If POS Malaysia were to pursue retrenchment as a means of reducing union influence, it might focus on the following strategies:

Targeting Unionized Workers: The company could attempt to lay off or offer voluntary separation packages to employees who are union members, hoping that this will reduce the union's power. However, this strategy could face substantial legal and ethical challenges, especially if the layoffs are perceived as targeting union members specifically.

Outsourcing or Automation: POS Malaysia might choose to lay off workers in certain unionized sectors and replace them with outsourced labor or automated systems, which would not be unionized. This would reduce the number of employees covered by the union and weaken its bargaining power. However, this could have unintended consequences in terms of public perception and worker morale.

@abang_misai

texbook mana kau salin? Hakikatnya, realiti pos amat berbeza dengan apa yang ko tulis. Pos malaysia ada 7 kesatuan kerja pertahan hak pekerja POS. Ini bermakna, POS tak boleh buang yang tak perform, POS tak boleh tunduk kepada yang mintak naik gaji, dll.

48 minutes ago

Wednesday, 13 Nov 2024
5:17PM
GENETEC EMPLOYEES PROVIDENT FUND BOARD (1,600,600 units Disposed)
Tuesday, 12 Nov 2024
5:47PM
GENETEC EMPLOYEES PROVIDENT FUND BOARD (2,274,000 units Disposed)
Monday, 11 Nov 2024
5:20PM
GENETEC EMPLOYEES PROVIDENT FUND BOARD (1,495,000 units Disposed)

turn post offices into convenient stores, drop points for mails like other developed countries. close more n more post offices.

merger between pos and bank muamalat like Singpost in spore

wait n see, DRB can do it or not, discussions on the privatization of Pos Malaysia have continued over the years.

Menjunam😅

At the close of trade, DRB-Hicom’s share price was down 2.5 sen or 2.45% at 99.5 sen, valuing the group at RM1.92 billion. Year-to-date the stock has fallen 28.42%

The suggestion for Pos Malaysia to surrender postal services in Sabah and Sarawak back to their state governments could be justified by several factors, particularly related to regional governance, service efficiency, and local needs:

1. Regional Autonomy and Governance

• Historical Context: Sabah and Sarawak were granted significant autonomy under Malaysia’s federal system when they joined the Federation in 1963. Returning postal services to the state governments could further enhance this autonomy, allowing them to manage services that are crucial to their development and local needs.
• State Control Over Services: By taking charge of postal services, both states could tailor them more closely to the specific needs and challenges of their populations, including those in rural and remote areas.

2. Improved Localization and Customization

• Understanding Local Challenges: State governments have a deeper understanding of the unique challenges faced by rural and isolated communities in Sabah and Sarawak. These include limited access to infrastructure and difficult terrain, which could be better addressed by local postal systems.
• Customized Solutions: The state governments may develop more effective solutions to enhance delivery speed, reliability, and affordability, improving overall service quality.

3. Efficiency and Focused Resources

• Allocation of Resources: Pos Malaysia, as a nationwide service provider, may find it difficult to allocate sufficient resources and attention to the unique geographical and logistical challenges of these two states. State governments could focus resources specifically on improving services in their areas.
• Decentralization: Surrendering the postal services could allow Pos Malaysia to streamline its operations and focus on more urbanized and accessible regions, while local governments handle the complexities of rural logistics.

4. Economic and Employment Opportunities

• Local Employment: By managing postal services, state governments can create local employment opportunities, providing jobs to residents and improving the local economy.
• Business Development: With the states controlling postal services, they may be able to better integrate them with local businesses, fostering greater economic growth in both urban and rural areas.

5. State-Specific Infrastructure Development

• Infrastructure Investment: The state governments might be more willing to invest in specific infrastructure improvements, such as better transportation networks in remote regions, to support the growth of local postal systems.
• Tailored Infrastructure: For example, Sabah and Sarawak’s vast forests, rivers, and islands may require bespoke transportation solutions that can be better managed by local authorities.

6. Potential for Innovation

• Innovative Services: Sabah and Sarawak might introduce new services or innovative methods, such as drone or boat-based deliveries in remote areas, that a centralized system may overlook or struggle to implement.
• Technology and E-commerce: With the growing importance of e-commerce, state governments could develop postal services that are more integrated with digital platforms suited to local business needs.

7. Improving Service Access in Remote Areas

• Reach to Rural Areas: Both Sabah and Sarawak have significant rural and underserved populations. By giving the state governments control over postal services, the states could create better solutions for delivering mail and packages to remote areas, addressing longstanding challenges like postal access.

Conclusion

Returning postal services to the state governments of Sabah and Sarawak could foster greater efficiency, localized solutions, and economic growth. It would allow both states to design postal systems that cater specifically to their unique geographic and demographic challenges while potentially improving service quality and access for their populations.

The suggestion for Pos Malaysia to surrender postal services in Sabah and Sarawak back to their state governments could be justified by several factors, particularly related to regional governance, service efficiency, and local needs:

1. Regional Autonomy and Governance

• Historical Context: Sabah and Sarawak were granted significant autonomy under Malaysia’s federal system when they joined the Federation in 1963. Returning postal services to the state governments could further enhance this autonomy, allowing them to manage services that are crucial to their development and local needs.
• State Control Over Services: By taking charge of postal services, both states could tailor them more closely to the specific needs and challenges of their populations, including those in rural and remote areas.

2. Improved Localization and Customization

• Understanding Local Challenges: State governments have a deeper understanding of the unique challenges faced by rural and isolated communities in Sabah and Sarawak. These include limited access to infrastructure and difficult terrain, which could be better addressed by local postal systems.
• Customized Solutions: The state governments may develop more effective solutions to enhance delivery speed, reliability, and affordability, improving overall service quality.

3. Efficiency and Focused Resources

• Allocation of Resources: Pos Malaysia, as a nationwide service provider, may find it difficult to allocate sufficient resources and attention to the unique geographical and logistical challenges of these two states. State governments could focus resources specifically on improving services in their areas.
• Decentralization: Surrendering the postal services could allow Pos Malaysia to streamline its operations and focus on more urbanized and accessible regions, while local governments handle the complexities of rural logistics.

4. Economic and Employment Opportunities

• Local Employment: By managing postal services, state governments can create local employment opportunities, providing jobs to residents and improving the local economy.
• Business Development: With the states controlling postal services, they may be able to better integrate them with local businesses, fostering greater economic growth in both urban and rural areas.

5. State-Specific Infrastructure Development

• Infrastructure Investment: The state governments might be more willing to invest in specific infrastructure improvements, such as better transportation networks in remote regions, to support the growth of local postal systems.
• Tailored Infrastructure: For example, Sabah and Sarawak’s vast forests, rivers, and islands may require bespoke transportation solutions that can be better managed by local authorities.

6. Potential for Innovation

• Innovative Services: Sabah and Sarawak might introduce new services or innovative methods, such as drone or boat-based deliveries in remote areas, that a centralized system may overlook or struggle to implement.
• Technology and E-commerce: With the growing importance of e-commerce, state governments could develop postal services that are more integrated with digital platforms suited to local business needs.

7. Improving Service Access in Remote Areas

• Reach to Rural Areas: Both Sabah and Sarawak have significant rural and underserved populations. By giving the state governments control over postal services, the states could create better solutions for delivering mail and packages to remote areas, addressing longstanding challenges like postal access.

Conclusion

Returning postal services to the state governments of Sabah and Sarawak could foster greater efficiency, localized solutions, and economic growth. It would allow both states to design postal systems that cater specifically to their unique geographic and demographic challenges while potentially improving service quality and access for their populations.

Pos Malaysia is actively transforming its traditional post offices into modern convenience stores, drawing inspiration from models like Taiwan’s integration of postal services with retail outlets. This initiative aims to enhance customer experience and diversify revenue streams.

Pos Shop Initiative

In 2023, Pos Malaysia launched the “Pos Shop” concept, integrating convenience stores within existing post office spaces. The first Pos Shop opened at Medan Tuanku, Kuala Lumpur, in May 2023, followed by a second outlet in Brickfields in November 2023.  These outlets offer a range of products, including beverages, snacks, and personal care items, alongside traditional postal services.

Strategic Partnerships

To enhance its retail offerings, Pos Malaysia has partnered with various brands:
• Bask Bear Coffee: Introduced a drive-through coffee and toasties outlet in Malacca, combining postal services with a café experience. 
• Café Mesra: Collaborated to provide additional choices and convenience to customers across Malaysia. 
• ZUS Coffee: Launched a coffee outlet within a post office, aiming to attract younger customers and enhance the in-store experience. 

Expansion Plans

Pos Malaysia plans to expand the Pos Shop concept, with a target of opening 50 outlets nationwide.  This strategy aligns with global trends where postal operators leverage their retail footprint to offer diversified services.

Conclusion

By transforming post offices into versatile hubs that combine postal services with retail and dining options, Pos Malaysia aims to meet evolving customer expectations and create new revenue opportunities.

Pos Malaysia is actively transforming its traditional post offices into modern convenience stores, drawing inspiration from models like Taiwan’s integration of postal services with retail outlets. This initiative aims to enhance customer experience and diversify revenue streams.

Pos Shop Initiative

In 2023, Pos Malaysia launched the “Pos Shop” concept, integrating convenience stores within existing post office spaces. The first Pos Shop opened at Medan Tuanku, Kuala Lumpur, in May 2023, followed by a second outlet in Brickfields in November 2023.  These outlets offer a range of products, including beverages, snacks, and personal care items, alongside traditional postal services.

Strategic Partnerships

To enhance its retail offerings, Pos Malaysia has partnered with various brands:
• Bask Bear Coffee: Introduced a drive-through coffee and toasties outlet in Malacca, combining postal services with a café experience. 
• Café Mesra: Collaborated to provide additional choices and convenience to customers across Malaysia. 
• ZUS Coffee: Launched a coffee outlet within a post office, aiming to attract younger customers and enhance the in-store experience. 

Expansion Plans

Pos Malaysia plans to expand the Pos Shop concept, with a target of opening 50 outlets nationwide.  This strategy aligns with global trends where postal operators leverage their retail footprint to offer diversified services.

Conclusion

By transforming post offices into versatile hubs that combine postal services with retail and dining options, Pos Malaysia aims to meet evolving customer expectations and create new revenue opportunities.

Taiwan has a unique system where convenience stores like 7-Eleven play a significant role in handling mail and parcels. This system has contributed to the relatively low number of standalone post offices in Taiwan. Here’s why:

1. Integration with Convenience Stores

• Taiwan’s convenience stores, such as 7-Eleven, FamilyMart, and Hi-Life, are ubiquitous and operate 24/7.
• These stores provide postal services, allowing people to send letters, parcels, and even pick up deliveries at their convenience, reducing the need for traditional post offices.

2. Efficiency and Accessibility

• Taiwan’s postal system has partnered with convenience stores to expand its service reach.
• With over 10,000 convenience stores across Taiwan, they are often more accessible than post offices, especially in rural areas.

3. Decline in Traditional Mail Volume

• Like many other countries, Taiwan has experienced a decline in traditional letter mail due to the rise of digital communication.
• This reduces the demand for large numbers of dedicated post offices.

4. Cost-Effective Model

• Utilizing convenience stores for postal services lowers operational costs for Chunghwa Post (Taiwan’s postal service).
• Fewer physical post offices mean reduced maintenance and staffing expenses.

5. Cultural and Lifestyle Adaptation

• Taiwanese people are accustomed to using convenience stores for various services beyond just postal needs, such as bill payments, buying tickets, and online shopping pickups.
• This cultural integration makes the convenience store model very effective.

By leveraging the widespread convenience store network, Taiwan ensures a highly efficient and customer-friendly postal service without relying heavily on traditional post offices.

Taiwan has a unique system where convenience stores like 7-Eleven play a significant role in handling mail and parcels. This system has contributed to the relatively low number of standalone post offices in Taiwan. Here’s why:

1. Integration with Convenience Stores

• Taiwan’s convenience stores, such as 7-Eleven, FamilyMart, and Hi-Life, are ubiquitous and operate 24/7.
• These stores provide postal services, allowing people to send letters, parcels, and even pick up deliveries at their convenience, reducing the need for traditional post offices.

2. Efficiency and Accessibility

• Taiwan’s postal system has partnered with convenience stores to expand its service reach.
• With over 10,000 convenience stores across Taiwan, they are often more accessible than post offices, especially in rural areas.

3. Decline in Traditional Mail Volume

• Like many other countries, Taiwan has experienced a decline in traditional letter mail due to the rise of digital communication.
• This reduces the demand for large numbers of dedicated post offices.

4. Cost-Effective Model

• Utilizing convenience stores for postal services lowers operational costs for Chunghwa Post (Taiwan’s postal service).
• Fewer physical post offices mean reduced maintenance and staffing expenses.

5. Cultural and Lifestyle Adaptation

• Taiwanese people are accustomed to using convenience stores for various services beyond just postal needs, such as bill payments, buying tickets, and online shopping pickups.
• This cultural integration makes the convenience store model very effective.

By leveraging the widespread convenience store network, Taiwan ensures a highly efficient and customer-friendly postal service without relying heavily on traditional post offices.

Khazanah Nasional Berhad, Malaysia’s sovereign wealth fund, divested its 32.21% stake in Pos Malaysia Berhad to DRB-HICOM Berhad in 2011 for RM622.8 million, or RM3.60 per share.  This strategic move aimed to bring in a shareholder capable of elevating Pos Malaysia’s growth trajectory.

In recent years, Pos Malaysia has faced financial challenges, reporting a net loss of RM157.85 million in the fiscal year ending June 30, 2024, with revenues declining by 4.59% to RM1.87 billion.  The company’s share price has also suffered, decreasing by 79% over the past five years. 

Given these circumstances, Khazanah might consider reinvesting in Pos Malaysia through a private placement for several reasons:
1. National Interest and Public Service: Pos Malaysia plays a crucial role in Malaysia’s postal and logistics sectors. Khazanah’s reinvestment could stabilize the company, ensuring the continuity of essential services to the public.
2. Strategic Asset Value: Pos Malaysia possesses valuable assets, including a nationwide network of outlets and strategic land holdings. Reinvestment could unlock potential value from these assets, contributing to the company’s turnaround.
3. Economic Impact: A revitalized Pos Malaysia could positively influence the broader economy by enhancing logistics infrastructure, supporting e-commerce growth, and creating employment opportunities.
4. Alignment with Khazanah’s Objectives: Reinvesting aligns with Khazanah’s mandate to promote economic growth and sustainability in Malaysia, especially in sectors facing challenges.

While Khazanah’s previous divestment aimed to introduce new growth opportunities for Pos Malaysia, the current financial difficulties suggest that strategic intervention may be necessary. A private placement would allow Khazanah to provide capital and strategic direction without the complexities of a full acquisition, potentially facilitating a turnaround for Pos Malaysia.

However, such a decision would require thorough analysis of Pos Malaysia’s current challenges, potential for recovery, and alignment with Khazanah’s investment strategy.

Khazanah Nasional Berhad, Malaysia’s sovereign wealth fund, divested its 32.21% stake in Pos Malaysia Berhad to DRB-HICOM Berhad in 2011 for RM622.8 million, or RM3.60 per share.  This strategic move aimed to bring in a shareholder capable of elevating Pos Malaysia’s growth trajectory.

In recent years, Pos Malaysia has faced financial challenges, reporting a net loss of RM157.85 million in the fiscal year ending June 30, 2024, with revenues declining by 4.59% to RM1.87 billion.  The company’s share price has also suffered, decreasing by 79% over the past five years. 

Given these circumstances, Khazanah might consider reinvesting in Pos Malaysia through a private placement for several reasons:
1. National Interest and Public Service: Pos Malaysia plays a crucial role in Malaysia’s postal and logistics sectors. Khazanah’s reinvestment could stabilize the company, ensuring the continuity of essential services to the public.
2. Strategic Asset Value: Pos Malaysia possesses valuable assets, including a nationwide network of outlets and strategic land holdings. Reinvestment could unlock potential value from these assets, contributing to the company’s turnaround.
3. Economic Impact: A revitalized Pos Malaysia could positively influence the broader economy by enhancing logistics infrastructure, supporting e-commerce growth, and creating employment opportunities.
4. Alignment with Khazanah’s Objectives: Reinvesting aligns with Khazanah’s mandate to promote economic growth and sustainability in Malaysia, especially in sectors facing challenges.

While Khazanah’s previous divestment aimed to introduce new growth opportunities for Pos Malaysia, the current financial difficulties suggest that strategic intervention may be necessary. A private placement would allow Khazanah to provide capital and strategic direction without the complexities of a full acquisition, potentially facilitating a turnaround for Pos Malaysia.

However, such a decision would require thorough analysis of Pos Malaysia’s current challenges, potential for recovery, and alignment with Khazanah’s investment strategy.

Pos malaysia: replace pos office with pos shop & cafe. Turnaround pos malaysia, just a drop point for courier services like many countries.

Pos di seluruh msia, boleh jadi lebih besar drp 7-11😉

7-Eleven's share price closed unchanged at RM2 on Thursday, valuing its market capitalisation at RM2.34 billion.

Kroni mamak kutty shit motaik perlu selamatkan pos msia sebelum drb boleh bangkit semula, no free lunch

selagi drb tiada pelan turnaround efektif bagi pos msia, drb jugak tak dapat bangkit😅

@
matt88
having proton and honda franchise at this penny stock price. what a joke. better handover honda back to oriental. they do a better job..
16 minutes ago

turning pos into a postal bank like in spore another viable option, merging bank muamalat of drb with pos within drb group is another option. More to come😜

Khazanah could pump in duit into pos again after selling its stake to shit drb dulu dulu at rm3.60.

Private placement to khazanah; get money to open another 200-300 pos shop/cafe outlets in 2025 in malaysia. Then IPO like speed99 kaya jugak

For Pos Shops to successfully compete with and potentially surpass established brands like 7-Eleven/Speed99, they must leverage their unique strengths while addressing key areas where they can offer added value. Here’s a strategic approach:

1. Leverage Unique Offerings

• Integration of Postal Services: Pos Shops already provide a competitive edge by combining postal and retail services. Expanding this integration to include innovative services (e.g., express courier, e-commerce pick-up/drop-off, bill payments, and passport renewals) could attract a loyal customer base.
• In-Store Cafés: Enhance the café experience with high-quality, locally sourced beverages and snacks, creating a welcoming and community-oriented environment.

2. Digital Transformation

• Seamless Online-Offline Integration: Develop a mobile app that allows customers to pre-order items, schedule postal services, or access loyalty programs, ensuring convenience and efficiency.
• Data-Driven Personalization: Use customer data to tailor promotions and product offerings, ensuring relevance and increasing sales.

3. Expand Product Range

• Focus on Local Products: Stock items from local businesses to differentiate from other convenience stores, appealing to customers seeking unique or region-specific goods.
• Exclusive Deals: Collaborate with brands to offer products or promotions exclusive to Pos Shops, increasing foot traffic.

4. Optimize Pricing and Promotions

• Competitive Pricing: Offer better prices for everyday essentials compared to competitors, especially for postal-related products like stationery or packaging materials.
• Loyalty Rewards: Launch reward programs that provide discounts or benefits for frequent users of both retail and postal services.

5. Strategic Locations

• High-Traffic Areas: Expand into urban centers, residential neighborhoods, and near transport hubs to capture both daily commuters and local residents.
• Partnerships with Offices and Schools: Position outlets near institutions that frequently use postal or courier services.

6. Enhance Customer Experience

• Customer-Centric Design: Ensure clean, organized, and aesthetically pleasing stores with user-friendly layouts.
• Efficient Service: Train staff to provide excellent customer service, focusing on quick resolution of postal and retail queries.

7. Build a Strong Brand Identity

• Community Engagement: Position Pos Shops as community hubs by hosting local events, workshops, or charity drives.
• Sustainability Practices: Implement eco-friendly initiatives, such as reducing plastic use and offering recycling services, appealing to environmentally conscious consumers.

By capitalizing on their unique strengths, addressing market gaps, and focusing on customer needs, Pos Shops can position themselves as a differentiated, competitive player in the convenience and retail space.

Pos Malaysia is actively expanding its retail footprint through the establishment of Pos Shops, aiming to enhance accessibility and convenience for communities nationwide. As of September 2024, the company had launched its 36th Pos Shop and announced plans to open an additional 14 outlets by the end of the year, bringing the total to 50 Pos Shops across key states in Malaysia. 

This strategic expansion underscores Pos Malaysia’s commitment to modernizing its services and better connecting with customers through a blend of traditional postal services and innovative retail experiences. 

drb harus swastakan pos pada harga lelong kini. Usah umumkan apa2 strategi turnaround to the public. Dah cukup dah😅😅😅

Drb boleh jual balik servis pos di sabah & sarawak kpd kerajaan negeri macam maswings dari mas kpd kerajaan negeri sarawak. Restructuring super urgent kini

DRB-HICOM, a major shareholder with a 54% stake in Pos Malaysia , may consider privatizing the company to address ongoing financial challenges and enhance operational efficiency. Pos Malaysia has reported consecutive losses, including a net loss of RM178.79 million in the trailing twelve months .

Potential Benefits of Privatization:
• Operational Flexibility: Privatization could allow for more agile decision-making, enabling swift implementation of restructuring plans without the constraints of public market scrutiny.
• Focused Investment: As a private entity, Pos Malaysia might attract targeted investments aimed at modernizing infrastructure and expanding services, particularly in the growing e-commerce and logistics sectors.
• Cost Management: A private structure could facilitate more effective cost-cutting measures and resource allocation, essential for returning to profitability.

Considerations:
• Financial Commitment: DRB-HICOM would need to assess the financial implications of acquiring the remaining shares, especially given its existing debt obligations .
• Regulatory Approval: The privatization process would require compliance with regulatory standards and approval from minority shareholders.
• Market Conditions: Current market dynamics and investor sentiment would influence the feasibility and timing of such a move.

In summary, privatizing Pos Malaysia could offer DRB-HICOM greater control to implement necessary reforms and potentially restore profitability. 😎

Tunggu je
Semoga berlaku, jika tidak, shit motaik harus mampus macam daim.

(i) the privatisation of POS at a premium over the market price, (ii) the return of profitability as cost rationalisation efforts finally pay off, and (iii) POS emerging stronger post the consolidation of the courier service segment after weak players are eliminated.

Rewards
Trading at 67.3% below our estimate of its fair value

Trading at good value compared to peers and industry

Drb, lepas shit motaik dah mati macam daim, baru ada perubahan ka? Satu per satu old fox crony mati, Kuasa Allah🤔

Semoga berlaku, jika tidak, shit motaik harus mampus macam daim.

(i) the privatisation of POS at a premium over the market price, (ii) the return of profitability as cost rationalisation efforts finally pay off, and (iii) POS emerging stronger post the consolidation of the courier service segment after weak players are eliminated.

SYED b4BI MESTI LAKUKAN SESUATU... QUICKEN PROFITABLE VENTURE... CUT LOSS MAKING SEGMENTS b4bI

🤑The concept of Pos Shop and Café could indeed play a strategic role in helping Pos Malaysia improve its profitability. Here's how this initiative could contribute:

1. Diversified Revenue Streams
Retail Sales: Offering stationery, courier supplies, and postal-related products could generate additional revenue.
Café Operations: A café within Pos outlets could attract foot traffic and increase ancillary sales.
Value-Added Services: Services such as bill payments, top-ups, and printing could cater to walk-in customers, boosting revenue.
2. Enhanced Customer Experience
A café environment creates a more welcoming space for customers, encouraging them to spend more time and money at the outlet.
It could help build customer loyalty by transforming traditional post offices into community hubs.
3. Leveraging Existing Footprint
Pos Malaysia's widespread network of branches provides an opportunity to scale this model efficiently, utilizing underused space in existing locations.
The outlets can serve dual purposes: traditional postal services and retail/café operations.
4. Attracting a New Demographic
The café and retail experience might appeal to younger, urban demographics, potentially revitalizing the brand.
Partnerships with local or global café brands could increase brand visibility and customer engagement.
5. Partnership Opportunities
Collaborations with e-commerce platforms, food delivery services, or fintech companies could create synergies, such as parcel pickup/drop-off, co-branded marketing, or integrated digital payment solutions.
6. Cost Optimization
By increasing footfall and diversifying services, Pos Malaysia can better utilize its existing infrastructure, potentially reducing per-unit costs of operations.
Potential Challenges to Address:
Initial Investment: Transforming post offices into hybrid outlets requires capital, which could strain Pos Malaysia's finances if not carefully managed.
Execution Risk: Ensuring consistency and quality across a wide network of outlets is critical.
Competition: Competing with established café chains and convenience stores might require unique selling points.
Market Acceptance: Some customers may resist the change from traditional post office services.
Conclusion:
If well-executed, the Pos Shop and Café initiative could make Pos Malaysia more profitable by creating new revenue channels, improving customer experience, and making better use of its existing network. Success will depend on strategic implementation, operational efficiency, and targeted marketing.

rUGI DARI 2019 HINGGA KINI... SEMUA PENGARAH BEROTAK B4BI ... HAHA

dIRECTORS must explain TO SHAREHOLDERS WHY THEY INVESTED IN SUCH COMPANY IN hONGKONG

Luk Hing Entertainment Group Holdings Limited faces significant going concern issues due to multiple financial and operational challenges. Here are the key reasons:

Financial Losses: The company has incurred ongoing losses, including a net loss of HKD 16.9 million for the first half of 2024. This is part of a trend of substantial deficits over recent years, reflecting weak financial performance​
MARKETSCREENER
​
FT MARKETS
.

Liquidity Issues: The group struggles with liquidity, showing a net liability position and difficulty meeting financial obligations. Its liabilities exceed its assets, creating doubts about the sustainability of operations​
HKEX NEWS
.

Dependence on External Funding: To address its cash flow challenges, Luk Hing has resorted to frequent fund-raising efforts, such as issuing new shares and a rights issue. However, these have only temporarily alleviated financial pressures​
HKEX NEWS
.

Operational Pressures: The company, which operates restaurants and entertainment venues, has faced significant impacts from COVID-19 and changing consumer behaviors. Recovery in revenue post-pandemic has been slow and insufficient to offset expenses​
HKEX NEWS
.

Auditor’s Concern: The auditor expressed material uncertainties regarding the company's ability to continue as a going concern. Without sufficient liquidity improvements or operational profitability, this poses a significant risk​
MARKETSCREENER
.

While the management has outlined plans, including negotiating for banking facilities, cost controls, and seeking additional financing, their success remains uncertain. If these efforts fail, the company might have to reclassify assets and liabilities and make substantial adjustments to its financial statements​

Berwaspada.

facing impairment loss macam DRB, investment in this hongkong company, going concern issue as reported discovered.

TRANSACTIONS (CHAPTER 10 OF LISTING REQUIREMENTS) : NON RELATED PARTY TRANSACTIONS OVERSEA ENTERPRISE BERHAD (OEB OR THE COMPANY) - SUBSCRIPTION OF NEW SHARES IN LUK HING ENTERTAINMENT GROUP HOLDINGS LIMITED
OVERSEA ENTERPRISE BERHAD

Type Announcement
Subject TRANSACTIONS (CHAPTER 10 OF LISTING REQUIREMENTS)
NON RELATED PARTY TRANSACTIONS
Description
OVERSEA ENTERPRISE BERHAD (OEB OR THE COMPANY) - SUBSCRIPTION OF NEW SHARES IN LUK HING ENTERTAINMENT GROUP HOLDINGS LIMITED
Reference is made to the Company’s announcements dated 30 August 2023 and 4 September 2023 (which reply to the queries from Bursa Malaysia Securities Berhad dated 1 September 2023) pertaining to the Proposed Placement.
The Board wishes to announce the following additional information:
1. The Proposed Placement was completed on 30 August 2023.
2. There are no liabilities, including contingent liabilities and guarantees to be assumed by ROCST from the Proposed Placement.

This announcement is dated 6 September 2023.

Wont buy until a solid plan emerged to turnaround pos malaysia... impairment loss of investment in pos msia at RM3.60 per share.


@xiaoeh

Dear Good123
is DRBH a good buy now?

2 minutes ago

"DRB bought Pos Malaysia at RM3.60 per share, and the current price is 27 sen... The board of directors of DRB should resign and apologize to the investors and everyone... that's all."

"DRB bought Pos Malaysia at RM3.60 per share, and the current price is 27 sen... The board of directors of DRB should resign and apologize to the investors and everyone... that's all."

DRB beli pos malaysia RM3.60 sesaham kini harga semasa 27sen... Lembaga pengarah DRB harus letak jawatan dan minta maaf kpd pelabur dan semua...sekian

DRB beli pos malaysia RM3.60 sesaham kini harga semasa 27sen... Lembaga pengarah DRB harus letak jawatan dan minta maaf kpd pelabur dan semua...sekian

postal services di sarawak dan sabah biarkanlah kerajaan negeri ambil alih macam maswings jugak

drb harus minta bantuan bagi pos, jika tiada kerajaan bantuan bagi postal services, tutupkannya dan hanya keep segmen aviation, logistics, pos shop & cafe

drb boleh lakukan retrenchment bagi pos,,, rugi dari 2019 hingga kini... hehe

Syed taik juga tak berdaya, lepaskan pos je b4bi

Kroni syed dah mati? Tony lakukan segalanya untuk memulihkan airasia

NBV 47sen, aliran tunai dari operasi masih positif... DRB masih pemegang syer pos terbesar... ok ok calculated risk untuk ROI luar biasa, tambah syer dalam pos, tak cukup jumlah kata haji bawang

drb menjunam sebab belum ada strategi untuk jadikan pos untung segera, rugi sejak 2019 sampai sekarang

banyak opsyen bagi pos... pos & bank muamalat digabungkan oleh DRB
DRb jual balik postal services kpd kerajaan, rename Logistics Malaysia Bhd instead of Pos Msia Bhd, dan banyak lagi

tunggu tindakan shit mokhtaik kroni mamak kutty masakini hehe

gabungkan bank muamalat dengan pos, maybe, macam singpost jugak ada banking services

SingPost and DBS/POSB Partnership: SingPost has a partnership with DBS Bank and its POSB division, allowing customers to use SingPost's network of branches for banking transactions. For instance, POSB customers can access certain banking services, such as cash deposits, over the counter at SingPost outlets.

Digital Banking and e-Wallets: SingPost has also been involved in the development of digital banking and e-wallet platforms in collaboration with financial institutions, offering an easy way for consumers to manage their finances through their mobile apps and online systems.

Bank Services at SingPost Locations: Customers can perform some basic banking functions, such as depositing and withdrawing money, at designated SingPost outlets that are partnered with banks. This includes ATM access and banking kiosk services.

SingPost’s Role in Financial Services: Beyond physical banking, SingPost also offers various financial services in collaboration with local and international banks, such as remittance services and insurance distribution.

balik 30sen++ segera bila ada pihak sedar dan nampak bahawa aliran tunai pos dari operasi masih positif / mantap..

profit in 2025/26 bermula... bagi mereka yg long term bukan spekulator,,, boleh hold .. ROI sungguh tinggi kelak

cash position dah naik, nampak tak hehe

CONDENSED CONSOLIDATED STATEMENT OF CASH FLOWS (CONTINUED)
"9 Months Ended
30.09.2024" "9 Months Ended
30.09.2023"
RM’000 RM’000
CASH FLOWS FROM INVESTING ACTIVITIES
Interest received 1,087 2,248
Acquisition of property, plant and equipment (34,519) (15,305)
Proceeds from disposal of property, plant and equipment 3,529 2,955
Net proceeds from redemption of other investments 3,000 31,000
Increase in deposit pledged (17) (10)
Proceeds from disposal of partial interest in a subsidiary company - 4,000
Net cash (used in)/ generated from investing activities (26,920) 24,888
CASH FLOWS FROM FINANCING ACTIVITIES
Drawdown on borrowings 228,887 69,653
Finance cost paid (30,904) (28,588)
Repayment of borrowings (255,004) (209,637)
Repayment of hire purchase liabilities (837) (793)
Repayment of lease liabilities (37,695) (39,973)
Movement in restricted cash 17,296 (28,906)
Share subscription in a subsidiary company by non- controlling interest shareholder - 6,370
Net cash used in financing activities (78,257) (231,874)
NET DECREASE IN CASH AND CASH EQUIVALENTS (39,218) (48,198)
Effects of foreign currency translation (745) (2,647)
CASH AND CASH EQUIVALENTS AT BEGINNING OF THE FINANCIAL PERIOD 159,788 168,973
CASH AND CASH EQUIVALENTS AT END OF THE FINANCIAL PERIOD 119,825 118,128
Cash and cash equivalents included in the statement of cash flows comprise the following:
Cash and bank balances 114,896 126,397
Deposits placed with licensed banks 11,531 46,535
Cash attributable to assets classified as held for sale 6,494 -
Bank overdrafts (912) (830)
132,009 172,102
"Less: Collections on behalf of agency payables and money
order payables**" (6,312) (18,068)
Less: Deposits pledged (565) (548)
Less: Restricted cash (5,307) (35,358)
119,825 118,128