KUALA LUMPUR, 9 June — Tourism Malaysia and Dorsett Hotels Malaysia have launched a nationwide domestic tourism campaign featuring immersive Wira and Manja-themed family rooms, as the agency intensifies efforts to strengthen local travel amid ongoing geopolitical uncertainties affecting international tourism.

The “Jom Cuti! Bersama Wira & Manja” campaign, launched in conjunction with Visit Malaysia 2026 (VM2026), marks a strategic collaboration between Tourism Malaysia and Dorsett Hotels Malaysia aimed at encouraging Malaysians to rediscover destinations closer to home while supporting the country’s tourism industry.

Speaking at the launch, Tourism Malaysia Director-General Muhammad Amirul Rizal Abdul Rahim described domestic tourism as the backbone of Malaysia’s tourism sector, particularly during periods of global instability.

He acknowledged that recent tourism indicators have become less encouraging amid developments in the Middle East and other international markets, making domestic travel an increasingly important buffer for the industry.

Domestic Tourism

“Domestic tourism has always helped sustain the sector during times of crisis. After the Covid-19 pandemic, local travellers played a significant role in supporting hotels and tourism businesses nationwide,” he said.

Amirul added that Tourism Malaysia is recalibrating some of its promotional strategies in response to ongoing uncertainties affecting the Middle East market, while placing greater emphasis on domestic travel and key regional markets such as China, India and Southeast Asia.

He also revealed that initiatives under Visit Malaysia 2026 will continue into 2027 to ensure sustained momentum for the national tourism campaign.

A key highlight of the collaboration is the introduction of specially designed Wira and Manja-themed rooms across Dorsett’s participating hotels nationwide.

Immersive Experience

Inspired by Malaysia’s tropical rainforests and wildlife, the rooms transform conventional hotel stays into an interactive family experience. During a media preview, guests were treated to a room featuring floor-to-ceiling rainforest murals, jungle-inspired furnishings, themed bedding, plush mascots, children’s play corners and educational elements centred on Malaysia’s biodiversity.

The concept draws heavily on the conservation message behind Wira and Manja, the official sun bear mascots of Visit Malaysia 2026.

By incorporating wildlife themes into the guest experience, Tourism Malaysia hopes to strengthen awareness of environmental conservation while making travel more engaging for younger visitors.

Dorsett Malaysia Vice Chairman Datin Jasmine Heng Abdullah said the hotel group was honoured to partner with Tourism Malaysia on an initiative that celebrates local exploration and family togetherness.

“Through ‘Jom Cuti! Bersama Wira & Manja’, we hope to inspire Malaysians to create lasting memories while discovering destinations across the country,” she said.

The campaign covers Dorsett’s network of 13 hotels nationwide, including properties in Kuala Lumpur, Subang Jaya, Putrajaya, Johor Bahru and Labuan.

Participating hotels will offer special promotional packages featuring discounts of up to 30 per cent off standard room rates, RM50 dining vouchers, family-friendly activities and a unique 26-hour stay concept that allows guests greater flexibility in their check-in and check-out times, subject to availability.

During the media briefing, Dorsett representatives said the flagship Sun Bear-themed family room package is currently priced from approximately RM480 nett for a two-day, one-night stay, complete with connecting family rooms, breakfast and themed experiences designed specifically for families with young children.

Effort by Tourism Malaysia to Sustain Tourism Growth

The partnership also forms part of Tourism Malaysia’s broader efforts to sustain strong tourism growth in the midst of Visit Malaysia 2026.

Malaysia welcomed 42.2 million visitors in 2025, representing an 11.2 per cent increase compared with 2024. The first quarter of 2026 recorded 10.6 million visitor arrivals, a 5.4 per cent increase over the corresponding period last year.

Tourism Malaysia believes campaigns such as “Jom Cuti! Bersama Wira & Manja” will help maintain momentum by encouraging Malaysians to explore the country’s attractions while supporting local hotels, restaurants, tour operators and tourism-related businesses.

With its combination of affordable family packages, immersive themed accommodation and conservation-focused storytelling, the campaign aims to position domestic travel not merely as an alternative to overseas holidays, but as a compelling experience in its own right. – NMH

The post Tourism Malaysia, Dorsett Join Forces Amid Global Tourism Uncertainty first appeared on NMH.

KUALA LUMPUR – Dari Pontian ke Michigan, daripada bilik darjah ke menara korporat, dan daripada kanak-kanak berbakat kepada pemimpin masa depan, perjalanan mereka mungkin berbeza, namun ramai daripada lebih 70 alumni PERMATA PINTAR yang berhimpun semula baru-baru ini percaya bahawa program itu telah mengubah haluan hidup mereka. Kisah-kisah yang dikongsikan membuktikan bahawa apabila bakat dikenal pasti lebih awal dan diberi peluang untuk berkembang, impian yang suatu ketika dahulu kelihatan mustahil mampu menjadi kenyataan.

Pertemuan tersebut, yang diadakan di kediaman isteri bekas Perdana Menteri, Datin Seri Rosmah Mansor yang merupakan pelopor program tersebut, menghimpunkan alumni daripada pelbagai generasi dan latar belakang yang datang untuk bertemu semula serta berkongsi perkembangan kehidupan masing-masing selepas meninggalkan program itu.

Sepanjang majlis berlangsung, alumni berkongsi pengalaman mengenai biasiswa yang diperoleh, universiti yang mereka hadiri serta kerjaya yang berjaya dibina. Ada yang kini berkhidmat di syarikat korporat terkemuka, manakala ada yang melanjutkan pengajian ke institusi pendidikan bertaraf dunia.

Kisah Alumni PERMATA PINTAR

Antara yang berkongsi kisah kejayaan ialah Tey Kai Yang, alumni PERMATA PINTAR bagi sesi 2014 hingga 2018.

Anak kelahiran Pontian, Johor itu berjaya melanjutkan pengajian dalam bidang Sains Komputer di University of Michigan sebelum memulakan kerjayanya bersama Maybank.

Menurut beliau, sebelum menyertai PERMATA PINTAR, peluang untuk belajar di luar negara hanyalah satu impian yang kelihatan sukar dicapai.

Bagaimanapun, pendedahan dan pengalaman yang diperoleh melalui program tersebut membuka ruang yang tidak pernah dibayangkannya sebelum itu.

“Saya menjadi diri saya hari ini kerana PERMATA PINTAR. Program ini mengubah hidup saya dan membuka peluang yang tidak pernah saya bayangkan sebelum ini,” katanya.

Turut hadir ialah Anis Insyirah Abdul Razak yang kini bertugas dalam bidang insurans dan pengurusan risiko korporat di IOI Corporation Berhad.

Nobelist Mindset

Bekas penerima biasiswa Yayasan Tenaga Nasional (YTN) itu merupakan antara pelajar yang mendapat manfaat daripada pelbagai peluang pendedahan antarabangsa yang disediakan melalui PERMATA PINTAR. Ketika di bangku sekolah, beliau pernah dihantar menyertai program Nobelist Mindset di Royal Society, London, atas inisiatif Datin Seri Rosmah.

Selepas menamatkan pengajian di Universiti Tenaga Nasional (UNITEN) sebagai pelajar laluan pantas dalam kohortnya, Anis kini bertugas dalam bidang insurans dan pengurusan risiko korporat di IOI Corporation Berhad.

Menurut beliau, program tersebut membantu meningkatkan kemahiran kepimpinan, kecerdasan emosi serta kemahiran sosial yang banyak menyumbang kepada kejayaannya pada hari ini.

Anis turut menyuarakan harapan agar pembangunan bakat pelajar pintar dan berbakat terus diberikan perhatian kerana PERMATA PINTAR merupakan satu-satunya pusat pendidikan khusus untuk golongan tersebut di negara ini.

Beberapa alumni turut merakamkan penghargaan kepada individu yang menjadi penggerak utama program tersebut pada peringkat awal, khususnya mantan Perdana Menteri Datuk Seri Najib Razak dan isteri beliau, Rosmah.

Menurut mereka, ketika PERMATA PINTAR berada pada kemuncaknya, program itu mendapat sokongan institusi yang kukuh serta berjaya menjalinkan pelbagai kerjasama, tajaan dan sokongan daripada rakan tempatan mahupun antarabangsa. Keadaan itu membuka pelbagai peluang yang mungkin sukar diperoleh oleh pelajar berbakat sekiranya tidak wujud platform seperti PERMATA PINTAR.

Kontroversi

Sebahagian alumni juga mengakui bahawa program tersebut ada kalanya terheret dalam polemik dan kontroversi politik, menyebabkan perhatian umum lebih tertumpu kepada pelbagai dakwaan dan perdebatan berbanding pencapaian pendidikan yang berjaya dilahirkan.

Bagi mereka, kejayaan yang dicapai oleh alumni PERMATA PINTAR hari ini menjadi bukti nyata keberkesanan program tersebut serta mengingatkan bahawa legasinya jauh melangkaui batas politik.

Turut mencuri perhatian pada majlis itu ialah Izz Imil yang lebih dikenali sebagai “Young Sheldon Malaysia”.

Pencapaiannya sememangnya luar biasa. Beliau memasuki PERMATA Pintar untuk 6 bulan pada usia enam tahun, menamatkan O-Level pada usia lapan tahun, A-Level pada usia 11 tahun dan diterima masuk ke Universiti Malaya ketika berusia hanya 12 tahun. Kini, pada usia 14 tahun, beliau sedang mengikuti Tahun Kedua pengajian universiti.

Bercakap ringkas pada majlis tersebut, Izz berkata beliau berharap dapat menyumbang kepada bidang pendidikan pada masa hadapan serta membantu meningkatkan kesedaran mengenai keperluan kanak-kanak pintar dan berbakat.

Keperluan Golongan Pintar

Menurut ibu bapanya pula, perjalanan yang dilalui keluarga mereka bukanlah sentiasa mudah. Mereka berharap lebih ramai pihak dapat memahami keperluan golongan pintar dan berbakat, termasuk mereka yang sering tidak dikenal pasti lebih awal atau tidak menerima sokongan yang bersesuaian.

Bagi ramai alumni yang hadir, kisah Izz bukan sekadar mengenai kecerdasan luar biasa, tetapi juga tentang pentingnya menyediakan ruang dan peluang agar bakat seperti itu dapat berkembang sepenuhnya.

Dalam dunia yang semakin kompetitif, negara memerlukan lebih ramai anak muda yang mampu berfikir di luar kebiasaan, memimpin dengan berkesan dan bersaing di peringkat antarabangsa.

Bagi alumni yang berhimpun pada petang itu, itulah legasi sebenar PERMATA PINTAR.

Bukan sekadar melahirkan pelajar pintar.

Tetapi membuka jalan kepada masa depan yang lebih luas. – NMH

The post Alumni PERMATA PINTAR: Perjalanan Luar Biasa Melangkaui Bilik Darjah first appeared on NMH.

JOHOR BAHRU – Spekulasi yang berlegar sejak beberapa minggu lalu akhirnya terjawab apabila Dewan Undangan Negeri (DUN) Johor secara rasmi dibubarkan hari ini, membuka laluan kepada Pilihan Raya Negeri (PRN) Johor ke-16.

Pembubaran tersebut tidak mengejutkan ramai pemerhati politik memandangkan pelbagai petanda telah muncul sejak kebelakangan ini, termasuk pemanggilan sidang khas DUN Johor selama sehari yang mencetuskan pelbagai persoalan mengenai hala tuju politik negeri berkenaan.

PRN Johor 2022

Dalam PRN Johor 2022, Barisan Nasional (BN) mencatat kemenangan besar apabila menguasai 40 daripada 56 kerusi DUN, sekali gus membentuk kerajaan negeri dengan majoriti dua pertiga yang selesa. Pakatan Harapan (PH) memenangi 12 kerusi, manakala Perikatan Nasional (PN) memperoleh tiga kerusi dan Muda satu kerusi.

Atas kertas, BN masih dilihat sebagai pilihan utama untuk mempertahankan Johor kali ini. Jentera parti di negeri itu kekal kukuh, manakala Menteri Besar Datuk Onn Hafiz Ghazi turut menikmati tahap populariti yang sangat baik dalam kalangan pengundi.

Namun persoalan yang lebih besar ialah sama ada BN mampu mengulangi kemenangan luar biasa seperti pada tahun 2022.

Ini kerana landskap politik hari ini tidak lagi sama seperti empat tahun lalu.

Kelibat Mantan Perdana Menteri Menarik Perhatian

Ketika PRN Johor 2022 berlangsung, bekas Perdana Menteri Datuk Seri Najib Razak memainkan peranan yang cukup signifikan dalam kempen BN. Kehadiran beliau ketika itu berjaya menarik perhatian rakyat dan mencetuskan gelombang sokongan tersendiri yang akhirnya menyumbang kepada kemenangan besar gabungan tersebut.

Kini keadaan berbeza apabila Najib masih menjalani hukuman penjara, sekali gus menimbulkan persoalan sama ada BN mampu menghasilkan impak kempen yang sama tanpa figura yang pernah dianggap antara aset politik terbesarnya.

Lebih menarik, pembubaran DUN Johor hari ini berlaku serentak dengan sambutan Hari Keputeraan Rasmi Yang di-Pertuan Agong Sultan Ibrahim, yang juga berasal dari Johor.

Kebetulan itu turut mengundang pelbagai spekulasi dalam kalangan penyokong Najib yang sebelum ini berharap akan ada perkembangan berkaitan pengampunan diraja terhadap bekas Presiden UMNO tersebut sempena hari istimewa berkenaan. Namun setakat ini, masih belum ada sebarang pengumuman rasmi mengenainya.

Pada masa yang sama, PH juga dilihat berdepan cabaran tersendiri untuk kembali menjadi pencabar utama BN di Johor.

PH Tidak Sekuat Dahulu

Berbanding beberapa tahun lalu, momentum politik PH dilihat tidak lagi sekuat dahulu, manakala isu-isu nasional dan persepsi terhadap kerajaan perpaduan turut dijangka mempengaruhi sentimen pengundi.

Turut menjadi perhatian ialah sama ada BN akan benar-benar bertanding secara solo di Johor seperti yang pernah dibayangkan beberapa pemimpin UMNO sebelum ini. Cadangan tersebut menerima reaksi kurang senang daripada DAPSY yang melihatnya sebagai isyarat bahawa kerjasama dalam Kerajaan Perpaduan tidak semestinya akan diterjemahkan ke medan pilihan raya. Sekiranya BN memilih untuk bergerak bersendirian, PRN Johor bakal menjadi referendum kecil terhadap kekuatan sebenar parti itu selepas membentuk kerajaan bersama PH di peringkat Persekutuan, selain memberi gambaran awal mengenai kemungkinan penjajaran politik menjelang PRU16.

Bagaimana PAS?

PN pula dijangka mengambil pendekatan yang lebih berhati-hati. Terdapat cakap-cakap politik bahawa PAS mungkin tidak akan bertanding di Johor kali ini, dengan fokus lebih terarah kepada usaha membina ruang kerjasama yang lebih luas bersama UMNO menjelang Pilihan Raya Umum ke-16 (PRU16).

Sekiranya perkembangan tersebut menjadi kenyataan, ia bakal menjadi antara faktor paling menarik untuk diperhatikan sepanjang kempen PRN Johor nanti.

Apa pun, pembubaran DUN Johor menandakan bermulanya satu lagi ujian penting buat parti-parti politik utama negara.

BN mungkin masih berada di kedudukan paling selesa untuk mengekalkan kuasa di negeri itu, tetapi persoalan sama ada ia mampu meraih kemenangan besar seperti 2022 tanpa faktor Najib masih kekal menjadi tanda tanya terbesar menjelang hari pengundian. – NMH

The post PRN Johor 2026: Ujian Pertama BN Tanpa Faktor Najib first appeared on NMH.

Jho Low: The Fugitive — or a Quiet Return?

More than a decade after the 1MDB scandal erupted, Jho Low remains the most wanted man Malaysia has yet to bring to justice.

Billions were siphoned from a sovereign wealth fund. Global investigations followed. Assets were seized. Yet the alleged mastermind continues to evade capture, with little visible evidence of a sustained, high-intensity manhunt in recent years.

But recent claims have complicated the narrative.

Allegations have surfaced that Jho Low may have quietly entered Malaysia at the end of 2025 to meet authorities — with some reports even suggesting high-level engagement. These claims remain unverified, but police have confirmed they are looking into the matter.

If true, the implications would be profound.

Because it would suggest that the country’s most wanted fugitive was not beyond reach — but, at least briefly, within it.

Murray Hunter: The Man Malaysia Chased

By contrast, the pursuit of Murray Hunter was swift, coordinated — and costly.

The Australian academic and commentator was arrested in Bangkok in September 2025 following a complaint by the Malaysian Communications and Multimedia Commission (MCMC) over alleged criminal defamation linked to his writings.

Authorities are estimated to have spent around RM5 million to secure his arrest, pursue legal action in Thailand, and manage the case across borders.

Although charges were dropped in early 2026 following mediation and an apology, Hunter’s ordeal did not end there.

He is now reportedly pursuing legal action over alleged mistreatment during his detention in Thailand, adding another layer of controversy to a case already criticised by rights groups.

For a single commentator, the machinery of the state moved with notable urgency — and the repercussions are still unfolding.

A Tale of Two Priorities

The contrast is no longer just striking — it is increasingly difficult to defend.

On one hand, a global financial scandal involving billions, and a fugitive whose status remains unresolved — even amid claims he may have been within reach.

On the other, a writer whose criticism triggered cross-border legal action, significant public expenditure, and now potential legal fallout.

Human rights groups have already described the Hunter case as an example of transnational pressure, raising concerns about proportionality and due process.

Critics argue that enforcement appears selective — assertive when dealing with dissent, but inconsistent when confronting large-scale corruption.

Supporters maintain that institutions must act against defamation to protect credibility.

But that argument now collides with a more uncomfortable question: if Jho Low could return — even briefly — why was he not detained?

The Cost of Perception

This is no longer just about Jho Low or Murray Hunter.

It is about credibility.

In an era of tight public budgets, RM5 million spent pursuing a commentator invites unavoidable comparison with the unresolved status of a multi-billion-dollar scandal — and now, with unanswered questions about what authorities knew, and when.

Perception shapes trust. And trust, once eroded, is difficult to rebuild.

Malaysia has shown it can act decisively.

The question now is whether that decisiveness is applied where it matters most. – NMH

Related article:

A Jho Low Pardon Would Make A Mockery of Due Process in 1MDB Case

The post Jho Low vs Murray Hunter: A Question of Priorities first appeared on NMH.

KUCHING: Malaysia will host the Consortium of Institutes on Family in the Asian Region (CIFA) Regional Symposium for the first time this November, as concerns grow over rising mental health challenges across the region.

The CIFA Regional Symposium 2026 will take place from Nov 18 to 20 at the Borneo Convention Centre Kuching, bringing together more than 500 delegates from across the Asia Pacific.

The event comes amid increasing pressure on families, with rising cases of anxiety, loneliness and digital dependency among young people reported across Southeast Asia.

In Malaysia, mental health concerns have also intensified. Official data shows that suicide cases rose to more than 1,000 in recent years, reflecting a broader need for early intervention, stronger support systems and reduced stigma around mental wellbeing.

CIFA platform to drive regional action

Co-organised by the National Coalition for Mental Wellbeing (NCMW) Malaysia and CIFA Hong Kong, the symposium aims to move beyond awareness towards practical, coordinated solutions.

Held under the theme “Building Bridges: Mental Health and Resilience Across Generations in the AI Era”, discussions will focus on strengthening resilience among children, adolescents and parents in an increasingly digital environment.

Key areas include improving access to affordable mental health services, expanding community-based support, and exploring financial assistance mechanisms, insurance coverage and workplace protections.

Kuching chosen as host city

Kuching’s selection underscores Sarawak’s growing role as a hub for business events that prioritise long-term social impact alongside economic value.

Kuching South mayor Dato Wee Hong Seng said hosting the CIFA symposium reflects the city’s commitment to inclusive development and community wellbeing.

“Addressing mental health stigma and strengthening suicide prevention must remain key priorities through education, open dialogue and compassionate community responses,” he said.

Call for multi-stakeholder collaboration

CIFA Regional Symposium 2026 co-chair Siti Subaidah Mustaffa said meaningful progress will require collaboration across sectors.

“Policymakers, researchers, corporate partners and communities must work together to shape policies, invest in mental health and create environments where families are supported to build resilience,” she said.

Turning dialogue into real outcomes

Business Events Sarawak acting chief executive officer Jason Tan Chin Foo said the symposium highlights the importance of regional cooperation in addressing mental health and family-related challenges.

He noted that Sarawak offers a platform where discussions can be translated into actionable outcomes aligned with broader development priorities, including social wellbeing and human capital development.

Focus on resilience in a digital era

At the soft launch, speakers highlighted how resilience is shaped by early life experiences and parental influence, as well as the growing impact of digital platforms on emotional wellbeing.

They noted that while technology presents challenges, it also offers opportunities for support and connection, underscoring the need to bridge generational gaps in communication and coping strategies.

The CIFA Regional Symposium 2026 is part of a series of regional engagements and biennial Asian Family Summits, with additional pre-event programmes planned ahead of November. – NMH

The post CIFA to Drive Regional Action on Mental Health at Kuching Symposium first appeared on NMH.

KUALA LUMPUR, April 16 — Skyworth PV has formally entered Malaysia, positioning itself to capitalise on a fast-evolving solar landscape reshaped by policy reforms, pricing pressures and growing demand for energy independence.

The China-based solar solutions provider launched its Malaysian expansion with a partner conference in Kuala Lumpur last week, sealing multiple local collaborations as it moves quickly to build on-the-ground capacity.

But beyond the optics of a market entry, Skyworth’s timing reflects a deeper inflection point in Malaysia’s energy transition.

Policy resets are quietly rewriting the solar playbook

Malaysia’s distributed solar sector is undergoing structural change — and not by accident.

Recent regulatory adjustments — including the removal of capacity caps for non-residential solar installations and refinements to self-consumption mechanisms — are shifting the market away from subsidy dependence towards commercially driven adoption.

At the same time, evolving electricity tariffs are making grid power more expensive for high-usage commercial and industrial players, narrowing the cost gap with solar.

The transition from Net Energy Metering (NEM) to newer frameworks such as Solar ATAP is also nudging consumers towards self-consumption models, where energy savings — rather than export incentives — drive returns.

Taken together, these changes are unlocking a segment long seen as underpenetrated: rooftop solar for businesses.

Industry observers note that Malaysia’s solar capacity has historically lagged regional peers despite strong fundamentals, including high solar irradiation and stable grid infrastructure. The current policy trajectory suggests that gap may now close more rapidly.

The Skyworth strategy: scale, partners, and financing — not just panels

Against this backdrop, Skyworth is not entering as a pure equipment vendor.

Instead, the company is pushing a bundled model — combining solar modules, hybrid inverters, and battery storage with financing, system design and operational support.

This reflects a broader shift in the industry, where execution capability and access to capital are becoming as critical as technology.

Skyworth said its localisation strategy will focus on enabling Malaysian partners to scale quickly through a “one-stop” ecosystem spanning supply chain, branding, digital tools and project delivery.

Such models are increasingly relevant in Malaysia, where fragmented market structures and upfront capital costs remain barriers to wider adoption.

Energy storage, in particular, is emerging as a key battleground. As tariff structures evolve and peak pricing becomes more pronounced, the ability to store and optimise solar energy could significantly improve project economics.

A crowded field — and rising stakes

Skyworth’s entry comes as competition in Malaysia’s solar sector intensifies.

Local engineering firms, regional developers and global manufacturers are all vying for position in a market that is transitioning from policy-led growth to commercial viability.

The next phase of expansion is expected to favour players that can deliver not just hardware, but integrated solutions — including financing models, performance guarantees and long-term asset management.

For foreign entrants like Skyworth, success will likely hinge on how effectively they can localise — navigating regulatory nuances, building trusted partnerships and competing on margins in an increasingly price-sensitive environment.

Race towards 2050 — opportunity and execution risk

Malaysia has set an ambitious target of achieving 70 per cent renewable energy capacity by 2050, placing solar at the centre of its transition strategy.

Yet execution remains uneven.

Grid constraints, policy consistency and financing accessibility continue to shape the pace of adoption. While recent reforms signal stronger intent, the market’s trajectory will depend on how these policies translate into bankable, scalable projects.

Skyworth’s bet is that Malaysia is entering a tipping point — where solar is no longer a policy experiment, but a core component of the country’s energy mix.

Whether that bet pays off will depend less on technology — and more on who can scale fastest, finance smartest, and execute reliably in a market that is finally waking up. – NMH

The post Skyworth PV Enters Malaysia Solar Market as Policy Changes Drive Growth first appeared on NMH.

KUALA LUMPUR (April 7): ARC Group returns to Kuala Lumpur for its Capital Markets & M&A Forum 2026, set to take place on May 7 at EQ, Equatorial Plaza, as corporates and investors navigate a more volatile global environment.

The forum comes as companies — particularly in the mid-market segment — reassess capital-raising strategies amid tighter liquidity, evolving interest rate expectations and uneven global growth prospects.

Against this backdrop, ARC Group is positioning this year’s forum around capital formation strategies, cross-border mergers and acquisitions, and international expansion — themes that are gaining urgency as firms seek alternative pathways for growth beyond domestic markets.

ARC Group builds momentum from 2025

Last year’s Kuala Lumpur edition drew more than 500 participants, including senior executives, institutional investors, legal advisors and financial professionals, underscoring the forum’s growing relevance as a regional meeting point for dealmakers.

The 2026 edition is expected to surpass that turnout, reflecting sustained interest in cross-border opportunities as companies explore listings and fundraising avenues beyond local exchanges.

Unlike traditional conferences, the forum is structured as a curated platform for founders, C-suite executives and investors, with a focus on closed-door discussions and high-level networking aimed at facilitating transactions and partnerships.

Nasdaq participation signals global push

A key highlight this year is the participation of Nasdaq, with its ASEAN capital markets lead Hiren Krishnani expected to provide insights into IPO readiness, investor engagement and access to global capital markets.

The inclusion of a major US exchange operator reflects a broader trend of Southeast Asian companies — particularly from the mid-market segment — exploring overseas listings in search of deeper liquidity, stronger valuations and a more diversified investor base.

For Malaysian companies, this comes at a time when domestic capital markets remain active but face increasing competition from international exchanges offering scale and visibility.

Malaysia’s positioning in a shifting landscape

Malaysia has in recent years positioned itself as a relatively stable financial hub within Southeast Asia, supported by a mature regulatory framework and steady institutional participation.

However, the current environment — characterised by external headwinds, currency pressures and cautious investor sentiment — is prompting some companies to look beyond local markets for growth and capital access.

At the same time, cross-border M&A activity in the region has picked up, driven by supply chain realignments, digital transformation and strategic consolidation across sectors.

In this context, platforms such as ARC Group’s forum are increasingly seen as conduits connecting regional companies with global capital and advisory networks.

A platform for cross-border dealmaking

Founded more than a decade ago, ARC Group operates as a global investment banking and advisory firm focused on cross-border transactions, capital markets and corporate strategy.

With a presence spanning Asia, the United States, Europe and the Middle East, the firm supports companies in navigating international fundraising, mergers and acquisitions, and market entry strategies.

Its Kuala Lumpur forum is part of a broader series held across major financial centres, aimed at bringing together investors, corporates and advisors to exchange insights and originate deals.

As global markets continue to recalibrate, ARC Group’s continued focus on Southeast Asia highlights the region’s growing role in cross-border capital flows — even as companies adopt a more outward-looking approach in response to evolving economic conditions. – NMH

The post ARC Group Brings Capital Markets Forum Back to KL first appeared on NMH.

The High Court’s ruling in the SRC civil case pertaining to SRC International may have settled liability — but it leaves accountability open to question.

Based on points raised by defence counsel Tan Sri Muhammad Shafee Abdullah in a press conference following the judgment, a central and disquieting issue remains:

At its core, the issue is not simply legal — it is structural.

How does a collective decision ultimately become the liability of a single individual?

A Governance Structure That Recedes

Corporate governance is built on shared responsibility.

Boards deliberate. Management executes. Decisions are recorded, scrutinised, and justified. This architecture exists to prevent both the concentration of unchecked power—and the concentration of unchecked blame.

Yet in the SRC civil case, that structure appears to recede into the background.

A board of directors existed. A management team was in place. Both were entrusted—and compensated—to exercise independent judgment. Yet in the final analysis, accountability appears to have converged on a single individual.

If decisions were made within a corporate framework, where has that framework gone in the assignment of liability?

Anything less risks reducing governance to form rather than function.

Influence, Control — and Responsibility

At the material time, Datuk Seri Najib Razak was Prime Minister and held a position of influence in relation to SRC.

But influence, in corporate law, is not the same as control.

Directors do not cease to be fiduciaries simply because a dominant figure exists. They are not absolved of responsibility by deferring upward. If anything, the law expects them to exercise greater vigilance.

Which leads to a sharper question:

If influence explains the decisions, does it also excuse everyone else who made them?

To accept that a sitting Prime Minister functioned as the sole effective decision-maker within a corporate structure is to raise a deeper concern—not just about power, but about the absence of institutional resistance.

The “Shadow Director” Question

Another point that has drawn attention is the repeated reference during proceedings to Datuk Seri Najib Razak as a “shadow director”, alongside assertions of abuse of power.

In corporate law, the concept of a shadow director is not unfamiliar. However, it carries a specific and demanding threshold—typically requiring clear evidence that a board of directors was accustomed to act in accordance with that individual’s directions or instructions.

This raises an important question: was that threshold sufficiently established, particularly in the absence of direct testimony from board members indicating such control?

The distinction is critical. Influence, even at the highest levels, is not automatically equivalent to control.

If the threshold for such a designation is not clearly demonstrated, its repeated invocation risks blurring the line between influence and legal control.

The Flow of Funds — and the Question of Benefit

Another issue raised relates to the movement of funds through accounts linked to Najib.

As highlighted by the defence, the position taken is that while funds entered the account, they were subsequently transferred out to various third parties. It is further contended that these transactions were handled by an authorised mandate holder—Nik Faisal—who has since left the jurisdiction.

If established, such a characterisation raises a critical distinction:

Was the account functioning as a beneficiary endpoint—or merely as a conduit?

The distinction is not trivial. It goes directly to questions of control, knowledge, and ultimately, liability.

Similarly, references to abuse of power and personal benefit form a significant part of the narrative surrounding the case. Yet where the movement of funds is itself contested, the question of benefit becomes less straightforward than it may first appear.

SRC Civil Case: A Troubling Precedent?

Globally, corporate failures have rarely resulted in liability being isolated so narrowly.

In the Enron scandal, responsibility extended across senior executives and enablers.
In the WorldCom accounting scandal, multiple actors were held to account.
In the UK’s collapse of Carillion, scrutiny has consistently focused on the collective conduct of directors.

These cases reinforce a principle that is both simple and enduring:

Where governance is collective, accountability is rarely singular.

When Boards Become Invisible

One of the more troubling implications of the SRC ruling is what it suggests about the role of boards.

If directors can point upward to explain decisions—but not downward to share responsibility—then the balance of governance begins to break.

A board that makes decisions but bears no consequences is not governance—it is insulation.

If a board exists only to formalise decisions — but not to bear responsibility—then corporate governance risks becoming performative rather than substantive.

And if directors merely endorsed decisions, then they failed in their duty.
If they did not, then their absence from liability demands explanation.

The Unanswered Question

The dismissal of third-party claims may have closed one legal avenue — but it has not resolved the broader issue.

Because at its core, the SRC civil case is no longer just about liability.

It is about consistency.
It is about accountability.
And it is about whether established principles are being applied evenly.

SRC Civil Case – Conclusion

An appeal is expected.

And perhaps more importantly, an opportunity remains—to clarify whether the law intends to follow its own logic.

Because when responsibility is shared but liability is not, the question is no longer merely legal—it is structural.

And until that is addressed, one question will continue to linger:

How does a collective decision ultimately become the liability of a single individual?

If that is so, does it call for a re-examination of how responsibility is assigned to corporate actors in future litigation? – NMH

The post SRC Civil Case: Collective Decisions, But Only One Man Pays? first appeared on NMH.

KUALA LUMPUR, 31 Mac 2026 – Keputusan Mahkamah Tinggi dalam kes sivil SRC International mungkin telah menetapkan liabiliti dari sudut undang-undang — namun dari sudut logik dan akauntabiliti, persoalan yang timbul jauh lebih besar daripada jawapan yang diberikan.

Dalam satu sidang media selepas keputusan tersebut, Tan Sri Muhammad Shafee Abdullah, peguambela mantan Perdana Menteri, Datuk Seri Najib Razak, membangkitkan beberapa isu utama yang menurutnya wajar diberi perhatian.

Ini bukan sekadar soal siapa kalah atau menang.
Ini soal siapa sebenarnya dipertanggungjawabkan — dan siapa yang terlepas.

Seorang Menanggung, Yang Lain Hilang?

Fakta asasnya tidak rumit.

SRC mempunyai lembaga pengarah dan pasukan pengurusan yang dibayar lumayan untuk membuat keputusan, menilai risiko dan menjaga kepentingan syarikat.

Namun dalam tindakan sivil ini, sebahagian besar daripada mereka telah dikeluarkan daripada saman— meninggalkan Datuk Seri Najib Razak hampir bersendirian menanggung liabiliti.

Persoalannya mudah tetapi tidak selesa:
Bagaimana sebuah syarikat membuat keputusan kolektif — tetapi liabiliti akhirnya menjadi tanggungan individu tunggal?

Jika ini bukan jurang dalam akauntabiliti, maka apakah ia?

Perdana Menteri — Atau “Operator Tunggal”?

Pada waktu kejadian, Najib adalah Perdana Menteri Malaysia.

Adakah munasabah untuk menerima bahawa seorang Perdana Menteri, dengan pelbagai tanggungjawab nasional, bertindak seolah-olah mengurus operasi harian sebuah syarikat — tanpa semak dan imbang daripada lembaga pengarah dan pengurusan?

Jika benar beliau begitu berpengaruh sehingga semua keputusan mengikut kehendaknya, maka persoalan yang lebih membimbangkan timbul:

Adakah lembaga pengarah SRC sekadar “yes men”?

Jika ya, mengapa mereka tidak turut dipertanggungjawabkan atas kegagalan menjalankan tugas fidusiari?

Jika tidak, mengapa liabiliti tidak dikongsi?

Jika benar pengaruh begitu kuat sehingga semua keputusan mengikut kehendaknya, maka persoalan lebih besar timbul — adakah lembaga pengarah sekadar ‘yes men’?

“Shadow Director” Tanpa Bayang Bukti?

Penemuan bahawa Najib bertindak sebagai “shadow director” membawa implikasi besar.

Namun, seperti dihujahkan pihak pembelaan, tiada keterangan saksi yang menunjukkan arahan beliau adalah wajib dipatuhi oleh lembaga pengarah.

Tiada pengarah tampil menyatakan mereka dikawal.
Tiada bukti langsung arahan yang mengikat.

Pengaruh tidak semestinya kawalan.
Dan tanpa garis pemisah yang jelas, konsep “shadow director” berisiko diperluaskan secara berbahaya.

Lembaga Pengarah: Tanggungjawab Atau Sekadar Formaliti?

Prinsip undang-undang korporat adalah jelas:
Lembaga pengarah bertanggungjawab kepada syarikat — bukan kepada pemegang saham, walau sebesar mana pengaruh mereka.

Jika lembaga boleh berlindung di sebalik alasan “mengikut arahan”, maka fungsi semak dan imbang runtuh sepenuhnya.

Lebih membimbangkan, ia mewujudkan satu preseden:
keputusan boleh dibuat secara kolektif, tetapi liabiliti boleh dipilih secara selektif.

Tuntutan Pihak Ketiga Ditolak — Isyarat Apa?

Cubaan untuk membawa semula pengarah lain melalui tuntutan pihak ketiga telah gagal.

Namun kegagalan ini tidak menjawab persoalan asas — ia hanya menutup pintu kepada perbahasan lanjut mengenai peranan sebenar mereka.

Dalam konteks ini, penolakan tersebut dilihat bukan sebagai penyelesaian, tetapi sebagai satu lagi lapisan persoalan yang belum terjawab.

Angka Besar, Penjelasan Kecil

Komponen kewangan penghakiman — USD 1.1 bilion dan USD 120 juta — juga menimbulkan tanda tanya dari segi struktur dan kejelasan.

Dalam kes berprofil tinggi seperti ini, ketepatan bukan sekadar keperluan teknikal.
Ia adalah asas kepada keyakinan terhadap keadilan itu sendiri.

Keputusan Kes Sivil SRC Belum Penamat

Rayuan akan difailkan.

Dan dengan isu-isu yang dibangkitkan, ia bukan sahaja wajar—malah perlu.

Kerana kes sivil SRC ini kini melangkaui individu.
Ia menyentuh asas yang lebih besar:

• Siapa sebenarnya bertanggungjawab dalam sesebuah syarikat?
• Adakah lembaga pengarah benar-benar dipertanggungjawabkan?
• Atau adakah liabiliti akhirnya bergantung kepada siapa yang paling mudah dipersalahkan?

Selagi persoalan ini belum dijawab, keputusan ini akan terus diperdebatkan—bukan sahaja di mahkamah, tetapi juga dalam ruang awam dan profesional. Bagaimana keputusan kolektif akhirnya menjadi liabiliti individu — dan hanya kepada seorang? – NMH

The post Kes Sivil SRC: Keputusan Menimbulkan Persoalan Serius first appeared on NMH.

Mahkamah Tinggi hari ini diberitahu bahawa bekas perdana menteri Najib Razak tidak mengurus secara mikro operasi SRC International atau 1Malaysia Development Berhad.

Bekas Ketua Pegawai Eksekutif 1MDB Datuk Shahrol Azral Ibrahim Halmi bersetuju semasa pemeriksaan semula oleh peguam bela Tan Sri Shafee Abdullah bahawa Najib tidak pernah menghubunginya untuk mengarahkan beliau memaklumkan kepada lembaga pengarah supaya meluluskan sebarang keputusan syarikat.

Tadbir urus SRC dibangkitkan

Shafee mencadangkan bahawa dalam struktur tadbir urus korporat, keputusan syarikat sepatutnya datang daripada pihak pengurusan dan lembaga pengarah sebelum dipertimbangkan oleh pemegang saham, bukannya diarahkan secara terus dari pihak atasan.

Beliau turut berhujah bahawa Najib, yang ketika itu merupakan perdana menteri dan menteri kewangan, tidak terlibat dalam pengurusan harian syarikat-syarikat tersebut.

Menurut Shafee, walaupun sebuah pejabat kecil pernah disediakan untuk Najib di 1MDB, beliau tidak pernah menggunakannya, manakala di SRC International pula tiada pejabat khas disediakan untuknya.

Peguam itu turut menekankan kelayakan profesional anggota pengurusan dan lembaga pengarah syarikat pada masa itu, termasuk Tan Sri Ismee Ismail serta beberapa tokoh korporat lain yang berpengalaman.

Shafee berkata sekiranya Najib mempunyai niat untuk menyalahgunakan kedudukannya bagi kepentingan peribadi, beliau tidak akan melantik individu berkelayakan tinggi untuk mengurus syarikat tersebut.

Asal-usul TIA

Mahkamah turut mendengar mengenai penubuhan Terengganu Investment Authority (TIA), yang kemudiannya menjadi asas kepada penubuhan 1MDB.

Shafee berkata idea penubuhan TIA pada asalnya dicetuskan oleh ahli perniagaan dalam buruan Jho Low sebagai dana kekayaan berdaulat untuk negeri Terengganu.

Cadangan itu menurutnya dikemukakan kepada Sultan Mizan Zainal Abidin, yang dikatakan telah mengenali Jho Low lebih awal daripada Najib.

Bagaimanapun, projek tersebut kemudiannya menjadi pertikaian di peringkat kerajaan negeri sebelum akhirnya diambil alih oleh kerajaan Persekutuan dan dinamakan semula sebagai 1Malaysia Development Berhad.

Perkembangan itu berlaku dalam tempoh peralihan pentadbiran daripada bekas perdana menteri Abdullah Ahmad Badawi kepada Najib.

Mahkamah turut diberitahu bahawa Shahrol mengenali Nik Faisal Ariff Kamil lebih awal melalui Wynton Pte Equity Group, sebuah entiti yang dikaitkan dengan Jho Low.

Nik Faisal kemudiannya dilantik sebagai ketua pegawai eksekutif SRC International pada 2010.

Dalam kenyataan kepada Malaysian Anti-Corruption Commission sebelum ini, Nik Faisal mendakwa beliau dilantik oleh Shahrol, namun perkara itu dinafikan oleh Shahrol di mahkamah.

Nik Faisal kini dilaporkan telah lari ke luar negara dan masih belum kembali untuk memberi keterangan.

Perbicaraan sivil berhubung SRC International diteruskan dengan mahkamah meneliti aspek tadbir urus, struktur pengurusan serta proses membuat keputusan dalam syarikat tersebut dan kaitannya dengan 1Malaysia Development Berhad. – NMH

Baca juga:
Keadilan Akhirnya Menang – Perjalanan Panjang Najib Berakhir Dalam Kes SRC 2.0

The post Perbicaraan SRC: Shahrol Setuju Najib Tidak Campur Tangan Urus 1MDB, SRC first appeared on NMH.