Bestinet Sdn Bhd (“Bestinet”) has observed with deep concern the wave of politically orchestrated narratives targeting our Company, the Foreign Workers Centralised Management System (“FWCMS”), and our proposed Universal Recruitment Advanced Platform (“TURAP”). These narratives are not rooted in fact.

As the architects, investors, engineers and operators of one of the world’s most advanced foreign worker management infrastructures, Bestinet stands firmly behind its system and the facts that underpin it.

I. THE REALITY BEFORE FWCMS

Before Bestinet introduced FWCMS in 2012, Malaysia’s foreign worker management ecosystem was — by any objective measure — a structured environment for financial leakage.

The System Was Manual, Fragmented and Vulnerable to Abuse

• At the time, the relevant ministries and agencies operated in silos, each maintaining separate manual systems with no integration. Employers were required to physically engage multiple agencies, often queuing as early as 3 a.m., and interact directly with officials—conditions that created repeated opportunities for illicit and unrecorded payments at various stages of the process.
• A single foreign worker application took from 3 to 9 months to process. Employers who needed workers urgently were forced to pay agents and intermediaries to expedite approvals through informal channels.
• There was no standardised digital record, no audit trail and no accountability. Errors were rampant. The absence of an integrated framework rendered enforcement highly challenging.

Fraud Was Systemic

• Medical fraud: In the vast majority of cases, medical reports submitted in support of foreign worker applications were falsified, owing to reliance on hard-copy submissions at processing counters and the practical inability of immigration authorities to verify their authenticity with medical centres in source countries. Workers frequently did not undergo the required medical screenings, with fabricated reports submitted in their place.
• As a result, individuals with undiagnosed conditions—including tuberculosis and other communicable diseases—entered Malaysia and were only identified upon arrival, creating significant public health risks and imposing substantial costs on employers and the national healthcare system.
• Insurance fraud: In the vast majority of cases, insurance cover notes submitted in support of visa applications were falsified, resulting in workers arriving without valid insurance coverage. Consequently, in the event of accidents or other adverse incidents, these individuals were left without protection or compensation.
• Identity fraud and impersonation: In many cases, workers would send imposters to attend medical screenings on their behalf, resulting in a complete mismatch between the individual recorded and the person who ultimately travelled. This practice compromised the integrity of border controls and posed significant risks to national security.
• Quota manipulation: Quota applications were submitted entirely through manual processes at government counters, with no integrated system to verify the authenticity of workforce requirements. This created significant vulnerabilities to manipulation. Employers—particularly within the SMI and SME segments—often worked in collusion with brokers and intermediaries to inflate their labour needs. For example, approvals sought for 10 workers could be altered or expanded to reflect substantially higher numbers, such as 100, without effective verification by embassies or authorities. In the absence of a digital validation framework, these inflated quotas were used to justify large-scale recruitment for positions that did not genuinely exist. Recruitment agents and sub-agents would then supply excess workers, each of whom paid substantial placement fees, often resulting in debt bondage upon arrival in Malaysia. This practice reflected a coordinated and exploitative cycle, enabled by manual systems and the lack of transparent, verifiable controls.
• Financial leakages: Conservative estimates, derived from industry assessments and historical observations, place financial leakages within the pre-FWCMS system in the billions of ringgit—arising from inflated intermediary fees, fraudulent documentation, inefficiencies in government approval processes and exploitative recruitment chains.

II. HOW BESTINET TRANSFORMED THE ECOSYSTEM — MODULE BY MODULE, AT ITS OWN INITIATIVE AND INVESTMENT

Bestinet was founded in 2008 by Malaysian technology entrepreneurs who recognised the structural deficiencies in foreign worker management. Building on earlier proposals submitted by its founder as early as 2001, the Company undertook a bold private-sector initiative to design and deliver a world-class digital solution for Government and industry adoption. This was not a government-led project, but a privately funded national effort driven by long-term vision and commitment.

The Process: Rigorous, Multi-Layered and Government-Validated

• 500+ formal government engagements: Prior to the deployment of any module, Bestinet undertook more than 500 structured engagements with the Malaysian Government to identify operational gaps and ensure that the system was comprehensively designed to address them.
• Special Branch engagement: Bestinet worked directly with Malaysia’s Special Branch to present, explain and validate FWCMS, demonstrating how the platform closed specific national security vulnerabilities, challenging risk points and cross-border labour flow exposures.
• ILO and IOM alignment: The system design and governance framework were developed in accordance to the principles and policies of the International Labour Organisation (ILO) and the International Organisation for Migration (IOM), ensuring alignment with global ethical recruitment standards.
• Proof of Concept (POC) — 2012: Only after receiving recommendations in favour of the implementation of FWCMS both from the Regional Office of ILO in Bangkok and the Special Branch, the Government approved a formal POC in 2012. Bestinet deployed and funded this POC entirely at its own cost. Zero taxpayer money was used.
• Parallel run — 2013 to 2015: FWCMS ran alongside the existing manual system for two full years, allowing real-world validation, stakeholder onboarding and independent verification by government agencies before mandatory adoption.
• Mandatory adoption — 2015: The Government made FWCMS mandatory only after this structured, two-year validation process. The decision was evidence-based, not administrative convenience.
• Formal Approval – 2018: Surat Setuju Terima (SST)
  In January 2018, the Government issued a Surat Setuju Terima (SST) to Bestinet, providing formal approval for the continuation and implementation of FWCMS. The SST is a recognised Government instrument that establishes the basis for project execution while detailed contractual terms are finalised. This reflects that FWCMS was implemented with clear Government authorisation and knowledge, and not outside formal approval processes.
• Cabinet Approval — 2024: FWCMS received formal approval under the Kementerian Dalam Negeri (KDN) following a comprehensive, multi-level inter-ministerial evaluation, including review by UKAS, reflecting a collective decision at the highest level of Malaysian governance.
• Fee Structure: Assertions that Bestinet’s fee structure represents an increase in charges are factually incorrect. Prior to FWCMS, foreign worker recruitment involved multiple separate and independently charged fees for PLKS, ISC and medical screening etc., a combined per-worker cost paid across different service providers. From 2012 to 2018, Bestinet provided its services entirely free of charge to the Government and all relevant parties, receiving no payment whatsoever during this period. From 2018 to 2024, Bestinet was similarly entitled to collect fees pursuant to the SST issued by the Government, but those amounts remained uncollected throughout this period.

The current consolidated fee structure was approved by the Government following a structured review process. It absorbs the previously separate PLKS, ISC and medical charges into a single, unified FWCMS service fee, and also accounts for the recovery of amounts that Bestinet was entitled to but did not collect during the 2018 to 2024 period. Taken together, the effective ongoing service fee applicable to workers represents a meaningful reduction compared to the combined pre-FWCMS charges that workers previously bore across multiple separate fee streams.

This is not a fee increase. It is a Government-approved consolidation that reduces the total cost burden on all parties, eliminates multiple billing touchpoints across different service providers, and brings full transparency to a system that previously had no single accountable fee structure.

Addressing PAC Findings Contextually

In its report dated 6 March 2025, the Public Accounts Committee (PAC) noted that FWCMS continued to be utilised by the Ministry of Home Affairs and the Ministry of Human Resources following the expiry of the Letter of Award on 31 May 2024.

Taken together, PAC’s observations do not indicate system failure or misconduct by the technology provider. Rather, they highlight areas for continuous governance strengthening within a complex, multi-agency operational environment—an effort that Bestinet has consistently supported.

The continuation must be understood in its proper context. It reflects the Government of Malaysia’s preference for a digitalised foreign worker management system, with FWCMS identified as the preferred platform due to its comprehensive and integrated modules. Its continued use was therefore undertaken pursuant to Government direction and operational requirements while formal contractual arrangements were being finalised, with interim instruments issued during this period and culminating in a formal agreement executed in September 2024 (effective February 2025), thereby regularising the governance framework.

Importantly, FWCMS has since undergone full Cabinet-level review and approval, reflecting its validated role as a national infrastructure supporting Government operations.

PAC also highlighted concerns relating to system access controls, including “super admin” accounts and user approvals. These observations should be understood within the context of a multi-agency, rule-based system architecture.

“Super Admin” roles are technical configuration functions required for system maintenance, integration, and scaling. These roles do not confer decision-making authority, and audit trails, logging, and oversight mechanisms govern all system activities.

References to “unauthorised users” must be understood within the context of the system’s structured workflow architecture, under which approval authority resides exclusively with the relevant Government agencies. The system incorporates multi-layered controls to ensure that no individual user can unilaterally approve applications outside established governance processes. Bestinet does not exercise any approval authority whatsoever.

Critically, there has been no system breach, no data compromise, and no evidence of integrity failure within FWCMS.

FWCMS remains a proven, Government-approved national system that continues to operate with integrity, transparency, and accountability.

Module-by-Module: What FWCMS Actually Fixed

FWCMS is not a single application. It is a 15-module cross-border governance platform — the first of its kind anywhere in the world — integrating 15 labour-sending countries, deployments across 15 source countries, 232 accredited medical centres, and every relevant Malaysian government agency into one unified digital ecosystem. These include:

• eBio-medical (Medical Module): Workers are biometrically registered prior to departure—including fingerprint capture, facial recognition and demographic data, as well as next-of-kin details—and screened against verified, cross-checked government security databases. Impersonation at medical centres has been effectively eliminated, while medical failure rates have declined to 0.03%. Prior to FWCMS, the vast majority of medical reports were falsified; today, such forgery has been structurally eliminated.
• eEmbassy (Verification Module): Implemented across labour-sending country embassies in Malaysia, this module digitally secures and validates employer quota approvals, ensuring that approved numbers cannot be altered or manipulated. This has effectively eliminated over-recruitment practices that previously contributed to widespread worker debt bondage. Beyond quota verification, the module also supports digital validation of key recruitment documents, including employment contracts and other source-country-specific requirements, ensuring authenticity and compliance at every stage. In addition, eEmbassy facilitates the coordination and scheduling of embassy-related processes, including document submissions, interviews, and site verification visits, providing a structured, transparent, and traceable workflow among employers, recruitment agencies, and embassy officials.
• eVDR (Visa Documentation Module): Employer applications previously required the physical submission of hard-copy documents at government counters, with processing times ranging from one to three months. Today, the process is fully digital, eliminating hard-copy submissions and in-person interactions, with approvals typically achieved within 48 hours and, in many cases, on the same day.
• ePLKS: The ePLKS module manages the issuance and renewal of foreign worker work permits in a fully digital process. It allows employers to submit applications, track status, and complete renewals online without manual paperwork or multiple counter visits. This ensures faster processing, reduces errors, and improves transparency, while enabling the Government to maintain accurate and up-to-date records of all foreign workers in Malaysia.
• Insurance Integration Module: FWCMS is integrated with all insurance companies. A worker’s visa cannot be submitted without confirmed, genuine insurance coverage. The era of forged cover notes — which left hundreds of thousands of workers with no protection — is permanently over. Insurance coverage is now 100%.
• Biometric Arrival Verification Module: Upon arrival in Malaysia, workers’ biometrics are re-verified to confirm their identity against the records captured during registration and medical screening in the source country. This dual-stage verification process has effectively eliminated cross-border impersonation.
• eComplaint (Worker Protection Module): Workers can lodge complaints digitally through a mobile-enabled platform, tracked in real time by the Labour Department. Previously, workers had to physically appear at government offices with no visibility on case status — leaving them entirely at the mercy of exploitative intermediaries.
• Employment Contract Module: Workers are able to review and biometrically sign their employment contracts prior to departure, in their own language. Previously, contracts were handled exclusively by recruiting agents through hard-copy documentation, with workers often having little to no visibility of the terms to which they were purportedly bound.

Positive Transformation under FWCMS

• Processing time: Reduced from 3-9 months to 48 hours or same-day
• Medical report forgery: Virtually eliminated
• Insurance fraud: From an endemic issue to one effectively deterred through real-time integration with all insurance providers in Malaysia.
• Worker impersonation: Eliminated 100% through dual-stage biometric verification
• Documentation error rates: Reduced by 100%
• System uptime: 99.5% — mission-critical reliability across 230+ global deployments
• Worker medical compliance: 100% of arriving workers are fully compliant
• Investment: More than 15 years of continuous private investment by Bestinet; zero cost to the Malaysian Government or taxpayer
• Scale: More than 2 million workers in Malaysia are managed annually.

FWCMS IN CONTEXT: OPERATIONAL REALITIES AND SYSTEM CAPABILITIES

Certain criticisms do not fully reflect the operational and policy realities underpinning FWCMS and the broader foreign worker management ecosystem. While references have been made to alternative systems such as EPPAX, there is no publicly available evidence that such systems have been deployed at scale, integrated across multiple jurisdictions, or operationally validated over time to the extent achieved by FWCMS. By contrast, FWCMS has been in continuous operation for over a decade, supporting millions of cross-border transactions annually and integrating multiple government agencies, foreign missions and source-country processes into a single end-to-end framework.

The continuation of FWCMS must be viewed in the context of its proven track record, existing infrastructure and the absence of any equivalent, fully operational alternative capable of assuming its functions without disruption. Systems of this scale require years of bilateral integration, regulatory alignment and operational testing across multiple countries—capabilities that cannot be rapidly replicated.

Concerns regarding governance and transparency also overlook the system’s actual structure. FWCMS does not exercise governmental authority; all approvals, enforcement and regulatory functions remain exclusively with the Government of Malaysia. The platform operates as a technology enabler within defined parameters, enhancing auditability, traceability and oversight compared to the prior manual framework.

Assertions of disproportionate financial benefit similarly require context. It is necessary to distinguish between overall transaction volumes within the ecosystem and the actual commercial arrangements governing system operation. Available information indicates that the system replaced a fragmented environment characterised by inefficiencies and leakages, introducing instead a structured and more transparent framework tied to service delivery.

Ultimately, the relevant consideration is whether any proposed alternative demonstrates comparable operational maturity, international integration and proven outcomes. Based on publicly available information, no such equivalent system has been shown to meet these thresholds to date.

Leveraging Bestinet as Subject Matter Experts

For the avoidance of doubt, Bestinet is the original architect, inventor, designer and operator of this infrastructure. Every module, bilateral integration and cross-border workflow across 15 countries was conceived, engineered and deployed by Bestinet, with the approval and support of the Government of Malaysia.

FWCMS is a product of more than 25 years of iteration, bilateral diplomatic engagement and operational experience.

III. TURAP — THE NEXT FRONTIER IN WORKER PROTECTION — FACING RESISTANCE FROM VESTED INTERESTS

Despite the transformational impact of FWCMS, a critical vulnerability remains beyond its operational scope: the upstream recruitment process in source countries. It is within this layer that the most acute forms of exploitation arise—driven by multiple tiers of informal intermediaries, including sub-agents and village-level brokers, coupled with inflated recruitment fees and non-transparent processes that often place workers in debt bondage before they arrive in Malaysia.

TURAP — the Universal Recruitment Advanced Platform — was conceived by Bestinet to address the remaining structural vulnerabilities in migrant worker recruitment, representing the logical and necessary evolution of the foundation established by FWCMS. It is designed as a scalable, cross-border framework to tackle critical challenges in global migrant worker management, with a focus on enhancing transparency, strengthening accountability and improving worker protection across jurisdictions.

At present, neither Malaysian authorities nor employers have effective control over, or visibility into, village-level recruitment processes in labour-sending countries—a limitation that is not unique to Malaysia, but shared globally. TURAP is designed to address this gap.

Developed drawing on nearly 40 years of industry experience, it represents a first-of-its-kind platform aimed at resolving grassroots recruitment challenges at the village level, with a focus on reducing inefficiencies and mitigating risks of worker exploitation.

What TURAP Does

• Direct village-to-employer sourcing: TURAP enables Malaysian employers to connect directly with verified workers at the village level in source countries, in their own local languages, leveraging AI and other advanced technologies. This removes the need for multiple layers of intermediaries—including sub-agents, village agents and other informal middlemen—who currently extract significant sums from workers under the guise of “recruitment fees.”
• Transparent cost structure: By removing informal intermediaries, TURAP is designed to eliminate the recruitment costs currently borne by workers. Individuals who today pay substantial sums—often exceeding USD5,000 in certain source countries—to secure employment in Malaysia would see these costs effectively removed and eliminated.
• Upstream compliance integration: TURAP integrates seamlessly with FWCMS to ensure that upstream recruitment activities feed directly into Malaysia’s existing governance framework — creating a genuine end-to-end pipeline from worker sourcing through to employment and beyond.
• Worker empowerment: Workers are registered, verified and given full visibility of their employment terms, conditions and rights before committing to the recruitment process.
• Proprietary Intellectual Property: TURAP is Bestinet’s wholly-owned intellectual property — the concept, architecture, process design and technical specifications were developed entirely by Bestinet.

A critical and largely unaddressed reality confronts every country that relies on migrant labour: neither Malaysian authorities, nor Malaysian employers, nor — to Bestinet’s knowledge — any government or employer body anywhere in the world today, possesses an effective mechanism to oversee, verify or govern recruitment processes at the village level in labour-sending countries. It is precisely at this grassroots layer — where workers are first identified, approached and committed to employment — that the most acute exploitation occurs, and where the formal governance frameworks of receiving countries have no reach whatsoever.

TURAP is the first platform of its kind in the world specifically designed to bridge this gap. Developed drawing on nearly 40 years of cumulative industry experience across the founders and technical team behind Bestinet, it targets the root cause of migrant worker exploitation rather than its downstream symptoms — addressing recruitment challenges, debt bondage, inflated intermediary fees, and worker vulnerability at their precise point of origin: the village.

Bestinet firmly rejects allegations that TURAP constitutes a monopoly or an unnecessary extension of private-sector control. Such assertions reflect a fundamental misunderstanding of the structure and requirements of Malaysia’s migrant worker management ecosystem.

TURAP is not intended to duplicate or replace MyIMMS, its successor the National Integrated Immigration System (NIISe), FWCMS or any other Government system. Rather, it is designed to complement these platforms by operating at a distinct but integrated layer within the broader ecosystem. While MyIMMS/NIISe and FWCMS function as core sovereign systems focused on immigration control, enforcement and in-country processing, TURAP addresses a critical upstream gap—the recruitment and sourcing phase in labour-sending countries—where these systems do not operate, and where issues such as excessive intermediary involvement, elevated worker costs and limited transparency are most prevalent.

Without addressing this upstream layer, systemic inefficiencies and exploitation risks cannot be resolved solely through immigration systems. TURAP is therefore a targeted governance platform, designed to:

• Enhance transparency in recruitment
• Reduce reliance on informal intermediaries
• Strengthen worker protection at source
• Integrate seamlessly with existing national systems, including FWCMS and MyIMMS/NIISe

It is not an expansion of control—it is a necessary extension of governance.

Any suggestion that MyIMMS/NIISe, as an in-country core immigration system, can on its own address these upstream challenges in labour-sending countries fails to recognise the end-to-end nature of migrant worker management, which spans multiple jurisdictions, stakeholders, policy frameworks and regulatory layers beyond Malaysia’s immigration domain.

It is precisely because TURAP has the potential to disrupt a deeply entrenched and highly profitable network of informal recruitment intermediaries that it has attracted sustained, coordinated and well-resourced resistance. Those who benefit from the status quo have a clear financial incentive to impede its implementation—making the nature and intensity of that resistance a telling indicator of the reform’s significance.

IV. ON THE GOVERNMENT’S DECISIONS: DUE PROCESS, EVIDENCE AND INSTITUTIONAL INTEGRITY

The Government of Malaysia’s decisions regarding FWCMS—from the 2012 POC approval, to its mandatory adoption in 2015, and the 2024 endorsement culminating in a formal contract—were the result of rigorous, multi-layered institutional processes. These included inter-ministerial consultations, international advisory input, security assessments, two years of operational validation and over a decade of evidence-based performance review. The 2024 approval reflects a collective decision at the highest level of governance, representing full executive consensus rather than the act of any single minister or individual. Accordingly, any characterisation of these decisions as irregular, improper or influenced by extraneous factors is not only inaccurate but also undermines the institutional integrity of Malaysia’s executive decision-making processes.

Bestinet has contractually committed to transfer full ownership of FWCMS—including all infrastructure, software, hardware, source code and documentation—to the Government upon completion, thereby preserving Malaysia’s sovereign ownership with no proprietary lock-in and ensuring long-term national interests are safeguarded. The system does not involve any delegation of core governmental authority; policy-making, approvals, enforcement and regulatory control remain exclusively with the Government, while Bestinet operates strictly as a technology provider within defined parameters.

Concerns that FWCMS undermines the role of more than 1,000 licensed recruitment agencies are equally unfounded. FWCMS does not replace, regulate, or override licensed agencies, nor does it confer regulatory authority on Bestinet. Instead, it provides a standardised digital platform that enables these agencies to operate within a more transparent, structured, and compliant ecosystem. The system strengthens—not weakens—the integrity and accountability of licensed operators.

Aligned with international principles referenced by organisations such as the ILO and IOM, FWCMS supports digitalisation, transparency and ethical recruitment without centralising control in a private entity. Rather, it enables stronger, data-driven government oversight. In essence, FWCMS facilitates and strengthens governance—it does not exercise it—and there is no concentration of control, only enhanced government oversight through digital infrastructure.

FWCMS Enables Governance — It Does Not Exercise Authority

Assertions that the system contravenes the Private Employment Agencies Act 1981 are similarly misplaced, as FWCMS does not assume or replicate the statutory functions of licensed agencies. All regulatory oversight continues to be exercised by the relevant Government bodies in accordance with existing laws.

References to international organisations, such as the International Labour Organisation (ILO) and the International Organisation for Migration (IOM), must also be properly contextualised. FWCMS was designed in alignment with global principles on digitalisation, transparency, and ethical recruitment, and does not centralise control within a private entity. Rather, it enables the Government to exercise greater oversight through structured, data-driven processes.

There is no concentration of control—only the strengthening of Government governance through digital infrastructure.

V. WHO IS REALLY BEHIND THE NEGATIVE NARRATIVES — AND WHY

Bestinet considers it necessary to address what is increasingly evident: the current wave of criticism directed at FWCMS and TURAP does not reflect a good-faith policy discourse. Rather, it bears the hallmarks of a coordinated effort by certain parties and individuals whose financial interests are directly and materially affected by greater transparency, digitisation and accountability.

The Corrupt Intermediary Network

FWCMS has eliminated billions in annual revenue leakage that previously flowed through agents, sub-agents, undocumented intermediaries within Malaysia and illicit facilitation networks. These actors did not disappear with the system’s implementation; rather, their income streams were significantly disrupted. Over time, they have sought to discredit and undermine the system through legal challenges, unsubstantiated allegations and media-driven narratives.

TURAP represents an existential threat to this network. If upstream recruitment is digitised and informal intermediaries are structurally removed from the chain, the multi-billion-ringgit informal recruitment industry — and its Malaysian beneficiaries — ceases to exist. The ferocity of opposition to TURAP is, in itself, the most compelling confirmation that the reform is necessary and urgently needed.

Misuse of National Infrastructure by Public Actors

Certain public figures and elected representatives have chosen to use FWCMS and TURAP — critical national infrastructure systems — as instruments of political positioning. This includes making false allegations based on selective and decontextualised data; misrepresenting technical and operational decisions as governance failures; conflating system architecture with political impropriety; and reducing complex, multi-jurisdictional platforms to simplistic sound bites for media consumption.

We note, with particular concern, that some of the most vocal critics of FWCMS and TURAP represent interest groups with ties to the informal recruitment industry that these systems were specifically designed to dismantle. Their opposition is not principled governance advocacy. It is the defence of a financial ecosystem that has profited for decades from the exploitation of vulnerable migrant workers.

Bestinet’s Legal Commitment

Bestinet remains committed to transparency and will address all matters through the appropriate legal and institutional forums. It will also take all necessary legal action against any false, misleading or defamatory statements, with factual disputes properly determined by the courts of Malaysia.

VI. GLOBAL RECOGNITION AND INTERNATIONAL VALIDATION FOR FWCMS

Criticism of FWCMS has largely come from certain domestic public actors with particular agendas, whereas the global community of labour governance experts, international organisations and independent evaluators has reached a markedly different and clear conclusion.

United Nations World Summit Award 2017 — Recognised as the World’s Leading Digital Solution

In addition to numerous local and international awards and recognitions, FWCMS was awarded the United Nations World Summit Award (WSA) in 2017—widely regarded as one of the world’s most prestigious recognitions for digital innovation aligned with the United Nations Sustainable Development Goals. Competing against entries from over 180 countries, FWCMS was recognised as the leading global solution in its category. Bestinet’s representatives were formally invited and sponsored by the United Nations to Vienna, Austria to receive this honour.

This is not a domestic award conferred by any government. It is an independent global validation—by the international community, through a United Nations-linked institution—of FWCMS as a pioneering, world-class solution to one of the most complex challenges in global labour governance. More than a decade after its implementation, no other country has deployed a fully integrated, end-to-end foreign worker management system operating across both source and receiving countries at this scale.

International Institutional and Global Ethical Recruitment Principles

• International Labour Organisation (ILO): FWCMS design and governance principles were developed in accordance with the principles and guidelines of ILO, aligning with the highest global standards on ethical recruitment and worker protection.
• International Organisation for Migration (IOM): IOM policies were made as a key reference to all the cross-border migration governance framework embedded within FWCMS.
• Support from the Industry: Many Malaysian industry players have supported FWCMS as a critical enabler of operational efficiency and labour supply stability across all sectors permitted by the Malaysian Government.
• 15 Labour-Sending Country Governments: The governments of labour-sending countries have demonstrably benefited from the FWCMS framework, reflecting sustained bilateral confidence in its integrity and mutual value.

VII. CONCLUSION: WE BUILT IT. WE STAND BEHIND IT. MALAYSIA NEEDS IT.

Bestinet has invested more than 2 decades, substantial private capital, sustained national commitment and deep technical expertise in developing an infrastructure that has fundamentally transformed Malaysia’s foreign worker management ecosystem. This has been achieved without government funding and in the face of sustained resistance from parties whose improper practices the system was designed to eliminate.

The facts are clear. The evidence is irrefutable. The global recognition is documented. The results — for Malaysia, for workers, for employers and for the nation — are measurable and real.

Bestinet remains steadfast in its commitment and will not be deterred by parties whose interests are tied to a return to practices of fraud, trafficking and exploitation. The Company will continue to operate, invest in and enhance systems that safeguard Malaysia’s workers, strengthen its economy and uphold its governance standards.

Bestinet remains fully committed to transparency, supporting the Government of Malaysia’s national objectives, cooperating with all legitimate institutional processes, and defending the integrity of the systems and the people who built them.

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