Machinetron Sdn. Bhd. (Machinetron) has been trading for 10 years in manufactured high- precision, computer-operated lathes and recently become a listed company. Machinetron is required to comply with corporate governance principles in order to maintain its listed status. Dato Hassan, a chairman of Machinetron is unsure about the needs of Machinetron to recruit more non-executive directors as there are currently have three non-executive directors out of the eight board members. He is considering appointing one of his close friends, who was retired as a chief executive in the same field of manufacturing industries. The finance director, Dato Liew Sim is responsible to decide on the amount of remuneration paid to each director. Currently, all remuneration is in the form of annual bonus based on profits. Liew Sim is considering setting up an audit committee, however this plan has not undertaken yet as she is very busy. A new sales director was appointed six months ago. He has yet to undertake his board training as this is normally provided by the chief executive and this role is currently vacant There are a large number of shareholders and therefore the directors believe that it is impractical and too costly to hold an annual general meeting of shareholders. Instead, the board has suggested sending out the financial statements and any voting resolutions, the shareholders shall then vote on the resolutions via email. Required: (a) Differentiate between executive directors and non executives directors (6 marks) (b) Identify and explain FIVE (5) corporate governance weaknesses of Machinetron Sdn. Bhd. Provide also a recommendation to address each weakness. (10 marks)