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Justice delayed must still be justice delivered — Syed Mohammed Idid

SEPTEMBER 12 — The Malaysian Bar President Anand Raj’s statement on the circumstances surrounding my father,...

Justice delayed must still be justice delivered — Syed Mohammed Idid

On September 12, the Malaysian Bar President Anand Raj expressed his thoughts on the circumstances surrounding his father, Dato’ Syed Ahmad Idid, to me, not only as his son but as a communications professional and someone deeply involved in governance. He emphasized that thirty years is a long time, but it is never too late to correct a wrong.

Justice should not merely be seen to be done, but it must be done well, even if justice takes time and institutions change. The Malaysian Bar called for the restoration of my father's full pension, including arrears, and highlighted the importance of integrity not being punished.

This message extends beyond the judiciary and applies to corporate governance as well. Both the judiciary and the boardroom share a solemn responsibility: to exercise independent judgment, act in good faith, discharge fiduciary duties, and protect the integrity of the organization. However, governance is more than compliance, policies, and risk registers; it is about conscience under pressure.

Leadership in an organization should not punish individuals who raise legitimate concerns but should examine them, protect the process, and allow independent judgment to operate. When an institution discovers a wrong, it has a duty to correct it, even years later. This demonstrates institutional maturity and strength, rather than weakness.

The statement by the Malaysian Bar President goes beyond correcting a wrong from three decades ago; it speaks to the kind of institutions Malaysia wants to build. Institutions where judges can act independently, boards can challenge management, employees can speak up, and whistleblowers can raise concerns without damaging their careers. Leaders must have confidence in their institutions to acknowledge when something needs to be rectified.

The key lesson for directors and leaders is not to fear uncomfortable truths more than the consequences of ignoring them. Whether in a courtroom or a boardroom, institutional trust relies on doing what is right, without fear or favor, and having the courage to put things right when something goes wrong.

Written by urgent.news from Malay Mail's reporting — not their text. Machine-written — may contain errors; check the original before relying on it.

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