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BOARD OF DIRECTORS CHARTER
1. PURPOSE This Board Charter clearly sets out the respective roles, responsibilities and authorities of the Board of Directors (both individually and collectively) and Management of Uchi Technologies Berhad (“UCHITEC”, “the Company” or “the Group”) and its subsidiaries in setting a direction, the management and the control of the organization.
This Board Charter serves a number of important functions, amongst others:
2. REFERENCE 2.1 Main Market Listing Requirements of Bursa Malaysia Securities Berhad (“Listing Requirements”) 2.2 Bursa Corporate Governance Guide 2.3 Malaysian Code on Corporate Governance
3. DEFINITIONS/ABBREVIATIONS 3.1 Board – Uchitec Board of Directors
4. PRINCIPAL RESPONSIBILITIES 4.1. Board’s Responsibilities The Board of Directors is responsible to provide direction, set the Company’s value & standards and supervise the management of the business and affairs of the Company so as to ensure that its obligations to shareholders and other stakeholders are met.
The Board explicitly assumes the specific duties and responsibilities as follows: (1) together with Management, promotes good corporate governance within the Company which reinforces ethical, prudent and professional behavior;
(2) direct and periodically review an anti-corruption compliance programme such as clear policies and objectives that adequately addresses corruption risk.
(3) review, challenge and decide on Management’s proposals for the Company, and monitor its implementation by Management;
(4) ensure that the strategic plan and operation of the Company support long-term value creation and include strategies on economic, environmental and social consideration underpinning sustainability;
(5) supervise and assess Management performance to determine whether the business is being properly managed;
(6) ensure there is sound framework for internal control and risk management;
(7) understand the principal risk of the Company’s business and recognize that business decisions involve the taking of appropriate risk;
(8) set the risk appetite within which the Board expects Management to operate and ensure that there is an appropriate risk management framework to identify, analyse, evaluate, manage and monitor significant financial and non-financial risk;
(9) ensure that Senior Management has the necessary skills and experience and there are measures in place to provide for the orderly succession of Board and Senior Management;
(10) ensure that the Company has in place procedures to enable effective communication with stakeholders;
(11) ensure that the Company is providing assurance to its internal and external stakeholders that it is operating in compliance with its policies and any other applicable regulatory requirements. Including the establishment of a “tone from the top” and spearheading the Company’s efforts to improve on its corruption risk management framework, internal control system, review and monitoring as well as training and communication;
(12) review and/ or acknowledge on the investigation outcome of whistleblowing issues, results of fraud, illegal acts or suspected violations of the Company policies involving all employees, Management and Directors;
(13) ensure the integrity of the Company’s financial and non-financial reporting;
Whilst the Board may appropriately delegate its authority to Board Committees or Management, it should not abdicate its responsibility and should at all-time exercise collective oversight of the Board Committee and Management.
The Board should not delegate matters to Board Committee to an extent that would significantly hinder to reduce the Board’s ability to discharge its functions.
4.2. Role of Board Members’ and Management 4.2.1. Role of Chairman The Chairman is responsible for: (a) providing leadership for the board so that the Board can perform its responsibilities effectively;
(b) setting board agenda and ensuring that Board members receive complete and accurate information in a timely manner;
(c) leading Board meetings and discussions;
(d) encouraging active participation and allowing dissenting views to be freely expressed;
(e) managing the interface between Board and Management;
(f) ensuring appropriate steps are taken to provide effective communication with stakeholders and that their views are communicated to the Board as a whole;
(g) leading the Board in establishing and monitoring good corporate governance practices in the company.
4.2.2. Role of Managing Director & Executive Director The Managing Director reports to the Chairman of the Board whilst leading the Executive Directors in the followings: (a) Formulating and successfully implementing company strategies and policy; and (b) Directing strategy towards the profitable growth and operation of the company; and (c) Developing strategic operating plans that reflect the longer-term objectives and priorities established by the Board; and (d) Ensuring that the Company is positioned to attract and retain employees with the skills required to implement the strategic plans of the Company; and (e) Maintaining an ongoing dialogue with the Chair of the Board; and (f) Putting in place adequate operational planning and financial control systems; and (g) Ensuring that the operating objectives and standards of performance are not only understood but owned by the management and other employees; and (h) Closely monitoring the operating and financial results against plans and budgets; and (i) Taking remedial action where necessary and informing the Board of significant changes; and (j) Maintaining the operational performance of the company; and (k) Assuming full accountability to the Board for all company operations; and (l) Managing investor relations for the Company; and (m) Building and maintaining an effective executive team; and (n) Ensuring Board of Directors are provided with accurate and clear information in a timely manner in order to promote effective decision-making by the Board; and (o) Ensuring all material matters affecting the Company are brought to the attention of the Board.
4.2.3. Role of Individual Director The role of directors includes: (a) Showcase critical thinking in setting goals and strategies during board meetings. The personal needs of a Director cannot supersede the needs of the Board. Questions on business operations that lead to insights into strategy, performance, investment decisions, hiring or removal of key personnel and risk assessment must take priority. (b) Contributing to Board activities to the best of their abilities and with the level of skill and care expected; (c) Discharging their duties in good faith and honestly in the best interests of the Company; (d) Using the powers of office for proper purpose, in the best interests of the Company as a whole; (e) Acting with the required care and diligence, be able to challenge assumptions underlying the strategies proposed and demonstrating commercial reasonableness in their decisions; (f) Avoiding conflict of interest, not allowing personal interests, or the interests of any associated person, to conflict with the interests of the Company; (g) Not making improper use of information gained through their position of director; (h) Making reasonable enquiries to ensure that the Company is operating effectively, efficiently and legally toward achieving its objectives; (i) Undertaking diligent analysis of all proposals placed before the Board; (j) Serving on Board committee as required; (k) Participating in the appointment of new directors and directors’ performance evaluation; (l) Acting in accordance with the duties and obligations imposed on them and the Board by the constitution and the law; (m) Ensure that the minutes of meetings accurately reflect the deliberations and decisions of the Board, including whether any director abstained from voting or deliberating on a particular matter; and (n) Refrain from any activity or behavior that could raise the perception or suspicion of any corrupt conduct or the attempt thereof.
In addition to the role of individual directors above, a Senior Independent Non-Executive Director shall act as a point of contact for shareholders and other stakeholders with concerns which have failed to be resolved or would not be appropriate through the normal channel of the Managing Director, Executive Director or Management of the Company.
4.2.4. Role of Management The Management is responsible to: (a) Collect, scrutinize and elucidate strategic options to the Board for its review and consideration. (b) Recommend the Company corporate strategy to the Board for approval and upon approval, implement the corporate strategy. (c) Assume day-to-day responsibility for the Company’s conformance with relevant laws and regulations and its compliance framework. (d) Achieve the performance targets set by the Board. (e) Develop, implement and manage the Company’s internal control and risk Management framework. (f) Develop, implement and update the Company’s policies, procedures and systems. (g) Be alert to relevant trends in the industry and the Company’s operating environment. (h) Provide sufficient and relevant information to the Board to enable the Board to effectively discharge its responsibilities. (i) Act as a conduit between the Board and the Company. (j) Manage the Company’s human, physical and financial resources to achieve the Company’s objectives.
4.2.5. Role of Company Secretary The Company Secretary is generally responsible for carrying out the administrative and statutory requirements of the Board by: (a) managing all Board and Committee meeting logistics, attend and record minutes of all Board and Committee meetings and facilitate Board communications;
(b) advise the Board on its roles and responsibilities; (c) facilitate the orientation of new directors and assist in director training and development; (d) advise the Board on corporate disclosures and compliance with company and securities regulations and listing requirements; (e) manage processes pertaining to the annual shareholders’ meeting; (f) monitor corporate governance developments and assist the Board in applying governance practices to meet the Board’s needs and stakeholders’ expectations; (g) serve as a focal point for stakeholders’ communication and engagement on corporate governance issues.
5. COMPOSITION & BOARD BALANCE 5.1 Size of the Board (a) The number of Directors of the Company (disregard Alternate Directors but including Executive Directors) shall be at least 2 and not more than 15. The exact number of Directors within such range shall be fixed from time to time by resolution of the Board. (b) The Board shall endeavor to meet a target of at least 30% women Directors on the Board to bring in a diversity of perspectives and encourage women participation during Board deliberation and decision-making process whilst achieving the Malaysian Government’s aspiration for 30% women participation at the boardroom level.
5.2 Composition of the Board The Board must ensure that at least two (2) or one-third (1/3), whichever is higher of the Board of Directors, are Independent Directors.
The Board’s standards for determining the independence of a Director is set forth in Appendix I to this Charter. The Nomination & Remuneration Committee will review such standards at least annually and recommend any appropriate changes to the Board for consideration.
5.3 Chair of the Board The position of Chairman and Managing Director should be held by different individuals. This is to ensure a clear division of responsibilities, ensure a balance of power and authority, such that no one individual has unfettered powers of decision-making.
The Chairman of the board preferably not be a member of the Audit Committee, Nomination Committee or Remuneration Committee. This is to ensure there is check and balance as well as objective review by the board.
5.4 Selection of Directors In identifying candidates for appointment of Directors, the Board shall not only rely on recommendations from existing Board members, Management or major shareholders. The Board shall utilize independent sources to identify suitably qualified candidates.
The Board adopts the Company’s Corporate Human Resource Policy to provide a diversity and equality work environment throughout the Company that is free of discrimination of any form whether based on an individual’s gender, race, ethnicity, age and religion. As such, the evaluation of the suitability of Board composition shall purely be based on the candidates’ competency, skills, character, time, commitment, knowledge, experience and other qualities in meeting the needs of the Company.
Nominees for directorship will be recommended to the Board by the Nomination & Remuneration Committee in accordance with the policies and principles set forth in its charter. The invitation to join the Board should be extended by the Board itself, by the Chairman of the Nomination & Remuneration Committee and the Chairman of the Board.
The Board is responsible for nominating members to the Board and for filling vacancies on the Board, in each case based upon the recommendation of the Nomination & Remuneration Committee.
5.5 Director Qualification 5.5.1 Basic Requirements All the Directors shall be natural person and there shall be no shareholding qualification for Directors.
No person shall be appointed or allowed to act as a Director of the Company or be involved whether directly or indirectly in the Management of the Company, including acting in an advisory capacity in relation to the Company, if he-
(a) is an undischarged bankrupt; (b) has been convicted of an offence relating to the promotion, formation or management of a corporation; (c) has been convicted of an offence involving bribery, fraud or dishonesty; (d) has been convicted of an offence under section 213, 217, 218, 228 and 59 of the Companies Act 2016; or (e) has been disqualified by the Court under section 199 of the Companies Act 2016.
5.5.2 Desirable Characteristics A description of desirable characteristics that the Nomination & Remuneration Committee and the Board should evaluate when considering candidates for nomination as Directors are set forth on Appendix II to this Charter. The Nomination & Remuneration Committee will review such characteristics at least annually and recommend any appropriate changes to the Board for consideration.
5.5.3 Service on Other Board Directors may serve on the boards of other public companies provided that:
(a) The Director must not hold more than 5 directorships in listed issuers. (b) These commitments do not materially interfere and are compatible with their ability to fulfill their duties as a member of the Board. (c) These commitments do not create any actual or apparent conflicts of interest and impairments to the Director’s status as an Independent Director.
Directors must advise the Chair in writing in advance of accepting an invitation to serve on the board of another public company.
5.5.4 Disqualification and Removal of Directors The Constitution of the Company prescribed that the office of a Director shall be vacated if the Director:-
5.6 Board Appointment and Remuneration Directors shall be issued with Letter of Appointment and other relevant policies/procedures of the Company including Code of Conduct, to familiarize each new Director with his powers, duties, responsibilities and accountabilities and other matters relating to his appointment.
The form and amount of Director’s compensation is determined by the Board based on the Directors Remuneration Policy.
5.7 Retirement and Re-Election In accordance with the Company’s Constitution, one third of the Board members are required to retire at every Annual General Meeting and be subject to re-election by shareholders. Newly appointed directors shall hold office until the next following Annual General Meeting and shall then be eligible for re-election by shareholders.
Director who has served as an Independent Non-Executive Director of the Company for a cumulative term of more than nine (9) years are required to submit themselves for re-appointment annually. If the board intends to retain an independent director beyond nine (9) years, it should justify and seek annual shareholders' approval through a two-tier voting process. If the Board intends to retain an independent director beyond twelve (12) years, the independent director need to be re-designated to a non-independent director.
5.8 Resignation from the Board Any Director may resign at any time by giving notice in writing or by electronic transmission to the Chairman of the Board and the Secretary of the Company. Such resignation shall take effect upon acceptance by the Board or upon receipt thereof or at any later time specified therein; and unless otherwise specified therein.
6 BOARD’S AUTHORITY 6.1 The Board derives its authority from the Constitution of the Company and the relevant laws.
6.2 The Board of Directors is the ultimate decision making body of the Company except for matters reserved for the Company.
6.3 Consistent with the Board’s power to delegate to the Management the day-to-day operation of the Company’s business, the Board shall exercise judgment in establishing and revising the delegation of authority for Board Committee and Management. The delegation could be for authorization of expenditures, approval of credit facilities and for other corporate actions. Such delegation may be approved and expressed under various policies of the Company. The thresholds for the identified authorities will depend upon the operating requirements of the Company.
6.4 A schedule of reserved matters to be deliberated at the Board and not to be delegated is listed in Appendix III.
6.5 Committees of the Board 6.5.1 The Board is authorized to establish Board Committee to assist the Board in the discharge of its duties.
6.5.2 Subject to applicable law, the Board may establish other Board Committees or merge or dissolve any Board Committee at any time.
6.5.3 Committee Charters Each Committee will have its own charter. The charter will set forth the purposes, goals and responsibilities of the Committees as well as qualifications for Committee membership, procedures or Committee member appointment and removal, committee structure and operations and committee reporting to the Board.
The Board has approved charters for each established Board Committee and shall approve charters for any Board Committee created in the future.
6.5.4 Delegation to Committees The Board has delegated to the applicable committee those duties and responsibilities set out in each Board Committee’s charter.
6.5.5 Committee Composition The Board shall appoint, as required, the members and a chair of each committee, after receiving recommendations from the Nomination & Remuneration Committee.
6.5.6 The recommendations of the Committees will be referred to the Board. In the event that the Board is unable to approve a decision of the Committee, the matter will be referred back to the Committee for further consideration.
6.6 The Board shall have unrestricted access to Management and employees of the Company. Any meetings or contacts that a Director wishes to initiate may be through the Managing Director or directly by the Director. The Directors will use their judgement to ensure that any such contact is not disruptive to the business operations of the Company and will, where appropriate, copy the Managing Director on any written communications between a Director and Supervisory Board and employees of the Company.
6.7 The Board shall have the authority to retain external legal counsel, consultants or other advisors to assist it in fulfilling its responsibilities and to set and pay the respective reasonable compensation of these advisors. The Company shall provide appropriate funding, as determined by the Board, for the services of these advisors.
6.8 The Board reports to and is accountable to the shareholders of the Company.
7 OPERATION OF THE BOARD 7.1. Board Meetings; Attendance at General Meetings 7.1.1. The Chairman of the Board or Committee is responsible for ensuring Board or Committee effectiveness.
7.1.2. The Board of Directors meets at least four times a year, with additional meetings convened as necessary. It has a formal time schedule that is pre-determined in advance. The Committee is authorized to regulate its own frequency and calling of meetings.
7.1.3. Directors are expected to attend at least 50% of Board meetings and meetings of the Committees on which they serve. Directors should spend the time necessary and meet as frequently as necessary to properly discharge their responsibilities.
7.1.4. The Board may from time to time invite corporate officers, other employees and advisors to attend Board or Committee meetings whenever deemed appropriate.
7.1.5. Directors are encouraged to attend all general meetings of shareholders.
7.2. Appointment of Company Secretary The appointment and removal of the Company Secretary is subject to the approval of the Board. The Board recognizes the fact that the Company Secretary should be suitably qualified and competent Company Secretary to provided sound governance advice, ensure adherence to rules and procedures, and advocate adoption of corporate governance best practices.
7.3. Voting Rights 7.3.1 A duly convened meeting of the Board at which a quorum is present shall be competent to exercise all or any of the authorities, powers and discretions vested in or exercisable by the Board.
7.3.2 Any attendee who is not a member of the Board shall not vote on any matter coming before the Board for a vote.
7.3.3 All decisions of the Board will be based on a simple majority of the members present at the meeting in person. In the event of a tie, the Chairman of the Board will have a casting vote.
7.3.4 The Board may adopt resolutions by correspondence, including mail, electronic or fax correspondence, provided that in order for resolutions to be taken in this manner to be valid, they shall be approved by all the members.
7.4. Agenda Items for Board or Committee Meetings 7.4.1 The Chairman will establish the agenda for each Board meeting. Each Director is free to suggest the inclusion of items on the agenda and is free to bring up, at any Board meeting, subjects that are not on the agenda for that meeting. The Company Secretary shall be responsible to draw up a detailed agenda and to the extent feasible, supporting documents and proposed resolutions, and circulate it at least five business days in advance before each meeting to the Board or Committee members. Directors should review these materials in advance of the meeting. Subject to any applicable notice requirements, Directors having items to suggest for inclusion on the agenda for future Board or Committee meetings should advise the Chairman well in advance of such meeting.
7.4.2 A range of matters that should be periodically included in a Board meeting (non-exhaustive) are as follows:
7.5 Board Resolutions and Minutes 7.5.1 The Company Secretary shall minute the proceedings and resolutions of all Board and its Committee meetings. Upon conclusion of the meeting, all Directors shall ensure that the minutes of meetings accurately reflect the deliberations and decisions of the Board or Board Committee, including whether any director abstained from voting or deliberating on a particular matter.
7.5.2 Minutes of meetings shall be entered into the books within 14 days of the relevant meeting date.
7.5.3 Minutes will be tabled for endorsement at the subsequent meeting by the Company Secretary and approved by the Chairman of the Board of Directors and the members present at the meeting.
7.5.4 Content of meeting minutes (non-exhaustive) shall include the followings:
7.5.5. All resolutions by circulation should be tabled at the subsequent Board meeting for ratification.
8. Director Orientation and Education 8.1 All Directors are required to attend the Mandatory Accreditation Program and complete within the stipulated timeframe as per paragraph 2.2, Practice Note 5 of Listing Requirements.
8.2 The Chair will provide induction for newly appointed Directors in order to orientate themselves in the new environment and ensure that they understand:
8.3 Essential information contained in the induction programme are:
8.4 In order to facilitate the Directors’ fulfillment of their responsibilities regarding continuing education and to enhance each Director’s knowledge of the Company, the Company’s business operations and the latest developments in corporate governance, it is appropriate for the Company to provide Directors with the followings:
9. Executive Board Evaluation and Management Succession 9.1 Board evaluation is an essential process for the Board to examine itself to ensure that the Board is operating efficiently and effectively. This evaluation process allows the Board to address issues such as leadership, delegation of duties and responsibilities and reviews of existing processes within the Board.
9.2 The Board shall perform a self-evaluation on an annual basis. The Board shall annually review its Charter and its own effectiveness and composition; and initiate suitable steps for any amendments.
9.3 The evaluation process shall also cover the review of the performance of each individual Board member, his attendance and his constructive involvement in discussions and decision making.
9.4 The Board will also review self-evaluations of the Board Committee and consider appropriately any recommendations arising out of such evaluation.
9.5 While the evaluation is a responsibility of the entire Board, it will be organized and assisted by the Nomination & Remuneration Committee.
9.6 The Board will evaluate the potential successor and approve Management succession strategies and plans for the Executive Board of the Company. The Executive Board should at all times make available his or her recommendations and evaluations of potential successors, along with a review of any development plans recommended for such individuals.
10. CODE OF CONDUCT, CONFLICTS OF INTEREST, INSIDER TRADING 10.1 The members of the Board should ensure that they conduct their affairs with a high degree of integrity, taking note of applicable laws, codes and regulations.
10.2 The Board has approved a Code of Conduct for Directors and employees.
10.3 A separate Whistle Blowing Policy covering Directors and all the employee of the Company is adopted.
10.4 A Director shall declare to the Board any personal interest, whether direct or indirect, he may have in matters brought before the Board. This declaration shall be recorded in the minutes and the interested Director shall not participate in the debates or voting on the resolutions to be adopted in this respect.
10.5 Any decision to enter into transactions, under which the Directors would have conflicts of interest that are material, shall be formally and unanimously approved by the full Board. Directors must inform the entire Board of (potential) conflicts of interest in their activities with, and commitments to other organisations as they arise and abstain from voting on the matter. This disclosure must include all material facts in the case of a contract or transaction involving the Directors.
10.6 The Board of Directors has established Insider Trading Policy with the primary objective of preventing abuse of inside information.
11. COMMUNICATION WITH STAKEHOLDERS 11.1. The Company has established Corporate Disclosure Policy to ensure informative, timely and accurate disclosure of material information concerning the Company to the public.
11.2. The Board will ensure that the Annual General Meeting (AGM) is conducted in an efficient manner and serves as a crucial mechanism in active shareholder communications. Key ingredients behind this include the supply of comprehensive timely information to shareholders and the encouragement for their active participation in the AGM.
11.3. Shareholders are invited by the Chairman to attend the AGM. The Chairman and other Directors attend the AGM and will be available to answer any questions.
11.4. The Company is at all times mindful and conscious of its regulatory and statutory obligations regarding dissemination of information to its stakeholders. 11.5. The Company maintains a corporate website at www.uchi.net to provide all relevant information about the Company and is accessible by the public.
Appendix I
INDEPENDENT DIRECTOR
Independent director means a director who is independent of Management and free from any business or other relationship which could interfere with the exercise of independent judgment or the ability to act in the best interests of the Company. Without limiting the generality of the foregoing, an independent director is one who:
(a) Is not an executive director of the Company or any related corporation of the Company (each corporation is referred to as “said Corporation”);
(b) Has not been within the last 3 years and is not an officer (except as a non-executive director) of the said Corporation. For this purpose, “officer” has the meaning given in section 2 of the Companies Act 2016;
(c) Is not a major shareholder of the said Corporation;
(d) Is not a family member of any executive director, officer or major shareholder of the said Corporation;
(e) Is not acting as a nominee or representative of any executive director or major shareholder of the said Corporation;
(f) Has not been engaged as an adviser by the said Corporation under such circumstances as prescribed by the Exchange or is not presently a partner, director (except as an independent director) or major shareholder, as the case may be, of a firm or corporation which provides professional advisory services to the said Corporation under such circumstances as prescribed by the Exchange; or
(g) Has not engaged in any transaction with the said Corporation under such circumstances as prescribed by the Exchange or is not presently a partner, director or major shareholder, as the case may be, of a firm or corporation (other than subsidiaries of the Company) which has engaged in any transaction with the said Corporation under such circumstances as prescribed by the Exchange.
The tenure of an Independent Director shall not exceed a cumulative term of nine (9) years. Should the Board intends to retain the Director as Independent after he/she has served a cumulative term of nine (9) years, the Board must justify and seek annual shareholders' approval through a two-tier voting process. If the Board intends to retain an independent director beyond twelve (12) years, the independent director need to be re-designated to a non-independent director.
In assessing whether the long-serving independent director continues to be “independent in mind”, the Board should consider if the said Director displays the following key characteristics: (a) possesses sufficient self-esteem and confidence to stand up for an independent point of view; (b) approaches any transaction that requires Board’s approval with a watchful eye and an inquiring mind (professional scepticism); (c) is unafraid to express an unpopular stance on issues or express disagreement on matters and actively pursues them with the rest of the Board and with the management; and (d) does not shy away from asking hard and uncomfortable questions during Board deliberations and willing to delve deeper if the responses provided are not satisfactory.
Appendix II
Desirable Characteristics of Directors
1. Personal Characteristics
2. Core Competencies
3. Commitment to the Company
4. Team and Company Considerations
Appendix III
Schedule of Matters Reserved for the Board
Matters which the Board considers suitable for delegation are contained in the terms of reference of its committees.
The Board will receive reports and recommendations from time to time on any matter which it considers significant to the Group. |