Investor relatIons In MalaYsIa 20relat17Ions awards - … relations in malaysia malaysian investor...

20177th Investor relatIons awards

10 Years Championing

Investor relatIons In MalaYsIa

MALAYSIAN INVESTOR RELATIONS ASSOCIATION (777008-W)

Annexe Building, Bursa Malaysia, Exchange Square, Bukit Kewangan 50200 Kuala Lumpur, Malaysia

Tel : (+603) 20347000 Fax : (+603) 27320771 Email : [email protected]

w w w . m i r a . c o m . m y

OVERVIEW

The Malaysian Investor Relations Association (MIRA) was established in June 2007 by Bursa Malaysia (the Stock Exchange of Malaysia), and is funded by the Capital Market Development Fund (CMDF), a statutory fund under the purview of Securities Commission Malaysia.

• MIRA is the first and only professional association for Investor Relations (IR) in Malaysia.

• MIRA organises seminars and training workshops conducted by industry leaders and IR experts to train the IR community. These are “enrichment” programmes, aimed at providing members with exposure to money-can’t-buy-aspects of IR for the community.

• MIRA organizes the annual Malaysian IR Awards to recognize exemplary best practices in IR among public-listed companies and their management.

• MIRA organizes engagement sessions to meet with analysts, fund managers and institutional investors.

• MIRA provides In-house Board training for Board of Directors and Senior Management Level.

• MIRA assists and guides companies to establish viable IR functions and implement effective IR programmes.

• MIRA provides networking opportunities via knowledge-sharing sessions for IR professionals to meet, exchange views and grow in their practice.

• Since 2009, MIRA, in partnership with the IR Society, United Kingdom, conducts the Certificate in Investor Relations (“CIR”) examination, a professional examination recognised internationally.

BOARD OF DIRECTORS

ABOUT MIRA

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

2

PROGRAMME

12:00 P.M. : Arrival and registration of guests and media

12:30 P.M. : Welcome remarks by Mr. Steven Tan Chek Chye, Chairman of MIRA

12:35 P.M. : Speech by YBhg. Datuk Seri Tajuddin Atan, Chief Executive Officer of Bursa Malaysia Berhad

12:45 P.M. : Keynote address by Guest of Honour, YBhg. Dato’ Ahmad Fairuz Zainol Abidin, Deputy Chief Executive Securities Commission Malaysia

12:55 P.M. : Video presentation by IR Society of the UK

1:00 P.M. : Cake Cutting Ceremony to Celebrate MIRA 10th Year Anniversary

1:05 P.M. : Music Performance – Solo Violinist, Julian Lee

1:10 P.M. : Lunch

1:25 P.M. : Awards Presentation

2:00 P.M. : On stage photography session with all award winners together with Guests of Honour

2:30 P.M. : End of programme

10 Years Championing investor relations in malaYsia

CHAIRMAN’S MESSAGE

Dear MIRA members and the Investor Relations (“IR”) Community,

in conjunction with the momentous occasion of mira’s 10th anniversary, as well as the 7th edition of the annual ir awards, we are featuring the “7 Wonders of mira” at the awards luncheon ceremony. the platform will showcase mira’s transformation over the years, and to recognise and honour past winners in malaysia’s investor relations awards history.

The celebration of MIRA’s 10th Anniversary is indeed a milestone. From very humble beginnings, in 2007, set up to meet the growing importance of investor relations in PLCs, we have come a long way and is now a fully-fledged organisation, actively engaged with PLCs and stakeholders alike. MIRA carries out up-to-date initiatives to enhance communication between PLCs and the investment community. Besides conducting regular workshops, we have evolved towards providing series of initiatives to shape up IR’s professional development, such as encouraging continuous PLC engagement with institutions and analysts, in-house training for Board members, collaborative efforts with relevant organisations and most recently, supporting Mid and Small-Cap companies in the MIDs Research Scheme. It is heartening to report that we have received encouraging response for our initiatives.

Alongside today’s celebration, I am delighted to present the newest edition of our IR Awards Supplement, featuring insightful articles and commentaries from IR professionals, service providers and advocates for the industry. The insights they provide will certainly be of great relevance in enriching your commitment and contribution to the capital markets. The diverse perspectives on different areas of the IR landscape that they share can invigorate new ideas and initiatives as you plan your IR strategies moving forward.

With the global business environment growing in complexity, demand for focused investor relations is now greater than ever. The requirement for ad-hoc financial updates and business intelligence is at an all-time high, with added focus on management of corporate governance and disclosure by regulators, as well as rise in shareholder activism. In coping with these developments, and meeting the changing needs of long-term stakeholders, effective IR policies and practices will significantly assist in positioning companies to meet these trends and to better position for longer term sustainability.

Investors are increasingly integrating sustainability or Environmental Social and Governance (ESG), issues and metrics into their decision-making. Hence, sustainability reporting is fast-emerging as a common best practice employed by companies worldwide. Emphasising sustainability can help organisations manage their economic, social and environmental impacts, mitigate risks, improve operational efficiency and improve business performance. This can boost employee morale, build investors and stakeholders’ trust and confidence. MIRA is assisting the Mid and Small-Cap PLCs transition to sustainability reporting, a disclosure requirement, and have organised public trainings, as well as in-house workshops for Boards of Directors and the implementers.

STEVEN TANCHAIRMAN

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

3

4

CHAIRMAN’S MESSAgE (CONT’D)

Our tagline for the 2017 MIRA Awards, “10 Years of Championing Investor Relations”, signifies our continued journey in driving high standards of IR practices and recognition of the significant roles the nominees have played in the IR industry in meeting their investment objectives. We are seeing greater sector diversity within the list of nominees for the various award categories, providing acknowledgements for a wider range of PLCs of their IR activities and amplify their presence amongst the investor community. It is our hope that their nominations will catalyse an elevation of their IR practices to the next level and be an inspiration for other PLCs to pursue more innovative IR programmes.

In our march towards supporting PLC IR initiatives, MIRA will continue to run the well-received regular topical workshops. In addition, a series of programmes will be targeted towards the 100 Mid & Small Caps firms identified under the MIDs Research Scheme. Besides the educational series, roadshows are being planned for selected PLCs to meet with both the buy and sell-side.

In conclusion, I would like to extend my heartfelt appreciation to the Securities Commission, the Capital Market Development Fund and Bursa Malaysia for their continuous support of MIRA and our initiatives. I would also like to express my thanks to all partners and collaborative bodies who have also supported as well as worked alongside us over the past 10 years.

My sincerest gratitude goes out to all our sponsors this year, Honestbee Sdn Bhd, Berjaya Starbucks Coffee Company Sdn Bhd, Boardroom Corporate Services (KL) Sdn. Bhd., Esente Communications Sdn Bhd, Imej Jiwa Communications Sdn Bhd, Berjaya Roasters Malaysia Sdn Bhd, Wen Berjaya Sdn Bhd, ShareInvestor Malaysia, 7-Eleven Malaysia Holdings Berhad, and Pencetak Weng Fatt Sdn Bhd, our official media partners, Astro Awani, Focus Malaysia and Smart Investor for their generosity and kind support of the 2017 MIRA Awards, not forgetting our event managers and support staff. Last but not least, my appreciation to the hardworking team at the MIRA Secretariat who have worked hard to ensure yet another successful event. Congratulations to all the nominees and award winners. It is my hope that you will reach even higher levels of IR excellence, and to serve as an inspiration for all PLCs to strive for greater heights.

Thank You

5

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

7

NO. BEST COMPANY fOR INVESTOR RELATIONS – LARgE

1. AMMB HOLDINGS BERHAD

2. ASTRO MALAYSIA HOLDINGS BERHAD

3. AXIATA GROUP BERHAD

4. BRITISH AMERICAN TOBACCO (M) BERHAD

5. CIMB GROUP HOLDINGS BERHAD

6. DIGI.COM BERHAD

7. GENTING BERHAD

8. GENTING MALAYSIA BERHAD

9. HAP SENG CONSOLIDATED BERHAD

10. HONG LEONG BANK BERHAD

11. HONG LEONG FINANCIAL GROUP BERHAD

12. IHH HEALTHCARE BERHAD

13. IJM CORPORATION BERHAD

14. IOI CORPORATION BERHAD

15. KLCC PROP&REITS-STAPLED SECURITIES

16. KUALA LUMPUR KEPONG BERHAD

17. MALAYAN BANKING BERHAD

18. MAXIS BERHAD

19. MISC BERHAD

20. NESTLÉ (M) BERHAD

21. PETRONAS CHEMICALS GROUP BERHAD

22. PETRONAS DAGANGAN BERHAD

23. PETRONAS GAS BERHAD

24. PPB GROUP BERHAD

25. PUBLIC BANK BERHAD

26. RHB BANK BERHAD

27. SIME DARBY BERHAD

28. TELEKOM MALAYSIA BERHAD

29. TENAGA NASIONAL BERHAD

30. WESTPORTS HOLDINGS BERHAD

31. YTL CORPORATION BERHAD

NOMINATIONSLarge Cap - Survey Findings and Data for 2017

Based on data provided by WeConvene Extel as at 13 August 2017

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

810. Jeeva Arulampalam - MALAYAN BANKING BERHAD

11. Audrey Ho Swee Fong - MAXIS BERHAD

12. Nur Asyirin Ibrahim - PETRONAS DAGANGAN BERHAD

13. Harris Bin Harun - PETRONAS GAS BERHAD

14. Koh Mei Lee - PPB GROUP BERHAD

15. Chang Siew Yen - PUBLIC BANK BERHAD

16. Ng Seiw Kuan - PUBLIC BANK BERHAD

17. Benjamin Poh Chee Fong - SIME DARBY BERHAD

18. Christine Lau Fei Ling - SIME DARBY BERHAD

19. Rohaila Mohamed Basir - TELEKOM MALAYSIA BERHAD

20. Anida Ishak - TENAGA NASIONAL BERHAD

21. Nura Nadia Abd Hadi - TENAGA NASIONAL BERHAD

22. Sherleen Azfiza Azli - TENAGA NASIONAL BERHAD

23. Chang Kong Meng - WESTPORTS HOLDINGS BERHAD

24. Dato’ Lucius Jesudason Chong - YTL CORPORATION BERHAD

NOMINATIONSLarge Cap - Survey Findings and Data for 2017 (cont’d)

NO. BEST CHIEf ExECuTIVE OffICER fOR INVESTOR RELATIONS – LARgE

1. Dato’ Sulaiman Mohd Tahir - AMMB HOLDINGS BERHAD

2. Tan Sri Jamaludin Ibrahim - AXIATA GROUP BERHAD

3. Tengku Dato’ Sri Zafrul Aziz Tengku Abdul Aziz - CIMB GROUP HOLDINGS BERHAD

4. Albern Murty - DIGI.COM BERHAD

5. Domenic Fuda - HONG LEONG BANK BERHAD

6. Dato’ Soam Heng Choon - IJM CORPORATION BERHAD

7. Dato’ Lee Yeow Chor - IOI CORPORATION BERHAD

8. Datuk Hashim Bin Wahir - KLCC PROP&REITS-STAPLED SECURITIES

9. Tan Sri Dato’ Seri Lee Oi Hian - KUALA LUMPUR KEPONG BERHAD

10. Datuk Abdul Farid Alias - MALAYAN BANKING BERHAD

11. Morten Lundal - MAXIS BERHAD

12. Yee Yang Chien - MISC BERHAD

13. Tan Sri Dato Sri Tay Ah Lek - PUBLIC BANK BERHAD

14. Tan Sri Dato’ Seri Mohd Bakke Salleh - SIME DARBY BERHAD

15. Datuk Seri Ir. Azman Bin Mohd - TENAGA NASIONAL BERHAD

16. Ruben Emir Gnanalingam Bin Abdullah - WESTPORTS HOLDINGS BERHAD

NO. BEST INVESTOR RELATIONS PROfESSIONAL – LARgE

1. Ganesh Kumar Nadarajah - AMMB HOLDINGS BERHAD

2. Raymond Tan - ASTRO MALAYSIA HOLDINGS BERHAD

3. Clare Chin - AXIATA GROUP BERHAD

4. Steven Tan Chek Chye - CIMB GROUP HOLDINGS BERHAD

5. Winnie Ooi Guat Suan - DIGI.COM BERHAD

6. Penelope Koh - IHH HEALTHCARE BERHAD

7. Shane Guha Thakurta - IJM CORPORATION BERHAD

8. Bindu Menon - KLCC PROP&REITS-STAPLED SECURITIES

9. Lim Poh Poh - KUALA LUMPUR KEPONG BERHAD


MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

9

NOMINATIONSLarge Cap - Survey Findings and Data for 2017 (cont’d)

NO. BEST CHIEf fINANCIAL OffICER fOR INVESTOR RELATIONS – LARgE

1. Shahnaz Jammal - CIMB GROUP HOLDINGS BERHAD

2. Foong Pik Yee - HONG LEONG BANK BERHAD

3. Cyrus Eruch Daruwalla - IJM CORPORATION BERHAD

4. Annuar Marzuki Bin Abdul Aziz - KLCC PROP&REITS-STAPLED SECURITIES

5. Martin Peter Kruegel - NESTLÉ (M) BERHAD

6. Rashidah Alias - PETRONAS CHEMICALS GROUP BERHAD

7. Yik Sook Ling - PUBLIC BANK BERHAD

8. Datuk Tong Poh Keow - SIME DARBY BERHAD

9. Datuk Fazlur Rahman Bin Zainuddin - TENAGA NASIONAL BERHAD

NO. BEST INVESTOR RELATION WEBSITE – LARgE


2. ASTRO MALAYSIA HOLDINGS BERHAD


4. BRITISH AMERICAN TOBACCO (M) BERHAD


6. DIGI.COM BERHAD





11. MAXIS BERHAD

12. MISC BERHAD



15. PETRONAS DAGANGAN BERHAD




19. RHB BANK BERHAD






MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

10

NOMINATIONSMid Cap - Survey Findings and Data for 2017

NO. BEST COMPANY fOR INVESTOR RELATIONS – MID

1. AEON CO. (M) BERHAD

2. AEON CREDIT SERVICE (M) BERHAD

3. AIRASIA BERHAD

4. AIRASIA X BERHAD

5. ALLIANCE FINANCIAL GROUP BERHAD

6. ALLIANZ MALAYSIA BERHAD

7. AXIS-REIT MANAGERS BERHAD

8. BERMAZ AUTO BERHAD

9. BIMB HOLDINGS BERHAD

10. BUMI ARMADA BERHAD

11. CAHYA MATA SARAWAK BERHAD

12. CAPITALAND MALAYSIA MALL TRUST

13. DIALOG GROUP BERHAD

14. EASTERN & ORIENTAL BERHAD

15. ECO WORLD DEVELOPMENT GROUP BERHAD

16. EKOVEST BERHAD

17. FELDA GLOBAL VENTURES HOLDINGS BERHAD

18. GAMUDA BERHAD

19. GAS MALAYSIA BERHAD

20. GD EXPRESS CARRIER BERHAD

21. GENTING PLANTATIONS BERHAD

22. HARTALEGA HOLDINGS BERHAD

23. HEINEKEN MALAYSIA BERHAD

24. IJM PLANTATIONS BERHAD

25. INARI AMERTRON BERHAD

26. KAREX BERHAD

27. LPI CAPITAL BERHAD

28. MAH SING GROUP BERHAD

29. MALAKOFF CORPORATION BERHAD

30. MALAYSIA AIRPORTS HOLDINGS BERHAD

31. MALAYSIA MARINE AND HEAVY ENGINEERING HOLDINGS BERHAD

32. MATRIX CONCEPTS HOLDINGS BERHAD

33. MY E.G. SERVICES BERHAD

34. PAVILION REAL ESTATE INVESTMENT TRUST

35. PRESS METAL BERHAD

36. SAPURA ENERGY BERHAD

37. SARAWAK OIL PALMS BERHAD

38. SKP RESOURCES BERHAD

39. SP SETIA BERHAD

40. SUNWAY BERHAD

41. SUNWAY CONSTRUCTION GROUP BERHAD

42. SUNWAY REAL ESTATE INVESTMENT TRUST


MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

11

NO. BEST INVESTOR RELATIONS PROfESSIONAL – MID

1. Elina Effendi - AIRASIA BERHAD

2. Hanif Idrose Mohamed - AIRASIA X BERHAD

3. Tan Hong Ian - ALLIANCE FINANCIAL GROUP BERHAD

4. Chan Tze Wee - AXIS-REIT MANAGERS BERHAD

5. Dato’ Francis Lee Kok Chuan - BERMAZ AUTO BERHAD

6. Tony Toh - BERMAZ AUTO BERHAD

7. Sahil Singh Dev - CAHYA MATA SARAWAK BERHAD

8. Jasmine Loo - CAPITALAND MALAYSIA MALL TRUST

9. Chew Eng Kar - DIALOG GROUP BERHAD

10. Yeonzon Yeow - EASTERN & ORIENTAL BERHAD

11. Azril Rashid Abdul Rashid - ECO WORLD DEVELOPMENT GROUP BERHAD

12. Wong Sheue Yann - ECO WORLD DEVELOPMENT GROUP BERHAD

13. Daniel Lee - FELDA GLOBAL VENTURES HOLDINGS BERHAD

14. Clarence Boudville - GAMUDA BERHAD

15. Zulkifli Mawardi - GAS MALAYSIA BERHAD

16. Jerry Lee - GD EXPRESS CARRIER BERHAD

17. Benjamin Low - GENTING PLANTATIONS BERHAD

18. Albert Huang Jiunn Min - HARTALEGA HOLDINGS BERHAD

19. Chan Siew Lin - INARI AMERTRON BERHAD

20. Ian Leong - KAREX BERHAD

21. Jayden Liew - MAH SING GROUP BERHAD

22. Khaw Bee Nee - MAH SING GROUP BERHAD

23. Zaida Alia Shaari - MALAKOFF CORPORATION BERHAD

24. Zeid Abdul Razak - MALAYSIA AIRPORTS HOLDINGS BERHAD

25. Ong Hui Ling - PAVILION REAL ESTATE INVESTMENT TRUST

26. Freddie Yap - QL RESOURCES BERHAD

27. Rais Imran - SAPURA ENERGY BERHAD

28. Eric Kiu Kwong Seng - SARAWAK OIL PALMS BERHAD

29. Justine Jiew Jay Jee - SP SETIA BERHAD

30. Mandy Lim Min Li - SUNWAY BERHAD

31. Kee Suan Shih -SUNWAY BERHADBased on data provided by WeConvene Extel as at 13 August 2017

NO. BEST COMPANY fOR INVESTOR RELATIONS – MID43. TA ANN HOLDINGS BERHAD

44. TIME DOTCOM BERHAD

45. TOP GLOVE CORPORATION BERHAD

46. TSH RESOURCES BERHAD

47. UEM SUNRISE BERHAD

48. UMW HOLDINGS BERHAD

49. UNISEM (M) BERHAD

50. UNITED PLANTATIONS BERHAD

51. UOA DEVELOPMENT BERHAD

52. V.S. INDUSTRY BERHAD

53. WCT HOLDINGS BERHAD

54. YINSON HOLDINGS BERHAD

NOMINATIONSMid Cap - Survey Findings and Data for 2017 (cont’d)

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

12

NO. BEST CHIEf ExECuTIVE OffICER fOR INVESTOR RELATIONS – MID

1. Tan Sri Dr. Tony Fernandes - AIRASIA BERHAD

2. Joel Kornreich - ALLIANCE FINANCIAL GROUP BERHAD

3. Leong Kit May - AXIS-REIT MANAGERS BERHAD

4. Dato’ Sri Ben Yeoh Choon San - BERMAZ AUTO BERHAD

5. Dato’ Richard Alexander John Curtis - CAHYA MATA SARAWAK BERHAD

6. Low Peck Chen - CAPITALAND MALAYSIA MALL TRUST

7. Kok Tuck Cheong - EASTERN & ORIENTAL BERHAD

8. Dato’ Chang Khim Wah - ECO WORLD DEVELOPMENT GROUP BERHAD

9. Dato’ Zakaria Arshad - FELDA GLOBAL VENTURES HOLDINGS BERHAD

10. Dato’ Lin Yun Ling - GAMUDA BERHAD

11. Teong Teck Lean - GD EXPRESS CARRIER BERHAD

12. Joseph Tek Choon Yee - IJM PLANTATIONS BERHAD

13. Lau Kean Cheong - INARI AMERTRON BERHAD

14. Goh Miah Kiat - KAREX BERHAD BERHAD

15. Tan Kok Guan - LPI CAPITAL BERHAD

16. Datuk Badlisham Bin Ghazali - MALAYSIA AIRPORTS HOLDINGS BERHAD

17. Manuel Zarauza Brandulas - MALAYSIAN PACIFIC INDUSTRIES BERHAD

18. Dato’ Lee Tian Hock - MATRIX CONCEPTS HOLDINGS BERHAD

19. Wong Thean Soon - MY E.G. SERVICES BERHAD

20. Yong Pang Chaun - PADINI HOLDINGS BERHAD

21. Philip Ho - PAVILION REAL ESTATE INVESTMENT TRUST

22. Dato’ Mohd Shukrie Bin Mohd Salleh - POS MALAYSIA BERHAD

23. Tan Sri Dato’ Seri Shahril Shamsuddin - SAPURA ENERGY BERHAD

24. Wong Hee Kwong - SARAWAK OIL PALMS BERHAD

25. Dato’ Khor Chap Jen - SP SETIA BERHAD

26. Chung Soo Kiong - SUNWAY CONSTRUCTION GROUP BERHAD

27. Dato’ Jeffrey Ng Tiong Lip - SUNWAY REAL ESTATE INVESTMENT TRUST

28. Rohaizad Darus - UMW OIL & GAS CORPORATION BERHAD

29. John Chia Sin Tet - UNISEM (M) BERHAD

30. Dato’ Carl Bek-Nielsen - UNITED PLANTATIONS BERHAD

31. Lim Chern Yuan - YINSON HOLDINGS BERHAD

NO. BEST INVESTOR RELATIONS PROfESSIONAL – MID32. Elaine Lai - SUNWAY CONSTRUCTION GROUP BERHAD

33. Crystal Teh Lay Ling - SUNWAY REAL ESTATE INVESTMENT TRUST

34. Marcus Dusun - TA ANN HOLDINGS BERHAD

35. Delano Abdul Kadir - TIME DOTCOM BERHAD

36. See Sook Fong - TOP GLOVE CORPORATION BERHAD

37. Frederick Tan Aik Yong - TSH RESOURCES BERHAD

38. S. Vikneshwaran - UMW HOLDINGS BERHAD

39. Tengku Nor Azah Tengku Mahmood - UMW HOLDINGS BERHAD

40. Yap Kang Beng - UOA DEVELOPMENT BERHAD

41. Ng Chee Kiet - WCT HOLDINGS BERHAD



MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

13

NO. BEST CHIEf fINANCIAL OffICER fOR INVESTOR RELATIONS – MID

1. How Kim Lian - AIRASIA BERHAD

2. Raymond Wong Lai Loong - ALLIANCE FINANCIAL GROUP BERHAD

3. Charles Ong Eng Chow - ALLIANZ MALAYSIA BERHAD

4. Nikki Ng - AXIS-REIT MANAGERS BERHAD

5. Malkit Singh Maan - BIMB HOLDINGS BERHAD

6. Syed Hizam Alsagoff - CAHYA MATA SARAWAK BERHAD

7. Zainab Mohd Salleh - DIALOG GROUP BERHAD

8. Kok Boon Heah - ECO WORLD DEVELOPMENT GROUP BERHAD

9. Purushothaman A/L Kumaran - IJM PLANTATIONS BERHAD

10. Raja Azmi Bin Raja Nazuddin - MALAYSIA AIRPORTS HOLDINGS BERHAD

11. Tan Say Kuan - MATRIX CONCEPTS HOLDINGS BERHAD

12. Choy Kah Yew - SP SETIA BERHAD

13. Chong Chang Choong - SUNWAY BERHAD

14. Ng Bee Lien - SUNWAY CONSTRUCTION GROUP BERHAD

15. Wai Sow Fun - SUNWAY REAL ESTATE INVESTMENT TRUST

16. Cheng Wei Wei - TA ANN HOLDINGS BERHAD

17. Long Sher Neng - TIME DOTCOM BERHAD

18. Lim Cheong Guan - TOP GLOVE CORPORATION BERHAD

19. Lim Lai Seng - TROPICANA CORPORATION BERHAD

20. Martin Bek-Nielsen - UNITED PLANTATIONS BERHAD

21. Chong Kian Fah - WCT HOLDINGS BERHAD

22. Tan Fang Fing - YINSON HOLDINGS BERHAD



MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

14

NO. BEST INVESTOR RELATIONS WEBSITE – MID

1. 7-ELEVEN MALAYSIA HOLDINGS BERHAD


3. AFFIN HOLDINGS BERHAD

4. AIRASIA BERHAD

5. AIRASIA X BERHAD


7. AXIS-REIT MANAGERS BERHAD








15. GAMUDA BERHAD




19. HEINEKEN MALAYSIA BERHAD




23. MALAYSIA MARINE AND HEAVY ENGINEERING HOLDINGS BERHAD

24. MATRIX CONCEPTS HOLDINGS BERHAD

25. MMC CORPORATION BERHAD






31. SCIENTEX BERHAD

32. SP SETIA BERHAD

33. SUNWAY BERHAD



36. SYARIKAT TAKAFUL MALAYSIA BERHAD




40. UMW OIL & GAS CORPORATION BERHAD



MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

15


NO. BEST INVESTOR RELATIONS WEBSITE – MID 41. UNISEM (M) BERHAD



44. WCT HOLDINGS BERHAD



MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

16

NO. BEST COMPANY fOR INVESTOR RELATIONS – SMALL

1. AHMAD ZAKI RESOURCES BERHAD

2. ALAM MARITIM RESOURCES BERHAD

3. AL-'AQAR HEALTHCARE REIT

4. AMWAY (M) HOLDINGS BERHAD

5. ANN JOO RESOURCES BERHAD

6. ATLAN HOLDINGS BERHAD

7. BENALEC HOLDINGS BERHAD

8. BERJAYA ASSETS BERHAD

9. BERJAYA FOOD BERHAD

10. BINA DARULMAN BERHAD

11. BISON CONSOLIDATED BERHAD

12. BOILERMECH HOLDINGS BERHAD

13. CB INDUSTRIAL PRODUCT HOLDING BERHAD

14. CCK CONSOLIDATED HOLDINGS BERHAD

15. CCM DUOPHARMA BIOTECH BERHAD

16. CENTURY LOGISTICS HOLDINGS BERHAD

17. CHEMICAL COMPANY OF MALAYSIA BERHAD

18. COCOALAND HOLDINGS BERHAD

19. CSC STEEL HOLDINGS BERHAD

20. DAGANG NEXCHANGE BERHAD

21. DAIBOCHI PLASTIC AND PACKAGING INDUSTRY BERHAD

25. DESTINI BERHAD

26. DKSH HOLDINGS (M) BERHAD

27. E.A. TECHNIQUE (M) BERHAD

28. ECONPILE HOLDINGS BERHAD

29. ENRA GROUP BERHAD

30. EXCEL FORCE MSC BERHAD

31. GADANG HOLDINGS BERHAD

32. GHL SYSTEMS BERHAD

33. GLOBETRONICS TECHNOLOGY BERHAD

34. HEKTAR REAL ESTATE INVESTMENT TRUST

35. HIAP TECK VENTURE BERHAD

36. IKHMAS JAYA GROUP BERHAD

37. IRIS CORPORATION BERHAD

38. KIM LOONG RESOURCES BERHAD

39. KIMLUN CORPORATION BERHAD

40. MEDIA PRIMA BERHAD

41. MRCB-QUILL REIT

42. MUHIBBAH ENGINEERING (M) BERHAD

43. OLDTOWN BERHAD

44. PESTECH INTERNATIONAL BERHAD

45. PETRA ENERGY BERHAD

NOMINATIONSSmall Cap - Survey Findings and Data for 2017


MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

17NO. BEST INVESTOR RELATIONS PROfESSIONAL – SMALL

1. Kamal Hadi Bin Muhamad - ALAM MARITIM RESOURCES BERHAD

2. Sahrin Bin Munir - AL-'AQAR HEALTHCARE REIT

3. Lim Zee Yang - CB INDUSTRIAL PRODUCT HOLDING BERHAD

4. Sharifah Kasim Al Edrus - DAGANG NEXCHANGE BERHAD

5. Low Jin Wei - DAIBOCHI PLASTIC & PACKAGING INDUSTRY BERHAD

6. The Kun Ann - ECONPILE HOLDINGS BERHAD

7. Chew Yit Fan - EVERSENDAI CORPORATION BERHAD

8. Sharifah Nur Adibah Aljufri - MEDIA PRIMA BERHAD

9. Joyce Loh Mun Ching - MRCB-QUILL REIT

10. Michael Chan - MUHIBBAH ENGINEERING (M) BERHAD

11. Stanley Khoo - OCK GROUP BERHAD

12. See Thuan Po - POWER ROOT BERHAD

13. James Tan Soon Huat - TAN CHONG MOTOR HOLDINGS BERHAD

14. Aisyatul Aizzura Salha Abdul Rahim - TH PLANTATIONS BERHAD

15. Victor Ong - TIONG NAM LOGISTICS HOLDINGS BERHAD

16. Yap Wai Yee - TUNE PROTECT GROUP BERHAD

17. Dennis Saw - UZMA BERHAD

NO. BEST CHIEf ExECuTIVE OffICER fOR INVESTOR RELATIONS – SMALL

1. Dato' Izham Bin Yusoff - BINA DARULAMAN BERHAD

2. Dang Tai Luk - BISON CONSOLIDATED BERHAD

3. Leong Yew Cheong - BOILERMECH HOLDINGS BHD

4. Datuk Lim Chai Beng - CB INDUSTRIAL PRODUCT HOLDING BERHAD

5. Leonard Ariff Bin Abdul Shatar - CCM DUOPHARMA BIOTECH BERHAD

6. Zainal Abidin Bin Abdul Jalil - DAGANG NEXCHANGE BERHAD


NOMINATIONSSmall Cap - Survey Findings and Data for 2017 (cont’d)

NO. BEST COMPANY fOR INVESTOR RELATIONS – SMALL46. POH HUAT RESOURCES HOLDINGS BERHAD

47. TAMBUN INDAH LAND BERHAD

48. TAN CHONG MOTOR HOLDINGS BERHAD

49. TH PLANTATIONS BERHAD

50. TIONG NAM LOGISTICS HOLDINGS BERHAD

51. TUNE PROTECT GROUP BERHAD

52. UNITED MALACCA BERHAD

53. UZMA BERHAD

54. VITROX CORPORATION BERHAD

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

18

NO. BEST CHIEf ExECuTIVE OffICER fOR INVESTOR RELATIONS – SMALL

7. Dato' Ir. Abdul Hak Bin Md Amin - E.A. TECHNIQUE (M) BERHAD

8. Raymond Pang - ECONPILE HOLDINGS BERHAD

9. Tan Cheik Eaik - ELSOFT RESEARCH BERHAD

10. Ho Wen Yan- HUA YANG BERHAD

11. Lim Syn Soo - KESM INDUSTRIES BERHAD

12. John Chua Seng Chai - KIM HIN INDUSTRY BERHAD

13. Gooi Seong Heen - KIM LOONG RESOURCES BERHAD

14. Yong Su Lin - MRCB-QUILL REIT

15. Yap Wai Khee - OCK GROUP BERHAD

16. Lee Siew Heng - OLDTOWN BERHAD

17. Lim Pay Chuan - PESTECH INTERNATIONAL BERHAD

18. Tay Kim Huat - POH HUAT RESOURCES HOLDINGS BERHAD

19. Ir. Teh Kiak Seng - TAMBUN INDAH LAND BERHAD

20. Freddie Lim - TASCO BERHAD

21. Dato' Kamarul Redzuan Bin Muhamed - UZMA BERHAD

22. Chu Jenn Weng - VITROX CORPORATION BERHAD

NO. BEST CHIEf fINANCIAL OffICER fOR INVESTOR RELATIONS – SMALL

1. Mohd Rizal Bin Zubair - BINA DARULAMAN BERHAD

2. Chong Siew Hoong - BISON CONSOLIDATED BERHAD

3. Bin Lay Thiam - ECONPILE HOLDINGS BERHAD

4. Ng Kok Choon - GLOBETRONICS TECHNOLOGY BERHAD

5. Chang Poh Seng - IRIS CORPORATION BERHAD

6. Shirleen Lee Poh Kwee - MUHIBBAH ENGINEERING (M) BERHAD

7. Lee Ing Tiong - POH HUAT RESOURCES HOLDINGS BERHAD

8. Sow Yeng Chow - SPRITZER BERHAD

9. Steve Neoh Sze Tsin - TAMBUN INDAH LAND BERHAD

10. Susan Lai Swee Kee - UNITED MALACCA BERHAD

NOMINATIONSSmall Cap - Survey Findings and Data for 2017


MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

19


NOMINATIONSSmall Cap - Survey Findings and Data for 2017 (cont’d)

NO. BEST INVESTOR RELATIONS WEBSITE – SMALL

1. AL-'AQAR HEALTHCARE REIT

2. APEX HEALTHCARE BERHAD

3. ASIA FILE CORPORATION BERHAD

4. ATLAN HOLDINGS BERHAD

5. AWC BERHAD


7. BINA DARULAMAN BERHAD


9. CCM DUOPHARMA BIOTECH BERHAD

10. CHIN WELL HOLDINGS BERHAD


12. DESTINI BERHAD


14. E.A. TECHNIQUE (M) BERHAD


16. FAVELLE FAVCO BERHAD


18. HAI-O ENTERPRISE BERHAD

19. HEKTAR REAL ESTATE INVESTMENT TRUST

20. ICON OFFSHORE BERHAD

21. IKHMAS JAYA GROUP BERHAD

22. IRIS CORPORATION BERHAD

23. MEDIA CHINESE INTERNATIONAL LIMITED

24. MRCB-QUILL REIT


26. OCK GROUP BERHAD

27. OLDTOWN BERHAD

28. POH HUAT RESOURCES HOLDINGS BERHAD

29. POWER ROOT BERHAD

30. SPRITZER BERHAD

31. TAMBUN INDAH LAND BERHAD

32. TAN CHONG MOTOR HOLDINGS BERHAD

33. UZMA BERHAD


35. WAH SEONG CORPORATION BERHAD

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

20

NO. BEST COMPANY fOR INVESTOR RELATIONS – MICRO

1. ABM FUJIYA BERHAD

2. ANCOM BERHAD

3. ASIA BRANDS BERHAD

4. BHS INDUSTRIES BERHAD

5. BIOALPHA HOLDINGS BERHAD

6. BRAHIM'S HOLDINGS BERHAD

7. CYL CORPORATION BERHAD

8. DEGEM BERHAD

9. EITA RESOURCES BERHAD

10. EP MANUFACTURING BERHAD

11. FARM'S BEST BERHAD

12. GREEN PACKET BERHAD

13. HO WAH GENTING BERHAD

14. HSS ENGINEERS BERHAD

15. KIM TECK CHEONG CONSOLIDATED BERHAD

16. LEON FUAT BERHAD

17. MALAYSIAN GENOMICS RESOURCE CENTRE BERHAD

18. NOTION VTEC BERHAD

19. OCEANCASH PACIFIC BERHAD

20. SIGNATURE INTERNATIONAL BERHAD

21. VISDYNAMICS HOLDINGS BERHAD

NO. BEST CHIEf ExECuTIVE OffICER fOR INVESTOR RELATIONS – MICRO

1. Hon Tian Kok - BIOALPHA HOLDINGS BERHAD

2. Alex Kang Pang Kiang - EG INDUSTRIES BERHAD

3. Fu Wing Hoong - EITA RESOURCES BERHAD

4. Dato' Ir. Nitchiananthan A/L Balasubramaniam - HSS ENGINEERS BERHAD

5. Tan Siew Chin - OCEANCASH PACIFIC BERHAD

6. Tan Kee Choong - SIGNATURE INTERNATIONAL BERHAD

7. Choy Ngee Hoe - VISDYNAMICS HOLDINGS BERHAD

NO. BEST CHIEf fINANCIAL OffICER fOR INVESTOR RELATIONS – MICRO

1. Cheryl Ng - EG INDUSTRIES BERHAD

2. Kow Poh Gek - EITA RESOURCES BERHAD

3. Liew Kok Seong - GREEN PACKET BERHAD

4. Ng Kuan Yee - HSS ENGINEERS BERHAD

5. Rizalzin Hashim Bin Mohammed - SEDANIA INNOVATOR BERHAD

6. Kok Poh Fui - XIN HWA HOLDINGS BERHAD

NO. BEST INVESTOR RELATIONS PROfESSIONAL – MICRO

1. Stephanie Liew - HSS ENGINEERS BERHAD

NOMINATIONSMicro Cap - Survey Findings and Data for 2017


MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

21

NO. BEST INVESTOR RELATIONS WEBSITE – MICRO

1. AEMULUS HOLDINGS BERHAD

2. AYS VENTURES BERHAD

3. BIOALPHA HOLDINGS BERHAD

4. BRAHIM'S HOLDINGS BERHAD

5. CAREPLUS GROUP BERHAD

6. CENSOF HOLDINGS BERHAD

7. CHOO BEE METAL INDUSTRIES BERHAD

8. CREST BUILDER HOLDINGS BERHAD

9. CUSCAPI BERHAD

10. DAMANSARA REALTY BERHAD

11. EITA RESOURCES BERHAD

12. GREEN PACKET BERHAD


14. INNITY CORPORATION BERHAD

15. KYM HOLDINGS BERHAD

16. LONDON BISCUITS BERHAD

17. OCEANCASH PACIFIC BERHAD

18. PERAK TRANSIT BERHAD

19. VISDYNAMICS HOLDINGS BERHAD


NOMINATIONSMicro Cap - Survey Findings and Data for 2017 (cont’d)

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

22

NO. BEST INVESTOR RELATIONS fOR AN IPO IN 2016 - ALL MALAYSIAN COMPANIES

1. BCM ALLIANCE BERHAD


3. CHIN HIN GROUP BERHAD

4. FOUNDPAC GROUP BERHAD


6. LKL INTERNATIONAL BERHAD

7. PECCA GROUP BERHAD

8. PERAK TRANSIT BERHAD

9. RANHILL HOLDINGS BERHAD

10. RHONE MA HOLDINGS BERHAD

11. SALUTICA BERHAD

NO. BuSINESS KNOWLEDgE & INSIgHTS Of INVESTOR RELATIONS TEAM - ALL MALAYSIAN COMPANIES



3. AEON CREDIT SERVICE (M) BERHAD

4. AIRASIA BERHAD

5. AIRASIA X BERHAD



8. AXIS-REITS MANAGERS BERHAD



11. BOILERMECH HOLDINGS BERHAD






17. DELEUM BERHAD


19. DIGI.COM BERHAD



22. GAMUDA BERHAD







NOMINATIONSOthers Categories - Survey Findings and Data for 2017


MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

23

NOMINATIONSOthers Categories - Survey Findings and Data for 2017 (cont’d)


29. HAI-O ENTERPRISE BERHAD







36. KAREX BERHAD

37. KIM HIN INDUSTRY BERHAD

38. KIMLUN CORPORATION BERHAD



41. LPI CAPITAL BERHAD




45. MAXIS BERHAD

46. MRCB-QUILL REIT


48. OCK GROUP BERHAD

49. OLDTOWN BERHAD

50. OSK HOLDINGS BERHAD

51. OSK VENTURES INTERNATIONAL BERHAD




55. POS MALAYSIA BERHAD




59. QL RESOURCES BERHAD



62. SCIENTEX BERHAD


64. SP SETIA BERHAD

65. SUNWAY BERHAD







MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

24




72. TSH RESOURCES BERHAD




76. UZMA BERHAD




80. YTL POWER INTERNATIONAL BERHAD


NO. MOST IMPROVED SERVICE fROM INVESTOR RELATIONS TEAM - ALL MALAYSIAN COMPANIES

1. ABLEGROUP BERHAD


3. AIRASIA BERHAD



6. BERJAYA SPORTS TOTO BERHAD


8. BOUSTEAD PLANTATIONS BERHAD



11. DIGI.COM BERHAD


13. DRB-HICOM BERHAD




17. FELDA GLOBAL VENTURES HOLDINGS BERHAD

18. FRASER & NEAVE HOLDINGS BERHAD







25. JASA KITA BERHAD




29. MALAYAN FLOUR MILLS BERHAD

30. MEGA SUN CITY HOLDINGS BERHAD

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

25


NO. MOST IMPROVED SERVICE fROM INVESTOR RELATIONS TEAM - ALL MALAYSIAN COMPANIES

31. MRCB-QUILL REIT


33. PADINI HOLDINGS BERHAD



36. PUNCAK NIAGA HOLDINGS BERHAD





41. SP SETIA BERHAD

42. SUNWAY BERHAD



45. TH PLANTATIONS BERHAD


47. UEM SUNRISE BERHAD


49. UNISEM (M) BERHAD



NO. QuALITY Of ANNuAL REPORTS/fORMAL DISCLOSuRE - ALL MALAYSIAN COMPANIES


2. AIRASIA BERHAD


4. AMWAY (M) HOLDINGS BERHAD

5. ANCOM BERHAD


7. AXIS REIT MANAGERS BERHAD




11. CYPARK RESOURCES BERHAD

12. DIGI.COM BERHAD



15. EFFICIENT E-SOLUTIONS BERHAD

16. FRASER & NEAVE HOLDINGS BERHAD

17. FRONTKEN CORPORATION BERHAD

18. GAMUDA BERHAD


20. GUNUNG CAPITAL BERHAD

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

26

NO. QuALITY Of ANNuAL REPORTS/fORMAL DISCLOSuRE - ALL MALAYSIAN COMPANIES







27. IOI PROPERTIES GROUP BERHAD

28. KAWAN FOOD BERHAD

29. KIM LOONG RESOURCES BERHAD





34. MRCB-QUILL REIT







41. SCGM BERHAD


43. STAR MEDIA GROUP BERHAD












MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD


13. DELEUM BERHAD


15. DIGI.COM BERHAD


17. ECOFIRST CONSOLIDATED BERHAD


19. FCW HOLDINGS BERHAD

20. GAMUDA BERHAD




24. HIAP HUAT HOLDINGS BERHAD

25. HIAP TECK VENTURE BERHAD





30. INARI AMETRON BERHAD

31. KIM HIN INDUSTRY BERHAD





36. MAXIS BERHAD

37. MKH BERHAD

38. MRCB-QUILL REIT



41. PADINI HOLDINGS BERHAD




NO. QuALITY Of ONE-ON-ONE MEETINgS - ALL MALAYSIAN COMPANIES


2. ABLEGROUP BERHAD


4. AHMAD ZAKI RESOURCES BERHAD

5. AIRASIA BERHAD


7. AXIS-REITS MANAGERS BERHAD


9. BRIGHT PACKAGING INDUSTRY BERHAD

10. CENTURY LOGISTICS HOLDINGS BERHAD


MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

28



NO. QuALITY Of ONE-ON-ONE MEETINgS - ALL MALAYSIAN COMPANIES43. POS MALAYSIA BERHAD





48. SUNWAY BERHAD








56. UZMA BERHAD




MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

29

John gollifer has been the general manager and a director of the UK’s investor relations society since 2012. prior to this, John spent 11 years as senior vice president at the singapore exchange where he was responsible for investor relations, among other roles in strategy and communications. John helped to establish the ir professionals association of singapore (irpas) in 2006 and ran the irpas secretariat from 2006-08. John is a multiple ir award winner and created and taught an ir course at the singapore management University from 2009 to 2012. trained as a banker, John spent 15 years in asia and europe in corporate finance and equity capital markets. since joining the ir society, which works in partnership with other ir associations, John has led ir training in Dubai, indonesia, nigeria, thailand and turkey, as well as in the UK.

On behalf of the IR Society of the UK, it is our pleasure to support MIRA, our partner, in promoting the investor relations profession internationally. We have been working with MIRA since 2009 in establishing the Certificate in Investor Relations (CIR) as an international benchmark for over 1,200 IR professionals. Today the IR Society works with many other associations in other international markets. Thank you MIRA for your foresight and we congratulate you on the Malaysia IR Awards 2017.

Let’s take this opportunity to consider where professional development is today and to urge all IROs to take control of your own career.

It’s fair to say that we are all under increasing pressure to respond to a heady mix of changes in our marketplace, be it structural, economic, geopolitical, regulatory, technological or just more competition for capital. The world is indeed changing and we must change too. We recently participated in a review of professional development as part of an initiative of the UK Banking Standards Board that wished to have input from professional bodies that support their members across a variety of industries in the UK. It was most instructive and reinforced the importance of having a professional member organisation that can lead, help their members stay relevant and continue to grow. The IR Society and MIRA are no exceptions.

What is also increasingly clear is that IR is a career in its own right and some of the best known IROs have indeed carved out a long career in this specialist field. At the same time, what IR offers a competent practitioner is more than just the often taken-for-granted market knowledge and technical skills, as important as these are in a regulated environment. It is also the wherewithal or gravitas to lead. Today, we are seeing just how invaluable and unique an experience IR is. Accordingly, the role lends itself to positions of leadership, whether in IR or elsewhere.

Professional bodies like the IR Society expect to remain at the forefront of our industry by acting as a focal point for the IR profession. We will ensure that we have a voice where it matters with listed companies, the broader investment community, government, regulators, the media and even your bosses. In this way, we can stay as relevant as we can possibly be and not lose sight of who we are and what we can offer, no matter what the prevailing trends. A key part of this must be to further develop our profession in a way that works for our members and industry.

In continuing to develop our professional development offering, the IR Society aims to raise the profile of the best people we have to offer the profession and industry more broadly. In doing so, the Society can play our part in leading the development of best practice in IR. In turn, we would expect IROs to champion our industry as they move into more senior roles and even beyond IR. We wish them all the best in their endeavours.

INVESTMENT COMMUNITY NEWS AND VIEWSThe Importance of Owning Your Own IR Career

John golliferinvestor relations society UK

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

30

Let us conclude by celebrating what’s best about IR. All careers are personal journeys. When we think of professional development, we often think of continuous improvement (or a Continuous Professional Development process that we support) and a willingness to test yourself and stay at the top of your game for as long as possible. It does require time, commitment and staying power. It also requires belief in yourself to manage your own career and get the right support. It is, therefore, most fitting and timely to continue our good work with MIRA. The world needs leaders and IROs are in as good a position as any to assume these elevated positions. Thankfully for IROs, as we saw at the recent IR Society annual conference, IR is on the ascendancy. Your role is more important than ever as far as the effective communication between companies and investors goes. This can only continue so let’s be bold, do your job and also take control of your career.

Our hearty congratulations to all today’s participants and winners of the 2017 Malaysia IR Awards!

Best wishes,

John gollifer

General Manager

The Investor Relations Society

The UK’s Investor Relations Society is a professional membership body of over 750 members. Please see www.irs.org.uk or contact [email protected]

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

31Extel is delighted to have conducted the 2017 Investor Relations survey for the Malaysian Investor Relations Association (MIRA). As the premier source of equities-related data in Europe, Extel’s pedigree stretches back to 1973 in gathering independent qualitative and quantitative feedback from the industry. The most recent pan-European survey published on the 7th June 2017 included contributions from 1,100 listed companies and 1,400 IR professionals.

The 2017 MIRA Awards Survey was run over a period of 18 weeks from 10th April 2017 to 13th August 2017. Contributions were invited from institutional investors globally and sell-side analysts, and voters could submit their ballots by email, paper or online. Each voter is only allowed to vote once, although multiple nominations are encouraged. Firms/individuals were nominated in rank order for quality of knowledge, service and interaction.

All votes are validated to ensure they are submitted from eligible voters (i.e. only investment professionals). Nominations from multiple individuals at the same firm will be consolidated to form a view from that firm. Application of weights are based on the importance and influence of the voting firm. Buyside votes have been weighted based on Malaysian equity AUM, research sell-side votes based on the scope of the firm (regional/domestic).

MifID II and Investor Relations

With MiFID II’s January 2018 implementation deadline drawing closer, it seems prudent to briefly examine how the new regulations may impact the investor relations function.

Although investor relations is not specifically included as part of MiFID II, it is likely to be among the most impacted by the new regulations because of the role’s interaction with the buy and sell-side. In some respects, IROs who can embrace these changes may find the process more efficient and effective; others will need to explore new tools to remain on the radar. There will be a near-certain reduction in the number of companies covered by any given brokerage house’s dwindling number of research analysts and it is highly likely that large cap, highly-liquid stocks will be favoured over smaller, less traded ones. For most IROs, this means the days of counting on the brokerage firm as the primary conduit between a firm and its investors are over, at least for small to mid-cap companies. Instead, investor relations professionals will need to embrace new ways of connecting with the two. We see three primary avenues:

1. Developing relationships with relevant, specialist brokers and IRPs.

2. Finding and establishing a rapport with key buy-side stakeholders.

3. Taking greater responsibility for corporate access.

Challenges for IROs in a post-MifID II World

One of the greatest challenges for IROs in a post-MiFID II world will be finding ways to do all three of the above cost-effectively and efficiently.

The broadest consequence of MiFID II on investor relations is the potential reduction in services that the sell-side offer to IR teams. Brokers will become more focused on companies that generate an ROI, those for which their clients will be willing to pay for coverage. For the IR teams fortunate enough to be part of a company guaranteed coverage by a wide number of brokers, not much is likely to change, but for everyone else, expect a much larger volume of investors wanting to reach out directly. Many asset managers struggle to find the right person to contact within a corporate;

David joined WeConvene extel ltd. in august 2016 and is the head of extel. a former military helicopter pilot, David started his career in finance with five years in equity operations for natWest markets and UBs in london & hong Kong. in 2003, he moved to Clsa, culminating in his role as global head of Client management. a relocation to europe followed in 2012, and he joined mainFirst ag as head of Client strategy in april 2014. David is married with three children and enjoys tennis, sailing, golf and cooking.David Enticknap

managing Director, head of extel

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

32

they consistently highlight the challenge of managing this task as one of the biggest barriers to building a more direct relationship with companies. Being able to connect with the right person within an IR team will be an important focus of asset management firms in the post-MiFID II world and they will need a better method than their current practices. As analyst coverage diminishes, a more proactive and strategic approach to the outbound element of IR will be required. This means taking control of both investor targeting and communications. As everyone in IR knows, it’s not just about getting the room filled, it’s about getting the right people in the room. Taken together, the new environment is somewhat daunting.

A Changing IR Workflow – How Technology Can Help

The general IR workflow at most companies may look significantly different in the future. Since it’s safe to say that large increases in IR budgets and staffing are probably not on the cards, life for your average IRO is going to change. Demands on time are going to be significantly higher due to increased inquires and activities, while considerably more of the overall management and administration of investor interactions will need to be done in-house. At the same time, as sell-side coverage becomes more concentrated and limited to a narrower slice of public firms, the IRO will need to actively and consistently build new relationships with targeted investors in order to foster greater awareness and keep the company’s shareholder base diversified and well-informed. Thankfully, technology is going to help IROs thrive in this post-MiFID II world. A new generation of web-based platforms have been developed that take as much organizational and administrative pain out of the IRO process as possible. They integrate seamlessly with existing tech infrastructure and processes, and in many cases, are particularly well suited for the type of environment anticipated after MiFID II’s implementation. At the base level, the leading platforms in the market provide tools that help IRO’s efficiently manage the organization of investor roadshows, calls and meetings by leveraging the latest technology and introducing functionality such as real-time meeting booking. An important benefit of a platform as opposed to a CRM system is that direct connectivity with the investment community means that every inquiry and interaction is automatically logged and tracked, which removes the need for manual entry of data and allows for real-time reporting and analysis of IR activity and interactions, on any device, anywhere. In addition to the organizational benefits a platform can bring, another key advantage to such platforms is the mutual discovery that can occur between companies and investors.

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

33

INVESTOR RElATIONS – ThE MAkE OR BREAk ThING FOR A COMPANY

Brexit. The election of Donald Trump. The plummeting oil prices. The rise of anti-trade sentiments. The very reversal of globalization itself.

The world looks like it has taken quite a beating for the past 2 or 3 years, perhaps economically more than anything else. Add to this, the rise in anti-globalization sentiments and the loss of faith in “the system” which are making it seem that everything the global society has worked for in the past few decades, are slowly dismantling.Slowly, but surely.

Most of us dismissed this phenomenon as white noise in the beginning, to our own detriment in the end. All around the world, we saw stocks plummeting, outflows increasing, sell offs spiking, and the word “cautiousness” mentioned in the same sentence as the word “investor” in almost every news coverage. “Volatility” is the new buzz word in the headlines, with “uncertainty” its unwilling tag team partner.

I should know.

In my coverage of business news for the past 3 years, I can’t begin to tell you how much I have to utter the word “cautiousness” or “pessimism” or “subdued”, pretty much every time we recap the day’s markets. Malaysia of course, has not been spared. In 2015, the country saw unprecedented levels of foreign fund outflows, with the Bursa Malaysia seeing RM19.5 billion worth of foreign funds leaving the country. Although 2016 provided some much needed respite thereafter, foreign fund outflows still totaled some RM3 billion in that year. This shed new light on how the country’s big companies can dictate the economy, and how the fragile trust of their investors can be the difference between the economy going boom or bust.

So, in the circumstances, renewed attention has been given towards the importance of maintaining investor perception, confidence and trust. Even on a national level, we see the ringgit being bludgeoned time and time again because of negative perception, despite the currency being backed by the country’s strong economic fundamentals. Similarly, for companies, gone are the days where their financials are the ONLY important thing. Today, it is also how well they know their shareholders and manage investor perception and sentiment. At no point in time has the role of investor relations been more pivotal.

This is especially true in a world where investor confidence has been affected like never before, with emerging markets taking much of the hit. So much so, that some are arguing that investor relations should be personified in every company’s top management line up – in the form of a Chief Relations Officer, perhaps? Whether that will catch on in Malaysia’s corporate sector remains to be seen, but what’s certain for now is that investor relations is no longer just a fancy byword, a formality, or just a 3-person department in a company where the workforce totals thousands.It is now the make-or-break thing for a company.

Interchangeable with, and indispensable to investor relations, is trust. In a recent speech, former Bank Negara Governor Tan Sri Dr Zeti Akhtar Aziz likened trust to a forest, which takes tens of years to plant, and minutes to burn down. Of course investors have always needed to trust the company they invest in, but in today’s economic climate, the significance of this trust has reached a whole new level. All over the world, we see investors putting trust over everything else, even conventional logic.They invest in companies because they trust its leadership, and because they put a premium on the company-investor relationship, even when their investments initially run counter to traditional analyst predictions.

Luqman Hariz Ahamad ShakerJournalist & anchor, astro aWani

luqman has been with astro aWani for 3 years, predominantly covering business news. he currently produces and hosts 4 shows, covering both general and business news. he also regularly hosts breaking news and special events on the network, such as the yearly budget, the World economic Forum, and the 2016 U.s. presidential elections. outside the newsroom, luqman frequently hosts live events for the astro group and other companies, as well as appearing in commercials just to kick back and relax.

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

34• After a 2-year tenure with the Astro Group’s

corporate wing, Luqman was taken into Astro AWANI after being trained by Datuk Aznil Nawawi & AWANI CEO & Group Editor-in-Chief, Suhaimi Sulaiman.

• Todayhecoversdailybusinesseventshappeningaround the country, while also writing, producing and hosting various shows. Currently, he is most active with his daily show, Markets Today, which he writes, produces and anchors on a daily basis. The show talks about issues impacting global financial markets for the day.

• Heisalsoinvolvedinnumerousothershowsinthenetwork, namely:

o Market Talk – a weekly long form, 30-min talk show with Malaysian industry leaders

o The Marketplace – a weekly show that goes in-depth into issues influencing the financial markets

o V!VA – AWANI’s social-media oriented news progra,, which discusses and editorializes the day’s top news

o The Markets Today podcast (No 16 worldwide in the News & Politics category in Apple’s Podcast app, as at April 2017)

• Healsohostsspecialeditionprogramsfromtimeto time, e.g.:

o Bajet 2017

o The U.S. Presidential Elections

o The 25th World Economic Forum

o The Farnborough Air Show (live from the UK in July 2016)

o Numerous breaking news

• WithinAWANI, he often championsdiscussionsof issues currently making waves in the business world, including digital economy, the advent of the 4th industrial revolution, fintech, anti-trade sentiment on the global front, the new norm of economic growth, and many others.

• He also keeps active outside the newsroom,representing Awani in various CSR initiatives, as well as appearing in brand commercials

• HestudiesInternationalRelations&WorldPolitics,and Law. His interests include journalism, big data, digitalization, sports and music.

Against all odds, Snap’s ability to put a high initial valuation when it went public in March 2017 was attributed to public trust towards its enigmatic CEO Evan Spiegel and what he can achieve. Whereas on the other hand, a company with a business model as brilliant as Uber could still manage to flunk with a controversial leader like Travis Kalanick at the helm, and a troubled relationship with its investors. Back home, the confidence in company leaders like Tan Sri Tony Fernandes and the trust in experienced figures like Tan Sri Wahid Omar are vital in maintaining healthy investor relations and restoring investor trust in key Malaysian institutions.

Investor relations is firmly at the front line now; the glue that holds everything together, the vital bridge between a company and the funders who decide its future, and ultimately, the future of the economy. Let us consciously depart from the traditional notion that investor relations is just a sidekick to the real business stuff – without it, there would not be any real business stuff.

Companies need to evolve, and where better to start than by recognizing and rewarding good practices in investor relations.

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

35

harold Woo is ex-senior advisor for investor & partner relations in Capitaland limited, one of the largest property companies in asia. he joined Capitaland in 2003 and relinquished his position as senior vice president, investor relations in June 2015.

prior to Capitaland, he was Chief executive officer of a singapore based company, specialising in internet-based financial services and in mobile commerce consulting and enabling services. he has more than 19 years of stockbroking experience in institutional sales, securities trading and investment research. From 1990 - 1999, he was with vickers Ballas & Co pte

ltd, progressing from Director of institutional sales to global head of institutional sales. prior to 1990, he was associate Director at James Capel Far east limited, an international stockbroker. From 1981 to 1985, he was research manager at ong & Co pte ltd.

mr Woo garnered the Best iro award in ir magazine – south east asia awards in 2006, 2007, 2009 and 2011. in 2012, he was named as one of 25 Best iros of last 25 years by ir magazine. in December 2015, mr Woo was bestowed a lifetime achievement award by ir magazine.

he is also the honorary secretary of the securities investors association (singapore) (sias). mr Woo received his master of science in management science from imperial College, University of london.

Harold Woopresidentinvestor relations professionals association (singapore) (irpas)

The Strategic Value of Investor Relations to PLCs today

The modern profession of investor relations (IR) is said to have originated in 1953 by GE which created a public relations function to take charge of communication with its shareholders. However, public relations then was not a well-established practice. The practitioners lack financial knowledge and focused their job on getting the company’s name into the mass media. They played the role mainly as publicists rather than investor relations officers who understood the strategic and managerial responsibilities expected of them. The PLCs did not conduct research to do shareholder analysis. Feedback from shareholders were not collected and information flow was largely one-way, from the company to the public using the mass media.

As financial markets institutionalised and the focus shifted from private retail shareholders to professional investors, IR practices also shifted from the hands of communication specialists to accountants and financial professionals. In most cases, the IR function came under the purview of the CFO and IR activities centred on providing financial disclosure to investors. It re-orientated from ‘marketing the company’ using mass media to one-on-one meetings with financial analysts and institutional investors. This enabled a two-way communication process and provided a feedback loop to the corporations. This evolution is best seen by the change in the definition of IR by the National Investor Relations Institute (NIRI) in March 2003 where IR is now defined as “a strategic management responsibility that integrates finance,

A MESSAGE FROM ThE INVESTOR RElATIONS PROFESSIONAl ASSOCIATION SINGAPORE (IRPAS)

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

36

communication, marketing and securities law compliance to enable the most effective two-way communication between a company, the financial community, and other constituencies, which ultimately contributes to a company’s securities achieving fair valuation”. The previous version adopted in 1996 labelled IR as “a marketing activity” with the purpose of “providing an accurate portrayal of a company” to have “a positive effect on a company’s value

In recent years with the wave of corporate scandals and changes in securities regulations, IR is experiencing further changes. Increasingly more investors are asking the companies that they have invested in, how their businesses will drive future growth.

In essence, there are five factors that investors desire to know from the company’s communication with them. These are: the company’s product or service offering; its financial track record; its competitive advantage; the company strategy; and credibility of the company’s plan to execute its strategy. It is easier to articulate your offering and financial track record than to explain your company strategy and its implementation. A good company is one that is able to present a coherent message about a multi-year strategy.

Post the financial crisis and the disruptions of traditional business models, many companies find it harder to extrapolate future trends from its past performance. As a result of the changing economic landscape, many companies have changed strategy and it is not easy to articulate the strategy correctly the first time round. The fall in the number of analysts covering the stock coupled with increased volatility, increased opacity and increased strategic shifts further aggravate the situation.

Hence it is extremely important that companies adopt an attitude of openness with a high degree of transparency and timely communication in good times but in more difficult times as well. This is where an effective IR policy shows its true worth. Both communication and finance skill-sets are highly valued constituents of a successful IR function. The desired outcome is an improved understanding of the company among investors and analysts. Sometimes companies do not understand that how the business sees itself and how investors perceive it are two separate issues. Financial markets basically look at what returns the stock can generate for them. As investors, they are paying for the future of the company, so the clearer and more understandable the company strategy, the better.

It is equally important to realise that some investment decision-makings are based on short term earnings expectations as opposed to long term value. However, as a company it is best to engage its investors on its long-term strategy and foster a long-term collaborative relationships with its investors.

Feedback from investors should be actively sought and shareholder research conducted. This feedback should be analysed at the highest level of the organisational hierarchy and used in the decision-making and strategic planning processes. The CEO should involve their IRO in the corporate decision-making and ensure that information from shareholders and about shareholders are presented to the C Suite.

The strategic value of IR to the PLCs is to promote effective engagement with investors so as to increase the number of long term shareholders that are aligned with its strategic aims.

IRPAS wish to congratulate MIRA on the occasion of the Malaysian IR Awards 2017, recognising exemplary best practices among PLCs and their management.

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

37

The mission to land the first man on the moon was launched when President JF Kennedy gave his visionary moon shot speech in 1962 - “We choose to go to the moon in this decade and do the other things, not because they are easy, but because they are hard”. Without a doubt, the challenge to land a man on the moon comes with extreme risks, as recognized by Gus Grissom, an astronaut on Apollo 1, the first of many Apollo space crafts used in the mission to reach the moon. “If we die, we want people to accept it. We are in a risky business, and we hope that if anything happens to us it will not delay the program. The conquest of space is worth the risk of life” said Gus Grissom, who later lost his life, together with 2 other astronauts, in a fire during a test launch of Apollo 1.

Investigations into the Apollo 1 fire determined that the cause was due to inadequate design. As a result of the investigations, more than 1,000 changes were made to the space craft design and NASA’s race to the moon was delayed by almost 2 years.

More importantly, the cause of the fire was attributed to “go fever” in NASA - the attitude of being in a rush to get a project completed and meeting deadlines while overlooking potential problems. Coined after the Apollo 1 fire, “go fever” describes a culture that develops when costs have mounted, and disagreement is suppressed or ignored because no one wants to be seen as working against progress.

CORPORATE CUlTURE: IMPACT ON CORPORATE GOVERNANCE & lONG TERM SUSTAINABIlITY

uantchern Loh Ceo asia pacific, Black sun plc

Uantchern is the Ceo, asia pacific for Black sun, an international market leader in stakeholder communications. through inspiring communications that reach, engage and influence stakeholders, Black sun helps to create more valued businesses.

prior to joining Black sun, Uantchern was the founding Chief executive of the singapore accountancy Commission, a statutory body under the ministry of Finance tasked to develop and lead initiatives in transforming singapore into the leading global accountancy hub. While at the saC, Uantchern spearheaded programmes for the development of Chartered accountants of singapore, CFos, internal audit leaders, and Chartered valuers & appraisers of singapore.

as an advocate of accountancy education, Uantchern serves on the Business services academic advisory Committee of the institute of technical education, the industry advisory Committee (Bachelor of accountancy) of the singapore institute of technology, and the Bachelor of accountancy programme advisory Committee of singapore University of social sciences.

Uantchern was the president of the institute of internal auditors in singapore from 2009 to 2012 and is currently a governor of its Board. he also volunteers on the management committee of the securities investors association (singapore) as its vice president. he also serves as a District Councillor of the Central singapore CDC and treasurer of the Kidney Dialysis Foundation.

Uantchern has passed the international Certificate in investor relations examination. he is also a Chartered accountant (malaysia).

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

38

“Go fever” was also the cause of the Challenger and Columbia space shuttle disasters. In 1986, the space shuttle Challenger exploded. Following the Challenger disaster, NASA took concrete steps to correct flawed organizational processes. For example, it increased both the number and status of safety personnel, and it strengthened safety operating procedures. But as avoiding launch delays became increasingly important, NASA let their guard down and forgot about safety. This gradual forgetting, which was described in the Harvard Business Review article “Why organizations forget what they learn from failures” was at the root of the Columbia space shuttle disintegration in 2003.

Organizations such as Wells Fargo, Toshiba, Volkswagen and FIFA have bold visions. Although their visions are not as dramatic as that of President JF Kennedy, the mission statements and strategic objectives of these organizations were aggressive in order to help them achieve their visions of being the number one, being the first and being the best in their respective markets. And just like Apollo 1, they succumbed to a culture of “go fever” and captivated the world with their spectacular scandals.

Wells Fargo was clearly gripped with “go fever” as the former CEO John G. Stumpf set aggressive sales target. In a Forbes article “Wells Fargo: What Drives Toxic Corporate Culture?” the creation of millions of fictitious bank accounts by thousands of Wells Fargo employees was because the “management at the bank failed to curb a culture of contempt: for customers, for the law and, ultimately, for shareholders.”

Wells Fargo’s report arising from an independent investigation into the fake account scandal “identified serious issues related to Wells Fargo’s decentralized structure and the sales culture of the Community Bank. Wells Fargo’s decentralized corporate structure, which gave too much authority and autonomy to the Community Bank’s senior leadership without the necessary oversight and encouraged deference to the business units”.

Corporate culture has a significant impact on corporate governance and the long-term sustainability of organizations. Corporate culture is the soft underbelly of organizations and should be reported as a material issue as part of sustainability reports.

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

39

Investor Relations (“IR”) is a strategic management responsibility that is capable of integrating finance, communication, marketing and securities law compliance to enable the most effective two-way communication between a company, the financial community, and other constituencies, which ultimately contributes to a company’s securities achieving fair valuations.*

Has it ever occurred to you that as a major shareholder and/or director of a publicly listed company (“PLC”) your Company is undervalued with low trading volumes and underperforming in the market even though your Company has a strong balance sheet, consistent dividends, healthy cash flow and exciting growth prospects? Often the market undervalues companies not because of market forces but rather it is due mainly to the lack of publicity.

Many business owners and their executives tend to focus their attention mainly on operations and profitability and do not consider the importance of the IR function. A good IR program is more than just an “Investor Relations” link on your company’s website with a stock ticker, annual reports and company announcements. It is about providing factual information & insight, engaging and having an open communication, staying visible and building relationships with the investment community such as analysts, the media, major shareholders and retailers.

A good IR programme should help investors to understand your Company and its strategies which would therefore help to achieve a fair market valuation for its shares, create a group of investors support and favorable opinion on your Company. The result is a loyal shareholder base that gives the company the ability to approach its capital management exercise with confidence; this too will be reflected in the demand for its shares.

While focusing on operations and profitability is essential however, without proper IR operatives, analyst and retail investors lack the necessary information about the company to make any real and proper investment decisions and are often off the radar in the market; as a consequence, such PLCs are often overlooked and undervalued with very low trading volume.

The most obvious reason for a robust IR programme is the information/communication it provides for the market to determine a fair valuation of your Company. Having a fair value for your Company is important for:

1. Creating value for all shareholders

All investors choose to invest in companies which are performing well and have great future prospects which would enhance the value of their investment along with a reasonable dividend yield

ThE IMPORTANCE OF INVESTOR RElATIONS DURING GOOD AND BAD TIMES

stanley is a fellow member of the association of Chartered Certified accountants (FCCa). he obtained his Ba (hons) in accounting and Financial management from the University of sheffield, england in year 2000. he started his career as a trainee accountant in Dublin after graduation. thereafter in year 2002, he moved home to start his career in investment Banking in Kuala lumpur, namely aminvestment Bank, maybank investment Bank and osK investment Bank. he has undertaken a large number of ipos and secondary placements, book-running and underwriting assignments during his career in the above investment banks.

in 2012, he set up his own agency, imej Jiwa Communications sdn Bhd, specialising in Financial public and investor relations for public listed companies in malaysia. his extensive knowledge of the industry backed by good relations with institutional investors and research analyst gives him an excellent competitive edge.

Stanley Khoo Ba (Hons) fCCA Founder & Ceo

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

40

2. Equity funding requirements

Having a fair market price will enable your Company to raise fresh equity funding through private placements or rights issues without the existing investors losing confidence

3. Attracting large institutional investors

By having high market capitalisation, your Company will be able to attract large institutional investors such as GLCs and foreign institutions

4. Providing confidence for all stakeholders

For the same reason, stakeholders such as bankers, analyst, regulators and customers will have greater confidence in your Company.

Some believe that the IR function is important only during good market conditions and that during a market crisis, all stocks will be negatively affected anyway. This is far from the truth because it is precisely during bad market conditions that companies need their IR operatives more than ever to:

1. Maintain open communication with investors

During a market downturn, investors would panic and follow market sentiment i.e. “panic selling”. This is where your Company needs to give them reasons not to react too fast without good reasons. Hence, it is essential for your Company to be open and provide clarity to your shareholders during good and bad times with robust IR programs.

2. Build long term relationships with the investment community

By having a robust IR programme to address the investor community’s concern during difficult times, they will remember your Company in the long term as open and credible. Further, difficult times or not, for those who are looking to invest it is important to receive high-level information that can help them to decide whether to delve further. Without this information, client advisers and potential investors will have difficulty understanding the strategic operational significance of events. Hence a good IR program can provide a necessity in the establishment and maintenance of vital relationship within the investment community

3. Attract new investors

There are always bargain hunters looking for good investments even during times of crisis. By having continuing IR communication, this will give new investors the information they need to invest in your Company. Some contrarian investors ardently believe that it is during times of crisis that opportunities arise; this is where the IR agencies could provide the vital information for such investors

4. focus on the recovery in the horizon

In times of crisis, fear will overwhelm the market and most investors tend to keep away from the market. This is precisely the time when you need a good IR to communicate positive news and to focus on the recovery. In the long term, stocks will rebound and with a good IR program, your Company will be one of the first to rebound

Therefore, if you are a key decision maker in a PLC and wondering why your stock is consistently undervalued or if you are worried about how your stock will fare through the next financial crisis, then it is time to invest in a robust IR programme. Take this opportunity to create value for your stakeholders and investors and for the market to truly appreciate the credibility of your Company and its true value.

Here at Imej Jiwa, we focus on delivering the best IR practices to our Clients because we understand that it is imperative for their success. We believe that to ensure our clients are successful and receive the best from us, we have a team of highly trained professionals to provide the services you need. We also believe that success is not an entitlement but we need to continuously evolve, innovate and create values for our Clients.

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

41

Let me begin with extending my heartiest congratulations to MIRA on its successful 7th year awards and 10th year of inception.

first Mover’s DisadvantageI started my IR career when IR was at its infant stage, more so a resemblance of a pre-infant stage. I still remember vividly during my early IR career, a little more than a decade ago where the awareness on IR practices was next to zero. Using IR in an abbreviated form was a no-no because I was very sure that it will be mistaken for industrial relations.

Even using the full term “investor relations” did not make much sense to the market either. It would probably set the direction right for the audience, but most of them will still be clueless of what IR is all about. Myself, my partner, Stefani, and other colleagues will have to go about explaining what IR is and the benefits that it brings to companies. And we would repeat ourselves quite a lot… not until the inception of MIRA.

Where IR Stands TodayI believe that we have already passed the awareness stage in the IR life cycle. Many companies have started to adopt IR practices. To the extent that some companies have incorporated IR as part of its board agenda. Nevertheless, I feel that it is still undefined whether practicing IR is a ‘need’ or a ‘want’.

Some companies feel obligated to do it because market has perceived it as the right thing to do. It is a practice that investors and board members expect them to do. If you ask some of the management if they would want to do it? Some would think, probably not. A ‘want’ might sound like a luxury now, but let’s breakdown the facts:

1. It’s a fierce competition out there

There are more than 900 listed companies with many practicing IR proactively. If you don’t actively engage with your investors, they will be more likely to go with companies that are willing and ready to communicate with them.

2. Your company is not the only performing company out there

“I will focus on operations – investors will come” is probably one of the top remarks that I’ve heard from management when it comes to taking up IR responsibilities. My response? “Do you see any great products that don’t require marketing? If that logic is sound, then BMW wouldn’t be spending millions to market their ultimate driving machines”. Also, going back to my first point, PLCs have a lot more competition for funds than BMW has competition for sales, hence the management needs to market their company as hard as marketing its products/ services.

A PIONEER’S NARRATIVE: IR ThEN AND NOW

Dr. Darren Wong Chief executive officer & Founding partner of esente Communications sdn Bhd

Dr. Darren Wong is the Ceo & Founding partner of esente Communications sdn Bhd, a malaysian integrated investor relations and public relations firm.

over an impressive decade, Dr. Darren Wong has grown the company from humble beginnings into becoming a leading ir & pr consultancy firm in malaysia..

Dr. Darren has developed award-winning communication strategies for m&a, ipo and other capital market exercises over Us$5 billion worth. he has provided invaluable counsel to captains of industry in the oil & gas, Banking, property, reit, technology, FmCg and hospitality business, assisting them to successfully navigate the investment landscape both locally and abroad. in addition to corporate counsel, Dr. Darren also advises ministries and ngos on complex policy communication and effective multi-stakeholder engagement using both new media and traditional media platforms.

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

42

3. Investors are not as difficult to understand as you think

Many companies claim that they don’t know what investors want. They perceive investors as short-term and difficult to satisfy, which makes these companies shy away from investing on resources to engage with investors. This is a clear misconception and contrary to that belief, investors are actually quite easy to understand.

Investors feel at ease when they invest in companies that has a future, is transparent and constantly engages

with them. Simple! Note that I did not mention profitable company as we all know many investors do also invest in loss-making companies. Amazon would be a great example as it is one of my favourite cases. For many years, Amazon has made aware to its investors of its vision and losing money is part of its plan for the initial years. This is a clear example of when companies actively engage with its investors, consequently, investors will be willing to embark on a long-term journey with these companies.

“Seek first to understand, then to be understood” - Stephen R. Covey

The future of IRFor the Board or management of companies that still see IR as an administrative role, I do urge you to rethink. IR is very much a strategic role, and to not use it to its full extend, you are not unlocking the the full value potential of your company. Remember, great companies don’t just develop great products or services, but they also have a strong IR programme. If your company does not have one yet, it is time to start one! As Einstein once said, “Insanity is doing something over and over again and expecting a different result”. If your company wants to achieve different results, then it is time to do things differently!

Message to MIRADifferent people may have different perceptions of success. I usually take the longer-term approach when it comes to advocating an idea that is relatively new. Driving the IR agenda is definitely a marathon. MIRA sure did not achieve overnight success, but for those of us who have seen the beginning, we can tell the positive changes that MIRA has brought to the IR community.

I believe that I can speak on behalf of the IR community that MIRA has our appreciation for being our champion, and I would like to extend my most humble gratitude to past and present MIRA colleagues and board members for your hard work and tenacity over the years.

Keep up the good work!

TM

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

43

for design agencies, there are few projects more beloved than annual reports.

The layout possibilities are vast and the budgets often accommodate the packaging of year-end financials in beautiful design, fine paper selection, creative print finishes, and unique bindery. Or beautiful, layered microsites and apps. But in this climate of readily accessible information (in many cases including financial performance), what is the deeper value of an annual report?

With public companies’ performance and analysis readily available online, the purpose and value of the traditional annual report has shifted. While some companies question the value and expense of the traditional report with all of the bells and whistles and have slimmed their annual reckoning down accordingly, creative companies are learning to see the report as an annual specialty publication. The best of these companies are also using the reporting period to true their resources, reviewing and recommitting to big organizational ideas and long-term plans.

If a company does opt for either a traditional print annual report or a web-based interactive annual report over a simple downloadable PDF version (which we’ve seen a lot of in recent years), there is an opportunity to evolve the traditional book map and content architecture to enhance the utility and longevity of the piece. By definition, an annual report fixes the myriad, layered corporate activities in time and reflects on the performance and progress of the last fiscal year. Certainly the reports are intended to report on what (just) happened, aligning and measuring corporate activity against final financial values; however, the greater opportunity is to provide context and insight for shareholders, drawing them in to the journey forward.

Performance, in financial terms, is measured by the fiscal year, providing a narrow view of holistic success. Many projects and business initiatives are multi-year endeavours. We feel that it’s as important to measure and report on the less tangible goals that, if successful, can create the greatest value in the long-term. Keeping the workforce and shareholders engaged and inspired is key.

The growing recognition of the symbiosis between creativity, organizational design, and business success suggests that the design of an annual report should not be arbitrary, nor should it be prescribed by habit. Design is now understood as an opportunity to apply visual intelligence to reporting, enshrining and supporting positive organizational momentum and putting ‘bumps’ in context. The best reports are appropriately rooted in the ‘now’, but emphasize the aspirational arc of the long-term business plan.

And, as is so often the case in our business, the medium remains the message.

We work with our clients to produce magazine-style print and digital reports with a broad readership in mind. While much of the content is fixed, it is important to design reports in a way that effectively supports different audience segments, with different information and user experience requirements. Annual reports should be designed with consideration of producing a volume of work chaptered annually, but conceived in three or four-year epochs, in line with corporate leadership, strategy, and brand ideology. Designing year to year, but knowing where you are within the four-year outlook at each reporting deadline allows organizations to report not only on the annual progress, but to place that progress on a long-term continuum. This is how businesses and brands are built.

The design should frame the content and visualize the overarching ‘theme’ of each annual chapter in the corporate life cycle. As most of the report content is fragmented, it can be tough for readers to glean a cohesive impression of the year’s performance, and more importantly, the contribution of that year to the long-term business strategy.

The front end of the report is where the corporate or brand positioning content should reside, using design in conjunction with designed content to introduce the ideas that will be further explored in the sections that follow. Much as a film trailer positions the style, tone, and mood of a film, so should the opening section of your annual report. While annual reports differ from marketing pieces in that they must deliver the straight financial ‘goods’, the black art of interpretation applies to creative thinkers in business as much as anywhere else. Whether the news is good, bad or neutral, why miss an opportunity to engage your readership in the big picture?

Taken on its own, the front of the report should be designed for extraction as a stand-alone resource to optimize ROI on the content curation and design investment. Traditional leadership messages should deliver the truths of the reporting period, with an eye to demonstrating acquired knowledge, ongoing or new initiatives, and progress on key strategic mandates. The interest of investors, stakeholders, and talent is captured by a strong story as much as by strong performance. What can we say? Packaging still matters. A good, but honest, story is as important as the numbers in building loyalty.

Brand development and value are long-term games. That’s why, in the digital age, the best annual reports craft a rich, contextual narrative around the numbers. Because no matter what story the numbers are telling, they represent a status report on a moment in time, and the best companies are always looking forward.

ANNUAl REPORT DESIGN: WhY DOES IT MATTER?

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

44

Ciabh, the principal, strategist, and head copywriter, arrived in the industry from the land of broken dreams known colloquially as ‘the arts’. Ciabh leads the agency in the provision of our signature partnership model, unifying award-winning strategy, content, and design to simplify and solve complex business challenges and realign brand strategy with diverse, omnichannel target audiences.

She credits her time spent doing hard time in ill-fitting agencies and prior careers with the ideas and insight that make the agency an intelligent and agile creative partner for the many and diverse clients we serve. Known for her uncanny ability to merge thoughtful design with the strategy that drives business forward, Ciabh is a tireless source of big ideas and deadly one-liners, and a stickler for research-based, strategic creative.

Ciabh has worked with leading brands in diverse global markets from finance and retail to energy and mining to simplify complex challenges on behalf of client partners and design and execute insightful, effective brand strategies.

“The client’s not stupid. Your pitch is just weak.”

Ciabhpartner, Chief Creative officer; purpose/Built

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

45

ShareInvestor, a wholly owned subsidiary of Singapore Press Holdings Limited (SPH), is the leading financial internet media and technology company in ASEAN. Operating in Singapore, Malaysia, and Thailand, and owning one of the largest Investor Relations networks in Asia with over 500 public listed company, ShareInvestor also assists clients with their corporate website designs and technology services. With extensive experience in online Investor Relations and impressive Distribution Channels to match, ShareInvestor is the obvious solution to any public listed company’s online Investor Relations.

ShareInvestor provides market data tools and financial application to institutional and retail investors, and manages some of the largest independent financial portals in the region, with Malaysia alone boasting almost 100,000 serious investors among its subscribers and visitors to its online financial portals.

A successful investment event organizer, ShareInvestor’s annual large-scale investment exhibition, INVEST Fair Singapore and INVEST Fair Malaysia, draws some 20,000 financial enthusiasts from Asia in attendance.

We are more than a service provider. We provide solutions.

http://shareinvestor.com.my/

In Collaboration with:

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

46

James oh has 30 years of professional working experience in various industries such as trading, construction, aviation, movies investment and distribution and he had held senior specialist, supervisory, managerial and leadership positions by providing success oriented strategic and operational plans. his track record includes growing together with the founder of the company he worked with and get it listed and turned the company around when it was badly hit by the asian Financial Crisis in 1996-7. his expertise includes negotiating contracts and deals with the world leading aviation financiers, insurance and reinsurance brokers. he has self-published eight books, specializes in value creation. James has also been featured in a few top investment magazines.

James Oh

Looking Beyond financial Statements - An Investor’s Perspective

In today’s highly competitive and inflationary but low-interest environment, we are not only compelled to invest our money wisely to get much higher returns than the rate of inflation, but we also need to perform exceptionally well to cope with the fast-paced economy. Otherwise, financial freedom will not be within our reach.

Stocks investment is very widely used tools, growing on an unprecedented scale and still growing despite already forming one of the major investments in nay economy. To reap the maximum return, investors are going great lengths to create cleverly strategies such as “Japanese cloud” formations and “economic surprise” indicators. However, no methodology seems to work all the time.

Value Investing

Contrary to speculation, there is one strategy that absolutely never fails to boost returns, and is often overlooked: value investing. The concept of value investing appeals to those who are relatively conservative and persons who prefer making decisions on analysis of the basic financial strength of a company, coupled with a search for bargain priced shares. This profound investment strategy requires discipline and patience. It will reward such investors consistently. It is a valuation technique, a technical strategy, or a way to predict funds that will outperform the market.

Research, Research, Research

The saying “past performance can’t be a guarantee of future performance” may sound familiar to some of you. It holds true even in today’s market. The future is hard to predict. Seeking investments conforming to assumptions or projection about the future without considering the basic facts about a company’s strength or growth potential is unwise. Fundamentals are king. Past performance can still be a good indicator that reflects the quality of a company’s management. Financial health is equally important to serve as a foundation rock to assist the company to endure through tough times and grow further. Research, research and research is important to uncover those stocks that trade below their fair price and have great potential. So, financial literacy can’t be viewed as a “spare wheel”, it must be viewed as a “steering wheel” instead.

Back To Basics

As such, finance literacy is critically important in helping the investors to make better informed decision regarding their investment. It is not just business acumen. It forms a small fraction of the business yet it is significant, just like the rudder that navigates a plane and a ship. To a great mind, nothing is too little. By mastering the rudder, you are able to assess its financial health correctly, comfortably and confidently especially in regards to an adequately capitalized company and its free cash flow.

lOOkING BEYOND FINANCIAl STATEMENTS

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

47

free Cash flow

What is free cash flow? It tells an investor how much actual cash a company is left with after any capital investments. For instance, companies that have high debt/equity numbers, especially in an industry facing tough times, this naturally could be one of your first signs that a company is getting over its head in debt.

Do Your Homework

Read and understand annual reports carefully and assess how management addresses those critical areas arising from external changes that significantly affect companies. What is the quality of the assets that have been invested to build or strengthen their competitiveness? What compensation plans have been put in place to retain key and talented personnel? That’s the main reason why we need to look beyond financial statements to weed out those potential growth stocks that are trading fairly lower than their intrinsic value. By looking at the bigger picture of the business such as its competitive position, product or service trends and economic and technological forces that affect its future value, you are able to select those appropriate stocks for investment. This is because the management serves as the brain of the company, which will respond to the endless changing environment and navigate the company to the next level of success.

Value investors focus on individual company, review its history of growth, and corporate announcements and news inside out, conduct field work and raise material questions during the annual general meeting and extra-ordinary meeting if appropriate. You need to gather those findings prior to the determination of its fair value that meets your selected criteria. It sounds simple and logical, yet it is not easy. Once the true value of a company has been determined, the value investors will look for a buying opportunity. This means they will buy stock in a target company only if they can execute an order below the fair value price.

The question arises whether such bargain arises in the market. Such stocks are in existence even in the efficient price market when their potentials are unnoticed. You need insightful information to make accurate assessment of their fair value.

Why Looking Beyond financial Statements

Many investors claimed that they are long-term investors, but how many of us truly are? How many of us are really unshaken by a market nosedive or a threatening global event? The stock market is a psychological conundrum, and we’re all vulnerable to its clever head fakes. Perhaps we need to learn and master more of our mind faculties to overcome such fear before we invest. Short-term market trends are extremely chaotic and choppy. The good news is that long-term trends rely on the fundamentals.

We should cultivate discipline to be better skilled investor. We should act contradictory to other investors accumulating those bargains stocks after downside panics, hold on while the market climbs and rebalance back to our asset allocation when everyone is bragging about their gains.

You need the “know how” to stay ahead. Have you ever wondered what intelligent approach or sound reasoning you possess before you buy that particular stock? Or is your decision just purely based on a simplistic indicator? For example, a company is about to secure a new project or is going to benefit from new legislation. However, under the value investing approach, you need to have control when you apply the rules. You will seek the answers to the following profound questions before you act:-

a. is the stock currently traded under its fair value?

b. what criteria determine this conclusion about valuation?

c. is the company dominant in its industry?

d. what is its recent price history?

In the long term, stock prices tend to move in line with the company earnings. It’s really that simple. Look to a company’s past earnings trends and determine whether those trends will likely continue into the future. Value investors need to track earnings and not on many lists of “stock to buy.” The rationale of doing so is probably undervalued and the cyclical nature of this sector will come around again.

Excellent reputations for quality of management, products and competition are key ingredients for a value investment. A value company is most likely to have a strong domination in the industry. Always remember bargains show up in the market all the time because of the short-term irrationality of buyers and sellers.

Even during the market downturns, value stocks tend to perform better than average, either declining less than average or even rising. In 2008, one of the worst years on US record, McDonalds rose in value while nearly other stocks prices declined.

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

48

This does not mean that value stocks are exempt from price declines. However, well selected value stocks do tend to outperform the market as a whole over the long term. A second source of returns on a portfolio, apart from price appreciation, is dividend income. This may not be for those who desire fast growing stocks. Value investors can make the most of dividend yield by reinvesting dividends in purchase of additional shares rather than taking payments in cash. The value investor is most probably more conservative and concerned with volatility than the growth investors.

Hence, it is safe to conclude that to invest intelligently and wisely, one needs to look beyond the financial statements to make better informed investment decisions. With financial mastery coupled with insight knowledge and appropriate mindset, the chance of succeeding in investment is definitely relatively much higher. To save in the bank and earning its fixed deposit’s rate is definitely a loser. This is because the interest rate is much lower than the real inflation’s rate.

Investment Strategy

As such, every investor needs to develop a series of strategies for investing. An investment strategy is a set of rules, behaviors or procedures, designed to guide an investor’s selection of an investment portfolio. Usually the strategy will be designed around the investor’s risk-return tradeoff. Some investors will prefer to maximize expected returns by investing in risky assets, others will prefer to minimize risk, but most will select a strategy somewhere in between.

At the end of day, every investor wants to make a profit. But without an investment strategy, how do you know which stocks to buy and which are too risky? How long will you hold stocks?

To ensure that you achieve your goals with much certainty and consistency, looking beyond financial statements is unavoidable. Always begin with a strategy and vision, end with model and analytical insights. Stay focused on the big picture without losing the details by measuring, monitoring, managing them effectively and closely in line with the saying, “you can’t manage what you don’t measure.”

Uncovering the realities that lie behind the data is what business analytics is all about. You need to use your mental faculties to recognize those competitive edges, usually hidden to the casual observer, in those companies you have invested in.

Conclusion

In summary, by mastering investment skills, you are able to handle your own investment with full accountability and commitment. As Albert Einstein said, “The whole science is a refinement of everyday thinking.” This is because a man world is a projection of his mind. When your mind is weak, you see problem. When your mind is balanced, you see the challenge. When your mind is strong, you see the opportunity. So this sound, sane and solid principle is also applies to investment as well.

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

49

May Tan Peck MengCir UK trainer and advisor, training & membership of mira

lESSON FROM A FINANCIAllY DISTRESSED COMPANY

ms. tan has extensive experience in corporate secretarial matters, investor relations and corporate communication. prior to joining mira as an advisor, training & membership and appointed as a Cir, UK trainer, she held senior positions as group Company secretary and head of investor relations in public-listed companies in malaysia, involved in transportation, financial services, and conglomerate with diverse business interests in plantation, property development and investment, automotive and trading services.

Everyone is talking about Corporate Governance (CG), especially after the Securities Commission released the new Malaysian Code on Corporate Governance (MCCG) in April 2017, which is said to strengthen corporate culture anchored on accountability and transparency. My question is, does CG really work in a corporation? When I read about many well-known companies’ corporate and accounting scandals, I raise my eyebrows and ask myself, “Can it really protect shareholders’ interest?”. While many companies claim to have sophisticated management controls, the ultimate effectiveness of such controls is highly dependent on the organisation’s culture and leadership. Whether CG can control greed and ego, and manage trust, or not, depends on the company’s take on it.

Despite efforts to come up with new practices in accordance to the latest guidelines, there is still no evidence that this will lead to better corporate performance or better behaviour. Corporate malfeasance, incompetent management, and individual criminality are samples of a corporate’s failure to comply with the rules or guidelines set by the relevant authorities. Every year, we see companies getting reprimanded for non-compliance or directors being fined and/or being sent to jail.

I worked in a so-called “darling stock” company in the early 2000s. I was caught in a situation where the share price of that company plunged more than 30% within a two week period. Bursa Malaysia sent multiple query letters. It was a nightmare when no one knew what was happening. I worked through midnights to prepare my board papers and meeting minutes. As I was also in charge of investor relations, I started getting calls from all corners, with investors asking me about the future of the company, the future of their family’s investments, and etc. I felt the pain, especially for retail investors who had invested so much in the company with hopes of saving for their children’s education.

The truth was the Company missed its deadline to submit its financial results. The relevant authorities arrived at the office and took away files and documents. Some Board members were summoned to the Securities Commission for further investigation.

Looking back to a few months before it had happened, I was happily on a non-deal IR roadshow in Hong Kong for a two-day one-on-one meeting, back-to-back. Some questions raised by the fund managers left me puzzled. My e-mails and queries on those questions to the CFO were left unanswered. Little did I know, the company was having financial irregularities. Everything was painted out so well that no one, including analysts and fund managers, could figure it out.

It was definitely an unforgettable experience in my career life. There is only so much that the authorities can give - guidelines and implement rules and regulations - to control the well-being of a company. CG cannot control the actions and thoughts of a person. When something unexpected happens, the typical initial reaction would be to start pointing fingers. In hindsight, it is easier for people to judge and ridicule than to take responsibility for their actions or focus on improving the situation. There is a saying, “The man who can smile when things go wrong has thought of someone he can blame it on”.

In the end, the Board is the party with the power and it is the governing body of a company. The MCCG is merely a reference for the Board. CG only works if the Board does a check and balance process, especially with the internal and external auditors from time-to-time. They cannot rely solely on the Independent Directors or the Audit Committee. This is particularly important if the company has other major shareholder representatives on the Board. It is common for Board members to be overwhelmed by the complexity of it, in addition to the time constraint. So, they depend on the CEO and senior executives to run the company. Trust does not work in any organisation in this complex world, regardless of who the person may be, even if the CEO is the founder of the company. Trust must come with a proper control system. getting the right people at the right place and time to ask the right questions is the trick to protecting shareholders’ interest.

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

50

COMPONENTS OF EFFECTIVE INVESTOR RElATIONS

Management Commitment

Why there is no coverage of our stock? I thought you have seen many fund managers and analysts?

Boss, they said they prefer to hear from you. They want to know our business model. No analysts’ briefing, no one-one meeting, no roadshow, you always say they waste your time…so no point even if they initiate coverage.

Consistency – communicate through the good and bad times

Why is our share price coming down?

Boss, analysts said they found out our load factor to Hong Kong route is not 90%. They said you told them 90%. I said low season, demand was down. How now?

Liquidity – healthy market of buyers and sellers

Our share price is always around RM2.30, we have a healthy balance sheet since IPO in 2009, do you know why?

Boss, many investors are interested to buy our shares. Errr, we have share liquidity problem. Most of our shares are held by you and your family members. Everytime investors ask about buying shares, you ask them to buy from the open market.

Chapalang Bhd

Happy Airline Bhd

WinWin Bhd

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

51

Delivering on promises

Why the analyst from AA Research wrote a “sell” recommendation of our company? Please don’t talk to him anymore and don’t let him attend our analysts’ meeting. He does not understand our business.

Boss, I have checked with him. He said we did not fulfil what was stated in our IPO prospectus and analyst guidance i.e. 3 year plan, now we are in our 6th year. Analysts have been waiting. Nothing has happened since. We did not deliver at all. Others may have the same recommendation soon. Be prepared.

fair valuation

Why our competitors’ share prices are going up, but ours isn’t? We are making profit and we meet our target.

Boss, our share price is definitely undervalued, we should engage more with fund managers and analysts. Bring them for a site visit, have analysts briefing every quarter. We need to build investor confidence.

Seng Seng Plantation Bhd

CapSawit Plantation Bhd

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

52

Corporate governance

Do you think we have good corporate governance (CG)?

Boss, our board composition and heads of departments consist mainly of your family members, CG statement also not the true reflection of our company and its business. No analyst guidance during analysts’ briefing, no one-on-one meeting, poor website disclosure & regulatory compliance. Analysts take into consideration t h e c o r p o r a t e g o v e r n a n c e mechanisms when they set their recommendations because better-governed companies are associated with less risk from management and have value improvement potentials.

Experience and credibility of the IRO

You may have strong financial background, but you are not really helping me to address routine investor issues. You need to help me more in IR as I need to focus on my business.

Boss, I would appreciate it if you can include me in any strategic discussions within the business and keep me updated on what the Board is thinking. Currently I only know what has been announced and details from the financial papers. I cannot give guidance at all to analysts. Everything is based on guessing and my own research work.

“ TAPPING INTO UNIqUE SUCCESS STORIES”

Cincai Bhd

xYZ Bhd

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

53

PAST WINNERS VIEW ON IR

“ TAPPING INTO UNIqUE SUCCESS STORIES”

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

54

STORY OF AIRASIA X

The AirAsia story began with a dream. Back in 2001, Tan Sri Tony Fernandes and Datuk Kamarudin Meranun had a dream of democratising air travel and making flying possible for everyone. They took a chance then and that was the dream that gave birth to AirAsia. After six successful years, the rapidly-expanding AirAsia ventured into the long-haul low-cost segment by setting up AirAsia X in 2007; with the delivery of its first A330-300 aircraft, AirAsia X’s inaugural flight from Kuala Lumpur to Gold Coast took off in November of the same year.

AirAsia X was named ‘New Airline of the Year” by CAPA in the first year of its operation and the years that follow have seen the airline rapidly expanding its fleet size and network to new destinations in China, Australia, India, the Middle East and beyond. The expanding efforts eventually paved the way for its initial public offering on Bursa Malaysia’s Main Market on 10 July 2013 at RM1.25 per share, with a market capitalisation of RM2.96 million.

However, AirAsia X has flown into a turbulent year in 2014 as the global economic downturn continues with sky-high fuel price and weakening Malaysian Ringgit against the US Dollar that had a significant repercussion on the airline’s growth as over half of the airline’s operating cost was denominated in the US Dollar. Aside from the grave economic outlook that year, the regional aviation industry was also impacted by three aviation incidents that has severely dampened the demand for air travel during that extended period.

Despite these times of tribulations, AirAsia X demonstrated resilience and was able to pull through. Within the same year, two associates of AirAsia X were formed, namely Thai AirAsia X and Indonesia AirAsia X. Thai AirAsia X took off from Bangkok to Seoul, South Korea in June, while Indonesia AirAsia X saw its maiden flight from Melbourne to Denpasar, Bali in December. Against all odds, AirAsia X launched a new route from Kuala Lumpur to Tokyo (Narita), while Thai AirAsia X launched routes from Bangkok to Tokyo (Narita) and Osaka in November 2014. Towards the end of the year, AirAsia X also placed a firm order for 55 A330-300 neo aircraft. It was also in this year that AirAsia X was awarded the “Best Investor Relations for an IPO” Award by the Malaysian Investor Relations Association (MIRA).

AirAsia X commenced its turnaround initiatives at the beginning of 2015, which included corporate restructuring exercises, where a new Group CEO, CEO and CFO were appointed along with a revamp of the leadership team. AirAsia X’s route network was thoroughly reviewed and consolidated, which has led to reduction of frequencies on pressured routes to optimise capacity and pricing, termination of unprofitable routes to stem losses, introduction of new routes such as Sapporo, New Delhi and Auckland to stimulate new demand, while excess capacity was also deployed to service ad-hoc wet leasing to improve yields. These initiatives were introduced with the aim of improving AirAsia X’s financial grounds as well as restoring market confidence, which were proven successful.

As part of the turnaround initiative for its operations, AirAsia X also sought to maximise the Company’s manpower by redeploying experienced employees, integrating all ground services, including ramp service with AirAsia Group, and also

Investor Relations Departmentairasia X Berhad

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

55

reducing the number of operating cabin crews for each flight, from nine to eight, on selected flights. These initiatives were carefully executed without compromising the airline’s high safety standards and regulatory requirements.

Other than these, the airline also undertook fuel tankering to minimise cost and renegotiate all contracts to better manage its financials. Further to that, AirAsia X underwent a vigorous marketing plan through a variety of branding and public relations efforts to rebuild market confidence and strengthen its standing in the market, while driving ancillary income and Fly-Thru connectivity to increase passenger traffic.

Quoting AirAsia X’s CEO, Mr Benyamin Ismail, “The year 2016 will go down in our annals as the first year post-IPO that we made a full-year profit.” AirAsia X managed to turnaround its business by achieving first full-year net profit since its initial public offering and recorded a revenue of RM4 billion in 2016 vis-à-vis RM2 billion in 2013. These achievements are further amplified by the fact that it came amidst uncertain global economy and depreciating Ringgit. The success of the turnaround initiatives undertaken throughout 2015 and 2016 can be reflected in the growth of AirAsia X’s capacity and passenger traffic as well as reduction in cost. In 2016 alone, more than 6 million passengers were carried across the AirAsia X Group, as compared to 3.1 million in 2013, while the cost per available seat kilometres were driven down from 3.80 US cents in 2013 to 3.11 US cents in 2016.

Early 2017 has been very exciting for AirAsia X as the airline received its approval by the US Federal Aviation Authority (FAA)’s to operate the one-stop route from Kuala Lumpur to Honolulu, Hawaii via Osaka, Japan, which was launched in February and subsequently inaugurated on 28 June 2017.

Moving forward, AirAsia X is shifting its focus to maximise its average aircraft utilisation, strengthening market dominance in North Asia and Australasia through high-yielding point-to-point routes while continuously driving ancillary income.

AirAsia X remains committed towards growing its capacity through the two A330-900 neo aircrafts expected to be delivered by end of 2018. Operational centralisation initiatives and fuel hedging efforts will continue to keep the cost low. The airline will also continue to maintain its market leadership through the airline’s unique routes from Kuala Lumpur to Gold Coast, Chengdu, Hangzhou, Chongqing, Xi’an, Busan, Sapporo and Honolulu as these are low-competition and high-yield routes.

AirAsia X has come a long way since its maiden flight to Gold Coast in 2007; from a single-leased A330-300 aircraft to the current fleet size of 30 A330-300 aircraft across the group; from 2 destinations then, to 24 destinations across the regions today; and from 15,000 passengers carried in 2007 to 6.3 million passengers carried in 2016 alone. AirAsia X will remain committed to its vision of realising long-haul low-cost travel for everyone while maximising returns for our shareholders. AirAsia X’s 2016 Annual Report has “Realising Dreams” emblazoned across its cover-- and such will be our drive for times to come.

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

56

Creating credibility is crucial for a successful Organisation-IR-Analysts relationship, as it facilitates regular “trust-based” communication between ourselves and the analyst community. An effective IR professional is expected to provide appropriate responses to analysts’ questions. This comes with knowledge, network, experience and preparation as the questions can be varied, ranging from business strategy, financial, operational or broad-based economic queries.

We must keep abreast of updates, be it business direction, regulatory, socio-political environments, and etc., utilise this information to craft messaging in order to guide the analysts’ forecasts and most importantly, shape their expectations. We should not hide behind a veil of non-disclosure and obscurity when it comes to foreshadowing issues that will eventually come to light. Constructive conversation between key members of the corporate’s management representative and analysts is vital to the quality of information flow to the investing community, and relationships between IR and analysts are at the heart of this.

Casual meetings between an IR professional and analysts are highly encouraged. We must put ourselves in the shoes of an analyst, anticipate their concerns and craft appropriate messaging. For example, if we announce a new target segment; analysts may think, “What’s wrong with the old target segment?” “Are you cannibalising sales by refocusing segments?” Equally important are activities impacting our respective industries and peers.

Opportunities for analysts to meet the Senior Management team in a formal and informal setting are well-received, as it provides a more intimate setting to allow them to meet the leadership that spearheads the corporation. Hence, an analyst’s confidence imbued from a strong management team may very well influence the wider public.

How we manage ourselves externally is built on our internal processes. Case in point, developing an SOP whereby analysts’ or fund managers’ queries receive a one day or better turnaround time response creates confidence in the efficiency of the IR team from said corporation.

Analysts can be our greatest asset precisely because they are independent, meticulous and skeptical, however, when they understand and more importantly, believe in our story, investors will too.

hOW TO BE PREPARED TO MEET YOUR ANAlYST COMMUNITY

ganesh Kumar Nadarajah (EVP) & Liew Pik Yen (Manager) Business performance & investor relations

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

57

IR lEADERShIP FROM ThE TOP

CIMB Group has always upheld the highest standards of Investor Relations (IR), more particularly since the inception of the Group in its current form in 2005. This focus on IR is predominantly attributed to the strong support and belief in IR from the Board of Directors as well as senior management, most notably the previous CEO, now Chairman, Dato’ Sri Nazir Razak as well as the present CEO Tengku Dato’ Sri Zafrul Aziz. Blessed with a leadership which fully understands the workings of capital markets and investors/clients needs, and appreciates the value of good IR, CIMB Group was amongst the first Malaysian corporate with a full-fledged and dedicated IR team.

CIMB is a believer of building long term relationships with its external stakeholders, namely clients, shareholders, analysts and fund managers. The value of strong IR principles is immeasurable. It is the foundation of a bond of trust between a corporate, represented by its management, and all stakeholders. IR does not just need to be good. It has to be consistently good. While IR theory espouses equal access of timely and accurate communication, the difficulty lies with ensuring that this mantra is adhered to at all times.

Many corporates and members of management fall into the trap of telling a good bullish story but are unable to weather through difficult times. Management has to accept that markets rise and fall in line with cycles, as do share prices and financial performances. Stakeholders generally understand this and are more appreciative of honest messaging through both good and bad times. CIMB had gone through several difficult years in 2014-2016 where the share price hit a decade-low level and profitability/returns impacted significantly. Within that period, the Group stepped up IR activity and investor engagement with the CEO and CFO attending more investor conferences and embarked on more non-deal roadshows overseas, as foreign investors cut back on traveling to Asia. Communication was increased with the buy- and sell-side by conducting quarterly updates prior to each closed period ahead of the financial results announcements, a practice which continues till today. While buying interest was low and as our foreign shareholding continued to fall, CIMB IR ensured that the stock remained top of mind as and when the markets and our financial performance turned.

Similarly, analysts upgrade and downgrade stock recommendations and target prices. It is imperative that senior management do not take downgrades personally and accepts this to be part and parcel of capital market gyrations. The ability to overcome this is evidence of a mature and stable IR policy. CIMB IR does not discriminate against any analysts so long as arguments are factual and assumptions fair. CIMB had attended investor conferences and gone on non-deal roadshows hosted and conducted by brokers which had sell recommendations on the stock. This action earned CIMB significant kudos in the eyes of clients and shareholders, who saw that senior management respected analyst views and adhered to a strict professional code.

Ultimately, effective IR has to be led from the top. An organisation will benefit from a strong and stable IR when the Board of Directors, CEO, CFO and all other members of senior management share the same values on transparency and stakeholder responsibility. The IR team is entrusted with the responsibility of ensuring that this policy is implemented and communicated professionally and in the right manner. When all of this is aligned, fair valuation is achieved.

Steven Tan head of investor relations, CimB group holdings Berhad

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

58

ThE ART OF COMMUNICATING EFFECTIVElY WITh INVESTORS

A large part of dealing with investors is being able to communicate effectively. A simple approach to begin the journey of effective communication can be mapped out using the common five Ws (What, Why, Who, When and Where) and one H (How) method. Firstly, identify the purpose of the communication and who will be the audience. For instance, a quarterly results briefing is meant to provide shareholders with an update on the company’s performance against its larger operating environment while a conference or non-deal roadshow is a platform to provide investors with an update on the company’s medium to longer term strategic plans, achievements and even challenges. As such, the messaging and information delivered between both situations will differ slightly as the former requires specific quarterly analysis while the latter involves tracking of deliverables against the company’s overall strategy.

Next, remember to remain accessible to investors during the good times and the rough patches. Regular investor engagement help to keep investors updated on the company’s progress, management’s thoughts and reduce potential surprises that could cause concern among investors. When an investor knows that the management is open to having a dialogue during tough times and will respond with candour, this builds trust and lends to the management’s credibility. Long-term investors are more inclined to stick with their investment decisions during challenging periods when the investors are able to assess management’s thought process and have visibility over the company’s longer term prospects.

A method that has proven useful for Maybank Group is our ability to be proactive in addressing investor concerns or providing timely information that is tailored to answering areas of concern among the investing community. For example, Maybank Group was one of the first banks within the region, if not the first, to provide its exposure to commodities-related loans with crude oil price seeing a sharp fall in late 2014. Given investor concerns over the potential asset quality weakness arising from the Group’s exposure to loans potentially affected by volatile commodity prices, we sought to provide visibility to investors by disclosing our level of exposure by different commodity baskets.

The investor relations (IR) platform is not only used to communicate a company’s strategy and financial performance, but also to provide industry insights. As such, the IR team should undertake industry research and competitor benchmarking to gain valuable market knowledge and insights. A deep understanding of the marketplace and competitive landscape will help mould an organisation’s internal decisions as well as the message it conveys to the investing community. Meanwhile, the investing community and other stakeholders will also benefit from this communication as they understand the interdependencies and factors that may shape the direction and drive the momentum of a particular industry as well as how this then impacts the company.

In any of Maybank Group’s stakeholder communications, what we seek to achieve is to ensure that our communication is coherent, consistent, accurate, timely, transparent and equally accessible to any stakeholder. We utilise many forms to communicate effectively, including conference calls, live briefings, investor days, conferences and roadshows. Given that information moves very swiftly in the digital age and the advent of activist investors, it is crucial to embrace the usage of online tools such as the company’s website and social media platforms to provide timely updates to stakeholders.

Dato’ Mohamed Rafique Merican bin Mohd Wahiduddin Merican group head, islamic Banking & Chief executive officer (Ceo), maybank islamic Berhad

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

59

Ultimately, investors want their questions answered. So listen carefully to the questions posed and provide responses that not only address the queries but reflect the company’s intended messaging.

As the IR function evolves and through interaction with a wider group of investor segments, it is key to understand the various investment profiles and mandates of the differing investor segments. This will assist both parties to assess and identify their respective needs and requirements.

For new joiners to the IR profession, a good way to build IR expertise is by being part of a larger network of professionals who regularly interact and engage with investors. Joining a network allows you to connect easily, share and trade insights with other IR practitioners, enabling personal development and driving the overall development of IR for the industry.

Maybank Group, a member of the Malaysian Investor Relations Association (MIRA), has benefited from its MIRA membership and has also contributed to MIRA through its knowledge sharing sessions with members. Maybank Group’s IR team has attended numerous seminars and workshops organised by MIRA, on the latest guidelines or regulatory changes affecting stakeholder communication. As a member, Maybank Group has also sought to contribute to the knowledge pool development either by participating in speaking engagements or providing feedback on MIRA’s activities.

ABOuT DATO’ MOHAMED RAfIQuE MERICAN

Dato’ Mohamed Rafique Merican is currently the Group Head of Islamic Banking for Maybank and Chief Executive Officer of Maybank Islamic Berhad. He has been helming Maybank Group’s Islamic Banking portfolio since July 2016. Dato’ Rafique was previously appointed as Group Chief Financial Officer of Maybank Group from June 2012 till end June 2016. He was awarded the ‘Best CFO for Investor Relations (Large Cap)’ by MIRA in 2015. Dato’ Rafique has more than 25 years of experience in the corporate sector, including five years as Chief Financial Officer of Tenaga Nasional Berhad and Malakoff Berhad.

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

60

ON YOUR JOURNEY IN SIME DARBY AND ThE ChANGES ThAT YOU’VE SEEN….

When I first joined Sime Darby in July 2010, we were in the headlines for all the wrong reasons. It was two and a half years since the merger of the three companies that make up Sime Darby and the spotlight had shifted from the razzmatazz of our listing, to shine on what lay behind the facade of success.

We would eventually write-off RM2.1 billion in one Division as a result of four different projects that had not gone according to plan. As an outsider coming in, I was tasked by the Board and shareholders with taking the company through the quagmire and forward into a future that was more secure and sustainable.

To be frank, on paper, Sime Darby already had in place governance structures and processes to protect the interests of the company and its shareholders. However, despite all that, we had succumbed to our human condition, as each level of check and balance appear to have failed. What we had to do was to tighten things up, to make sure that there were safety nets in place. We also understood that sometimes it was necessary to allow the unseen observers a voice, those who knew what was going on but did not know how to escalate serious issues or breaches in governance.

Over a period of 18 months, we implemented several measures, among them:

(i) Setting up a two-tier board structure, where each division was helmed by a flagship board comprising three main board members, three members of management and at least three independent, external directors.

(ii) Establishing a Compliance Office and whistleblowing channels, guided by revised and stringent Group-wide policies

(iii) Beefing up the Group risk function

(iv) Disposing off businesses in which we did not have core expertise, to refocus on what we are best at.

Today, as a result of these measures, it is harder for human error to go unnoticed and more importantly, to be uncorrected. We are more focused on the businesses we know best, and Sime Darby is better for all our efforts.

On Challenges faced By The group…

As a conglomerate, the biggest challenge was the sheer scale and size of each of our businesses. Today, we are the world’s largest palm oil plantation company. We are among the largest auto players and industrial equipment players in the world. We are the country’s largest property developer by land bank. We are in 25 countries and 4 territories. We employ 120,000 people. We produce food, we sell cars, we build houses, we own hospitals ... We touch thousands of lives, every day.

As a result, the demands on our senior leadership are tremendous. Managing Sime Darby often feels like a balancing act; navigating multiple jurisdictions, gauging the needs of a multitude of stakeholders many of whom have opposing interests, managing the capital requirements of the diverse businesses in their various geographies. These are just some of the challenges that we face on a daily basis.

Tan Sri Dato’ Seri Mohd Bakke SallehPresident & Group Chief Executive, Sime Darby Berhad

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

61

The Group has been able to weather several macroeconomic volatilities over the years through its diversification of industry and geographical exposure. However, the complex organizational structure would mean a certain level of inefficiency as the Group becomes slower in responding to the market. In a rapidly moving business environment, we can’t afford to have multi-layers and complex structures as a risk when it comes to benefiting from potential business opportunities. The Group is also constantly faced with the challenges of capital allocation. Despite the stability that the current structure offers, high-performing units end up supporting lower performing divisions at the expense of higher invested capital.

Enforcing the discipline of coherence for an organisation that has several business under its belt can certainly be challenging. Perhaps the biggest concern that the investment community has raised is the inability to properly assess and value the company due to its various moving parts as well as the lack of information, leading to an increase in investment risk. Investors often feel they can better diversify their portfolio themselves rather than invest in conglomerates. And of course, there is the issue of the company potentially trading at a conglomerate discount. We have always been asked if the businesses being listed separately, could actually outperform the broader stock market indices, especially in sectors that are trading at high P/E multiples. The onus is on the Management to unlock value given the right timing and market conditions. Investors tend to flock to companies that are best-in-class, not secondary or tertiary players. We do not want to be seen as a “jack of all trades, master of none”.

On The Road Ahead for Sime Darby…

By the end of this year, we would have listed Sime Darby Plantation and Sime Darby Property as independent entities, each bearing the Sime Darby name. The current Sime Darby Berhad will become a far more focused entity in the trading and logistics sectors.

On a personal note, I am excited for all three companies. This exercise will enable the pure plays to have the focus and agility to pursue distinct aspirations and strategies. Each company will be able to focus on their respective core competencies to a greater extent, supported by a dedicated board and management team. In addition, this will be an opportunity to accelerate the growth of the three entities through governance and equity market benefits, whereby funding flexibility together with capital discipline will be further enhanced. Each company will no longer have to compete for capital allocation and resources as it will have direct access to the capital markets. From a human resources perspective, execution capacity will be improved through development of talent with specific skill sets and expertise for each business. This will instill higher organisational focus through more explicit management mandates and accountability for each business entity.

Most importantly, the listing exercise will further unlock value for all shareholders. They will be able to manage their own investment and rebalance their own portfolio in each of these business entities. Investor awareness will be enhanced as shareholders will be able to separately assess and evaluate individual financial performance as well as growth prospects due to greater visibility.

Initial reactions have shown that investors are certainly positive on this move and the market is excited. As we move ahead, IR will certainly play a crucial role in communicating the strategy and rationale of this exercise, besides enhancing the fair valuation of these companies in the years to come. Indeed, this marks the next era for the Sime Darby brand as we continue the rich heritage of this 107-year old Malaysian icon on the global arena.

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

62

AN INSIGhT TO BEST PRACTICES IN INVESTOR RElATIONS

Over the years, investor relations (IR) has developed dynamically to become a significant function of leading companies around the world. IR effectively amalgamates key information, such as strategy and finance, of a company and bridges the flow of information from a public listed company (PLC) to its investment community and its stakeholders. Strategic communication of a PLC’s value creation proposition and business fundamentals will increase the PLC’s institutional investor base at a global level. A proactive engagement program that vigorously reaches out to the investment community fosters a wider and supportive investor group, particularly important in times of crisis, as well as a positive corporate image which improves the brand value of the company. A well rounded understanding of the company and its potential translates to a fair market valuation and maintains a competitive cost of capital.

The foundation of an effective IR practice stems from a dedicated team which works in a timely manner and coordinates seamlessly around cut-off periods. The team must be responsive to the requests from investors and as the latter must react in tandem with stock market movements. An IR practitioner has to be equipped with in-depth knowledge of the company, the industry and the relevant regulatory requirements, especially the Bursa Malaysia Securities Berhad’s Listing Requirements. With that, the IR team can factually guide investors on the company’s potential corporate developments and the outlook for its businesses.

The investment community is always keen to keep abreast with the corporate developments of a company. There are numerous platforms such as the quarterly results briefings, face-to-face meetings, conference calls and site visits that can be utilised to keep investors on track with the company’s financial and operational progress. On top of that, the quality of information presented via corporate presentations and the company website must be constantly upheld and maintained to ensure accuracy, integrity and comprehensiveness. These platforms are essential to fill any communication gaps between a PLC and the investment community.

An effective IR function requires strong support from the senior management of the company. An organization with leadership that is involved and committed to IR, speaks volumes. With active contribution by the PLC’s CEO and/or CFO, investors can obtain invaluable insights into the company’s strategy, operations, corporate development and outlook, which can potentially enhance investors’ confidence. The senior management, in return, receives feedback from the investment community on how the company is being perceived by the market. The views and expectations could form as an important and powerful information for the company to navigate towards its strategic goals.

Nevertheless, there are still many large companies that continue to miss out on the potential value that an IR function can create. IR facilitates the two-way communication between the corporate and the investment community, failing which may lead to a higher cost of capital for the PLC, suboptimal branding and corporate image, and a suppressed valuation for the shareholders of the company. Therefore, as quoted from Seth Godin, “The less people know, the more they yell”. Good luck!

Benjamin Poh Chee fongHead of Investor Relations, Sime Darby Berhad

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

63

Our continuous and timely engagement and communication with the investment community have always been a vital component of Sunway’s Investor Relations (“IR”) practice. Sunway Group’s IR team drives the core exercise of engaging with existing and potential investors via multiple avenues to disseminate information on the company’s performance, strategies and prospects. We believe such undertakings instill investor confidence, whilst maintaining close rapport with investors, analysts and shareholders, allowing them to make informed and timely investment decisions.

Sunway regularly accepts invitations to participate in investor conferences by holding one-on-one and small group meetings with analysts, fund managers and investors. Such participation allows for greater interaction where investors can seek more in-depth understanding on the Group’s performance and future plans directly from senior management while also allowing the management to gain first-hand insight on the perspectives of the investing community.

The IR team had also hosted site visits across the Group’s various businesses, particularly the integrated property projects such as Sunway City, Sunway Iskandar, Sunway Velocity and Sunway Medical Centre to showcase the Group’s strength as a strong and diversified conglomerate. The visual perspectives gained by the investors themselves allow better understanding and appreciation of the Sunway Group.

Besides the preparation of briefing packs to provide a more concise report to specifically address key information that analysts and the media typically require, the team also arranges and conducts analyst briefings when necessary, to share more details on major events happening within the Group.

Sunway believes in transparent and comprehensive reporting to uphold best practices in corporate reporting and has thus shared voluntary additional disclosures to provide better insights into the Group. Such commitment to transparent communication with shareholders and the investing community has long been recognised at the NationWal Annual Corporate Report Awards (NACRA). In 2016, Sunway received the “Industry Excellence Award” in the Properties and Hotels Category for the tenth consecutive year, retaining an accolade it has won since 2006. In August 2017, Sunway was awarded the “Gold Award” for the Highest Return To Shareholders Over Three Years and “Silver” for Highest Return On Equity Over Three Years (Property RM3 Bil and above Market Capitalisation) at The Edge Billion Ringgit Club 2017.

Sunway was rewarded for its commitment to good IR practices at the Investor Relations Awards in 2015 hosted by MIRA, with seven wins in the Mid-Cap categories, including “Best Company for Investor Relations”, “Best Chief Executive Officer for Investor Relations”, “Best Chief Financial Officer for Investor Relations”, “Best Investor Relations Professional”, “Best Investor Relations Website”, “Best Knowledge & Insights of Investor Relations Team” and “Most Improved Service from Investor Relations Team”. In 2016, Sunway Group’s subsidiary, Sunway Construction Group Berhad won the “Best Investor Relations for an Initial Public Offering”, “Best Chief Financial Officer for Investor Relations” and “Best Investor Relations Website”.

hOW DOES SUNWAY BERhAD PRACTICE GOOD IR?

Chong Chang Choong Chief Financial officer, sunway Berhad

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

64

PAST RESUlTMalaysia Investor Relations Awards 2016 Award Categories and Winners

Best Company for Investor RelationsLarge Cap

Sime Darby Berhad

Mid Cap

Genting Plantations Berhad

Small Cap

Vitrox Corporation Berhad

Best Investor Relations WebsiteLarge Cap

DiGi.com Berhad

Mid Cap

Sunway Construction Group Berhad

Small Cap

Barakah Offshore Petroleum Berhad Econpile Holdings Berhad

Best Investor Relations for an IPO in 2015Sunway Construction Group Berhad

Best Knowledge & Insights from IR TeamSime Darby Berhad

Best CEO for Investor RelationsLarge Cap

Tan Sri Dato’ Seri Mohd Bakke Salleh, Sime Darby Berhad

Mid Cap

Tan Sri Lim Kok Thay, Genting Plantations Berhad

Small Cap

Dato’ Ng Hook, Engtex Group Berhad Datuk Zainol Izzet Mohamed Ishak, Perisai Petroleum Teknologi Berhad

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

65

Best CfO for Investor RelationsLarge Cap

Yap Choi Foong, RHB Capital Berhad

Mid Cap

Ng Bee Lien, Sunway Construction Group Berhad

Small Cap

Bin Lay Thiam, Econpile Holdings Berhad Victor Wong Tze Meng, MRCB-Quill REIT

Best Micro-Cap Company in Investor Relations

AWC Berhad

Most Improved Service from IR TeamHong Leong Bank Berhad

Quality of Annual Reports/ formal DisclosureSime Darby Berhad

Best Investor Relations ProfessionalLarge Cap

Benjamin Poh Chee Fong, Sime Darby Berhad

Mid Cap

Frederick Tan Aik Yong, TSH Resources Berhad

Small Cap

Steven Siaw Kok Tong, Vitrox Corporation Berhad

Quality of One-On-One MeetingsSime Darby Berhad

PAST RESULTMalaysia Investor Relations Awards 2016 Award Categories and Winners (cont’d)

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

66

JOIN US AS A MIRA MEMBER

The Malaysian Investor Relations Association (MIRA) wishes to thank listed companies, the Investor Relations community and our partners for your advocacy and support towards advancing the practice and quality of IR in Malaysia.

Malaysia Investor Relations Awards and Survey

The Independent IR survey and awards event marks another dedicated initiative that MIRA has taken in advancing and promoting good IR practices among public-listed companies. We strongly believe that such recognition by the investment community will drive IR Practices to greater heights of achievement. The result of the previous surveys can be viewed on MIRA’s website at http://www.mira.com.my/misc/IR_Survey_Results_2015_2016.pdf

Enhancing IR Professionalism

MIRA is committed towards elevating the status of Malaysian IR professionals to an internationally recognised level. To date, 136 Malaysian candidates have successfully obtained the Certificate in Investor Relations (“CIR”) since introducing the certification programme in August 2009 in collaboration with the Investor Relations Society of UK. MIRA has since introduced an Individual Membership category to give recognition and status to IR professionals and practitioners.

Diversifed MIRA Programmes and Roadshow

Professional development and continuing education programmes are key to enhancing the proficiency of IR practitioners. We provided our members with quality training programmes, by engaging quality speakers and collaborating with leading institutions. In addition, we now conduct “up-to-date” IR knowledge sharing sessions for Boards of Directors and Senior Management level. Separately, the association have developed the IR Professional Development Series to develop new and growing IR practitioners which also include mentoring.

Other notable initiatives that MIRA have conducted thus far are “Meet the Analysts” sessions, where selected companies are invited to meet with to meet with both the buy - side and sell - side.

MIRA Membership Services

MIRA Membership comprises the following Categories:

• CorporateMembership(forcompanieslistedonBursaMalaysia) • AssociateMembership(forcompanieswhichprovideIRServicessuchasconsultancyandtechnology) • IndividualMembership(forIRProfessionals)

MIRA’s subscription fees for Corporate Membership (CM) and Associate Membership (AM) are unchanged at RM2, 500 and RM 2,000 respectively for a 12-month period. CMs and AMs are entitled to vouchers worth RM2, 000 and RM1, 600 respectively which are redeemable for MIRA fee-based workshops and training programmes at a members rate.

To encourage the take up rate of Individual Members (“IM”), MIRA maintained the practice of granting one complimentary IM (subject to admission perquisite for an IM) for every new registration or renewal of MIRA Corporate Membership and Associate Membership.

For companies undergoing IPOs, a 50% discount on CM fees is also granted in the first year of joining MIRA. Hence, these newly listed companies pay only RM1, 250 per annum. Correspondingly, they will also be entitled to RM1, 000 worth of redeemable training vouchers during their first membership year.

Bursa Malaysia Mid and Small Cap (MidS) Research Scheme

Under the scheme, Public Listed Companies who are MIRA members will be eligible to participate in MIRA workshops on a complimentary basis from now until December 2018.

For further information please contact MIRA secretariat directly at 03 – 2034 7677

We look forward to your participation and support – all of which will help raise the level of IR professionalism in corporate Malaysia. Please visit us at www.mira.com.my for more information.

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

67

CIR CERTIFICATE IN INVESTOR RElATIONS

The Certificate in Investor Relations (CIR) professional qualification is now regarded as an essential prerequisite for those entering the investor relations profession in the United Kingdom

Starting in the first quarter of 2009, MIRA has been pleased to offer the same quality of professional development available in the UK to IR practitioners in Malaysia. The CIR is offered in collaboration with the Investor Relations Society, UK’s professional body for IR, highly regarded as a leading authority on IR in UK and Europe (with 80% of companies on FTSE100 on LSE as its members) and among the earliest established professional bodies for IR.

With over 1,000 successful candidates from more than 25 countries, the CIR is firmly established as the leading IR qualification worldwide.

MIRA offers training and examination leading to the CIR at regular intervals through the year covering the following topics:

1. The Principles of Investor Relations

2. Financial Markets

3. Companies and Regulations

4. Regulatory Environment

5. Accounting Valuation & Investment Principles

6. Effective IR in Practice

The CIR allows IR practitioners to enhance their IR capabilities and benchmark against international best practices. It allows listed companies to identify qualified IR professionals to strengthen their IR function.

The CIR is also an opportunity for development for professionals from financial intermediary roles such as investment banking and equity research who want to make the cross-over into listed companies.

To find out more about the CIR, please go to http://www.mira.com.my/CIR.html

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

68

lIST OF MEMBERS FOR MEMBERShIP YEAR 2016/2017 (01 July 2016 to 30 June 2017)

CORPORATE MEMBERS

1. Affin Bank Berhad

2. Air Asia Berhad

3. Air Asia X Berhad

4. Alliance Financial Group Berhad

5. AMMB Holdings Berhad

6. Amway (M) Holdings Berhad

7. ASTRO Malaysia Holdings Berhad

8. Axiata Group Berhad

9. Axis REIT Managers Berhad

10. Barakah Offshore Petroleum Berhad

11. BCM Alliance Berhad

12. Bison Consolidated Berhad

13. Boustead Heavy Industries Corporation Berhad

14. Boustead Holdings Berhad

15. Bursa Malaysia Berhad

16. C.I. Holdings Berhad

17. CapitalMalls Malaysia REIT Management Sdn Bhd

18. Careplus Group Berhad

19. CIMB Group Holdings Berhad

20. Classic Scenic Berhad

21. Dagang NeXchange Berhad (formerly known as Time Engineering Berhad)

22. Damansara REIT Managers Sdn Bhd

23. Deleum Berhad

24. Digi.com Berhad

25. E.A. Technique (M) Berhad

26. Eco World Development Group Berhad

27. ECS ICT Berhad

28. Felda Global Ventures Holdings Berhad

29. Freight Management Holdings Berhad

30. Gamuda Berhad

31. GD Express Carrier Berhad

32. Genting Berhad

33. Genting Malaysia Berhad

34. Genting Plantations Berhad

35. GFM Services Berhad

36. Global Oriental Berhad (formerly known as Equine Capital Berhad)

37. Glomac Berhad

38. HL Advance Technologies (M) Sdn Bhd

39. Hong Leong Bank Berhad

40. HSS Engineers Berhad

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

69

LIST OF MEMBERS FOR MEMBERSHIP YEAR 2016/2017(01 July 2016 to 30 June 2017) (cont’d)

CORPORATE MEMBERS

41. Hua Yang Berhad

42. IJM Corporation Berhad

43. IRIS Corporation Berhad

44. JcbNEXT Berhad

45. Karambunai Corp Berhad

46. Khazanah Nasional Berhad

47. KLCC Property Holdings Berhad

48. Kossan Rubber Industries Berhad

49. KPJ Healthcare Berhad

50. Land & General Berhad

51. LBS Bina Group Berhad

52. LKL International Berhad

53. Malakoff Corporation Berhad

54. Malayan Banking Berhad

55. Malaysia Airports Holdings Berhad

56. Malaysia Smelting Corporation Berhad

57. Matrix Concepts Holdings Berhad

58. MISC Berhad

59. Muda Holdings Berhad

60. OCK Group Berhad

61. Perak Transit Berhad

62. Petra Energy Berhad

63. Petronas Chemicals Group Berhad

64. PETRONAS Dagangan Berhad

65. PPB Group Berhad

66. Protasco Berhad

67. Public Bank Berhad

68. Puncak Niaga Holdings Berhad

69. QL Resources Berhad

70. Ranhill Holdings Berhad

71. RGB International Berhad

72. RHB Capital Berhad

73. Rhone MA Holdings Berhad

74. S P Setia Berhad

75. Salcon Berhad

76. Salutica Berhad

77. SAM Engineering & Equipment Berhad

78. Sasbadi Holdings Berhad

79. Sime Darby Berhad

80. SMRT Holdings Berhad (formely known SMR Technologies Berhad)

81. Southern Acids (M) Berhad

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

70

LIST OF MEMBERS FOR MEMBERSHIP YEAR 2016/2017(01 July 2016 to 30 June 2017) (cont’d)

CORPORATE MEMBERS

82. Sunway Berhad

83. Sunway Construction Group Berhad

84. Sunway Reit Management Berhad

85. Suria Capital Holdings Berhad

86. Systech Berhad

87. Telekom Malaysia Berhad

88. Tenaga Nasional Berhad

89. Time dotCom Berhad

90. Tiong Nam Logistics Holdings Berhad

91. Top Glove Corporation Berhad

92. Tropicana Corporation Berhad

93. Tune Protect Group Berhad

94. UMW Holdings Berhad

95. UMW Oil & Gas Corporation Berhad

96. United Malayan Land Berhad

97. Voir Holdings Berhad

98. WCT Holdings Berhad

ASSOCIATE MEMBERS

1. Aquilas Advisory (M) Sdn Bhd

2. BCT Asia Associates Sdn Bhd

3. Bell Pottinger (Malaysia) Sdn Bhd

4. Boardroom Corporate Services (KL) Sdn Bhd

5. CD Communication Group Sdn Bhd

6. Esente Communications (M) Sdn Bhd

7. S.I Portal Sdn Bhd

INDIVIDuAL MEMBERS

1. Bernard Tan Chin Teik

2. Clarence Fu Yu Cheng

3. Lee Hock Lai

4. Pierre Mas

5. Tan Wu Li

6. Lau Kent Lit

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

71

Malaysian Investor Relations Association Berhad (777008-W) Page 1 of 2

CORPORATE / ASSOCIATE MEMBERSHIP APPLICATION / RENEWAL FORM FOR MEMBERSHIP YEAR 2017 / 2018

FOR OFFICE’S USE

Approved by :

Date :

Remarks :

A. COMPANY AND REPRESENTATIVE DETAILS

Company Name : ___________________________________________

Company No. : ________________________________________________

Company Address : ____________________________________________

_________________________________________________

_________________________________________________

Website Address : _______________________________________________________

Primary Representative’s Name* : _______________________________________________________

Primary Representative’s Position : _______________________________________________________

Telephone No. : _______________________________________________________

Facsimile No. : _______________________________________________________

Email Address : _______________________________________________________

Secondary Representative’s Name* : _______________________________________________________

Secondary Representative’s Position : _______________________________________________________

Telephone No. : _______________________________________________________

Facsimile No. : _______________________________________________________

Email Address : _______________________________________________________

* Representative(s) nominated by the applicant company shall be authorised to represent and bind the applicant and shall be the contact person(s) in respect of all communications between the applicant and the Malaysian Investor Relations Association Berhad (“MIRA”). The applicant is required to inform MIRA in writing if the representative(s) cease to be its employee or in the event of a change of contact person.

B. TYPE OF MEMBERSHIP AND MEMBERSHIP FEES

(Please mark ⌧ below to indicate your choice)

Corporate Membership : Eligibility – companies listed on Bursa Malaysia Securities Berhad Fee: RM 2,500 for full membership year (Cheque no. : __________________________ )

Associate Membership : Eligibility – companies which provide investor relations services or are suitably involved in the field of investor relations

Fee: RM 2,000 for full membership year (Cheque no. : ___________________________)

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

72

Malaysian Investor Relations Association Berhad (777008-W) Page 2 of 2

Notes: 1. Please note that pursuant to the Memorandum and Articles of Association of MIRA, the

admission to membership of MIRA shall be subject to approval of the board of directors of MIRA (“Board”). The Memorandum and Articles of Association of MIRA can be viewed on the website of MIRA (www.mira.com.my).

2. The full year for the purposes of membership shall commence on 1 July of the current year

and expire on 30 June of the following year (“Membership Year”). Membership in MIRA is automatically renewed at the expiry of each Membership Year for a further twelve months based on then prevailing membership fee which is payable on renewal date unless advance termination notice in writing is received by MIRA at least one month before the expiry of the Membership Year, or if the Member has been removed from membership by the Board in exercise of its powers under the Memorandum and Articles of Association and/or any other regulation, code of conduct or by-law.

3. Membership fees are non-refundable and shall be paid in advance of each Membership Year.

A member who wishes to terminate its membership with MIRA is required to give one (1) month’s prior notice to MIRA of its intention to do so and any membership fee paid for that Membership Year is non-refundable.

4. The Board shall have the absolute discretion to review and revise the annual membership fee

from time to time by giving reasonable notice to members. C. DECLARATION

In the event of our application for membership in MIRA being approved, we hereby undertake and agree to be bound in all respects by and to comply with the Memorandum and Articles of Association of MIRA and any regulations, codes of conduct and any by-laws in force as determined by the Board of MIRA from time to time. We further agree to settle any and all membership fees (including membership fees for any renewals) and to abide by all the terms and conditions stipulated in this form. We certify that all information provided in this form is true and accurate.

Signature : …………………………………………………………………….

Name of authorised signatory : ……………………………………………………………………. Position : ……………………………………………………………………. Date : …………………………………………………………………….

Please send the completed application form to:

MALAYSIAN INVESTOR RELATIONS ASSOCIATION BERHAD Annexe Building, Bursa Malaysia Berhad Exchange Square Bukit Kewangan 50200 Kuala Lumpur Tel no. : 03 – 2034 7677 / 7415 Fax no. : 03 – 2732 0771 PAYMENT Cheques/Bank Draft should be made payable to Malaysian Investor Relations Association Berhad Direct Bank-in: Malayan Banking Berhad Account No. 5140 1139 7313, Swift Code MBBEMYKL. PLEASE EMAIL PAYMENT ADVICE TO [email protected]

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

73

ACkNOWlEDGEMENT

We would like to express our sincere appreciation to the Capital Market Development Fund and Bursa Malaysia for their continued encouragement and support. We would also like to thank all the companies who have sponsored and supported us for this event.

Media Partners

PR and Event Management Partner

TM

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

74

TM

Sponsors

MA

LA

YS

IAN

INV

ES

TO

R R

EL

AT

ION

S A

SS

OC

IAT

ION

BE

RH

AD

75

Supported by

20177th Investor relatIons awards

10 Years Championing

Investor relatIons In MalaYsIa

MALAYSIAN INVESTOR RELATIONS ASSOCIATION (777008-W)

Annexe Building, Bursa Malaysia, Exchange Square, Bukit Kewangan 50200 Kuala Lumpur, Malaysia

Tel : (+603) 20347000 Fax : (+603) 27320771 Email : [email protected]

w w w . m i r a . c o m . m y

Investor relatIons In MalaYsIa 20relat17Ions awards - … relations in malaysia malaysian investor...

Documents

Transcript of Investor relatIons In MalaYsIa 20relat17Ions awards - … relations in malaysia malaysian investor...