THE DIGITAL COMPANY SECRETARY: AUTOMATING GOVERNANCE WITHOUT LOSING ACCOUNTABILITY

Introduction – The Rise of the Digital Gatekeeper

The role of a company secretary has undergone a fundamental transformation. No longer confined to routine paperwork and administrative duties, today’s company secretary is emerging as a digital gatekeeper — a key figure in ensuring corporate governance keeps pace with technology and business expectations.

As boardrooms become increasingly digitised and regulatory technology (“RegTech”) solutions rise in prominence, the modern company secretary must navigate both legal frameworks and digital systems. With this shift comes a new set of responsibilities: managing digital compliance tools, safeguarding sensitive data, monitoring reporting standards, and guiding the board on governance risks in an era defined by speed and automation.

This evolution calls for a redefinition of the profession’s identity. It’s not just about keeping the company compliant with the law, rules, and regulations; it’s about leading the charge in digitising governance without losing sight of accountability. The company secretary is not merely adapting to change, but driving it.

Why This Matters Now

Several current developments make the digitalisation of the company secretary’s role not only relevant, but necessary：

1. Rapid Rise of RegTech: AI-driven workflows and digital tools are reshaping how corporate secretarial tasks are managed. From document automation to real-time regulatory tracking, RegTech is streamlining operations, improving consistency, and reducing administrative burden.

2. Board Scrutiny & Cyber Risks: In the wake of rising cyber threats and enforcement actions, boards are demanding greater transparency and accountability in how compliance and governance are handled. The company secretary plays a central role in assuring the board that governance processes are both secure and robust.

3. Regulatory Push: Bodies such as SSM, Bursa Malaysia, the Securities Commission Malaysia, and MAICSA are advocating for higher governance standards — standards that increasingly require digital integration. Staying compliant in a digital economy demands more than just legal knowledge, it demands digital competency.

4. Mandates & Pressures: Compliance with MBRS, the enforcement of the PDPA, and environmental, social, and governance (ESG) reporting obligations are accelerating the need for digitally enabled governance systems. These pressures are not limited to large corporations, SMEs too are expected to comply with modern reporting and disclosure frameworks.

What to Automate — and What Not to

There is no doubt that many corporate secretarial tasks can be automated, such as drafting meeting minutes, tracking compliance deadlines, reminding directors of statutory duties, e-signing resolutions — these can all be streamlined through software.

However, automation has its limits. Legal interpretation, ethical decision-making, and advising the board on sensitive matters still require human judgment. These are areas where technology cannot supplant organic experience, discretion, and critical thinking.

The best company secretaries know when to leverage digital tools and when to step in personally. Governance is nuanced. Technology should support governance and not replace the professionals who uphold it. Machines can follow instructions, but they currently cannot reliably evaluate context or foresee reputational impact.

The Hidden Risk: Over-Reliance on Technology 

With every convenience offered by technology comes a new layer of risk. Automated templates can contain unchecked errors, unsecured communication platforms can expose confidential data, system failures can lead to missed filings or inaccurate reports, and a plethora more.

The biggest risk for professionals? Believing that technological systems are foolproof.

Even the most robust software cannot remove the need for oversight. The company secretary remains ultimately responsible for ensuring that governance is executed correctly, ethically, and lawfully. This professional accountability cannot be delegated to machines.

Moreover, over-reliance can breed complacency. The integrity of governance depends on vigilance, not just system settings.

Reframing the Role: From Compliance Keeper to Digital Governance Strategist

The company secretary of the future must evolve beyond traditional compliance roles. In addition to mastering the Companies Act 2016, they must become fluent in workflow automation, digital risk management, audit trail systems, and data security frameworks.

More importantly, they must reposition themselves as strategic enablers — guiding boards on embedding accountability into automated processes and helping businesses grow responsibly. This shift demands a broader, forward-thinking approach to governance that goes beyond checklists.

In today’s landscape, governance is not a cost centre, it’s a value driver. A digital-savvy company secretary contributes not only to compliance, but to business agility, stakeholder confidence, and organisational resilience.

Building Accountability into Your Digital Governance System 

Governance systems must be built with accountability in mind. This means:

• Establishing human approval checkpoints in automated workflows

• Maintaining version control and clear audit trails

• Assigning specific persons-in-charge (PICs) for each task or filing

• Conducting regular reviews and updates of digital governance SOPs

• Ensuring that all actions taken via digital tools are clearly recorded, reviewed, and properly authorised

Company secretaries should also ensure that board members understand and endorse these systems. A digitally empowered governance framework requires strong buy-in from leaderships.

These measures not only safeguard integrity, but also prepare the organisation for external audits, regulatory reviews, and stakeholder scrutiny.

Upskilling for the Future: What Professionals Need to Learn Now 

To thrive in this day and age, company secretaries must upskill and adapt. Key competencies should include:

• Digital Literacy: Comfort with digital platforms, collaboration tools, and document management systems.

• Cybersecurity Awareness: Understanding risks related to data breaches and how to mitigate them.

• RegTech Familiarity: Awareness of tools that assist with regulatory tracking, reporting, and compliance.

• Knowledge of ESG and PDPA: As both areas are increasingly central to governance.

• Strategic Thinking: The ability to align governance processes with business goals and regulatory trends.

These skills are not optional. They are essential to ensuring the profession remains relevant and respected in the digital age.

Upskilling isn’t just about training—it’s about transformation.

Conclusion – Technology Is a Tool, Not a Shield 

Digital transformation is inevitable — but governance must remain grounded in professional judgment and ethical responsibility. The company secretary is not being replaced by technology. Rather, they are being elevated by it.

With the right tools and mindset, the digital company secretary can lead the way in modern governance — ensuring that even as we automate, we never lose sight of accountability.

As the governance landscape evolves, one truth remains: it is not the tool that ensures good governance—it is the hand that uses it.

Final Thought: Automate what you can. But never delegate your duty to think!