The decision in the 1MDB-Tanore case involving former prime minister Najib Razak was delivered in open court on 26 December 2025. More than three months on, the full written grounds of judgment have yet to be issued.

This is not, in itself, unprecedented. Delays in the preparation of written grounds have occurred in other complex and high-profile cases, particularly where the record is voluminous and the issues are intricate. But the present situation provides a timely case study — not of any individual judge, but of a broader procedural question.

What happens to the rights of an accused person when the reasoning of the court is not made available in time?

An Unusual Timeline

The 1MDB-Tanore decision was delivered on 26 December 2025, during what is typically a year-end holiday period.

Proceedings began in the morning and continued for much of the day, with the court reading extensively from prepared notes in delivering its decision, right until 8.30 that evening.

In the course of proceedings, Judge Datuk Collin Lawrence Sequerah also indicated — upon application by counsel for the accused — that the written grounds would be made available in due course, noting that the material would need to be compiled and arranged in a more methodical form.

These observations are not unusual in themselves. Judges often prepare detailed notes ahead of delivery, particularly in complex cases, and may subsequently refine and organise their written grounds.

However, they do underscore a central point: that substantive reasoning has already been articulated, even if the final written form remains pending.

The question, therefore, is not whether reasons exist — but when they will be made fully accessible.

The Eight-Week Expectation

In Malaysia, the preparation of written grounds of judgment is guided by long-standing judicial practice. Pekeliling Ketua Pendaftar Bil. 1/2002 sets an expectation that such grounds be prepared within eight weeks from the filing of a notice of appeal, with reasons to be recorded if that timeline is not met.

This expectation was reaffirmed in a 2025 communication from the Chief Judge of Malaya, underscoring the continued importance of timeliness within the system.

These are not rigid statutory deadlines. Judges must grapple with complex evidence, detailed submissions, and the need to produce decisions that can withstand appellate scrutiny. Time, in such cases, is not a luxury but a necessity.

Yet the existence of an established timeframe suggests that timeliness is not incidental — it is integral.

When Delay Meets the Right of Appeal

The issue, therefore, is not whether delay can occur, but when delay begins to carry consequences.

The right of appeal is a cornerstone of the criminal justice process. But it must be a meaningful right. Appeals are built on reasoning: on understanding how and why a decision was reached, what findings were made, and how the law was applied.

Without full written grounds, the defence is placed in a constrained position. Strategic decisions must be made without complete visibility. Grounds of appeal may be framed without the benefit of the court’s full reasoning.

In practical terms, the process risks becoming reactive rather than considered.

Lessons from Past Cases

Malaysian appellate courts have, on occasion, acknowledged the importance of timely and complete written grounds in facilitating effective appeals.

In Dato’ Seri Anwar Ibrahim v Public Prosecutor, issues relating to the timing and availability of written grounds were raised in the broader context of appellate preparation, highlighting the importance of full reasoning in enabling effective appeals.

Similarly, in Public Prosecutor v Mohd Radhi bin Yaakob, the courts underscored that appellate review depends fundamentally on the trial judge’s reasoning — reinforcing that written grounds are not a mere formality, but an essential component of justice.

These cases do not suggest that delay invalidates a decision. But they illustrate a consistent principle: appellate justice depends on timely and complete reasoning.

Beyond Administrative Delay

None of this suggests impropriety, nor does it diminish the complexity of cases before the courts.

But where established timelines are exceeded by a significant margin, the question shifts. It is no longer about administrative delay alone, but about its impact on the fairness of subsequent proceedings.

Justice is not only about outcomes, but about process. And process includes the timely articulation of reasons.

A judgment delivered without its full written grounds leaves a gap — one that the appellate process is expected to bridge. The longer that gap persists, the more difficult that task becomes.

The 1MDB-Tanore Delay: A Question Worth Asking

At what point, then, does delay cease to be a matter of practicality and begin to affect the fairness of the process itself?

Justice delayed in its reasoning may not overturn a decision — but it can shape the fairness of what comes next. – NMH

The post 1MDB-Tanore – Delay in Written Grounds Raises Questions of Fairness 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.

KUALA LUMPUR, 18 Mac — Vietnam mencatat satu perkembangan penting dalam usaha membendung penyakit tangan, kaki dan mulut (HFMD) apabila meluluskan penggunaan vaksin HFMD pertama di negara itu.

Vaksin tersebut, ENVACGEN®, dibangunkan oleh Medigen Vaccine Biologics Corp (MVC) dari Taiwan, telah menerima kelulusan pemasaran daripada Pentadbiran Dadah Vietnam. Pengedaran vaksin ini akan dikendalikan oleh Substipharm Biologics.

Kelulusan ini bukan sahaja signifikan bagi Vietnam, malah dilihat sebagai langkah awal ke arah pendekatan pencegahan yang lebih menyeluruh di rantau Asia Tenggara, khususnya dalam menangani jangkitan EV71 yang boleh menyebabkan komplikasi serius dalam kalangan kanak-kanak.

Cabaran kesihatan yang berterusan di rantau ini

HFMD kekal sebagai penyakit endemik di banyak negara Asia Tenggara, dengan wabak berulang yang memberi kesan besar kepada kanak-kanak kecil serta sistem kesihatan awam.

Di Vietnam, sekitar 180,000 kes dan 31 kematian direkodkan pada tahun 2023. Situasi bertambah membimbangkan pada 2025 apabila kes meningkat kepada lebih 107,000 — peningkatan hampir 29% berbanding tahun sebelumnya.

Dengan lebih 1.3 juta kelahiran setiap tahun, keperluan terhadap langkah pencegahan seperti vaksin HFMD menjadi semakin mendesak.

Keberkesanan tinggi dan perlindungan awal

ENVACGEN® menunjukkan prestasi klinikal yang memberangsangkan, dengan kadar keberkesanan dilaporkan sehingga 100% dalam tempoh pemantauan, tanpa kes jangkitan direkodkan dalam kalangan penerima vaksin.

Vaksin ini boleh diberikan kepada bayi seawal usia dua bulan dan mampu memberikan perlindungan jangka panjang melebihi lima tahun.

MVC juga menguasai lebih 97% pasaran vaksin EV71 di Taiwan, sekali gus mencerminkan rekod prestasi yang kukuh.

Pengembangan vaksin HFMD ke seluruh Asia Tenggara

Kelulusan di Vietnam dijangka menjadi pemangkin kepada peluasan vaksin HFMD ke negara-negara lain di rantau ini.

Ketua Pegawai Eksekutif MVC, Leo Lee, menyifatkan pencapaian ini sebagai satu “titik penting” dalam strategi pengembangan global syarikat, dengan kapasiti pengeluaran kini sedang ditingkatkan bagi memenuhi permintaan serantau.

Sementara itu, Substipharm Biologics akan memanfaatkan rangkaian serantaunya untuk mempercepatkan pengedaran serta kerjasama dengan pihak berkuasa kesihatan.

Implikasi kepada Malaysia dan ASEAN

Langkah Vietnam memperkenalkan vaksin HFMD berpotensi mempengaruhi negara jiran, termasuk Malaysia, untuk menilai semula pendekatan sedia ada dalam menangani HFMD.

Dalam usaha memperkukuh daya tahan sistem kesihatan dan kesiapsiagaan menghadapi wabak, strategi berasaskan vaksin dijangka memainkan peranan yang semakin penting di rantau ASEAN.

Kelulusan ini bukan sahaja menangani keperluan kesihatan semasa, malah mencerminkan peralihan ke arah pendekatan penjagaan kesihatan yang lebih proaktif dan berfokus kepada pencegahan. – NMH

The post Vaksin HFMD: Vietnam Luluskan Suntikan Pertama Tangani EV71 dalam Kalangan Kanak-Kanak first appeared on NMH.

KUALA LUMPUR, 18 March — Vietnam has approved its first HFMD vaccine, marking a significant breakthrough in the fight against hand, foot and mouth disease (HFMD) and signalling a broader shift towards preventive healthcare strategies across Southeast Asia.

The vaccine, ENVACGEN®, developed by Taiwan-based Medigen Vaccine Biologics Corp (MVC), received marketing authorisation from Vietnam’s Drug Administration, with Substipharm Biologics leading its distribution in the country.

The move positions Vietnam at the forefront of regional efforts to address EV71, a key virus responsible for severe HFMD complications among young children.

A long-standing regional health challenge

HFMD remains endemic across Southeast Asia, with recurring outbreaks affecting millions of children and placing sustained pressure on public healthcare systems.

Vietnam alone recorded approximately 180,000 cases and 31 deaths in 2023. In 2025, infections surged again to more than 107,000 cases — a 28.9% increase compared to the previous year.

With over 1.3 million births annually, the introduction of an HFMD vaccine could play a critical role in reducing severe infections, hospitalisations and fatalities.

High efficacy and early protection

ENVACGEN® has demonstrated strong clinical performance, with efficacy reported at up to 100% during follow-up periods, and no infections observed among vaccinated individuals in trials.

The vaccine can be administered to infants as young as two months old and provides long-term immunity lasting more than five years.

MVC currently holds over 97% market share for EV71 vaccines in Taiwan, underscoring its established track record in this space.

HFMD vaccine expansion across Southeast Asia

The Vietnam approval is expected to serve as a springboard for wider regional expansion, as demand grows for more effective HFMD prevention measures.

MVC CEO Leo Lee described the approval as a “pivotal milestone”, adding that the company is scaling up production capacity to meet anticipated demand across Southeast Asia.

Substipharm Biologics, which operates in over 100 countries, will leverage its regional presence to accelerate distribution and engagement with healthcare authorities.

Its CEO, Fabrice Baschiera, highlighted the urgency of addressing recurrent outbreaks, noting that EV71 has remained a persistent threat to child health in Vietnam.

Implications for Malaysia and the region

The introduction of an HFMD vaccine in Vietnam may influence neighbouring countries, including Malaysia, to reassess their approach to HFMD prevention.

As ASEAN nations strengthen healthcare resilience and pandemic preparedness, vaccine-led strategies are expected to play an increasingly central role.

The approval of ENVACGEN® not only addresses an immediate public health need but also signals a broader regional shift towards proactive disease prevention. – NMH

The post HFMD Vaccine Breakthrough: Vietnam Approves First EV71 Jab for Children first appeared on NMH.

KUALA LUMPUR: More than 100 global brands were featured at the annual Friends & Family Sale (FFS) organised by Valiram, which drew shoppers to the Mayang Sari Ballroom at JW Marriott Kuala Lumpur this week.

Held from March 9 to 13, the five-day event offered discounts of up to 80 per cent across categories including luxury fashion and accessories, fragrances and cosmetics, travel lifestyle products and Swiss watches.

Retail Portfolio

The ballroom was transformed into a series of curated “brand alleys”, allowing visitors to browse a wide selection of brands from Valiram’s retail portfolio in a thoughtfully organised shopping environment.

A Valiram spokesperson said the Friends & Family Sale reflects the group’s commitment to creating elevated retail experiences while offering customers exceptional value.

The evolution of the Friends & Family Sale mirrors the journey of Valiram itself. What began decades ago as a modest warehouse sale has grown into a highly anticipated retail event staged in one of Kuala Lumpur’s most prominent hotels. The transformation reflects the company’s own rise since its beginnings in 1935, when the family business started as a small textile trading operation before expanding into one of Southeast Asia’s leading luxury retail groups.

Highlight

The event also attracted both local shoppers and regional visitors, many of whom see the annual sale as a highlight on Kuala Lumpur’s retail calendar.

Junita, a 48-year-old tourist from Indonesia, said she often plans her visits to Malaysia around the event.

“I often come to Malaysia during Ramadan and enjoy shopping while I’m here. I try to always plan my trips around the FFS because I love their selection of shoes, sunglasses and body soaps,” she said.

“The Bukit Bintang area also has such a glamorous atmosphere, which makes the whole experience even more enjoyable.”

For freelancer Yurika, 34, the event provided an opportunity to explore brands she does not usually encounter.

“I came to the FFS because one of my favourite brands was here. The venue was easy to access, and it was fun to discover many brands that I don’t usually see,” she said.

“The selection was good and I really enjoyed the experience, although many of the items were from past seasons.”

Returning Shoppers

Returning shoppers also welcomed the combination of premium brands and attractive discounts.

“This is my third FFS sale — I look forward to it every year,” said Sofia Elena, a 25-year-old human resources executive.

“I loved the deals and the great premium selection of brands. The retail associates were also well prepared with product knowledge and everyone was always smiling, which gave me a really great experience.”

Beyond the shopping experience, visitors were also able to take part in various promotional activities throughout the event.

Shoppers who spent a minimum of RM700 using participating partners including HSBC, Maybank or Atome received gifts with purchase and a chance to participate in a Spin-the-Wheel activity for additional rewards.

Customers spending RM1,000 or more also received a voucher for a Godiva soft serve, while qualifying shoppers stood a chance to enter a lucky draw to win an iPhone 16 Pro.

The Growth of Valiram

Beyond retail events such as the Friends & Family Sale, Valiram has grown into one of Southeast Asia’s leading luxury and lifestyle retailers. The group operates across multiple channels including downtown boutiques, travel retail outlets, airport stores and e-commerce platforms, with a presence in markets such as Malaysia, Singapore, Indonesia, Thailand, the Philippines, Australia, New Zealand, Macau, Vietnam and Hong Kong.

In recent years, the company has also expanded beyond retail into hospitality, including the acquisition of the Impiana KLCC Hotel, reflecting its broader ambitions in lifestyle and experiential businesses.

As the crowds made their final rounds on the last day, the enduring popularity of the Friends & Family Sale underscored Valiram’s ability to blend luxury retail with experience-driven shopping. – NMH

The post Valiram Friends & Family Sale: From Modest Beginnings to Luxury Buzz 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.

KUALA LUMPUR – Former 1MDB CEO Datuk Shahrol Azral Ibrahim Halmi told the High Court that SRC International decisions were not micromanaged by former prime minister Najib Razak, agreeing he had never been instructed to direct the board on corporate matters.

Datuk Shahrol Azral Ibrahim Halmi told the High Court today that former prime minister Najib Razak did not micromanage the operations of SRC International or 1Malaysia Development Berhad, agreeing during re-examination that Najib had never instructed him to tell the board to approve any corporate decisions.

During questioning by defence counsel Tan Sri Shafee Abdullah, Shahrol also agreed that Najib had never personally called him to direct that the board of directors approve any particular investment, transaction or corporate decision involving the two companies.

Shafee suggested that corporate governance within 1MDB and SRC required decisions to originate from management and the board of directors, rather than being imposed from the top by the shareholder or political leadership.

Governance: Shahrol Says Najib Never Directed Board Decisions

The defence also highlighted the professional credentials of the company’s leadership at the time, including board members and senior executives such as Tan Sri Ismee Ismail and other senior officials, arguing that they were highly qualified individuals entrusted with overseeing the companies’ management and governance.

Shafee also traced the origins of 1MDB, telling the court that the idea for the Terengganu Investment Authority (TIA) — the predecessor to 1MDB — was initially mooted by fugitive financier Jho Low.

He said the proposal was presented to Sultan Mizan Zainal Abidin before the fund was eventually taken over by the federal government following disagreements at the state level and subsequently renamed 1MDB.

SRC Origins and Role of Nik Faisal Raised in Court

During the session, Shahrol confirmed that he had met Nik Faisal Ariff Kamil earlier through Winton, an entity linked to Jho Low. Nik Faisal later became chief executive officer of SRC International.

Shafee suggested that Najib had initially not known Nik Faisal and only became aware of him after his profile was presented.

Nik Faisal, who is currently a fugitive, had previously told the Malaysian Anti-Corruption Commission that he had been appointed by Shahrol — a claim Shahrol denied during the trial.

The court will continue hearing testimony related to the management and governance of SRC International, as the civil proceedings scrutinise the roles of management, the board and shareholder representatives in the company’s decision-making process. – NMH

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Justice Finally Prevails In SRC 2.0 – Najib’s Long Wait Ends

The post SRC Trial: Shahrol Agrees Najib Did Not Micromanage 1MDB, SRC first appeared on NMH.

KUALA LUMPUR — Rangkaian minuman dan ais krim Mixue terus memperluas kehadirannya di Malaysia sambil memperkukuh hubungan dengan komuniti tempatan melalui model perniagaan yang menekankan keusahawanan rakyat tempatan, pembangunan tenaga kerja serta pelaburan domestik berterusan.

Mixue Malaysia menyatakan strategi pertumbuhannya di Malaysia memberi penekanan kepada penyertaan tempatan dalam pelbagai aspek operasi, termasuk pemilikan francais, peluang pekerjaan dan kerjasama rantaian bekalan.

Lebih 93% daripada pemegang francais Mixue di Malaysia merupakan rakyat tempatan, dengan lebih 300 pemilik kedai mengendalikan operasi di seluruh negara. Syarikat itu berkata sistem francaisnya direka bagi membantu usahawan baharu memasuki sektor makanan dan minuman dengan lebih teratur melalui latihan, panduan operasi serta sistem pengurusan piawai.

“Kerjasama dengan usahawan tempatan membolehkan kami berkembang seiring dengan komuniti di Malaysia,” kata Teh Hwa Chun, Area Manager Trainee Mixue Malaysia. “Matlamat kami adalah membina perniagaan yang bukan sahaja menawarkan produk mampu milik, tetapi juga menyumbang kepada pertumbuhan ekonomi tempatan.”

Mixue Bina Ekosistem Francais Tempatan

Menurut syarikat itu, rangkaian francaisnya turut membantu mewujudkan peluang pekerjaan dan keusahawanan di seluruh negara. Mixue memaklumkan bahawa kira-kira 4,000 pekerja telah dilatih setakat ini, manakala sekitar 2,900 rakyat Malaysia kini bekerja dalam pelbagai peranan operasi.

Selain menyediakan peluang pekerjaan, syarikat itu turut memberi tumpuan kepada pembangunan kerjaya melalui program latihan berstruktur dan laluan kenaikan pangkat dalaman, sekali gus membuka peluang kepada pekerja membina kerjaya jangka panjang dalam sektor makanan dan minuman.

Strategi penyetempatan Mixue turut melibatkan penyesuaian produk serta kempen pemasaran dengan cita rasa dan budaya tempatan. Antara inisiatifnya termasuk promosi yang diselaraskan dengan sambutan perayaan seperti Hari Raya dan Hari Kebangsaan.

Dalam masa sama, pematuhan terhadap keperluan halal turut menjadi keutamaan syarikat bagi mengekalkan kepercayaan pengguna. Setakat ini, sebanyak 157 cawangan Mixue di Malaysia telah memperoleh pensijilan halal, dengan pemantauan dilakukan oleh pasukan khusus yang memastikan pematuhan terhadap piawaian yang ditetapkan.

Bagi memastikan operasi yang konsisten di seluruh rangkaiannya, Mixue turut menggunakan pelbagai sistem digital termasuk analitik sistem jualan (POS), amaran pengurusan inventori serta papan pemuka prestasi bagi meningkatkan kecekapan operasi dan mengurangkan pembaziran.

Selain itu, pembinaan, pengubahsuaian kedai serta pengurusan logistik dan pengedaran dilaksanakan dengan kerjasama rakan logistik yang berpengalaman bagi memastikan bekalan produk dapat dihantar secara stabil ke seluruh negara.

Kehadiran di Bazaar Ramadan

Kehadiran Mixue juga semakin ketara dalam ruang komuniti. Pada Ramadan tahun ini, gerai Mixue dilihat turut mengambil bahagian di beberapa lokasi Bazaar Ramadan, sekali gus menambah pilihan minuman dan pencuci mulut kepada pengunjung.

Walaupun peniaga tradisional kekal menjadi tarikan utama di bazaar, penyertaan jenama francais seperti Mixue mencerminkan perubahan landskap perniagaan makanan dan minuman yang semakin berkembang.

Bagi pengunjung bazaar, pilihan pembelian selalunya bergantung kepada cita rasa, harga dan kemudahan. Ramai yang tidak keberatan untuk membeli daripada kedua-dua jenis peniaga — sama ada gerai tradisional mahupun jenama yang sudah dikenali.

Pemerhati industri melihat situasi ini sebagai sebahagian daripada evolusi pasaran makanan dan minuman tempatan, di mana usahawan kecil dan perniagaan berasaskan francais semakin wujud secara bersama dalam ruang pasaran yang sama.

Ke hadapan, Mixue Malaysia menyatakan bahawa syarikat itu akan terus bekerjasama dengan agensi kerajaan, persatuan industri serta rakan tempatan bagi memperkukuh pertumbuhan mampan dalam sektor tersebut.

Syarikat itu juga merancang untuk memperluas rantaian bekalan domestik, membangunkan bakat tempatan serta memperkukuh keupayaan pengurusan tempatan dalam usaha memastikan pertumbuhan jangka panjang di Malaysia. – NMH

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The post Mixue Perluas Jejak Komuniti di Malaysia, Perkasa Usahawan Tempatan first appeared on NMH.

KUALA LUMPUR — The rapid rise of Mixue outlets across Malaysia has been hard to miss — from neighbourhood shoplots to bustling commercial centres, and increasingly, Ramadan bazaars. But behind the snowman logo and affordable ice cream lies a broader ambition: embedding itself into local communities rather than simply expanding its footprint.

Mixue Malaysia says its long-term strategy in the country centres on local entrepreneurship, Malaysian talent and sustained domestic investment.

More than 93% of its franchisees are Malaysians, with over 300 local store owners currently operating nationwide. For many, the brand serves as a structured entry point into the competitive food and beverage sector, supported by systematic training, operational guidance and ongoing business support.

Mixue Builds a Local Franchise Ecosystem

The company says it has trained approximately 4,000 workers to date and currently employs about 2,900 Malaysians. Beyond job creation, Mixue emphasises career progression, offering structured development pathways aimed at building long-term employment rather than short-term placements.

“Our approach in Malaysia is about growing together — with entrepreneurs, employees and communities,” said Teh Hwa Chun, Area Manager Trainee of Mixue Malaysia. “We want to be seen as a brand that genuinely belongs to the people we serve.”

Localisation extends beyond ownership. Product offerings and promotional campaigns are tailored to Malaysian tastes and cultural moments, including national celebrations and Hari Raya festivities. The company has also prioritised halal compliance, securing halal certification for 157 stores — a key factor in building consumer trust.

Operationally, Mixue relies on standardised store systems, digital monitoring tools and regular supervision teams to ensure consistency. Logistics, construction and supply chain management are handled with established partners to support reliable nationwide distribution.

Modern Brands in Traditional Spaces

This Ramadan, Mixue booths have also appeared at selected Bazaar Ramadan locations, adding to the mix of food and beverage options available to visitors. While traditional vendors remain at the heart of the bazaar experience, the presence of established franchise brands reflects the evolving landscape of Malaysia’s informal retail economy. Ultimately, purchasing decisions rest with consumers — many of whom move fluidly between supporting long-time stall operators and choosing familiar branded offerings.

Industry observers note that such coexistence increasingly defines Malaysia’s modern marketplace, where small entrepreneurs and structured franchise systems operate side by side.

Looking ahead, Mixue Malaysia says it plans to deepen engagement with government agencies and industry associations, expand its domestic supply chain and further strengthen local management capabilities.

As Malaysia’s food and beverage sector continues to evolve, Mixue’s growth story suggests that scale and community integration need not be mutually exclusive — particularly when local participation remains central to expansion. – NMH

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Building Entrepreneurs from the Ground Up — Inside UMEC’s Quiet Transformation

The post Mixue Expands Community Footprint in Malaysia first appeared on NMH.