whymalaysia (2)

8/12/2019 whymalaysia (2)

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Because locationmatters

www.pwc.com/my

Considerationswhen selectingyour sharedserviceslocation


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PwC 2


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PwC 3

Contents

About Malaysia 4

Why Malaysia? 8

Why PwC? 12

Our capabilities 14

Some case studies 17

Insights and knowledge 20


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PwC

About Malaysia

4

Source: Economist Intelligence Unit (EIU) and Bloomberg

2012 est Malaysia

Land area 330,252 sq km

GDP(US$ bln) 237.8

GDP per capita (US$) 8,420

GDP growth (%) 4.8 (est)

Inflation (%) 2.6

Market capitalisation (US$ bln) 411

Equity market return (%) 11.63

Equity market price earning

ratio 16.4

Credit rating- Standard & Poors- Moodys

AA3

EIU country risk rating- Sovereign risk- Currency risk- Banking sector risk

BBBA

BBB

Unemployment rate (%) 3.3%

Note: Exchange rate (as at 31 July 2012): US$ 1 = MYR 3.1305

Malaysia is a constitutional monarchy locatedin the heart of South East Asia. Kuala Lumpuris the capital city, while Putrajaya serves asthe federal administrative centre.

There are 13 states and three federalterritories separated into two regions,Peninsular Malaysia and East Malaysia.

Malaysia prides itself on having a multi-cultural and multi-ethnic society populated byits three major races - Malay, Chinese andIndians.

Malaysia

29 million


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PwC 5

Area Strengths Weaknesses Opportunities Threats

Politicaloutlook

A secular democraticcountry with Islam as thenational religion

Not rocked by any majorracial unrest for the past 4decades

Malaysia takes astrict stance overpublicdemonstrationsand street ralliesalthough

economic andpolitical reformsare in place

Prime Ministeractioning reforms andchangestheEconomicTransformationProgramme (ETP) and

GovernmentTransformationProgramme (GTP)

Ethnic tensionscontinue to simmerwith threat of revivalof hard-line Islam

Economicoutlook

Major world source forelectronics and computerparts

One of the worlds largestproducers of rubber, palmoil, pepper and tropicalhardwood

Remain as a net exporterof crude oil

Countrypopulace isreliant onsubsidies suchas gas, petrol,flour, sugar, riceand otheressentials whichtakes up a huge

chunk of thegovernmentsexpenditure

To become a majorfinancial hub with thelaunch of Tun RazakExchange (TRX) inJuly 2012

Private sector-ledgrowth continues toimprove (theGovernment continues

its divestment of stateshareholdings to raisefunds to narrow thebudget deficit)

Potential threat tolong-term economicstability (dependenceon migrant labour,particularly for low-skilled jobs)

Governments fiscaldeficits currently at5% of GDP (2011)

could strain countrysfinances

Businessenvironment

Introduced MCCG 2012in March 2012 whichsupercedes MCCG 2007

AOB established since2010 to strengthen theindependent oversight ofauditors

By 1 January 2012, all

approved accountingstandards will convergefully with IFRS (This willnot affect private entitiesthat are currently applyingthe Private EntityReporting Standards)

Government offeringattractive tax breaks andconcessions to foreigncompanies (e.g. OHQ*,pioneer status, ITA** etc.)

Sustainability ofthe nationalsubsidisationprogram oncapping theprices of basicconsumer goods

Dealing with the

politically well-connected whendoing businessin Malaysia

Free trade agreementnegotiations with theEuropean Union (EU)as well as the Trans-Pacific Partnershipmay improve to thecountrys businessenvironment

With government-linked companies(GLCs) transformation,emerging M&Aopportunities areavailable

Waterways andshipping lanes thatsurround Malaysiawill continue toexperience the threatof global piracy andterrorism

Malaysia faces stiff

competition fromChina, Vietnam andIndonesia in the racefor foreign directinvestments

In hopes of becoming a high income nation by the year 2020, the Government embarkedon an Economic Transformation Programme (ETP) in September 2010. One componentof the ETP involves promoting Malaysia as a top investment destination.

The table below provides an objective assessment of Malaysias current position andenvironment.

Malaysian Code on Corporate Governance Audit Oversight Board International Financial Reporting Standards* Operational Headquarters** Investment Tax Allowance

Overall, Malaysia is a relatively young and vibrant democratic country with challengingbut progressive growing pains!


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Malaysia FDI inflows in 2011 surged by 12.3% to US$10.8bln as multinational companies (MNCs) continue tochoose Malaysia as their regional investment destination.

Key FDI inflow by sector in 2011 are:

Manufacturing (50%)

Services (27%)

Mining (22%)

Moving forward, FDI growth will be driven by the ETP,which spans across six growth corridors. The key growth

corridors and their investment targets are:

Source: Malaysia Industrial Development Authority (MIDA) , 2012

7,328

9,587

7,956

1,661

9,666

10,854

2,000

4,000

6,000

8,000

10,000

12,000

2006 2007 2008 2009 2010 2011

US$ mln

Malaysia FDI inflows, 2006 2011

Malaysia continues to be a choicedestination for MNCs,predominantly in themanufacturing sub-sector. TheETP plays a key role for future

FDI inflow.

Greater Kuala Lumpur (Greater KL),US$56.7 bln by 2020.

Northern Corridor Economic Region,US$58.3 bln by 2025.

Iskandar Malaysia, US$94.9 bln by2025.

About Malaysia


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PwC 7

Connectivity: World-class and integrated networkTo support its aspirations of becoming a world class business destination, Malaysia hasput and still is putting in place infrastructure such as transportation networks and highspeed broadband which facilitate connectivity to global markets.

5

Cost effective: All round affordabilityMalaysia offers investors with all round affordability from real estate (ample land and

buildings e.g. Medini Business District, MSC Malaysia Cybercity and MSC MalaysiaCybercentre) to cost effective facilities and amenities.

3Catchment: Gateway to Asia and Middle East marketsMalaysias strategic location in the centre of South East Asia and our close proximity to

major developing countries such as China and India plus our close economic ties with theMiddle East markets makes us an ideal investment location.

4

Conducive environment: Dynamic yet stableAside from a stable Government, resilient economy, easy and competitive place for doingbusiness, foreign investors have strong Government support, with various fiscal and non-

fiscal incentives.

6

Capabilities: Skilled workforceInvestors will have access to our multi-lingual workforce with a variety of skills andtalents. The Government in May 2012 pledged to allocate US$160 mln annually to theSkills Development Fund Corporation to finance skills training for youth and workers.

2

Comprehensive: Integrated financial infrastructureThe development of the Tun Razak Exchange (TRX) formerly known as the Kuala LumpurInternational Financial District will provide a new economic structure to Malaysias business

landscape in the eyes of the world.1

Malaysias set of unique propositions as the world's choice investment destinationinclude:

About Malaysia


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PwC

Why Malaysia?

Malaysia rankings

World Bank Country IncomeGroup 2012

Upper middleincome economy*

World Bank's Ease of DoingBusiness Survey 2012

18th

World Economic Forum(WEF) WorldCompetitiveness Ranking

2011-2012

21st

Institute for ManagementDevelopment (IMD) WorldCompetitiveness Ranking2012

16th

WEF Global Enabling TradeRanking 2012

24th

A.T. Kearney FDIConfidence Index 2012

10th

A.T. Kearney GlobalServices Location Index2011

3rd

MERCER Worldwide Cost ofLiving Survey 2011

104th(out of 214 cities)

ECA International Cost ofLiving Survey 2011

33rd(out of53 cities in Asia)

PwC World Bank Ease ofPaying Taxes 2012

28th

* Countries with GNI per capita of US$3,976 - US$12,275,Malaysias GNI per capita in 2011 was US$8,420

Shared services has been identifiedunder the ongoing EconomicTransformation Programme as a keydriver for growth and Malaysiasenvisioned transformation into high-value and high-income developed nationby 2020.

Datuk Badlisham Ghazali, CEO of MultimediaDevelopment Corporation (MDeC)

Malaysia continues to be a destination ofchoice for Shared Services and Outsourcing(SSO). The facts and statistics speak foritself.

In 2011, Malaysia secured 30newinvestments in the SSO sector withpotential investments of US$101 mln.

These new investments are expected tocreate an additional 7,000jobs over thenext three years.

Information technology outsourcingexpected to grow from over US$800 mlnin 2010 to over US$2 blnin 2015.

Business process outsourcing expected togrow from US$187 mln in 2010 to overUS$700 mlnin 2015.

As of 2010, there are close to 200SSOcompanies within MSC Malaysia. Out ofthis number, 80are MNCs operating theirregional/global shared services operationsfrom Malaysia.

The SSO sector is expected to grow in

Malaysia because businesses need toconsider alternate locations for optimumservice and business delivery. Asglobalisation continues, increasedacceptance of offshore delivery and scarcityof talented resource skill sets will pushorganisations to maximise the value ofbusiness and support services in strategiclocations.

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PwC 9

Heres how Asia Pacific and Malaysia stack up against the rest of the world.

Rank CountryFinancial

attractiveness

People skills

and

availability

Business

environment

Total

score

1. India 3.11 2.76 1.14 7.01

2. China 2.62 2.55 1.31 6.49

3. Malaysia 2.78 1.38 1.83 5.99

4. Egypt 3.10 1.36 1.35 5.81

5. Indonesia 3.24 1.53 1.01 5.78

6. Mexico 2.68 1.60 1.44 5.72

7. Thailand 3.05 1.38 1.29 5.72

8. Vietnam 3.27 1.19 1.24 5.69

9. Philippines 3.18 1.31 1.16 5.65

10. Chile 2.44 1.27 1.82 5.52

Malaysias attractiveness

Malaysia does well in theoverall ranking even though

Malaysia has a muchsmaller population incomparison with both Indiaand China.

Source: AT Kearneys Global Services Location Index 2011

Savings on operating costs (%)

Central and

Eastern Europe

Asia Pacific

North America

Western Europe

Latin America

30%

28%

25%

23%

13%

Source: Global PwC Survey 2011: Shared Service Centrethe 2ndGeneration

Regions attractiveness

Companies surveyed votedfor Central and Eastern

Europe and Asia Pacificbeing the most preferredshared service centrelocations in the future


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PwC 10

Specific to SSOs, targeted support infrastructure and catalytic Government approvedorganisations such as Multimedia Development Corporation (MDeC) are available tomaximise new and existing SSOs setups in Malaysia. MDeC is the governing agency that isresponsible for the implementation of MSC Malaysia, whilst providing strategic support toMSC Malaysia status company. MSC Malaysia is the national initiative formed by theMalaysian Government for the purpose of transforming Malaysia into a knowledge driveneconomy. SSO companies qualified for the MSC Malaysia Status are entitled to the 10 Billof Guarantees by the Government of Malaysia.

SERVICES PROVIDED BY MDeC

FACILITATIONMARKETACCESS

FINANCIALASSISTANCE

CAPABILITYIMPROVEMENT

HUMANCAPITAL

DEVELOPMENT

CLIENTMANAGEMENT

PROMOTION NURTURING & DEVELOPMENT

Immigration

Foreignknowledgeworkers

Business advisory

etc

ASEAN

APEC

OIC

Training Grants Global GoodPractices &ProcessImprovements

Knowledgeworkersdevelopmentinitiatives

Day to DayPortfolioManagement

Portfolio DrivenPrograms

The Association of Southeast Asian NationsAsia Pacific Economic CooperationOrganisation of the Islamic ConferenceSource: MDeC: Malaysia Global Business Services

Why Malaysia?

10-POINT BILL OF GUARANTEE

1. A world of privilagesProvide World Class physical infrastructure

6. IP ProtectionIntellectual property protection and cyberlaws

2. Knowledge WorkersUnrestricted employment of foreign knowledge workers

7. CensorshipNo internet censorship

3. OwnershipFreedom of ownership

8. Telco TariffGlobally competitive telecommunication tariff

4. Capital & Borrowings

Freedom to source for borrowings and capital globally

9. Infrastructure Tenders

Tender MSC infrastructure contacts to web-shapers

5. Financial IncentivesNo income tax for up to 10 years of investment taxallowance for up to 5 years

10. One Stop AgencyMDeC as the one stop agency

pledged by the Malaysian Government to all

MSC Malaysia Status companies located within MSC Malaysia.

Government ofMalaysia Industry


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PwC 11

A study by International DataCorp for MDeC found that ChiefFinancial Officers respondedthat outsourcing non-corefunctions of companies was akey target to reduce capitalexpenditure as well asoperational expenditure in thecurrent economic environment.

The Star Online

We believe that the first step to any SSO setup is to optimise the competitive cost benefitsstrategically within the selected SSO location while keeping in view the companysmedium to long term strategy. This is so that the SSO is able to add value as an effective

service provider to the overall organisation as the SSO grows with its adopted countryseconomics and direction.

Why Malaysia?


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Rose JavierPhilippines

MaheshwarVenkataramanSingapore & AsiaPacificplusR. Raghunathan

Hari RajagopalachariIndiaplusShashank Tripathi

Charles AirdUnited States &Global LeaderplusJai SudharsanDiane Youden

John ChangCanada

Steve KillickSouth AfricaplusJonathan Cawood

RomekLubaczewskiEastern Europe

Carmen TangMalaysia

Mark GilbraithChinaplusRong LinShane Knowler(HK)

Luis Garrido

Inter-Americas

Robert van der EijkContinental EuropeplusPierre WangenBelen Diaz SanchezMichael Suska

Jules SmeetsNetherlandsplusRon Broeren

Alberto Kuri MonterrubioMexico

Nick AtkinUnited KingdomplusNick JarmanDavid Coates

Steve KranesAustralia

Ricardo NevesBrazil & SOACATWest Cluster Lead

Arnob SahaMiddle East

Garrett CroninIreland

Why PwC?

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At PwC, we leverage our full range of skills: experience, industry-specific knowledge, highstandards of quality, commitment to innovation and the extended resources of our expertnetwork in over 150 countries.

PwC

South America and Central America Theatre


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3,000people in5countries

In PwC SEAPEN Region, which comprisesMalaysia, Thailand, Vietnam, Cambodiaand Laos, over 3000 people across thesefive countries share knowledge, resourcesand experience to best serve our clients'needs across the region.

PwC Malaysia

PwCs history in Malaysia dates back to theearly 1900s. We believe we have aresponsibility to play an integral role in thegrowth and progress of our nation.

Over the years, we have worked with manydifferent types of clients largemultinationals, public sector entities andMalaysian companies.

Through our assurance, tax and advisoryservices, we help our clients succeedthrough both buoyant and challengingeconomic environments.

We have a staff count of 1,800located in 6 locations within

Malaysia:

Kuala Lumpur

Pulau Pinang

Ipoh Melaka

Johor Bahru

Labuan

PwC Malaysia ranks 1stin FBM* 30in terms of client number andmarket capitalisation.

* FBMFTSE (Financial Times Stock Exchange) Bursa Malaysia

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Our capabilities

PwC 14

PwC offers a comprehensive range of independent and modular services to assist SSOs inmaterialising its presence in Malaysia based on its value needs and requirements.

SSC Mgmt

Process

People

Technology

Facilities

Phase I:Strategiseand Plan

Phase II:Design

Phase III:Construct

Phase IV:Implement

Phase V:Operate

1. DevelopBusiness Case

7. DevelopDetailed

OperatingModel

15. ManageGo-Live

12. Agree SLA8. DesignProcesses

9. Designorganisational

structure

13. Resourcingand Staff

Management

10. Develop and Deliver Training

11. Determinetechnical

requirements

14. Implement/Update

Technology(Software and

Hardware)

16. Ongoingpost

implementationsupport

2. ValidateBusiness Case

3. Project Start-Up, Project Management and Benefit Realisation

4. Risk Management

5. Communications and Change Management

6. Tax and Regulatory Requirements


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15PwC

Assurance, Accounting & Finance

Statutory audit

Other assurance reports, for instance controlsdesign & effectiveness certification (eg.SAS70, ISAE3402, etc)

Education and training support

Preparation of financial statements and otherfinancial information (eg. reporting package,reconciliations, etc)

Accounting helpdesk & support

Management compliance testing support (eg.SoX 404 testing support, etc)

Finance function diagnostic review

Internal Audit Outsourcing/ Co-sourcing

Tax

Price setting and transfer pricing reviews

Advising on suitable fiscal and non-fiscal

incentivesAssisting with the application of incentives

Advising on withholding tax obligations

Advising on foreign tax implications

Tax compliance services

Employeesexpatriate tax matters

Consulting

Feasibility study and development ofbusiness case to adopt shared services.

Location selection. Design and developmentof process documentation including split ofresponsibilities and standard operatingprocedures.

Project management support to implementshared services and transitioning to theshared services model.

Post implementation review and qualityassessments.

Provision of infrastructure advice to migrateto a shared services model including ITplans and systems requirements.

Systems ReviewCRM, Financial, Procureto Pay, Cashflow and HRCall CentreOperational Assessment on key driversimpacting efficiencies and revenue streams.

Customer Immersion Audit (CIA)Diagnostic tool used to determine customerimpacting pain points enterprise-wide (backand front office).

Call Centre Operational Assessment on keydrivers impacting efficiencies and revenuestreams.

Driving value through sustainabilityIncreasing sustainability integration andoperational efficiency by managingsustainability performance.

Outsourcing

Feasibility study and development of businesscase to outsource.

Selection of service provider and contractingsupport.

Project Management support to transitionprocesses to outsource service provider.

Alliance management supportmanagingrelationship and performance of serviceproviders and partners.

Provision of outsourcing services foraccounting and payroll processing.

Regardless the types of SSO models or desired operating locations you may want toconsider, we are here to help you make the right decisions.


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PwC is one of the Top 3 bestoutsourcing advisors in 2012 asjudged on four criticalcharacteristics of:size and growthcustomer referencesorganisational competenciesmanagement capabilities

2012 Worlds Best Outsourcing Advisors

by IAOP (The International Associationof Outsourcing Professionals)

We believe it is important key stakeholders, management and organisations maximise itsoperational value and effectiveness through a combination of talent, innovation andtargeted effort with the right tools and experience.

We have the tools and experience to bring about the desired transformation. Speed toacquisition and innovation in todays business world should not rest solely on trial anderror.

PwC

Our capabilities


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Some case studies

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OpportunityA global IT solution conglomerate with an established SSC business and operational modelcontinue to seek active partnering with their statutory auditors to meet their long termstrategic vision of becoming the top of the class Centre of Excellence (COE) in their chosenSSC activities in this case, accounting and operational processes.

The Corporate Headquarters (HQ) management team, and supported by the central PwCteam had tasked PwC Malaysia to work closely with the SSC management in Malaysia todeliver the optimum audit execution model for the region, and to manage the overallconsistency and costs of the audits within the Asia Pacific region. Traditional challenges facedby the SSC management in meeting the statutory filing and other compliance deadlines in therespective countries become a primary focus. Accordingly, the organisation views compliancerisk as an important business risk to mitigate and the requirement for a single contact pointPwC team becomes increasingly important to successfully manage the critical success factorof the COE.

Our rolePwC Malaysia collaborated closely with the central PwC team to coordinate and manage thecentralisation of the statutory audit processes and its respective audit completion by a singlecore PwC team in Malaysia. The team worked closely with the in-country PwC teams todeliver quality and experience, and at the same time managing and building the front endclient relationship at the COE, where the process and accounting owners reside. Oversight ofthe local country sign-offs retained by the Country Chief Financial Officer remains afundamental part of the engagement where both PwC teams in Malaysia and the respectivecountry maintain joint relationship.

OutcomeWith the centralised audit model implemented in the Malaysian COE, the SSC graduallyachieved process harmonisation in its delivery of audit expectations, meeting statutorydeadlines to manage legal risks, keeping compliance costs to a reasonable range due toshared labour arbitrage benefits within the PwC network firms, increased employeeproductivity due to standardised co-operation and communication protocols with PwC, andcontinuous process improvement through regular communication with PwC. The COE inMalaysia has since become recognised within the global organisation as a role-model for SSCprocess design and implementation.

Strategic partnership with a Global IT solution shared services centre (SSC)

PwC


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OpportunityA major conglomerate with regional operations in Malaysia, Hong Kong, Thailand,Indonesia, Singapore and Australia wanted to centralise its HR operations in a shared servicecentre.

We assisted the conglomerate in preparing its business case and roadmap for shared services

transformation.

Our rolePwC performed a workload analysis, and categorised the types of HR activities performedwithin the group to identify potential groupings of HR work that was suitable to betransferred to the shared service centre. We also identified the service level and pricingstructure that was to be implemented in the short-run (as well as pricing modifications to beimplemented over the course of five years).

Our analysis included an assessment of existing error rates in performance of work, labour

and technology cost structures in HR units in different entities across the region, cost-benefitassessment of greenfield and brownfield locations within the same country, identified issuesand obstacles to implementation, and facilitated discussions with management on thestrategic direction sought for the HR Shared Service Centre (HRSSC). To this end, wedeveloped three different models that could be adopted by management, including potentialorganisation structures to be adopted.

OutcomeThe relocation of HRSSC processes to a lower-cost environment generated improvement andsavings. Consolidation, standardisation and reengineering of HRSSC processes helped gain

efficiencies. Work that was transferred to the shared service centre represented transactionaland repetitive processes while certain strategic-level HR activities were maintained at theconglomerates headquarters.

Establishing a HR shared service centre for a regional conglomerate

PwC


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OpportunityA global oilfield services company had set up a SSC in Kuala Lumpur which will beresponsible for statutory reporting and tax compliance for Asia, Middle East, Europe andAfrica. Prior to the SSCs setup, a number of service providers were engaged to provide auditand tax services. Since moving forward the source information would be derived from theSSC, management decided to switch to a single service provider and leverage on a partnershipthat worked closely in improving and streamlining processes, and to achieve a best-in-classcompliance practices to mitigate compliance risks.

The company asked PwC to quote for audit and tax services to be provided centrally.Management chose PwC as its auditor because of the firms extensive footprint in Malaysiaand overseas. Furthermore, management felt that with PwC on board there was immediatesynergies to be achieved via the integration of legal entity audits with that of the companysintegrated audit.

Our roleWe provided audit services for the companys legal entities in the Eastern Hemisphere. Wealso provided feedback on standardisation and optimisation of control and recommendedimprovements to the control environment.

OutcomeAudit lead time and efforts on clients and PwC side was significantly reduced due to comfortfrom testing controls centrally and reliance placed on comfort from IT systems testedcentrally. Timelines for filing of financial statements were met with minimisation of risk fromnon-compliance. PwCs feedback on control improvements and implementation of new

controls assisted in standardisation and optimisation of SSC utilisation.

Provision of audit services at a shared services centre (SSC) of an oilfieldservices company

Some case studies

PwC


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Insights and knowledge

Shared servicecentres the 2ndgeneration

A global PwC survey onhow shared servicecentres (SSC) arecurrently performingand their futurepotentials.

This survey assessesthe actual level of

performance ofexisting SSC in order toprovide a basis onwhich to identifypotentials forefficientlyimplementing newSSCs and optimisingexisting SSCs.

Each year, we gather opinions on the issues that matter to you. From roundtable discussions toglobal surveys, we share knowledge with our clients through various platforms.

Here are some examples.

The evolution ofglobal business

services

This is a jointly authoredpublication with HfSResearch touching onenhancing the benefitsof shared services andoutsourcing.

In todays businessenvironment 9 out of 10

enterprises have sharedservices and 97%manage outsourcingrelationships. However,the majority have yet tobenefit from combiningshared services andoutsourcing into oneintegrated globalbusiness services

framework.

The ever changingglobal service

provider industry

As the outsourcingindustry continues tomature, driving thecommodisation ofservices, serviceproviders are takingsteps to diversify theirservice offerings.

This survey delves intohow service providersgo beyond the thirdparty service deliveryrelationships of the pastand find ways tobecome more likevalued businesspartners.

Building a businesscase for your global

sourcing strategy

Given that Globalsourcing is atransformational vehicleto drive long termstructural costreductions, it is vital thatcompanies invest thetime and effort up frontto perform a

comprehensive, fact-based evaluation of thecurrent stateorganisation andperform rigorous duediligence on the globalsourcing alternativesavailable to them.

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Contacts

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Carmen TangTel: +603 2173 1278E-mail: [email protected]

Tan Eng Hong

Tel: +603 2173 0599E-mail: [email protected]

Clifford YapTel: +603 2173 1446E-mail: [email protected]

The commitment of these experts reflects the highest quality criteria in terms of theirprofessionalism. Integrity, impartiality and objectivity are also part of the corporatephilosophy. For this reason, great care is taken to offer clients only those all-in-oneservices that are consistent with the local regulations.

The most modern approaches are taken towards auditing, consulting and evaluation, thussupporting the companies in meeting the high demands of a competitive market.

PwC


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PwC firms provide industry focused assurance, tax and advisory services to enhance value for their clients. More than 169,000 peoplein 158 countries in firms across the PwC network share their thinking, experience and solutions to develop fresh perspective andpractical advice. See pwc.com/my for more information.

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