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3239 BJASSET BERJAYA ASSETS BERHAD
Change in Boardroom
Date of Change: 05/07/2024
Type of Change: Appointment
Designation: Managing Director
Directorate: Exec
Name: AHMAD RADZI BIN ZAINI
Age: 44
Country:
Nationality: Malaysia
Qualifications:
Working Experience and Occupation:
You are advised to read the entire contents of the announcement or
attachment. To read the entire contents of the announcement or attachment,
please access the Bursa website at http://www.bursamalaysia.com
Directorship of public companies (if any):
1) Gading Berhad2) Gading Group Berhad
Family relationship with any director and/or major shareholder of the listed issuer:
NIL
Details of any interest in the securities of the listed issuer or its subsidiaries:
NIL
Remarks:
You are advised to read the entire contents of the announcement or attachment.
To read the entire contents of the announcement or attachment, please access
the Bursa website at http://www.bursamalaysia.com
Submitted By:

05/07/2024 07:00 AM


Ref Code: 202407053300221

Bjassets should turnaround soon

A “turnaround” for a company like Berjaya Assets Berhad (BJASSET) would refer to efforts to reverse its financial or operational decline, aiming to improve profitability and market standing. Key elements of a successful turnaround typically involve strategies such as:

1. Debt Management: BJASSET has focused on reducing its debt over recent years. For instance, its debt-to-equity ratio has improved, indicating progress in managing financial liabilities .
2. Business Diversification and Restructuring: Expanding or reorganizing its business segments, particularly in its property investments and gaming activities, can help BJASSET revitalize its revenue streams. With property development being a core strength, such ventures could provide growth .
3. Operational Efficiency: Companies in turnaround situations often streamline operations, cut costs, and improve efficiency. BJASSET’s involvement in various sectors like hotel and theme park management means operational excellence in these areas can drive improved profitability .
4. Market Catalysts: Positive market factors, such as rising foreign direct investment (FDI) in Malaysia, are expected to support economic growth and could aid BJASSET’s recovery, as economic tailwinds are critical in turnaround phases .

If the company continues to focus on these elements, it may position itself for a successful financial recovery.

Nice🤗 https://rajadarrylloh.com/pos-logistics-berhads-disposal-of-its-subsidiary/

Pos, bila mau spin off your islamic pawn biz via ipo macam papajack?😁

Pappajack Bhd (KL:PPJACK) have received approval from the Securities Commission Malaysia (SC) to transfer their listings from the ACE Market to the Main Market of Bursa Malaysia. The SC granted the approvals through a letter dated Oct 15, which both companies received on Oct 16. The approvals were issued under Section 214(1) of the Capital Markets and Services Act 2007, in addition to fulfilling the Bumiputera equity requirement for public-listed companies. — Infoline Tec, Pappajack secure SC nod for Main Market transfer

🇲🇾 Tahukah anda banyak produk di Pos Shop sebenarnya buatan Malaysia?
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Kami minta pelanggan untuk memilih jenama tempatan kegemaran mereka, dan hasilnya memang best! Dari snek tempatan sampai barang keperluan harian, kami teruja nak tunjukkan apa yang membuatkan Malaysia ni sangat istimewa. Jom sama-sama sokong produk tempatan dan raikan semangat #SapotLokal! 🌟
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So you buy snacks from Pos Shop? Very demure, very mindful 🎀✨
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Pink Promo sudah bermula di semua cawangan Pos Shop seluruh negara! Enjoy 10% diskaun bila anda beli barangan berwarna pink, dan banyak lagi promosi yang cutesy 💕
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Tag kakak, adik, ibu, makcik dan all the ladies you know!
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#KamiSampaikan #KamiSampaikanTawaranHebat
#PosShop

The ZUS x Pos Malaysia Stamp Pack is here! 😃

Celebrate local pride with this exciting collaboration that showcases an exclusive stamp collection. ✨

Get your stamp today at only RM15.90 with every purchase of a drink from the Bundle Promo category on the ZUS app! 🙌

Let’s #SapotLokal 😁

#ZUSxPosMalaysia

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Great deals at the post office! 🎉

Get exclusive discounts on international shipping and prepaid packages, plus a chance to win exclusive goodies when you renew your road tax & insurance with us.

Don't miss this opportunity!

Visit the nearest Pos Malaysia office now: bit.ly/3Ii2Wn8

The Sarawak government’s acquisition of stakes in Maswings, Affin Bank, and the potential acquisition of Pos Malaysia can be seen as part of a strategic push to enhance the state’s economic independence, improve infrastructure, and gain greater control over critical industries. Here's why a potential acquisition of Pos Malaysia would be a logical and strategic move for the Sarawak government:

1. Strategic Control Over Logistics Infrastructure:

Crucial for Rural Connectivity: Pos Malaysia’s logistics network, particularly in the vast and geographically challenging areas of Sarawak, is vital for maintaining efficient supply chains. By acquiring a stake, the state government could ensure that logistics and postal services are optimized for the region’s needs, including improving access to remote areas and boosting the state's internal connectivity.

Economic Development: Logistics is a critical enabler of e-commerce and regional trade. With Pos Malaysia under some level of local control, Sarawak could prioritize infrastructure that promotes the state's growing business and trade sectors. This is especially important for SMEs in Sarawak, where distribution and access to national markets can be costly and inefficient without proper infrastructure.



2. Alignment with Sarawak’s Economic Autonomy Goals:

Diversification of Investments: Following the acquisition of Maswings and Affin Bank, the potential investment in Pos Malaysia fits into a broader strategy of diversifying Sarawak’s portfolio in key industries that directly impact local economic development. The Sarawak government has already shown that it seeks to strengthen its financial sector with Affin Bank and its transport infrastructure with Maswings. Pos Malaysia would provide a similar boost to its logistics and communication capabilities, allowing the state to better support businesses and residents alike.

Revenue Generation: Pos Malaysia is involved in parcel deliveries, freight forwarding, and financial services. With the rise of e-commerce, Pos Malaysia’s parcel delivery business, in particular, has potential for growth. A strategic stake in this company could generate steady income, strengthening Sarawak's revenue base while modernizing the state's postal and logistics infrastructure.



3. Political and Economic Sovereignty:

Reducing Dependence on Federal Control: By acquiring stakes in national or regional companies, the Sarawak government is moving towards greater economic autonomy, reducing its dependence on the federal government for key services such as transportation, financial services, and logistics. This is important for ensuring that Sarawak’s unique needs and regional priorities are met without waiting for federal action.

Influence Over National Entities: A stake in Pos Malaysia would give Sarawak a voice in decisions about logistics and communications infrastructure that are essential for the state’s development. This could help align national operations with Sarawak’s development goals, ensuring that the region’s unique geographical challenges are accounted for in service delivery and business strategy.



4. Synergy with Existing Investments:

Maswings and Pos Malaysia Partnership: There is potential synergy between Maswings and Pos Malaysia, particularly in logistics and parcel delivery. The state could create an integrated logistics network combining air and ground transport, which would be invaluable in servicing remote areas. This could also help reduce transportation costs and improve delivery times for businesses in Sarawak.

Banking and Postal Services Integration: The Sarawak government's stake in Affin Bank could facilitate the integration of financial services into the postal network. Post offices could offer banking services, improving access to financial services in underserved areas. This could further support the state’s financial inclusion initiatives.



5. Expansion of Digital Services:

Modernizing Services: With Pos Malaysia’s push into digital services and modernization, Sarawak could ensure that its citizens benefit from improved and innovative postal services. This would be crucial in supporting the state’s digital economy and promoting financial inclusion, especially in rural areas where access to banking and digital services is limited.




In summary, acquiring a stake in Pos Malaysia would allow Sarawak to take control of an essential infrastructure that aligns with its broader economic, logistical, and digital aspirations. It fits well with previous acquisitions and supports Sarawak’s goal of increasing autonomy, improving local services, and generating long-term economic returns.

Financial reengineering for Pos Malaysia can maximize stakeholder value through several strategic initiatives. Here are the key justifications for this approach:

1. Cost Efficiency

• Operational Streamlining: Financial reengineering allows Pos Malaysia to identify and eliminate inefficiencies in its operations, leading to reduced costs. By optimizing processes and resource allocation, the company can enhance its profitability and provide better returns to shareholders.
• Outsourcing Non-Core Functions: By outsourcing non-core activities, such as certain administrative tasks or logistics, Pos Malaysia can focus on its core competencies while reducing overhead costs.

2. Revenue Diversification

• Exploring New Revenue Streams: Reengineering efforts can identify new business opportunities, such as e-commerce logistics, warehousing services, or financial services. Diversifying revenue sources can enhance overall financial stability and increase stakeholder value.
• Value-Added Services: Developing and offering additional services (like package tracking, express delivery, or digital solutions) can attract new customers and increase the average revenue per user.

3. Investment in Technology

• Digital Transformation: Investing in technology can improve operational efficiency, enhance customer experience, and streamline processes. Implementing automated systems for sorting and delivery can lead to faster service and reduced operational costs.
• Data Analytics: Leveraging data analytics can provide insights into customer behavior, preferences, and market trends, enabling more informed decision-making and targeted marketing strategies.

4. Enhancing Customer Experience

• Improved Service Quality: Financial reengineering can lead to better resource allocation for customer service initiatives, enhancing service quality and customer satisfaction. Satisfied customers are more likely to return and recommend services, boosting revenues.
• Customer-Centric Innovations: Focusing on customer needs can lead to innovative solutions that create added value, strengthening customer loyalty and increasing market share.

5. Financial Health and Stability

• Debt Restructuring: Reengineering efforts can address any existing debt issues by restructuring loans or seeking more favorable financing options, leading to improved cash flow and financial stability.
• Strengthening Balance Sheet: By improving profitability and cash flow, Pos Malaysia can enhance its balance sheet, making it more attractive to investors and creditors, thereby increasing stakeholder confidence.

6. Sustainability Initiatives

• Eco-Friendly Practices: Incorporating sustainability into the business model can attract socially conscious investors and customers. Initiatives such as reducing carbon footprints or utilizing electric delivery vehicles can enhance the company’s reputation and market position.
• Long-Term Value Creation: Sustainability-focused strategies contribute to long-term value creation for stakeholders by ensuring that the company can thrive in a changing regulatory and environmental landscape.

7. Stakeholder Engagement

• Transparent Communication: Reengineering financial practices can include better communication and engagement with stakeholders, including investors, employees, and customers. This transparency can build trust and foster a positive relationship, ultimately enhancing stakeholder value.
• Employee Involvement: Engaging employees in the reengineering process can lead to increased morale and productivity, as they feel valued and part of the company’s success.

8. Strategic Partnerships and Alliances

• Collaboration Opportunities: Financial reengineering can facilitate partnerships with other businesses, technology providers, and logistics firms. Such collaborations can enhance service offerings, expand market reach, and share costs, thereby maximizing stakeholder value.

9. Performance Measurement and Accountability

• Establishing KPIs: Implementing key performance indicators (KPIs) can help track progress and measure the effectiveness of reengineering efforts. This accountability ensures that management remains focused on maximizing stakeholder value.
• Continuous Improvement: A culture of continuous improvement can be fostered, encouraging ongoing assessment and adjustment of strategies to align with stakeholder interests.

Conclusion

Financial reengineering for Pos Malaysia can effectively maximize stakeholder value by enhancing operational efficiency, diversifying revenue streams, investing in technology, and improving customer experiences. By strategically focusing on cost management and innovation, Pos Malaysia can strengthen its financial health, foster sustainable growth, and create lasting value for all stakeholders involved.

Kerajaan negeri Sarawak dan Sabah patut mempertimbangkan untuk membeli balik servis pos daripada Pos Malaysia berdasarkan beberapa justifikasi penting:

1. Autonomi Tempatan

• Pengurusan Sendiri: Dengan memiliki servis pos, kerajaan negeri dapat mengurus operasi secara langsung dan menyesuaikan perkhidmatan dengan keperluan khusus komuniti tempatan.
• Keutamaan Tempatan: Pengurusan negeri membolehkan fokus yang lebih besar pada isu-isu tempatan yang dihadapi oleh rakyat, yang mungkin diabaikan oleh pengurusan pusat.

2. Peningkatan Kualiti Perkhidmatan

• Perkhidmatan yang Disesuaikan: Keperluan geografi dan demografi Sarawak dan Sabah yang unik memerlukan penyelesaian yang lebih khusus. Pengurusan negeri dapat meningkatkan kualiti perkhidmatan dengan lebih baik.
• Penghantaran Tepat pada Masanya: Pengendalian tempatan boleh meningkatkan kecekapan dalam pengedaran, memastikan perkhidmatan pos sampai dengan lebih cepat, terutamanya di kawasan terpencil.

3. Pembangunan Ekonomi

• Penciptaan Pekerjaan: Pengendalian servis pos oleh kerajaan negeri boleh membuka peluang pekerjaan, menyokong pertumbuhan ekonomi setempat.
• Pelaburan dalam Infrastruktur: Keuntungan yang diperoleh daripada perkhidmatan pos boleh dilaburkan semula ke dalam pembangunan infrastruktur tempatan.

4. Pengurusan Kos

• Pengawalan Harga: Kerajaan negeri boleh menetapkan strategi harga yang sesuai dengan keadaan ekonomi setempat, memastikan perkhidmatan tetap berpatutan untuk semua rakyat.
• Mengurangkan Kos Operasi: Pengurusan yang lebih dekat dengan masyarakat mungkin dapat meningkatkan kecekapan operasi dan mengurangkan kos.

5. Relevansi Budaya dan Bahasa

• Sensitiviti Budaya: Perkhidmatan pos yang dikendalikan oleh negeri boleh lebih memahami dan menghargai kepelbagaian budaya serta bahasa di Sarawak dan Sabah, menjadikannya lebih mudah diakses oleh penduduk.

6. Mengukuhkan Tadbir Urus Tempatan

• Akauntabiliti: Perkhidmatan pos yang diurus oleh kerajaan negeri lebih mudah dipertanggungjawabkan kepada rakyat, meningkatkan kepercayaan dan ketelusan.
• Penglibatan Awam: Kerajaan negeri boleh lebih efektif dalam mengumpulkan maklum balas daripada masyarakat dan meningkatkan perkhidmatan berdasarkan keperluan mereka.

7. Aset Strategik Negara

• Pembangunan dan Pengintegrasian: Perkhidmatan pos adalah komponen penting dalam logistik dan komunikasi. Pengendalian oleh negeri boleh memperbaiki integrasi dengan inisiatif pembangunan tempatan dan serantau.
• Sokongan untuk E-Dagang: Dengan meningkatnya e-dagang, pengendalian servis pos secara tempatan penting untuk memudahkan pengiriman dan meningkatkan kesalinghubungan.

8. Keadilan Sosial

• Akses Seimbang: Memastikan semua masyarakat, termasuk yang berada di kawasan luar bandar atau kurang diberi perhatian, mempunyai akses kepada perkhidmatan pos yang mencukupi dapat membantu mengurangkan jurang sosio-ekonomi.
• Kepentingan Awam: Pengendalian oleh negeri dapat memastikan perkhidmatan penting ini mengutamakan kepentingan awam berbanding keuntungan.

9. Respon Krisis dan Ketahanan

• Tindakan Cepat dalam Krisis: Dalam keadaan darurat, seperti bencana alam, perkhidmatan pos yang diurus oleh negeri boleh dikerahkan dengan lebih cepat untuk menyediakan sokongan dan bantuan.

10. Pengurangan Kebergantungan kepada Kerajaan Persekutuan

• Kemandirian: Dengan menguasai servis pos, Sarawak dan Sabah dapat mengurangkan kebergantungan kepada sistem kerajaan persekutuan dan memperkukuh struktur tadbir urus mereka sendiri.

Kesimpulan

Pembelian balik servis pos daripada Pos Malaysia oleh kerajaan negeri Sarawak dan Sabah akan membolehkan kawalan tempatan yang lebih baik, meningkatkan kualiti perkhidmatan, dan menyokong pembangunan ekonomi. Langkah ini dapat menyesuaikan operasi pos dengan keperluan unik kawasan tersebut, meningkatkan aksesibiliti dan mempromosikan keadilan sosial. Walau bagaimanapun, adalah penting bagi kerajaan negeri untuk memastikan mereka mempunyai sumber dan kapasiti yang diperlukan untuk menguruskan perkhidmatan pos dengan berkesan.

The state governments of Sarawak and Sabah should consider buying back postal services from DRB-HICOM for several compelling reasons:

1. Local Autonomy and Control

• Empowerment: By acquiring postal services, the state governments can gain greater control over their operations, allowing them to tailor services to meet the unique needs of their communities.
• Alignment with Local Priorities: State management would enable a focus on local issues, improving responsiveness to the specific challenges faced in these regions.

2. Enhanced Service Delivery

• Addressing Regional Needs: Sabah and Sarawak have vast and diverse geographical areas. Local management would allow for more effective distribution networks, addressing logistical challenges and ensuring timely service delivery to remote areas.
• Customized Solutions: State governments can implement strategies that specifically cater to the demographics and geography of their populations, improving overall service quality.

3. Economic Development

• Job Creation: Local ownership of postal services could stimulate job creation within the states, supporting local economies and fostering entrepreneurship.
• Investment in Infrastructure: The state governments could reinvest profits back into the local economy, enhancing postal infrastructure and related services, which can lead to broader economic development.

4. Cost Management

• Control Over Pricing: By managing postal services, state governments can implement pricing strategies that reflect local economic conditions and ensure affordability for residents.
• Reduction of Operational Costs: Local management may lead to improved operational efficiencies and cost savings that can be passed on to consumers.

5. Cultural and Linguistic Relevance

• Cultural Sensitivity: State-run postal services could better reflect the cultural and linguistic diversity of Sabah and Sarawak, making services more accessible and relevant to local populations.

6. Strengthening Local Governance

• Accountability: A state-run postal service would be more directly accountable to local citizens, fostering greater trust and transparency in operations.
• Public Engagement: State governments could engage more effectively with communities to gather feedback and improve services based on local needs.

7. Strategic National Asset

• Investment in Development: Postal services are a critical component of national logistics and communication. State ownership could lead to better integration with other local and regional development initiatives.
• Support for E-Commerce: Local postal services are essential for facilitating e-commerce, particularly in rural areas. By managing these services, state governments can promote digital commerce and connectivity.

8. Social Equity

• Equitable Access: Ensuring that all communities, especially those in rural or underserved areas, receive adequate postal services can help bridge the socio-economic gap.
• Public Interest: State ownership would prioritize the public interest over profit, ensuring that essential services are available to all residents.

9. Crisis Response and Resilience

• Local Disaster Response: In times of crisis (such as natural disasters), state-run postal services could be mobilized more quickly to provide essential services and support recovery efforts.

10. Reduction of Federal Dependency

• Self-Reliance: By acquiring postal services, Sabah and Sarawak can reduce their dependency on federal systems and empower their own governance structures.

Conclusion

The buyback of postal services from DRB-HICOM by the state governments of Sabah and Sarawak would enable greater local control, improve service delivery, and support economic development. This move could align postal operations with the unique needs of these regions, enhancing accessibility and promoting social equity. However, it would be crucial for the state governments to ensure that they have the necessary resources and capacity to manage postal services effectively.

Timely revisions of postal service rates are essential for several reasons:

1. Inflation and Cost Adjustments

• Rising Operational Costs: Inflation can increase costs for labor, fuel, transportation, and materials. Regularly updating rates ensures that postal services can cover these expenses and maintain service quality.
• Sustainability: Without timely rate adjustments, postal services may struggle financially, leading to reduced services or even potential insolvency.

2. Market Competitiveness

• E-commerce Growth: With the rapid rise of e-commerce, postal services must remain competitive against private courier companies. Adjusting rates can help align with market conditions and service offerings.
• Innovation: Regularly revising rates can reflect investments in new technologies and services, ensuring that postal services remain attractive to consumers.

3. Service Quality and Expansion

• Investment in Infrastructure: Increased rates can fund improvements in infrastructure, technology, and service capabilities, leading to better service quality and reliability.
• Service Diversification: Timely rate revisions allow postal services to introduce and support new offerings, such as express delivery or specialized logistics solutions.

4. Regulatory and Economic Changes

• Compliance with Regulations: Changes in regulatory frameworks may necessitate adjustments in pricing structures to remain compliant with government policies.
• Economic Conditions: Economic downturns or shifts in consumer behavior may require flexible pricing strategies to maintain demand.

5. Customer Transparency and Trust

• Predictability: Regular updates in rates help customers anticipate changes, fostering transparency and trust in postal services.
• Understanding Value: Communicating the reasons behind rate changes can help customers appreciate the value of services provided, reducing dissatisfaction.

6. Equity in Service Provision

• Addressing Disparities: Timely revisions can ensure that rates remain equitable across different regions, particularly in rural or underserved areas where costs may differ significantly.
• Universal Service Obligation: Ensuring that all regions receive affordable postal services may require adjustments to rates to balance costs and accessibility.

7. Financial Health of Postal Services

• Preventing Losses: Regularly revising rates helps prevent accumulated losses that can threaten the financial health of postal services, ensuring their sustainability.
• Investment Attraction: A financially stable postal service is more likely to attract investment, which can further improve service delivery.

Conclusion

Timely revision of postal service rates is crucial for adapting to changing economic conditions, maintaining service quality, ensuring competitiveness, and supporting the overall financial health of postal operations. By doing so, postal services can continue to meet the needs of consumers effectively and sustainably.

The federal government of Malaysia should consider buying back postal services from DRB-HICOM for several key reasons:

1. Public Service Mandate: Control over postal services ensures a focus on public access and affordability rather than profit maximization.
2. National Security: Federal control protects sensitive information and communication from private interests.
3. Enhanced Service Delivery: The government can prioritize service in rural and underserved areas, ensuring equitable access across the country.
4. Economic Development: Government management can facilitate better integration of postal services into national development strategies, boosting local economies and job creation.
5. Price Control: Public ownership allows for fair pricing of postal services, preventing burdensome increases that could occur under private ownership.
6. Strategic Asset: Control over the postal service as a national asset enables targeted investments in infrastructure and technology.
7. Public Accountability: Government ownership increases transparency and accountability, aligning operations with public interests.
8. Long-Term Sustainability: A government approach can focus on adapting to future challenges in the postal and logistics sectors.
9. Revenue Generation: A well-managed postal service can become a profitable entity that contributes to national revenues.
10. Social Equity: Federal control supports access for all Malaysians, promoting inclusivity, particularly in rural regions.

Overall, while there are financial and operational challenges, buying back the postal services would enhance service quality and ensure alignment with national interests.

The argument for Sabah and Sarawak managing their own postal services instead of the federal government focuses on enhancing local autonomy under the Malaysia Agreement 1963 (MA63), addressing unique geographical challenges, and improving efficiency. Local governments are better positioned to tailor services to the needs of rural, remote, and indigenous communities, respond faster to issues, and align postal services with state priorities. It could also foster local economic benefits and better integrate with regional transportation networks. However, challenges like resource constraints and loss of economies of scale must be considered.

Charles Brewer, Chief Executive Director of Malaysia Post

Improve the digital infrastructure

Charles Brewer, CEO of Malaysia Post (POS, 4634, Mainboard Transportation and Logistics Stock) Group, said that the biggest challenge at present is the increasing expenditure related to managing traditional costs and fulfilling universal service obligations (USO), and at the same time, it is also facing the pressure of structural transformation of the digital economy.

He hopes that the government can give priority to improving digital infrastructure and provide incentives to support human and labor development.

"We hope that the government can provide subsidies to support the transformation and upgrading of enterprises."

He also hopes that the government will launch more green logistics awards, continue to improve infrastructure, and increase support for digital upgrading.

https://www.klsescreener.com/v2/news/view/1409397

pegang bersama kwap, kswp & drb. Tunggu mat salleh ceo buat sesuatu yg ajaib, dll😎

MQ Trading Signals
Time
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2024-10-16 15:50:00
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TURTLE SYSTEM 20
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TURTLE SYSTEM 20
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EMA

😍 The largest shareholders of Pos Malaysia, including DRB-HICOM, KWAP, and PNB, hold their shares for several key reasons:

1. Strategic National Importance: Pos Malaysia plays a crucial role in Malaysia’s postal and logistics infrastructure, particularly in rural areas.
2. Long-Term Growth Potential: The rise of e-commerce presents opportunities for growth in parcel and logistics services.
3. Institutional Support: Government-linked investors support Pos Malaysia as part of broader national development and infrastructure goals.
4. Recovery Efforts: Restructuring and digital transformation could lead to a financial turnaround.
5. Dividend and Value Potential: Shareholders anticipate long-term value growth and potential dividends.

$$$😍

Turnaround Potential: Pos Malaysia has been working on cost optimization, digital transformation, and improving its parcel and logistics services to address the declining traditional mail business. Investors may still hold shares because they believe these recovery efforts could eventually lead to a financial turnaround, especially as the company adapts to changing market conditions.

As of recent reports, the largest shareholders of Pos Malaysia include:

1. DRB-HICOM Berhad – The majority shareholder.
2. Kumpulan Wang Persaraan (KWAP) – The Malaysian civil service pension fund.
3. Permodalan Nasional Berhad (PNB) – A Malaysian government-linked investment company.

Reasons for Holding Shares in Pos Malaysia

1. Strategic Importance as a National Asset

• Critical Infrastructure: Pos Malaysia plays a vital role in Malaysia’s logistics and postal infrastructure. Large shareholders like DRB-HICOM and government-linked entities (KWAP, PNB) recognize its strategic importance in ensuring Malaysia’s logistics needs are met, especially in rural areas where Pos Malaysia has a significant presence.
• National Service Mandate: The company holds a monopoly on traditional mail delivery, and given its status as a government-linked company (GLC), there’s an element of national service involved. This mandate aligns with long-term national interests, which makes government-linked funds inclined to maintain a stake.

2. Potential for Long-Term Growth

• E-Commerce Boom: With Malaysia’s growing e-commerce market, Pos Malaysia is poised to capture significant parcel volume. Its nationwide network makes it a key player in the last-mile delivery segment. Shareholders are likely holding shares with the expectation that investments in logistics infrastructure and digital transformation will pay off in the long term.
• Logistics Expansion: Pos Malaysia is not just a postal service but a logistics provider. With the expansion into more profitable logistics and courier services, the company is positioned to benefit from growth in the e-commerce and retail sectors. This potential for diversification offers shareholders hope for a future turnaround.

3. Government and Institutional Support

• Support from DRB-HICOM: As the majority shareholder, DRB-HICOM may see long-term value in maintaining its investment due to the synergies between its other businesses (such as automotive and manufacturing) and Pos Malaysia’s logistics capabilities.
• Government-Linked Ownership Stability: KWAP and PNB’s investment strategies often align with national development goals and support long-term value rather than short-term profits. They may view Pos Malaysia as a long-term investment, contributing to national infrastructure and employment.

4. Recovery Plans and Restructuring

• Turnaround Potential: Pos Malaysia has been working on cost optimization, digital transformation, and improving its parcel and logistics services to address the declining traditional mail business. Investors may still hold shares because they believe these recovery efforts could eventually lead to a financial turnaround, especially as the company adapts to changing market conditions.
• Monopoly in Mail Delivery: Despite the decline in traditional mail, Pos Malaysia’s monopoly over letter delivery in Malaysia provides a stable, albeit shrinking, revenue stream. Shareholders likely see this as a steady, low-risk source of income.

5. Dividend Income and Long-Term Value

• Stable Dividends: In the past, Pos Malaysia paid dividends to shareholders. Although dividend payouts have fluctuated, institutional investors like KWAP and PNB typically hold shares in such companies for steady, long-term returns. If Pos Malaysia returns to profitability, dividends could increase again.
• Undervalued Asset: Some investors may view Pos Malaysia as undervalued, expecting a market rebound if the company successfully restructures and adapts to the digital economy. Holding the shares for a potential future value increase could be part of the strategy.

Conclusion

The largest shareholders, particularly government-linked entities like DRB-HICOM, KWAP, and PNB, are likely holding on to their shares due to Pos Malaysia’s strategic importance, its potential to benefit from the growing e-commerce sector, and its role as critical national infrastructure. Additionally, these shareholders may see long-term value in the company as it continues restructuring and expanding into more profitable logistics services.

Pos Malaysia’s Islamic pawn business (Ar-Rahnu) and Pos Shop hold significant growth potential:

1. Ar-Rahnu (Islamic Pawn):
• Growing demand for Shariah-compliant financial services, particularly among Malaysia’s large Muslim population.
• Ar-Rahnu provides short-term liquidity with low risk and stable fee-based income.
• Pos Malaysia’s wide branch network offers strong potential for expanding Ar-Rahnu services, especially in underserved areas.
2. Pos Shop:
• Strategic locations can attract more foot traffic by expanding product offerings (e.g., tech gadgets, convenience items) and serve as pick-up/drop-off (PUDO) points for e-commerce.
• Cross-selling financial services and offering postal supplies for small businesses can boost revenue.
• Synergies with logistics and e-commerce further enhance profitability.

Both businesses can diversify Pos Malaysia’s revenue streams, leveraging its extensive infrastructure.

Pos Malaysia could potentially rebound for several reasons, though it’s essential to look at both internal and external factors. Here’s why a rebound may be justified:

1. Digital Transformation & E-Commerce Growth

• E-Commerce Boom: The rise of e-commerce in Malaysia and globally, especially post-pandemic, is driving demand for parcel delivery and logistics services. Pos Malaysia, with its extensive network, can capitalize on this shift if it strengthens its logistics and last-mile delivery capabilities.
• Digitalization Initiatives: Pos Malaysia has been focusing on digitalization, such as upgrading its systems to enhance delivery tracking and user experiences. Modernizing its processes and services can help it compete more effectively with private couriers and logistics companies.

2. Strategic Partnerships & Diversification

• Partnerships: Pos Malaysia could form strategic partnerships with local and international companies to boost its business lines. Partnerships with e-commerce platforms or logistics companies could improve operational efficiency and expand its market reach.
• Diversified Services: Beyond traditional mail, Pos Malaysia has already diversified into parcel delivery, logistics, and courier services. Expanding into other areas, such as fintech or warehousing, could provide new revenue streams and balance risks.

3. Operational Improvements

• Cost Management: The company has been working to streamline operations and reduce costs, such as optimizing routes, using automated sorting systems, and reducing redundancy in its workforce. Better cost control can lead to improved profitability.
• Fleet Modernization: Pos Malaysia’s efforts to upgrade its fleet for better fuel efficiency or sustainability, including electric vehicles, could also attract positive sentiment from environmentally-conscious consumers and businesses.

4. Government Support & National Importance

• Government Ownership: As a government-linked company (GLC), Pos Malaysia may receive support through favorable policies or even funding to ensure it continues to serve its national role.
• Regulatory Protections: As the national postal service provider, Pos Malaysia holds certain monopolistic advantages, such as the exclusive right to deliver letters. This can provide a steady source of revenue, even if mail volumes are declining overall.

5. Economic Recovery & Consumer Confidence

• Post-Pandemic Economic Recovery: With economic conditions improving in Malaysia and globally, consumer confidence and spending are likely to increase. This would translate into greater volumes of parcels and mail being processed.
• B2B Opportunities: Many businesses are returning to normal operations, driving demand for reliable logistics, warehousing, and courier services.

6. Sustainability Initiatives

• Green Logistics: As sustainability becomes a focus globally, Pos Malaysia’s potential pivot to more sustainable operations (e.g., electric vehicles, carbon-neutral delivery services) could attract environmentally conscious customers and partners. It could also benefit from government incentives for green initiatives.

In summary, Pos Malaysia’s rebound could be justified by leveraging e-commerce growth, enhancing operational efficiency, strategic diversification, and potentially government support. However, it will need to navigate competition and continue investing in its modernization efforts to sustain its position.

😎 pos & drb, sama2 berdikari😎

pos & drb, sama2 berdikari😎

semoga drb privatise it also, sesiapa tak syiok boleh exit serta merta 😎

reformasi & transformasi sedang berjalan, mat salleh ceo akan realisasikan semua. Best entry point kini. 50sen - RM1 ++ tak lama lagi😎😇

Pos Malaysia group chief executive officer Charles Brewer will speak on “Leadership and management strategies for ESG success”.

https://www.klsescreener.com/v2/news/view/1408841

Kwsp & kwap masih ada syer pos, sabar ya

Charles Brewer was chosen as the CEO of Pos Malaysia primarily due to his vast experience and deep expertise in global logistics, supply chain management, and digital transformation. Here are the key reasons why he was selected:

1. Extensive Global Experience: Brewer has worked across multiple regions including Asia, Europe, the Americas, and Africa. This wide-ranging international experience was a key factor in his selection. Pos Malaysia needed a leader who could manage in an increasingly interconnected and competitive global market  .
2. Leadership in Digital and Operational Transformation: Brewer’s leadership roles, particularly his time as the CEO of DHL eCommerce, demonstrated his ability to lead business transformation in a rapidly evolving sector. Pos Malaysia was transitioning to meet the demands of the e-commerce boom, and his expertise in digital transformation was crucial .
3. E-commerce and Last-Mile Delivery Expertise: With e-commerce logistics becoming critical for postal services globally, Pos Malaysia sought someone with direct experience in this area. Brewer’s prior work with DHL and his deep understanding of e-commerce logistics, including first-mile and last-mile delivery, made him a strong candidate .
4. Proven Ability to Lead Large Organizations: Brewer’s tenure at Canada Post and DHL, where he managed large-scale operations, showcased his ability to handle complex organizational challenges, something Pos Malaysia needed as it navigated economic challenges and shifts in consumer behavior .

In short, Brewer’s combination of international experience, focus on e-commerce, and proven track record in transforming logistics businesses made him the ideal choice to lead Pos Malaysia through a period of change and modernization.

Charles Brewer’s extensive background in logistics and e-commerce equips him to lead Pos Malaysia through critical transformations in a rapidly evolving postal and delivery landscape. Here’s a breakdown of what his experience brings to the table:

1. Digital and Operational Transformation Expertise:
Brewer’s history of managing operations at global giants like DHL and Canada Post gives him a strong foundation in optimizing large-scale operations. His knowledge of cross-border logistics and e-commerce fulfillment positions him well to modernize Pos Malaysia’s supply chain. His focus on business and digital transformation is crucial for helping Pos Malaysia pivot from traditional mail services to e-commerce-driven deliveries  .
2. Global Experience and Cultural Insight:
Having worked across different continents (Asia, Africa, Europe, North America, and the Middle East), Brewer has a deep understanding of diverse markets. His ability to manage in various cultural and business contexts can help Pos Malaysia thrive in the Southeast Asian region, while also aligning with international best practices  .
3. E-commerce Logistics Expertise:
As the former CEO of DHL eCommerce, Brewer has significant experience with first-mile and last-mile logistics—key elements in today’s e-commerce economy. His ability to manage these operations at scale means he can streamline Pos Malaysia’s processes, making them more efficient and cost-effective, which is vital in an industry that’s seeing a rapid shift toward digital commerce .
4. Leadership in Market Shifts:
Brewer’s previous roles, such as being COO at Canada Post, demonstrate his ability to navigate organizations through market transitions, from traditional mail services to package delivery. This experience is especially relevant as Pos Malaysia seeks to expand beyond declining mail volumes and focuses more on parcel deliveries driven by online shopping .
5. Adapting to Technological Advances:
Brewer’s history with logistics firms that have adopted technological advancements suggests he will push for innovation at Pos Malaysia. Whether it’s through better automation in sorting centers, improved tracking technology, or enhancing customer experiences through digital platforms, Brewer is likely to bring such initiatives forward  .

In summary, Charles Brewer’s leadership could bring a fresh, globalized perspective to Pos Malaysia, helping it embrace new technology, cater to growing e-commerce demands, and streamline operations to stay competitive.

Charles Brewer has been the Group CEO of Pos Malaysia since August 1, 2021. He took over the role following the departure of the previous CEO, Syed Md Najib Syed Md Noor. Brewer brought extensive experience to the position, having held various roles in logistics and e-commerce, including positions at Canada Post and DHL   .

Markets have been volatile due to uncertainty over the pace of the Fed Fund rate cut and US elections. Yet, equity markets have been resilient with the S&P500 up by 22% and the Nasdaq by slightly more than that quantum. What can we expect for the last quarter of the year and 2025? George Maris, CIO and Global Head of Equities at Principal Asset Management tells us whilst weighing in on Chinese and Japanese equities.

Many countries have postal banks, including Japan, France, Italy, India, Brazil, China, the UK, and Switzerland. The primary justifications for establishing these postal banks are:

1. Financial Inclusion: They provide banking services to underserved and rural populations where traditional banks are scarce.
2. Leveraging Postal Networks: Existing postal infrastructure is used to offer banking services without additional costs for setting up new branches.
3. Revenue Diversification: Postal banks help postal services generate new revenue as traditional mail volumes decline.
4. Trust and Accessibility: Postal services have public trust, making them an ideal platform for offering affordable and accessible financial services.

Many countries have postal banks, including Japan, France, Italy, India, Brazil, China, the UK, and Switzerland. The primary justifications for establishing these postal banks are:

1. Financial Inclusion: They provide banking services to underserved and rural populations where traditional banks are scarce.
2. Leveraging Postal Networks: Existing postal infrastructure is used to offer banking services without additional costs for setting up new branches.
3. Revenue Diversification: Postal banks help postal services generate new revenue as traditional mail volumes decline.
4. Trust and Accessibility: Postal services have public trust, making them an ideal platform for offering affordable and accessible financial services.

Hope it happens hehe

A merger between DRB-HICOM’s Bank Muamalat and Pos Malaysia to form a postal bank can be justified for several reasons:

1. Leverage Financial Expertise: Bank Muamalat’s banking knowledge and infrastructure would accelerate Pos Malaysia’s entry into financial services, ensuring smooth operations and regulatory compliance.
2. Expand Financial Inclusion: The merger would extend banking services, especially Islamic finance, to underserved and rural areas using Pos Malaysia’s vast network.
3. Revenue Diversification: It would allow Pos Malaysia to diversify its revenue streams and cross-sell financial products to postal customers.
4. Digital Banking Growth: Combining digital banking with Pos Malaysia’s physical outlets would enhance customer reach while reducing operational costs.
5. Government Support: The merger aligns with Malaysia’s goals of improving financial inclusion and Islamic finance.
6. DRB-HICOM Synergies: The merger would create operational synergies within the DRB-HICOM group, enhancing profitability.

A merger between DRB-HICOM’s Bank Muamalat and Pos Malaysia to form a postal bank can be justified for several reasons:

1. Leverage Financial Expertise: Bank Muamalat’s banking knowledge and infrastructure would accelerate Pos Malaysia’s entry into financial services, ensuring smooth operations and regulatory compliance.
2. Expand Financial Inclusion: The merger would extend banking services, especially Islamic finance, to underserved and rural areas using Pos Malaysia’s vast network.
3. Revenue Diversification: It would allow Pos Malaysia to diversify its revenue streams and cross-sell financial products to postal customers.
4. Digital Banking Growth: Combining digital banking with Pos Malaysia’s physical outlets would enhance customer reach while reducing operational costs.
5. Government Support: The merger aligns with Malaysia’s goals of improving financial inclusion and Islamic finance.
6. DRB-HICOM Synergies: The merger would create operational synergies within the DRB-HICOM group, enhancing profitability.

The idea of Pos Malaysia setting up a postal bank, both physically and online, can be justified for several strategic reasons:

1. Leveraging Existing Infrastructure: Pos Malaysia already has an extensive network of physical outlets across Malaysia, particularly in rural and underserved areas. By setting up a postal bank, Pos Malaysia could offer financial services to these communities, tapping into its existing infrastructure to offer basic banking services without needing significant additional investment in brick-and-mortar locations.
2. Financial Inclusion: Many rural and underserved populations do not have access to traditional banking services. A postal bank could provide financial inclusion by offering services such as savings accounts, microloans, and remittance services. This would align with the Malaysian government’s broader agenda of improving financial accessibility.
3. Diversification and Revenue Growth: As traditional postal services decline due to digitalization, setting up a postal bank offers Pos Malaysia a new revenue stream. The company could diversify its offerings to include deposit services, loan products, and online financial services, increasing its profitability and long-term sustainability.
4. Online Banking Opportunity: With the growing adoption of digital banking, an online version of a postal bank would allow Pos Malaysia to reach a larger customer base, especially tech-savvy younger generations. It would also reduce operational costs compared to maintaining only physical branches, while offering flexible, 24/7 banking services.
5. Government Support and Regulatory Environment: Many governments encourage postal services to enter the financial sector, and Pos Malaysia could benefit from government incentives or support in setting up a postal bank. Given that postal services in other countries (like Japan and Italy) have successfully ventured into banking, Pos Malaysia could follow a similar path.
6. Synergy with Existing Services: Pos Malaysia already handles financial transactions such as bill payments and remittances. Expanding these services into full-fledged banking offerings would be a natural progression, creating operational synergy and enhancing customer loyalty by offering comprehensive services under one roof.

In summary, setting up a postal bank, both physically and online, would enable Pos Malaysia to diversify, promote financial inclusion, and leverage existing infrastructure and technology, positioning it as a significant player in Malaysia’s financial ecosystem.

Pos Malaysia Bhd (KL:POS) is selling its ship chartering unit that mainly deals with bulk cargoes for RM123.21 million as part of a move to shed non-core businesses.
The proposed sale of PNSL Bhd to SWA Shipping Sdn Bhd will also settle outstanding intra-group trading debts and advances owed to Pos Malaysia, the company said in an exchange filing on Tuesday.
The disposal came at a time when the group announced another quarterly loss of RM19.69 million for the first quarter ended March 31, 2024 (1QFY2024), though narrower by 29% from RM27.66 million a year ago as growth in revenue from its postal services and aviation segments outpaced costs increases. The group has been loss making since FY2019.

Proceeds from the disposal are expected to strengthen its cash flow and reduce its interest expenses, Pos Malaysia said on Tuesday.
Of the RM123.21 million, SWA Shipping needs to pay RM55.61 million for the purchase of the entire equity interest in PNSL.
Meanwhile, the remaining RM67.60 million is for settling outstanding debts and advances that PNSL owes within its group of companies.
Pos Malaysia said the initial inter-company (interco) amount may be adjusted based on an independent verification process by which, for the period from July 1, 2023 to April 30, 2024, the Interco amount will be verified by an auditor chosen by SWA Shipping.
Meanwhile, for the period from May 1, 2024 to the completion date, the Interco amount will not be audited, but Pos Malaysia must provide monthly statements detailing movements of the Interco amount, including a brief description of the purpose of these movements.
The proposed disposal would allow it to “reposition and realign its investments into more profitable businesses with growth prospects, in line with current industry trends”, the company said.
The disposal is expected to “unlock and realise the value of the investment in PNSL”, which represents part of Pos Malaysia's non-core businesses, with the proceeds to be raised expected to strengthen its cash flow position and contribute positively to future earnings.
Pos Malaysia said it plans to allocate RM92.94 million of the disposal proceeds for working capital, and RM27.81 million for repayment of bank borrowings, which stood at approximately RM505 million as of Dec 31, 2023.
SWA Shipping, the acquiring entity, is a private company specialising in freight forwarding and transportation in international and coastal waters.
Subject to regulatory approvals and barring any unforeseen events, the disposal is anticipated to conclude within four months following the signing of the sale and purchase agreement, Pos Malaysia said.

Duit, DLL masuk Q3, 2024 Nanti…😎


https://theedgemalaysia.com/node/712498

🤗🤗🤗
At 32sen, market cap ~rm250m. Drb dah own 50%++, privatize rm150-200 dah cukup dah🤔🤔🤔

At 32sen, market cap ~rm250m. Drb dah own 50%++, privatize rm150-200 dah cukup dah🤔🤔🤔

Spinning off Ar-Rahnu via an IPO, similar to PapaJack, could benefit Pos Malaysia by:

1. Unlocking Value: Capitalizing on the growing Islamic finance market, making the Ar-Rahnu unit more attractive to investors.
2. Raising Capital for Expansion: Funding branch network growth, product development, and technology investments.
3. Specialized Focus: Allowing Ar-Rahnu to operate independently, improving efficiency and management focus.
4. Improving Pos Malaysia’s Financial Health: Helping Pos Malaysia streamline its core business while benefiting from the Ar-Rahnu spinoff.
5. Attracting Islamic Finance Investors: Tapping into the demand for Sharia-compliant financial services.
6. Boosting Brand Visibility: Enhancing Ar-Rahnu’s credibility and customer confidence through its public status.
7. Enabling Strategic Partnerships: Allowing Ar-Rahnu to explore partnerships or mergers in the Islamic finance space.
8. Creating Shareholder Value: Offering growth opportunities for Pos Malaysia’s shareholders.
9. Government Support: Aligning with national goals to promote Islamic finance, potentially benefiting from incentives.

This spinoff could help revive Pos Malaysia by generating capital and focusing on its most promising assets.

The Ar-Rahnu service can play a significant role in enhancing Pos Malaysia and contributing to its revival for several key reasons:

1. Diversification of Revenue Streams

Ar-Rahnu allows Pos Malaysia to diversify its traditional revenue streams, which are largely based on mail and parcel delivery services. With the rise of digital communication, the demand for physical mail has been in decline. By offering financial services like Ar-Rahnu, Pos Malaysia expands its business offerings, tapping into a new and profitable segment of the market—pawning and financial services. This diversification helps reduce the company’s reliance on declining sectors and offers a sustainable source of income.

2. Increased Foot Traffic to Post Offices

Offering Ar-Rahnu services brings more customers to Pos Malaysia’s branches, especially in rural areas where banking services are limited. People coming to use the pawnbroking service may also engage with other Pos Malaysia services, such as mailing, bill payments, or e-commerce logistics. This increases foot traffic and overall engagement with the brand.

3. Customer Loyalty and Trust

Pos Malaysia is a long-standing, trusted national institution. By providing a Sharia-compliant financial service like Ar-Rahnu, it deepens its relationship with the Muslim community, which forms a large portion of Malaysia’s population. The trust in Pos Malaysia’s brand enhances the perception of the Ar-Rahnu service as safe and reliable, attracting a loyal customer base that values both religious compliance and institutional reliability.

4. Financial Inclusion

In rural or underserved areas, banks may not be easily accessible. Pos Malaysia, with its widespread network of branches, can provide essential financial services like microloans through Ar-Rahnu. This promotes financial inclusion by offering people in these regions a way to access cash quickly without resorting to high-interest or non-Sharia-compliant lenders.

5. Resilience During Economic Uncertainty

Ar-Rahnu services are especially valuable during economic downturns or in times of personal financial crisis. People often turn to pawnbroking when they need quick access to liquidity without selling off their valuables. By offering this service, Pos Malaysia remains relevant even during difficult economic times, providing a socially responsible lending option that benefits both the institution and its customers.

6. Synergy with Other Services

Pos Malaysia’s infrastructure—like its physical branches and established operational networks—means it can offer Ar-Rahnu services without massive additional investment. There’s synergy between its logistics services and financial services, allowing the company to cross-sell its various offerings. For example, someone using Ar-Rahnu might also be encouraged to use Pos Malaysia’s insurance, parcel, or money transfer services, further boosting overall revenue.

7. Competitive Edge

The introduction of Ar-Rahnu differentiates Pos Malaysia from other national postal services and even traditional financial institutions. Many conventional banks and financial services don’t offer Sharia-compliant pawnbroking, so Pos Malaysia gains a competitive advantage by catering to a niche but large and growing market. This gives it a unique positioning in the financial services sector.

8. Government and Regulatory Support

As a Sharia-compliant service, Ar-Rahnu is aligned with the Malaysian government’s broader goals of promoting Islamic finance. This could lead to additional regulatory or financial support, partnerships, or subsidies, further helping Pos Malaysia in its revitalization efforts.

9. Enhanced Brand Image and Corporate Responsibility

By providing Ar-Rahnu services, Pos Malaysia contributes to social welfare by offering affordable financial solutions, especially to lower-income individuals. This enhances the company’s brand image as a socially responsible institution, further building trust and goodwill among Malaysians. In a time when corporate social responsibility plays a huge role in public perception, this can be a key advantage for the revival of the brand.

10. Adaptation to Changing Consumer Needs

Pos Malaysia’s integration of financial services like Ar-Rahnu reflects its ability to adapt to changing market needs. By aligning its services with the rising demand for ethical, Islamic financial products, it ensures that it remains relevant in a transforming economic landscape.

In short, Ar-Rahnu enhances Pos Malaysia by diversifying its revenue, increasing foot traffic, building customer trust, promoting financial inclusion, and offering a unique, Sharia-compliant financial service that sets it apart from competitors. This positions Pos Malaysia well for long-term revival and sustainability.

Bila turnaround dah, rm1-2 takda issue, rm3-4 dulu 🤭

Drb jualkan POS Malaysia kpd Lazada or shoppee Lagi cun haha