Privatise your pos first, bayar rm3.60 sesaham kini 33sen😜

Hari ni, semoga breakthru 35sen & all the way up, c u at the top 50sen-RM1

Mandat obtained for share buyback😉

Circular/Notice to Shareholders
BERJAYA ASSETS BERHAD

Subject CIRCULAR/STATEMENT TO SHAREHOLDERS IN RELATION TO THE:- PART A - PROPOSED RENEWAL OF AND NEW SHAREHOLDERS' MANDATES FOR RECURRENT RELATED PARTY TRANSACTIONS OF A REVENUE OR TRADING NATURE; AND PART B - PROPOSED RENEWAL OF AUTHORITY FOR THE COMPANY TO PURCHASE ITS OWN SHARES.


Please refer attachment below.

Attachments
Berjaya Assets Berhad - Circular and Statement dated 28 October 2024.pdf
547.8 kB

Announcement Info
Company Name BERJAYA ASSETS BERHAD
Stock Name BJASSET
Date Announced 28 Oct 2024
Category Document Submission
Reference Number DCS-24102024-00031

SEPANG: Prime Minister Datuk Seri Anwar Ibrahim has called for Malaysia's logistics ecosystem to be further strengthened, emphasising the need for not only enhanced infrastructure but also improved skill development among workers in the sector.

He said the government's current focus is on industrialisation, digitalisation, energy transition, and semiconductors, which will certainly require top-notch logistics ecosystem facilities and services.

Anwar added that when investors come into the country, whether to Selangor, Johor, Kulim Hi-Tech, Sabah, or Sarawak, they will look at the capability of the overall ecosystem.

Therefore, he wants the Ministry of Transport, Malaysia Airports Holdings Bhd (MAHB), the Royal Malaysian Customs Department, the Immigration Department, and logistics-related companies to pay greater attention to this field, considering the rapid pace of change, as any slowdown in national mechanisms would certainly leave Malaysia behind.

More biz for POS logistics:

"Kuala Lumpur and Selangor collectively contributed RM3.3 billion in export value and RM7 billion in import value as of August this year.

"Malaysia is a key player in the electronics and electrical manufacturing sectors, and the industry's shift toward omni-sourcing is expected to drive continuous growth," he added.

In 2023, Malaysia jumped 15 positions to 26th place in the World Bank’s Logistics Performance Index, ranking among the best in ASEAN.

GLC Pos akhirnya Nila rock kini terindah

vt ada projek raksaksa di johor bagi bjassets?

Close above 35sen touch wood, uptrend started something is boiling😍

NBV 54sen, 33.5sen, banyak buffet.... P/B value =1=54sen pun murah... MGO at 54sen, investors akan menolaknya😀

The GLC giant is awaken, cantik

Usah takut, syed masih hidup, dia akan lakukan sesuatu, masih ada masa baginya😉

hope for the best ya :)

balik 50sen-RM1 pun tak mustahil nampak mantap dah

33.5sen dah beres... kini giliran 34sen lawa

close above 35sen most likely, hopefully above 40sen tomorrow :)

Ramai termasuk investors baru nampak potensi tak terbatasnya.. huatlah nanti :) peluang masih buka😊
@Willtolive

signal pump at 33.5

3 minutes ago

pilih bjassets😁

The decision of the Agong (the King of Malaysia) to invest in BJAssets Bhd rather than BJCorp could be influenced by several factors, reflecting both strategic considerations and the specific characteristics of each company. Here are some potential reasons:

### 1. **Business Focus and Strategy**
- **Core Business Alignment**: BJAssets Bhd may operate in sectors or markets that align more closely with the Agong's interests or investment strategy, such as real estate or infrastructure, which may offer long-term growth potential.
- **Specific Growth Opportunities**: BJAssets might have specific projects or initiatives that are seen as having higher potential returns or strategic importance compared to BJCorp’s focus.

### 2. **Management and Leadership**
- **Confidence in Management**: The leadership and management team at BJAssets may have demonstrated a strong track record of performance and strategic vision, instilling confidence in the Agong regarding the company’s future prospects.
- **Governance Practices**: BJAssets may have more robust governance structures or practices that align with the Agong's values, making it a more attractive investment.

### 3. **Market Conditions**
- **Current Market Trends**: Market dynamics at the time of investment might favor the sectors in which BJAssets operates. For instance, if real estate or logistics are experiencing growth, the Agong might see BJAssets as a better investment opportunity.
- **Risk Assessment**: BJAssets might be perceived as a lower-risk investment compared to BJCorp, which could be engaging in more volatile sectors or businesses.

### 4. **Financial Health and Performance**
- **Strong Financials**: BJAssets might have demonstrated stronger financial performance metrics (e.g., revenue growth, profitability, cash flow) compared to BJCorp, making it a more attractive investment option.
- **Valuation Considerations**: The valuation of BJAssets could be perceived as more favorable, offering better potential returns on investment relative to its price.

### 5. **Social and Economic Impact**
- **Contribution to Development**: BJAssets might be involved in projects that align with the Agong's vision for national development, infrastructure improvement, or social responsibility, making it a more appealing investment from a philanthropic perspective.

### 6. **Long-term Vision**
- **Focus on Sustainable Growth**: The Agong might prioritize investments that contribute to sustainable and long-term growth, which BJAssets could represent more effectively than BJCorp, depending on their respective strategies.

### Conclusion
The Agong's choice to invest in BJAssets Bhd instead of BJCorp likely stems from a combination of factors, including alignment with business focus, confidence in management, favorable market conditions, strong financial health, and a commitment to long-term, sustainable growth. These elements can significantly influence investment decisions, especially for high-profile investors like the Agong.

The decision of the Agong (the King of Malaysia) to invest in BJAssets Bhd rather than BJCorp could be influenced by several factors, reflecting both strategic considerations and the specific characteristics of each company. Here are some potential reasons:

### 1. **Business Focus and Strategy**
- **Core Business Alignment**: BJAssets Bhd may operate in sectors or markets that align more closely with the Agong's interests or investment strategy, such as real estate or infrastructure, which may offer long-term growth potential.
- **Specific Growth Opportunities**: BJAssets might have specific projects or initiatives that are seen as having higher potential returns or strategic importance compared to BJCorp’s focus.

### 2. **Management and Leadership**
- **Confidence in Management**: The leadership and management team at BJAssets may have demonstrated a strong track record of performance and strategic vision, instilling confidence in the Agong regarding the company’s future prospects.
- **Governance Practices**: BJAssets may have more robust governance structures or practices that align with the Agong's values, making it a more attractive investment.

### 3. **Market Conditions**
- **Current Market Trends**: Market dynamics at the time of investment might favor the sectors in which BJAssets operates. For instance, if real estate or logistics are experiencing growth, the Agong might see BJAssets as a better investment opportunity.
- **Risk Assessment**: BJAssets might be perceived as a lower-risk investment compared to BJCorp, which could be engaging in more volatile sectors or businesses.

### 4. **Financial Health and Performance**
- **Strong Financials**: BJAssets might have demonstrated stronger financial performance metrics (e.g., revenue growth, profitability, cash flow) compared to BJCorp, making it a more attractive investment option.
- **Valuation Considerations**: The valuation of BJAssets could be perceived as more favorable, offering better potential returns on investment relative to its price.

### 5. **Social and Economic Impact**
- **Contribution to Development**: BJAssets might be involved in projects that align with the Agong's vision for national development, infrastructure improvement, or social responsibility, making it a more appealing investment from a philanthropic perspective.

### 6. **Long-term Vision**
- **Focus on Sustainable Growth**: The Agong might prioritize investments that contribute to sustainable and long-term growth, which BJAssets could represent more effectively than BJCorp, depending on their respective strategies.

### Conclusion
The Agong's choice to invest in BJAssets Bhd instead of BJCorp likely stems from a combination of factors, including alignment with business focus, confidence in management, favorable market conditions, strong financial health, and a commitment to long-term, sustainable growth. These elements can significantly influence investment decisions, especially for high-profile investors like the Agong.

35-45sen, 45sen & above, see the stages as it unfolds. good luck

BJAssets Bhd's potential for growth can be significantly influenced by its unique shareholder structure, particularly the Agong (the King of Malaysia) as one of its largest shareholders. Here’s an exploration of why this situation presents unlimited potential for the company:

### 1. **Strong Financial Backing**
- **Robust Capital Base**: Having the Agong as a major shareholder provides financial stability and backing. This can instill confidence in investors and other stakeholders, making it easier for BJAssets to secure funding for expansion and development projects.

### 2. **Enhanced Credibility and Trust**
- **Royal Endorsement**: The Agong’s involvement lends significant credibility to the company. This royal endorsement can enhance BJAssets’ reputation in the market, attracting both customers and investors who may prefer to engage with businesses associated with the monarchy.

### 3. **Access to Exclusive Opportunities**
- **Network and Influence**: The Agong's position can open doors to strategic partnerships and opportunities that might not be accessible to other companies. This can include government contracts, collaborations with other royal enterprises, and access to influential networks.

### 4. **Market Positioning**
- **Competitive Advantage**: The royal association can give BJAssets a competitive edge in the marketplace, especially in sectors where credibility and trust are paramount, such as real estate, finance, and infrastructure.

### 5. **Strategic Leadership and Vision**
- **Long-Term Perspective**: Royal family members often have a long-term vision for their investments. This focus on sustainability and growth can guide BJAssets in making strategic decisions that benefit the company over time, rather than seeking short-term profits.

### 6. **Government Relations**
- **Influence in Policy Making**: The Agong's status can facilitate smoother relations with government entities, potentially leading to favorable regulations, policies, and incentives that can benefit BJAssets’ operations and strategic goals.

### 7. **Commitment to Corporate Social Responsibility**
- **Focus on Community Development**: The Agong's involvement may encourage BJAssets to engage in socially responsible practices, enhancing its image and creating positive community relations. This can also attract socially conscious investors.

### 8. **Investor Confidence**
- **Attracting Investments**: The royal association can draw interest from both local and international investors looking for stable and reputable investments, leading to increased capital inflow and higher stock valuations.

### Conclusion
The involvement of the Agong as one of the largest shareholders in BJAssets Bhd creates a unique environment ripe with potential. This royal connection can enhance the company's credibility, provide access to exclusive opportunities, and foster strong government relations. As a result, BJAssets is well-positioned for sustained growth and success in the future, making it an attractive prospect for shareholders and investors alike.

30 Largest Registered Shareholders
No. Name of Shareholders No. of Shares %
1. RHB NOMINEES (TEMPATAN) SDN BHD
MALAYSIAN TRUSTEES BERHAD PLEDGED SECURITIES ACCOUNT FOR HICOM HOLDINGS
BERHAD
245,750,751 31.39
2. RHB NOMINEES (TEMPATAN) SDN BHD
MALAYSIAN TRUSTEES BERHAD PLEDGED SECURITIES ACCOUNT FOR DRB-HICOM BERHAD
172,997,399 22.10
3. KUMPULAN WANG PERSARAAN (DIPERBADANKAN) 31,038,500 3.97
4. SHANTI KUMARI PATHMANATHAN 9,792,600 1.25
5. MAYBANK NOMINEES (TEMPATAN) SDN BHD
CHENG MOOI SOONG
8,552,100 1.09
6. CITIGROUP NOMINEES (TEMPATAN) SDN BHD
EMPLOYEES PROVIDENT FUND BOARD
6,470,501 0.83
7. MAYBANK NOMINEES (ASING) SDN BHD
EXEMPT AN FOR KENSINGTON TRUST LABUAN (AMAT CLASS-H)
6,000,000 0.77
8. AMSEC NOMINEES (TEMPATAN) SDN BHD
PLEDGED SECURITIES ACCOUNT FOR KOK CHIN SIANG
5,943,000 0.76
9. ALLIANCEGROUP NOMINEES (TEMPATAN) SDN BHD
PLEDGED SECURITIES ACCOUNT FOR DEVA DASSAN SOLOMON (8041850)
4,864,900 0.62
10. SHIRIN DEVI PATHMANATHAN 4,650,600 0.59
11. ALLIANCEGROUP NOMINEES (TEMPATAN) SDN BHD
PLEDGED SECURITIES ACCOUNT FOR INBAMANAY A/P M J ARUMANAYAGAM (8061712)
4,529,900 0.58
12. ALLIANCEGROUP NOMINEES (TEMPATAN) SDN BHD
PLEDGED SECURITIES ACCOUNT FOR SELINA SHARMALAR SOLOMON (8112136)
3,995,300 0.51
13. LIM BOON LIAT 3,500,000 0.45
14. ALLIANCEGROUP NOMINEES (TEMPATAN) SDN BHD
PLEDGED SECURITIES ACCOUNT FOR HELINA SHANTI SOLOMON (7001761)
3,357,600 0.43
15. CITIGROUP NOMINEES (TEMPATAN) SDN BHD
EMPLOYEES PROVIDENT FUND BOARD (ISLAMIC)
3,052,799 0.39
16. AFFIN HWANG NOMINEES (TEMPATAN) SDN. BHD.
PLEDGED SECURITIES ACCOUNT FOR LIM TECK HUAT
3,050,100 0.39
17. PUBLIC NOMINEES (TEMPATAN) SDN BHD
PLEDGED SECURITIES ACCOUNT FOR DEVA DASSAN SOLOMON (E-SS2)
2,970,200 0.38
18. MAYBANK NOMINEES (TEMPATAN) SDN BHD
CHEAH HUEY MEI
2,911,000 0.37
19. CIMSEC NOMINEES (TEMPATAN) SDN BHD
CIMB FOR ABDUL GHANI BIN ABDULLAH (PB)
2,800,000 0.36
20. PUBLIC NOMINEES (TEMPATAN) SDN BHD
PLEDGED SECURITIES ACCOUNT FOR INBAMANAY A/P M J ARUMANAYAGAM (E-SS2)
2,567,500 0.33
21. CGS INTERNATIONAL NOMINEES MALAYSIA (TEMPATAN) SDN. BHD.
PLEDGED SECURITIES ACCOUNT FOR DEVA DASSAN SOLOMON (MY1091)
2,437,500 0.31
22. JAROD CHOO CHEE CHEONG 2,204,100 0.28
23. DEVA DASSAN SOLOMON 2,174,825 0.28
24. MAYBANK NOMINEES (TEMPATAN) SDN BHD
TENG LUNG CHAI
2,146,200 0.27
25. PUBLIC INVEST NOMINEES (TEMPATAN) SDN BHD
PLEDGED SECURITIES ACCOUNT FOR DEVA DASSAN SOLOMON (M)
2,106,000 0.27
26. CARTABAN NOMINEES (ASING) SDN BHD
SSBT FUND J724 FOR SPDR PORTFOLIO EMERGING MARKETS ETF
2,074,100 0.26
27. ZHUO YUE 2,000,000 0.26
28. LEE JUN KIN 1,892,700 0.24
29. UOB KAY HIAN NOMINEES (ASING) SDN BHD
EXEMPT AN FOR UOB KAY HIAN PTE LTD (A/C CLIENTS)
1,795,814 0.23
30. LIM CHIN SEAN 1,794,600 0.23
Total 549,420,589 70.19

ANALYSIS OF
SHAREHOLDINGS
As at 27 March 2024

SUBSTANTIAL SHAREHOLDERS
(Based on the Register of Substantial Shareholders)
No. Substantial Shareholders
Direct Indirect
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. Tan Sri Dato’ Seri Syed Mokhtar Shah bin Syed Nor - - 418,748,150# 53.49
4. Etika Strategi Sdn Bhd - - 418,748,150^ 53.49

AUDITORS
Deloitte PLT
LLP0010145-LCA (AF 0080)
Chartered Accountants
Level 16, Menara LGB
1 Jalan Wan Kadir
Taman Tun Dr. Ismail
60000 Kuala Lumpur

direct deal B4

Summary from 26/02/2009 to 06/03/2023
Highest Price 5.4380 First Occurred on 19/12/2013
Lowest Price 0.5800 First Occurred on 06/03/2023
Highest Volume 15.000m First Occurred on 11/09/2009

buy some, more to come, annual report 2024 ... huat nanti..

RESOLUTION 12 - To renew shareholders’ mandate for Recurrent Related Party Transactions with companies in
which Berjaya Corporation Berhad and KDYMM Seri Paduka Baginda Yang Di-Pertuan Agong
Sultan Ibrahim are major shareholders.
RESOLUTION 13 - To renew shareholders’ mandate for Recurrent Related Party Transactions with a company in
which Tan Sri Dato’ Seri Vincent Tan Chee Yioun and KDYMM Seri Paduka Baginda Yang DiPertuan Agong Sultan Ibrahim are major shareholders.
RESOLUTION 14 - To renew authority for the Company to purchase its own shares

great!!!!!!!!!!!!Having members of the royal family on the board of directors of BJAssets Bhd can be beneficial for shareholders for several reasons:

### 1. **Credibility and Reputation**
- **Enhanced Credibility**: The association with royal family members can enhance the company's reputation, instilling confidence among investors and stakeholders.
- **Brand Strengthening**: The royal connection can strengthen the brand's image, potentially leading to increased customer loyalty and market presence.

### 2. **Network and Influence**
- **Access to Networks**: Royal family members often have extensive networks in both business and government. This can open doors for partnerships, collaborations, and business opportunities that might not be available otherwise.
- **Influence in Policy Making**: Their influence can also be beneficial in navigating regulatory environments and securing favorable terms in negotiations or contracts.

### 3. **Stability and Governance**
- **Long-term Commitment**: Members of the royal family may bring a sense of stability and commitment to the company, often focusing on long-term growth rather than short-term gains.
- **Corporate Governance**: Their involvement can enhance governance practices, ensuring that the company adheres to ethical standards and responsible business practices.

### 4. **Investor Confidence**
- **Attracting Investment**: The association with royal family members may attract investors who are looking for stable and reputable companies to invest in, potentially leading to higher stock prices.
- **Public Trust**: This connection can foster public trust and goodwill, which can be advantageous during economic downturns or crises.

### 5. **Strategic Insights**
- **Expertise and Experience**: Royal family members often have experience in various sectors, providing valuable insights and strategic guidance to the board.
- **Visionary Leadership**: Their leadership can help steer the company towards innovative and sustainable practices, which can enhance long-term profitability.

### 6. **Social Responsibility**
- **Philanthropic Initiatives**: Royal family members are often involved in social causes. Their influence can lead BJAssets Bhd to engage in corporate social responsibility (CSR) initiatives, enhancing its public image and community relations.

### Conclusion
The presence of royal family members on the board of BJAssets Bhd can provide numerous advantages for shareholders, including enhanced credibility, strategic networking, improved governance, and increased investor confidence. These factors can contribute to the company's overall growth and profitability, making it an attractive investment opportunity.

Free cash flow is a crucial metric for assessing the financial health of a company. For POS Malaysia Berhad, a combination of revenue generation from diversified services, effective cost management, strategic capital expenditures, and strong working capital management all contribute to its ability to generate free cash flow. These elements allow the company to invest in growth opportunities, return value to shareholders, and maintain financial flexibility.

free cash flow quarterly/// add back non-cash items macam susutnilai/depreciation.. cukup wang untuk dipulihkan

CASH FLOWS FROM OPERATING ACTIVITIES
Loss before tax for the financial period (66,541) (45,122)
Adjustments:
- Depreciation of property, plant and equipment 46,465 52,570
- Depreciation of right-of-use assets 30,217 31,265
- Amortisation of intangible assets 1,326 1,326
- Amortisation of government grant (459) (462)
- Net fair value gain of other investments:
Financial assets at fair value through profit or loss (118) (475)
- Finance costs 20,304 18,641
- Interest expense on lease liabilities 3,650 3,193
- (Gain)/Loss from derecognition of right-of-use assets (119) 338
- Finance income (783) (1,303)
- Net unrealised foreign exchange differences (2,044) (42)
- Net gain on impairment of receivables (3,405) (4,842)
- Gain on disposal of property, plant and equipment (186) (1,180)
- Property, plant and equipment written off 336 55
- Net inventories written down 10 1
- Zakat 756 704
- Share of result of an equity-accounted associate, net of tax (112) (321)
- Others 18 38
Operating profit before changes in working capital 29,315 54,384
Changes in working capital:
Change in trade and other receivables and prepayment (39,104) 6,878
Change in trade and other payables 59,776 75,577
Cash generated from operations 49,987 136,839

😍 positive on its disposal of a
shipping-related unit for RM123.2m cash.

masa dah tiba now 2024

https://www.thestar.com.my/business/business-news/2023/05/27/pos-malaysia-draws-interest

Effective & terbukti berjaya🤩
The privatization of the British postal company, Royal Mail, was driven by several key factors:

1. Financial Performance: Prior to privatization, Royal Mail faced significant financial challenges, including declining revenues and increased competition. The government aimed to improve its financial health and make it more efficient.
2. Market Liberalization: The European Union’s Postal Services Directive encouraged member states to liberalize their postal markets, allowing for increased competition. Privatization was seen as a way to comply with this directive and prepare Royal Mail for a competitive environment.
3. Increased Efficiency: Privatization aimed to enhance operational efficiency. Private companies often have more flexibility to restructure and innovate, which could lead to better service delivery and cost reductions. It was believed that a privately run Royal Mail would be more agile in adapting to market changes.
4. Investment in Technology: Privatization was expected to attract private investment, which would be necessary for upgrading technology and infrastructure. This investment was crucial for Royal Mail to improve its services, especially in the growing e-commerce sector.
5. Focus on Core Services: The UK government wanted to shift its focus away from running a postal service and instead concentrate on its core functions. Privatizing Royal Mail would allow the government to step back while ensuring the continuation of postal services.
6. Public Debt Reduction: Selling off state-owned enterprises like Royal Mail was also a strategy for the government to reduce public debt and generate revenue. The proceeds from the sale could be used to address other fiscal needs.
7. Global Trends: Many countries had successfully privatized their postal services, leading to improved performance and service levels. The UK government saw this as a potential model for Royal Mail’s future success.

The privatization of Royal Mail occurred in 2013, marking a significant shift in how postal services were delivered in the UK. It allowed Royal Mail to operate more like a commercial entity, aiming for profitability while continuing to provide universal postal services.

Proven effective & great effect😍
The privatization of the British postal company, Royal Mail, was driven by several key factors:

1. Financial Performance: Prior to privatization, Royal Mail faced significant financial challenges, including declining revenues and increased competition. The government aimed to improve its financial health and make it more efficient.
2. Market Liberalization: The European Union’s Postal Services Directive encouraged member states to liberalize their postal markets, allowing for increased competition. Privatization was seen as a way to comply with this directive and prepare Royal Mail for a competitive environment.
3. Increased Efficiency: Privatization aimed to enhance operational efficiency. Private companies often have more flexibility to restructure and innovate, which could lead to better service delivery and cost reductions. It was believed that a privately run Royal Mail would be more agile in adapting to market changes.
4. Investment in Technology: Privatization was expected to attract private investment, which would be necessary for upgrading technology and infrastructure. This investment was crucial for Royal Mail to improve its services, especially in the growing e-commerce sector.
5. Focus on Core Services: The UK government wanted to shift its focus away from running a postal service and instead concentrate on its core functions. Privatizing Royal Mail would allow the government to step back while ensuring the continuation of postal services.
6. Public Debt Reduction: Selling off state-owned enterprises like Royal Mail was also a strategy for the government to reduce public debt and generate revenue. The proceeds from the sale could be used to address other fiscal needs.
7. Global Trends: Many countries had successfully privatized their postal services, leading to improved performance and service levels. The UK government saw this as a potential model for Royal Mail’s future success.

The privatization of Royal Mail occurred in 2013, marking a significant shift in how postal services were delivered in the UK. It allowed Royal Mail to operate more like a commercial entity, aiming for profitability while continuing to provide universal postal services.

😎

Syed Mokhtar Al-Bukhary, seorang ahli perniagaan terkemuka Malaysia, telah menunjukkan minat untuk memprivatiskan Pos Malaysia atas beberapa sebab, yang masing-masing boleh dibuktikan dengan fakta sokongan:

1. Kecekapan Operasi: Memprivatiskan dapat membawa kepada pengurusan yang lebih cekap. Entiti swasta sering beroperasi dengan motif keuntungan, yang dapat mendorong mereka untuk memperkemas operasi, mengurangkan kos, dan meningkatkan penyampaian perkhidmatan. Contohnya, di banyak negara, perkhidmatan pos yang dip privatiskan telah meningkatkan kecekapan operasi, yang membawa kepada tahap perkhidmatan yang lebih baik.
2. Prestasi Kewangan: Pos Malaysia telah menghadapi cabaran kewangan dalam beberapa tahun kebelakangan ini, termasuk kerugian dan penurunan bahagian pasaran. Dengan memprivatiskan, Syed boleh menyuntik modal dan sumber untuk menyusun semula syarikat, memberi tumpuan kepada keuntungan. Sebagai contoh, pada tahun kewangan 2021, Pos Malaysia melaporkan kerugian bersih RM120 juta, menyoroti keperluan untuk penyusunan semula kewangan yang mendesak.
3. Kemajuan Teknologi: Industri pos sedang berkembang dengan kenaikan e-dagang. Pos Malaysia yang dip privatiskan boleh melabur lebih banyak dalam teknologi dan infrastruktur, memperbaiki logistik dan perkhidmatan penghantaran paket. Trend global menunjukkan bahawa syarikat swasta lebih tangkas dalam mengadaptasi teknologi baru untuk memenuhi permintaan pengguna yang berubah.
4. Persaingan Pasaran: Pasaran logistik dan penghantaran di Malaysia semakin kompetitif, dengan pemain seperti Grab dan Lalamove memasuki ruang tersebut. Memprivatiskan Pos Malaysia akan membolehkan lebih banyak ketangkasan strategik untuk bertindak balas terhadap perubahan pasaran dan keperluan pengguna.
5. Fokus Kerajaan pada Fungsi Teras: Kerajaan Malaysia mungkin mendapat manfaat dengan memberi tumpuan kepada fungsi terasnya sambil membenarkan sektor swasta mengendalikan perkhidmatan seperti penghantaran pos. Ini boleh membebaskan sumber untuk perkhidmatan awam yang memerlukan perhatian kerajaan, seperti pendidikan dan penjagaan kesihatan.
6. Pertumbuhan dalam E-dagang: Dengan pertumbuhan pesat e-dagang, privatisasi dapat memudahkan pelaburan yang diperlukan untuk meraih pasaran ini. Menurut Suruhanjaya Komunikasi dan Multimedia Malaysia, pasaran e-dagang di Malaysia bernilai RM35.2 bilion pada tahun 2021, menunjukkan peluang yang menguntungkan untuk Pos Malaysia memperluas perkhidmatannya.
7. Tren Global: Banyak negara telah berjaya memprivatiskan perkhidmatan pos mereka, yang membawa kepada peningkatan kualiti perkhidmatan dan kepuasan pelanggan. Sebagai contoh, privatisasi Royal Mail di UK pada tahun 2013 telah menghasilkan peningkatan operasi dan prestasi kewangan yang ketara.

Kesimpulannya, memprivatiskan Pos Malaysia di bawah kepimpinan Syed Mokhtar boleh membawa kepada peningkatan kecekapan, kestabilan kewangan, kemajuan teknologi, dan daya saing yang lebih baik dalam pasaran yang berkembang pesat, yang memberi manfaat kepada kedua-dua syarikat dan pelanggannya.

Syed Mokhtar Al-Bukhary, a prominent Malaysian businessman, has shown interest in privatizing Pos Malaysia for several reasons, each of which can be justified with supporting facts:

1. Operational Efficiency: Privatization can lead to more efficient management. Private entities often operate with a profit motive, which can drive them to streamline operations, reduce costs, and enhance service delivery. For instance, in many countries, privatized postal services have improved operational efficiencies, leading to better service levels.
2. Financial Performance: Pos Malaysia has faced financial challenges in recent years, including losses and declining market share. By privatizing, Syed can inject capital and resources to restructure the company, focusing on profitability. For example, in FY2021, Pos Malaysia reported a net loss of RM120 million, highlighting the need for urgent financial restructuring.
3. Technological Advancement: The postal industry is evolving with the rise of e-commerce. A privatized Pos Malaysia could invest more in technology and infrastructure, improving logistics and parcel delivery services. The global trend shows that private companies are more agile in adopting new technologies to meet changing consumer demands.
4. Market Competition: The logistics and delivery market in Malaysia is becoming increasingly competitive, with players like Grab and Lalamove entering the space. Privatizing Pos Malaysia would allow for more strategic agility to respond to market changes and consumer needs.
5. Government Focus on Core Functions: The Malaysian government may benefit from focusing on its core functions while allowing the private sector to handle services like postal delivery. This could free up resources for public services that require government attention, such as education and health care.
6. Growth in E-commerce: With the rapid growth of e-commerce, privatization could facilitate the necessary investments to capture this market. According to the Malaysian Communications and Multimedia Commission, the e-commerce market in Malaysia was worth RM35.2 billion in 2021, indicating a lucrative opportunity for Pos Malaysia to expand its services.
7. Global Trends: Many countries have successfully privatized their postal services, leading to improved service quality and customer satisfaction. For instance, the UK’s Royal Mail privatization in 2013 has resulted in significant operational improvements and financial performance.

In summary, privatizing Pos Malaysia under Syed Mokhtar’s leadership could lead to enhanced efficiency, financial stability, technological advancement, and better competitiveness in a rapidly evolving market, benefiting both the company and its customers.

There are various factors to consider regarding the potential privatization of POS Malaysia, similar to what has happened with MMC Corporation and Proton.

1. Market Performance: If POS Malaysia continues to face financial challenges, a privatization strategy could be seen as a way to restructure and revitalize the company.
2. Government Support: The Malaysian government may play a significant role in determining the future of POS Malaysia, especially if it has strategic importance in logistics and delivery services.
3. Private Investment Interest: Potential investors may find value in POS Malaysia’s assets and market presence, which could lead to discussions about privatization.
4. Regulatory Environment: Any move toward privatization would need to comply with Malaysian regulations and receive approval from relevant authorities.
5. Comparative Cases: Looking at the experiences of MMC and Proton, lessons can be drawn regarding management, operational efficiency, and the impact of privatization on stakeholders😍

There are various factors to consider regarding the potential privatization of POS Malaysia, similar to what has happened with MMC Corporation and Proton.

1. Market Performance: If POS Malaysia continues to face financial challenges, a privatization strategy could be seen as a way to restructure and revitalize the company.
2. Government Support: The Malaysian government may play a significant role in determining the future of POS Malaysia, especially if it has strategic importance in logistics and delivery services.
3. Private Investment Interest: Potential investors may find value in POS Malaysia’s assets and market presence, which could lead to discussions about privatization.
4. Regulatory Environment: Any move toward privatization would need to comply with Malaysian regulations and receive approval from relevant authorities.
5. Comparative Cases: Looking at the experiences of MMC and Proton, lessons can be drawn regarding management, operational efficiency, and the impact of privatization on stakeholders😎

Up2sen dah, uptrend dah started. Tunggu mgo by Syed macam mmc, proton, dll

Last chance to buy POS of drb before it fly nonstop 😎

Touch 33.5sen more to come🤩

33sen, on the way up. Pave the way for privatization like mmc, proton by syed

POS is rising now, hope for the best like MMC, proton with Syed 😉

Maybe, granted geely to sapu POS shares from the open market. Like proton taken private and then sell 49%++ to geely, pos as well? Wait n see

POs jumped to 32sen so early, a good sign

I think everyone hopes Syed privatize POS asap usah memalukan negara hehe

Sapu in stages till 50sen++ for more shares, then offer a price like what he did for mmc 😁

Time up for Syed to do what he did for mmc for POS now. Buy pos for super abnormal ROI probably 😉

POS should be next anytime

Yes, MMC Corporation Berhad, a Malaysian infrastructure and energy company, was privatized in 2022. The privatization was completed after the company was taken private by a consortium led by its largest shareholder, Tan Sri Syed Mokhtar Al-Bukhary. This move aimed to streamline operations and focus on long-term growth strategies without the pressures of public market scrutiny.

😉

Pos acquisition was the biggest shame of Syed in the corporate world if not mistaken

Even 36sen = 10% of rm3.60 paid by Syed to buy POS dulu😅

Syed will do something I believe , acquired POs at rm3.60, now ~32sen. Time to take immediate action e.g. mgo etc restructure quietly etc