As of now, there are no public reports indicating that Malaysian tycoon Tan Sri Syed Mokhtar Al-Bukhary is under investigation by the Malaysian Anti-Corruption Commission (MACC) or any other authority. While former Finance Minister Tun Daim Zainuddin faced legal scrutiny, including charges related to asset disclosure , no similar proceedings have been reported concerning Syed Mokhtar.

Syed Mokhtar holds significant business interests, notably through his majority stake in DRB-Hicom Bhd, which in turn owns a controlling share of Pos Malaysia Bhd . Pos Malaysia has experienced financial challenges in recent years, reporting losses over multiple financial periods. Despite these setbacks, there have been efforts to modernize and improve operational efficiency within the company .

In November 2022, Sharifah Sofia Syed Mokhtar Shah, Syed Mokhtar’s daughter, resigned from her position as a non-executive director of Pos Malaysia to pursue interests in emerging market investments . This move was part of a broader trend of corporate restructuring within the company.

While Pos Malaysia’s financial difficulties have been a topic of discussion, there is no publicly available information linking these challenges to any investigations involving Syed Mokhtar. The company’s efforts to address its financial performance are ongoing, and any developments in this area would likely be closely monitored by stakeholders and regulatory bodies.

In summary, there is no current evidence to suggest that Syed Mokhtar is facing investigations similar to those of Daim Zainuddin, nor is there any indication that Pos Malaysia’s situation would trigger such proceedings.

Saw it on another platform regarding POs Malaysia

😅😅😅😅
wth is the ceo and al burk doing.fcuking company cont to rugi and price also falling like water.better just sell to gov.whole bursa are full of shit companies and pmx wants us to invest.market cap going up cause shit bursa keep on churning out all the hopeless ipo which scam the retailers.

Drb Syed patut take pos msia private sebelum disiasat oleh macc macam fashionvalet😅

Mungkin POS dijual balik kpd khazanah untuk membuktikan kegagalan kegagalan kronisme madeykutty dulu. Wait n see

Retrenchment at POS Malaysia boleh dibuat secara sah & besar-besaran sebab pos rugi sejak 2019, kegagalan madeykutty lepaskan pos kpd drb Syed 🤑🤑🤑

Syed perlu swastakan POs secepat mungkin; barangkali disiasat macam daim

Kroni madeykutty; Syed Akan kena siasat Selepas kroni daim? Pinpoint why madey let POs Msia dilepaskan kpd drb Syed 😆

Ingat boustead mmc DLL harga Akan naik bila mgo datang

MGO at 50sen, pun kena reject, wait n see pelabur2 Akan menolak cheap offer price

Retrenchment to cut cost; convert or change loss making biz no brainers b4bi

Pos can retrench excess staff now, rugi since 2019

Maybe shit taik let it fall like mmc later privatise cheaply macam now. Sungguh licik

The jewel of pos msia😃

Property and Real Estate
Post Office Buildings: Pos Malaysia owns and operates a large number of post office buildings and facilities across Malaysia, including iconic buildings in major cities.
Property Development: The company has engaged in property development projects, including the development of commercial real estate.

30 Largest Registered Shareholders
No. Name of Shareholders No. of Shares %
1 RHB NOMINEES (TEMPATAN) SDN BHD 245,702,751 31.39
MALAYSIAN TRUSTEES BERHAD PLEDGED SECURITIES ACCOUNT
FOR HICOM HOLDINGS BERHAD
2 RHB NOMINEES (TEMPATAN) SDN BHD 172,997,399 22.10
MALAYSIAN TRUSTEES BERHAD PLEDGED SECURITIES ACCOUNT
FOR DRB-HICOM BERHAD
3 KUMPULAN WANG PERSARAAN (DIPERBADANKAN) 39,425,300 5.04
4 CITIGROUP NOMINEES (TEMPATAN) SDN BHD 9,523,300 1.22

SUBSTANTIAL SHAREHOLDERS
(Based on the Register of Substantial Shareholders)
Direct Indirect
Substantial Shareholders No. of shares % No. of shares %
1. DRB-HICOM Berhad 172,997,399 22.10 245,750,751* 31.39
2. HICOM Holdings Berhad 245,750,751 31.39 - -
3. Kumpulan Wang Persaraan (Diperbadankan) 41,425,300 5.29 138,800 0.018
4. Tan Sri Dato’ Seri Syed Mokhtar Shah bin Syed Nor - - 418,748,150# 53.49
5. Etika Strategi Sdn Bhd - - 418,748,150^ 53.49

Country of Effective ownership interest
Name of entity incorporation Principal activities and voting interest
2022 2021
% %
World Cargo Airline Sdn. Bhd. Malaysia Provision of air cargo transport 49.0 49.0
(“WCA”)
Elpos Print Sdn. Bhd. Malaysia General printing business and is one of 40.0 40.0
the suppliers of the Group providing
printing services
CEN Sdn. Bhd. Malaysia Investment holding 42.5 42.5
Pospay Exchange Sdn. Bhd. Malaysia Dormant 50.0 50.0
Subsidiary of WCA:
Gading Sari Aviation Services Ltd. Malaysia Provision of aircraft leasing services 49.0 49.0
(“Gading Sari”)
Subsidiary of CEN Sdn. Bhd.:
CEN Worldwide Sdn. Bhd. Malaysia Dormant 42.5 42.5

Subsidiaries of Pos Logistics
Berhad:
Aman Freight (Malaysia) Sdn. Bhd. Malaysia Dormant 100 100
Cougar Logistics (Malaysia)
Sdn. Bhd. Malaysia Dormant - 100
Diperdana Kontena Sdn. Bhd. Malaysia Property investment 100 100
KP Asia Auto Logistics Sdn. Bhd. Malaysia Warehousing, inventory solutions, 100 100
forwarding, shipping and transport agent
KP Distribution Services Sdn. Bhd. Malaysia Distribution services 100 100
Subsidiaries of Pos Logistics
Berhad (continued):
Malaysian Shipping Agencies Malaysia Shipping agencies services, freight and 100 100
Sdn. Bhd. forwarding and other related services
Pengangkutan Aspacs Sdn. Bhd. Malaysia Dormant - 100
PNSL Berhad Malaysia Shipping agency and chartering services 100 100
Westport Distripark (M) Sdn. Bhd. Malaysia Business of a distribution park 100 100
Diperdana Utara Sdn. Bhd. Malaysia Dormant - 100
Kaypi Southern Terminal Sdn. Bhd. Malaysia Property investment 100 100
North Terminal Sdn. Bhd. Malaysia Dormant - 100
K.P.B. Sadao I.C.D Company Thailand Dormant 49## 49##
Limited #
Subsidiary of Aman Freight
(Malaysia) Sdn. Bhd.:
Aman Freight Services Sdn. Bhd. Malaysia Dormant - 100
Subsidiaries of Malaysian Shipping
Agencies Sdn. Bhd.:
Konsortium Logistik (Sabah) Malaysia Forwarding and related services 100 100
Sdn. Bhd.
Konsortium Logistik (Sarawak) Malaysia Dormant 100 100
Sdn. Bhd.
Subsidiaries of PNSL Berhad:
PNSL Risk Management Sdn. Bhd. Malaysia Insurance age
Subsidiaries of Malaysian Shipping
Agencies Sdn. Bhd.:
Konsortium Logistik (Sabah) Malaysia Forwarding and related services 100 100
Sdn. Bhd.
Konsortium Logistik (Sarawak) Malaysia Dormant 100 100
Sdn. Bhd.
Subsidiaries of PNSL Berhad:
PNSL Risk Management Sdn. Bhd. Malaysia Insurance agency service 100 100
Parcel Tankers Malaysia Sdn. Bhd. Malaysia Dormant - 100
# Not audited by member firms of KPMG International
## Although the Company has less than 50% of the ownership in the equity interest of K.P.B. Sadao I.C.D Company Limited (“K.P.B.
Sadao”), the remaining 51% equity interest is held in trust by third party in accordance to a trust deed dated 16 March 2012.
Consequently, the K.P.B. Sadao is regarded as a subsidiary of the Company.

Details of the subsidiaries are as follows:
Country of Effective ownership interest
Name of subsidiary incorporation Principal activities and voting interest
2022 2021
% %
Datapos (M) Sdn. Bhd. Malaysia Printing and insertion of documents 100 100
for mailing
Pos Digicert Sdn. Bhd. Malaysia Licensed digital certification authority 100 100
Effivation Sdn. Bhd. Malaysia Property investment 100 100
Pos Ar-Rahnu Sdn. Bhd. Malaysia Ar-Rahnu (Islamic pawn broking) 100 100
Poslaju (M) Sdn. Bhd. Malaysia Dormant 100 100
Pos Malaysia & Services Malaysia Investment holding 100 100
Holdings Berhad
Pos Shop Sdn. Bhd. Malaysia Investment holding 100 100
(Formerly known as
Pejabat Pos Sdn. Bhd.)
Posmen Sdn. Bhd. Malaysia Investment holding 100 100
PSH Properties Sdn. Bhd. Malaysia Property investment 100 100
PMB Properties Sdn. Bhd. Malaysia Property investment 100 100
Pos Aviation Sdn. Bhd. Malaysia Provision of airport related ground 100 100
handling, in-flight catering, cargo
handling, warehousing space and
supply chain management including
custom forwarding agent services
Subsidiary of Pejabat Pos
Sdn. Bhd.:
Prestige Future Sdn. Bhd. Malaysia Consultant and agent marketing services 100 100
Subsidiary of PSH Properties
Sdn. Bhd.:
Real Riviera Sdn. Bhd. Malaysia Property investment 100 100
Subsidiary of Posmen
Sdn. Bhd.:
PSH Express Sdn. Bhd. Malaysia Air courier services and fulfilment business 100 100
Subsidiaries of Pos Aviation
Sdn. Bhd.:
Pos Aviation Engineering Services Malaysia Provision of aircraft maintenance and 100 100
Sdn. Bhd. engineering services
Pos Logistics Berhad Malaysia Provision of total logistics services and 100 100
inventory solution
Subsidiaries of Pos Logistics
Berhad:
Aman Freight (Malaysia) Sdn. Bhd. Malaysia Dormant 100 100
Cougar Logistics (Malaysia)
Sdn. Bhd. Malaysia Dormant - 100
Diperdana Kontena Sdn. Bhd. Malaysia Property investment 100 100
KP Asia Auto Logistics Sdn. Bhd. Malaysia Warehousing, inventory solutions, 100 100
forwarding, shipping and transport agent
KP Distribution Services Sdn. Bhd. Malaysia Distribution services 100 100

BOARD OF DIRECTORS
Dato’ Sri Syed Faisal Albar bin Syed A.R
Albar
Chairman/Non-Independent Non-Executive
Director
Datuk Idris bin Abdullah @ Das Murthy
Independent Non-Executive Director
Dato’ Ahmad Suhaimi bin Endut
Non-Independent Non-Executive Director
Ahmed Fairuz bin Abdul Aziz
Independent Non-Executive Director
Dato’ Dr. Mohd Ali bin Mohamad Nor
Independent Non-Executive Director
Dato’ Jezilee bin Mohamad Ramli
Non-Independent Non-Executive Director
Dato’ Mohamed Sharil bin Mohamed
Tarmizi
Independent Non-Executive Director
BOARD COMMITTEES
BOARD AUDIT COMMITTEE
Ahmed Fairuz bin Abdul Aziz
Chairman/Independent Non-Executive
Director
Dato’ Jezilee bin Mohamad Ramli
Non-Independent Non-Executive Director
Dato’ Dr. Mohd Ali bin Mohamad Nor
Independent Non-Executive Director
BOARD NOMINATION AND
REMUNERATION COMMITTEE
Dato’ Jezilee bin Mohamad Ramli
Chairman/Non-Independent Non-Executive
Director
Datuk Idris bin Abdullah @ Das Murthy
Independent Non-Executive Director
Dato’ Mohamed Sharil bin Mohamed
Tarmizi
Independent Non-Executive Director
BOARD RISK, SUSTAINABILITY AND
COMPLIANCE COMMITTEE
Dato’ Mohamed Sharil bin Mohamed
Tarmizi
Chairman/Independent Non-Executive
Director
Datuk Idris bin Abdullah @ Das Murthy
Independent Non-Executive Director
Dato’ Dr. Mohd Ali bin Mohamad Nor
Independent Non-Executive Director
BOARD DIGITAL-FIRST COMMITTEE
Dato’ Mohamed Sharil bin Mohamed
Tarmizi
Chairman/Independent Non-Executive
Director
Dato’ Dr. Mohd Ali bin Mohamad Nor
Independent Non-Executive Director
BOARD TENDER COMMITTEE
Dato’ Dr. Mohd Ali bin Mohamad Nor
Chairman/Independent Non-Executive
Director
Dato’ Ahmad Suhaimi bin Endut
Non-Independent Non-Executive Director
Ahmed Fairuz bin Abdul Aziz
Independent Non-Executive Director
COMPANY SECRETARIES
Sabarina Laila binti Mohd Hashim
(LS 0004324)
(SSM PC No. 201908001661)
Ngian Yoke Fung
(MAICSA 7049093)
(SSM PC No. 201908002393)
REGISTERED OFFICE
Tingkat 8, Ibu Pejabat Pos
Kompleks Dayabumi
50670 Kuala Lumpur
Tel : +603-2267 2267
Fax : +603-2267 2266
INVESTOR RELATIONS
Contact person :
Sharul Nizam bin Mohd Enggsa @ Hashim
Tel : +603 2267 2267
Email : investor.relations@pos.com.my
CORPORATE WEBSITE
www.pos.com.my
STOCK EXCHANGE LISTING
Main Market of Bursa Malaysia
Securities Berhad
Stock Name : POS
Stock Code : 4634
SHARE REGISTRAR
Boardroom Share Registrars Sdn Bhd
Registration No. 199601006647 (378993-D)
11th Floor, Menara Symphony
No. 5, Jalan Prof. Khoo Kay Kim
Seksyen 13, 46200 Petaling Jaya
Selangor Darul Ehsan
Tel : +603-7890 4700
Fax : +603-7890 4670
Email: bsr.helpdesk@boardroomlimited.com
AUDITORS
KPMG PLT
LLP0010081-LCA & AF 0758
Chartered Accountants
Level 10, KPMG Tower
8, First Avenue, Bandar Utama
47800 Petaling Jaya
Selangor Darul Ehsan
Tel : +603-7721 3388
Fax : +603-7721 3399
PRINCIPAL BANKERS
Alliance Islamic Bank Berhad
AmBank Islamic Berhad
Bank Muamalat Malaysia Berhad
Bank Pertanian Malaysia Berhad
Bank Simpanan Nasional
CIMB Bank Berhad
HSBC Amanah Malaysia Berhad
Maybank Islamic Berhad
OCBC Bank (Malaysia) Berhad
RHB Islamic Bank Berhad
Etc

Attractive Buyout Premium: If Pos Malaysia has valuable land and buildings that have not been properly reflected in its market value, the company could offer shareholders a buyout premium that is higher than its current market price, making it a beneficial opportunity for shareholders to exit.

privatisation is the best option:
Recent Financial Trends and Performance
Revenues and Profitability: Evaluating Pos Malaysia’s recent earnings reports, revenue growth, profitability, and operational challenges is critical. If Pos Malaysia has struggled with profitability in recent years (e.g., due to competition in the logistics and postal services industry), then privatization could offer a chance to restructure or pivot without the constant pressure from the stock market.
Debt and Liquidity Position: The company’s financial health, including its debt levels, liquidity, and cash flow, is also an important consideration. If the company is facing financial strain, delisting could provide the flexibility to restructure its business or focus on capital investments without having to meet the short-term demands of public shareholders.

Potential for Real Estate Monetization
Land and Building Sale/Leasing: The revaluation of land and buildings may also provide an opportunity for monetization of assets in the future. If Pos Malaysia is able to sell, lease, or redevelop its properties, this could unlock additional capital for reinvestment or debt reduction. Taking the company private could allow more flexibility in how it manages its property portfolio without public disclosure or pressure.
Conclusion
It could indeed be a good time for Pos Malaysia to consider privatization or delisting, particularly if the revaluation of its land and buildings reveals a significant increase in asset value. This would provide an opportunity to realize the value of its real estate assets that may be underappreciated in the public market. Moreover, privatization would offer flexibility for long-term restructuring and optimization of its operations without market pressure, which could be particularly important if Pos Malaysia is facing challenges in its core business segments.

Potential for Real Estate Monetization
Land and Building Sale/Leasing: The revaluation of land and buildings may also provide an opportunity for monetization of assets in the future. If Pos Malaysia is able to sell, lease, or redevelop its properties, this could unlock additional capital for reinvestment or debt reduction. Taking the company private could allow more flexibility in how it manages its property portfolio without public disclosure or pressure.
Conclusion
It could indeed be a good time for Pos Malaysia to consider privatization or delisting, particularly if the revaluation of its land and buildings reveals a significant increase in asset value. This would provide an opportunity to realize the value of its real estate assets that may be underappreciated in the public market. Moreover, privatization would offer flexibility for long-term restructuring and optimization of its operations without market pressure, which could be particularly important if Pos Malaysia is facing challenges in its core business segments.

Net book value at 30/9/2024 = 47sen before revaluation of land & buildings owned by pos throughout malaysia... the best time to take private/delist is now... be patient

Kemungkinan *Pos Malaysia* diambil alih seperti *Boustead Holdings* disokong oleh beberapa faktor:

1. **Pemilikan Kerajaan**: Sebagai syarikat yang berkait dengan kerajaan, *Pos Malaysia* mungkin menghadapi penyusunan semula atau pengambilalihan jika ia menghadapi masalah kewangan, sama seperti situasi *Boustead* yang diserap oleh LTAT.

2. **Masalah Kewangan**: *Pos Malaysia* telah mengalami penurunan hasil, terutamanya disebabkan oleh penurunan jumlah surat dan persaingan sengit dalam sektor logistik, menjadikannya terdedah kepada pengambilalihan atau penyusunan semula.

3. **Perubahan Industri**: Kebangkitan e-dagang dan transformasi digital sektor pos memberi tekanan kepada *Pos Malaysia*, membuka kemungkinan untuk penswastaan atau perkongsian.

4. **Preseden Sejarah**: Kerajaan Malaysia pernah campur tangan untuk menyusun semula syarikat yang menghadapi kesukaran kewangan, seperti *Boustead* dan *Felda Global Ventures*.

5. **Visi Strategik**: Minat kerajaan dalam memperbaiki sektor-sektor utama mungkin mendorong penyusunan semula *Pos Malaysia* untuk menyelaraskan dengan matlamat ekonomi negara.

Berdasarkan faktor-faktor ini, adalah wajar untuk menganggap bahawa *Pos Malaysia* mungkin akan menghadapi pengambilalihan atau penyusunan semula seperti yang dialami oleh *Boustead Holdings*.

Kemungkinan *Pos Malaysia* diambil alih seperti *Boustead Holdings* disokong oleh beberapa faktor:

1. **Pemilikan Kerajaan**: Sebagai syarikat yang berkait dengan kerajaan, *Pos Malaysia* mungkin menghadapi penyusunan semula atau pengambilalihan jika ia menghadapi masalah kewangan, sama seperti situasi *Boustead* yang diserap oleh LTAT.

2. **Masalah Kewangan**: *Pos Malaysia* telah mengalami penurunan hasil, terutamanya disebabkan oleh penurunan jumlah surat dan persaingan sengit dalam sektor logistik, menjadikannya terdedah kepada pengambilalihan atau penyusunan semula.

3. **Perubahan Industri**: Kebangkitan e-dagang dan transformasi digital sektor pos memberi tekanan kepada *Pos Malaysia*, membuka kemungkinan untuk penswastaan atau perkongsian.

4. **Preseden Sejarah**: Kerajaan Malaysia pernah campur tangan untuk menyusun semula syarikat yang menghadapi kesukaran kewangan, seperti *Boustead* dan *Felda Global Ventures*.

5. **Visi Strategik**: Minat kerajaan dalam memperbaiki sektor-sektor utama mungkin mendorong penyusunan semula *Pos Malaysia* untuk menyelaraskan dengan matlamat ekonomi negara.

Berdasarkan faktor-faktor ini, adalah wajar untuk menganggap bahawa *Pos Malaysia* mungkin akan menghadapi pengambilalihan atau penyusunan semula seperti yang dialami oleh *Boustead Holdings*.

The likelihood of *Pos Malaysia* being taken over like *Boustead Holdings* is supported by several factors:

1. **Government Ownership**: As a government-linked company, *Pos Malaysia* could face restructuring or takeover if it struggles financially, similar to *Boustead*'s situation when it was absorbed by LTAT.

2. **Financial Struggles**: *Pos Malaysia* has seen declining revenues, mainly due to decreased mail volumes and intense competition in logistics, making it vulnerable to acquisition or restructuring.

3. **Industry Shifts**: The rise of e-commerce and the digital transformation of the postal sector have put pressure on *Pos Malaysia*, leading to potential privatization or partnerships.

4. **Historical Precedents**: The Malaysian government has previously intervened to restructure companies facing financial difficulties, like *Boustead* and *Felda Global Ventures*.

5. **Strategic Vision**: The government's interest in improving key sectors could drive the restructuring of *Pos Malaysia* to align with national economic goals.

Given these factors, it’s plausible that *Pos Malaysia* could face a takeover or restructuring similar to *Boustead Holdings*.

The likelihood of *Pos Malaysia* being taken over like *Boustead Holdings* is supported by several factors:

1. **Government Ownership**: As a government-linked company, *Pos Malaysia* could face restructuring or takeover if it struggles financially, similar to *Boustead*'s situation when it was absorbed by LTAT.

2. **Financial Struggles**: *Pos Malaysia* has seen declining revenues, mainly due to decreased mail volumes and intense competition in logistics, making it vulnerable to acquisition or restructuring.

3. **Industry Shifts**: The rise of e-commerce and the digital transformation of the postal sector have put pressure on *Pos Malaysia*, leading to potential privatization or partnerships.

4. **Historical Precedents**: The Malaysian government has previously intervened to restructure companies facing financial difficulties, like *Boustead* and *Felda Global Ventures*.

5. **Strategic Vision**: The government's interest in improving key sectors could drive the restructuring of *Pos Malaysia* to align with national economic goals.

Given these factors, it’s plausible that *Pos Malaysia* could face a takeover or restructuring similar to *Boustead Holdings*.

Kenali Siti Fatimah Mahayuddin, yang telah berkhidmat di Pos Malaysia selama 23 tahun. Sepanjang perjalanan ini, beliau telah menghadapi pelbagai cabaran dan sentiasa berusaha untuk memperbaiki mutu perkhidmatan.
​
Dengan prinsip "Gagal belajar bererti belajar untuk gagal" beliau terus maju dan menjadi inspirasi kepada semua. Kami bangga dengan dedikasi dan komitmen yang telah ditunjukkan dalam memperkukuh perkhidmatan Pos Malaysia.
​
Nak tahu lebih lanjut tentang perjalanan transformasi Pos Malaysia? Terokai disini:https://posmy-world.pos.com.my/
​
#PosMalaysia #SayaBersamaPosMalaysia

Pos x Galado is back, and it's better than ever! 😎
​
It's various innovative phone case designs and fashionable accessories gives you the chance to redefine your phone's style while safeguarding it. ✨📱
​
What are you waiting for? Get yours now: bit.ly/3UX9kae
​
#PosMalaysia #PosxGalado

At Pos Malaysia, we believe in making life simpler.
​
From paying bills to picking up snacks, we’ve got everything you need, all in one place! 🛍️💸
​
Swing by your nearest outlet and experience the convenience we offer: bit.ly/48UVkTs

Meet Senthilwasan S/O Chellaraju, who has dedicated 25 years to Pos Malaysia, starting as a Constable Auxiliary Police and rising through the ranks to become an Inspector. Along the way, he has experienced transformation, change and leadership, making a lasting impact on the company.
​
With gratitude and pride, he continues to embrace new challenges, inspired by the relationships built and the shared vision for Pos Malaysia's future.
​
Want to learn more about Pos Malaysia's transformation journey? Explore here:
https://posmy-world.pos.com.my/
​
#PosMalaysia #ImWithPosMalaysia

In conjunction with the World Day of Remembrance for Road Traffic Victims 2024 (WDoR 2024), observed annually on 17th November, Pos Malaysia’s Wira, En. Syafique from Cawangan Serahan Sg. Besi is ​ featured in this powerful safety awareness video created in collaboration with The Bloomberg Philanthropies Initiative for Global Road Safety (BIGRS) and ​ Jabatan Pengangkutan Jalan (JPJ). This film tells a moving story of this Pos Wira who survived a tragic road accident and served as a reminder to all about responsible driving and adhering to traffic rules to ensure everyone's safety.
​
The focus of this year’s remembrance is to raise awareness of the dangers of speeding and to emphasise the shared responsibility of reducing fatal road accidents. This alliance strengthens our #WeDeliverResponsibly safety initiative, reflecting Pos Malaysia’s unwavering commitment to road safety through impactful and meaningful efforts.
​
#PosMalaysia #JPJ #CorporatePartnership #RoadSafety #WeDeliverResponsibly #WDR2024 #SafetyFirst ​ #PanduCermatSampaiSelamat

Dari pekerja sambilan ke Pengurus Cawangan, perjalanan Nooraziane binti Hashim bersama Pos Malaysia mencerminkan ketabahan dan dedikasi sejati. Selama 18 tahun, beliau menyaksikan dan turut bersama dalam transformasi Pos Malaysia. Dari sistem manual ke digital yang lebih canggih!
​
Pos Malaysia amat bangga dengan pencapaian beliau, bukti bahawa setiap langkah kecil membawa perubahan besar. Terima kasih, Nooraziane kerana menjadi sebahagian daripada keluarga Pos Malaysia dan terus maju bersama kami!
​
Nak tahu lebih lanjut tentang perjalanan transformasi Pos Malaysia? Terokai disini:
https://posmy-world.pos.com.my/
​
#PosMalaysia #SayaBersamaPosMalaysia

Di Pos Malaysia, kami percaya bahawa komunikasi adalah kunci kepada perkhidmatan cemerlang.
​
Kenali Nurul Nadia Binti Hamisran, yang memulakan perjalanan bersama Pos Malaysia bersama Khidmat Pelanggan pada 2013 sebelum berpindah ke Operasi. Melalui pengalaman berinteraksi dengan pelbagai kerenah pelanggan, beliau telah memupuk kemahiran komunikasi yang hebat.
​
Kami amat berbangga dengan Nurul Nadia yang sentiasa memastikan pelanggan mendapat pengalaman yang terbaik.
​
Nak tahu lebih lanjut tentang perjalanan transformasi Pos Malaysia? Terokai disini:
https://posmy-world.pos.com.my/
​
#PosMalaysia #SayaBersamaPosMalaysia

kroni syed, tolong bagi balik pos sabah dan pos sarawak kpd kerajaan negeri

Sarawak eyes airline ownership as MASwings deal set for finalisation next month, says premier

Khazanah Nasional mungkin menswastakan Pos Malaysia dengan restu Perdana Menteri Anwar Ibrahim untuk meremajakan syarikat itu, meningkatkan kecekapan, dan menyelaraskan dengan matlamat transformasi ekonomi negara. Penswastaan boleh mengurangkan beban kewangan kerajaan, menarik pelaburan strategik, dan memastikan perkhidmatan yang lebih baik untuk rakyat. Langkah ini juga melindungi kepentingan negara, meningkatkan daya saing Pos Malaysia, dan menunjukkan komitmen kerajaan terhadap reformasi ekonomi dan tadbir urus yang baik.

Khazanah Nasional Berhad, Malaysia’s sovereign wealth fund, may consider privatizing Pos Malaysia Berhad with the blessing of Prime Minister Anwar Ibrahim due to several compelling reasons. These justifications align with strategic national interests, economic priorities, and Pos Malaysia’s need for revitalization:

1. National Strategic Revitalization

Pos Malaysia, as a key player in the nation’s postal and logistics services, has faced financial challenges due to declining mail volumes, rising operational costs, and competition in the logistics sector. Privatization allows for restructuring, operational flexibility, and enhanced efficiency to reposition the company as a competitive national logistics player. Anwar’s approval would signal confidence in reform-driven initiatives critical for economic growth.

2. Alignment with Economic Transformation Goals

Prime Minister Anwar’s government emphasizes economic reforms and fiscal prudence. Privatizing Pos Malaysia aligns with this vision by reducing the financial burden on Khazanah and ensuring that public funds are allocated more effectively to sectors that need them. Private ownership could lead to significant investments in digital transformation, infrastructure upgrades, and e-commerce logistics, aligning with Malaysia’s digital economy aspirations.

3. Attracting Strategic Partners

Privatization could enable Khazanah to attract strategic investors or partners with expertise in logistics and technology. These partners could bring innovation, global best practices, and capital to revamp Pos Malaysia. Anwar’s endorsement would likely attract reputable investors, boosting confidence in the initiative and ensuring alignment with national development objectives.

4. Protecting National Interest While Driving Competitiveness

Privatizing Pos Malaysia doesn’t mean losing control over a strategic asset. Khazanah could retain a significant stake, safeguarding national interests while enabling private sector efficiency. Anwar’s blessing could ensure that the privatization process is perceived as transparent and focused on the rakyat’s benefit rather than being politically motivated.

5. Reform-Oriented Leadership

Anwar Ibrahim has consistently advocated for institutional reforms and strengthening governance. Privatization under his watch could involve accountability measures to prevent mismanagement and enhance corporate governance at Pos Malaysia. This would also help counter perceptions of inefficiency often associated with state-owned enterprises.

6. Boosting Confidence in Malaysia’s Economy

A successful privatization of Pos Malaysia could serve as a model for other underperforming government-linked companies (GLCs), signaling the government’s commitment to economic reform. This could enhance investor confidence in Malaysia’s business environment, an outcome in line with Anwar’s broader goal of attracting foreign and domestic investments.

7. Public Welfare and Improved Services

Ultimately, privatization could translate into better services for the rakyat, as the private sector typically prioritizes customer satisfaction to remain competitive. Improved postal and logistics services would support SMEs and rural development, creating a win-win for both the people and the government.

By supporting the privatization of Pos Malaysia, Anwar Ibrahim and Khazanah can position the initiative as a strategic move to drive economic reform, protect public interests, and unlock the potential of a national asset.

Pos: a pollitical battle between bapak cronyism madeykutty & crony syed with anwar b4 anwar was put into jail dulu2

wait for khazanah to sapu syer pos pending go ahead approval from anwar

Anwar to save pos from crony madeykutty syed taik

Drb’s pos cost per syer: rm3.60, fell to 25sen now😜😅😂

Surely, Anwar would interfere in Pos; many voters work there and prove Mamakkutty's cronyism wrong.

Campurtangan anwar untuk selamatkan pos demi membuktikan kegagalan kronisme madeykutty; umpamanya syed taik menjahanam pos, dll.

Better beli pos sekarang; anda?😍

Kroni madeykutty; daim dah mati; next syed ka? Tak tahu😅

Syed motaik kroni pilihan madeykutty yg terb@doh😜

mahb diswastakan boustead diswastakan, pos patut diswastakan... sungguh memalukan... asyik umumkan kegagalan setiap suku tahun b4bi

kegagalan kroni madeykutty... tunggu anwar selamatkan pos malaysia drp kroni shit motaik

Pos Malaysia has been actively implementing a comprehensive turnaround strategy to return to profitability. Key initiatives include:
1. Operational Efficiency: The company is focusing on enhancing its core logistics functions, particularly parcel delivery performance, to improve service quality and customer satisfaction. 
2. Diversification of Services: Pos Malaysia is expanding beyond traditional mail services into areas like e-commerce fulfillment and data monetization. This includes leveraging its extensive retail footprint to offer health services, food and beverage options, and convenience products. 
3. Sustainability Initiatives: The company is investing in sustainable practices, such as integrating electric vehicles into its delivery fleet, to reduce operational costs and appeal to environmentally conscious consumers. 

Despite these efforts, Pos Malaysia continues to face challenges. In the second quarter of fiscal year 2024, the company reported a net loss of RM55.6 million, attributed to a challenging market environment, especially in the parcel segment. 

While the path to profitability is complex, Pos Malaysia’s ongoing transformation and strategic initiatives demonstrate a commitment to overcoming current challenges and achieving financial stability in the future.

https://m.youtube.com/watch?v=Rpg7RSU46z0