Telekom Malaysia
Corporate Structure
Organization structure
Corporate Culture
TM Group has a formal organisation structure with clearly defined lines of responsibility and authorities to facilitate quick response in the evolving business environment, effective supervision of day-to-day business conduct and accountability for operation performance.
The roles of Central Functions (Corporate Centres) have been strengthened to provide guidance related to specific core function strategies and governance related matters to the Lines of Business Management has established four strategic thrusts to support the achievement of the Group’s key business objectives. They are:
– Customer centricity and quality improvements;
– One company mind-set with execution orientation;
– Operational excellence and capital productivity; and
– Leadership through innovation and commercial excellence.
Internalisation of TM Group’s Core Values of ‘Total Commitment to Customers’, ‘Uncompromising Integrity’ and ‘Respect and Care’ serves as a foundation of the Group’s culture.
The Group has established a Limit of Authority (LOA) matrix that clearly outlines Management limits and approval authority across various key processes such as Capital Structure, Mergers and Acquisition, Procurement, Corporate Finance, Account Receivable and Property Plant and Equipment. The LOA is duly approved by the Board and subject to regular review and enhancement to ensure it reflects changes in accountability and the risk appetite of the group.
Clear accountability and responsibility for key business processes have been established through the Group’s Business Process Manual and Subsidiaries Policy, both approved by the Board.
TM’s Code of Business Ethics (CBE), launched in 2004 and revised in 2010, supports the Company’s vision and core values by instilling, internalising and upholding the value of ‘uncompromising integrity’ in the behaviour and conduct of the Board of
Organization structure
Corporate Culture
TM Group has a formal organisation structure with clearly defined lines of responsibility and authorities to facilitate quick response in the evolving business environment, effective supervision of day-to-day business conduct and accountability for operation performance.
The roles of Central Functions (Corporate Centres) have been strengthened to provide guidance related to specific core function strategies and governance related matters to the Lines of Business Management has established four strategic thrusts to support the achievement of the Group’s key business objectives. They are:
– Customer centricity and quality improvements;
– One company mind-set with execution orientation;
– Operational excellence and capital productivity; and
– Leadership through innovation and commercial excellence.
Internalisation of TM Group’s Core Values of ‘Total Commitment to Customers’, ‘Uncompromising Integrity’ and ‘Respect and Care’ serves as a foundation of the Group’s culture.
The Group has established a Limit of Authority (LOA) matrix that clearly outlines Management limits and approval authority across various key processes such as Capital Structure, Mergers and Acquisition, Procurement, Corporate Finance, Account Receivable and Property Plant and Equipment. The LOA is duly approved by the Board and subject to regular review and enhancement to ensure it reflects changes in accountability and the risk appetite of the group.
Clear accountability and responsibility for key business processes have been established through the Group’s Business Process Manual and Subsidiaries Policy, both approved by the Board.
TM’s Code of Business Ethics (CBE), launched in 2004 and revised in 2010, supports the Company’s vision and core values by instilling, internalising and upholding the value of ‘uncompromising integrity’ in the behaviour and conduct of the Board of