Pengurus Kilang di Kilang
Minyak Sawit Hamparan Badai, Lahad Datu, Sabah pada 1996. Beliau dilantik sebagai Pengurus Besar Felda Palm Industries Sdn Bhd pada 2004 sebelum dipinjamkan
kepada KGFP dalam kapasiti yang sama. Beliau seterusnya dinaikkan pangkat sebagai Pengurus Besar Kanan pada 2008 dan terus memegang jawatan tersebut
sehingga 2010. Pada masa kini, beliau merupakan Pemangku Pengarah Eksekutif/Ketua Pegawai Eksekutif KGFP.
Beliau memperoleh Ijazah Sarjana Muda Sains dalam Kejuruteraan Mekanikal pada 1987 dari South Dakota State University, AS dan Ijazah Sarjana dalam Perniagaan
dan Pentadbiran (Pengurusan Strategik) pada 2003 dari Universiti Teknologi Malaysia, Kuala Lumpur. Beliau juga memiliki kelayakan Jurutera Wap Gred 2.
CHUA SAY SIN
President/Chief Executive Officer
Presiden/Ketua Pegawai Eksekutif
MOHAMAD AMRI SAHARI @ KHUZARI
Deputy Chief Executive Officer
Timbalan Ketua Pegawai Eksekutif
L A P O R A N
TAHUNAN
2011
ANNUAL
REPORT
T H E
39
PROFILE OF SENIOR MANAGEMENT
PROFIL AHLI PENGURUSAN KANAN
Raja Faridah Raja Ahmad
Raja Faridah Raja Ahmad is the Chief Financial Officer of MSM, responsible for Group Finance.
She began her career with Perak State Development Corporation as a trainee executive in 1990 and was later seconded to a subsidiary printing
company, undertaking a costing project for the newly acquired company.
She later joined FELDA as an accountant in 1991. She was appointed the Manager/Head of Finance, thereafter the Senior Finance Manager of several
companies and divisions within the Felda Group between 1993 to 2005. She was responsible to oversee the finance and accounting operations of
the companies, and was instrumental in the implementation of the Felda Group’s SAP ERP System (SKB) from 2000 to 2003. She was promoted to
General Manager, Finance in 2004, assuming the responsibility of the Head of Finance of the group’s Plantation Division before joining Felda Holdings
Bhd (FHB) in 2005. She was seconded to PwC Capital Sdn Bhd, a company within the PricewaterhouseCoopers network of affiliate firms, specialising
in consultancy and advisory work in 2008. She was then promoted to Executive Director of FHB Group Finance in 2009 until 2011.
She graduated with a Bachelor in Accountancy in 1987 from the University of East Anglia, England. She is also the member of the Malaysian Institute
of Accountants (MIA) and an Associate Member of the Chartered Institute of Management Accountant (CIMA).
Raja Faridah Raja Ahmad ialah Ketua Pegawai Kewangan MSM, bertanggungjawab ke atas Kewangan Kumpulan.
Beliau memulakan kerjaya dengan Perbadanan Pembangunan Negeri Perak selaku eksekutif pelatih pada 1990 dan kemudiannya dipinjamkan kepada sebuah anak
syarikat percetakan bagi menguruskan projek penentuan kos untuk syarikat yang baru diambilalih tersebut.
Beliau kemudiannya bekerja di FELDA sebagai Akauntan pada 1991. Beliau dilantik sebagai Pengurus/Ketua Jabatan Kewangan, dan kemudian sebagai Pengurus
Kanan Kewangan di beberapa syarikat dan jabatan dalam Kumpulan Felda di antara tahun 1993 hingga 2005. Beliau bertanggungjawab ke atas operasi kewangan
dan perakaunan syarikat-syarikat tersebut, dan telah memainkan peranan penting dalam pelaksanaan Sistem SAP ERP (SKB) Kumpulan Felda dari tahun 2000 hingga
2003. Beliau dinaikkan pangkat sebagai Pengurus Besar Kewangan pada 2004, yakni memikul tanggungjawab Ketua Jabatan Kewangan Bahagian Perladangan
kumpulan sebelum menyertai Felda Holdings Bhd (FHB) pada 2005. Pada 2008, beliau dipinjamkan kepada PwC Capital Sdn Bhd, sebuah syarikat dalam rangkaian
firma bersekutu PricewaterhouseCoopers, dengan tanggungjawab khusus sebagai perunding dan penasihat. Beliau kemudian dinaikkan pangkat sebagai Pengarah
Eksekutif Kewangan Kumpulan FHB pada 2009 dan memegang jawatan tersebut sehingga 2011.
Beliau memperoleh Ijazah Sarjana Muda Perakaunan pada 1987 dari University of East Anglia, England. Beliau juga merupakan ahli Institut Akauntan Malaysia (MIA)
dan Ahli Bersekutu Chartered Institute of Management Accountant (CIMA).
Ha Charm Mun
Ha Charm Mun is the General Manager, Factory Operations, responsible for overseeing the operation of MSM’s sugar refinery in Prai.
He began his career in MSM Co. in 1982 as a Mechanical Engineer and was primarily responsible for plant maintenance, upgrading and expansion
project implementation. In 1992, he joined DuPont Singapore, Adi-pure Plant as a Senior Engineer. Later, he was responsible for plant maintenance
support to Idemitsu SM (Malaysia) Sdn Bhd as Maintenance Manager with the primary job function of attending to the maintenance of a styrene
monomer plant. He later rejoined MSM in 2002 and was appointed as General Manager in 2004.
He obtained a Bachelor of Science in Mechanical Engineering from the University of Sussex, United Kingdom.
Ha Charm Mun ialah Pengurus Besar, Operasi Kilang di mana beliau bertanggungjawab menyelia operasi kilang pemprosesan gula MSM di Prai.
Beliau memulakan kerjaya bersama MSM Co. pada 1982 sebagai Jurutera Mekanikal di mana beliau bertanggungjawab ke atas pelaksanaan projek penyelenggaraan,
penaiktarafan dan peluasan kilang. Pada 1992, beliau menyertai DuPont Singapore, Adi-pure Plant sebagai Jurutera Kanan. Kemudiannya, beliau bertanggungjawab
ke atas kerja-kerja sokongan penyelenggaraan loji untuk Idemitsu SM (Malaysia) Sdn Bhd di mana tugas utama beliau melibatkan pengurusan kerja-kerja
penyelenggaraan sebuah loji monomer stirena. Beliau menyertai MSM semula pada 2002 dan dilantik sebagai Pengurus Besar pada 2004.
Beliau memperoleh Ijazah Sarjana Muda Sains dalam Kejuruteraan Mekanikal dari University of Sussex, United Kingdom.
40
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
Ismail Abdullah
Ismail Abdullah is the General Manager, Logistics, responsible for the operational management of Astakonas fleet consisting of 35 prime movers
based at Sungai Buloh and to ensure efficient delivery of MSM products to its customers.
He joined the Royal Malaysian Police Force in 1970 as a Probationary Inspector and retired as a Senior Assistant Commissioner (II) in 2006. He
obtained a Police Science Diploma from University Kebangsaan Malaysia. He joined Astakonas in 2007 as the General Manager and is still currently
holding the post in Astakonas.
Ismail Abdullah ialah Pengurus Besar, Logistik yang bertanggungjawab ke atas pengurusan operasi armada Astakonas yang terdiri daripada 35 penggerak utama
yang berpangkalan di Sungai Buloh selain memastikan penghantaran yang efisien bagi produk-produk MSM kepada para pelanggan.
Beliau menyertai Polis Diraja Malaysia pada 1970 sebagai Inspektor Dalam Percubaan dan bersara pada 2006 sebagai Penolong Kanan Pesuruhjaya (II). Beliau
memperoleh Diploma Sains Perpolisan dari Universiti Kebangsaan Malaysia. Beliau menyertai Astakonas pada 2007 sebagai Pengurus Besar, jawatan yang masih
disandang beliau sehingga kini.
RAJA FARIDAH RAJA AHMAD
Chief Financial Officer
Ketua Pegawai Kewangan
HA CHARM MUN
General Manager, Factory Operations
Pengurus Besar, Operasi Kilang
ISMAIL ABDULLAH
General Manager, Logistics
Pengurus Besar, Logistik
L A P O R A N
TAHUNAN
2011
ANNUAL
REPORT
T H E
41
AWARDS & RECOGNITIONS
ANUGERAH & PENGIKTIRAFAN
Over the years, our group has achieved
a number of major certifications for our
products and manufacturing processes,
notably:
SEJAK PENUBUHANNYA, KUMPULAN KAMI TELAH
MEMPEROLEH BEBERAPA PENSIJILAN PENTING
UNTUK PRODUK-PRODUK DAN PROSES-PROSES
PERKILANGANNYA, TERMASUK:
•
Buatan Malaysia
Certification for our white refined sugars for general and
industrial use.
Pensijilan Buatan Malaysia untuk gula putih bertapis kami untuk
penggunaan am dan industri.
•
HALAL certification by Department of Islamic
Development (JAKIM)
Certification as confirmation of our compliance with stringent
food processes.
Pensijilan HALAL dari JAKIM bagi mengesahkan pematuhan kami
terhadap proses pembuatan makanan yang ketat.
•
ISO 9001:2000
Certification by SIRIM QAS for complying with Quality
Management Systems.
Pensijilan ISO 9001:2000 oleh SIRIM QAS untuk pematuhan kepada
Sistem Pengurusan Kualiti.
•
ISO 22000:2005
Certification by SIRIM QAS for complying with Food Safety
Management Systems.
Sistem Pengurusan Keselamatan Makanan.
42
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
•
ISO 9001:2008
Certification by SIRIM QAS for complying with Quality
Management Systems in:
Sistem Pengurusan Kualiti dalam:
–
Manufacture of refined sugar and related products
Pembuatan gula bertapis dan produk-produk berkaitan
–
Receiving and warehousing of refined sugar
Penerimaan dan penggudangan gula bertapis
–
Delivery of refined sugar to customers
Pembekalan gula bertapis kepada pelanggan
–
Purchasing of raw sugar
Pembelian gula mentah
–
Marketing service for export and domestic sales
Khidmat pemasaran untuk jualan eksport dan domestik
•
Kosher Certification by a London Beth Bin certified Company
Pensijilan Kosher dari sebuah Syarikat dengan pengiktirafan
London Beth Bin
•
Hazard Analysis and Critical Control Point (HACCP)
certification by the Ministry of Health, Malaysia
Pensijilan Analisis Bahaya dan Titik Kawalan Kritikal (HACCP)
dari Kementerian Kesihatan Malaysia
•
SIRIM product certification for:
Pensijilan produk SIRIM untuk:
–
White refined sugar
–
Gula putih bertapis
–
Soft brown sugar
–
Gula perang lembut
–
Fine granulated sugar
Gula pasir bertapis
Castor sugar
Gula kastor
Icing sugar
Gula aising
L A P O R A N
TAHUNAN
2011
ANNUAL
REPORT
T H E
43
In Malaysia, we sold 781,818 tonnes of refined
sugar products to distributors and retailers, and
27,214 tonnes to industrial customers in 2011.
Di Malaysia, kami telah menjual 781,818 tan metrik
produk gula bertapis kepada para pengedar dan
peruncit, dan 27,214 tan metrik kepada pelanggan
industri pada 2011.
Building sweet ties
Membina jalinan yang manis
Statement on Corporate Governance
The Board of Directors strongly believes that good corporate
governance is vital in delivering long-term sustainable business
growth and creating economic value for shareholders as well
as other stakeholders. The application of sound corporate
governance standards and practices ensures that MSM Malaysia
Holdings Berhad (MSM) is managed appropriately and operated
successfully to meet the current and future needs of a global
business environment.
The Board is fully committed towards achieving full compliance
with the principles and best practices of the Revised Malaysian
Code on Corporate Governance (Code), Bursa Malaysia Securities
Berhad’s (Bursa Malaysia) Main Market Listing Requirements (LR)
as well as the Corporate Governance Guide (CG Guide) issued
by Bursa Malaysia. The Board constantly strives in its efforts
to enhance and raise a high standard of corporate governance
throughout MSM Group, which are fundamental to fulfilling its
responsibility of protecting and enhancing shareholder value and
the financial performance of the Group.
Good corporate governance practices, however, should extend
beyond mere statement of compliance. It should aim at
achieving the highest standards of conduct, business integrity,
ethics, accountability and professionalism across all the
Group’s activities. The Board acknowledges the importance of
corporate governance in enhancing stakeholder value, increasing
investor confidence, establishing customer trust and building
a competitive organisation to support the Group’s corporate
mission and vision. The Board is pleased to disclose the Group’s
application of the principles as set out in the Code.
Lembaga Pengarah percaya bahawa urus tadbir korporat yang baik
adalah penting untuk pertumbuhan perniagaan yang mampan dalam
jangka panjang dan untuk mencipta nilai ekonomi untuk pemegang
saham dan pihak berkepentingan lain. Gunapakai piawaian dan
amalan urus tadbir korporat yang mantap dapat memastikan bahawa
Kumpulan MSM Malaysia Holdings Berhad (MSM) (Kumpulan) diurus
dan dikendalikan dengan baik dan jayanya bagi memenuhi keperluan
semasa dan masa hadapan persekitaran perniagaan global.
Lembaga Pengarah amat komited dalam usaha mematuhi sepenuhnya
dasar-dasar dan amalan-amalan terbaik dalam Kod Urus Tadbir Malaysia
yang telah Disemak (Kod), Kehendak-kehendak Penyenaraian Pasaran
Utama (LR) Bursa Malaysia Securities Berhad (Bursa Malaysia) serta
Panduan Urus Tadbir Korporat (Panduan CG) terbitan Bursa Malaysia.
Lembaga Pengarah terus berusaha memperbaiki dan mempertingkatkan
piawaian urus tadbir korporat Kumpulan MSM, yang mana terangkum
dalam tanggungjawabnya melindungi dan meningkatkan nilai
pemegang saham serta prestasi kewangan Kumpulan.
Bagaimanapun, amalan urus tadbir korporat yang baik perlu dibuktikan
dan bukan hanya satu penyata di atas kertas. Ia harus menghasilkan
pencapaian piawaian tertinggi dalam aspek tatacara, kewibawaan
perniagaan, etika, kebertanggungjawaban dan profesionalisme
dalam semua kegiatan Kumpulan. Lembaga Pengarah mengiktiraf
kepentingan urus tadbir korporat dalam meningkatkan nilai pemegang
berkepentingan, mengukuhkan keyakinan pelabur, mewujudkan
kepercayaan pelanggan dan membina sebuah organisasi yang kompetitif
bagi menyokong pencapaian matlamat dan wawasan korporat
Kumpulan. Lembaga Pengarah dengan sukacita membentangkan
pelaksanaan dasar-dasar ini oleh Kumpulan seperti yang terkandung
dalam Kod.
LEMBAGA PENGARAH MSM
THE BOARD OF DIRECTORS OF MSM
Lembaga Pengarah
The Board
Lembaga Pengarah bertanggungjawab ke atas urus tadbir penuh
Kumpulan dengan memastikan peruntukan panduan dan rancangan
penggantian yang strategik untuk Kumpulan, pemantauan matlamat
pengurusan yang berkesan dan kebertanggungjawaban terhadap para
pelabur dan pemegang berkepentingan.
The Board is responsible for the overall governance of the Group
by ensuring the provision of strategic guidance and succession
plan for the Group, the effective monitoring of management
goals and accountability to investors and stakeholders.
Board Composition and Balance
The Board has a balanced composition of Executive and
Non-Executive Directors. More than one-third (1/3) of the
Board consists of Independent Directors, which is in compliance
with the LR. As of the date of this statement, the Board of the
Company consists of eight (8) members, comprising three (3)
Independent Non-Executive Directors, three (3) Non-Independent
Non-Executive Directors including the Chairman and two (2)
Non-Independent Executive Directors. The composition of the
Board fairly reflects the interests of significant shareholders,
who are adequately represented by the appointment of their
nominee directors without compromising the interests of
minority shareholders.
46
Komposisi dan Keseimbangan Lembaga Pengarah
Lembaga Pengarah memiliki keanggotaan Pengarah eksekutif dan
bukan eksekutif yang seimbang. Lebih satu pertiga (1/3) daripada ahli
Lembaga Pengarah adalah Pengarah Bebas, yang mana mematuhi LR.
Pada tarikh penyata ini, Lembaga Pengarah terdiri daripada lapan (8)
ahli, yang mana tiga (3) adalah Pengarah Bebas Bukan Eksekutif, tiga
(3) Pengarah Bukan Bebas Bukan Eksekutif termasuk Pengerusi dan
dua (2) Pengarah Bukan Bebas Eksekutif. Komposisi Lembaga Pengarah
mencerminkan kepentingan pemegang saham utama, yang mana
diwakili dengan pelantikan calon pengarah mereka tanpa menjejaskan
kepentingan pemegang saham minoriti.
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
The Board is comprised of members drawn from various
professional backgrounds, bringing depth and diversity in
experience, expertise and perspectives to the Group’s business
operations. The Group recognises the vital role played by the
Board in the stewardship of its direction and operations, and
ultimately the enhancement of long-term shareholder value.
Tanggungjawab Utama Lembaga Pengarah
Principal Responsibilities of the Board
The Board members exercise due diligence and care in
discharging their duties and responsibilities to ensure that high
ethical standards are applied, through compliance with relevant
rules and regulations, directives and guidelines in addition to
adopting the best practices in the Code and CG Guide, and act in
the best interest of the Group and shareholders.
The Independent Directors on the Board act as a caretaker of
the minority shareholders and their views carry significant
weight in the Board’s decision-making process. None of the
Independent Directors engage in the day-to-day management
of the Company, participate in any business dealings or get
involved in any other relationship with the Company. This
ensures that the Independent Non-Executive Directors are free
from any conflict of interest and, more importantly, allows
them to function independently and in an impartial manner
in discharging their roles and responsibilities as Independent
Non-Executive Directors.
The Non-Executive Directors have the necessary calibre to ensure
that the strategies proposed by the Management are fully
deliberated and examined in the long-term interest of the Group,
as well as the shareholders and other stakeholders.
APPOINTMENTS TO THE BOARD
Re-appointment and re-election of Directors
In accordance with the Articles of Association of the Company,
one-third (1/3) of the Directors for the time being shall retire
from office at least once in every three years and shall then be
eligible for re-election. The Directors to retire in every year shall
be those who, being subject to retirement by rotation, have
been longest in office since their last election or appointment. A
retiring Director shall retain office until the close of the General
Meeting at which he retires.
L A P O R A N
TAHUNAN
2011
Lembaga Pengarah terdiri daripada ahli-ahli dengan pelbagai latar
belakang profesional, yang menyumbang pengalaman, kepakaran dan
perspektif yang luas kepada operasi perniagaan Kumpulan. Kumpulan
mengiktiraf peranan penting Lembaga Pengarah dalam mengemudi
halatuju dan operasinya, dan seterusnya meningkatkan nilai jangka
panjang pemegang saham.
ANNUAL
REPORT
Ahli-ahli Lembaga Pengarah menjalankan tanggungjawab mereka
dengan usaha dan ketelitian yang sewajarnya bagi memastikan
gunapakai piawaian etika yang tertinggi menerusi pematuhan kepada
undang-undang, peraturan, arahan dan garis panduan yang berkaitan
di samping gunapakai amalan terbaik Kod dan Panduan CG, selain
bertindak demi kepentingan Kumpulan dan pemegang saham.
Para Pengarah Bebas dalam Lembaga Pengarah bertindak selaku
wakil kepada pemegang saham minoriti dan pandangan mereka
adalah sangat penting dalam proses membuat keputusan Lembaga
Pengarah. Pengarah Bebas tidak terlibat dalam pengurusan harian
Syarikat, mengambil bahagian dalam sebarang urusan perniagaan
atau terlibat dalam sebarang hubungan lain dengan Syarikat. Ini bagi
memastikan Pengarah Bebas Bukan Eksekutif bebas daripada sebarang
konflik kepentingan dan, lebih penting lagi, membolehkan mereka
menjalankan tugas dan tanggungjawab mereka dengan bebas dan adil.
Pengarah Bukan Eksekutif memiliki kaliber yang sewajarnya bagi
memastikan strategi-strategi yang dicadangkan oleh pihak Pengurusan
dibincangkan dan dinilai sepenuhnya demi kepentingan jangka panjang
Kumpulan dan pemegang saham serta pihak berkepentingan lain.
Pelantikan KE DALAM LEMBAGA PENGARAH
Pelantikan Semula dan Pencalonan Semula Pengarah
Menurut Tataurusan Pertubuhan Syarikat, satu pertiga (1/3) daripada
para Pengarah harus bersara buat sementara sekurang-kurangnya
sekali setiap tiga tahun dan seterusnya akan layak untuk pencalonan
semula. Tertakluk kepada giliran persaraan, Pengarah yang akan bersara
setiap tahun adalah mereka yang paling lama memegang jawatan
sejak pencalonan atau pelantikan terakhir mereka. Pengarah yang
akan bersara akan terus memegang jawatannya sehingga penutupan
Mesyuarat Agung di mana beliau akan bersara.
T H E
R E P O R T S
47
Division of Roles and Responsibilities between the Chairman
and Chief Executive Officer
Pembahagian Peranan dan Tanggungjawab di antara Pengerusi
dan Ketua Pegawai Eksekutif
There is a clear division of responsibilities between the roles
of the Chairman and the Chief Executive Officer. The Chairman
is responsible for the orderly conduct and performance of the
Board, ensuring its effectiveness and assumes the formal role
as the leader in chairing all Board meetings and shareholders’
meetings. The Chairman’s principal responsibilities are also to
ensure that the Board fulfills its obligation as required under the
applicable laws. The Chief Executive Officer is responsible for the
overall operations of the business, organisational effectiveness
and the implementation of the Board’s strategies and policies.
Terdapat pembahagian tanggungjawab yang jelas di antara peranan
Pengerusi dan Ketua Pegawai Eksekutif. Pengerusi bertanggungjawab
ke atas ketertiban tatalaku dan prestasi Lembaga Pengarah, selain
memastikan keberkesanannya dan bertindak sebagai ketua dalam
mempengerusikan semua mesyuarat Lembaga Pengarah dan mesyuarat
pemegang saham. Pengerusi juga bertanggungjawab memastikan
bahawa Lembaga Pengarah menjalankan tanggungjawabnya seperti
yang dikehendaki di bawah undang-undang berkaitan. Ketua Pegawai
Eksekutif bertanggungjawab ke atas keseluruhan operasi perniagaan,
keberkesanan organisasi dan pelaksanaan strategi-strategi dan dasardasar Lembaga Pengarah.
BOARD MEETINGS
MESYUARAT LEMBAGA PENGARAH
The Board requires all members to devote sufficient time to
the working of the Board, to effectively discharge their duties
as the directors of MSM, and to use their best endeavours to
attend meetings. Where any direction or decision is required
expeditiously or urgently from the Board, between the scheduled
meetings, Special Board meetings are convened. The Board has
a regular annual schedule of matters which are tabled to the
Board for their approval and/or notation which includes business
performance updates, unaudited quarterly results, and report
from major operation companies, strategy, investor relations,
risk profile and material litigation updates.
Lembaga Pengarah menghendaki semua ahlinya meluangkan masa
yang secukupnya untuk menjalankan urusan Lembaga Pengarah,
melaksanakan tugas mereka dengan berkesan selaku pengarah MSM,
selain berusaha sedaya upaya untuk menghadiri mesyuarat-mesyuarat
yang diadakan. Sekiranya arahan atau keputusan segera atau mustahak
diperlukan daripada Lembaga Pengarah, Mesyuarat Khas Lembaga
Pengarah akan diadakan. Lembaga Pengarah mempunyai jadual
tahunan lazim untuk perkara-perkara yang dibentangkan kepada
Lembaga Pengarah untuk kelulusan dan/atau catatan termasuk
makluman mengenai terkini prestasi perniagaan, keputusan sukuan
tahun belum diaudit, dan laporan daripada syarikat-syarikat operasi
utama, strategi, hubungan pelabur, profil risiko dan makluman terkini
mengenai litigasi penting.
In order for Board meetings to be more effective and in-depth
deliberations of matters are achieved, the meeting agenda
at Board meetings are sequenced in such a way taking into
consideration the complexity of the proposal and/or whether
they are items for approval, discussion or notation by the Board.
Agar mesyuarat Lembaga Pengarah lebih berkesan dan perbincangan
mendalam dapat dilakukan, agenda mesyuarat dalam mesyuarat
Lembaga Pengarah disusun dengan mengambil kira tahap kerumitan
cadangan yang dibentangkan dan/atau samada butiran terbabit adalah
untuk kelulusan, perbincangan atau catatan oleh Lembaga Pengarah.
Whenever necessary, senior management or external advisors
are also invited to attend Board and Board Committee meetings
to provide further clarity on agenda items being discussed to
enable the Board and/or Board Committees to arrive at a
considered and informed decision.
Jika perlu, pihak pengurusan kanan atau penasihat luar juga
dijemput menghadiri mesyuarat Lembaga Pengarah dan mesyuarat
Jawatankuasa bagi memberikan penjelasan lanjut mengenai butiran
yang dibentangkan agar Lembaga Pengarah dan/atau Jawatankuasa
Lembaga Pengarah dapat membuat keputusan yang tepat.
48
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
Attendance at Board and Board Committee Meetings
During the financial year ended 31 December 2011, six (6) Board
of Directors’ Meetings were held. The details of attendance of
Board members at the Board and Board Committee Meetings
since the date of their appointment as directors are as per below:
Directors
BOD
AC
NRC
Dato’ Haji Abdul Samad #
3/5
NA
NA
YBhg Dato’ Dzulkifli Abd Wahab *
5/6
NA
3/3
YBhg Dato’ Sabri Ahmad *
6/6
NA
NA
R. Zainal Abidin #
5/5
NA
NA
3/5
NA
NA
YBhg Dato’ Zainal Haji Ismail #
4/5
3/3
3/3
YM Raja Anuar Raja Abu Hassan #
5/5
3/3
NA
YBhg Dato’ Hajah Rosni Zahari #
4/5
2/3
3/3
*
#
#
appointed with effect from 25 March 2011
appointed with effect from 10 March 2011
Kehadiran Mesyuarat Lembaga Pengarah dan
Mesyuarat Jawatankuasa
Semasa tahun kewangan berakhir 31 Disember 2011, enam (6)
Mesyuarat Lembaga Pengarah telah diadakan. Butiran kehadiran
ahli-ahli Lembaga Pengarah pada Mesyuarat Lembaga Pengarah dan
Mesyuarat Jawatankuasa sejak tarikh pelantikan mereka sebagai
pengarah adalah seperti berikut:
Pengarah
BOD
AC
NRC
Dato’ Haji Abdul Samad #
3/5
NA
NA
YBhg Dato’ Dzulkifli Abd Wahab *
5/6
NA
3/3
YBhg Dato’ Sabri Ahmad *
6/6
NA
NA
R. Zainal Abidin #
5/5
NA
NA
YBhg Dato’ Lim Chee Wah #
3/5
NA
NA
YBhg Dato’ Zainal Haji Ismail #
4/5
3/3
3/3
YM Raja Anuar Raja Abu Hassan #
5/5
3/3
NA
YBhg Dato’ Hajah Rosni Zahari #
4/5
2/3
3/3
#
*
dilantik berkuatkuasa 25 Mac 2011
dilantik berkuatkuasa 10 Mac 2011
Abbreviations:
BOD: Board of Directors
AC : Audit Committee
NRC : Nomination and Remuneration Committee
NA : Not applicable
Singkatan:
BOD : Lembaga Pengarah
AC : Jawatankuasa Audit
NRC : Jawatankuasa Pencalonan dan Imbuhan
NA : Tidak berkaitan
Board Access to Senior Management, Group Company
Secretary and Independent Professional Advice
Akses Lembaga Pengarah kepada Pengurusan Kanan, Setiausaha
Syarikat Kumpulan dan Nasihat Profesional Bebas
Complete and unrestricted access is provided to the Board,
either collectively or in their individual capacities, to senior
management and the Group Company Secretary. In addition
to regular presentations by senior management to the Board
and Board Committees, Directors may seek briefings from
senior management on specific matters. On a number of
occasions, several selected Board members were invited by
senior management to deliberate and/or provide their input on
matters in which senior management intends to propose to the
Board for approval.
Akses penuh dan tanpa had diberikan kepada Lembaga Pengarah,
samada secara kolektif atau dalam kapasiti sebagai individu,
kepada pengurusan kanan dan Setiausaha Syarikat Kumpulan. Selain
pembentangan berkala oleh pihak pengurusan kanan kepada Lembaga
Pengarah dan Jawatankuasa Lembaga Pengarah, para Pengarah boleh
mendapatkan penerangan daripada pengurusan kanan mengenai halhal tertentu. Beberapa ahli Lembaga Pengarah terpilih pernah dijemput
oleh pihak pengurusan kanan untuk membincangkan dan/atau
memberikan input berkaitan perkara-perkara yang ingin dicadangkan
oleh pihak pengurusan kanan untuk kelulusan Lembaga Pengarah.
Authority is also given to the Board to seek independent
professional advice, if necessary at the Company’s expense
from time to time in the performance of their duties. All Board
Committees also have access to independent professional advice
on the same basis.
L A P O R A N
TAHUNAN
2011
ANNUAL
REPORT
Kuasa juga diberikan kepada Lembaga Pengarah untuk mendapatkan
nasihat profesional bebas, jika perlu, atas perbelanjaan Syarikat
dari masa ke semasa dalam menjalankan tanggungjawab mereka.
Semua Jawatankuasa Lembaga Pengarah juga memiliki akses untuk
mendapatkan nasihat profesional bebas atas dasar yang sama.
T H E
R E P O R T S
49
Supply of Information
Bekalan Maklumat
The Board regularly reviews reports on progress against financial
objectives, business development and also receives regular
reports and presentations on strategy and updates, risks profiles
and material litigation. Regular reports are also provided by
Board Committees on their deliberations and recommendations.
The agenda and supporting papers are distributed in advance
of all Board and Board Committee meetings to allow time for
appropriate review to facilitate full discussion at the meetings.
Lembaga Pengarah secara kerap menyemak laporan kemajuan
berbanding objektif kewangan dan perkembangan perniagaan selain
menerima laporan dan pembentangan mengenai strategi dan makluman
terkini, profil risiko dan litigasi penting. Laporan lazim juga disediakan
oleh Jawatankuasa Lembaga Pengarah mengenai perbincangan dan
cadangan mereka. Agenda dan kertas-kertas sokongan diedarkan
lebih awal sebelum berlangsungnya mesyuarat Lembaga Pengarah
dan mesyuarat Jawatankuasa Lembaga Pengarah bagi memberi masa
yang secukupnya untuk semakan dibuat agar dapat membantu dalam
perbincangan semasa mesyuarat.
Board meeting agenda and Board meeting papers which include,
among others, comprehensive management reports, minutes
of meeting, project proposal and supporting documents are
targeted for dissemination to the Directors at least seven days
prior to Board meetings.
Presentations to the Board are prepared and delivered in a
manner that ensures a clear and adequate presentation of the
subject matter. The Board paper format includes an Executive
Summary which outlines the salient key points of matters to be
deliberated.
All issues raised, discussions, deliberations, decisions and
conclusions including dissenting views made at Board meetings
along with clear actions to be taken by responsible parties are
recorded in the minutes. Where the Board is considering a matter
in which a Director has interest, the relevant Director immediately
discloses the interest and abstains from participating in any
discussion or the voting on the subject matter.
The Board is constantly advised and updated on statutory
and regulatory requirements pertaining to their duties and
responsibilities. As and when the need arises, Directors are also
provided with ad-hoc reports, information papers and relevant
training where necessary to ensure they are appraised on key
business, operational, corporate, legal, regulatory and industry
matters.
Directors’ Training
All Directors have attended the Mandatory Accreditation
Programme accredited by Bursa Malaysia.
The Company acknowledges that continuous education is crucial
for the Board members to gain insights into the state of economy,
technological advances, regulatory updates and management
strategies to enhance the Board’s skills and knowledge in
discharging its responsibilities.
The Directors are encouraged to attend continuous education
programmes, talks, seminars, workshops and conferences to
enhance their skill and knowledge and to ensure Directors keep
abreast with new developments in the business environment.
50
Agenda mesyuarat Lembaga Pengarah dan kertas-kertas mesyuarat
Lembaga Pengarah yang merangkumi, antara lain, laporan menyeluruh
pengurusan, minit mesyuarat, cadangan projek dan dokumen-dokumen
sokongan akan diedarkan kepada para Pengarah sekurang-kurangnya
tujuh hari sebelum mesyuarat Lembaga Pengarah diadakan.
Pembentangan kepada Lembaga Pengarah disediakan dan disampaikan
dalam cara yang boleh memastikan pembentangan yang jelas
dan mencukupi. Format kertas Lembaga Pengarah merangkumi
Ringkasan Eksekutif yang menggariskan perkara-perkara utama untuk
dibincangkan.
Semua isu yang dibangkitkan, perbincangan, pertimbangan, keputusan
dan kesimpulan termasuk pandangan bertentangan yang dibuat
pada mesyuarat Lembaga Pengarah berserta tindakan yang akan
diambil oleh pihak sewajarnya dicatatkan dalam minit mesyuarat.
Apabila Lembaga Pengarah mempertimbangkan sesuatu perkara yang
mempunyai kepentingan kepada seorang Pengarah, Pengarah terbabit
harus dengan serta-merta mendedahkan kepentingan tersebut dan
mengecualikan diri dari sebarang perbincangan atau undian mengenai
perkara tersebut.
Lembaga Pengarah dimaklumkan secara kerap mengenai kehendakkehendak berkanun dan perundangan yang berkaitan dengan tugas
dan tanggungjawabnya. Sekiranya perlu, para Pengarah juga disediakan
dengan laporan ad-hoc, kertas maklumat dan latihan yang berkaitan
bagi memastikan mereka mengamati perkara-perkara utama dalam
aspek perniagaan, operasi, korporat, perundangan, kawal selia dan
industri.
Latihan Pengarah
Kesemua Pengarah telah menghadiri Program Akreditasi Mandatori
yang diiktiraf oleh Bursa Malaysia.
Syarikat mengiktiraf kepentingan pembelajaran berterusan untuk
ahli-ahli Lembaga Pengarah agar mereka memperoleh ilmu berguna
tentang keadaan ekonomi, kemajuan teknologi, perkembangan terkini
kawal selia dan strategi-strategi pengurusan bagi meningkatkan lagi
kemahiran dan pengetahuan Lembaga Pengarah dalam menjalankan
tanggungjawabnya.
Para Pengarah digalakkan menghadiri program-program pendidikan,
ceramah, seminar, bengkel dan persidangan bagi meningkatkan
kemahiran dan pengetahuan mereka di samping untuk memastikan
bahawa para Pengarah sentiasa mengikuti perkembangan terkini
dalam dunia perniagaan.
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
During the financial year under review, Directors have attended
the relevant training programmes to further enhance their
knowledge to enable them to discharge their duties and
responsibilities more effectively.
Sepanjang tahun kewangan ini, para Pengarah telah menghadiri programprogram latihan yang berkaitan bagi meningkatkan pengetahuan agar
mereka dapat menjalankan tugas dan tanggungjawab dengan lebih
berkesan.
Board Committees
Jawatankuasa Lembaga Pengarah
Although the Board has delegated specific responsibilities to
several Board Committees, the Board acknowledges that the
ultimate responsibility on all matters lies with the entire Board.
In this respect, deliberations and/or recommendations of the
Board Committees are reported to the Board for notation and/
or decisions.
Walaupun Lembaga Pengarah telah mengagihkan tanggungjawab
khusus kepada beberapa Jawatankuasa Lembaga Pengarah, ia tetap
memaklumi bahawa tanggungjawab mutlak ke atas semua hal masih
terletak pada Lembaga Pengarah. Oleh itu, semua pertimbangan dan/
atau cadangan yang dibuat oleh Jawatankuasa Lembaga Pengarah
akan dilaporkan kepada Lembaga Pengarah untuk catatan dan/atau
keputusan.
In discharging its duties and responsibilities, the Board is
assisted mainly by the Audit Committee and the Nomination and
Remuneration Committee.
Dalam menjalankan tugas dan tanggungjawabnya, Lembaga Pengarah
dibantu oleh Jawatankuasa Audit serta Jawatankuasa Pencalonan dan
Imbuhan.
The Board delegates certain specific matters to other ad hoc
Board Committees as and when necessary. Each of the Board
Committees is governed by its own set of Terms of Reference
which clearly defines its duties and responsibilities, function,
authority and powers. The Terms of Reference is subject to review
from time to time to ensure that they are relevant and up-todate. The members and Chairman of each Board Committee are
appointed by the Board.
Lembaga Pengarah membahagikan tugasan khusus kepada
Jawatankuasa ad-hoc lain jika dan apabila perlu. Setiap Jawatankuasa
Lembaga Pengarah diurus tadbir oleh Terma-terma Rujukannya sendiri
yang mentakrifkan dengan jelas tugas, tanggungjawab, fungsi dan
bidang kuasanya. Terma-terma Rujukan adalah tertakluk kepada
semakan dari masa ke semasa bagi memastikannya kekal relevan
dan terkini. Ahli-ahli dan Pengerusi setiap Jawatankuasa dilantik oleh
Lembaga Pengarah.
Operationally all deliberations, recommendations and
decisions of the Board Committees are recorded and minuted
and subsequently confirmed by the Board Committees at the
subsequent Board Committee meetings. During Board meetings,
the Chairmen of the various Committees provide summary
reports of the decisions and recommendations made by the
Board Committees, and highlight to the Board should any further
deliberation be required at the Board level.
The composition of the Audit Committee is as follows:
i.
– Chairman, Independent Non-Executive Director
ii. YBhg Dato’ Zainal Haji Ismail
– Independent Non-Executive Director
Further details of the summary of activities of the Audit
Committee during Financial Year 2011 and Terms of Reference
of the Audit Committee are set out separately in the Audit
Committee Reports on page 61 to 66 of this Annual Report.
TAHUNAN
2011
ANNUAL
Komposisi Jawatankuasa Audit adalah seperti berikut:
i.
– Pengerusi, Pengarah Bukan Eksekutif Bebas
ii.
– Pengarah Bukan Eksekutif Bebas
iii. YBhg Dato’ Hajah Rosni Haji Zahari
L A P O R A N
Kesemua pertimbangan, cadangan dan keputusan yang dibuat oleh
Jawatankuasa Lembaga Pengarah dicatatkan dan diminitkan, dan
kemudian disahkan oleh Jawatankuasa Lembaga Pengarah pada
mesyuarat Jawatankuasa Lembaga Pengarah yang seterusnya.
Semasa mesyuarat Lembaga Pengarah, para Pengerusi Jawatankuasa
menyediakan ringkasan laporan mengenai keputusan dan cadangan
yang telah dibuat oleh Jawatankuasa Lembaga Pengarah, dan
memaklumkan kepada Lembaga Pengarah sekiranya pertimbangan
lanjut diperlukan pada tahap Lembaga Pengarah.
REPORT
Butiran lanjut mengenai ringkasan aktiviti Jawatankuasa Audit semasa
Tahun Kewangan 2011 serta Terma Rujukan Jawatankuasa Audit
dibentangkan secara berasingan dalam Laporan Jawatankuasa Audit
pada muka surat 61 hingga 66 Laporan Tahunan ini.
T H E
R E P O R T S
51
The Nomination and Remuneration Committee comprised the
following members:
i.
– Chairman, Non-Independent Non-Executive Director
ii. YBhg Dato’ Zainal Haji Ismail
The primary functions of the Nomination and Remuneration
Committee are as follows:
Jawatankuasa Pencalonan dan Imbuhan adalah terdiri daripada
ahli-ahli berikut:
i.
– Pengerusi, Pengarah Bukan Eksekutif Bukan Bebas
ii.
Fungsi utama Jawatankuasa Pencalonan dan Imbuhan adalah
seperti berikut:
i.
Untuk menilai dan mencadangkan Pengarah baru kepada Lembaga
Pengarah;
ii. To review annually the mix of skills and experience, and
other qualities to enable the Board to function completely
and efficiently;
ii.
Untuk menyemak setiap tahun gabungan kemahiran dan
pengalaman serta kualiti-kualiti lain yang membolehkan Lembaga
Pengarah berfungsi dengan lengkap dan berkesan;
iii. To implement a formal appraisal process for the evaluation
of the effectiveness of the Board as a whole, the committees
and the individual contribution of each Board member;
iii. Untuk melaksanakan proses penilaian formal bagi menilai
keberkesanan Lembaga Pengarah, jawatankuasa-jawatankuasanya
dan sumbangan setiap ahli Lembaga Pengarah;
i.
To assess and recommend new Directors to the Board;
iv. To recommend to the Board the remuneration of all
Non-Executive Directors (individual Directors do not
participate in the discussion relating to their own
remuneration);
v. To assess and recommend new key positions and senior
executives of the Company to the Board;
vi. To recommend the framework remuneration policy of
the Directors and key management and to determine
the remuneration package for each Director and key
management, if applicable; and
vii. To recommend incentive compensation plans to the Board.
The Nomination Committee makes recommendations for
appointments to the Board. In making these recommendations,
the Nomination Committee assesses the suitability of
candidates, taking into account the required mix of skills,
knowledge, expertise and experience, professionalism, integrity,
competencies and other qualities, before recommending them
to the Board for appointment. All decisions and appointments
are made by the respective Boards of the Companies after
considering Nomination and Remuneration Committee’s
considerations. During the financial year, three (3) Nomination
and Remuneration Committee meetings were held.
52
iv. Untuk mencadangkan kepada Lembaga Pengarah imbuhan bagi
semua Pengarah bukan eksekutif (Pengarah secara individu tidak
mengambil bahagian dalam perbincangan mengenai imbuhan
masing-masing);
v.
Untuk menilai dan mencadangkan jawatan utama baru dan
eksekutif kanan Syarikat kepada Lembaga Pengarah;
vi. Untuk mencadangkan dasar rangka kerja imbuhan para Pengarah
dan pihak pengurusan utama serta menentukan pakej imbuhan
untuk setiap Pengarah dan pengurusan kanan, jika berkaitan; dan
vii. Untuk mencadangkan pelan pampasan insentif kepada Lembaga
Pengarah.
Jawatankuasa Pencalonan membuat cadangan pelantikan kepada
Lembaga Pengarah. Dalam membuat cadangan ini, Jawatankuasa
Pencalonan terlebih dahulu menilai kesesuaian calon dengan
mengambil kira gabungan kemahiran, pengetahuan, kepakaran,
pengalaman, profesionalisme, kewibawaan, kecekapan dan lainlain kualiti yang diperlukan sebelum mencadangkan mereka kepada
Lembaga Pengarah untuk pelantikan. Semua keputusan dan pelantikan
dibuat oleh Lembaga Pengarah Syarikat yang berkaitan selepas
mempertimbangkan cadangan Jawatankuasa Pencalonan dan Imbuhan.
Semasa tahun kewangan, tiga (3) mesyuarat Jawatankuasa Pencalonan
dan Imbuhan telah diadakan.
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
DIRECTORS’ REMUNERATION
IMBUHAN PARA PENGARAH
The level of directors’ remuneration is generally set to be
competitive to attract and retain Directors of such calibre
to provide the necessary skills and experience as required
and commensurate with the responsibilities for the effective
management and operations of the Group.
Tahap imbuhan pengarah secara umumnya ditetapkan dalam bentuk
yang kompetitif bagi menarik minat dan mengekalkan para Pengarah
yang berkaliber agar menyumbang kemahiran dan pengalaman
yang diperlukan sejajar dengan tanggungjawab mengurus dan
mengendalikan Kumpulan dengan berkesan.
The aggregate remuneration of Directors categorised into
appropriate components as described below. All Executive and
Non-Executive Directors are paid Directors’ Fee which shall be
subsequently approved by the shareholders at the AGM.
The Nomination and Remuneration Committee recommends
to the Board the remuneration of all Non-Executive Directors,
the framework remuneration policy of the Directors and key
management and incentive compensation plans.
Meeting allowances are payable on per meeting basis
notwithstanding any adjournment of meeting.
A summary of remuneration of the Directors (including fees and
allowances received from companies within the Group) during
the financial year under review is as follows:
Annual
Fees
(RM)
Six (6)
NonExecutive
Directors
674,250
Two (2)
Executive
Directors
298,000
Total
972,250
L A P O R A N
Monthly Meeting
Allowance Allowance
(RM)
(RM)
TAHUNAN
180,000
36,000
216,000
2011
71,500
17,500
89,000
ANNUAL
Total
(RM)
925,750
351,500
Agregat imbuhan para Pengarah yang dikategorikan dalam komponen
yang sewajarnya seperti yang tertera di bawah. Kesemua Pengarah
Eksekutif dan Bukan Eksekutif dibayar Yuran Pengarah yang akan
diluluskan oleh pemegang saham pada Mesyuarat Agung Tahunan.
Jawatankuasa Pencalonan dan Imbuhan mencadangkan kepada
Lembaga Pengarah imbuhan bagi semua Pengarah bukan eksekutif,
rangka kerja dasar imbuhan para Pengarah dan pihak pengurusan
kanan serta pelan pampasan insentif.
Elaun mesyuarat dibayar berdasarkan setiap satu mesyuarat tanpa
mengambil kira pembubarannya.
Ringkasan imbuhan para Pengarah (termasuk yuran dan elaun yang
diterima daripada syarikat-syarikat dalam Kumpulan) sepanjang tahun
kewangan di bawah tinjauan adalah seperti berikut:
Yuran
Tahunan
(RM)
Elaun
Bulanan
(RM)
Elaun
Mesyuarat
(RM)
Jumlah
(RM)
Enam (6)
Pengarah
Bukan
Eksekutif
674,250
180,000
71,500
925,750
Dua (2)
Pengarah
Eksekutif
298,000
36,000
17,500
351,500
Jumlah
972,250
216,000
89,000
1,277,250
1,277,250
REPORT
T H E
R E P O R T S
53
The number of Directors whose total remuneration falls within
the following bands is as follows:
Bilangan Pengarah yang mana jumlah imbuhannya terangkum dalam
julat berikut adalah seperti tertera:
Bilangan Pengarah
Number of
Directors
Range of Remuneration
per annum
Bukan
Eksekutif
RM1 hingga RM50,000
–
–
RM1 to RM50,000
–
–
RM50,001 hingga RM100,000
–
3
RM50,001 to RM100,000
–
3
RM100,001 hingga RM150,000
1
2
RM100,001 to RM150,000
1
2
RM150,001 hingga RM200,000
–
–
RM150,001 to RM200,000
–
–
RM200,001 hingga RM250,000
1
–
RM200,001 to RM250,000
1
–
RM250,001 hingga RM300,000
–
–
RM250,001 to RM300,000
–
–
RM300,001 hingga RM350,000
–
–
RM300,001 to RM350,000
–
–
RM350,001 hingga RM400,000
–
1*
RM350,001 to RM400,000
–
1*
Jumlah
2
6
Total
2
6
Notes
*
•
Eksekutif
Julat Imbuhan Setahun
NonExecutive Executive
This refers to the total remuneration received by YBhg Datuk
R. Sharifuddin Hizan R. Zainal Abidin when he was holding
the position as a Non-Independent Executive Director. On
30 January 2012, he was redesignated as Non-Independent
Non-Executive Director.
The total remuneration includes salaries, bonuses, fees and
meeting allowances received from subsidiaries.
RELATIONSHIP WITH SHAREHOLDERS AND
OTHER STAKEHOLDERS
Communication with Shareholders and Investors
The Company acknowledges the importance of maintaining
transparency and accountability to its shareholders and investors
as good corporate practice. In this respect, the Company
continues to strive to keep a high standard in providing relevant
and pertinent information on the development of the Group and
to ensure not only that regulatory requirements are met but also
the interests of other stakeholders are being addressed. In this
regard, in ensuring fairness and promoting greater transparency
in its communication to the market, the Company places
strong emphasis on the importance of timely and equitable
dissemination of information. The Company communicates
with its shareholders and stakeholders through the following
channels of communication:
54
Nota
*
Merujuk kepada jumlah imbuhan yang diterima oleh YBhg Datuk
R. Sharifuddin Hizan R. Zainal Abidin ketika beliau memegang
jawatan sebagai Pengarah Bukan Bebas Eksekutif. Pada 30 Januari
2012, beliau diberikan jawatan baru sebagai Pengarah Bukan
Bebas Bukan Eksekutif.
•
Jumlah imbuhan adalah merangkumi gaji, bonus, yuran dan elaun
mesyuarat yang diterima daripada anak-anak syarikat.
HUBUNGAN DENGAN PEMEGANG SAHAM DAN
PIHAK BERKEPENTINGAN LAIN
Komunikasi dengan Pemegang Saham dan Pelabur
Syarikat mengiktiraf kepentingan mengekalkan ketelusan dan
kebertanggungjawaban terhadap para pemegang saham dan pelaburnya
sebagai amalan korporat yang baik. Justeru itu, Syarikat terus berusaha
mengekalkan piawaian tertinggi dalam menyediakan maklumat yang
penting dan relevan mengenai perkembangan Kumpulan dan bagi
memastikan bahawa keperluan kawal selia dipenuhi serta kepentingan
pihak berkepentingan dipelihara. Dalam memastikan kesaksamaan dan
menggalakkan ketelusan dalam komunikasinya, Syarikat menekankan
kepentingan penyampaian maklumat yang tepat dan adil. Syarikat
berkomunikasi dengan pemegang saham dan pihak berkepentingan
menerusi saluran-saluran komunikasi berikut:
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
1. Annual Report
1.
The Annual Report is a major channel of communication
providing information on its business, financial and other
key activities which contents are continuously enhanced
taking into account developments in areas like corporate
governance. In this regard, the Board places great
importance on the contents of the Annual Report to provide
as comprehensive information as possible and for the
Annual Report to become the main source of reference for
pertinent information concerning the Group.
To ensure the accuracy of information published in the
Annual Report, a Working Committee which includes
senior management of the Company and comprising
personnel from various divisions is formed and tasked in
the development and production of the Annual Report.
Bagi memastikan ketepatan maklumat di dalam Laporan Tahunan,
satu Jawatankuasa Bertindak yang melibatkan pihak pengurusan
kanan Syarikat dan terdiri daripada para pegawai dari pelbagai
bahagian telah dibentuk dan ditugaskan menghasilkan Laporan
Tahunan.
2.
2. Announcement to Bursa Malaysia
Announcement of quarterly financial results, circulars and
various announcements were made throughout the year via
Bursa LINK in full compliance with regulatory authorities’
disclosure requirements. Announcements released to Bursa
Malaysia are subject to review and approval by the Board
as applicable. In many instances, announcements are also
reviewed by external advisors to ensure that the contents
are not only accurate but the relevant information included
has taken into consideration disclosure requirements and
market perspectives.
4. Investor Relations
The Chief Executive Officer, Chief Financial Officer, and
Investor Relations unit regularly engage with the investing
community through conferences, non-deal roadshows, and
one-on-one meetings with equity analysts, fund managers
and institutional shareholders to provide updates on the
Company’s quarterly financial performance, as well as
attend to queries on strategic matters, regulatory issues or
any changes in operating environment which may impact
the Group’s performance.
L A P O R A N
TAHUNAN
2011
ANNUAL
REPORT
Pengumuman kepada Bursa Malaysia
Pengumuman mengenai keputusan kewangan suku tahunan,
pekeliling dan pelbagai pengumuman lain telah dibuat
sepanjang tahun menerusi Bursa LINK dengan pematuhan penuh
kepada syarat-syarat pendedahan pihak berkuasa kawal selia.
Pengumuman yang disampaikan kepada Bursa Malaysia adalah
tertakluk kepada semakan dan kelulusan Lembaga Pengarah.
Dalam kebanyakan situasi, pengumuman juga disemak oleh
penasihat luar bagi memastikan bahawa isi kandungannya tepat
dan bahawa maklumat berkaitan yang dirangkumkan telah
mengambil kira syarat-syarat pendedahan dan perspektif pasaran.
3.
Hebahan Media
Hebahan media disampaikan kepada pihak media mengenai
semua perkembangan korporat dan inisiatif perniagaan yang
penting. Hebahan media adalah tertakluk kepada kelulusan Ketua
Pegawai Eksekutif dan, apabila perlu, juga disampaikan kepada
Bursa Malaysia bagi meningkatkan tahap pendedahan hebahan
media.
3. Media Releases
Media releases are made to the media on all significant
corporate developments and business initiatives. Media
releases are subject to approval by the Chief Executive
Officer and whenever necessary, also released to Bursa
Malaysia to increase the visibility of media releases.
Laporan Tahunan
Laporan Tahunan adalah saluran komunikasi yang penting yang
mengandungi maklumat mengenai kegiatan-kegiatan perniagaan,
kewangan dan lain-lain kegiatan penting. Isi kandungannya
sentiasa dipertingkatkan dengan mengambil kira perkembangan
aspek-aspek seperti urus tadbir korporat. Justeru itu, Lembaga
Pengarah menekankan kepentingan isi kandungan Laporan
Tahunan bagi menyediakan maklumat yang selengkap mungkin
dan bagi menjadikan Laporan Tahunan sumber rujukan utama
untuk maklumat penting mengenai Kumpulan.
4.
Hubungan Pelabur
Ketua Pegawai Eksekutif, Ketua Pegawai Kewangan dan unit
perhubungan Pelabur melibatkan diri dengan komuniti pelabur
menerusi persidangan, jelajah jalanan, dan perjumpaan satu
dengan satu bersama penganalisis ekuiti, pengurus dana dan
pemegang saham institusi untuk memberikan maklumat terkini
mengenai prestasi kewangan suku tahunan Syarikat, selain untuk
menjawab pertanyaan mengenai hal-hal strategik, isu-isu kawal
selia atau sebarang perubahan dalam persekitaran operasi yang
berpotensi menjejaskan prestasi Kumpulan.
T H E
R E P O R T S
55
5. Annual General Meeting (AGM)
5.
Mesyuarat Agung Tahunan
This year, MSM will hold its inaugural AGM since its
incorporation on 10 March 2011. The AGM will be the
main event for the Board to meet the shareholders of the
Company. The AGM is also the venue for shareholders to
raise questions pertaining to all affairs of the Company. In
this regard the Chairman, subject to the line of questions
and relevance, answers as many questions as possible
raised at the AGM.
Pada tahun ini, MSM akan mengadakan Mesyuarat Agung
Tahunannya yang pertama sejak ia diperbadankan pada
10 Mac 2011. Mesyuarat Agung Tahunan tersebut akan menjadi
platform utama untuk Lembaga Pengarah bertemu dengan para
pemegang saham Syarikat. Ia juga akan menjadi platform untuk
para pemegang saham mengajukan soalan berkaitan hal ehwal
Syarikat. Untuk itu, Pengerusi akan menjawab sebanyak mungkin
soalan pada mesyuarat tersebut tertakluk kepada bentuk soalan
dan keberkaitannya.
While the media representatives do not attend the AGM, a
media conference will be held immediately after the AGM
where the Chairman, the Chief Executive Officer and Chief
Financial Officer would update the media representatives
on the resolutions passed and answer questions on matters
related to the Group. This approach provides the Company
with a more efficient way to address both the shareholders
and the media to their satisfaction. Results of all resolutions
are also announced on the same day via Bursa LINK.
Walaupun wakil media tidak menghadiri mesyuarat tersebut, satu
sidang media akan diadakan sejurus selepas mesyuarat di mana
Pengerusi, Ketua Pegawai Eksekutif dan Ketua Pegawai Kewangan
akan memaklumkan kepada wakil media mengenai resolusi
yang telah diluluskan selain menjawab soalan-soalan berkaitan
Kumpulan. Pendekatan ini memberikan Syarikat satu cara yang
lebih efisien dalam memenuhi kehendak pemegang saham dan
media. Keputusan ke atas semua resolusi juga diumumkan pada
hari yang sama menerusi Bursa LINK.
6. Dividend Policy
The Company presently adopts a dividend pay-out ratio of
at least 50 percent of the Company’s profits after taxation
attributable to shareholders excluding non-recurring
income. The dividend policy also takes into consideration
the level of cash, gearing, return on equity and retained
earnings, expected financial performance, projected levels
of capital expenditure and other investment plans and
working capital requirements, general financial condition,
contractual obligations and other factors considered relevant
by the Board.
As the Company is an investment holding company, its
income and therefore its ability to pay dividends is dependent
upon the dividends received from its subsidiaries, which in
turn would depend on the subsidiaries’ distributable profits,
operating results, financial condition, capital expenditure
plans and other factors deemed relevant.
Whilst the dividend policy reflects the Board’s current
views on the Group’s financial and cashflow position, the
dividend policy will be reviewed from time to time. It is the
policy of the Board, in recommending dividends, to allow
shareholders to participate in the Company’s profit, as well
as to retain adequate reserves for future growth.
In this regard, and consistent with the policy, for financial
year ended 2011, the Company has paid a single tier interim
dividend of RM0.08 per ordinary share on 28 December
2011 and the Board is seeking its shareholders’ approval
for payment of a final single tier dividend of RM0.11 per
ordinary share.
56
6.
Dasar Dividen
Syarikat pada masa ini mengguna pakai nisbah pembayaran
dividen pada sekurang-kurangnya 50 peratus daripada keuntungan
selepas cukai Syarikat yang terhasil daripada pemegang saham
tidak termasuk pendapatan bukan berulang. Dasar dividen ini juga
mengambil kira faktor tahap tunai, penggearan, pulangan ekuiti
dan perolehan tersimpan, jangkaan prestasi kewangan, unjuran
tahap perbelanjaan modal dan lain-lain pelan pelaburan serta
syarat-syarat modal kerja, keadaan umum kewangan, tanggungan
kontraktual dan faktor-faktor lain yang dianggap berkaitan oleh
Lembaga Pengarah.
Memandangkan Syarikat adalah sebuah syarikat pemegang
pelaburan, pendapatan dan kebolehannya membayar dividen
adalah bergantung kepada dividen yang diterima daripada
anak-anak syarikatnya, yang mana turut bergantung kepada
keuntungan boleh agih, keputusan operasi, keadaan kewangan,
pelan perbelanjaan modal anak-anak syarikat serta faktor-faktor
lain yang dianggap berkaitan.
Walaupun dasar dividen ini menggambarkan pandangan terkini
Lembaga Pengarah mengenai kedudukan kewangan dan aliran
tunai Kumpulan, dasar dividen ini akan disemak semula dari
masa ke semasa. Dalam mencadangkan dividen, adalah menjadi
dasar Lembaga Pengarah untuk membenarkan pemegang
saham mengambil bahagian dalam keuntungan Syarikat selain
mengekalkan rizab yang secukupnya untuk pertumbuhan masa
hadapan.
Berikutan ini, dan sejajar dengan polisi tersebut, bagi tahun
kewangan berakhir 2011, Syarikat telah membayar dividen interim
satu peringkat sebanyak RM0.08 sesaham biasa pada 28 Disember
2011 dan Lembaga Pengarah ingin mendapatkan kelulusan
pemegang saham untuk pembayaran dividen akhir satu peringkat
sebanyak RM0.11 sesaham biasa.
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
RISK MANAGEMENT
PENGURUSAN RISIKO
In such complex and dynamic business environment in which it
operates, the Group is susceptible to various risks which require
effective management by the Board to mitigate and/or minimize
the impact of these risks. The effective management of these
risks enables the Company to continue to achieve its objectives,
and most importantly, to safeguard its assets thus providing
the foundation for value creation to shareholders and customer
satisfaction. The Group is supported by the Risk Management
Unit of the parent company, Felda Global Ventures Holdings
Berhad. The Risk Management Unit oversees and coordinates the
overall risk management activities within the Group.
Dalam persekitaran perniagaan yang rumit dan dinamik di mana ia
beroperasi, Kumpulan terdedah kepada pelbagai risiko yang memerlukan
pengurusan berkesan oleh Lembaga Pengarah bagi meringankan dan/
atau mengurangkan kesan risiko-risiko tersebut. Pengurusan yang
berkesan ke atas risiko-risiko ini membolehkan Syarikat meneruskan
usaha mencapai objektifnya, dan lebih penting lagi, melindungi asetasetnya dan seterusnya menyediakan asas penciptaan nilai untuk
pemegang saham dan kepuasan pelanggan. Kumpulan dibantu oleh
unit Pengurusan Risiko syarikat induk, Felda Global Ventures Holdings
Berhad. Unit Pengurusan Risiko ini memantau dan menyelaras kesemua
aktiviti pengurusan risiko dalam Kumpulan.
KEBERTANGGUNGJAWABAN DAN AUDIT
ACCOUNTABILITY AND AUDIT
Laporan Kewangan
Financial Reporting
The Board ensures that shareholders are presented with a clear,
balanced and comprehensive view of the Group’s financial
performance and prospects through the audited financial
statements, quarterly announcement of results, the Chairman’s
Statement, the Chief Executive Officer’s Business Review in the
Annual Report as well as corporate announcements on significant
developments affecting the Company in accordance with the
Main LR. The Audit Committee (AC) reviews financial statements
and quarterly announcement of results in the presence of
external auditors before recommending the same for the Board’s
approval.
Internal Control
The Board recognises that the ultimate responsibility for ensuring
the Group’s sound internal control system and reviewing its
effectiveness lies with the Board, in order to protect the Group’s
assets and the Company’s shareholder investments.
The Statements on Internal Controls which provides an overview
of the states of internal control within the Group is set out in
pages 58 to 60 of this Annual Report.
Relationships with Auditors
The Company’s relationship with the external auditors is
primarily maintained through the AC and the Board. Key features
underlying the AC’s relationship with both internal auditors and
the external auditors are detailed in the Report of the Audit
Committee of this Annual Report.
Lembaga Pengarah memastikan bahawa pemegang saham diberikan
maklumat yang jelas, seimbang dan menyeluruh mengenai prospek
dan prestasi kewangan Kumpulan menerusi penyata kewangan yang
telah diaudit, pengumuman keputusan setiap suku tahun, Penyata
Pengerusi, Ulasan Perniagaan Ketua Pegawai Eksekutif dalam Laporan
Tahunan serta pengumuman korporat mengenai perkembangan penting
yang melibatkan Syarikat sejajar dengan LR Utama. Jawatankuasa Audit
menyemak penyata kewangan dan pengumuman keputusan suku
tahunan dengan kehadiran juruaudit luar sebelum mencadangkannya
kepada Lembaga Pengarah untuk kelulusan.
Kawalan Dalaman
Lembaga Pengarah menyedari bahawa ia memegang tanggungjawab
utama memastikan sistem kawalan dalaman yang mantap dan
menyemak keberkesanan sistem tersebut bagi melindungi aset-aset
Kumpulan dan pelaburan para pemegang saham Syarikat.
Penyata Kawalan Dalaman yang memberi gambaran mengenai keadaan
kawalan dalaman Kumpulan dibentangkan pada muka surat 58 hingga
60 Laporan Tahunan ini.
Hubungan dengan Juruaudit
Hubungan Syarikat dengan juruaudit luar adalah menerusi Jawatankuasa
Audit dan Lembaga Pengarah. Ciri-ciri utama hubungan di antara
Jawatankuasa Audit dengan juruaudit dalaman dan luar dijelaskan
secara terperinci dalam Laporan Jawatankuasa Audit Laporan Tahunan
ini.
Penyata Urus Tadbir Korporat ini dibuat menurut resolusi Lembaga
Pengarah bertarikh 26 Mac 2012.
This Statement on Corporate Governance is made in
accordance with the resolution of the Board of Directors dated
26 March 2012.
L A P O R A N
TAHUNAN
2011
ANNUAL
REPORT
T H E
R E P O R T S
57
STATEMENT OF INTERNAL CONTROL
PENYATA KAWALAN DALAMAN
BOARD RESPONSIBILITY
TANGGUNGJAWAB LEMBAGA PENGARAH
The Group continues to maintain and review its internal control
procedure to ensure a sound system of internal control to
safeguard shareholders’ investment and the Group’s assets.
Kumpulan terus mengekalkan dan menyemak prosedur-prosedur
kawalan dalamannya bagi memastikan wujudnya sistem kawalan
dalaman yang mantap demi melindungi pelaburan para pemegang
saham serta aset-aset Kumpulan.
The Board acknowledges that it is responsible for the Group’s
system of internal controls covering financial, operational and
compliance as well as risk management, and for reviewing
its adequacy and integrity. The system is designed to provide
reasonable assurance of effective operations and compliance
with laws and regulations. The Board ensured the effectiveness
of the system through regular reviews.
The system of internal control is designed to manage rather than
eliminate the risk of failure to achieve business objectives, and
as such, can only provide reasonable but not absolute assurance
against material misstatement or loss.
INTERNAL CONTROL
The Board summarises below the process applied in reviewing
the adequacy and integrity of the system of internal control:
a. The Board has appointed the Audit Committee to review the
effectiveness of the Group’s system of internal control on
behalf of the Board. This is accomplished through the review
of the Group Internal Audit Department’s work, which is in
accordance with the annual audit plan approved by the
Audit Committee, which focused on areas of high priority as
identified by risk assessment.
b. Audit Committee is assisted by Internal Audit who carries
out the internal audit function on the operational control
of the subsidiaries and report to the Audit Committee on a
quaterly basis.
c. The framework of the Group’s system of internal control and
key procedures include the following:
Lembaga Pengarah memaklumi tanggungjawabnya ke atas sistem
kawalan dalaman Kumpulan yang meliputi aspek kewangan, operasi,
pematuhan dan pengurusan risiko, selain tanggungjawabnya dalam
menilai tahap kecukupan dan kewibawaan sistem kawalan dalaman
tersebut. Sistem ini direka bagi menyediakan jaminan yang sewajarnya
berkenaan keberkesanan operasi dan pematuhan terhadap undangundang dan peraturan. Lembaga Pengarah memastikan keberkesanan
sistem ini menerusi penilaian berkala.
Sistem kawalan dalaman ini direka bagi menguruskan dan bukan
menghapuskan risiko kegagalan dalam mencapai objektif perniagaan,
dan oleh itu, ia hanya boleh memberikan jaminan yang wajar dan
bukannya jaminan mutlak ke atas salah nyata atau kerugian penting.
KAWALAN DALAMAN
Lembaga Pengarah telah meringkaskan seperti di bawah proses-proses
yang digunapakai dalam menilai kecukupan dan kewibawaan sistem
kawalan dalamannya:
a.
Lembaga Pengarah telah melantik Jawatankuasa Audit untuk
menilai keberkesanan sistem kawalan dalaman Kumpulan bagi
pihak Lembaga Pengarah. Ini dilaksanakan menerusi penilaian
hasil kerja Jabatan Audit Dalaman Kumpulan, yang sejajar dengan
pelan audit tahunan yang telah diluluskan oleh Jawatankuasa
Audit, yang tertumpu kepada aspek-aspek berkeutamaan tinggi
seperti yang telah dikenalpasti menerusi penilaian risiko.
b.
Jawatankuasa Audit dibantu oleh Audit Dalaman yang
melaksanakan fungsi audit dalaman ke atas kawalan operasi anakanak syarikat dan membuat laporan kepada Jawatankuasa Audit
setiap suku tahun.
c.
Rangka kerja sistem kawalan dalaman dan prosedur-prosedur
utama Kumpulan adalah merangkumi perkara-perkara berikut:
•
There is an organisation structure in place, which
formally defines lines of responsibility and delegation
of authority.
•
Terdapat struktur organisasi yang mentakrifkan
tanggungjawab dan agihan kuasa secara formal.
•
•
There is a strategic planning, annual budgeting and
target-setting process for operations, which include
forecasts for each area of business with detailed reviews
at all levels of operations which cover warehouse, plant
and machineries and handling process.
Terdapat perancangan strategi, belanjawan tahunan dan
proses penetapan sasaran bagi operasi, termasuk ramalan
untuk setiap aspek perniagaan berserta ulasan terperinci
pada setiap tahap operasi yang merangkumi gudang, loji dan
peralatan mesin serta proses pengendalian.
•
Prestasi sebenar setiap anak syarikat dalam Kumpulan
berbanding belanjawan disemak oleh Jawatankuasa Eksekutif
berserta penjelasan terperinci untuk sebarang percanggahan
penting.
•
58
Actual performance of each subsidiaries within the
Group compared with budget is reviewed by Executive
Committee with detailed explanation provided for any
major variances.
M S M
M A L A Y S I A
H O L D I N G S
garis
B E R H A D
•
The Group President/Chief Executive Officer, Business
and Department Heads meet on a monthly basis to
discuss the Group’s financial performance, business
development, management issues and corporate
issues.
•
Standard Operating Procedures (SOP) which include
policies and procedures and limits of authority within
the Group are continuously updated whenever there is
a necessity. The SOP is continously monitored by the
Group Chief Financial Officer.
•
The Department Heads are responsible for the
identification and evaluation of significant risks
applicable to their areas of business together with the
design and operation of suitable internal controls.
RISK MANAGEMENT
The Group recognises that risks are integral and unavoidable
components of its business and are characterised by threats and
opportunities. The Group is committed to managing all risks in a
proactive and effective manner. The Board is pleased to disclose
that there is an on-going process carried out by the head of
department for identifying, evaluating and managing significant
risks faced by the Group throughout the financial year, which is
reviewed by the MSM Malaysia Holdings Berhad’s (MSM) Board
on quarterly basis.
Risk Management Structure MSM
The Group is supported by the Risk Management Unit of the
parent company, Felda Global Ventures Holdings Berhad (FGVH)
which is described in detail below. The Risk Management Unit
oversees and coordinates the overall risk management activities
within the Group.
At FGVH level, a senior management level committee was
established as a steering committee in Risk Management with
the main responsibilities of assisting the Audit Committee in:
•
Identifying principal risks and the associated mitigation
strategies of the Company;
•
Ensuring the implementation of appropriate systems to
manage these risks; and
•
Overseeing the Enterprise Risk Management (ERM)
Framework, Risk Control System and the ERM Process.
L A P O R A N
TAHUNAN
2011
ANNUAL
REPORT
•
President/Ketua Pegawai Eksekutif Kumpulan, Ketua-ketua
Perniagaan dan Jabatan bermesyuarat pada setiap bulan
bagi membincangkan prestasi kewangan, pembangunan
perniagaan, isu-isu pengurusan dan isu-isu korporat
Kumpulan.
•
Tatacara Pengendalian Piawai (SOP) yang merangkumi dasardasar dan prosedur-prosedur serta had kuasa dalam Kumpulan
dikemaskini secara berterusan apabila diperlukan. SOP
dipantau secara berterusan oleh Ketua Pegawai Kewangan
Kumpulan.
•
Ketua-ketua Jabatan bertanggungjawab mengenalpasti dan
menilai risiko-risiko utama berkaitan perniagaan mereka
menggunakan bentuk dan operasi kawalan dalaman yang
sewajarnya.
PENGURUSAN RISIKO
Kumpulan menyedari bahawa risiko adalah sebahagian daripada
komponen perniagaan yang tidak boleh dielakkan dan ia wujud dalam
bentuk ancaman dan peluang. Kumpulan beriltizam menangani kesemua
risiko yang timbul secara proaktif dan berkesan. Lembaga Pengarah
dengan sukacita mengumumkan bahawa terdapat satu proses yang
sedang dilaksanakan oleh ketua jabatan bagi mengenalpasti, menilai
dan menguruskan risiko-risiko besar yang dihadapi oleh Kumpulan
sepanjang tahun kewangan, yang mana disemak pada setiap suku
tahun oleh Lembaga Pengarah MSM Malaysia Holdings Berhad (MSM).
Struktur Pengurusan Risiko MSM
Kumpulan disokong oleh unit Pengurusan Risiko syarikat induk,
Felda Global Ventures Holdings Berhad (FGVH) yang mana butiran
mengenainya dijelaskan secara terperinci di bawah. Unit Pengurusan
Risiko ini menyelia dan menyelaraskan keseluruhan kegiatan
pengurusan risiko di dalam Kumpulan.
Di FGVH, jawatankuasa tahap pengurusan kanan telah ditubuhkan selaku
jawatankuasa pemandu dalam hal ehwal Pengurusan Risiko, dengan
tanggungjawab utama membantu Jawatankuasa Audit di dalam:
•
Mengenalpasti
risiko-risiko
utama
pengurangan risiko syarikat berkaitan;
•
Memastikan pelaksanaan sistem yang sewajarnya bagi menangani
risiko-risiko tersebut; dan
•
Menyelia Rangka Kerja Pengurusan Risiko Syarikat [Enterprise Risk
Management (ERM)], Sistem Kawalan Risiko dan Proses ERM.
T H E
dan
strategi-strategi
R E P O R T S
59
STATEMENT OF INTERNAL CONTROL
PENYATA KAWALAN DALAMAN
The FGVH Risk Management Committee is assisted by the FGVH
Risk Management Unit which acts as the overall coordinator and
serves as Risk Champion for all FGVH Risk Management activities
with the core responsibilities as follows:
Jawatankuasa Pengurusan Risiko FGVH dibantu oleh Unit Pengurusan
Risiko FGVH yang bertindak sebagai penyelaras utama dan ‘Risk
Champion’ untuk semua kegiatan-kegiatan Pengurusan Risiko FGVH.
Tanggungjawab utamanya adalah seperti berikut:
•
Promotion of a risk management culture in FGVH group
•
Menggalakkan budaya pengurusan risiko dalam kumpulan FGVH
•
Develop effective Risk Management strategies and processes
•
Merangka strategi-strategi dan proses-proses Pengurusan Risiko
yang berkesan
•
Reporting of the FGVH group’s risks and risk mitigation
actions
•
Melaporkan risiko-risiko yang dihadapi oleh kumpulan FGVH dan
tindakan-tindakan yang diambil bagi menanganinya
•
Coordinate the development of Risk Management Policies
and Procedures
•
Menyelaraskan pembentukan Dasar-dasar dan Prosedur-prosedur
Pengurusan Risiko
•
Coordinate the Annual Risk Identification Process, and
•
Menyelaraskan Proses Pengenalpastian Risiko Tahunan, dan
•
Facilitate the assessment of new risk to the company, the
potential exposure and support in recommending actions to
the FGVH Risk Management Committee on the appropriate
mitigation strategies.
•
Membantu dalam penilaian risiko-risiko baru syarikat dan potensi
pendedahan, selain menyokong usul yang disyorkan kepada
Jawatankuasa Pengurusan Risiko FGVH berkaitan strategi-strategi
pengurusan risiko yang sewajarnya.
Risk Management Procedures
The Risk Management Unit has established several procedures
divided into 3 major activities:
i. Risk Management Policies & Procedures – act as a guide to
operate risk management activities in a more systematic
way
ii. Risk Register Preparation Procedure – act as a guide to
prepare Risk Register until Board approval, and
iii. Risk Control Self-Assessment Procedure – act as a guide to
conduct continual assessment of risks and controls.
60
Prosedur Pengurusan Risiko
Unit Pengurusan Risiko telah mewujudkan beberapa prosedur yang
dibahagikan kepada 3 kegiatan utama:
i.
Dasar-dasar & Prosedur Pengurusan Risiko – berfungsi sebagai
panduan dalam menjalankan kegiatan-kegiatan pengurusan risiko
secara lebih sistematik
ii.
Prosedur Penyediaan Daftar Risiko – berfungsi sebagai panduan
dalam menyediakan Daftar Risiko sehingga mendapat kelulusan
Lembaga Pengarah, dan
iii. Prosedur Penilaian Kawalan Risiko Kendiri – berfungsi sebagai
panduan dalam melaksanakan penilaian risiko dan kawalan yang
berterusan.
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
REPORT OF THE AUDIT COMMITTEE
LAPORAN JAWATANKUASA AUDIT
The Board of Directors of MSM is pleased to present the
Report of the Audit Committee for the financial year ended
31 December 2011.
Lembaga Pengarah MSM dengan sukacita membentangkan Laporan
Jawatankuasa Audit bagi tahun kewangan berakhir 31 Disember 2011.
COMPOSITION AND MEETINGS
Ahli-ahli Jawatankuasa Audit sepanjang tahun kewangan adalah terdiri
daripada para Pengarah berikut:
The members of the Audit Committee during the financial year
are comprised of the following Directors:
Number of
Meetings
Designation Attended
Directors
YM Raja Anuar Raja
Abu Hassan
(Independent
Non-Executive Director)
Chairman
3 out of 3
(Independent
Member
3 out of 3
YBhg Dato’ Hajah Rosni Zahari Member
(Independent
2 out of 3
YM Raja Anuar Raja Abu Hassan is a Chartered Accountant
by profession and is a member of the Malaysian Institute of
Accountants (MIA) and the Malaysian Institute of Certified Public
Accountants. He is also a Fellow of the Association of Chartered
Certified Accountants and a Chartered Member of the Chartered
Institute of Internal Auditors.
In addition to the Audit Committee members, the Chief Executive
Officer, the Chief Financial Officer and the Head of the Group
Internal Audit together with the representatives of the Company
Auditors attended the meetings upon the invitation of the Audit
Committee.
KOMPOSISI DAN MESYUARAT
Pengarah
Jawatan
Bilangan
Mesyuarat
Dihadiri
YM Raja Anuar Raja Abu Hassan Pengerusi
(Pengarah Bukan Eksekutif Bebas)
3 daripada 3
Ahli
3 daripada 3
YBhg Dato’ Hajah Rosni Zahari
Ahli
2 daripada 3
YM Raja Anuar Raja Abu Hassan adalah seorang Akauntan Bertauliah
dan merupakan ahli Institut Akauntan Malaysia (MIA) dan Institut
Akauntan Awam Bertauliah Malaysia. Beliau juga merupakan seorang
Felo di Persatuan Akauntan Bertauliah Berkanun dan Ahli Bertauliah di
Institut Juruaudit Dalaman Bertauliah.
Selain ahli-ahli Jawatankuasa Audit, Ketua Pegawai Eksekutif, Ketua
Pegawai Kewangan dan Ketua Audit Dalaman Kumpulan berserta wakilwakil Juruaudit Syarikat telah menghadiri mesyuarat-mesyuarat yang
telah diadakan atas jemputan Jawatankuasa Audit.
TERMA-TERMA RUJUKAN JAWATANKUASA AUDIT
Komposisi
Jawatankuasa Audit ditubuhkan oleh Lembaga Pengarah pada 25 Mac
2011 untuk bertindak sebagai jawatankuasa kepada Lembaga Pengarah.
Ahli-ahli Jawatankuasa Audit dilantik oleh Lembaga Pengarah dari
kalangan para pengarahnya dan terdiri tidak kurang daripada tiga (3)
ahli yang mana majoritinya adalah Pengarah Bebas.
TERMS OF REFERENCE OF THE AUDIT COMMITTEE
Composition
The Audit Committee was established by the Board on 25 March
2011 to act as a committee for the Board of Directors.
The Audit Committee shall be appointed by the Board from
amongst its directors and shall consist of not less than three (3)
members with the majority being Independent Directors.
L A P O R A N
TAHUNAN
2011
ANNUAL
REPORT
T H E
R E P O R T S
61
At least one member of the Audit Committee must be a member
of the MIA or have at least three (3) years working experience
and have passed the examinations specified in Part 1 of the
1st Schedule of the Accountants Act 1967 or be a member of
one of the associations of accountants specified by Part II of the
1st Schedule of the Accountants Act 1967.
Subject to review by the Board, the term of appointment of the
members of the Audit Committee shall be for a period of two
(2) years each or such other period as the Board in its discretion
shall deem fit. Notwithstanding the foregoing, the membership
of any member shall automatically terminate in the event that
the member ceases to be a Non-Executive Director.
Chairman of the Audit Committee
The members of the Audit Committee shall elect a Chairman
from among the members who shall be an Independent
Non-Executive Director.
Secretary
The Company Secretary shall be the Secretary of the Audit
Committee.
Meetings
The quorum shall be two (2) members, including the Chairman
who must be present during each Audit Committee Meeting.
Notice of Meeting will be distributed to the Audit Committee
members at least one week prior to the scheduled meeting.
Any member of the Audit Committee may request for a special
meeting at any time if so required.
The Company’s external auditors may request for a meeting
to be convened if they so require. The Chairman of the Audit
Committee must hold an Audit Committee Meeting to consider
the agendas tabled by the Company’s external auditors for the
attention of the Board and the shareholders, as the case may be.
The Chief Financial Officer of the Company and the Head of
the Group Internal Audit together with representatives of
the Company Auditors may attend the meetings of the Audit
Committee on the invitation of the Audit Committee. Other
members of the Board and key management personnel may
also attend the meeting as the Audit Committee shall deem fit
and necessary.
Sekurang-kurangnya seorang daripada ahli Jawatankuasa Audit
adalah ahli MIA atau mempunyai sekurang-kurangnya tiga (3) tahun
pengalaman bekerja dan telah lulus peperiksaan seperti yang dinyatakan
dalam Bahagian 1 dalam Jadual Pertama Akta Akauntan 1967 atau
merupakan ahli dalam mana-mana persatuan akauntan seperti yang
dinyatakan dalam Bahagian II Jadual Pertama Akta Akauntan 1967.
Tertakluk kepada penilaian Lembaga Pengarah, syarat pelantikan
ahli-ahli Jawatankuasa Audit adalah merangkumi tempoh dua (2) tahun
bagi setiap seorang atau untuk suatu tempoh yang dianggap wajar
oleh Lembaga Pengarah. Sungguhpun begitu, keahlian mana-mana ahli
ditamatkan secara automatik sekiranya ahli terbabit tidak lagi menjadi
Pengarah Bukan Eksekutif.
Pengerusi Jawatankuasa Audit
Ahli-ahli Jawatankuasa Audit melantik Pengerusi dari kalangan
ahli-ahlinya yang mana adalah seorang Pengarah Bebas Bukan Eksekutif.
Setiausaha
Setiausaha Syarikat adalah Setiausaha Jawatankuasa Audit.
Mesyuarat
Korum adalah terdiri daripada dua (2) orang ahli, termasuk Pengerusi
yang wajib hadir pada setiap Mesyuarat Jawatankuasa Audit.
Notis Mesyuarat akan diedarkan kepada ahli-ahli Jawatankuasa Audit
sekurang-kurangnya seminggu sebelum mesyuarat diadakan. Manamana ahli Jawatankuasa Audit boleh memohon untuk mengadakan
mesyuarat khas pada bila-bila masa jika perlu.
Juruaudit luar Syarikat boleh memohon untuk mengadakan mesyuarat
sekiranya perlu. Pengerusi Jawatankuasa Audit harus mengadakan
Mesyuarat Jawatankuasa Audit untuk membincangkan agenda yang
dibentangkan oleh juruaudit luar Syarikat untuk tindakan Lembaga
Pengarah dan para pemegang saham.
Ketua Pegawai Kewangan Syarikat dan Ketua Audit Dalaman
Kumpulan berserta wakil-wakil Juruaudit Syarikat boleh menghadiri
mesyuarat-mesyuarat Jawatankuasa Audit yang diadakan atas
jemputan Jawatankuasa Audit. Ahli-ahli Lembaga Pengarah yang lain
serta pegawai-pegawai pengurusan utama juga boleh menghadiri
mesyuarat-mesyuarat tersebut sekiranya dianggap perlu dan wajar oleh
Jawatankuasa Audit.
Setiausaha akan mengedarkan minit mesyuarat kepada semua ahli
Jawatankuasa Audit.
The Secretary will distribute the minutes of meeting to all
members of the Audit Committee.
62
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
Authority
Kuasa
The Audit Committee is authorised by the Board to investigate
any activity within its Terms of Reference. It is authorised to
seek any information it requires from any employee and all
employees are directed to co-operate with any request made by
the Audit Committee.
Jawatankuasa Audit diberi kuasa oleh Lembaga Pengarah untuk menilai
sebarang kegiatan dalam rangkuman Terma-terma Rujukannya. Ia
diberi kuasa untuk mendapatkan sebarang maklumat yang diperlukan
daripada mana-mana kakitangan dan semua kakitangan diarahkan
untuk memberi kerjasama kepada Jawatankuasa Audit.
The Audit Committee is also authorised by the Board to obtain
external legal or other independent professional advice and to
secure the attendance of such experts with relevant experience
and expertise if it considers this necessary.
Functions
The duties of the Audit Committee shall include to review,
appraise, report and/or make appropriate recommendations
to the Board on the following and other duties as may be
determined by the Board from time to time:
Jawatankuasa Audit juga dibenarkan oleh Lembaga Pengarah untuk
mendapatkan khidmat perundangan luar atau nasihat profesional bebas
serta mengesahkan kehadiran pakar-pakar berpengalaman terbabit
sekiranya dianggap wajar.
Fungsi
Tanggungjawab Jawatankuasa Audit adalah termasuk menyemak,
menilai, melaporkan dan/atau membuat cadangan yang sewajarnya
kepada Lembaga Pengarah berkenaan perkara-perkara berikut dan lainlain tanggungjawab yang ditentukan oleh Lembaga Pengarah dari masa
ke semasa:
1.
pelantikan juruaudit luar, yuran audit dan sebarang persoalan
berkaitan perletakan jawatan atau pemecatan juruaudit luar
2.
laporan audit oleh juruaudit luar, surat pengurusan mereka dan
kecukupan bantuan yang telah diberikan oleh kakitangan kepada
juruaudit luar
3.
3. the nature and scope of audit by the external auditors,
before the audit commences and ensure coordination where
more than one audit firm is involved
ciri-ciri dan skop audit oleh juruaudit luar, sebelum audit dijalankan
selain memastikan keselarasan sekiranya melibatkan lebih dari
satu firma audit
4.
4. the internal audit plan, consider the major findings of
internal audits and management’s responses, and ensure
coordination between the internal and external auditors
pelan audit dalaman, mempertimbangkan penemuan penting
audit dalaman dan maklumbalas pihak pengurusan, selain
memastikan keselarasan di antara juruaudit dalaman dan luar
5.
5. the adequacy of the scope, functions, competency and
resources of the internal audit functions and the necessary
authority to carry out its work
kecukupan skop, fungsi, kecekapan dan sumber fungsi audit
dalaman serta kuasa yang diperlukan untuk melaksanakan
tanggungjawabnya
6.
6. determine the remit of internal audit function which reports
directly to Audit Committee as the internal audit function
should be independent of the activities they audit and
should be performed with impartially, proficiency and due
professional care
menentukan had fungsi audit dalaman yang memberi laporan
terus kepada Jawatankuasa Audit kerana fungsi audit dalaman
seharusnya bebas daripada sebarang kegiatan yang diaudit dan
harus menjalankan tanggungjawabnya secara adil, cekap dan
profesional
7.
mengarah dan di mana wajar menyelia mana-mana projek khas
atau siasatan yang dianggap perlu
8.
mengenalpasti risiko-risiko utama dan melaksanakan sistem yang
sewajarnya bagi menangani risiko-risiko tersebut
9.
menyediakan laporan berkala kepada Lembaga Pengarah yang
merumuskan kerja-kerja yang dijalankan dalam memenuhi
tanggungjawab utama Jawatankuasa Audit
1. the appointment of the external auditors, the audit fees and
any question in relation to resignation or dismissal of the
external auditors
2. the audit reports of the external auditors, their management
letter and the adequacy of assistance given by the
employees to the external auditor
7. direct and where appropriate supervise any special project
or investigation considered necessary
8. the identification of principal risks and the implementation
of appropriate systems to manage these risks
9. prepare periodic reports to the Board summarising the
work performed in fulfilling the Audit Committee’s primary
responsibilities
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10. the quarterly results and year-end financial statements
prior to the approval by the Board of Directors, focusing
particularly on:
i.
changes in accounting policies and practices
ii. significant and unusual events
iii. major judgmental areas
iv. significant adjustments resulting from the audit
v. going concern assumption, and
vi. compliance with accounting standards and other legal
requirements
11. any related party transaction and conflict of interest situation
that may arise in the Company including any transaction,
procedure or course that raises questions of management
integrity
12. the effectiveness of internal control systems and the internal
and/or external auditors’ evaluation of these systems
13. arrange periodic reports from the management, the external
auditors and the internal auditors, or any significant matter
that may have a bearing on the annual examination
14. discuss problems and reservation arising from the internal
audit, interim and final audits, and matters the internal and
external auditors may wish to discuss (in the absence of the
management where necessary)
15. review and recommend the Statement on Corporate
Governance, Statement on Internal Control and Report of
the Audit Committee to the Board for approval
16. promptly report matters not satisfactorily resolved resulting
in a breach of the Bursa Malaysia Listing Requirement to the
Securities Commission, and
17. carrying out any other functions that may be mutually
agreed upon by the Audit Committee and the Board.
64
10. menyediakan keputusan sukuan tahun dan penyata kewangan
akhir tahun sebelum mendapat kelulusan Lembaga Pengarah,
yang tertumpu terutamanya ke atas:
i.
perubahan dasar-dasar dan amalan-amalan perakaunan
ii.
peristiwa-peristiwa penting dan luar biasa
iii. aspek-aspek penilaian utama
iv. pelarasan penting yang terhasil daripada audit
v.
andaian berterusan, dan
vi. pematuhan terhadap piawaian perakaunan dan lain-lain
kehendak perundangan
11. sebarang urusniaga pihak berkaitan dan konflik kepentingan yang
timbul dalam Syarikat termasuk sebarang urusniaga, prosedur atau
keadaan yang menimbulkan persoalan mengenai kewibawaan
pengurusan
12. keberkesanan sistem kawalan dalaman serta penilaian ke atas
sistem ini oleh juruaudit dalaman dan/atau luar
13. menyusun laporan berkala dari pihak pengurusan, juruaudit luar
dan juruaudit dalaman, atau sebarang perkara penting yang
mungkin memberi kesan ke atas pemeriksaan tahunan
14. membincangkan sebarang masalah dan keraguan yang timbul
hasil dari audit dalaman, audit interim dan akhir, dan lain-lain
perkara yang ingin dibincangkan oleh juruaudit dalaman dan luar
(tanpa kehadiran pihak pengurusan jika wajar)
15. menyemak dan mencadangkan Penyata Urus Tadbir Korporat,
Penyata Kawalan Dalaman dan Laporan Jawatankuasa Audit
kepada Lembaga Pengarah untuk kelulusan
16. melaporkan dengan segera kepada Suruhanjaya Sekuriti mengenai
perkara-perkara yang tidak diselesaikan sepenuhnya berkaitan
ketidakpatuhan terhadap Kehendak-kehendak Penyenaraian Bursa
Malaysia dan
17. melaksanakan mana-mana fungsi lain yang telah dipersetujui
secara bersama oleh Jawatankuasa Audit dan Lembaga Pengarah.
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
SUMMARY OF ACTIVITIES OF THE AUDIT COMMITTEE
DURING THE FINANCIAL YEAR
RINGKASAN AKTIVITI JAWATANKUASA AUDIT SEPANJANG
TAHUN KEWANGAN
A summary of the activities performed by the Audit Committee
during the financial year is set out below.
Ringkasan aktiviti yang telah dilaksanakan oleh Jawatankuasa Audit
sepanjang tahun kewangan adalah seperti tertera di bawah.
Risk Management
Pengurusan Risiko
•
Reviewed the progress of the risk management functions
and its on-going activities for identifying, evaluating,
monitoring and managing risks. This role was supported
by the Risk Champions appointed at the company and
subsidiary level who are to ensure that the mitigation plans
are carried out according to plans.
•
Received and reviewed quarterly reports from the
management on key strategic and operational risks to
ensure they are being managed effectively.
Internal Audit
•
•
•
•
•
•
•
Menilai perkembangan fungsi pengurusan risiko dan kegiatankegiatannya dalam mengenalpasti, menilai, memantau dan
menguruskan risiko. Peranan ini disokong oleh “Risk Champions”
yang dilantik di peringkat syarikat dan anak syarikat yang
bertanggungjawab memastikan bahawa langkah-langkah mitigasi
dilaksanakan mengikut rancangan.
•
Menerima dan menyemak laporan sukuan tahun dari pihak
pengurusan mengenai risiko-risiko operasi dan strategik utama
bagi memastikan risiko-risiko tersebut ditangani dengan berkesan.
Audit Dalaman
•
Menyemak dan meluluskan rancangan audit dalaman untuk
Kumpulan seperti yang dicadangkan oleh Audit Dalaman Kumpulan
Felda Global Ventures Holdings Berhad (Audit Dalaman Kumpulan)
bagi memastikan liputan yang mencukupi ke atas entiti yang
boleh diaudit untuk setiap penilaian berasaskan risiko
•
Reviewed internal audit reports issued by Group Internal
Audit on the effectiveness and adequacy of governance, risk
management, operational and compliance processes
Menyemak laporan audit dalaman yang dihasilkan oleh Audit
Dalaman Kumpulan mengenai keberkesanan dan kecukupan
proses-proses urus tadbir, pengurusan risiko, operasi dan
pematuhan
•
Reviewed the adequacy and effectiveness of agreed
corrective actions taken by the management on all
significant and secondary issues raised
Menyemak kecukupan dan keberkesanan tindakan-tindakan
pembetulan yang telah diambil oleh pihak pengurusan ke atas
semua isu-isu utama dan sampingan yang timbul
•
Reviewed the adequacy of resources and competencies of
staff from Group Internal Audit allocated to execute the
internal audit plan for the Group
Menyemak kecukupan sumber dan kecekapan kakitangan Audit
Dalaman Kumpulan yang ditugaskan untuk melaksanakan
rancangan audit dalaman Kumpulan
•
Menjalankan semakan dan penilaian tahunan ke atas tahap
prestasi Audit Dalaman Kumpulan dalam melaksanakan fungsi
audit dalaman Kumpulan
•
Sebelum mesyuarat Jawatankuasa Audit diadakan, Pengerusi
telah mengadakan mesyuarat dan perbincangan tertutup bersama
Ketua dan kakitangan kanan Audit Dalaman Kumpulan mengenai
laporan audit dalaman dan sebarang perkara-perkara berkaitan.
Reviewed and approved the internal audit plan for the
Group as proposed by Group Internal Audit of Felda Global
Ventures Holdings Berhad (Group Internal Audit) to ensure
sufficient coverage on auditable entities per risk based
assessment
Conducted yearly review and assessment on the adequacy
of performance of the Group Internal Audit in performing
the internal audit function for the Group
Prior to the Audit Committee meeting, the Chairman held
private meetings and discussions with the Head and senior
staff of Group Internal Audit on the internal audit reports
and any related matters.
L A P O R A N
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External Audit
Audit Luar
•
•
Menyemak dan meluluskan terma pengambilan khidmat juruaudit
luar, rancangan audit, ciri-ciri dan skop untuk tahun kewangan
•
Menyemak keputusan dan isu-isu yang timbul hasil pengauditan
mereka bagi tahun kewangan dan penyelesaian bagi isu-isu yang
dibentangkan dalam laporan mereka kepada Jawatankuasa Audit
berserta maklumbalas pihak pengurusan
•
Menyemak skop dan strategi pengambilan khidmat juruaudit luar
dan, selepas penilaian yang memuaskan, mencadangkan kepada
Lembaga Pengarah untuk meluluskan yuran bayaran kepada
juruaudit luar bagi skop kerja yang telah dilaksanakan
•
Mengadakan mesyuarat bersama juruaudit luar tanpa kehadiran
pihak pengurusan sebanyak dua kali sepanjang tahun kewangan
bagi mengesahkan bahawa tidak terdapat sebarang halangan ke
atas skop audit mereka dan bagi membincangkan sebarang perkara
yang dibentangkan (pada 12 Ogos 2011 dan 17 November 2011).
Reviewed and approved the external auditors terms of
engagement, audit plan, nature and scope for the financial
year
•
Reviewed the results and issues arising from their audit for the
financial year and the resolution of issues highlighted in their
report to the Audit Committee and the management’s response
•
Reviewed the scope and engagement strategy of the external
auditors and upon satisfactory assessment, recommended that
the Board of Directors approve the fee payable to the external
auditors in respect of the scope of work performed
•
Met with the external auditors without the presence of
management twice during the year to confirm that there
were no restrictions on the scope of their audit and to discuss
any matters presented (specifically on 12 August 2011 and
17 November 2011).
Financial Results
Reviewed the Quarterly and Annual Financial Statement of the
Company and Group including announcements, and recommended
them to the Board of Directors for their approval.
Annual Reporting
Reviewed and recommended the Statement on Corporate
Governance, Statement on Internal Control and Report of the Audit
Committee to the Board for approval.
INTERNAL AUDIT FUNCTION
The internal audit function for the Group is outsourced to the Group
Internal Audit of the holding company, Felda Global Ventures
Holdings Berhad. In the discharge of its duties, the Audit Committee
is supported by the Group Internal Audit that reports regularly to the
Audit Committee.
The Group Internal Audit conducted independent internal audits to
assess the adequacy and effectiveness of risk management, controls
and governance processes to provide the level of assurance required
by the Board.
In conducting their independent audits, the Group Internal Audit
adopted a risk based internal audit approach by focusing on the
assessment of significant risk areas. These significant risk areas are
defined in the Internal Audit Plan which was reviewed and approved
by the Audit Committee.
During the financial year, the Group Internal Audit had carried out audits
according to the Internal Audit Plan approved by the Audit Committee.
The Group Internal Audit submitted their findings and recommendations
to the Audit Committee on a quarterly basis at its meetings.
66
Keputusan Kewangan
Menyemak Penyata Kewangan Sukuan Tahun dan Tahunan Syarikat
dan Kumpulan termasuk pengumuman, dan mencadangkan penyata
tersebut kepada Lembaga Pengarah untuk kelulusan.
Laporan Tahunan
Menyemak dan mencadangkan Penyata Urus Tadbir Korporat, Penyata
Kawalan Dalaman dan Laporan Jawatankuasa Audit kepada Lembaga
Pengarah untuk kelulusan.
FUNGSI AUDIT DALAMAN
Fungsi audit dalaman Kumpulan diberikan kepada Audit Dalaman
Kumpulan Felda Global Ventures Holdings Berhad. Dalam melaksanakan
tanggungjawabnya, Jawatankuasa Audit dibantu oleh Audit Dalaman
Kumpulan yang memberi laporan berkala kepada Jawatankuasa Audit.
Audit Dalaman Kumpulan menjalankan audit dalaman yang bebas
dalam menilai kecukupan dan keberkesanan proses-proses pengurusan
risiko, kawalan dan urus tadbir bagi menyediakan tahap jaminan yang
dikehendaki oleh Lembaga Pengarah.
Dalam menjalankan audit bebas mereka, Audit Dalaman Kumpulan
menggunapakai pendekatan audit dalaman berasaskan risiko dengan
tumpuan ke atas penilaian aspek-aspek risiko utama. Aspek-aspek risiko
utama ini ditakrifkan dalam Rancangan Audit Dalaman yang mana telah
disemak dan diluluskan oleh Jawatankuasa Audit.
Semasa tahun kewangan, Audit Dalaman Kumpulan telah menjalankan
audit berdasarkan Rancangan Audit Dalaman yang telah diluluskan oleh
Jawatankuasa Audit. Audit Dalaman Kumpulan menyerahkan penemuan
dan cadangan mereka kepada Jawatankuasa Audit pada setiap suku
tahun semasa mesyuarat.
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
Additional disclosure
Pendedahan tambahan
1. Non-Audit Fees
1. Yuran Bukan Audit
The amount of non-audit fees paid and payable to the
external auditors by the Company for the financial year
ended 31 December 2011 was RM178,000 (31 December
2010 : RM88,000)
2. Sekatan
2. Sanctions
During the financial year, there were no sanctions and/or
penalties imposed on the Company and its subsidiaries,
directors or management by the relevant regulatory bodies.
3. Material Contracts
4. Share Buy-backs
Tiada kontrak atau pinjaman penting yang dimeterai oleh Syarikat
atau anak-anak syarikatnya yang melibatkan kepentingan para
pengarah atau pemegang saham utama, samada yang masih
berterusan hingga penghujung tahun kewangan berakhir
31 Disember 2011 atau yang dimeterai sejak penghujung tahun
kewangan yang lepas.
4. Belian Balik Saham
The Company did not purchase any of its own shares during
the financial year.
5. Option, warrants or convertible securities
The Company did not issue any option, warrant or convertible
securities during the financial year.
6. American Depository Receipt (ADR), or Global Depository Receipt (GDR) Programme
The Company did not sponsor any ADR or GDR programme.
7. Profit estimate, forecast and projection
The Company did not release any profit estimate, forecast or
projection for the financial year.
Syarikat tidak membeli balik mana-mana sahamnya sepanjang
tahun kewangan.
5. Opsyen, waran atau sekuriti boleh ubah
Syarikat tidak mengeluarkan sebarang opsyen, waran atau sekuriti
boleh ubah sepanjang tahun kewangan.
6. Program Resit Depositori Amerika (ADR), atau Resit Depositori Global (GDR)
Syarikat tidak menaja sebarang program ADR atau GDR.
7. Anggaran, ramalan dan unjuran keuntungan
Syarikat tidak mengeluarkan sebarang anggaran, ramalan atau
unjuran keuntungan bagi tahun kewangan.
8. Jaminan Keuntungan
8. Profit Guarantee
No profit guarantee was given by the Company in respect of
the financial year.
There was no contract relating to loans by the Company
involving its directors and major shareholders.
2011
Tiada jaminan keuntungan telah diberikan oleh Syarikat bagi tahun
kewangan.
9. Kontrak berkaitan pinjaman
9. Contracts relating to loans
TAHUNAN
Semasa tahun kewangan, tiada sekatan dan/atau penalti yang
dikenakan ke atas Syarikat dan anak-anak syarikatnya, para
pengarah atau pihak pengurusan oleh badan kawal selia yang
berkaitan.
3. Kontrak Penting
There were no material contracts or loans entered into by
the Company or its subsidiaries involving directors’ or major
shareholders’ interests, either still subsisting at the end of
the financial year ended 31 December 2011 or entered into
since the end of the previous financial year.
L A P O R A N
Jumlah yuran bukan audit yang telah dibayar dan belum dibayar
kepada juruaudit luar Syarikat bagi tahun kewangan berakhir
31 Disember 2011 adalah RM178,000 (31 Disember 2010 :
RM 88,000)
ANNUAL
REPORT
Tiada kontrak berkaitan pinjaman dimeterai oleh Syarikat yang
melibatkan para pengarah dan pemegang saham utamanya.
T H E
R E P O R T S
67
Additional disclosure
Pendedahan tambahan
10.Disclosure of Recurrent Related Party Transactions of Revenue Nature (RRPT)
The RRPT entered into by the Company during the financial year ended 31 December 2011 are as follows:
Nature of
Transaction
Transaction Value
for the year ended
31 December
2011
2011
(estimate)
(actual)
RM’000
RM’000
Transacting Parties
Nature of Relationship
Malayan Sugar Manufacturing
Company Berhad (MSM Co.) and
Felda Trading Sdn Bhd (FTSB)
Interested major shareholder
• Koperasi Permodalan FELDA
Malaysia Berhad (KPF)(1)
Interested Director
• Dato’ Dzulkifli Abd Wahab(2)
Sale of sugar from
MSM to FTSB
19,300
1,862
Kilang Gula Felda Perlis Sendirian
Berhad (KGFP) and Felda Trading
Sdn Bhd (FTSB)
Interested major shareholder
• KPF(1)
Interested director
Sale of sugar from
KGFP to FTSB
2,632
2,820
Notes:
(1)
FTSB is wholly owned by KPF. KPF is a major shareholder of MSM by virtue of its direct shareholding of 20.06 percent in MSM.
(2)
Dato’ Dzulkifli Abd Wahab is a director of MSM Co., KPF and FTSB.
10. PENDEDAHAN URUS NIAGA-URUS NIAGA PIHAK BERKAITAN YANG BERULANG YANG BERBENTUK HASIL (UPBB)
Butiran UPBB yang telah dijalankan oleh Syarikat sepanjang tahun kewangan berakhir 31 Disember 2011 adalah seperti berikut:
Nilai Urus Niaga
bagi tahun berakhir
31 Disember
2011
2011
(anggaran)
(sebenar)
RM’000
RM’000
Pihak-pihak Berkaitan
Bentuk Hubungan
Bentuk UPBB
Malayan Sugar Manufacturing Company
Berhad (MSM Co.) dan
Felda Trading Sdn Bhd (FTSB)
Pemegang saham utama yang
berkepentingan
• Koperasi Permodalan FELDA
Malaysia Berhad (KPF)(1)
Pengarah yang berkepentingan
Jualan gula daripada
MSM kepada FTSB
19,300
21,862
Kilang Gula Felda Perlis Sendirian Berhad
(KGFP) dan Felda Trading Sdn Bhd (FTSB)
Pemegang saham utama yang
berkepentingan
• KPF(1)
Pengarah yang berkepentingan
Jualan gula daripada
KGFP kepada FTSB
2,632
2,820
Nota:
(1)
FTSB adalah syarikat milik penuh KPF. KPF adalah pemegang saham utama MSM berdasarkan pegangan langsungnya sebanyak 20.06 peratus
di dalam MSM.
(2)
Dato’ Dzulkifli Abd Wahab adalah pengarah MSM Co., KPF dan FTSB.
68
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
CORPORATE SOCIAL RESPONSIBILITY
TANGGUNGJAWAB SOSIAL KORPORAT
As a leading sugar producer in Malaysia, MSM malaysia holdings berhad (MSM) focuses not
only on maximising shareholder value and capturing growth opportunities, but also on being
a leader in socially responsible initiatives and setting sustainable standards for the industry.
Our business strategies and sustainability are intrinsically linked. We integrate corporate
social responsibility (CSR) into our core business operations as a means of enhancing our
performance today and over the long-term.
Our commitment to CSR is based on the thrusts of caring for the development and well-being of
our employees while creating a safe and nurturing workplace, implementing environmentally
sound practices and processes, and enriching the lives of the local communities.
SEBAGAI PENERAJU INDUSTRI PENGELUARAN GULA DI MALAYSIA, MSM malaysia holdings berhad (MSM) TIDAK
HANYA MENUMPU KEPADA USAHA MEMAKSIMAKAN NILAI PEMEGANG SAHAM DAN MEREBUT PELUANG PERTUMBUHAN,
TETAPI JUGA KEPADA MATLAMAT UNTUK MENJADI PENERAJU INISIATIF SOSIAL YANG BERTANGGUNGJAWAB SELAIN
MENETAPKAN PIAWAIAN YANG MAMPAN UNTUK INDUSTRI. STRATEGI DAN KEMAMPANAN PERNIAGAAN KAMI SALING
BERHUBUNG KAIT. KAMI MERANGKUMKAN TANGGUNGJAWAB SOSIAL KORPORAT (CSR) KE DALAM OPERASI TERAS
PERNIAGAAN KAMI BAGI MENINGKATKAN PRESTASI KAMI PADA HARI INI DAN MASA HADAPAN.
KOMITMEN KAMI TERHADAP CSR ADALAH BERASASKAN TERAS KEPRIHATINAN KAMI TERHADAP PEMBANGUNAN
DAN KESEJAHTERAAN KAKITANGAN SAMBIL MENCIPTA TEMPAT KERJA YANG SELAMAT DAN BERSIFAT MEMUPUK,
MELAKSANAKAN AMALAN-AMALAN DAN PROSES-PROSES YANG MESRA ALAM, SERTA MEMPERKAYAKAN KEHIDUPAN
MASYARAKAT SETEMPAT.
L A P O R A N
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2011
ANNUAL
REPORT
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R E P O R T S
69
Our obligation to the WORKPLACE
TANGGUNGJAWAB DI TEMPAT KERJA
MSM is committed to the well-being of our employees, firm in
the belief that they are our most valuable assets. Thus, creating a
workplace environment that focuses on nurturing the capabilities
of our people and regulated by comprehensive health, safety and
environmental management policies and systems remain our top
priority. These cover environmental protection and conservation,
people safety, food safety, health and asset protection.
MSM komited dalam menjaga kesejahteraan kakitangan dengan
kepercayaan bahawa mereka adalah aset kami yang paling berharga.
Oleh itu, keutamaan kami adalah penyediaan persekitaran tempat kerja
yang menumpu kepada usaha memupuk kebolehan warga kerja kami
dan yang dikawal selia oleh dasar-dasar dan sistem-sistem kesihatan,
keselamatan dan alam sekitar yang menyeluruh. Ini termasuk
perlindungan dan pemuliharaan alam sekitar, keselamatan warga kerja,
keselamatan makanan, kesihatan dan perlindungan aset.
Our emphasis on HEALTH and SAFETY
PENEKANAN KE ATAS KESIHATAN DAN KESELAMATAN
We apply high standards in our management and operations as
we hold strongly to the conviction that health and safety of our
employees and our customers are of critical importance. MSM
complies with all national health, safety and food safety laws
and regulations that are designed to protect workers, customers
as well as consumers of our products. As such, we have
developed specific operating and maintenance procedures. We
report the compliance related data on a regular basis to the local
regulatory offices. Our operations are subject to inspections by
government authorities throughout the year. To date, the results
of inspections and other compliance requirements have met all
regulatory specifications.
Kami menggunapakai piawaian tertinggi dalam pengurusan dan
operasi kami kerana kami percaya bahawa kesihatan dan keselamatan
kakitangan dan pelanggan adalah sangat penting. MSM mematuhi
semua undang-undang dan peraturan kesihatan, keselamatan dan
keselamatan makanan yang diwujudkan untuk melindungi pekerja,
pelanggan dan pengguna produk-produk kami. Justeru itu, kami telah
membangunkan prosedur-prosedur operasi dan penyelenggaraan yang
khusus. Kami melaporkan data pematuhan secara kerap ke pejabat
kawal selia tempatan. Operasi kami tertakluk kepada pemeriksaan
oleh badan-badan berkuasa kerajaan sepanjang tahun. Sehingga kini,
keputusan pemeriksaan dan lain-lain kehendak pematuhan didapati
mematuhi semua spesifikasi kawal selia.
MSM fully realises the increasing emphasis on occupational safety
and health. To be in line with international best practices, we are
in the process of obtaining certification of OHSAS 18001 – the
global standard for Occupational Safety and Health Management
System. We expect to receive the OHSAS 18001 certification by
mid-2012.
As part of this certification process, all aspects of our safety
management, practices and standards are constantly reviewed.
Safety levels of our operations are appraised in a monthly safety
awareness meeting. We also conduct walk-through inspections
to verify safety conditions and employee activities. Training
programmes that apply to all phases of our production processes
are carried out on an ongoing basis to ensure that enhanced and
improved safety and hygiene standards are being met.
As refined sugar products are combustible under certain
conditions, fire safety is a prime area of focus. Fire safety
inspections of our production facilities are regularly conducted
in order to prevent flare-ups, explosions or other disastrous
accidents. We have also established internal fire-fighting teams
as well as medical clinics on-site for quick emergency response
should the need arise.
70
MSM menyedari sepenuhnya penekanan ke atas aspek keselamatan
dan kesihatan pekerjaan. Agar selaras dengan amalan-amalan terbaik
antarabangsa, kami kini dalam proses mendapatkan pensijilan OHSAS
18001 – piawaian global untuk Sistem Pengurusan Keselamatan dan
Kesihatan Pekerjaan. Kami menjangka untuk menerima pensijilan
OHSAS 18001 tersebut pada pertengahan 2012.
Sebagai sebahagian daripada proses pensijilan ini, semua aspek
pengurusan, amalan-amalan dan piawaian keselamatan kami
disemak secara kerap. Tahap keselamatan operasi kami dinilai dalam
mesyuarat kesedaran keselamatan bulanan. Kami juga menjalankan
pemeriksaan untuk mengesahkan keadaan keselamatan dan aktiviti
kakitangan. Program-program latihan yang melibatkan semua fasa
dalam proses pengeluaran kami dijalankan secara berterusan bagi
memastikan bahawa piawaian keselamatan dan kebersihan yang telah
dipertingkatkan dipatuhi.
Oleh kerana produk-produk gula bertapis mudah terbakar dalam
keadaan tertentu, keselamatan kebakaran adalah satu aspek yang
diberi tumpuan utama. Pemeriksaan keselamatan kebakaran di
fasiliti pengeluaran kami dijalankan secara kerap bagi mengelakkan
berlakunya percikan api, letupan atau lain-lain kemalangan berbahaya.
Kami juga telah menubuhkan pasukan pemadam kebakaran serta klinik
perubatan di tapak kerja agar tindakbalas kecemasan dapat diberikan
sekiranya perlu.
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
Our dedication to HUMAN CAPITAL DEVELOPMENT
USAHA KE ATAS PEMBANGUNAN MODAL INSAN
MSM recognises the importance of retaining quality employees
as they play a pivotal role toward our continuous growth.
Ongoing employee development and training programmes are
regularly scheduled to enhance productivity. Our employees
are also encouraged to improve their skills and knowledge
through hands-on training, field experience and developmental
programmes designed to maximise their capabilities. In addition,
we encourage participation in national and regional events to
boost industry experience and knowledge.
MSM menyedari kepentingan mengekalkan khidmat kakitangan yang
berkualiti kerana mereka memainkan peranan penting dalam usaha
pertumbuhan berterusan kami. Program-program pembangunan
dan latihan kakitangan berterusan diadakan secara kerap diadakan
bagi meningkatkan produktiviti. Kakitangan kami juga didorong
meningkatkan kemahiran dan pengetahuan mereka menerusi latihan
amali, pengalaman lapangan dan program-program pembangunan
yang direka khusus untuk memaksimakan kebolehan mereka. Selain
itu, kami menggalakkan penyertaan dalam acara-acara kebangsaan dan
serantau bagi meningkatkan pengalaman dan pengetahuan industri.
As part of the Felda Global Group, our employees benefit
from exposure to Group-wide training and development
initiatives organized by Felda Global. These include leadership
development programmes for managers, executives and senior
executives as well as the more recently introduced First Line
Managers programme. Centred on grooming our talents, these
programmes offer recognised qualifications, such as, Executive
Master in Management (People Leadership) and Diploma in
Management (Front Line Leaders). Top performers from Felda
Global Group companies are identified for participation in these
courses which are conducted by private training vendors in
collaboration with tertiary institutions such as Asia e-university
and the Australia Institute of Management.
Sebagai sebahagian daripada Kumpulan Felda Global, kakitangan
kami mendapat manfaat daripada pendedahan yang diperolehi
menerusi inisiatif-inisiatif pembangunan dan latihan seluruh Kumpulan
yang dianjurkan oleh Felda Global. Ini termasuk program-program
pembangunan kepimpinan untuk para pengurus, eksekutif dan
eksekutif kanan serta program Pengurus Barisan Hadapan yang baru
diperkenalkan. Dengan matlamat untuk melatih bakat-bakat warga
kerja kami, program-program ini menawarkan kelayakan yang diiktiraf
seperti Sarjana Eksekutif dalam Pengurusan (Kepimpinan Warga)
dan Diploma Pengurusan (Pemimpin Barisan Hadapan). Kakitangan
dengan prestasi terbaik dari syarikat-syarikat Kumpulan Felda Global
dikenalpasti untuk menyertai kursus-kursus ini yang dijalankan oleh
vendor latihan swasta dengan kerjasama institusi pengajian tinggi
seperti Asia e-university dan Australia Institute of Management.
In addition, during the year under review, two of our executives
attended the Fourth ASEAN Senior Management Development
Program in June 2011, organised by the Harvard Business School
Alumni Club of Malaysia. The week-long seminar imparted a
better perspective of the business in terms of global economic
conditions, competition and strategy.
Selain itu, semasa tahun di bawah tinjauan, dua daripada eksekutif
kami telah menyertai Program Pembangunan Pengurusan Kanan ASEAN
kali Keempat pada Jun 2011 anjuran Kelab Alumni Harvard Business
School Malaysia. Seminar selama seminggu itu telah memberikan
perspektif perniagaan yang lebih baik dari segi keadaan ekonomi
global, persaingan dan strategi.
MSM’s production facility’s Quality Assurance (QA) team
underwent an in-depth training course entitled “Microbiological
Examination Techniques of Sugar & Sugar Products” conducted
by the School of Industrial Technology, University Sains Malaysia.
The course, which was specially tailored to MSM’s requirements,
offered valuable knowledge and understanding to better meet
the needs of our customers’ quality standards.
During the year, MSM responded to the Malaysian government’s
new ruling to engage competent energy managers, tasked with
improving the energy efficiency of manufacturing operations.
As a result, one of our engineers was certified by the Energy
Commission as a qualified Energy Manager.
L A P O R A N
TAHUNAN
2011
ANNUAL
REPORT
Pasukan Jaminan Kualiti [Quality Assurance atau QA], fasiliti
pengeluaran MSM telah menjalani kursus latihan mendalam bertajuk
“Microbiological Examination Techniques of Sugar & Sugar Products”
yang dikendalikan oleh Fakulti Teknologi Perindustrian, Universiti
Sains Malaysia. Kursus tersebut yang disediakan khas bagi memenuhi
kehendak MSM menawarkan ilmu dan pemahaman bernilai yang dapat
membantu memenuhi keperluan piawaian kualiti para pelanggan kami.
Pada tahun tinjauan, MSM menerima pakai peraturan baru
kerajaan Malaysian untuk menggunakan khidmat pengurus tenaga
berkecekapan, yang ditugaskan untuk memperbaiki tahap kecekapan
tenaga operasi perkilangan. Hasilnya, salah seorang daripada jurutera
kami telah diiktiraf oleh Suruhanjaya Tenaga sebagai Pengurus Tenaga
berkelayakan.
T H E
R E P O R T S
71
CORPORATE SOCIAL RESPONSIBILITY
TANGGUNGJAWAB KORPORAT
Our commitment to the ENVIRONMENT
Our operations are governed by various Malaysian federal,
state and local environmental regulations including those of
the Department of Environment (DOE), which is responsible for
enforcing pollution control regulations and policies in Malaysia.
These regulations impose effluent and emission limitations, and
specify requirements regarding management of water resources,
air resources, toxic substances, solid waste and emergency
planning. We report the compliance related data on a regular
basis to the local regulatory offices, and to date our operations
comply with Malaysian environmental laws and regulations.
We firmly believe in caring for the environment through efficient
utilisation and recycling of energy and resources. While always
on the lookout for innovation and progress, environmental
protection is one of the important criteria when selecting new
technologies and equipment.
Improvement in Energy and Material Conservation and
Achievement in Reducing Environmental Impact
MSM’s sugar refinery in Prai has achieved strident growth over
the years not only in production capacity but also in technological
innovation. We have achieved significant progress in the
areas of energy efficiency, environmental impact and reduced
consumption of utilities and consumable materials.
MSM’s steam consumption rate is among the lowest in the
industry. This is attributed to the use of energy-saving process
equipment such as a Mechanical Vapour Re-compressor (MVR)
evaporator and Vertical Crystallization Tower (VKT), and to good
process design and management. The process design does
not only save fuel directly, but also reduces the amount of
cooling water needed and the amount of heat emitted to the
environment.
MSM also generates about half of its own electrical power
requirement using back pressure turbines, with the exhaust
steam being channeled to the process for heating. This concept
of co-generation is a more efficient means of extracting energy
from the fuel. It enables MSM to minimise the usage of fossil
fuel and hence decrease the amount of heat and carbon dioxide
released into the atmosphere.
In terms of environmental impact, MSM is a fore-runner in having
implemented a waste treatment system for effluent discharge
generated from the Ion Exchange Resin (IER) towers based on
nano-filtration technology. This waste water treatment system is
the first of its kind jointly developed by MSM and the membrane
supplier and it allows MSM to recycle the salt collected while
discharging the resulting clean filtrate to the river.
72
KOMITMEN TERHADAP ALAM SEKITAR
Operasi kami dikawal selia oleh pelbagai peraturan persekutuan,
negeri dan alam sekitar tempatan termasuk peraturan Jabatan Alam
Sekitar [Department of Environment atau DOE] yang bertanggungjawab
menguatkuasakan peraturan dan dasar-dasar kawalan pencemaran
di Malaysia. Peraturan-peraturan ini mengenakan had ke atas
pembuangan sisa dan pelepasan gas, serta menetapkan syarat-syarat
berkaitan pengurusan sumber air, sumber udara, bahan-bahan toksik,
buangan sisa pepejal dan perancangan kecemasan. Kami melaporkan
data pematuhan secara kerap ke pejabat kawal selia tempatan, dan
sehingga kini operasi kami terus mematuhi peraturan-peraturan dan
undang-undang alam sekitar Malaysia.
Kami memelihara alam sekitar dengan menggunakan tenaga dan
sumber secara cekap dan mengitarnya semula. Dalam usaha mencapai
inovasi dan kemajuan, perlindungan alam sekitar adalah salah satu
kriteria penting dalam pemilihan teknologi dan peralatan baru.
Penambahbaikan dalam Pemuliharaan Tenaga dan Bahan; dan
Pencapaian dalam Mengurangkan Impak Alam Sekitar
Kilang penapis gula MSM di Prai telah mencapai pertumbuhan
menggalakkan bukan sahaja dari segi kapasiti pengeluaran tetapi
juga dalam inovasi teknologi. Kami telah mencapai kemajuan yang
membanggakan dalam aspek kecekapan tenaga, impak alam sekitar
dan pengurangan penggunaan utiliti dan bahan-bahan pakai habis.
Kadar penggunaan stim MSM adalah antara yang terendah dalam
industri. Ini adalah berikutan penggunaan peralatan proses penjimatan
tenaga seperti penyejat Mechanical Vapour Re-compressor (MVR)
dan Vertical Crystallization Tower (VKT), serta rekabentuk proses dan
pengurusan yang baik. Rekabentuk proses tersebut bukan sahaja
menjimatkan bahan api, tetapi juga mengurangkan jumlah air penyejuk
yang diperlukan serta jumlah haba yang dilepaskan ke alam sekitar.
MSM juga menjana lebih kurang separuh daripada keperluan tenaga
elektriknya menggunakan turbin tekanan balik, dengan stim ekzos yang
disalurkan kepada proses pemanasan. Konsep penjanaan bersama ini
adalah cara yang lebih efisien dalam mendapatkan tenaga dari bahan
api. Ia membolehkan MSM mengurangkan penggunaan bahan api fosil
dan seterusnya mengurangkan jumlah haba dan karbon dioksida yang
dilepaskan ke udara.
Dari segi impak alam sekitar, MSM adalah peneraju dalam pelaksanaan
sistem rawatan sisa untuk sisa buangan efluen yang dijana daripada
menara Resin Tukaran Ion [Ion Exchange Resin atau IER] berasaskan
teknologi penapisan nano. Sistem rawatan sisa air ini adalah yang
pertama seumpamanya yang dibangunkan oleh MSM dan pembekal
membran. Ia membolehkan MSM mengitar semula garam yang
terkumpul semasa membuang sisa tapisan bersih ke dalam sungai.
M S M
M A L A Y S I A
H O L D I N G S
B E R H A D
When natural gas was made available locally, MSM was one of
the first local companies to convert to using natural gas fuel.
This has drastically reduced the levels of carbon soot and sulphur
emission in the boiler flue gas.
Ketika gas asli mula diperkenalkan dalam negara, MSM merupakan
salah satu syarikat terawal yang bertukar kepada penggunaan bahan
api gas asli. Langkah ini secara drastik telah mengurangkan tahap
penghasilan sisa karbon dan pelepasan sulfur dalam gas serombong
dandang.
The consistent decrease in the usage rate of fuel, electricity,
water and basic consumable materials such as lime and salt over
the years has been translated to reduced waste and pollution
directly and indirectly. Through good refinery management and
the constant upgrading of machinery and equipment in the
plant, MSM is able to sustain its position as an efficient sugar
producer.
Pengurangan secara konsisten dalam kadar penggunaan bahan api,
elektrik, air dan bahan-bahan pakai habis asas seperti kapur dan
garam telah menyebabkan pengurangan sisa buangan dan pencemaran
samada secara langsung atau tidak langsung. Menerusi pengurusan
kilang yang baik dan penaiktarafan mesin dan peralatan loji yang kerap,
MSM berjaya mengekalkan kedudukannya sebagai pengeluar gula yang
efisien.
Our contribution to the COMMUNITY
SUMBANGAN KEPADA MASYARAKAT
MSM is a subsidiary of Felda Global Ventures Holdings Berhad
(FGVH) which, in turn, is wholly owned by the Federal Land
Development Authority (FELDA). We are part of a Group where
community development and well-being is core to our business
as FELDA’s charter is development and welfare of 112,635 rural
settler-smallholders throughout the entire country.
MSM adalah anak syarikat Felda Global Ventures Holdings Berhad
(FGVH) yang mana dimiliki sepenuhnya oleh Lembaga Kemajuan Tanah
Persekutuan (FELDA). Kami adalah sebahagian daripada Kumpulan yang
menjadikan pembangunan dan kesejahteraan masyarakat sebagai teras
perniagaan di mana FELDA memelihara pembangunan dan kebajikan
112,635 peneroka luar bandar di seluruh negara.
MSM’s earnings contribute to FGVH’s profits and these are
returned to FELDA. The proceeds from its businesses enable
FELDA to be internally-funded. It pays for FELDA’s overheads and
finances many settler-centric programmes run by FELDA.
These range from housing improvement loans, training and
development programmes for settler children, infrastructure
and facilities development in settlement areas and various aid
programmes. Financial contribution from MSM and other Felda
companies ensures FELDA’s success over the last 56 years in
looking after settler communities and sustaining the vibrancy of
Malaysia’s plantation sector.
Moreover, through FELDA and Felda Holdings’ contribution of two
percent net profit to Yayasan Felda, MSM helps to spur a variety
of charitable causes and initiatives centering on educational,
healthcare and philanthrophic causes.
For example, in 2011, Yayasan Felda disbursed a total of RM11.6
million as financial assistance to school pupils, participants of
skill courses and students at local institutions of higher learning.
RM3.1 million went to medical support and subsidised treatment
for the chronically ill and elderly. Grants totalling RM1.1 million
fund research projects which benefit society and put Malaysia
on the international map of scientific and technological
breakthroughs. Another RM11.5 million was spent on ad-hoc
basis to help unfortunates and meet the welfare needs of low
income Malaysians. Yayasan Felda also provides housing and
financial assistance to those stricken by natural disasters.
L A P O R A N
TAHUNAN
2011
ANNUAL
REPORT
Pendapatan MSM menyumbang kepada keuntungan FGVH dan
keuntungan ini dipulangkan kepada FELDA. Hasil perniagaannya
membolehkan FELDA dibiaya secara dalaman. Dana ini digunakan untuk
membayar overhed FELDA dan membiaya pelbagai program peneroka
anjuran FELDA.
Ini termasuk pinjaman pembaikan rumah, program-program latihan dan
pembangunan untuk anak-anak peneroka, pembangunan infrastruktur
dan kemudahan di kawasan penempatan dan pelbagai program bantuan
lain. Sumbangan kewangan daripada MSM dan syarikat-syarikat Felda
lain telah memastikan kejayaan FELDA sejak 56 tahun yang lalu dalam
memelihara kebajikan masyarakat peneroka dan mengekalkan daya
sektor perladangan Malaysia.
Selain itu, menerusi sumbangan FELDA dan Felda Holdings sebanyak
dua peratus daripada keuntungan bersih kepada Yayasan Felda, MSM
membantu mendorong pelbagai inisiatif kebajikan yang tertumpu
kepada matlamat pendidikan, penjagaan kesihatan dan pendermaan.
Contohnya pada 2011, Yayasan Felda telah menyumbang sejumlah
RM11.6 juta sebagai bantuan kewangan kepada murid-murid sekolah,
para peserta kursus kemahiran dan para pelajar di institusi pengajian
tinggi tempatan. Sebanyak RM3.1 juta disalurkan untuk tujuan
sokongan perubatan dan subsidi rawatan bagi pesakit kronik dan warga
tua. Geran berjumlah RM1.1 juta disalurkan untuk membiaya projekprojek penyelidikan yang memberi manfaat kepada masyarakat serta
meletakkan Malaysia di peta antarabangsa dalam pencapaian saintifik
dan teknologi. Sejumlah RM11.5 juta lagi digunakan untuk tujuan
ad-hoc bagi membantu golongan kurang bernasib baik serta memenuhi
keperluan kebajikan rakyat Malaysia yang berpendapatan rendah.
Yayasan Felda juga menyediakan bantuan perumahan dan kewangan
kepada mereka yang ditimpa bencana alam.
T H E
R E P O R T S
73
We currently
have an annual
production
capacity of over
1.1 million tonnes
of refined sugar
and plan to double
this by 2015.
Pada masa ini,
kapasiti pengeluaran
tahunan kami adalah
melebihi 1.1 juta
tan metrik gula
bertapis dan kami
merancang untuk
menggandakannya
menjelang 2015.
Focusing on a
sugar rush
Tumpuan ke atas
merangsang pencapaian

MSM Malaysia Holdings Berhad

Transcription

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