2024-10-02
Price Target
Automotive - Another Record Year
Source : KENANGA, Price Call : BUY, Price Target : 1.30
Last Price : 1.08, Upside/Downside : +0.22(20.37%)

drb mau let go pos

pos up drb up today

Unlocking Value for Shareholders: Selling Pos Malaysia could allow DRB-HICOM to unlock value for its shareholders, especially if it manages to sell the asset at a premium. The proceeds from the sale could be used to reduce debt, invest in growth areas, or return capital to shareholders.

Unlocking Value for Shareholders: Selling Pos Malaysia could allow DRB-HICOM to unlock value for its shareholders, especially if it manages to sell the asset at a premium. The proceeds from the sale could be used to reduce debt, invest in growth areas, or return capital to shareholders.

Pos Malaysia, like many other postal services, owns extensive physical properties, which it could potentially repurpose for additional revenue streams. However, using its properties as a data warehouse for third parties to maximize profits requires careful consideration of several factors:

Pros:

1. Revenue Diversification: Leasing unused or underutilized properties to third parties could provide a new, stable income stream, especially as the demand for data storage and warehousing grows.
2. Asset Utilization: Utilizing available real estate for modern data storage could increase the value of existing properties, particularly if they are in strategic locations.
3. Synergies with Logistics: Pos Malaysia already handles logistics and deliveries. Expanding into data warehousing could complement its existing services, offering digital and physical infrastructure.
4. Growing Demand for Data Centers: The rise in cloud computing and big data management has led to a surge in demand for data center space, making this a timely opportunity.

Cons and Challenges:

1. Infrastructure Investment: Data warehousing requires significant investments in infrastructure, such as cooling systems, power backup, cybersecurity, and physical security. The cost of retrofitting existing buildings may be substantial.
2. Technical Expertise: Managing data warehouses involves a high level of technical expertise, which Pos Malaysia may not currently possess. Partnering with technology companies or hiring skilled personnel would be necessary.
3. Regulatory Compliance: Data centers are subject to strict data protection and cybersecurity regulations (e.g., Malaysia’s Personal Data Protection Act). Pos Malaysia would need to ensure compliance with these laws, which could involve significant legal and operational complexities.
4. Opportunity Cost: Using properties for data storage means forgoing other potential uses, such as developing them into retail, residential, or logistics hubs, which might be more aligned with Pos Malaysia’s core business.

Conclusion:

While repurposing properties for third-party data warehousing could diversify revenue, it comes with risks and requires strategic partnerships, significant investment, and technical expertise. Pos Malaysia should carefully assess whether this move aligns with its long-term business goals and whether it has the resources to support such an initiative.😎

POS Malaysia, as a major postal and logistics company, managing various properties across the country (post offices, distribution centers, etc.), could benefit greatly from exploring data warehousing for several reasons:

1. Operational Efficiency

• Centralized Data Management: POS Malaysia has multiple branches and properties nationwide, making data collection from various sources (logistics, retail, property management, etc.) complex. A data warehouse consolidates this into one place for better accessibility and oversight.
• Improved Decision-Making: With all property-related data in one system, management can track performance metrics (revenue per property, maintenance costs, foot traffic) more effectively, leading to better-informed decisions.
• Historical Data: A warehouse allows for long-term storage of data, helping analyze trends such as regional demand, usage patterns, or maintenance needs across properties over time.

2. Revenue Optimization

• Property Utilization: Data warehousing can assist in tracking underutilized properties. This could enable POS Malaysia to either sell, lease, or repurpose them for more profitable uses.
• Cost Analysis: By monitoring expenses for each property (e.g., maintenance, electricity, staffing), the company can identify where costs are too high and take actions to reduce them.

3. Predictive Analytics

• Maintenance and Upgrades: Using predictive analytics based on historical data from the warehouse, POS Malaysia could forecast when properties may need upgrades or maintenance, optimizing costs and reducing the risk of unexpected repairs.
• Market Trends: A data warehouse can analyze external data (such as real estate prices or population growth trends) alongside internal data to predict the future potential of different properties.

4. Customer Experience

• Personalized Services: POS Malaysia can use data on customer traffic, location, and preferences to provide more tailored services at each property, whether it’s expanding certain services in areas of high demand or adjusting staffing and hours of operation to meet local needs.
• Inventory and Service Management: Warehousing data on stock levels and services at each location can lead to better inventory management, ensuring that each property has the right resources.

5. Compliance and Reporting

• Regulatory Requirements: Data warehousing can help POS Malaysia comply with local laws regarding property ownership, tax reporting, and maintenance records, streamlining the audit process.
• Security and Governance: With sensitive financial and property data, a warehouse provides the infrastructure for controlled access, ensuring data integrity and security across the organization.

Overall, investing in data warehousing would improve POS Malaysia’s ability to manage its extensive property portfolio, optimize revenue, reduce costs, and enhance customer satisfaction.

Next, Syed Akan offload POS Malaysia, be prepared for the fun upside


😎 KUALA LUMPUR (Oct 7): Aurora Mulia Sdn Bhd, a company linked to tycoon Tan Sri Syed Mokhtar Al-Bukhary, has exited Media Prima Bhd (KL:MEDIA) after five years as the largest shareholder in the media group.

Aurora Mulia sold its entire 31.9% stake in Media Prima, comprising 353.82 million shares, on Monday, according to the media company’s filing with the stock exchange.

The transaction price was not disclosed, but based on Media Prima’s closing price of 46.5 sen on Monday, the stake would have been valued at RM164.52 million.

The identity of the buyer is not immediately known. But checks revealed that JAG Capital Holdings Sdn Bhd — Media Prima's largest shareholder after Aurora Mulia — is not the buyer of the stake.

Aurora Mulia had emerged as a substantial shareholder in Media Prima when it acquired the 31.9% stake in October 2019, by taking over the interests of Umno through Gabungan Kesturi Sdn Bhd and Altima Inc. A search on the Companies Commission of Malaysia website shows that Syed Mokhtar’s son, Syed Danial Syed Mokhtar Shah, is on Aurora Mulia’s board.

Last month, Media Prima saw the emergence of a new substantial shareholder, Leasing Corp Sdn Bhd, through the acquisition of a 5.53% stake. Leasing Corp is owned by Sisma Vest Sdn Bhd, whose chairman is Datin Mariam Prudence Yusof.

According to Bloomberg, JAG Capital, the investment vehicle of Plantation and Commodities Minister Datuk Seri Johari Abdul Ghani, holds a 25% stake in Media Prima while Morgan Stanley & Co controls a 10.18% stake.

Media Prima, which publishes the New Straits Times, Berita Harian and Harian Metro and owns television channels TV3, 8TV, ntv7 and TV9, posted a net profit of RM33.21 million for the fourth quarter ended June 30, 2024, up 3.76 times from the RM8.83 million recorded in the same period a year earlier, due to a reversal of accruals for site occupancy fee pursuant to the termination of an advertising agreement. Revenue fell 17.1% to RM193.1 million from RM223.01 million.

Shares of Media Prima closed down half a sen or 1.06% at 46.5 sen on Monday, giving the company a market capitalisation of RM521.3 million.

Pos Malaysia has been working on improving its operational performance by adopting certain strategies similar to those used by SingPost (Singapore Post), which has a more efficient and profitable postal service. Several factors might explain this:

1. Digital Transformation: SingPost has successfully embraced digital transformation, modernizing its services to meet the growing demand for e-commerce and logistics. By following Singapore’s lead, Pos Malaysia hopes to better compete in these areas, shifting from traditional mail to parcel delivery and digital services.
2. Operational Efficiency: SingPost has focused heavily on streamlining its operations, making them leaner and more cost-effective. Imitating these practices could help Pos Malaysia reduce inefficiencies, improve delivery times, and cut costs.
3. Diversification: SingPost diversified beyond just mail and now offers a range of logistics and warehousing services. Pos Malaysia may be aiming to broaden its business model in a similar way, to offset declining revenues from traditional mail services.
4. Customer-Centric Approach: SingPost has worked on improving customer service and integrating digital tools for convenience. By imitating these improvements, Pos Malaysia could enhance user satisfaction and retain more customers in a competitive market.

Imitating the successful elements of SingPost could certainly be seen as a positive step toward modernizing and future-proofing Pos Malaysia. However, the success of this strategy will depend on how well Pos Malaysia tailors these approaches to the Malaysian context and its specific operational challenges.

If a Singaporean entity (such as Singtel or another company) were to acquire a stake in POS Malaysia, it could offer benefits to a variety of stakeholders, including both countries, the companies, and the wider economy. Here’s how such a deal could be beneficial for all parties involved:

1. Boost to POS Malaysia’s Growth and Modernization

• Financial Investment: The acquisition would bring a fresh injection of capital into POS Malaysia, allowing it to upgrade its infrastructure, modernize its operations, and enhance its services. This would be crucial for remaining competitive in a rapidly evolving postal and logistics landscape driven by e-commerce.
• Technology Transfer: Singaporean companies, especially in telecommunications and digital services, are known for their advanced technologies. This could accelerate POS Malaysia’s digital transformation, enhancing customer service, tracking systems, and e-commerce capabilities.

2. Increased Competitiveness in the E-commerce and Logistics Space

• E-commerce Growth: The partnership would help POS Malaysia capitalize on the booming e-commerce market in Malaysia and the broader Southeast Asia region. By leveraging advanced technology from Singaporean partners, POS Malaysia could enhance its logistics and delivery services, positioning itself as a leading player in regional e-commerce.
• Operational Efficiency: The integration of Singapore’s technological capabilities and logistical expertise with POS Malaysia’s network would improve efficiency, reducing delivery times and costs, which benefits businesses and consumers.

3. Strengthening Regional Ties

• Singapore-Malaysia Economic Cooperation: The acquisition would strengthen economic ties between Singapore and Malaysia, fostering more cross-border investments and collaborations. Such partnerships can enhance bilateral relations, contributing to regional stability and growth.
• A More Integrated Supply Chain: This could lead to a more integrated regional supply chain between Singapore and Malaysia. With POS Malaysia having a larger role in the logistics ecosystem, both nations could benefit from streamlined trade routes, making it easier for businesses and consumers to send and receive goods.

4. Job Creation and Skill Development

• New Job Opportunities: The acquisition would likely create new jobs at POS Malaysia, especially in tech-related sectors such as digital logistics, data management, and e-commerce infrastructure. These roles would foster local talent development.
• Training and Skill Transfer: Employees of POS Malaysia could benefit from training and skill transfer programs, particularly in the areas of digital transformation and logistics management, allowing them to improve their skills and career prospects.

5. Better Services for Consumers

• Improved Delivery Services: As POS Malaysia becomes more efficient and tech-enabled, consumers in Malaysia would benefit from faster, more reliable postal and delivery services. Features like real-time tracking, enhanced customer support, and more efficient last-mile delivery would significantly improve the user experience.
• Cost Savings: With improved operational efficiencies, POS Malaysia could reduce costs, potentially leading to more affordable services for both businesses and consumers.

6. Business Opportunities for SMEs

• Support for Small and Medium Enterprises (SMEs): Enhanced logistics and digital solutions would help Malaysian SMEs access better shipping and distribution channels, both domestically and internationally. This would make it easier for local businesses to scale up, reach new markets, and compete on a global stage.
• E-commerce Enablement: Singaporean expertise in digital platforms could also provide better solutions for Malaysian SMEs to engage in e-commerce, enabling them to sell their products more effectively online.

7. Long-term Regional Stability

• Strengthened ASEAN Economic Cooperation: A successful acquisition would be an example of successful cross-border investments within the ASEAN region, encouraging other member nations to pursue similar partnerships. This would contribute to economic stability and prosperity in Southeast Asia, fostering regional growth.
• Cross-border Trade: An enhanced postal and logistics network between Singapore and Malaysia would facilitate smoother cross-border trade, benefiting both consumers and businesses in the long run.

In summary, a Singaporean acquisition of a stake in POS Malaysia would benefit all stakeholders by modernizing POS Malaysia, boosting e-commerce and logistics capabilities, creating new opportunities for jobs and skills development, and fostering greater regional cooperation between Singapore and Malaysia.

Joo noted that Whoscall is the only anti-scam app approved by PDRM and was recently appointed by CyberSecurity Malaysia and Pos Malaysia Bhd (KL:POS) as their anti-scam strategic partner.

The report surveyed 1,202 Malaysians. From those surveyed, 32% of the respondents have experienced loss of money from scams.

Malaysians lost US$12.8b to scams over the past year, survey reveals https://www.klsescreener.com/v2/news/view/1402423

Malaysia set to benefit indirectly from China’s stimulus - economists https://www.klsescreener.com/v2/news/view/1403529

DRB-HICOM’s decision to partner with Geely and replace Mitsubishi as a strategic partner for Proton was driven by several key factors:

1. Technological Advancements and Innovation: Geely, a major Chinese automaker, brought advanced technology, R&D capabilities, and a wider product portfolio, which Proton needed to stay competitive. Proton wanted to modernize and innovate, and Geely offered access to cutting-edge technology, including electric vehicles (EVs) and new platforms.
2. Global Ambitions: Geely’s global presence and success, particularly with its acquisition of Volvo and investments in other international automotive brands, made it an attractive partner. Geely offered Proton the opportunity to tap into global markets and improve its export potential, aligning with Proton’s goal of becoming a more globally competitive brand.
3. Financial Stability: Proton had been facing financial struggles for years, and DRB-HICOM was under pressure to find a strong partner to ensure Proton’s survival. Geely, with its financial strength and proven track record of turning around struggling brands (like Volvo), provided the necessary capital and business expertise to revitalize Proton.
4. Shift in Mitsubishi’s Focus: Mitsubishi Motors, while a long-time partner of Proton, was shifting its focus towards its own business expansion and priorities. Mitsubishi wasn’t able to provide the level of support or investment Proton needed to scale up in terms of innovation and market reach.
5. Local Manufacturing and Growth Plans: Geely committed to leveraging Proton’s existing manufacturing facilities, ensuring that the Malaysian car industry would benefit from local production. This was important for DRB-HICOM to maintain Proton’s identity as a national carmaker while still benefiting from a global partner’s resources.

This partnership with Geely, formalized in 2017, was seen as a crucial step in revitalizing Proton and keeping it competitive, both locally and internationally.

DRB-HICOM, a Malaysian conglomerate involved in the automotive sector, has several car brands and companies under its umbrella, either through direct ownership or partnerships. These include:

1. Proton: DRB-HICOM is a major stakeholder in Proton, one of Malaysia’s national car manufacturers.
2. Honda Malaysia: DRB-HICOM has a joint venture with Honda Motor Co. to produce and distribute Honda vehicles in Malaysia.
3. Mercedes-Benz Malaysia: DRB-HICOM is involved in a joint venture with Daimler AG for the distribution and assembly of Mercedes-Benz vehicles in Malaysia.
4. Volkswagen Malaysia: DRB-HICOM has had involvement in assembling and distributing Volkswagen vehicles.
5. Isuzu Malaysia: The company also plays a role in the production and distribution of Isuzu commercial and passenger vehicles in Malaysia.

These partnerships and stakes make DRB-HICOM a significant player in Malaysia’s automotive industry, ranging from national to international brands.

Kerajaan stabil, Bursa Malaysia dijangka melonjak sebelum Belanjawan 2025 - Penganalisis https://www.klsescreener.com/v2/news/view/1403409 😎

Kerajaan stabil, Bursa Malaysia dijangka melonjak sebelum Belanjawan 2025 - Penganalisis https://www.klsescreener.com/v2/news/view/1403409

When asked if there were plans to list its Australian unit, chief financial officer Vincent Yik was non-committal, saying: “It may be an option.”

Focusing on the Singapore operations, Phang noted that the domestic postal delivery service, having stabilised, is no longer loss-making and is recovering.

In comparison, SingPost’s network of post offices – which is largely a retail business – remains in the red. Phang said the group will continue to work with regulators and optimise operations to make the post–office business commercially viable.

The group intends to integrate the sorting aspect of both the postal and eCommerce logistics businesses to turn it into a single cost-effective network.

In contrast, the optimisation of the post offices could come in the form of further automation, be more digitally driven or through some alternative delivery method.

The Straits Times understands that in other countries, this could be in the form of a tie-up with established convenience store chains or, in other cases, the post offices themselves could expand into becoming convenience stores and privatised subsequently.The moves follow conclusions drawn from the review that SingPost’s current share price does not appropriately reflect the intrinsic value of the company.

Chairman Simon Israel said in a statement: “This is particularly apparent considering the value of the SingPost Centre, the group’s Australian business and the group’s growth potential.”

He added: “Management’s execution of our strategy will unlock value for shareholders and deliver agility and sustainable long-term growth as an international logistics enterprise.”

As a result of the business restructuring, however, SingPost’s dividend policy was also changed.

The payout will be lowered to 30%-50% of its underlying net profit for the financial year 2024 to 2025, down from 60%-80% previously.

Phang said that this reflected the group’s transition from a public utility into a logistics company, where the dividend payout is less than 50%.

Commenting on SingPost’s payout policy, CGS International Equity Research’s analyst, Ong Khang Chuen, said that the new dividend policy is more sustainable for the company, in view of its pivot towards growth.

He said that “while the current policy is lower than the previous one, it should give SingPost room to navigate the transformational needs of the business”. — The Straits Times/ANN

These plans fall under the group’s strategy of managing capital more efficiently.

This focus could see non-core assets – including the group’s SingPost Centre – divested and the sales proceeds used to pay down debt, invested in its faster growing businesses or returned to shareholders.

SingPost Centre was valued at S$1.1bil as of September 2023.

Another initiative is the reorganisation of its business lines into geographic segments consisting of Australia – which accounts for around 60% of the group’s revenue and profits – along with both Singapore and the international operations.

Phang said this will enable each business line to have greater autonomy and flexibility in pursuing growth opportunities and achieving better valuations.

SINGAPORE: Through a multi-pronged strategy, SingPost will attempt to transform itself fully into a logistics company within three years, group chief executive Vincent Phang says.

The move, which comes after an eight-month-long review, could involve selling SingPost Centre in Paya Lebar, as well as a partial stake in its Australian business to improve shareholder returns. It will also see a change in the company’s dividend policy.

https://www.thestar.com.my/business/business-news/2024/03/21/singpost-sets-three-year-deadline-for-transformation

https://www.thestar.com.my/business/business-news/2024/03/21/singpost-sets-three-year-deadline-for-transformation

SingPost is restructuring to become an asset-light, global logistics company. It has reorganized into three units (Singapore, Australia, and International) and is divesting non-core assets to reduce debt and reinvest in growth. The company has also lowered its dividend payout to 30-50% of net profit to support its transformation. SingPost aims to capitalize on the growing e-commerce logistics market while improving long-term profitability $$$$$$

drb must turnaround pos as fast as possible, from rm6++ to 33sen now. Great wealth destruction todate hehe

cash flow masih ok ya :)

https://www.investing.com/equities/pos-malaysia-services-holdings-bhd-cash-flow

kerugian banyak GLCs, majoriti disebabkan oleh mismanagement, rasuah dan politicians being appointed in GLCs makan gaji buta... semoga tak berlaku lagi... berikan sedikit masa haha

amalan suapan dan rasuah yg serius dah berdekad-dekad... semoga kerajaan semasa dapat membersihkan segalanya😉

semoga e-invoicing dapat membasmi rasuah dan ketirisan dalam sektor awam dan swasta...

new govt, dapat bersihkan semua.. najib pun dah masuk jel hehe

@kyliew

Haha so what? If found leakages then what? U go n or Google audit government every year said the same leakages by found then what

12 hours ago


kyliew

Gaji still masuk

12 hours ago

Pos Malaysia Berhad provides postal and parcel services in Malaysia, Thailand, and internationally. It operates through three segments: Postal, Aviation, and Logistics segments. The company receives and dispatches postal articles; offers postal financial services; deals in philatelic products; and sells postage stamps. It offers postal services, such as basic mail services for corporate and individual customers; courier, parcel, and logistics solutions by sea, air, and land to national and international destinations; customised solutions, including mailroom management, direct mail, and over-the-counter services for payment of bills; various financial products and services; and direct entry and transshipment services. In addition, the company provides cargo and ground handling, in-flight catering, freight and forwarding, air cargo transport, haulage, shipping agency and chartering, storage and safekeeping, warehousing and distribution, data and document processing, custom forwarding agent, consultant and agent marketing, air courier services and fulfilment, aircraft maintenance and engineering, inventory, and distribution services. Further, the company engages in the provision of internet security products, solutions, and services; buying and selling of investment precious metals, such as gold bars and dinars; insertion services for mailing; licensing of digital certification authority; property investment; Islamic pawn broking; insurance agency; and distribution park business.

https://klse.i3investor.com/web/blog/detail/savemalaysia/2024-10-03-story-h470880644-Proton_says_can_push_sales_higher_in_last_three_months_of_2024

DRB-HICOM is considered a solid company in Malaysia for several reasons:

1. **Diverse Business Portfolio**: DRB-HICOM operates in various sectors, including automotive, manufacturing, services, and property development. This diversification helps mitigate risks and ensures steady revenue streams.

2. **Strong Automotive Presence**: As the parent company of Proton and several other automotive brands, DRB-HICOM plays a significant role in Malaysia’s automotive industry, benefiting from strong brand recognition and market share.

3. **Strategic Partnerships**: Collaborations with international partners, such as Geely, enhance DRB-HICOM's technological capabilities and market positioning, allowing it to innovate and expand its product offerings.

4. **Government Support**: Being a key player in Malaysia’s automotive sector, DRB-HICOM often benefits from government initiatives and policies aimed at promoting local manufacturing and sustainability.

5. **Robust Financials**: The company has shown resilience in its financial performance, maintaining steady growth and profitability over the years, which instills investor confidence.

6. **Commitment to Innovation**: DRB-HICOM's focus on research and development, particularly in EVs and sustainable practices, positions it well for future growth in a rapidly changing market.

7. **Experienced Management**: The company's leadership brings extensive industry experience and strategic vision, guiding DRB-HICOM through various economic cycles.

8. **Job Creation and Economic Contribution**: As a major employer and contributor to Malaysia's economy, DRB-HICOM plays a vital role in driving growth and development in the region.

These factors contribute to DRB-HICOM's reputation as a solid and reliable company in Malaysia's corporate landscape.

First mover advantage bagi proton EV, perodua masih tiada ev tahun ni hehe

Proton's electric vehicles (EVs) could potentially outperform Perodua's EV offerings for several reasons:

1. **Advanced Technology**: Proton, with Geely's support, can leverage advanced EV technologies, such as better battery systems and efficient drivetrains, providing superior performance and range compared to Perodua's models.

2. **Diverse Model Lineup**: Proton's ability to offer a wider variety of vehicle types (sedans, SUVs, etc.) allows it to cater to different customer preferences, whereas Perodua primarily focuses on smaller cars.

3. **Enhanced Features**: Proton may incorporate more modern features, such as advanced infotainment systems and safety technologies, appealing to tech-savvy consumers who prioritize these aspects in their EV purchases.

4. **Brand Perception**: Proton’s identity as a national car manufacturer may resonate more with consumers looking for local options, particularly if Proton emphasizes its commitment to sustainability and innovation.

5. **Charging Infrastructure**: Proton's potential focus on developing charging solutions can alleviate consumer concerns about range anxiety, making their EVs more attractive.

6. **Government Incentives**: Proton might benefit more from government support for local manufacturing and EV initiatives, helping to lower costs and increase market competitiveness.

7. **Marketing and Branding**: A strong marketing strategy emphasizing Proton’s EV advantages can help capture consumer interest and market share, further positioning Proton favorably against Perodua.

If Proton successfully capitalizes on these factors, it could gain a competitive edge over Perodua in the EV market.

The share price of DRB-HICOM, the parent company of Proton, could potentially rise with the launch of electric vehicles (EVs) developed with Geely's assistance for several reasons:

1. **Increased Revenue Potential**: The launch of new EV models could attract more customers, boosting sales and overall revenue, which would positively impact the company’s share price.

2. **Market Positioning**: Successfully entering the EV market can enhance DRB-HICOM's reputation as an innovative automotive manufacturer, making it more appealing to investors.

3. **Strategic Partnerships**: Geely's backing lends credibility and confidence to DRB-HICOM, which can attract investment interest and improve market perception.

4. **Future Growth Opportunities**: As the EV market continues to grow, investors may see DRB-HICOM as a key player in this transition, leading to increased demand for its shares.

5. **Cost Efficiency**: With Geely’s expertise in EV production, DRB-HICOM may achieve better production efficiencies, improving profit margins and attracting more investors.

6. **Positive Sentiment**: A successful EV launch can generate positive media coverage and consumer interest, further boosting investor confidence and potentially driving up the stock price.

7. **Government Support**: If the Malaysian government supports EV initiatives, this could provide additional incentives for DRB-HICOM, further enhancing its growth prospects.

Overall, if DRB-HICOM successfully leverages Geely's resources to launch a competitive range of EVs, it could significantly enhance its market position and attract investor interest, leading to a rise in share price.

Geely's assistance to Proton is especially crucial for electric vehicles (EVs) for several key reasons:

Advanced EV Technology: Geely has significant expertise in EV technology, including battery management systems and electric drivetrains. This can help Proton develop more efficient and competitive EV models.

Shared Platforms: Geely can provide Proton with access to modular platforms specifically designed for EVs, allowing Proton to produce vehicles more quickly and at lower costs.

Research and Development: Geely's investment in R&D for EVs can fast-track Proton's innovation in areas like range, performance, and safety features, making their EVs more appealing to consumers.

Economies of Scale: By leveraging Geely's manufacturing capabilities, Proton can achieve economies of scale in producing EVs, potentially lowering costs and prices for consumers.

Global Market Strategies: Geely’s experience in international markets can help Proton navigate the evolving global EV landscape, identifying trends and consumer preferences to enhance their offerings.

Charging Infrastructure: Geely’s existing networks and partnerships can assist Proton in developing the necessary charging infrastructure, addressing one of the main concerns for potential EV buyers.

Sustainability Goals: As both companies focus on sustainability, their collaboration can lead to the development of eco-friendly vehicles that align with global trends, attracting environmentally conscious consumers.

By leveraging Geely's strengths, Proton can position itself as a formidable player in the EV market, making it more competitive against brands like Perodua.

KUALA LUMPUR (Sept 30): The National Audit Department (NAD) will be auditing 2,000 government-linked companies (GLCs) beginning next year, in an effort to create a new era of enhanced governance in Malaysia, said Auditor General Datuk Wan Suraya Wan Mohd Radzi.
This initiative follows the approval for the Audit Act 1957 amendment bill in July, which significantly strengthens the AG's powers, thus enabling a more comprehensive oversight of public spending in Malaysia.
“Next year, we will be introducing a new approach to ensure that all 2,000 gazetted GLCs are audited. No entity will be left behind. Everybody will be audited during the first round,” she said.

https://theedgemalaysia.com/node/728466

Pos Malaysia is over 200 years old, with origins tracing back to 1800 when postal services began in the Straits Settlements (Penang, Malacca, and Singapore). It became the official postal service provider of Malaysia in 1963 after the formation of Malaysia. The company was corporatized in 1992 and subsequently listed on Bursa Malaysia in 2001.

Reasons DRB-HICOM Acquired Pos Malaysia at a High Price

In 2011, DRB-HICOM acquired a major stake in Pos Malaysia at a price considered relatively high by some analysts. Here are the reasons for the acquisition:

1. Strategic Asset for Logistics and Infrastructure

Pos Malaysia, with its vast network of post offices, is a strategic asset for any conglomerate looking to expand its logistics, courier, and distribution network. DRB-HICOM, being a diversified conglomerate with interests in automotive, services, and property, saw an opportunity to integrate Pos Malaysia's logistics capabilities with its own business activities. This integration provided synergies, particularly for its automotive and manufacturing sectors.

2. Monopoly Advantage and Diversification

As Malaysia's national postal service provider, Pos Malaysia holds a monopoly over traditional mail services. DRB-HICOM recognized the potential to leverage this dominant market position, which also offered opportunities for diversifying into financial services (such as bill payments, remittance, and Ar-Rahnu pawn broking), as well as enhancing last-mile logistics services. The diversified offerings allowed DRB-HICOM to tap into different revenue streams.

3. Unlocking Hidden Potential and Growth Opportunities

DRB-HICOM believed in Pos Malaysia's potential for growth, particularly in the areas of logistics, e-commerce, and courier services, which were gaining importance in line with global trends. The company saw an opportunity to turn around Pos Malaysia through strategic initiatives like digital transformation, modernization of services, and potential partnerships with international logistics players.

4. Government Relations and GLC Alignment

DRB-HICOM is a well-established government-linked company (GLC), and acquiring a strategic asset like Pos Malaysia aligned with its broader business interests and relationship with the Malaysian government. Owning Pos Malaysia would ensure that DRB-HICOM had a role in a key part of the nation's infrastructure, which would be beneficial for its other business ventures, particularly in sectors where public-private partnerships are important.

5. Real Estate Value

Pos Malaysia owns significant real estate assets, including many post office locations in prime areas across Malaysia. DRB-HICOM likely saw value in these real estate holdings and the potential for future property development, or monetization through leasing and repurposing these assets.

6. Expansion into E-Commerce and Courier

With the rise of e-commerce, the demand for courier and last-mile delivery services was on the rise. Acquiring Pos Malaysia provided DRB-HICOM with an immediate presence in the courier and logistics sector, which complemented the growing e-commerce ecosystem in Malaysia.

7. Turnaround Opportunity

Pos Malaysia was not operating at its full potential when DRB-HICOM acquired it, providing a turnaround opportunity for the conglomerate. DRB-HICOM likely believed that its expertise and resources could help improve operational efficiency, financial performance, and drive growth for Pos Malaysia, creating value for shareholders.

Conclusion

DRB-HICOM bought Pos Malaysia at a high price due to its strategic value as a national postal and logistics provider, the opportunity to unlock synergies across its existing businesses, diversify revenue streams, and leverage real estate assets. The acquisition aligned with DRB-HICOM's goals of expanding its logistics infrastructure and playing a key role in national service delivery, especially as e-commerce and logistics began to become increasingly important sectors.

Setting up EV chargers at all Pos Malaysia post offices through a joint venture (JV) with major electric vehicle (EV) companies like Tesla and BYD could be a strategic move to help turn around Pos Malaysia's financial performance. Here are convincing justifications for this approach:

1. Utilizing Existing Infrastructure

Pos Malaysia has an extensive network of post offices throughout Malaysia, including rural and urban areas. These locations can be strategically utilized to set up EV charging stations, reducing the need for significant additional infrastructure investments. Post offices are often situated in accessible locations with parking, which is ideal for EV chargers.

2. Diversifying Revenue Streams

The establishment of EV charging stations would provide Pos Malaysia with a new revenue stream. With the rise in EV adoption, the demand for charging infrastructure is expected to grow significantly. By partnering with Tesla, BYD, or other major EV companies, Pos Malaysia could generate revenue from charging fees, as well as potentially receive support from government incentives for green energy initiatives.

3. Supporting Government Green Initiatives

The Malaysian government has set ambitious goals for reducing carbon emissions and promoting EV adoption as part of its sustainability agenda. Pos Malaysia could align itself with this national goal by providing EV infrastructure, which could lead to incentives or support from the government. This would also enhance the company's reputation as a supporter of environmentally friendly initiatives.

4. Attracting Foot Traffic to Post Offices

Installing EV chargers at post offices would help drive more foot traffic to these locations. While EV owners wait for their vehicles to charge, they might utilize other services offered by Pos Malaysia, such as postal, retail, or financial services, which would help increase overall revenue and customer engagement at the post offices.

5. Capitalizing on EV Market Growth

The EV market in Malaysia is still in its early stages but is growing rapidly. By positioning itself as a pioneer in the EV infrastructure space, Pos Malaysia can capitalize on the future growth of the market. This proactive approach could allow Pos Malaysia to capture a share of the fast-growing EV charging business before it becomes oversaturated.

6. Brand Modernization and Perception

Associating with globally recognized brands like Tesla and BYD would help modernize Pos Malaysia’s brand image, positioning it as an innovator and environmentally-conscious company. This could improve public perception and attract new customers who are interested in green solutions, including younger, tech-savvy demographics.

7. Partnership with Major EV Brands

Partnering with established EV companies such as Tesla and BYD would provide Pos Malaysia with access to advanced charging technology, technical support, and brand recognition. The JV would help reduce initial costs and risks, as Pos Malaysia can leverage the expertise of these partners in the EV ecosystem.

8. Generating Long-Term Lease Income

In addition to revenue from charging services, Pos Malaysia could generate income by leasing its land or premises to JV partners or third-party operators, particularly in high-demand locations. This would provide a stable source of long-term rental income.

9. Contributing to Operational Sustainability

Pos Malaysia could also explore transitioning its own vehicle fleet to electric, using the EV chargers installed at post offices. This would help reduce fuel costs and contribute to sustainability goals, setting an example for other government-linked companies (GLCs).

Potential Challenges

Capital Investment: The setup costs for EV charging stations are high, and Pos Malaysia would need significant capital to roll out chargers at all post offices. A JV could help mitigate this risk.

Electricity Infrastructure: In rural areas, electricity supply and infrastructure may need upgrading to handle EV charging stations, which could require additional investment.

Market Readiness: The demand for EV chargers is still growing, and the adoption rate of EVs in Malaysia will determine the return on investment. However, aligning the rollout with EV adoption trends would help mitigate this risk.


Conclusion

Setting up EV chargers at post offices through a JV with companies like Tesla and BYD could be an innovative way to turn around Pos Malaysia. It aligns well with national sustainability goals, provides new revenue streams, enhances brand image, and brings additional foot traffic to post offices. This strategic move would position Pos Malaysia as a key player in Malaysia's green transformation and could help the company secure a stronger financial future.

It is possible for Pos Malaysia to consider an Initial Public Offering (IPO) for its Islamic pawn (Ar-Rahnu) business, similar to what Papajack has done, particularly to unlock value and raise capital. Here are some key considerations that could support this move:

1. Unlocking Value

An IPO would allow Pos Malaysia to unlock the value of its Ar-Rahnu business by creating a separate listed entity. This could result in a higher valuation for the business unit, as investors may be more interested in a focused and profitable segment rather than the entire, more diversified group.

2. Raising Capital for Expansion

The funds raised from an IPO could be used to expand the Ar-Rahnu business, including opening new branches, improving infrastructure, and investing in digital capabilities. This could help Pos Malaysia grow its market share in the pawn broking industry.

3. Focus on High-Growth Segment

The Ar-Rahnu business is relatively less capital-intensive, with a consistent cash flow due to the demand for quick, collateral-backed financing. Spinning off this business unit through an IPO could allow it to focus on growth independently from Pos Malaysia’s core business.

4. Enhancing Operational Efficiency

A separate listing could enhance operational efficiency, as a stand-alone entity would be more streamlined, have a dedicated management team, and be solely focused on the pawn broking business. This would allow the new entity to better compete with other players like Papajack.

5. Potential Investor Interest

Islamic financial services are in high demand in Malaysia, and there is significant investor interest in Shariah-compliant financial products. An IPO could attract investors looking for exposure to Islamic finance, especially given the proven demand for Ar-Rahnu services.

6. Improving Pos Malaysia’s Financial Position

The IPO could improve Pos Malaysia’s overall financial health by allowing it to monetize its non-core assets. This would provide Pos Malaysia with additional liquidity, which could be used to strengthen its core businesses or reduce debt.

Challenges to Consider

Market Conditions: The success of the IPO would depend on favorable market conditions and investor sentiment toward Islamic finance and financial services.

Regulatory Approvals: Pos Malaysia would need to obtain regulatory approvals to spin off and list the Ar-Rahnu business, which could be a time-consuming process.

Potential Loss of Control: Depending on how much equity is sold, Pos Malaysia could lose control over the Ar-Rahnu business, which could affect its ability to influence strategic decisions.


Conclusion

An IPO for the Islamic pawn business could be a viable strategy for Pos Malaysia, similar to what Papajack has done, providing it with the opportunity to raise capital, unlock value, and focus on growth areas. However, careful consideration of market conditions, investor appetite, and regulatory challenges would be crucial before pursuing this option.

Pos Malaysia's focus on the Islamic pawn (Ar-Rahnu) business is part of its broader strategy to diversify its revenue streams and reduce reliance on traditional postal services, which have been experiencing declining volumes. Here are some reasons for this strategic focus:

1. New Revenue Stream

The Ar-Rahnu business offers an opportunity for Pos Malaysia to generate new and stable revenue. It has the potential to attract customers seeking financial solutions that are Shariah-compliant, expanding Pos Malaysia’s service offerings beyond mail and logistics.

2. Leveraging Existing Infrastructure

Pos Malaysia can leverage its vast network of post offices across the country to offer Ar-Rahnu services, making them accessible, especially in rural and suburban areas. This reduces the need for substantial additional investments and allows the company to make better use of its existing infrastructure.

3. Strong Demand for Islamic Financial Products

Malaysia has a significant Muslim population, and there is a growing demand for Islamic financial products and services. The Ar-Rahnu business is attractive to customers who prefer Shariah-compliant options for short-term loans, often using gold as collateral. This demand provides an opportunity for Pos Malaysia to cater to a niche market segment with growth potential.

4. Lower Risk Compared to Conventional Loans

Islamic pawn loans typically carry lower risk compared to other types of lending since they are backed by gold collateral. This helps reduce the risk of default, providing Pos Malaysia with a safer financial product to offer its customers.

5. Support for Financial Inclusion

By offering Islamic pawn services, Pos Malaysia can help promote financial inclusion, especially in underserved rural areas where access to financial services may be limited. The Ar-Rahnu business allows individuals with limited credit history to access quick and relatively low-cost financing.

6. Complementing Existing Financial Services

Pos Malaysia already offers some financial services, such as remittance and bill payment services. Expanding into the Islamic pawn business complements its existing offerings and strengthens its position as a provider of financial solutions, increasing customer foot traffic to post offices.

7. Diversification from Declining Postal Revenues

With declining mail volumes affecting revenue, Pos Malaysia needs to diversify its business. Islamic pawn broking is a non-traditional service that offers consistent income and does not directly compete with other postal or logistics services, helping to balance Pos Malaysia's overall revenue portfolio.

By focusing on the Islamic pawn business, Pos Malaysia aims to utilize its extensive network, address customer needs for accessible Shariah-compliant financial products, and create a diversified and more sustainable revenue base in the face of challenges to its traditional services.

Bagus; sokongan kerajaan lagi.


Possible Solutions

Business Diversification: Expanding into non-mail-related services such as logistics, retail, and digital services.

Strategic Partnerships: Collaborations like the one with Singapore Airlines (SIA) can help improve services and reduce costs.

Cost Optimization: Streamlining operations, closing unprofitable branches, and investing in technology to improve efficiency.

IPO of Non-Core Divisions: Exploring a spin-off or IPO for units like Pos Shop & Café could unlock value and provide additional funding.

Pos Malaysia started collaborating with Singapore Airlines (SIA) Cargo to enhance its logistics and delivery services, particularly for cross-border shipments. This partnership allows Pos Malaysia to:

1. Expand Regional Connectivity: By leveraging SIA Cargo’s vast air freight network, Pos Malaysia can improve its regional and international delivery capabilities. This enables Pos Malaysia to serve a broader market and reach customers in different countries more efficiently.


2. Improve Efficiency: The collaboration helps reduce transit times for cross-border shipments, leading to faster deliveries and improved service quality for customers. This is particularly important in the fast-growing e-commerce sector, where speed and reliability are critical factors.


3. Compete in the E-Commerce Market: The e-commerce industry has seen rapid growth in Southeast Asia, and Pos Malaysia wants to capture a larger share of this market. By partnering with SIA, it can provide competitive delivery times and logistics services, making it a more attractive option for e-commerce businesses and customers.


4. Leverage Expertise and Infrastructure: SIA Cargo has a well-established global air freight network and extensive experience in handling various types of cargo. By working with SIA, Pos Malaysia can utilize this infrastructure and expertise, thus improving its own logistics capabilities without significant additional investments.


5. Enhance Cost Efficiency: Instead of building and maintaining its own international air freight capabilities, Pos Malaysia can achieve cost efficiency by working with an established partner like SIA. This helps reduce operational costs while providing better services.



Overall, the collaboration aligns with Pos Malaysia’s strategy of expanding its logistics business and providing efficient cross-border solutions, which are crucial for adapting to the changing demands of the postal and logistics industry.

Singapore Post (SingPost) and Pos Malaysia are both national postal services, but they differ in several aspects, including their scope, services, and business strategies:

1. Geographic Scope and Market Size

Singapore Post: Operates in a smaller geographic area, primarily serving the city-state of Singapore. It has also expanded its logistics capabilities to operate in regional and international markets.

Pos Malaysia: Covers a larger geographic area, providing services throughout Malaysia, including remote rural regions. This larger coverage area requires a more extensive infrastructure and logistics network.


2. Services Offered

Singapore Post: Focuses on providing a broad range of services beyond traditional postal services. It has diversified into e-commerce logistics, warehousing, and international shipping.

Pos Malaysia: Offers traditional mail services, courier services, and also logistics and warehousing solutions. It is expanding its digital services, including financial services through alliances with various partners.


3. Financial Performance and Business Model

Singapore Post: Has focused heavily on international e-commerce logistics, aiming to capture a larger share of cross-border e-commerce deliveries. It has made strategic acquisitions abroad to strengthen its logistics capabilities and become a major regional player.

Pos Malaysia: Has been impacted by declining mail volume and aims to diversify through non-core operations. This includes developing its logistics arm and venturing into related businesses, such as Pos Shop & Café.


4. Technology and Digital Transformation

Singapore Post: Has invested heavily in digital transformation, such as smart parcel lockers, integrated mobile applications, and advanced e-commerce solutions to cater to both individuals and businesses.

Pos Malaysia: Also focuses on digital transformation, upgrading its digital infrastructure, launching mobile apps, and providing online postage purchases. However, its transformation has been slower compared to SingPost due to the larger infrastructure and coverage area.


5. Ownership and Structure

Singapore Post: Partially owned by Singapore Telecommunications (Singtel) and has other institutional investors. It is publicly listed and operates with a focus on shareholders' interests.

Pos Malaysia: Majority-owned by DRB-HICOM, a Malaysian conglomerate. It is also publicly listed but has struggled to balance its public service obligation with profit-making strategies.


6. Strategic Focus

Singapore Post: Emphasizes regional growth, especially in e-commerce logistics and cross-border parcel delivery services. It has entered partnerships with international logistics players.

Pos Malaysia: Focuses more on domestic expansion, including last-mile delivery, logistics infrastructure improvements, and diversification of non-mail services. The company has also hinted at a potential spin-off of its retail-related services.


Overall, the main differences lie in their market focus, diversification, and technology adoption, with SingPost being more agile and focusing on regional logistics growth, while Pos Malaysia deals with the challenges of a larger, more diverse geographic area and an evolving business model.

Drb terpaksa lakukan semua untuk menyelamatkan pos kini :)

Pos Malaysia Berhad’s highest share price occurred in November 2013, when it reached RM6.05.

ramai dah p@kai kini, islamic pawn biz sungguh cerah masa depan macam papajack 😁

kalau geely dalam pos macam proton, balik rm4-5 sesaham macam dulu pun tak mustahil hehe

pos juga ada islamic pawnshop license. Berharga ya, boleh buka macam papajack... Banyak biz bernilai dalam pos, harus buat sesuatu dengan cepat 😉

pos shop jadi macam speed99 kelak, 10% valuation speed 99 pun dah ok... Spin off di ace market tak payah main market

bila pos umumkan jv dengan tesla/byd untuk ev charging station kat setiap pos ofis korang usah kecewa tak beli ya haha

Harga dah mau fly hehe

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