AGENDA

Dipa Kaur

Gillian Meller

Justin J Anthony

Kerrie Waring

The Securities Commission is reviewing Malaysia’s corporate governance framework to strengthen practices and drive sustainable value creation. At the same time, major markets are updating their Corporate Governance Codes to address priorities including sustainability governance, digital transformation and stakeholder engagement, while reinforcing the strategic role of Company Secretaries. This session will compare Malaysia’s reforms with global trends and explore their implications for future-ready governance, with insights from regulators, policymakers and market practitioners for companies, investors and capital market participants.

Azrina Azmel, General Manager, Corporate Governance, Securities Commission Malaysia

Mohamad Azhar Mohamed Hamidi, Head of Corporate Surveillance & Governance, Bursa Malaysia Berhad, Malaysia

Mark Babington, Executive Director of Regulatory Standards, Financial

Reporting Council, United Kingdom

Stephen Sadie, CEO, CGI Southern Africa

Geopolitical risks pose considerable challenges to an organisation's resilience and ability to sustain long-term value creation. Wars, cyber-attacks, climate change impacts, trade tensions and more disrupt supply chains, energy and commodity prices, access to critical resources and overall business continuity. How do companies navigate these increasingly complex headwinds and reduce systemic risk exposure while enhancing organisational growth and sustainability? To what extent is uncertainty factored into risk management frameworks and mitigation strategies? What reporting frameworks are most used by companies to communicate their approaches to managing uncertainty, risk, and resilience?

YBhg Tan Sri Abdul Wahid Omar, Chairman of IOI Corporation Berhad, Malaysia

Gillian Meller, Legal and Governance Director, MTR Corporation, Hong Kong

Kiyotaka Sasaki, President, Core Corporate Governance Research Institute, Japan

Celine See, Country Head VISTRA Malaysia

This session provides participants with a practical demonstration of how boards respond to unexpected threats such as a cyber breach, whistleblower allegation, or activist shareholder pressure. Through a simulated board meeting scenario, participants will observe or join in the decision-making process to navigate regulatory obligations, stakeholder expectations, and reputational risks under time pressure. The session highlights the critical role of the company secretary in facilitating proper governance oversight, and coordinating legal, governance, and communication strategies during a crisis. Participants will gain practical insights into real-time boardroom dynamics, crisis management, and the importance of structured governance responses in protecting organisational integrity and stakeholder confidence.

YBhg Dato’ Abdul Aziz Bin Abu Bakar, Chairman, Affin Bank Berhad

Christopher de Cruz, Global Head of Content, Innovation & Crisis Communications Hub, Sandpiper Communications

Ts Muhammad Dawud Wilmot, Partner – Technology, Risk and Cyber Security Advisory

KPMG Malaysia

The session addresses a common governance challenge; ineffective board papers that fail to support strategic decision-making. The session will explore how high-performing boards receive and evaluate information, and how governance professionals, particularly company secretaries, can transform management reports into concise, decision-focused board packs. Participants will learn practical approaches to structuring board papers to facilitate strategic discussions, avoiding information overload, and presenting key insights clearly for directors, especially independent directors. The session will also highlight the use of dashboards and digital board portals to improve clarity, accessibility, and the overall effectiveness of board information.

Representative from Maybank Berhad

Mohamad Affendi Yusoff, Director, Secretarial, Khazanah Nasional Berhad

This session explores how artificial intelligence is transforming governance practices and the work of governance professionals. The session will demonstrate practical ways AI tools can support tasks such as preparing board papers and minutes, conducting governance research, and improving efficiency in board support functions. At the same time, it will address key considerations in managing confidentiality, legal risks, and ethical use of AI in governance processes. Participants will also gain insights into appropriate risk controls, confidentiality safeguards, and the role of boards in overseeing the responsible AI adoption, supported by governance policy perspectives, including insights from the OECD.

Sean Tay, CEO, Matrix Connexion Sdn Bhd

Darmain Segaran, Manager of AI Policy, National AI Office (NAIO)

Raymond Davadass, Founder & Group CEO, Daythree Digital Berhad

In today’s increasingly complex business environment, the role of the Company Secretary is more critical than ever in supporting long-term organisational success and resilience. Beyond their statutory responsibilities, Company Secretaries serve as trusted advisers to both the Chair and CEO, balancing the need to provide independent, objective guidance while effectively supporting management. This session will explore the evolving responsibilities of Company Secretaries across different markets, the key competencies required to succeed in the role, and the critical reporting lines that shape their effectiveness in today’s governance landscape.

Samantha Tai Yit Chan, Chief Executive Officer, BoardRoom Malaysia

Fernanda Marques Bayeux, Governance Officer, Alpargatas, Brazil

Victoria Penrice, Group Company Secretary, W.A.G Group, United Kingdom

Yoke Kay Kuan, Founder, Blue Carbuncle, Singapore

Independent Board Directors play a vital role in ensuring objectivity and oversight within a Board’s decision-making. They provide valuable managerial scrutiny and strategic advice, helping to balance power on the board and protect the interests of both shareholders and stakeholders. What qualities define a good Independent Director? How does this position differ across global markets? In what ways are conflicts addressed and disclosed? What is the optimal approach to assessing board quality and performance aligned with an organisation’s risk profile, culture, and long-term strategy?

YBhg Datuk Suseela Menon, Vice President, CGI Global

Pauline Vamos, NED, Mercer Superannuation Australia Limited, Australia

Professor Mak Yuen Teen, Professor, National University of Singapore

Emi Onozuka, CEO of Eminent Group, Japan

This session will examine the role of the board in shaping and overseeing a corporate culture that aligns with the organisation’s purpose, values, and strategic objectives. The discussion will consider the links between corporate culture, risk management, and remuneration policy, as well as the implementation of Codes of Ethics to encourage lawful, responsible, and ethical conduct across the workforce. Independent and confidential whistleblowing mechanisms will be explored, along with critical issues such as anti-bribery and anti-corruption. The panel will also consider Board responsibilities regarding oversight, reporting breaches, and initiating corrective measures.

Professor Michael Adams, University of New England, Australia

Maheswari Kanniah, Independent Non-Executive Director, MBSB Berhad, Malaysia

Marianne Harper Gow, Director of Governance and Sustainability, Baillie Gifford Asia, Singapore

Roshan Thiran, Founder of Leaderonomics, Malaysia

Shareholder activism is accelerating globally — including across Asia — and boards are facing increasing pressure to respond strategically, transparently and at speed. This session explores how companies can anticipate activist approaches, strengthen board preparedness, and develop effective response strategies that protect long term corporate value. This session will consider the importance of proactive investor relations and stakeholder communication during high pressure situations. The discussion will also highlight the critical advisory role of Company Secretaries in supporting the board, enhancing readiness, and guiding organisations through activist challenges with confidence and discipline.

Dr. Ismet Yusoff, CEO, Minority Shareholders Watch Group, Malaysia

Nana Li, Head of Sustainability, APAC Director, Impax Asset Management,

Hong Kong

Dr. Helena Fung, Head of Research and Advocacy, Asian Corporate Governance Association, Hong Kong

In today's increasingly scrutinised regulatory and enforcement environment, governance professionals are expected to do far more than ensure compliance with policies and procedures. Regulators, courts and stakeholders are increasingly asking a fundamental question: When warning signs emerged, did the organisation recognise them, document concerns appropriately, escalate issues, and take reasonable steps to prevent misconduct?

Whether involving fraud, corruption, money laundering, conflicts of interest, misconduct, or governance failures, many corporate scandals reveal a common pattern—not a lack of policies, but a failure to challenge questionable decisions, maintain adequate records, and act when red flags appeared.

This panel discussion will explore the critical role of directors, company secretaries, compliance officers, legal advisers and other governance professionals as the first line of defence against organisational misconduct. Through practical case studies and real-world scenarios, the panel will examine how professionals can navigate difficult situations where commercial pressures, senior management influence, or organisational culture may discourage speaking up.

This session will provide governance professionals with practical guidance on exercising sound judgement, demonstrating professional courage, and creating a defensible record of actions taken when faced with difficult decisions and emerging risks.

Dr. Geetha A Rubasundram, Treasurer, Transparency International Malaysia

Edward Chan, Country Manager, Ingenique (Malaysia) Sdn Bhd

YBhg Dato’ Mohamad Ezri bin Abdul Wahab, Managing Partner, EzriLaw Firm

Many founders spend decades building successful businesses, yet one question is often left unanswered: What happens when I am no longer here?

Without proper planning, family businesses can face disputes among heirs, leadership uncertainty, business disruption and the erosion of wealth accumulated over generations. The challenge becomes even greater when children are unwilling to take over the business, multiple heirs have different expectations, or ownership and management responsibilities are not clearly separated.

This session brings together leading practitioners in estate planning, wealth preservation and succession structures to explore practical solutions for safeguarding both family wealth and business continuity. From wills, trusts and foundations to family constitutions and succession frameworks, the panel will examine how different structures can be used to preserve value, manage family expectations and facilitate smooth transitions across generations.

Participants will leave with practical insights on selecting appropriate succession structures, avoiding common pitfalls, supporting founders through transition planning, and ensuring that businesses and family legacies remain resilient long after the founder steps aside.

Farah Deba Mohamed Sofian, Senior Partner, Wong Lu Peen & Tunku Alina

Johari Low bin Abdullah, Chairman, Rockwills Corporation Sdn Bhd

Doreen Fadli, Acting Director, Market & Tax Development, Labuan Financial Services Authority (Labuan FSA)

Global governance is being stress-tested by forces no boardroom framework was designed to handle. Rising global tensions, shifting monetary policy, accelerating regulatory change, and AI-driven disruption are converging into a perfect storm of systemic risk that is reshaping capital flows, workforce structures, and financial markets simultaneously. Persistent inflation, subsidy reforms, structural unemployment, and tightening cross-border regulatory requirements are forcing governments and businesses alike to navigate increasingly difficult trade-offs with shrinking room for error. For boards still treating macroeconomic, regulatory, and technological risk as peripheral concerns, the cost of that blind spot is rising fast. Directors, Company Secretaries, and Governance Professionals will find this session essential in sharpening their contributions to board deliberations, business strategy, and risk management.

Wan Suhaimie Wan Mohd Saidie, Head of Economic Research, Kenanga Investment Bank Berhad

Sendi anak Tan, Research Head, Sarawak Sovereign Wealth Future Fund

Today, sustainability related disclosure is required by law or regulation in major markets around the world with many extending this to assurance. Sustainability reporting standards encourage companies to provide complete, consistent and comparable information about their sustainability-related risks and opportunities. But how is this impacting the role of modern-day boards? What are the company’s governance processes, controls and procedures to monitor, manage and oversee such risks and opportunities? How do Company Secretaries keep boards informed about sustainability matters to guide strategic decision-making and risk management. How does this translate into managerial oversight, pay and performance?

David Simmonds, Chief Strategy, Sustainability and Governance Officer, CLP Holdings Ltd, Hong Kong

Charles Brown, Group Company Secretary, Experian, Ireland

Taona Munzvandi, NED, Trust Insurance Brokers, Zimbabwe

Margie Ong, CEO, Thoughts In Gear, Malaysia

21st century boards must develop and oversee an organisation’s digital technology strategy to drive innovation, growth, and competitive advantage. This extends to management’s approach to ethical and responsible deployment and the relevance, risk, proportionality and impact of AI and digital usage on an entity’s culture, operations, and strategy. How do boards assess the performance of digital assets against measures such as return on investment, revenue, and productivity? How are workforce impacts managed including AI transition, health and safety, training, integrity? How are risks assessed and what is best practice around quality control and assurance in technology related design, internal controls, and verification?

Amar Chhajer, Country Head - UST Malaysia

Eugene Teo, Chief Security Advisor, Microsoft ASEAN,Singapore

Calvin Cheng, Founder & CEO, Wizpresso Ltd, Hong Kong

Katrina Horrobin, CEO, Governance Institute of Australia