Central to corporate governance thinking and practice are the shareholders, the board of directors and the management. Max Myanmar always focus to align as nearly as possible the interests of individuals, corporations and society with holding the balance between the corporate governance and company goals. Max Myanmar strives to establish an effective board, which is collectively responsible for the long-term success of the company, including the definition of the corporate strategy.
The group’s principal decision making body is the board. It has responsibility for setting the group’s strategic direction and for ensuring the group manages risk effectively. The board is accountable to shareholders for the group’s financial and operational performance. There is a clear division of responsibilities between the running of the board and the executive responsibility for the running of the business.
The Board’s Responsibility
The Board ensures to live up Max Myanmar’s commitment to responsible practices. The Board also upholds the Company’s value and ensures that the management is accountable to these values. The board also focuses on adopting and reviewing a comprehensive risk management process, establishing and reviewing the system and procedures of control and risk management, adopting policies for organizational arrangements for delegating authority and responsibility and finally adopting adequate internal practices and procedures that promote ethical and professional standards.
- Protection of shareholder rights
- Adequate transparency and disclosure – financial and non-financial information
- Time and Accurate Information
- Review and approve the annual financial statements to provide shareholders with a balanced and clear assessment
- Creating vision and values
- Developing corporate climate and culture
- Monitoring the external environment
- Approving policy framework
Oversight and Control
- Internal control and risk management
- Financial management and reporting
- Internal/External audit
- Oversight of management performance
Strategy and Stewardship
- Strategic thinking by setting Max Myanmar’s direction and risk appetite
- CEO/Executive selection and evaluation
- Succession planning
Diversity of the Board
Max Myanmar has taken and continues to take several steps to promote diversity both at senior management level and in the boardroom. Developing policies and processes that prevent bias in relation to recruitment and promotion form the basis of this. The key to progress lies in ensuring that positive measures are taken by balancing the diversity in succession planning and talent management. Promoting gender diversity in the flexible employment policies to create family friendly working environment.
Appointments to the Board
The search for board candidates is conducted and appointments made, on merit, against objective selection criteria, having due regard for the benefits of diversity on the board, including gender. The Nomination Committee works with the Board to determine the appropriate qualification, skills and experience for the Board.
Director Induction and Development
Under MaxOne Training Program, with the title of “From Strategy to Execution”, Max Leadership Retreat program was offered to top executives of Max Myanmar in accordance with Max’s vision and mission. Our intention is that all directors have familiarity with and appropriate knowledge of Max Myanmar and gain access to operations and employees. The board ensures that the company provides the necessary resources to allow this to happen. We take various steps to ensure that all of our directors continually refresh their knowledge and skills so that they can effectively fulfil their roles on our board and its committees and so that their contributions remain informed and relevant.
Performance Evaluation of Board Members
Performance evaluation is a key means by which boards can recognize and correct corporate governance problems and add real value to their organizations. Our evaluation process is an annual exercise and the process is tailored to the requirement of the company. The results could range from relatively minor amendments to Board processes, changes in Board Composition and alternations in Committees Structures. To be a meaningful exercise, the outcomes must result in an actionable plan. For the evaluations to be successful and the process smooth, the Chairperson must be prepared to lead the exercise and the Board shoulder the responsibility of managing both the process as well as the format of the evaluation. Since trust in the process and its confidentiality are critical for success of the evaluation exercise, the results of individual assessments will be confidential between the Chairperson and the concerned party.
Annual General Meetings
Annual General Meeting is an important part of effective communication with shareholders. Our annual general meeting will be held once a year at suitable locations in Yangon. Notice is normally sent to stakeholders beforehand. At the annual general meeting, we propose separate resolutions on each substantially separate issue.
This committee defines each SBU business direction as well as group’s strategy and creates synergy among SBUs. Execution from strategy (plan) to action (work) is the primary focus of management committee. The committee standardizes operational processes to improve operational performance by lowering operational cost possible. The committee also defines Key Performance Indicators (KPIs) for each SBU and monitors as well as measures those KPIs to advice senior leadership on performance improvement. The Committee holds the meeting monthly and it is chaired by U Chit Tun (Executive Director and CEO) and members are the management executives from SBUs.
The finance committee is chaired by Daw Jasmine Thazin Aung (Executive Director) and this committee oversees & appraises the quality of the Finance effort of the Company’s internal Finance Function and its External Auditor. It is to assist the BOD in fulfilling its fiduciary responsibilities to the Company and each of its Subsidiary to act in the interest of the Company’s Shareholder as a whole. It reviews the adequacy of the Internal Controls (both accounting and operation) and servers as an independent party to review the integrity of the financial information presented by the Management to the Shareholders.
The primary focus is developing and maintaining committee governance documents by reviewing, evaluating and recommending the guiding principles that govern the overall approach with respect to investment risk management. Oversee investment risks by ensuring that an appropriate control environment and reporting process are in place to govern the investments’ ongoing activities. The investment committee recommends to the Board for approval Board risk limits. Investment Committee
Internal Audit Committee
Audit committees is chaired by Daw Cho Too (Independent Director) and typically review financial statements quarterly and annually in public companies. In addition, members will often discuss complex accounting estimates and judgments made by management and the implementation of new accounting principles or regulations. Audit committees interact regularly with senior financial management such as the CFO and Controller and are in a position to comment on the capabilities of these managers.
Remuneration Committee is chaired by Dr Tin Latt (Independent Director) and it is to consider matters relating to executive reward, including policy for executive directors and top and senior managers’ remuneration and their annual individual remuneration awards. The committee may also review strategic HR issues including employee retention, motivation and commitment and succession planning for top and senior manager position. The Committee will meet annually and at such additional times as the Board may request.
Nomination Committee is chaired by U Kyaw Kyaw (Non-Executive Director) and it is responsible for considering matters relating to the composition of the board, including the appointment of new directors, making recommendations to the Chairman as appropriate. The committee reviews succession plans for the chairperson, MD and other key board positions. This review might also review corporate governance arrangements and oversee the annual performance evaluation of the board, its committee and the individual directors. The Committee will meet once a year and at such additional times as the Committee Chairman or any member of the Committee may request.
Legal, Risk and Compliance Committee
The Committee’s role is to provide advice and assistance to the Board in relation to the governance framework of the Company, including in relation to its risk management and internal control systems, compliance policies and legal functions. The committee is to review the effectiveness of Max Group’s risk management framework policies and initiatives to identify the company’s material risks and the appropriateness of the risk management processes in place to address them. Besides, the committee also monitor the effectiveness of Max Group’s policies and practices that relate to compliance with laws, regulations and accounting standards. Quarterly and Annual risk assessments are carried out and actions will be taken if necessary.