>> MIM Speaks
TOWARDS MORE POLISHED DIRECTORS
OCT 11, 1998 -
THE SUN
NO business can avoid the tide of internationalisation, what
with the continuing liberalisation of trade, globalisation of
the world economy and the acceleration of technological
advancements. Along with it are changes in the socio-economic
and political arena as well as the accompanying opportunities,
risks and underlying trends.
A business must either participate in the flow or face
possible extinction or be a candidate for acquisition.
Whatever the response or choice made, corporations today face
greater organizational demands given such a new paradigm in
the business environment.
This article discusses the changing demands in the role of
Malaysian company directors in response to the fundamental
shifts in the business environment. It explores the challenges
faced by directors in their critical roles as corporate
leaders, strategists and change agents, all of which assume
great importance in the organisation particularly in
public-listed companies with international trade, how well
directors fulfil these roles is critical to the company's
success.
The growing complexities of the business and legal
environments have resulted in a situation where directors
increasingly rely heavily on their advisers, namely company
secretaries, accountants and lawyers. This need is further
exacerbated by the impetus towards reformation in corporate
governance ala legislative amendments and regulations through
governmental agencies (such as the Registry of Companies and
the Securities Commission).
Understandably, this great reliance on outside advice is due
in main to the ever-widening scope of duties and liabilities
of directors and to the higher standards of accountability,
transparency and integrity expected of them.
It is expected of directors and the organisations they lead to
enter the next millennium with a new dynamic world view one
that offers new challenges and opportunities alongside a real
threat to organizational survival in the light of intense and
continuing market competition and other risk factors
associated with cross-border trading.
Directors, therefore, will require more than administrative
prowess in carrying out their roles and duties in meeting the
requirements of the law, which are the "hard issues" of
management encompassing mainly the statutory and fiduciary
roles. They are now required as well to have an astute
understanding of the "soft issues" of management, vis-a-vis
the business and society.
Herein lie the more complex areas of corporate management,
which include rethinking corporate strategies, embracing state
of the art technologies, reshaping the organizational
structure, redefining organisational culture projecting
corporate beliefs and values, and measuring up to the social
and moral responsibility to society as a good corporate
citizen.
Who then is a company director? The Malaysian Companies Act
1965 does not give a comprehensive definition, but the term
director describes any person occupying the position of
director by whatever name called, whether by right or not, and
includes an alternate or substitute director.
Given that the business of the company shall be managed by the
directors who may exercise all the powers of the company,
indeed the directors' role in the corporate world can be wide
and onerous.
It is not surprising, therefore, that corporate directorship
today demands a commitment to guide the company towards
excellence. This demand exacts an enlightened view of the
role of the organisation in the context of a rapidly changing
environment.
In this respect, a director is encumbered with the
responsibility to exercise his powers in the best interests of
the company and with a high level of professionalism, whether
in the capacity of an executive or non-executive director.
In practice, there appears to be a distinction between
non-executive directors and executive directors. The former
are involved in the collective decision of the board of
directors but have no other functions (except that which is
expressly delegated), while the latter are managing or
executive directors who in addition to their function of
attending board of directors meetings are also employed
full-time.
Regardless, under the Companies Act, both are considered
officers of the company and are held responsible for the
direction and management of its corporate affairs.
In general, there are three basic functional roles of
directors: directing, auditing (of company performance) and
legitimising (approving matters beyond the powers of the
management).
A new professional standard
Professionalism, according to Prof A.A. Patterson in his work
entitled Changing Perception of Professionalism, was
traditionally understood in the earlier part of this century
to represent a particular balance between the competing
variables of public interest, client interest, firm interest,
and self- interest.
Today, the pressure of market forces seem to have redefined it
as representing a balance in the tension between ethics and
economics, or between public interest and self-interest.
For public-listed company directors, the call for the highest
professionalism is even more significant today in view of the
greater level of scrutiny and transparency stakeholders and
interest groups (such as investors, creditors, employees,
environmentalist, and the state) place on them.
The degree of confidence investors place in the Malaysian
securities market is of national concerns the Government as it
has economic, social and political consequences. Investors
want a healthy, secure and transparent market where there is
adequate disclosure of corporate information.
This is a market where they are assured of getting fair, equal
and timely access to all corporate information that will
enable them to make confident choices about companies and to
assess more accurately the soundness of their management.
The day-to-day affairs of the company may be delegated to the
management of the company, but directors cannot afford to be
pasive observers of management. At no time can directors plead
ignorance over their statutory responsibilities, including the
attendant moral and ethical obligations.
Allowing companies to be Stun as though they are their own
private businesses should not be entertained. Guarding against
complacency, indifference and lack of vigilance will save the
director much trouble for non-compliance of the law.
In fact, directors must act independently of the management
and stand ready to intervene and "flex their muscles," if
needed, and exercise final judgment on matters material to the
company.
The investing public today is more informed and literate and
their expectations are certainly much higher. It is,
therefore, not enough for directors just to know the law and
the rules and ensure that the minimum legal requirements are
complied with.
A higher degree of care, competence and diligence imbued with
a deep sense of honesty, integrity and accountability should
constitute the director's credo. This greater expectation for
transparency is recently reflected in the corporate scene with
the establishment of the Malaysian Institute of Corporate
Governance and the amendments to the Securities Industry Act
and the Companies Act.
The role of Malaysian company directors is becoming more and
more onerous. This trend is not expected to abate and this is
as it should be in the light of the nation's stride towards
realising Vision, 2020. The responsibility for the realisation
of an industrialized economy cannot be that of the Government
alone. r
Legislations and regulatory frameworks, no matter how well
formulated, by themselves are o substitute for good corporate
governance, sound management and high ethical standards by
directors and the management alike. Experience also shows that
no system of supervision or control mechanisms, however
vigorous, can guarantee that there will not be abuses or
betrayals from the very people who have been empowered and
entrusted with the vital task of directing a company.
Surely the management philosophy that continuous learning,
which is seen as critical to the survival of a business, be
solely confined to all individuals in the organization to the
exclusion of directors, does not hold water.
The acquisition and the utility of knowledge can only enhance
the professional calibre of the Malaysian company director in
per- forming his statutory and fiduciary role and will no
doubt make him more efficient and effective in his conduct of
the business of the company that he directs. It should not be
surprising that this will in turn make him not only an
indispensable but a highly valued part of the management team.
The process of professionalising Malaysian company directors
should take on a new and dynamic dimension - one that will
ensure an orderly development of the corporate sector with
effective and responsible management. Directors must live up
to the expectations of our times by portraying the highest
professionalism and ethics in the conduct of their businesses.
This, besides instilling a sense of "spiritual wellness" in
the individual, will enhance the corporate image of the
company' and go a long way in strengthening the corporate
identity.
The natural spin-off of the professionalising process will be
greater and more wide-ranging participation of private sector
companies in nation building. As well as being the engine of
growth of the nation ultimately the corporate sector should be
ready to take lead in the socio economic change with the long
term objective achieving a higher standard and quality of life
for our society.
Then society will recognise the important role that Malaysian
company directors play in the corporate sector, spawning a
continuous flow of investment, both local and foreign, that
will provide the impetus for economic robustness.
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