Organisation Chart
Organisation Chart and Functional Units
The consolidated 2026 model places MITI policy oversight above the MSI Board, with Board Committees and an Executive Committee supporting governance. The CEO Office and Management Committee coordinate six specialist units, cross-functional programmes and MSI’s support to the Malaysia Steel Council.
Functional units — reconciled naming and responsibilities
| Unit | Functional descriptor | Principal responsibilities |
|---|---|---|
| CEO Office | Executive leadership and integration | Corporate strategy; Board implementation; Government relations; organisational coordination; financial sustainability, performance leadership and communications. |
| Economic Research and Development Unit (ERD) | Research, data and policy | Industry data, economic and market research, modelling forecasts, policy papers, knowledge products and advisory work. |
| Standards and New Technology Unit (SNT) | Standards, technology and technical services | Standards, technical committees, testing and conformity, emerging technology, MRV/EPD and technical services where authorised. |
| Industry Relations and Liaison Unit (IRL) | Industry engagement and market intelligence | Stakeholder relationships, consultations, company intelligence, profiling, publications, membership, events and industry programmes. |
| Human Resource Development Unit (HRD) | Industry human-capital development | Competency frameworks, training, certification pathways, CPD, trainer ecosystem, university programmes and workforce advisory. |
| Governance, Risk, Compliance and Audit Unit (GRCA) | Governance and institutional assurance | Board and Committee coordination, statutory compliance, audit, risk, integrity, MSC secretariat, records, KPI reporting and IT governance. |
| Finance, Administration and Human Resource Unit (FAHR) | Corporate services and internal HR | Budgeting, accounting, treasury, payroll, procurement support, administration, facilities, assets, workforce planning and employee records. |
Cross-functional delivery
The CEO may establish cross-functional programmes and project teams for strategic initiatives requiring multiple units, such as SIR2035 implementation, decarbonisation, market surveillance, standards development, technical services and industry training. Each programme should have one accountable executive or lead unit, with defined supporting roles, authority, budget, risks, controls and reporting.