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guide to termination with cause in malaysia

The Employer’s Guide To Termination With Cause In Malaysia 

Termination or dismissal with cause is a right granted to Malaysian employers that allows them to terminate an employee immediately.  However, the dismissal may be challenged under Section 20 of the Industrial Relations Act 1967. If found to be handled unfairly, the employer can be forced to reinstate the employee or pay compensation.  This why when advising clients on employment matters, we always emphasise this:   Fair process protects the employer.  Below, we cover how termination with cause should be carried out in full compliance with Malaysian labour law.  Let’s begin.   Why process matters even if misconduct is obvious  Termination with cause is a disciplinary action, and under Malaysian law, when challenged, the courts look beyond the misconduct itself and examine whether the termination was carried out fairly.  It’s not just about what the employee does, but how the employer responds.  Section 14(1) of the Employment Act 1955 requires employers to conduct a ‘due inquiry’ before dismissing an employee for misconduct. This section also allows for suspension during the inquiry (up to 2 weeks on half-pay).  In practice, the fair process usually expected by the courts include:   Skipping just one step can cause a dismissal to be ruled procedurally unfair.  That’s when employers start worrying about reinstatement or compensation orders.  Common grounds for dismissal with cause  The most common forms of misconduct that can justify immediate dismissal include:  And in case you’re wondering, yes, absenteeism is also a cause for dismissal, and we’ve dedicated an entire section on it below!  Real-life example: Unfair process  In 2017, Bank Negara Malaysia (BNM) dismissed a senior manager named Kohila over ethics violations.   However, the court found numerous violations as Kohila was:  Her final appeal to the bank’s governor was also treated as a mere formality and in 2024, the High Court found the dismissal procedurally unfair and ordered BNM to pay RM366,000 in compensation.  It wasn’t about what Kohila did, but how BNM responded.  Absenteeism as misconduct: What employers should know   Absenteeism is expressly defined under Section 15(2) of the Employment Act 1955 which states: If an employee is absent for more than two consecutive working days without permission or valid reason, it may be treated as a contract breach.   Repeated or prolonged absenteeism may even amount to a willful breach, which opens the door to termination without notice under Section 13(2) of the same Act.   But as always, employers must act reasonably and promptly.  In addition to issuing a show cause letter, giving warnings, and keeping a record, do not leave a gap between instances of absenteeism and disciplinary action.  Do I need a letter for misconduct termination?  If you were our client, our answer would be a resounding “Yes!”  Whether a termination is due to misconduct, absenteeism, or breach of duty, a formal termination letter shows the employer followed through in a structured, documented way.  In court, only the reasons stated in the letter will be considered.   That letter becomes your official record and legal footing.  As we explained in our guide to termination without cause, skipping this can leave you without a strong defence.  Checklist for termination with cause   Before issuing a dismissal letter, ensure the following are in place:   At ELP, we regularly assist clients in drafting employment contracts, internal policies, and disciplinary frameworks that align with Malaysian law. If you are looking to revise or strengthen your HR documentation, get in touch with us today. 

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guide to tag along rights for shareholders' agreement in malaysia

The Shareholder’s Guide To Tag-Along Rights

While crucial for minority shareholders, it’s important for all company shareholders to know how tag along rights work, as they affect everyone.   Below, we unpack tag-along rights and by the end, you’ll understand why they are a standard clause in Shareholders’ Agreements in Malaysia  What are tag-along rights?  Tag-along rights give minority shareholders the option to join in a sale on the same terms and conditions if the majority shareholder(s) sell their shares to a third party who then becomes the new majority shareholder.  How they protect minority shareholders Tag-along rights ensure minority shareholders are not stuck in a position where the majority exit the company and leave them with a new controlling shareholder they did not choose and cannot work with.    Such protections are very important in Sdn Bhds whose shares cannot be freely traded, and it is often difficult to find a new buyer for your shares.  Sample tag along clause Here’s an example of a tag-along clause with all the general protections:  In the event that Shareholders holding more than 50% of the shares in the Company, or if the combined shareholdings of the Shareholders constitute a shareholding of more than 50% in the Company (“Majority Shareholder”’) propose to sell all or part of their shares to a bona fide third-party purchaser and that purchaser will become the majority shareholder, each of the remaining shareholders (“Minority Shareholders”) shall have the right, but not the obligation, to sell a corresponding proportion of their shares, or the full amount of their shares, to the same purchaser on the same terms and conditions as those offered to the Majority Shareholders.  The Majority Shareholders shall be required to procure that the purchaser agrees to purchase the shares of any Minority Shareholders who elect to exercise this right. If the Majority Shareholders fail to do so, they shall not be entitled to transfer their shares to the purchaser. Without going into specifics, if a company has this clause in their Shareholders’ Agreement, it will be triggered when >50% of shares are being sold to an outside party who gains majority control.  In such a case, minority shareholders can choose to join the sale, and:  If not, the sale can’t proceed!  Check out our guide to drag and tag-along clauses in Shareholders’ Agreements to see a full breakdown of the wording in this clause. Application of tag-along rights Imagine a private company with three shareholders: Abu (60%), Kumar (25%), and Chong (15%). If Abu wants to sell his entire 60% stake to a third-party and the company Shareholders’ Agreement has the tag-along clause shared above, Kumar and Chong can sell a proportionate percentage of their shares on the same terms. Since the buyer only wants 60% of the company, the sale is divided proportionally: If Kumar and Chong choose to tag along, Abu must procure the buyer to include their shares, and if the buyer refuses, the deal cannot proceed, providing tremendous protection for minority shareholders. Considerations when drafting tag-along clauses   Whenever millions of Ringgit are on the line, expect loopholes to be found and exploited.    Like any contractual right, the scope of your shareholders’ tag along rights will be limited by the clarity of phrasing.  For instance, not stating that majority shareholders must get a buyer to include minority shareholders could undermine the enforceability of the rights.   Ensure your tag along clause clearly defines when tag along rights are triggered, along with explicit notice periods and mechanisms for exercising the right, and all will be well so get in touch for help!  FAQs on tag-along rights in Malaysia 1. Do tag-along rights guarantee a minority shareholder can sell their shares? As long as the majority shareholder can procure the new buyer to purchase the minority shares as well, then yes. However, if the new buyer is reluctant to offer the purchase of minority shares, the sale will not proceed. 2. Can tag-along rights apply to partial sales? Yes, if the clause allows such partial or proportionate sales. 3. Do all minority shareholders have to tag-along together? No. Tag-along rights are optional. Any minority shareholder can choose to exercise the right individually, even if others decide not to. 4. Can tag-along rights be waived? Yes. If minority shareholders choose not to exercise this right, and any applicable notice period expires, their right to tag-along would be waived for that particular sale. 5. Must the majority share sale be more than 50%? While more than 50% is a common threshold, the clause can also specify a higher one, such as 75%. 6. Can tag-along rights apply to smaller share sales? Typically, tag-along rights are triggered when a majority shareholder sells a controlling stake, as the intent is to allow minority shareholders to exit alongside the controlling party. Smaller or minority share sales (that do not transfer control or a significant interest) usually do not trigger tag-along rights, unless the shareholders’ agreement expressly says otherwise. 7. Are tag-along rights mandatory in Malaysian shareholders agreements? No, they are not required by law but are common contractual terms that govern the protection of shareholder rights in the shareholders’ agreement.

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complete guide to memorandums of understanding for distribution agreements in malaysia

A Guide To MOUs For Distribution Agreements  

When manufacturers want to expand their market reach through third-party distributors, identifying the right partner is one of the biggest challenges.  This is where a Memorandum of Understanding (MOU) is a useful tool to filter potential distributors before committing to a full-fledged Distribution Agreement.  If you’re a manufacturer based in Malaysia, keep reading as we explain why. Why an MOU before a Distribution Agreement?  Lying in between equally risky verbal promises and full-fledged contracts, MOUs are a practical middle ground as a generally non-binding way to initiate early-stage engagement that still carries legal weight.   With an MOU, manufacturers can:  Think of it as a “trial phase” to evaluate a distributor.   Only if they demonstrate continued interest and alignment throughout this trial should the parties proceed to a formal, long-term agreement.  Key MOU clauses   To maximise the effectiveness of an MOU to screen distributors, the document should contain provisions that guide performance and safeguard your interests, which include the following:  Clause Description Territory and Scope Clearly define the geographical area, product categories, and customer segments the distributor is permitted to explore. Trial Period and Performance Indicators Set a defined evaluation window (e.g., 3–6 months) and outline soft KPIs, such as minimum sales volume. Non-Exclusivity Make it clear the MOU does not grant exclusivity, allowing you to engage other potential distributors during the same period. Confidentiality Protect sensitive business information (e.g., product pricing, supply terms). Termination Clause Preserve the right to exit without obligation at the end of the MOU term. Good Faith Obligation Requires both parties to act professionally and communicate respectfully throughout the MOU period. IP Use Limitation Define the scope, duration, and approval process for any use of your brand name, logo, product images, or marketing materials. Reporting Requirements Mandate regular updates or basic reports during the MOU period. Non-Circumvention Clause Prevents the distributor from bypassing you to contact shared leads, suppliers, or customers directly. Hypothetical example  Let’s pretend a local food manufacturer had a rapidly growing snack brand (the secret is three times as much sugar as other competitors). As regional interest increased, several overseas distributors approached with proposals, promising to handle marketing and distribution across Southeast Asia.  Eager to expand, the manufacturer verbally agreed with one distributor who appeared enthusiastic and well-connected. Due to a desire to “move quickly,” both parties postponed signing a formal Distribution Agreement, opting instead to proceed based on trust.  Unfortunately, the distributor underperformed, and:  With no formal legal documents to enforce responsibilities, the manufacturer was left high and dry with no remedy and recourse.  How an MOU could have helped  An MOU, even if largely non-binding,  would have provided soft enforcement mechanisms to reduce uncertainty during their early-stage relationship such as: Had the parties included a non-performance termination clause which clearly stated failure to meet performance targets would justify ending the engagement, the manufacturer would be able to refocus to alternative distribution channels the moment the distributor failed. Takeaways for manufacturers  Too often, early-stage distribution discussions happen over calls, meetings, or casual “understandings”, only for them to later fall apart over misunderstandings.  For manufacturers, especially those with multiple brands or growing product lines, let the MOU serve as your vetting ground, ensuring only the most capable distributors become long-term partners. 

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