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

ESG focus, turnaround is near, many improvements, etc

wait for kwap & kwsp raise their stakes in pos msia🤫

https://youtu.be/Rpg7RSU46z0?si=3aumnm8dHNaqES2w

https://youtu.be/v4_3--gyb58?si=wgHWZXmV-qTschjJ

https://youtu.be/1WHixcyvtV8?si=CFzIH5XclCdW-GA-

https://youtu.be/PVYdbj9-kkM

https://youtu.be/dWh4I1Vd3Eo

A partnership between Pos Malaysia and Singapore's postal services (Singapore Post, also known as SingPost) could indeed bring about several synergies, benefiting both organizations and their customers. Here are some potential areas of synergy:

1. Cross-border E-commerce Logistics: With the growth of e-commerce, a collaboration could enhance cross-border logistics, making shipping between the two countries faster and more cost-effective. They could offer seamless solutions for online retailers and customers in Malaysia and Singapore.


2. Shared Infrastructure: Both postal services could optimize their infrastructure, such as warehousing and distribution networks, reducing operating costs and improving service efficiency.


3. Digital Transformation: A partnership could include shared investments in digital solutions, such as automated sorting, AI-driven customer service, or blockchain for secure transactions, to modernize their services and improve user experience.


4. Financial Services: With both postal services involved in financial offerings, a partnership could introduce shared financial services like remittances, savings, or micro-insurance between the two countries, providing easier access for consumers and businesses.


5. Sustainability Initiatives: Both organizations could collaborate on green initiatives such as electric vehicle delivery fleets, smart lockers, and recycling programs, aligning with regional sustainability goals.



If done strategically, this partnership could strengthen their regional presence and capitalize on the growing e-commerce and logistics demands in Southeast Asia.

Tonton video di sini: https://www.youtube.com/watch?v=0fbbEQ-B9Xc

Happy World Postal Day!

On this special day, we celebrate 150 glorious years of the Universal Postal Union (UPU) themed “150 years of facilitating communication and empowering people across borders”

From handwritten letters to digital innovation, we’ve grown while staying true to our core mission — passionate about building trust to connect lives and businesses for a brilliant future, and bridge the distance between hearts and homes across borders. Let's watch a special speech from our Group CEO, Charles Brewer, in honor of World Postal Day 2024

Together, we convey connections and improve lives.

#PosMalaysia #UPU150 #HariPosSedunia

Pos Malaysia dengan bangganya menjadi rakan strategik Kementerian Belia & Sukan (KBSMalaysia) untuk Hari Sukan Negara kali ini! 🤩
​
Acara yang penuh meriah ini bukan sekadar memupuk gaya hidup sihat, tetapi juga mengeratkan hubungan dalam komuniti serta menyemarakkan semangat kesukanan. 🙌😃
​
#HariSukanNegara #FITMalaysia #KBS #JBSN

Meninjau kembali acara pelancaran Hari Pos Sedunia di Ibu Pejabat Pos Malaysia hari ini! 🌍✉️
​
Dari perbincangan yang mendalam hingga momen yang sangat berinspirasi, kami meraikan peranan penting perkhidmatan pos dalam menghubungkan dunia. Kami dengan bangganya juga telah memperkenalkan sebuah filem pendek, yang dilancarkan bersempena hari yang penuh bermakna ini.
​
Terima kasih juga kepada YB Fahmi Fadzil, YB Teo Nie Ching (张念群) dan Datuk Mohamad Fauzi Md Isa, atas kehadiran anda semua untuk melancarkan Hari Pos Sedunia bersama kami.
​
Klik & tonton di sini: bit.ly/4dBxy0k
​
#PosMalaysia #SampaikanHubungan #TingkatkanKehidupan

Kwap & kwsp masih hold pos shares, sabar je

Baik bagi drb :)

Pos Malaysia could revive and excel again for several reasons, as long as it strategically adapts to the evolving market landscape. Here are some key factors that could contribute to its revival:

1. Digital Transformation

Pos Malaysia has already initiated digital transformation efforts, but accelerating this process can significantly enhance efficiency and customer experience. Introducing digital postal services, smart logistics solutions, and an improved e-commerce platform could cater to the growing demand for fast and transparent deliveries.

2. Focus on E-Commerce & Logistics Growth

With the rapid growth of e-commerce in Malaysia and globally, Pos Malaysia is well-positioned to capitalize on this trend. By enhancing its courier and logistics network, upgrading sorting hubs, and offering tailored solutions for e-commerce businesses, it can capture a larger market share. Partnerships with major e-commerce platforms and improved last-mile delivery services will be critical.

3. Leveraging Its Extensive Network

Pos Malaysia has a widespread and established infrastructure, including post offices, delivery networks, and logistics hubs throughout the country. By modernizing these assets and integrating technology-driven solutions, it can become a major player in courier, logistics, and financial services. It also has the potential to expand services such as banking and insurance in rural areas through partnerships.

4. Noncore Asset Monetization

The disposal or spin-off of noncore assets like real estate, subsidiaries, or Pos Shop & Café could generate significant cash flows. These funds could be reinvested into core operations, infrastructure upgrades, and other high-potential business segments like logistics and e-commerce.

5. Diversification into Financial and Retail Services

Pos Malaysia can expand beyond postal services into adjacent industries such as digital banking, insurance, or financial services through Pos Malaysia’s extensive branch network. Developing its retail services arm, including Pos Laju, could open new revenue streams and complement its existing operations.

6. Improved Cost Management and Efficiency

Revamping internal operations and optimizing costs could lead to improved profitability. This includes automating various parts of the mail and logistics processes, rationalizing manpower, and adopting leaner operational models to reduce overheads.

7. Government Support

Pos Malaysia holds a significant role in the national infrastructure. Continued government support, in terms of regulatory frameworks or subsidies, could help the company weather tough economic conditions and secure new contracts, especially in rural and underserved areas.

8. Strong Branding and Trust

Pos Malaysia is one of the oldest and most recognized brands in Malaysia. Leveraging its trusted brand to offer reliable services, particularly in logistics, financial services, and digital innovation, could restore consumer confidence and help rebuild its market position.

By strategically navigating these areas, Pos Malaysia has a clear path to revival and potential success.

Pos Malaysia could revive and excel again for several reasons, as long as it strategically adapts to the evolving market landscape. Here are some key factors that could contribute to its revival:

1. Digital Transformation

Pos Malaysia has already initiated digital transformation efforts, but accelerating this process can significantly enhance efficiency and customer experience. Introducing digital postal services, smart logistics solutions, and an improved e-commerce platform could cater to the growing demand for fast and transparent deliveries.

2. Focus on E-Commerce & Logistics Growth

With the rapid growth of e-commerce in Malaysia and globally, Pos Malaysia is well-positioned to capitalize on this trend. By enhancing its courier and logistics network, upgrading sorting hubs, and offering tailored solutions for e-commerce businesses, it can capture a larger market share. Partnerships with major e-commerce platforms and improved last-mile delivery services will be critical.

3. Leveraging Its Extensive Network

Pos Malaysia has a widespread and established infrastructure, including post offices, delivery networks, and logistics hubs throughout the country. By modernizing these assets and integrating technology-driven solutions, it can become a major player in courier, logistics, and financial services. It also has the potential to expand services such as banking and insurance in rural areas through partnerships.

4. Noncore Asset Monetization

The disposal or spin-off of noncore assets like real estate, subsidiaries, or Pos Shop & Café could generate significant cash flows. These funds could be reinvested into core operations, infrastructure upgrades, and other high-potential business segments like logistics and e-commerce.

5. Diversification into Financial and Retail Services

Pos Malaysia can expand beyond postal services into adjacent industries such as digital banking, insurance, or financial services through Pos Malaysia’s extensive branch network. Developing its retail services arm, including Pos Laju, could open new revenue streams and complement its existing operations.

6. Improved Cost Management and Efficiency

Revamping internal operations and optimizing costs could lead to improved profitability. This includes automating various parts of the mail and logistics processes, rationalizing manpower, and adopting leaner operational models to reduce overheads.

7. Government Support

Pos Malaysia holds a significant role in the national infrastructure. Continued government support, in terms of regulatory frameworks or subsidies, could help the company weather tough economic conditions and secure new contracts, especially in rural and underserved areas.

8. Strong Branding and Trust

Pos Malaysia is one of the oldest and most recognized brands in Malaysia. Leveraging its trusted brand to offer reliable services, particularly in logistics, financial services, and digital innovation, could restore consumer confidence and help rebuild its market position.

By strategically navigating these areas, Pos Malaysia has a clear path to revival and potential success.

Drb & pos boleh buat sesuatu macam capita A & aax 😁


Pos Malaysia has explored several avenues for disposing of noncore assets in recent years. These moves are typically aimed at reducing debt, focusing on core postal services, or freeing up cash for other ventures. Examples of Pos Malaysia's disposal of noncore assets include:

1. Sale of Real Estate Assets: Pos Malaysia owns a portfolio of properties across Malaysia, some of which are considered noncore. In the past, the company has sold properties such as land or buildings that are not critical to its postal and logistics operations to unlock value and improve liquidity.


2. Divestment of Loss-Making Subsidiaries: Pos Malaysia has divested subsidiaries that are not integral to its core postal, courier, and logistics operations. For instance, the company could consider selling off entities related to retail or services that don't align with its strategic direction.


3. Possible Spin-Off of Pos Shop & Café: Although not confirmed, Pos Malaysia could look into spinning off its Pos Shop & Café, which might not be seen as core to its postal operations. By doing so, it could raise funds through an IPO or other financial mechanisms, as this segment may not be as integral to its long-term strategy.



These examples are part of larger restructuring efforts to streamline operations, reduce losses, and focus on core strengths.

Pos Malaysia has explored several avenues for disposing of noncore assets in recent years. These moves are typically aimed at reducing debt, focusing on core postal services, or freeing up cash for other ventures. Examples of Pos Malaysia's disposal of noncore assets include:

1. Sale of Real Estate Assets: Pos Malaysia owns a portfolio of properties across Malaysia, some of which are considered noncore. In the past, the company has sold properties such as land or buildings that are not critical to its postal and logistics operations to unlock value and improve liquidity.


2. Divestment of Loss-Making Subsidiaries: Pos Malaysia has divested subsidiaries that are not integral to its core postal, courier, and logistics operations. For instance, the company could consider selling off entities related to retail or services that don't align with its strategic direction.


3. Possible Spin-Off of Pos Shop & Café: Although not confirmed, Pos Malaysia could look into spinning off its Pos Shop & Café, which might not be seen as core to its postal operations. By doing so, it could raise funds through an IPO or other financial mechanisms, as this segment may not be as integral to its long-term strategy.



These examples are part of larger restructuring efforts to streamline operations, reduce losses, and focus on core strengths.

Pos Malaysia has explored several avenues for disposing of noncore assets in recent years. These moves are typically aimed at reducing debt, focusing on core postal services, or freeing up cash for other ventures. Examples of Pos Malaysia's disposal of noncore assets include:

1. Sale of Real Estate Assets: Pos Malaysia owns a portfolio of properties across Malaysia, some of which are considered noncore. In the past, the company has sold properties such as land or buildings that are not critical to its postal and logistics operations to unlock value and improve liquidity.


2. Divestment of Loss-Making Subsidiaries: Pos Malaysia has divested subsidiaries that are not integral to its core postal, courier, and logistics operations. For instance, the company could consider selling off entities related to retail or services that don't align with its strategic direction.


3. Possible Spin-Off of Pos Shop & Café: Although not confirmed, Pos Malaysia could look into spinning off its Pos Shop & Café, which might not be seen as core to its postal operations. By doing so, it could raise funds through an IPO or other financial mechanisms, as this segment may not be as integral to its long-term strategy.



These examples are part of larger restructuring efforts to streamline operations, reduce losses, and focus on core strengths.

Just let it go 😎

A solid free cash flow (FCF) can indeed indicate that Pos Malaysia has the financial flexibility to sustain operations until it reaches profitability. Positive free cash flow suggests that a company generates more cash than it needs to maintain or grow its current operations, allowing it to cover its debt, invest in growth, and handle any short-term cash needs without requiring external funding.

For Pos Malaysia, solid free cash flow could justify its ability to weather financial challenges and delays in reaching profitability. Key factors that contribute to this endurance include:

1. Operational Efficiency: With strong free cash flow, Pos Malaysia can invest in cost-cutting measures and improve operational efficiency, potentially accelerating its path to profitability.


2. Debt Management: Sufficient free cash flow enables Pos Malaysia to meet its debt obligations and reduce its financial leverage, which can improve its credit profile and reduce borrowing costs.


3. Investment in Growth: The company can also use its free cash flow to fund capital expenditures, such as expanding e-commerce logistics, upgrading digital infrastructure, and enhancing its retail offerings (like Pos Shop & Café), which could drive future revenue growth.


4. Resilience to Market Fluctuations: Strong FCF gives Pos Malaysia the ability to withstand market downturns or unexpected disruptions (e.g., changes in consumer behavior, rising operational costs) without compromising its long-term strategy.



If Pos Malaysia continues to manage its cash flow effectively, it could maintain resilience and gradually pivot towards profitability. However, external factors like regulatory changes, competition, and shifts in demand will still play a role in determining its ultimate financial success.

A solid free cash flow (FCF) can indeed indicate that Pos Malaysia has the financial flexibility to sustain operations until it reaches profitability. Positive free cash flow suggests that a company generates more cash than it needs to maintain or grow its current operations, allowing it to cover its debt, invest in growth, and handle any short-term cash needs without requiring external funding.

For Pos Malaysia, solid free cash flow could justify its ability to weather financial challenges and delays in reaching profitability. Key factors that contribute to this endurance include:

1. Operational Efficiency: With strong free cash flow, Pos Malaysia can invest in cost-cutting measures and improve operational efficiency, potentially accelerating its path to profitability.


2. Debt Management: Sufficient free cash flow enables Pos Malaysia to meet its debt obligations and reduce its financial leverage, which can improve its credit profile and reduce borrowing costs.


3. Investment in Growth: The company can also use its free cash flow to fund capital expenditures, such as expanding e-commerce logistics, upgrading digital infrastructure, and enhancing its retail offerings (like Pos Shop & Café), which could drive future revenue growth.


4. Resilience to Market Fluctuations: Strong FCF gives Pos Malaysia the ability to withstand market downturns or unexpected disruptions (e.g., changes in consumer behavior, rising operational costs) without compromising its long-term strategy.



If Pos Malaysia continues to manage its cash flow effectively, it could maintain resilience and gradually pivot towards profitability. However, external factors like regulatory changes, competition, and shifts in demand will still play a role in determining its ultimate financial success.

Cash Flow Forecast: Pos Malaysia
Fiscal Period: December 2018 2019 2020 2021 2022 2023
CAPEX 1 433.1 110.4 78.26 41.75 31.13 29.19
Change - -74.52% -29.08% -46.66% -25.43% -6.24%
Free Cash Flow (FCF) 1 -377.6 -99.34 120.4 89.11 41.64 283.7
Change - -73.69% -221.22% -26% -53.28% 581.31%
Announcement Date 7/30/18 5/28/20 4/30/21 4/29/22 4/25/23 4/25/24

Drb killer ka? ?

Major shareholders: Pos Malaysia
Name Equities % Valuation
DRB-HICOM Bhd.
53.50 %
Kumpulan Wang Persaraan
3.965 %
Deva Dassan Solomon
1.859 %
Shanti Kumari Pathmanathan
1.251 %
Employees Provident Fund
1.217 %
Mooi Soong Cheng
1.093 %
M J Arumanayagam
0.9067 %
Chin Siang Kok
0.7592 %
Shirin Devi Pathmanathan
0.5941 %
Selina Sharmalar Solomon
0.5104 %

Major shareholders: Pos Malaysia
Name Equities % Valuation
DRB-HICOM Bhd.
53.50 %
Kumpulan Wang Persaraan
3.965 %
Deva Dassan Solomon
1.859 %
Shanti Kumari Pathmanathan
1.251 %
Employees Provident Fund
1.217 %
Mooi Soong Cheng
1.093 %
M J Arumanayagam
0.9067 %
Chin Siang Kok
0.7592 %
Shirin Devi Pathmanathan
0.5941 %
Selina Sharmalar Solomon
0.5104 %

$$$
Potensi penggabungan dan pengambilalihan (M&A) untuk Pos Malaysia dilihat sebagai langkah yang cerah, kerana ia boleh membawa banyak manfaat strategik dan kewangan. Beberapa sebab mengapa M&A bagi Pos Malaysia boleh dianggap cerah termasuk:

1. Peluang Sinergi:

M&A dengan syarikat logistik atau perkhidmatan penghantaran lain boleh menghasilkan sinergi yang kuat, di mana kedua-dua entiti dapat memanfaatkan kekuatan masing-masing. Ini boleh meningkatkan kecekapan operasi, mengurangkan kos, dan memperbaiki rantaian bekalan.

2. Peningkatan Modal dan Sumber:

Melalui M&A, Pos Malaysia boleh mendapatkan akses kepada lebih banyak modal dan sumber teknologi. Ini boleh digunakan untuk memodenkan operasi, mempercepat transformasi digital, dan mengembangkan perkhidmatan e-dagang, yang semakin penting dalam ekonomi digital masa kini.

3. Pengembangan Pasaran:

Penggabungan dengan syarikat logistik serantau atau antarabangsa boleh membantu Pos Malaysia mengembangkan jejak globalnya. Ini membuka peluang untuk masuk ke pasaran baru, meningkatkan penghantaran lintas sempadan, dan memperluaskan penawaran perkhidmatan ke negara-negara ASEAN atau pasaran lain yang sedang berkembang.

4. Pengukuhan Daya Saing:

Dalam industri yang semakin kompetitif, M&A boleh membantu Pos Malaysia memperkuat kedudukannya dalam sektor logistik dan penghantaran. Dengan memperoleh syarikat yang mempunyai kelebihan tertentu (seperti teknologi, rangkaian logistik yang lebih luas, atau pelanggan yang lebih besar), Pos Malaysia boleh menjadi lebih kompetitif berbanding pemain lain di pasaran.

5. Peningkatan Nilai Pemegang Saham:

M&A yang berjaya boleh memberi kesan positif kepada harga saham syarikat, terutamanya jika gabungan tersebut meningkatkan prestasi kewangan dan operasi. Ini boleh menarik minat lebih ramai pelabur dan meningkatkan nilai pemegang saham.

6. Penyelesaian Masalah Kewangan:

Jika Pos Malaysia sedang berhadapan dengan cabaran kewangan, pengambilalihan oleh syarikat yang lebih kukuh dari segi kewangan boleh membantu menyelesaikan masalah modal dan memastikan kelangsungan operasi syarikat.

7. Akses kepada Teknologi Baru:

M&A dengan syarikat yang memiliki teknologi inovatif (seperti automasi logistik atau platform digital) boleh membantu Pos Malaysia mempercepat digitalisasi perniagaannya, seterusnya meningkatkan kecekapan operasi dan pengalaman pelanggan.

8. Diversifikasi Portfolio Perkhidmatan:

M&A juga boleh membantu Pos Malaysia mendiversifikasikan perkhidmatan mereka ke sektor lain, seperti logistik perubatan, perkhidmatan fintech, atau e-dagang, yang mempunyai potensi pertumbuhan besar di Malaysia dan rantau ini.

Kesimpulan:

Potensi M&A untuk Pos Malaysia memang cerah, terutama jika ia dilakukan secara strategik dengan syarikat yang dapat memberi nilai tambah dari segi teknologi, pasaran baru, atau modal tambahan. Langkah ini boleh mengukuhkan daya saing Pos Malaysia dan meletakkannya pada kedudukan yang lebih baik untuk menangani cabaran industri yang berubah dengan cepat.

Potensi penggabungan dan pengambilalihan (M&A) untuk Pos Malaysia dilihat sebagai langkah yang cerah, kerana ia boleh membawa banyak manfaat strategik dan kewangan. Beberapa sebab mengapa M&A bagi Pos Malaysia boleh dianggap cerah termasuk:

1. Peluang Sinergi:

M&A dengan syarikat logistik atau perkhidmatan penghantaran lain boleh menghasilkan sinergi yang kuat, di mana kedua-dua entiti dapat memanfaatkan kekuatan masing-masing. Ini boleh meningkatkan kecekapan operasi, mengurangkan kos, dan memperbaiki rantaian bekalan.

2. Peningkatan Modal dan Sumber:

Melalui M&A, Pos Malaysia boleh mendapatkan akses kepada lebih banyak modal dan sumber teknologi. Ini boleh digunakan untuk memodenkan operasi, mempercepat transformasi digital, dan mengembangkan perkhidmatan e-dagang, yang semakin penting dalam ekonomi digital masa kini.

3. Pengembangan Pasaran:

Penggabungan dengan syarikat logistik serantau atau antarabangsa boleh membantu Pos Malaysia mengembangkan jejak globalnya. Ini membuka peluang untuk masuk ke pasaran baru, meningkatkan penghantaran lintas sempadan, dan memperluaskan penawaran perkhidmatan ke negara-negara ASEAN atau pasaran lain yang sedang berkembang.

4. Pengukuhan Daya Saing:

Dalam industri yang semakin kompetitif, M&A boleh membantu Pos Malaysia memperkuat kedudukannya dalam sektor logistik dan penghantaran. Dengan memperoleh syarikat yang mempunyai kelebihan tertentu (seperti teknologi, rangkaian logistik yang lebih luas, atau pelanggan yang lebih besar), Pos Malaysia boleh menjadi lebih kompetitif berbanding pemain lain di pasaran.

5. Peningkatan Nilai Pemegang Saham:

M&A yang berjaya boleh memberi kesan positif kepada harga saham syarikat, terutamanya jika gabungan tersebut meningkatkan prestasi kewangan dan operasi. Ini boleh menarik minat lebih ramai pelabur dan meningkatkan nilai pemegang saham.

6. Penyelesaian Masalah Kewangan:

Jika Pos Malaysia sedang berhadapan dengan cabaran kewangan, pengambilalihan oleh syarikat yang lebih kukuh dari segi kewangan boleh membantu menyelesaikan masalah modal dan memastikan kelangsungan operasi syarikat.

7. Akses kepada Teknologi Baru:

M&A dengan syarikat yang memiliki teknologi inovatif (seperti automasi logistik atau platform digital) boleh membantu Pos Malaysia mempercepat digitalisasi perniagaannya, seterusnya meningkatkan kecekapan operasi dan pengalaman pelanggan.

8. Diversifikasi Portfolio Perkhidmatan:

M&A juga boleh membantu Pos Malaysia mendiversifikasikan perkhidmatan mereka ke sektor lain, seperti logistik perubatan, perkhidmatan fintech, atau e-dagang, yang mempunyai potensi pertumbuhan besar di Malaysia dan rantau ini.

Kesimpulan:

Potensi M&A untuk Pos Malaysia memang cerah, terutama jika ia dilakukan secara strategik dengan syarikat yang dapat memberi nilai tambah dari segi teknologi, pasaran baru, atau modal tambahan. Langkah ini boleh mengukuhkan daya saing Pos Malaysia dan meletakkannya pada kedudukan yang lebih baik untuk menangani cabaran industri yang berubah dengan cepat.

drb & pos:
Harga saham Pos Malaysia boleh pulih disebabkan oleh beberapa faktor, termasuk:

1. Peningkatan dalam e-dagang, yang meningkatkan permintaan untuk perkhidmatan penghantaran.
2. Transformasi digital dan automasi, yang mengurangkan kos operasi dan meningkatkan kecekapan.
3. Penyusunan semula dan pelan pemulihan, yang dapat memperbaiki prestasi kewangan.
4. Diversifikasi perkhidmatan baru, seperti logistik kesihatan dan penghantaran antarabangsa.
5. Sokongan kerajaan melalui insentif atau bantuan kewangan.
6. Pemulihan ekonomi Malaysia dan global, yang meningkatkan permintaan.
7. Keyakinan pelabur terhadap prospek jangka panjang syarikat.

Faktor-faktor ini boleh meningkatkan keyakinan pelabur, seterusnya memulihkan harga saham.

Harga saham Pos Malaysia boleh pulih disebabkan oleh beberapa faktor, termasuk:

1. Peningkatan dalam e-dagang, yang meningkatkan permintaan untuk perkhidmatan penghantaran.
2. Transformasi digital dan automasi, yang mengurangkan kos operasi dan meningkatkan kecekapan.
3. Penyusunan semula dan pelan pemulihan, yang dapat memperbaiki prestasi kewangan.
4. Diversifikasi perkhidmatan baru, seperti logistik kesihatan dan penghantaran antarabangsa.
5. Sokongan kerajaan melalui insentif atau bantuan kewangan.
6. Pemulihan ekonomi Malaysia dan global, yang meningkatkan permintaan.
7. Keyakinan pelabur terhadap prospek jangka panjang syarikat.

Faktor-faktor ini boleh meningkatkan keyakinan pelabur, seterusnya memulihkan harga saham.

Pos Malaysia mempunyai potensi besar untuk maju, terutama dalam era digital dan perubahan ekonomi global. Berikut adalah beberapa strategi utama yang boleh membantu Pos Malaysia untuk terus maju dan berkembang:

1. Transformasi Digital:

Pos Malaysia perlu mempercepat transformasi digital untuk memenuhi keperluan pelanggan yang semakin beralih kepada perkhidmatan dalam talian. Ini termasuk pengenalan aplikasi mudah alih yang lebih mesra pengguna, sistem pelacakan penghantaran masa nyata, dan penggunaan analitik data untuk meramalkan permintaan pelanggan serta mengoptimumkan logistik.

2. Inovasi dalam Logistik E-Dagang:

Pertumbuhan pesat e-dagang memberikan peluang besar kepada Pos Malaysia. Dengan melabur dalam teknologi logistik seperti automasi gudang, robotik, dan kecerdasan buatan (AI), mereka boleh meningkatkan kecekapan dalam memproses pesanan dan penghantaran, terutamanya untuk penghantaran “last mile,” yang merupakan fasa kritikal dalam pengalaman pelanggan.

3. Diversifikasi Sumber Pendapatan:

Untuk terus maju, Pos Malaysia boleh mencari cara untuk mendiversifikasi sumber pendapatan mereka. Sebagai contoh, selain penghantaran surat dan bungkusan, mereka boleh mengembangkan perkhidmatan tambahan seperti:

• Perkhidmatan Kewangan: Memperluas perkhidmatan seperti PosPay dan kerjasama dengan institusi kewangan untuk menyediakan lebih banyak produk perbankan atau kewangan di pejabat pos.
• Perkhidmatan e-Dagang B2B: Membantu perusahaan kecil dan sederhana (PKS) dalam aspek logistik dan pengurusan rantaian bekalan mereka.
• Perkhidmatan Penjagaan Kesihatan: Mengurus penghantaran ubat atau peralatan perubatan yang memerlukan ketepatan dan kawalan yang ketat.

4. Ekspansi Pasaran Luar Negara:

Pos Malaysia boleh memanfaatkan kerjasama dengan syarikat logistik antarabangsa untuk menyediakan penghantaran lintas sempadan yang lebih pantas dan cekap. Ekspansi ke pasaran serantau seperti ASEAN juga boleh memberi manfaat besar, memandangkan pertumbuhan ekonomi yang kukuh di rantau ini.

5. Penerapan Amalan Mesra Alam:

Dalam usaha untuk kekal relevan, Pos Malaysia boleh fokus kepada amalan kelestarian seperti penggunaan kenderaan elektrik untuk penghantaran, penggunaan bahan pembungkusan yang boleh dikitar semula, dan inisiatif untuk mengurangkan jejak karbon. Ini bukan sahaja dapat menjimatkan kos operasi dalam jangka panjang tetapi juga menarik pelanggan yang prihatin terhadap isu-isu alam sekitar.

6. Peningkatan Infrastruktur Rangkaian:

Untuk memastikan penghantaran yang lebih cepat dan efisien, Pos Malaysia perlu terus meningkatkan infrastruktur mereka, terutamanya di kawasan luar bandar dan pedalaman. Ini termasuk membuka lebih banyak pusat logistik dan memodenkan pejabat pos dengan teknologi canggih.

7. Pelanggan sebagai Fokus Utama:

Dengan memberi tumpuan kepada pengalaman pelanggan, Pos Malaysia boleh meningkatkan kepuasan dan kesetiaan pelanggan. Menawarkan perkhidmatan pelanggan yang cekap, mudah diakses, dan pelbagai pilihan penghantaran yang lebih fleksibel akan memberi nilai tambah kepada perkhidmatan mereka.

Dengan pelaksanaan strategi-strategi ini, Pos Malaysia bukan sahaja dapat mengekalkan daya saing, tetapi juga terus maju dan relevan dalam industri yang berubah dengan cepat.

Pos Malaysia, sebagai penyedia perkhidmatan pos nasional di Malaysia, mempunyai potensi besar untuk terus berkembang dalam era digital dan ekonomi e-dagang yang pesat. Beberapa potensi yang dapat dikembangkan oleh Pos Malaysia termasuk:

1. Peningkatan E-dagang:

Dengan pertumbuhan e-dagang yang pesat di Malaysia dan Asia Tenggara, Pos Malaysia dapat memanfaatkan peningkatan permintaan perkhidmatan penghantaran dan logistik. Mereka boleh membina infrastruktur yang lebih baik untuk memastikan penghantaran yang lebih cepat dan cekap, terutamanya untuk syarikat-syarikat kecil dan sederhana (PKS) yang bergantung kepada e-dagang.

2. Digitalisasi Perkhidmatan:

Dengan memperkenalkan lebih banyak teknologi digital seperti aplikasi mudah alih, pelacakan masa nyata, dan automasi perkhidmatan, Pos Malaysia dapat memperbaiki pengalaman pelanggan dan meningkatkan kecekapan operasional. Ini termasuk penerapan teknologi seperti AI dan IoT untuk mengurus rantaian bekalan dan penghantaran.

3. Diversifikasi Produk dan Perkhidmatan:

Pos Malaysia boleh mengembangkan perkhidmatan baru di luar penghantaran surat dan bungkusan tradisional, seperti logistik perniagaan-ke-perniagaan (B2B), perkhidmatan penyimpanan, dan pengurusan rantaian bekalan untuk industri yang berbeza. Perkhidmatan kewangan, seperti PosPay, juga berpotensi untuk berkembang, terutamanya di kalangan komuniti yang kurang terhubung dengan institusi perbankan.

4. Ekspansi Antarabangsa:

Pos Malaysia boleh mencari peluang untuk memperluas jejak antarabangsa mereka melalui kerjasama dengan syarikat pos di negara-negara lain atau penyedia logistik global. Ini termasuk menyediakan perkhidmatan penghantaran lintas sempadan yang lebih pantas dan kos efektif.

5. Kemampanan (Sustainability):

Dengan trend global ke arah amalan perniagaan yang lebih mampan, Pos Malaysia boleh melabur dalam kenderaan elektrik untuk penghantaran, mengurangkan jejak karbon mereka, dan memperkenalkan inisiatif hijau lain yang dapat menarik pelanggan yang mementingkan kelestarian alam sekitar.

6. Pengkhususan dalam Perkhidmatan:

Mereka juga boleh mempertimbangkan untuk menyediakan perkhidmatan khusus untuk industri tertentu seperti kesihatan (penghantaran ubat) atau makanan (perkhidmatan penghantaran makanan dan produk segar), yang memerlukan penanganan logistik yang lebih canggih.

Dengan mengambil langkah-langkah strategik ini, Pos Malaysia dapat mengekalkan daya saing dalam industri logistik dan perkhidmatan pos di Malaysia dan seterusnya.

tiada pelan untuk pos Malaysia, epf jual syer drb berterusan

2024-10-14
Insider
EMPLOYEES PROVIDENT FUND BOARD (a substantial shareholder) disposed 2,573,200 shares on 09-Oct-2024.

epf dumping drb stocks nonstop... No visible plan for pos malaysia till now😂

epf dumping drb stocks nonstop... No visible plan for pos malaysia till now😂

Privatization and financial reengineering could offer significant advantages for Pos Malaysia, depending on the implementation strategy.

Benefits of Privatization for Pos Malaysia:

1. Increased Efficiency: By moving away from government ownership, Pos Malaysia could be more agile, with fewer bureaucratic hurdles, enabling faster decision-making and operational improvements.


2. Access to Private Capital: Privatization could allow the company to attract private investment, which may be used to modernize its infrastructure, particularly its logistics and e-commerce services.


3. Management Autonomy: Privatization would likely provide management greater autonomy to pursue innovative business models or restructure parts of the business, such as expanding the Pos Shop & Café or other non-core services.


4. Focus on Profitability: As a private entity, Pos Malaysia would be more focused on profitability, leading to a sharper emphasis on cutting losses and enhancing its financial performance.



Financial Reengineering:

Financial reengineering involves the restructuring of financial assets, liabilities, or equity to optimize a company’s capital structure and increase shareholder value. For Pos Malaysia, this could involve:

1. Debt Restructuring: Reducing or restructuring existing debt to lower financing costs.


2. Asset Sales/Spin-offs: Selling non-core assets like Pos Shop & Café or other business units through an IPO to raise capital or refocus on core operations.


3. Cost Optimization: Streamlining operations, improving cost management, and focusing on digitalization to enhance efficiency.


4. Capital Allocation: Deploying capital more effectively in high-growth areas such as e-commerce logistics, last-mile delivery, and fintech services.



If done correctly, these moves could strengthen Pos Malaysia’s financial position, make it more competitive, and unlock significant value for shareholders.