GLC and GLIC Marketing in Malaysia: Procurement and Reporting

GLC and GLIC marketing in Malaysia refers to the brand, content, reporting and digital work scoped for Government-Linked Companies (GLCs) and the Government-Linked Investment Companies (GLICs) that own them. The GLIC list is the familiar one: Khazanah Nasional, Permodalan Nasional Berhad, Employees Provident Fund, Kumpulan Wang Persaraan (Diperbadankan), Lembaga Tabung Angkatan Tentera and Lembaga Tabung Haji, with the Ministry of Finance Incorporated sitting alongside as the federal shareholder of last resort. The companies they own and the statutory bodies that operate next to them carry the same communications challenge: every deliverable has to read for shareholders, regulators and the public at the same time, under public procurement rules and a tighter governance overlay than the private sector.

In our agency experience, the GLC and GLIC briefs we work on share a pattern. The marketing director is typically dealing with three overlapping audiences that the private-sector B2B playbook does not anticipate. Government shareholders expect the brand to support national priorities (Bumiputera participation, digitalisation, stewardship, sustainability). Minority investors and rating agencies expect commercial discipline and clean disclosure. The general public, the media and (for listed entities) the elected representatives who sit on parliamentary committees expect transparency that holds up under scrutiny. A campaign that satisfies one audience and ignores the others tends to surface as a political story rather than a marketing one.

Walk Production is an integrated creative agency in Kuala Lumpur and Selangor, founded in 2018 by Evans Hu, with 40 in-house specialists across brand strategy, design, copywriting, web, video and digital. GLC and GLIC work is a recurring part of our caseload, particularly across corporate reporting (annual reports, sustainability reports, integrated reports, impact reports) and on rebranding, bilingual editorial and tender-graded corporate collateral.

What GLC and GLIC marketing covers

The terms GLC and GLIC get used interchangeably in everyday conversation, but they sit at different levels of the public-investment hierarchy. The distinction matters because procurement classification, listing status and reporting requirements all change depending on where the entity sits in the structure.

The GLICs themselves are not GLCs. Khazanah holds GLC stakes; Khazanah is the shareholder, not the operating company. GLIC-level reporting (Khazanah Annual Review, PNB Annual Report) sits separately from GLC-level annual reports filed under Bursa Malaysia listing requirements. For marketing teams, that distinction matters: a Khazanah-level publication serves the policy-fund audience; a Tenaga Nasional or Telekom Malaysia annual report serves the listed-company audience under Bursa MMLR. The two read differently and the design briefs differ accordingly.

A GLC is also distinct from a federal agency. A federal agency (a ministry, department or statutory body) operates under public-service law and reports directly to its parent ministry. A GLC operates commercially under the Companies Act 2016 but carries socio-economic mandates from its government shareholders. The dual identity is what shapes the communications brief: messaging has to read as commercially competent and as aligned with national priorities at the same time.

Major Malaysian GLCs span energy (Tenaga Nasional, Petronas group), telecommunications (Telekom Malaysia, Axiata), aviation infrastructure (Malaysia Airports), banking (Maybank, CIMB, Bank Islam, RHB), industrials and plantation (Sime Darby) and digital payments (Touch ‘n Go Group, through its CIMB-linked ownership). Each carries marketing requirements that balance commercial positioning with public accountability.

The regulatory layers that shape GLC marketing

GLC marketing is not just creative work delivered on a faster procurement clock. It operates inside several overlapping regulatory frames at once. The five layers below are the ones we run through at the brief stage on any GLC engagement; treat the rule names as the names to look up with the relevant counsel or compliance team before sign-off, not as a substitute for that check.

This guide is marketing guidance, not legal or compliance advice. Confirm current rules, timelines and disclosure expectations directly with Bursa Malaysia, the Securities Commission, the MACC, JPDP and the GLC’s own corporate secretary, compliance team and legal counsel before any campaign goes to approval.

Bursa MMLR for listed GLCs

Listed GLCs file under Bursa Malaysia Main Market Listing Requirements. The MMLR sustainability requirements (paragraph 9.45(2) and Appendix 9C in particular) set the floor for the sustainability statement that every Bursa-listed issuer publishes inside the annual report, and the timeline for the National Sustainability Reporting Framework (NSRF) is phased by issuer size. For a listed GLC, the annual report brief is therefore a Bursa-compliance brief first and a design brief second.

MCCG 2021 (corporate governance)

The Malaysian Code on Corporate Governance (MCCG, most recently updated by the SC in 2021) reflects globally accepted corporate governance principles and practices and sets out best-practice guidance for listed issuers in Malaysia. Listed issuers (GLCs and non-GLCs alike) maintain anti-corruption policies, whistleblowing procedures and published governance frameworks under the MCCG and the relevant Bursa listing requirements. The MCCG is the source most often cited inside the governance section of a GLC annual report and shapes the messaging on the board, risk and integrity surfaces of the corporate website. The current text and intended practices are published on the Securities Commission’s corporate governance page; confirm the live version before referencing specific principles or practices in a campaign.

MACC Section 17A (corporate liability for corruption)

Section 17A of the MACC Act 2009 creates corporate liability for organisations whose employees or associates engage in corrupt practices. The defence is the “adequate procedures” framework, which most GLCs document under the SPRM Guidelines on Adequate Procedures. For marketing, this is the layer that touches gifts, hospitality, sponsorships and agency appointments. Marketing budgets at GLCs are typically reviewed against internal approval policies that derive from the Section 17A framework rather than from any single external benchmark.

PDPA and MCMC for digital communications

Donor data, customer data, candidate data and stakeholder mailing lists all sit under the Personal Data Protection Act (PDPA, amended through Act A1727). The seven PDPA principles (General, Notice and Choice, Disclosure, Security, Retention, Data Integrity, Access) apply to GLC websites, CRM systems and email campaigns. MCMC frames online advertising, content moderation and platform compliance for the digital channels GLCs run. The Online Safety Act 2025 (Act 866) adds another layer that internal compliance teams should be tracking. Verify the current text of each Act and policy document before relying on it in a campaign brief.

Co-branding and national emblem protocols

The Jata Persekutuan (the federal government emblem, often referenced as the Jata Negara in everyday usage) is a federal government emblem with use framed in JPM and MKN protocol guidance around federal ministries, departments and federal officers acting officially. Any GLC use of the emblem on a campaign asset should be confirmed against the relevant ministry, JPM protocol or a documented written approval before sign-off, rather than treated as available by default. When co-branding with a ministry, the ministry’s identity typically takes primary position. Agencies producing GLC creative work should confirm whether a campaign sits in a co-branded posture, and what protocol applies, before treating the visual hierarchy as a free choice.

How GLC procurement shapes the engagement

Even before the creative brief is written, the procurement route shapes what the engagement looks like. The two routes we see most often are the open quote and the tender bid.

The mechanical detail of public procurement is covered in detail across our sister anchors. The short version is that suppliers register with the Ministry of Finance through the ePerolehan portal under one of two account types: a Basic Account that covers Federal Government transactions up to RM20,000, and a MoF Account that opens participation above RM20,000, per the ePerolehan Core Modules page. Each MOF registration carries one or more Bidang Pendaftaran (supplier-code) labels classifying the goods or services the agency is licensed to supply. Bidding outside the registered codes is an automatic rejection. Our ePerolehan tender guide walks through registration, MoF Account fees and Bidang label selection.

For works tenders (construction, fit-out, infrastructure-adjacent scope), the federal layer runs separately on Sistem JET under JKR since June 2022. Construction-grade contractors register with the Construction Industry Development Board and hold a valid SPKK for the relevant grade. Most marketing engagements stay outside the works layer, but a brand refresh that touches signage, terminal wayfinding or environmental design can pull works-grade compliance into scope. Our JKR tender guide covers CIDB grades and the SPKK process; the broader tender Malaysia guide covers the federal layer and the two-envelope evaluation.

Tender-graded company profiles, capability statements and pitch decks are a recurring scope inside the GLC bracket because the GLC itself is often bidding for federal or international contracts. Our company profile design for tender submissions breaks down the structural sections evaluators look for and the tender proposal design guide covers the layout discipline a technical proposal needs to score well.

Stakeholder communication: why GLCs face a higher bar

No other type of Malaysian organisation has to communicate across as many audiences in parallel as a GLC. The audience map at any large GLC includes the GLIC controlling shareholder, the relevant ministry, minority shareholders and analysts, customers, employees, ratings agencies, the media, the regulator, the auditor and (for matters that surface) elected representatives sitting on parliamentary committees.

Government shareholders and minority investors at the same table

Government shareholders expect GLCs to support national priorities: Bumiputera development (under the TERAJU framework and successor programmes), digitalisation, sustainability commitments, financial inclusion and nation-building initiatives. Minority shareholders and institutional investors expect market-driven performance, transparent disclosures and predictable returns. The tension is most visible when a GLC announces a policy-aligned initiative that depresses short-term financial returns. Communications that work in our agency experience tend to lead with the commercial logic for the analyst community and a parallel national-contribution narrative for the government shareholder, rather than choosing one audience and hoping the other reads sympathetically.

Public, media and political sensitivity

The Malaysian public often reads GLCs as national champions or quasi-utilities, which means price increases, restructuring, retrenchment programmes or service transformations escalate quickly from operational stories into political ones. Social media narratives can frame an operational decision as evidence of government inefficiency or patronage within hours. The communications discipline in our agency experience is to coordinate messaging across the GLC head office, the relevant line ministry, the regulator and, where applicable, the elected representatives who would be asked to respond. The brand voice carries the institutional posture; the speed and the channel mix are the operational decisions.

The bilingual audience

GLCs operate in a dual-language environment by default. Bahasa Malaysia is required for all official materials and is the primary language for the general public, policymakers and labour unions. English is the working language for analysts, foreign investors, international media and rating agencies. Producing parallel content in both languages, rather than translating one as an afterthought, is part of the standard scope on annual reports, sustainability reports and corporate websites. Our bilingual copywriting and translation services for Malaysia covers what that scope looks like in practice and how tonal expectations differ between BM and English on a regulated brief.

The five marketing scopes GLCs commission most

In our agency experience working on GLC and GLIC accounts, the marketing scopes that recur are predictable. Knowing where the brief is likely to land helps both the GLC and the agency plan the engagement before scoping starts.

Annual reports and sustainability reports

This is often the single largest marketing expenditure for a listed GLC in any given year. The brief covers the audited annual report (Bursa MMLR floor), the sustainability statement (NSRF and, on phased timelines, ISSB-aligned IFRS S1 and S2 content), and, in many cases, a standalone sustainability or impact report alongside the integrated annual report. Bahasa Melayu is the official language for government-facing material; whether a publication ships bilingual (BM + English) or in a single language should be confirmed against the client’s publication brief, the relevant ministry or regulator requirements and the GLC’s internal brand manual. The companion guides on annual report types, elements of a sustainability report and CSR and impact report design cover the disclosure architecture and the design implications in detail.

Corporate identity refreshes

GLCs undergo identity refreshes during restructuring, mandate shifts, listing changes or name changes. The scope typically covers brand strategy, brand architecture, logo refinement, visual system, brand guidelines, corporate templates and signage. Listed GLCs add a further requirement: the brand has to read across the regulated reporting cycle as well as across the day-to-day operational surfaces. The brand audit and strategy guide walks through how we scope an audit-led rebrand for a Bursa-listed business.

Bilingual content and stakeholder microsites

The procurement section of a GLC website, the ESG portal, the whistleblowing channel and the leadership governance pages all need strategic content planning, not just design. The annual brand calendar typically includes a national-day campaign, a Bumiputera-engagement narrative, an ESG update cycle and a regulator-facing campaign update. Our content marketing strategy guide and B2B marketing in Malaysia cover how the editorial calendar fits together with the channel mix.

Tender and pitch collateral

GLCs themselves are frequent bidders for federal contracts (where the parent ministry is the buyer) or for international and regional contracts (where the GLC is competing against multinationals). Tender-graded company profiles, capability statements, technical proposals and pitch decks have to land with evaluation committees that read against published scoring rubrics. The company profile design cost guide covers the structural sections and the tender proposal design guide covers the layout discipline.

Six Walk Production engagements across the GLC and GLIC network

The six engagements below sit at different points on the GLC, GLIC and adjacent statutory-body network. Each detail maps to the Walk Production portfolio file for the engagement and stays inside what those files support.

1. Bank Islam Sadaqa House Impact Report 2023 (LTH-linked Islamic bank)

Bank Islam Malaysia Berhad is a Bursa-listed Islamic banking institution with Lembaga Tabung Haji as a substantial shareholder, which gives the group its connection to the GLIC structure. Bank Islam’s Sadaqa House is a social finance initiative that channels contributions to community programmes. The brief was to produce the 2023 Sadaqa House Impact Report end-to-end: conceptual development, copywriting, layout design, infographic creation, copyediting and proofreading, and coordination of printed collateral including bookmarks and envelopes.

The content strategy connected financial data to programme outcomes through narrative bridges. The writing balanced two registers: financial reporting language for stakeholders evaluating institutional credibility, and accessible storytelling for audiences engaging with the social impact dimension. Custom statistical visualisation mapped the flow of funds from donor to programme to beneficiary, deconstructing Value-Based Intermediation (VBI) metrics into graphics that can be read without interpreting raw financial tables. The print package included bookmarks with spot UV finishing, branded envelopes and a condensed print edition for distribution events.

The marketing lesson for GLCs is the dual-register discipline. An impact report that reads only as a regulator-facing document loses the community audience; one that reads only as a community publication loses the institutional credibility a regulated bank needs. The two have to hold together inside one publication.

2. Touch ‘n Go Group Sustainability Impact Report (CIMB-linked digital payments)

Touch ‘n Go Group is a digital payments provider operating across Malaysia. Its corporate ownership sits inside the CIMB Group network, which gives the group its connection to the Khazanah-led GLIC structure. The brief was the Sustainability Impact Report under the “Go Net Positive” framing, structured around four ESG pillars: Tech 4 Good, Treating People Fairly, Financial and Digital Inclusion, and Our Planet.

The conceptual approach treated the report as a technology-company publication rather than a conventional ESG document. Pillar chapters each carried distinct colour accents and iconography. Custom infographic systems translated TNG’s impact metrics (digital payment adoption rates, carbon offset figures, community programme reach, workforce diversity statistics) into progress trackers that signal where the group sits against its targets. Both digital and print editions were produced from the same source so each audience reached the report in the format that matches their context.

The lesson for GLC marketing teams is that the audience determines the format register. A tech-forward audience reads an editorial-style sustainability publication; a regulator-facing audience reads a regulated-disclosure layout. The same content can sit inside both wrappers, but the wrapper matters.

3. MAVCOM Annual Report 2023 (federal statutory body, bilingual)

The Malaysian Aviation Commission (MAVCOM) was the statutory body responsible for regulating the economic aspects of the civil aviation industry during the reporting period. MAVCOM’s regulatory functions were continued by the Civil Aviation Authority of Malaysia (CAAM) effective 1 August 2025, so the 2023 report sits in the historical/project-era context that preceded the transition. The brief was the 2023 annual report end-to-end: art direction, report layout, copywriting, Bahasa Malaysia translation, graphic design and print production.

The art direction used aviation-coded graphic elements (flight paths, air routes, terminal architecture) to give the publication a sector-specific identity while holding the institutional tone expected of a regulator. The Bahasa Malaysia translation was coordinated to deliver equivalent content quality across both language versions, with close attention to regulatory terminology and government language standards. Custom infographics presented aviation industry statistics, consumer complaint resolution data and regulatory performance indicators in a layout that reads for industry and the public at the same time.

The lesson for adjacent statutory bodies (and for GLCs that report into regulators) is that the bilingual brief is structural, not cosmetic. The two versions hold the same visual identity, the same data and the same hierarchy. Producing the BM version as a translated afterthought of an English-first design tends to break that parity.

4. PIDM and FEN National Strategy for Financial Literacy (federal statutory, multi-stakeholder)

Perbadanan Insurans Deposit Malaysia (PIDM) is the federal statutory body that provides deposit insurance and takaful benefits protection. The Financial Education Network (FEN) is jointly chaired by Bank Negara Malaysia and the Securities Commission Malaysia, with PIDM and other agencies as member organisations; FEN coordinates national financial education policy across that membership. The brief was the National Strategy for Financial Literacy: bilingual print, interactive PDF and a layered information architecture that serves policymakers reviewing the document for direction and implementation partners working from it across sectors.

Walk Production delivered conceptual development, visual and layout design, data visualisation, interactive PDF development, print production and project management. Both English and Bahasa Malaysia editions were produced to identical design standards. Colour-coded priority areas, numbered action items and clear section navigation allow readers to locate relevant content at the level appropriate to their role.

The lesson for any statutory body publishing a multi-year strategy is that the same document is read at several levels. The layered architecture lets one publication serve those readings rather than fragmenting into multiple parallel documents.

5. MPRC OGSE100 industry benchmark report (federal agency, sector benchmark)

Malaysia Petroleum Resources Corporation (MPRC) is a government agency that supports the oil and gas services and equipment (OGSE) sector. The OGSE100 is MPRC’s annual benchmark publication ranking Malaysian OGSE companies by financial performance. The brief covered conceptual development, data visualisation, editorial copywriting and print coordination for a publication that serves investors, policymakers and industry professionals as a single reference.

The visual direction used cyan and deep sea-blue tones combined with geometric motifs that reference engineering precision and energy infrastructure. The data-heavy ranking pages alternate with editorial spreads that provide market context, which prevents reader fatigue across a substantial reference document while preserving its quick-reference utility. The editorial copywriting covered sector overviews, market commentary and analytical summaries that complement the quantitative content.

The lesson for federal agencies running sector-promotion mandates is that a benchmark publication earns its credibility through the discipline of the data layer, not the volume of the editorial. Design serves the data; the data has to hold up to industry scrutiny.

6. Lianson Fleet Group Berhad rebrand (Bursa-listed corporate, name change)

Lianson Fleet Group Berhad is a Bursa Malaysia-listed marine logistics and offshore support operator working across Southeast Asia. The group was previously listed as ICON Offshore Berhad. The brief was the corporate rebrand alongside the Bursa name change, covering brand strategy, corporate identity, brand guidelines, company profile, PowerPoint master deck, marketing collateral, copywriting and a new corporate website.

The brand strategy repositioned the group as a marine logistics operator rather than carrying the ICON Offshore positioning forward. The CARE framework was set as the four corporate values: Communication, Appreciation, Reliable, Efficiency. The corporate identity covered stationery, presentation templates and the marine-specific touchpoints relevant to a fleet operator. The brand guidelines documented logo applications, typography, colour specifications, imagery direction and stationery standards, with application rules for the regulated communications a Bursa-listed group produces on a fixed calendar.

The rebrand shipped on the same day as the Bursa name-change announcement. Investors who read the announcement landed on a corporate website, a company profile and a master deck that already wore the new identity, rather than on an old-brand surface that contradicted the announcement.

The lesson for listed groups with GLIC-network shareholders is that a corporate-event rebrand has to ship aligned with the regulator-facing event. Branding lag after a name change reads as a paper change rather than a corporate one.

Adjacent reference: Swift Haulage Annual Report 2024

For listed-comparator scope, the Swift Haulage Berhad Annual Report 2024 is a useful reference even though Swift Haulage is not a GLC. The 222-page integrated annual report covered annual report presentation, infographic and data illustration, editorial copywriting, sustainability statement writing and print production. For a listed GLC sizing an integrated annual report scope, the Swift Haulage extent is a credible parallel reference for the kind of cycle Walk Production runs on Bursa-listed corporate reporting.

Bilingual content as default, not add-on

The bilingual brief is structural on GLC and GLIC work. The brief is not “produce in English and translate to BM later”; it is “produce in both languages from kickoff, with parallel content, parallel layout and parallel sign-off”. Three practical realities follow.

Text expansion. Bahasa Malaysia text typically runs 15% to 25% longer than the equivalent English content. Layouts that work in English alone often break on the BM version. Parallel layouts (two columns) work well for shorter sections such as executive summaries and compliance tables; sequential layouts (full BM version followed by full English) work better for lengthy technical sections.

Tonal register. English investor presentations can explain commercially difficult measures directly. BM messaging on the same topic is typically more socially sensitive, particularly for issues that may touch labour, communities or national interest. The two versions are not direct translations; they are parallel narratives that carry the same data with appropriate tonal framing.

Sign-off chain. Bilingual content adds a second editorial sign-off step. The annual report calendar already has the audit, assurance, secretarial and IR sign-off chain on it; the BM version adds a translation review (often coordinated with Dewan Bahasa dan Pustaka guidelines and the corporate secretary or in-house BM editor). The production calendar that holds together is the one that builds the BM review into the schedule from the start.

Our bilingual copywriting guide covers tonal differences, terminology and the editorial workflows we run on regulated bilingual briefs.

Corporate identity discipline for listed GLCs

GLC branding operates under constraints that private companies never face. The three protocols below recur most often at the brief stage.

National emblem and co-branding. The Jata Persekutuan is a federal government emblem and use is framed by JPM and MKN protocol guidance. GLC use of the emblem on any campaign asset should be confirmed against the relevant ministry, JPM protocol or a written approval before sign-off, rather than assumed. When a GLC co-brands with a ministry, the ministry’s identity typically takes primary position, with the GLC’s own brand becoming secondary. Visual hierarchy is set by the protocol, not by the design preference.

Digital identity alignment. The Malaysia Government Design System (MyDS, sometimes referenced as MYDS) defines layout components, colour standards and accessibility expectations for official government websites. GLCs are not always required to follow MyDS exactly, but the GLCs that operate closely with government ministries are often expected to align their digital presence with it. Bilingual content switching, responsive design and accessibility compliance (WCAG 2.1 AA at minimum) are standard expectations.

Bilingual and Jawi considerations. Federal requirements mandate Bahasa Malaysia on official materials. Many GLC brand manuals specify that the full legal name in BM must appear on letterheads, footers and corporate seals, even when the primary logo is in English. Some states encourage or mandate Jawi script on public signage. When Jawi is used, it has to be rendered accurately, typically against approved internal brand manuals.

The brand guidelines guide covers what a brand book has to carry for a listed group; the corporate identity work in our portfolio shows how the protocols above hold across different sectors.

Common pitfalls in GLC marketing engagements

The four pitfalls below recur often enough that we run through them at every kickoff with a new GLC account.

Treating the BM version as a translated afterthought. A BM version that reads as machine translation, or that lags the English version by a sign-off cycle, undermines the regulator-facing audience and the public audience at the same time. The fix is to scope BM as parallel from kickoff, not as a downstream conversion.

Underestimating the regulatory layering. A campaign brief that satisfies the marketing director’s KPI but has not been through the corporate-secretary, compliance and (for listed entities) IR sign-off chain tends to stall at approval. The fix is to involve the gatekeepers in the brief stage, not the sign-off stage. The five regulatory layers in the section above are the ones to check against.

Decorative ESG without assured data. Sustainability sections that lead with imagery and lose the assured data underneath are a recurring weakness in early-cycle integrated reports. NSRF Phase 1 issuers in particular have to keep the assured Scope 1 and Scope 2 GHG data, the materiality methodology and the governance narrative load-bearing inside the layout. The sustainability report elements guide covers the regulatory layering across MMLR, NSRF and IFRS S1 and S2.

A rebrand that misses the corporate-event window. A name change, a listing event or a mandate shift is the moment the brand should already be in place on the regulator-facing surfaces. Branding that arrives weeks after the announcement reads as a paper change. The Lianson Fleet Group rebrand shipped on the day of the Bursa name change for exactly that reason.

What to look for in a GLC marketing agency

Selecting an agency for GLC and GLIC work differs from private-sector selection. The five attributes below are the ones we see GLC procurement boards weight most often in our agency experience.

• ePerolehan-registered with valid MOF certification. Without it, the agency cannot bid for federal contracts at all. The Bidang Pendaftaran codes have to match the scope.
• Demonstrable experience across multi-stakeholder environments. Look for portfolio depth across regulated sectors (listed corporates, banks, statutory bodies, regulators) rather than a single category.
• Bilingual content production as a core service, not a sub-contracted add-on. BM editorial discipline lives or dies on whether the agency has BM editors and translators in-house.
• Governance-compliant reporting experience. Annual report and sustainability report scope under Bursa MMLR and NSRF is the load-bearing test for whether an agency can hold the regulator-facing surfaces.
• Long-cycle project management. GLC engagements run on long approval timelines, multi-party sign-offs and audit-ready documentation. The agency has to be comfortable with that calendar shape rather than trying to compress it.

For listed GLCs planning a corporate identity refresh or a new annual report cycle, the annual report portfolio, impact report portfolio and sustainability report portfolio show how Walk Production approaches this work across different tiers of the GLC and GLIC network.

How Walk Production helps GLCs and GLICs

Walk Production has produced corporate reporting, brand identity and bilingual editorial work for Bursa-listed groups, listed banks, GLC-network operators and federal statutory bodies. Reports, rebrands and stakeholder microsites are scoped from a 40-person in-house team in Kuala Lumpur and Selangor, with editorial, design, infographic, photography, BM and English translation and print production under a single project manager. We deliver branding services, annual report design, sustainability report design, company profile design, content marketing retainers and digital marketing as integrated scopes, which avoids the seams that often appear when separate specialist agencies stitch a GLC engagement together.

Our marketing and branding portfolio carries the GLC, GLIC-network and statutory-body work scoped for procurement-tribunal review and parliamentary-question scrutiny. For listed GLCs sizing an integrated report cycle, the annual report types guide covers the four format choices; for early-cycle NSRF issuers, the sustainability report elements guide covers the regulatory layering. For procurement-side scope, our ePerolehan tender guide, tender Malaysia guide and company profile design for tender submissions cover the registrations, the evaluation discipline and the documentation chain.

Talk to us before your next agency RFP cycle, particularly if the engagement sits in the annual report calendar or in a corporate-event window. The GLC engagements that hold together are the ones where compliance, content and design sit on the same brief from kickoff.

Lee Xin Ying is the Account Director for Brand & Marketing at Walk Production, an integrated creative agency in Kuala Lumpur and Selangor, Malaysia. She leads the branding and marketing division, working with B2B and B2C clients across listed corporates, regulated financial services, GLC-network operators and federal statutory bodies. Her project experience includes Raya Airways, Magma Group, AIA Shared Services, Kaotim (Takaful Malaysia) and retainer accounts at MSIG Malaysia, Roca and SciMed.