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Stock
1 week ago | Report Abuse
DRB-HICOM faces an urgent decision regarding Pos Malaysia as the company’s continuous losses since 2019 threaten to erode shareholder value and drag down DRB’s overall performance. A prolonged six-year period of financial underperformance has resulted in a tumbling share price, weakened investor confidence, and mounting operational inefficiencies that DRB can no longer afford to subsidize. Here's what DRB should consider in making a decisive move:
---
### **Key Challenges for Pos Malaysia**
1. **Structural Decline in Mail Volume**:
- Mail services, a historically stable revenue stream, have drastically declined with digitalization. This segment's losses far outweigh growth in courier and logistics.
2. **Intense Competition**:
- Agile players like J&T Express, Ninja Van, and GrabExpress dominate e-commerce logistics with more efficient operations and better technology.
3. **Rising Operational Costs**:
- Legacy infrastructure, labor-intensive operations, and high fixed costs create a burden Pos Malaysia struggles to offset.
4. **Investor Fatigue**:
- Continuous losses and lack of clear turnaround strategies have driven investors away, evident in the stock's poor performance.
---
### **Decisive Actions DRB Must Consider**
#### **1. Immediate Restructuring**
- **Downsize Unprofitable Segments**:
- Scale down or exit traditional mail services in areas where costs exceed revenues.
- Focus resources on high-potential segments like e-commerce logistics and cross-border trade.
- **Optimize Workforce**:
- Implement retrenchment or voluntary separation schemes (VSS) to reduce labor costs responsibly.
- Upskill and redeploy remaining staff for growth areas such as digital and courier services.
- **Network Rationalization**:
- Consolidate underperforming post offices or convert them into shared-service hubs for logistics, fintech, and e-commerce.
#### **2. Strategic Sale or Partnerships**
- **Sell Pos Malaysia**:
- Identify a buyer with strong synergies, such as a logistics giant (J&T, DHL, SingPost) or an e-commerce player (Shopee, Lazada).
- A full sale would allow DRB to cut its losses and reinvest in its core businesses or growth areas.
- **Form Strategic Alliances**:
- Partner with global logistics or tech players to modernize Pos Malaysia’s operations while sharing the financial burden.
- This could include equity partnerships or operational management agreements.
#### **3. Accelerate Digital Transformation**
- Pivot to an **asset-light** business model emphasizing technology-driven solutions like automated sorting, digital platforms, and real-time tracking.
- Introduce **e-commerce-friendly services** such as same-day delivery, seamless returns, and affordable international shipping.
#### **4. Unlock Asset Value**
- Monetize underutilized assets such as real estate by selling, leasing, or repurposing for higher-value uses (e.g., urban logistics hubs).
- Spin off successful segments like Pos Laju or Pos Café into separate businesses to attract new investors or prepare for IPOs.
---
### **Why DRB Must Act Now**
1. **Shareholder Pressure**:
- Continuous losses will further damage DRB’s financials, and investor sentiment may reach a breaking point.
- With DRB’s other ventures requiring capital, Pos Malaysia risks becoming an unsustainable drain on resources.
2. **Industry Trends**:
- The logistics and postal sector is consolidating, with tech-driven players rapidly gaining market share. Delaying action could result in Pos Malaysia losing relevance entirely.
3. **Opportunity for Value Extraction**:
- Selling or restructuring Pos Malaysia now could still yield reasonable value, especially if DRB highlights its extensive infrastructure and market penetration to potential buyers.
---
### **Conclusion**
DRB-HICOM must urgently implement a clear strategy: either restructure and revitalize Pos Malaysia or divest it to a partner better equipped to drive growth. Delays will only compound the financial burden and damage shareholder confidence further. A decisive move in 2024 can transform Pos Malaysia’s outlook while freeing DRB to focus on more promising ventures. **Time is not on DRB’s side, and the longer the inaction, the harder the recovery.**
Stock
1 week ago | Report Abuse
DRB-HICOM faces an urgent decision regarding Pos Malaysia as the company’s continuous losses since 2019 threaten to erode shareholder value and drag down DRB’s overall performance. A prolonged six-year period of financial underperformance has resulted in a tumbling share price, weakened investor confidence, and mounting operational inefficiencies that DRB can no longer afford to subsidize. Here's what DRB should consider in making a decisive move:
---
### **Key Challenges for Pos Malaysia**
1. **Structural Decline in Mail Volume**:
- Mail services, a historically stable revenue stream, have drastically declined with digitalization. This segment's losses far outweigh growth in courier and logistics.
2. **Intense Competition**:
- Agile players like J&T Express, Ninja Van, and GrabExpress dominate e-commerce logistics with more efficient operations and better technology.
3. **Rising Operational Costs**:
- Legacy infrastructure, labor-intensive operations, and high fixed costs create a burden Pos Malaysia struggles to offset.
4. **Investor Fatigue**:
- Continuous losses and lack of clear turnaround strategies have driven investors away, evident in the stock's poor performance.
---
### **Decisive Actions DRB Must Consider**
#### **1. Immediate Restructuring**
- **Downsize Unprofitable Segments**:
- Scale down or exit traditional mail services in areas where costs exceed revenues.
- Focus resources on high-potential segments like e-commerce logistics and cross-border trade.
- **Optimize Workforce**:
- Implement retrenchment or voluntary separation schemes (VSS) to reduce labor costs responsibly.
- Upskill and redeploy remaining staff for growth areas such as digital and courier services.
- **Network Rationalization**:
- Consolidate underperforming post offices or convert them into shared-service hubs for logistics, fintech, and e-commerce.
#### **2. Strategic Sale or Partnerships**
- **Sell Pos Malaysia**:
- Identify a buyer with strong synergies, such as a logistics giant (J&T, DHL, SingPost) or an e-commerce player (Shopee, Lazada).
- A full sale would allow DRB to cut its losses and reinvest in its core businesses or growth areas.
- **Form Strategic Alliances**:
- Partner with global logistics or tech players to modernize Pos Malaysia’s operations while sharing the financial burden.
- This could include equity partnerships or operational management agreements.
#### **3. Accelerate Digital Transformation**
- Pivot to an **asset-light** business model emphasizing technology-driven solutions like automated sorting, digital platforms, and real-time tracking.
- Introduce **e-commerce-friendly services** such as same-day delivery, seamless returns, and affordable international shipping.
#### **4. Unlock Asset Value**
- Monetize underutilized assets such as real estate by selling, leasing, or repurposing for higher-value uses (e.g., urban logistics hubs).
- Spin off successful segments like Pos Laju or Pos Café into separate businesses to attract new investors or prepare for IPOs.
---
### **Why DRB Must Act Now**
1. **Shareholder Pressure**:
- Continuous losses will further damage DRB’s financials, and investor sentiment may reach a breaking point.
- With DRB’s other ventures requiring capital, Pos Malaysia risks becoming an unsustainable drain on resources.
2. **Industry Trends**:
- The logistics and postal sector is consolidating, with tech-driven players rapidly gaining market share. Delaying action could result in Pos Malaysia losing relevance entirely.
3. **Opportunity for Value Extraction**:
- Selling or restructuring Pos Malaysia now could still yield reasonable value, especially if DRB highlights its extensive infrastructure and market penetration to potential buyers.
---
### **Conclusion**
DRB-HICOM must urgently implement a clear strategy: either restructure and revitalize Pos Malaysia or divest it to a partner better equipped to drive growth. Delays will only compound the financial burden and damage shareholder confidence further. A decisive move in 2024 can transform Pos Malaysia’s outlook while freeing DRB to focus on more promising ventures. **Time is not on DRB’s side, and the longer the inaction, the harder the recovery.**
Stock
1 week ago | Report Abuse
If DRB-HICOM were to consider selling Pos Malaysia, the ideal buyer would be a company that can leverage strong synergies with Pos Malaysia's assets and operations. These synergies could arise from complementary businesses in logistics, e-commerce, technology, or even financial services. Here are some potential candidates and their alignment with Pos Malaysia's capabilities:
---
### **1. Logistics Giants**
- **DHL (Deutsche Post)**:
- **Synergies**: DHL has a strong international logistics network, expertise in express delivery, and experience managing last-mile delivery in challenging environments.
- **Value Proposition**: Pos Malaysia's local infrastructure could enhance DHL's domestic capabilities and provide a cost-effective expansion into rural areas.
- **FedEx or UPS**:
- **Synergies**: These companies could use Pos Malaysia's extensive network to strengthen their foothold in Southeast Asia.
- **Value Proposition**: Partnership or acquisition could enhance their market share in cross-border e-commerce logistics.
- **J&T Express**:
- **Synergies**: J&T has been aggressively growing in Southeast Asia, and Pos Malaysia’s infrastructure would significantly boost its domestic market presence.
- **Value Proposition**: Pos Malaysia could offer J&T access to rural delivery, regulatory benefits, and further diversification.
---
### **2. E-Commerce Players**
- **Shopee (Sea Group)** or **Lazada (Alibaba)**:
- **Synergies**: These e-commerce giants are heavily reliant on logistics. Acquiring Pos Malaysia could help them control more of their supply chain.
- **Value Proposition**: Pos Malaysia could provide these companies with a cost-effective way to scale their last-mile delivery operations and improve service quality for sellers and buyers.
- **Amazon**:
- **Synergies**: While Amazon is less prominent in Malaysia, acquiring Pos Malaysia could be a strategic move to enhance its logistics capabilities in the region.
- **Value Proposition**: It would give Amazon the infrastructure needed to expand its footprint in Malaysia and surrounding markets.
---
### **3. Regional or Local Logistics Players**
- **GDEX or City-Link Express**:
- **Synergies**: These smaller logistics players could leverage Pos Malaysia’s network to scale up operations.
- **Value Proposition**: Combining forces could create a dominant player in the domestic logistics space.
- **CJ Century (CJ Logistics)**:
- **Synergies**: As part of the South Korean CJ Logistics group, CJ Century could integrate Pos Malaysia’s network with its advanced logistics technology and international connections.
- **Value Proposition**: Pos Malaysia’s rural penetration complements CJ Century’s focus on supply chain management.
---
### **4. Technology and Financial Players**
- **Grab**:
- **Synergies**: Grab’s expanding logistics and delivery operations (e.g., GrabExpress) align well with Pos Malaysia's infrastructure.
- **Value Proposition**: Pos Malaysia could help Grab scale its logistics capabilities and deepen its presence in underserved areas.
- **GHL Systems or fintech players**:
- **Synergies**: Pos Malaysia has a physical footprint ideal for fintech services like e-wallet top-ups or bill payments.
- **Value Proposition**: A financial services company could use Pos Malaysia’s network to enhance financial inclusion and offer complementary services.
---
### **5. Government-Linked or Regional Logistics Entities**
- **Singapore Post (SingPost)**:
- **Synergies**: As a regional postal operator, SingPost could integrate Pos Malaysia’s operations to create a stronger ASEAN postal and logistics network.
- **Value Proposition**: Combining two regional players could enhance efficiency and competitiveness against global players.
- **Keretapi Tanah Melayu Berhad (KTMB)**:
- **Synergies**: As a government-linked transportation company, KTMB could integrate Pos Malaysia’s logistics with rail freight services.
- **Value Proposition**: Such an acquisition could optimize intermodal logistics solutions across Malaysia.
---
### **Key Factors to Consider**
- **Strategic Alignment**: The buyer must align with Pos Malaysia’s vision to modernize and adapt to the e-commerce boom.
- **Financial Strength**: The buyer should have sufficient resources to invest in digital transformation and infrastructure upgrades.
- **Regulatory and Public Sentiment**: The Malaysian government may prefer a buyer with a strong commitment to public service, especially for rural areas.
---
### **Conclusion**
Among the potential buyers, **Shopee (Sea Group)**, **J&T Express**, or a regional logistics player like **SingPost** or **CJ Century** might offer the strongest synergies. They could leverage Pos Malaysia’s extensive network to enhance delivery capabilities while investing in modernization to unlock long-term value.
Stock
1 week ago | Report Abuse
If DRB-HICOM were to consider selling Pos Malaysia, the ideal buyer would be a company that can leverage strong synergies with Pos Malaysia's assets and operations. These synergies could arise from complementary businesses in logistics, e-commerce, technology, or even financial services. Here are some potential candidates and their alignment with Pos Malaysia's capabilities:
---
### **1. Logistics Giants**
- **DHL (Deutsche Post)**:
- **Synergies**: DHL has a strong international logistics network, expertise in express delivery, and experience managing last-mile delivery in challenging environments.
- **Value Proposition**: Pos Malaysia's local infrastructure could enhance DHL's domestic capabilities and provide a cost-effective expansion into rural areas.
- **FedEx or UPS**:
- **Synergies**: These companies could use Pos Malaysia's extensive network to strengthen their foothold in Southeast Asia.
- **Value Proposition**: Partnership or acquisition could enhance their market share in cross-border e-commerce logistics.
- **J&T Express**:
- **Synergies**: J&T has been aggressively growing in Southeast Asia, and Pos Malaysia’s infrastructure would significantly boost its domestic market presence.
- **Value Proposition**: Pos Malaysia could offer J&T access to rural delivery, regulatory benefits, and further diversification.
---
### **2. E-Commerce Players**
- **Shopee (Sea Group)** or **Lazada (Alibaba)**:
- **Synergies**: These e-commerce giants are heavily reliant on logistics. Acquiring Pos Malaysia could help them control more of their supply chain.
- **Value Proposition**: Pos Malaysia could provide these companies with a cost-effective way to scale their last-mile delivery operations and improve service quality for sellers and buyers.
- **Amazon**:
- **Synergies**: While Amazon is less prominent in Malaysia, acquiring Pos Malaysia could be a strategic move to enhance its logistics capabilities in the region.
- **Value Proposition**: It would give Amazon the infrastructure needed to expand its footprint in Malaysia and surrounding markets.
---
### **3. Regional or Local Logistics Players**
- **GDEX or City-Link Express**:
- **Synergies**: These smaller logistics players could leverage Pos Malaysia’s network to scale up operations.
- **Value Proposition**: Combining forces could create a dominant player in the domestic logistics space.
- **CJ Century (CJ Logistics)**:
- **Synergies**: As part of the South Korean CJ Logistics group, CJ Century could integrate Pos Malaysia’s network with its advanced logistics technology and international connections.
- **Value Proposition**: Pos Malaysia’s rural penetration complements CJ Century’s focus on supply chain management.
---
### **4. Technology and Financial Players**
- **Grab**:
- **Synergies**: Grab’s expanding logistics and delivery operations (e.g., GrabExpress) align well with Pos Malaysia's infrastructure.
- **Value Proposition**: Pos Malaysia could help Grab scale its logistics capabilities and deepen its presence in underserved areas.
- **GHL Systems or fintech players**:
- **Synergies**: Pos Malaysia has a physical footprint ideal for fintech services like e-wallet top-ups or bill payments.
- **Value Proposition**: A financial services company could use Pos Malaysia’s network to enhance financial inclusion and offer complementary services.
---
### **5. Government-Linked or Regional Logistics Entities**
- **Singapore Post (SingPost)**:
- **Synergies**: As a regional postal operator, SingPost could integrate Pos Malaysia’s operations to create a stronger ASEAN postal and logistics network.
- **Value Proposition**: Combining two regional players could enhance efficiency and competitiveness against global players.
- **Keretapi Tanah Melayu Berhad (KTMB)**:
- **Synergies**: As a government-linked transportation company, KTMB could integrate Pos Malaysia’s logistics with rail freight services.
- **Value Proposition**: Such an acquisition could optimize intermodal logistics solutions across Malaysia.
---
### **Key Factors to Consider**
- **Strategic Alignment**: The buyer must align with Pos Malaysia’s vision to modernize and adapt to the e-commerce boom.
- **Financial Strength**: The buyer should have sufficient resources to invest in digital transformation and infrastructure upgrades.
- **Regulatory and Public Sentiment**: The Malaysian government may prefer a buyer with a strong commitment to public service, especially for rural areas.
---
### **Conclusion**
Among the potential buyers, **Shopee (Sea Group)**, **J&T Express**, or a regional logistics player like **SingPost** or **CJ Century** might offer the strongest synergies. They could leverage Pos Malaysia’s extensive network to enhance delivery capabilities while investing in modernization to unlock long-term value.
Stock
1 week ago | Report Abuse
semoga syed selepas isu tentang pos msia sebelum mati macam ananda & daim
Stock
1 week ago | Report Abuse
tak tahu, maybe, drb sells its stake in pos to GRAB like jaya grocer's founder
Stock
1 week ago | Report Abuse
tak tahu, maybe, drb sells its stake in pos to GRAB like jaya grocer's founder
Stock
1 week ago | Report Abuse
To rescue proton: sell proton & lotus to geely... to rescue pos msia: sell or retrenchment; the only options left 😂😃
Stock
1 week ago | Report Abuse
To rescue proton: sell proton & lotus to geely... to rescue pos msia: sell or retrenchment; the only options left 😂😃
Stock
1 week ago | Report Abuse
Retrenchment at Pos Malaysia could be a difficult but potentially necessary step for DRB-HICOM to ensure the survival and profitability of the company. Pos Malaysia, which operates in a challenging postal and logistics environment, faces declining mail volumes, rising operational costs, and competition from more agile logistics players. Here are some considerations:
---
### **Why Retrenchment Might Be Necessary**
1. **Declining Core Business**:
- The traditional mail segment, once a cornerstone of Pos Malaysia’s operations, is rapidly shrinking due to digitalization.
- Despite diversification efforts, revenue from courier and logistics services may not yet compensate for the losses in mail.
2. **High Operating Costs**:
- Legacy structures, extensive physical networks, and staffing levels optimized for a bygone era contribute to high fixed costs.
- Streamlining operations through retrenchment could significantly reduce overhead.
3. **Competitive Pressure**:
- Pos Malaysia faces stiff competition from agile players like J&T Express, Ninja Van, and GrabExpress, which operate with leaner structures.
4. **Sustainability for DRB-HICOM**:
- As the major shareholder, DRB-HICOM needs Pos Malaysia to perform sustainably, especially as it considers strategic pivots like IPOs (e.g., Pos Café or Pos Shop).
- Cutting losses in underperforming areas might be necessary to stabilize financials.
---
### **Challenges of Retrenchment**
1. **Social and Political Sensitivities**:
- Pos Malaysia, a former government-linked entity, is seen as a public service provider. Retrenchment could face public backlash and resistance from unions.
- The government’s equity interest (via major shareholders like KWAP) might also complicate such decisions.
2. **Short-Term Disruptions**:
- Layoffs can lead to operational disruptions and morale issues among remaining staff, affecting service quality.
3. **Cost of Retrenchment**:
- Severance packages and related expenses can add financial strain in the short term.
---
### **Alternatives to Retrenchment**
1. **Digital Transformation**:
- Accelerate the shift to digital and automated processes to reduce reliance on manpower without immediate layoffs.
2. **Redeployment**:
- Reskill and redeploy staff to high-growth areas, such as e-commerce logistics or digital services.
3. **Asset Rationalization**:
- Consider selling or repurposing underutilized assets (e.g., post offices, fleet) to free up capital and reduce costs.
4. **Strategic Partnerships**:
- Form alliances with tech companies and logistics innovators to modernize operations and create new revenue streams.
5. **Voluntary Separation Schemes (VSS)**:
- Offer incentives for employees to voluntarily leave, reducing workforce size more amicably.
---
### **The Way Forward**
While retrenchment could be part of DRB-HICOM’s strategy for Pos Malaysia, it should be approached carefully to balance cost savings with social responsibility and brand reputation. Complementary strategies like redeployment, digitalization, and strategic partnerships might soften the blow while creating a sustainable foundation for growth.
Ultimately, the success of Pos Malaysia—and by extension, DRB-HICOM—will depend on the ability to pivot rapidly in an industry undergoing disruptive change.
Stock
1 week ago | Report Abuse
Retrenchment at Pos Malaysia could be a difficult but potentially necessary step for DRB-HICOM to ensure the survival and profitability of the company. Pos Malaysia, which operates in a challenging postal and logistics environment, faces declining mail volumes, rising operational costs, and competition from more agile logistics players. Here are some considerations:
---
### **Why Retrenchment Might Be Necessary**
1. **Declining Core Business**:
- The traditional mail segment, once a cornerstone of Pos Malaysia’s operations, is rapidly shrinking due to digitalization.
- Despite diversification efforts, revenue from courier and logistics services may not yet compensate for the losses in mail.
2. **High Operating Costs**:
- Legacy structures, extensive physical networks, and staffing levels optimized for a bygone era contribute to high fixed costs.
- Streamlining operations through retrenchment could significantly reduce overhead.
3. **Competitive Pressure**:
- Pos Malaysia faces stiff competition from agile players like J&T Express, Ninja Van, and GrabExpress, which operate with leaner structures.
4. **Sustainability for DRB-HICOM**:
- As the major shareholder, DRB-HICOM needs Pos Malaysia to perform sustainably, especially as it considers strategic pivots like IPOs (e.g., Pos Café or Pos Shop).
- Cutting losses in underperforming areas might be necessary to stabilize financials.
---
### **Challenges of Retrenchment**
1. **Social and Political Sensitivities**:
- Pos Malaysia, a former government-linked entity, is seen as a public service provider. Retrenchment could face public backlash and resistance from unions.
- The government’s equity interest (via major shareholders like KWAP) might also complicate such decisions.
2. **Short-Term Disruptions**:
- Layoffs can lead to operational disruptions and morale issues among remaining staff, affecting service quality.
3. **Cost of Retrenchment**:
- Severance packages and related expenses can add financial strain in the short term.
---
### **Alternatives to Retrenchment**
1. **Digital Transformation**:
- Accelerate the shift to digital and automated processes to reduce reliance on manpower without immediate layoffs.
2. **Redeployment**:
- Reskill and redeploy staff to high-growth areas, such as e-commerce logistics or digital services.
3. **Asset Rationalization**:
- Consider selling or repurposing underutilized assets (e.g., post offices, fleet) to free up capital and reduce costs.
4. **Strategic Partnerships**:
- Form alliances with tech companies and logistics innovators to modernize operations and create new revenue streams.
5. **Voluntary Separation Schemes (VSS)**:
- Offer incentives for employees to voluntarily leave, reducing workforce size more amicably.
---
### **The Way Forward**
While retrenchment could be part of DRB-HICOM’s strategy for Pos Malaysia, it should be approached carefully to balance cost savings with social responsibility and brand reputation. Complementary strategies like redeployment, digitalization, and strategic partnerships might soften the blow while creating a sustainable foundation for growth.
Ultimately, the success of Pos Malaysia—and by extension, DRB-HICOM—will depend on the ability to pivot rapidly in an industry undergoing disruptive change.
Stock
1 week ago | Report Abuse
DRB-HICOM, a conglomerate with significant interests in the automotive sector, is indeed navigating a tough landscape in Malaysia. The competitive automotive market is increasingly shaped by global giants such as BYD, Tesla, and Chery, which are bringing advanced technologies, electric vehicles (EVs), and attractive pricing to the region. Here’s a deeper look at the challenges and strategies DRB-HICOM might face:
---
### **Challenges**
1. **Electric Vehicle (EV) Disruption**:
- **BYD and Tesla**: These companies dominate the EV segment globally and are entering Malaysia aggressively. They leverage cutting-edge technology, strong branding, and economies of scale to deliver competitive pricing and advanced vehicles.
- DRB-HICOM’s flagship Proton and collaboration with Geely need to scale their EV offerings quickly to avoid losing ground in the EV race.
2. **Price Sensitivity**:
- Brands like Chery focus on offering competitive pricing while delivering quality and advanced features, appealing to budget-conscious Malaysian consumers.
- Proton's strength in affordability is now challenged as competitors bring higher perceived value in similar price brackets.
3. **Brand Perception**:
- Tesla and BYD have strong reputations globally, whereas Proton, despite improvements, still battles legacy perceptions of quality and innovation in certain segments.
4. **Government Incentives and Policies**:
- Malaysia is encouraging EV adoption with tax incentives, infrastructure developments, and favorable import policies, benefiting global EV makers entering the market.
---
### **Opportunities and Strategies**
1. **EV Development with Geely**:
- DRB-HICOM’s joint venture with Geely could be its strongest card, as Geely’s EV expertise and resources might help Proton create competitive EVs for Malaysia and export markets.
2. **Leveraging National Sentiment**:
- Proton remains a symbol of national pride for many Malaysians. Capitalizing on this emotional connection, while offering modern, eco-friendly vehicles, can help retain loyal customers.
3. **Improving After-Sales Services**:
- A key differentiator could be enhancing customer service, after-sales support, and affordability of maintenance, areas where global players sometimes lag.
4. **Localization**:
- DRB-HICOM could focus on localized designs, pricing strategies, and features tailored to Malaysian consumers' needs, leveraging its deep understanding of the local market.
5. **EV Infrastructure Partnerships**:
- Collaborating with the government and private sectors to expand Malaysia’s EV charging network can position Proton as an EV-ready brand.
6. **Export Focus**:
- Beyond Malaysia, Proton’s regional growth strategy could help diversify revenue streams and scale production, improving cost competitiveness.
---
### **Current Moves**
- Proton has already started rolling out models like the X90 SUV, which target premium segments, and they may focus more on EV variants.
- The conglomerate could enhance synergies within its portfolio (e.g., partnerships between automotive, logistics, and financial services arms).
---
### **Conclusion**
While DRB-HICOM is at a critical juncture, it has the resources, partnerships, and local goodwill to mount a robust challenge. However, the success of its EV strategies and ability to stay agile in this fast-evolving market will be decisive in ensuring its survival and growth amidst intense competition from BYD, Tesla, Chery, and others.
Stock
1 week ago | Report Abuse
drb auto segment is facing intense fight with BYD, Tesla, Chery, Jaecoo, GW, and many more affecting its honda n proton sales as well
Stock
1 week ago | Report Abuse
another tough decision for drb to implement retrenchment at pos after selling proton & lotus to china geely dulu to turnaround proton which dragged down drb dulu, giliran for pos malaysia kini. hehe
Stock
1 week ago | Report Abuse
Sime darby partnered BYD to fight drb, TEsla alone fights drb, GW partnered tanchong to fight DRB, and many more
Stock
1 week ago | Report Abuse
during the profitable years of pos before 2019, pos malaysia manpower always 18000++ & lower. now above 20000++ although with huge capex in digitalisation, high skilled talented manpower, etc... DRB must take the bold move now... the whole world is watching
Stock
1 week ago | Report Abuse
if drb dares not implement retrenchment at POS, it share price could tumble below 50sen like tanchong which unable to compete with chinese brands & even tesla
Stock
1 week ago | Report Abuse
DRB must make tough decision regarding pos retrenchment as its motor segment is facing tough competition for china brands e.g. byd, chery, and many more in all segments ICE, EV,Hybrid & PHEV///
Stock
1 week ago | Report Abuse
### Justifikasi Mengapa DRB-HICOM Akan Terjejas Bersama POS Malaysia Jika Tidak Melaksanakan Pemberhentian Pekerja
- **1. Kerugian Kewangan yang Berterusan**
- **Kerugian Berterusan:** POS Malaysia telah mengalami kerugian selama enam tahun berturut-turut, menunjukkan model perniagaan yang tidak mampan. Jika DRB-HICOM gagal mengatasi ketidakefisiensian ini, syarikat akan terus mengalami kerugian yang akan memberi kesan negatif kepada keuntungan kedua-dua syarikat.
- **Kesukaran Mengurangkan Kos:** Dengan tidak mengurangkan jumlah pekerja, kos operasi POS Malaysia tetap tinggi, menyukarkan syarikat untuk kembali beroperasi menguntungkan, dan memaksa syarikat bergantung pada amalan kewangan yang tidak mampan.
- **2. Keyakinan Pelabur dan Pemegang Saham**
- **Nilai Saham yang Rendah:** Harga saham POS Malaysia kini di bawah RM1, mencerminkan kehilangan keyakinan pelabur. Jika DRB-HICOM terus mengelak daripada membuat keputusan sukar seperti pemberhentian, harga saham akan terus merosot dan menurunkan keyakinan terhadap kedua-dua syarikat.
- **Persepsi Pasaran:** Gagal mengambil tindakan yang diperlukan akan memberi isyarat kepada pasaran bahawa DRB-HICOM tidak berani membuat keputusan strategik, yang akan menambah keraguan terhadap prospek masa depan syarikat, memberi kesan negatif terhadap harga saham.
- **3. Beban Kewangan Terhadap DRB-HICOM**
- **Tekanan Kewangan ke Atas Syarikat Induk:** Jika POS Malaysia terus mengalami kerugian, DRB-HICOM mungkin terpaksa menyuntik lebih banyak modal untuk menyelamatkan anak syarikat tersebut, yang akan memberi tekanan kepada sumber kewangan syarikat induk dan mengehadkan kemampuan untuk melabur dalam peluang lain.
- **Ketidakefisiensian Operasi:** Kegagalan mengatasi ketidakefisiensian di POS Malaysia akan menjejaskan prestasi keseluruhan DRB-HICOM, kerana kelemahan ini akan memberi impak negatif kepada prestasi syarikat induk.
- **4. Peluang Transformasi yang Terlepas**
- **Gagal Menyesuaikan Diri:** DRB-HICOM dan POS Malaysia perlu menyesuaikan diri dengan perubahan pesat dalam landskap perniagaan. Tanpa pemberhentian pekerja sebagai sebahagian daripada strategi pendigitalan dan kecekapan operasi, POS Malaysia akan terus menghadapi kesukaran. Kegagalan untuk merestrukturisasi syarikat boleh menyebabkan mereka terlepas peluang pertumbuhan yang penting.
- **Gagal Melabur dalam Inovasi:** Beban kewangan akibat ketidakefisiensian menghalang syarikat daripada melabur dalam inovasi atau bidang perniagaan baru. DRB-HICOM akan kehilangan peluang untuk berkembang dan memimpin pasaran.
- **5. Kestabilan Jangka Panjang**
- **Memastikan Kelestarian Perniagaan:** Untuk memastikan kelestarian POS Malaysia, syarikat perlu menjadi operasi yang lebih cekap. DRB-HICOM perlu mengambil keputusan sukar untuk memastikan masa depan POS Malaysia. Gagal berbuat demikian bukan sahaja akan merugikan POS Malaysia, tetapi juga akan melemahkan strategi perniagaan keseluruhan DRB-HICOM.
- **Risiko Ketinggalan Berbanding Pesaing:** Tanpa mengambil langkah strategik, syarikat akan ketinggalan dalam pasaran. Pesaing yang lebih cekap dan menyesuaikan diri dengan perubahan teknologi akan mengambil alih pasaran, memperburuk kedudukan DRB-HICOM.
### Kesimpulan:
Jika DRB-HICOM gagal melaksanakan pemberhentian pekerja di POS Malaysia, ia berisiko terjejas bersama syarikat tersebut disebabkan oleh ketidakefisiensian kewangan, kehilangan keyakinan pelabur, dan peluang pertumbuhan yang terlepas. Keputusan untuk tidak bertindak dengan tegas akan mengakibatkan kerugian berpanjangan, tekanan kewangan kepada syarikat induk, dan ketidakmampuan untuk menyesuaikan diri dengan persekitaran perniagaan yang berubah. Oleh itu, keputusan sukar seperti pemberhentian pekerja adalah perlu untuk memastikan kelestarian dan kejayaan jangka panjang bagi kedua-dua POS Malaysia dan DRB-HICOM.
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### Justifikasi Mengapa DRB-HICOM Akan Terjejas Bersama POS Malaysia Jika Tidak Melaksanakan Pemberhentian Pekerja
- **1. Kerugian Kewangan yang Berterusan**
- **Kerugian Berterusan:** POS Malaysia telah mengalami kerugian selama enam tahun berturut-turut, menunjukkan model perniagaan yang tidak mampan. Jika DRB-HICOM gagal mengatasi ketidakefisiensian ini, syarikat akan terus mengalami kerugian yang akan memberi kesan negatif kepada keuntungan kedua-dua syarikat.
- **Kesukaran Mengurangkan Kos:** Dengan tidak mengurangkan jumlah pekerja, kos operasi POS Malaysia tetap tinggi, menyukarkan syarikat untuk kembali beroperasi menguntungkan, dan memaksa syarikat bergantung pada amalan kewangan yang tidak mampan.
- **2. Keyakinan Pelabur dan Pemegang Saham**
- **Nilai Saham yang Rendah:** Harga saham POS Malaysia kini di bawah RM1, mencerminkan kehilangan keyakinan pelabur. Jika DRB-HICOM terus mengelak daripada membuat keputusan sukar seperti pemberhentian, harga saham akan terus merosot dan menurunkan keyakinan terhadap kedua-dua syarikat.
- **Persepsi Pasaran:** Gagal mengambil tindakan yang diperlukan akan memberi isyarat kepada pasaran bahawa DRB-HICOM tidak berani membuat keputusan strategik, yang akan menambah keraguan terhadap prospek masa depan syarikat, memberi kesan negatif terhadap harga saham.
- **3. Beban Kewangan Terhadap DRB-HICOM**
- **Tekanan Kewangan ke Atas Syarikat Induk:** Jika POS Malaysia terus mengalami kerugian, DRB-HICOM mungkin terpaksa menyuntik lebih banyak modal untuk menyelamatkan anak syarikat tersebut, yang akan memberi tekanan kepada sumber kewangan syarikat induk dan mengehadkan kemampuan untuk melabur dalam peluang lain.
- **Ketidakefisiensian Operasi:** Kegagalan mengatasi ketidakefisiensian di POS Malaysia akan menjejaskan prestasi keseluruhan DRB-HICOM, kerana kelemahan ini akan memberi impak negatif kepada prestasi syarikat induk.
- **4. Peluang Transformasi yang Terlepas**
- **Gagal Menyesuaikan Diri:** DRB-HICOM dan POS Malaysia perlu menyesuaikan diri dengan perubahan pesat dalam landskap perniagaan. Tanpa pemberhentian pekerja sebagai sebahagian daripada strategi pendigitalan dan kecekapan operasi, POS Malaysia akan terus menghadapi kesukaran. Kegagalan untuk merestrukturisasi syarikat boleh menyebabkan mereka terlepas peluang pertumbuhan yang penting.
- **Gagal Melabur dalam Inovasi:** Beban kewangan akibat ketidakefisiensian menghalang syarikat daripada melabur dalam inovasi atau bidang perniagaan baru. DRB-HICOM akan kehilangan peluang untuk berkembang dan memimpin pasaran.
- **5. Kestabilan Jangka Panjang**
- **Memastikan Kelestarian Perniagaan:** Untuk memastikan kelestarian POS Malaysia, syarikat perlu menjadi operasi yang lebih cekap. DRB-HICOM perlu mengambil keputusan sukar untuk memastikan masa depan POS Malaysia. Gagal berbuat demikian bukan sahaja akan merugikan POS Malaysia, tetapi juga akan melemahkan strategi perniagaan keseluruhan DRB-HICOM.
- **Risiko Ketinggalan Berbanding Pesaing:** Tanpa mengambil langkah strategik, syarikat akan ketinggalan dalam pasaran. Pesaing yang lebih cekap dan menyesuaikan diri dengan perubahan teknologi akan mengambil alih pasaran, memperburuk kedudukan DRB-HICOM.
### Kesimpulan:
Jika DRB-HICOM gagal melaksanakan pemberhentian pekerja di POS Malaysia, ia berisiko terjejas bersama syarikat tersebut disebabkan oleh ketidakefisiensian kewangan, kehilangan keyakinan pelabur, dan peluang pertumbuhan yang terlepas. Keputusan untuk tidak bertindak dengan tegas akan mengakibatkan kerugian berpanjangan, tekanan kewangan kepada syarikat induk, dan ketidakmampuan untuk menyesuaikan diri dengan persekitaran perniagaan yang berubah. Oleh itu, keputusan sukar seperti pemberhentian pekerja adalah perlu untuk memastikan kelestarian dan kejayaan jangka panjang bagi kedua-dua POS Malaysia dan DRB-HICOM.
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If DRB-HICOM dares not implement retrenchment at POS Malaysia, it risks being dragged down alongside the company due to several key reasons:
### 1. **Ongoing Financial Losses**
- **Continuous Losses:** POS Malaysia has faced six consecutive years of financial losses, which signifies an unsustainable business model. If DRB-HICOM fails to address the underlying inefficiencies, it will continue to hemorrhage funds, dragging down the profitability of both the parent company and its subsidiary, POS Malaysia.
- **Inability to Cut Costs:** By not reducing the workforce, DRB-HICOM allows POS Malaysia’s operational costs to remain too high, making it harder to return to profitability and forcing the company to rely on unsustainable financial practices.
### 2. **Shareholder and Investor Confidence**
- **Low Stock Value:** POS Malaysia’s stock price is currently below RM1, reflecting the loss of investor confidence. If DRB-HICOM continues to avoid difficult decisions, such as retrenchment, it risks further depressing the share price. Investors are likely to lose trust in the company’s ability to turn things around, negatively impacting DRB-HICOM’s stock as well.
- **Market Perception:** The failure to make necessary adjustments like workforce reduction sends a signal to the market that DRB-HICOM is unwilling or unable to make tough, strategic decisions. This could exacerbate the lack of confidence, hurting both companies' long-term prospects.
### 3. **Increased Burden on DRB-HICOM**
- **Financial Strain on Parent Company:** If POS Malaysia continues to lose money, DRB-HICOM, as the parent company, may be forced to inject additional capital to keep the subsidiary afloat. This could strain DRB-HICOM’s resources and limit its ability to invest in other profitable ventures or businesses.
- **Operational Inefficiency:** A failure to address inefficiencies at POS Malaysia will only result in further losses and will prevent DRB-HICOM from capitalizing on the opportunities for growth in other areas. The unaddressed inefficiencies can spread, causing a drag on DRB-HICOM’s overall business performance.
### 4. **Missed Opportunity for Transformation**
- **Failure to Adapt:** DRB-HICOM and POS Malaysia must adapt to a rapidly changing business landscape. If retrenchment is not implemented as part of a broader strategy for digitalization and operational efficiency, POS Malaysia will continue to struggle in the market. A failure to restructure could prevent both entities from taking advantage of growth opportunities, leaving them vulnerable to competitors.
- **Inability to Invest in Innovation:** The financial burden caused by inefficiencies and losses prevents the company from reinvesting in innovation or new business areas. DRB-HICOM could miss out on transformative opportunities for growth and market leadership, further diminishing its position in the market.
### 5. **Long-Term Viability**
- **Sustaining the Business:** For POS Malaysia to survive in the long term, it needs to become a leaner, more efficient operation. DRB-HICOM must make difficult decisions to ensure the sustainability of POS Malaysia. Failing to do so will not only hurt POS Malaysia but will also weaken DRB-HICOM’s overall business strategy and future prospects.
- **Risk of Falling Behind Competitors:** In the face of market pressures and a changing business environment, the failure to implement strategic changes can lead to the company losing its competitive edge. Competitors who embrace digital transformation and efficient operations will surpass POS Malaysia, further weakening DRB-HICOM’s market position.
### Conclusion:
If DRB-HICOM does not implement retrenchment at POS Malaysia, it risks being dragged down with the company due to financial inefficiencies, loss of investor confidence, and missed opportunities for growth. The failure to act decisively will result in prolonged losses, increased strain on the parent company, and a lack of adaptability to a changing business landscape. Thus, making tough decisions, including workforce reduction, is necessary for ensuring the long-term viability and success of both POS Malaysia and DRB-HICOM.
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If DRB-HICOM dares not implement retrenchment at POS Malaysia, it risks being dragged down alongside the company due to several key reasons:
### 1. **Ongoing Financial Losses**
- **Continuous Losses:** POS Malaysia has faced six consecutive years of financial losses, which signifies an unsustainable business model. If DRB-HICOM fails to address the underlying inefficiencies, it will continue to hemorrhage funds, dragging down the profitability of both the parent company and its subsidiary, POS Malaysia.
- **Inability to Cut Costs:** By not reducing the workforce, DRB-HICOM allows POS Malaysia’s operational costs to remain too high, making it harder to return to profitability and forcing the company to rely on unsustainable financial practices.
### 2. **Shareholder and Investor Confidence**
- **Low Stock Value:** POS Malaysia’s stock price is currently below RM1, reflecting the loss of investor confidence. If DRB-HICOM continues to avoid difficult decisions, such as retrenchment, it risks further depressing the share price. Investors are likely to lose trust in the company’s ability to turn things around, negatively impacting DRB-HICOM’s stock as well.
- **Market Perception:** The failure to make necessary adjustments like workforce reduction sends a signal to the market that DRB-HICOM is unwilling or unable to make tough, strategic decisions. This could exacerbate the lack of confidence, hurting both companies' long-term prospects.
### 3. **Increased Burden on DRB-HICOM**
- **Financial Strain on Parent Company:** If POS Malaysia continues to lose money, DRB-HICOM, as the parent company, may be forced to inject additional capital to keep the subsidiary afloat. This could strain DRB-HICOM’s resources and limit its ability to invest in other profitable ventures or businesses.
- **Operational Inefficiency:** A failure to address inefficiencies at POS Malaysia will only result in further losses and will prevent DRB-HICOM from capitalizing on the opportunities for growth in other areas. The unaddressed inefficiencies can spread, causing a drag on DRB-HICOM’s overall business performance.
### 4. **Missed Opportunity for Transformation**
- **Failure to Adapt:** DRB-HICOM and POS Malaysia must adapt to a rapidly changing business landscape. If retrenchment is not implemented as part of a broader strategy for digitalization and operational efficiency, POS Malaysia will continue to struggle in the market. A failure to restructure could prevent both entities from taking advantage of growth opportunities, leaving them vulnerable to competitors.
- **Inability to Invest in Innovation:** The financial burden caused by inefficiencies and losses prevents the company from reinvesting in innovation or new business areas. DRB-HICOM could miss out on transformative opportunities for growth and market leadership, further diminishing its position in the market.
### 5. **Long-Term Viability**
- **Sustaining the Business:** For POS Malaysia to survive in the long term, it needs to become a leaner, more efficient operation. DRB-HICOM must make difficult decisions to ensure the sustainability of POS Malaysia. Failing to do so will not only hurt POS Malaysia but will also weaken DRB-HICOM’s overall business strategy and future prospects.
- **Risk of Falling Behind Competitors:** In the face of market pressures and a changing business environment, the failure to implement strategic changes can lead to the company losing its competitive edge. Competitors who embrace digital transformation and efficient operations will surpass POS Malaysia, further weakening DRB-HICOM’s market position.
### Conclusion:
If DRB-HICOM does not implement retrenchment at POS Malaysia, it risks being dragged down with the company due to financial inefficiencies, loss of investor confidence, and missed opportunities for growth. The failure to act decisively will result in prolonged losses, increased strain on the parent company, and a lack of adaptability to a changing business landscape. Thus, making tough decisions, including workforce reduction, is necessary for ensuring the long-term viability and success of both POS Malaysia and DRB-HICOM.
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### Summary: Justification for Retrenchment at POS Malaysia
- **Financial Challenges:** POS Malaysia has faced six consecutive years of losses despite efforts in digital transformation and automation. However, its workforce has not been adjusted accordingly, leading to inefficiencies.
- **Cost-Cutting through Retrenchment:** Reducing the workforce can significantly lower labor costs, especially since automation has decreased the need for human intervention. This will help streamline operations and improve efficiency.
- **Boosting Profitability and Share Price:** Retrenchment could restore investor confidence and potentially raise POS Malaysia’s stock price by signaling to the market that decisive actions are being taken to improve profitability.
- **Challenges in Decision-Making:** Retrenchment is a difficult decision due to its social and ethical implications. It may affect employee morale and lead to resistance, but it needs to be handled ethically with proper support for affected workers.
- **Long-Term Vision:** Retrenchment should be part of a broader strategic plan, ensuring that POS Malaysia operates more efficiently and is positioned for long-term success, focusing on innovation and customer service.
In conclusion, retrenchment may be a painful but necessary step to cut costs, stabilize the company, and boost investor confidence, ultimately leading to profitability and growth for POS Malaysia.
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Implementing retrenchment at POS Malaysia would indeed be a difficult decision for DRB-HICOM, but it could be a necessary step to address the financial challenges the company is facing and ultimately help it regain profitability and boost its share price. Here's a breakdown of the tough decision:
### 1. **Financial Challenges and Persistent Losses**
- **Ongoing Losses:** POS Malaysia has been reporting losses for six consecutive years, despite the efforts made under the new CEO to transform the company. The continued losses highlight the need for significant changes.
- **Cost-Structure Imbalance:** Despite investments in digital transformation and automation, the company still carries a large workforce, resulting in a mismatch between the number of employees and the new operational needs.
### 2. **The Role of Retrenchment in Cost-Cutting**
- **High Labor Costs:** Labor is one of the largest operational costs for POS Malaysia. Reducing the workforce can significantly lower these costs, especially if automation and digitalization have already reduced the need for human intervention.
- **Streamlining Operations:** Retrenchment would help streamline operations, align the workforce with current needs, and eliminate redundancy. This could result in a leaner, more efficient organization that can operate profitably.
### 3. **Improving Profitability and Share Price**
- **Investor Confidence:** POS Malaysia's stock price is currently below RM1, reflecting the lack of investor confidence. Implementing retrenchment could signal to the market that DRB-HICOM is taking decisive action to address inefficiencies, which may restore investor trust and lead to a recovery in share price.
- **Focusing on Core Functions:** Reducing headcount could allow POS Malaysia to refocus its efforts on more profitable and strategic areas, including customer-facing services and innovation, which could help drive long-term growth and stability.
### 4. **Difficulties in Making the Decision**
- **Social and Ethical Considerations:** Retrenchment is a tough decision due to its impact on employees. It involves a loss of jobs, which can negatively affect employee morale and public perception of the company. DRB-HICOM would need to manage this process ethically, with proper severance packages and support for affected employees.
- **Internal Resistance:** Employees and unions may resist retrenchment, and there could be internal opposition to such a significant change. Handling this with care is crucial to prevent long-term negative impacts on company culture and employee relations.
### 5. **Long-Term Strategic Vision**
- **Positioning for the Future:** While the retrenchment decision may be painful, it could position POS Malaysia for long-term success. A leaner workforce, improved operational efficiency, and reduced costs can help the company adapt to the changing business environment and market demands.
- **Transformation and Sustainability:** The retrenchment should be part of a broader, well-thought-out transformation strategy that includes technological innovation, better customer service, and operational excellence. This would ensure that POS Malaysia becomes a more sustainable and profitable entity in the future.
### Conclusion:
For DRB-HICOM, retrenchment at POS Malaysia is undoubtedly a difficult and emotional decision, especially considering the social implications. However, it may be necessary to address the financial inefficiencies, cut operational costs, and put POS Malaysia on a path to profitability. If done strategically, this move could help restore investor confidence, boost share prices, and secure the company’s future in a competitive market.
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### Justifikasi Pemberhentian sebagai Langkah Terakhir untuk Menjadikan POS Malaysia Menguntungkan
- **1. Konteks: Cabaran POS Malaysia**
- POS Malaysia telah mengalami kerugian berterusan selama enam tahun terakhir.
- Walaupun usaha telah dilakukan sejak CEO baru mengambil alih pada tahun 2021 dengan memberi tumpuan kepada transformasi dan pendigitalan, struktur kos syarikat masih tidak mampan.
- Pelaburan yang besar telah dibuat dalam perbelanjaan modal (capex) dan bakat, tetapi jumlah pekerja belum dikurangkan selaras dengan peningkatan infrastruktur dan teknologi.
- **2. Kepentingan Pemberhentian sebagai Langkah Terakhir**
- **Kelebihan Pekerja:**
- Jika pendigitalan dan automasi telah berkembang, mengurangkan keperluan campur tangan manusia, mengekalkan tenaga kerja yang besar hanya menambah kos tanpa peningkatan hasil yang setara.
- Pemberhentian adalah penyelesaian yang wajar untuk menyelaraskan tenaga kerja dengan operasi yang lebih moden.
- **Pemotongan Kos:**
- Sebab utama pemberhentian adalah untuk memotong kos operasi secara drastik. Jika POS Malaysia terus beroperasi dengan jumlah pekerja yang sama sambil mengalami kerugian tahunan, syarikat akan sukar untuk mencapai keuntungan.
- Mengurangkan jumlah pekerja secara langsung mengurangkan kos buruh, yang merupakan salah satu perbelanjaan terbesar bagi syarikat.
- Menyelaraskan bilangan pekerja dengan keperluan operasi yang dikurangkan akan menghentikan kerugian kewangan.
- **Tekanan Pemegang Saham:**
- Pelabur sering melihat hasil akhir, dan harga saham POS Malaysia (yang kini di bawah RM1) menunjukkan kehilangan keyakinan pasaran.
- Pemotongan kos melalui pemberhentian mungkin memberi isyarat kepada pasaran bahawa syarikat sedang membuat keputusan sukar untuk meraih keuntungan, yang berpotensi meningkatkan prestasi harga saham.
- **3. Pemberhentian sebagai Bahagian daripada Pelan Menyeluruh**
- **Usaha Sebelumnya:**
- CEO telah memulakan transformasi penting, termasuk pendigitalan dan pelaburan dalam teknologi, yang sepatutnya mengurangkan keperluan buruh manusia.
- Jika pengurangan pekerja belum berlaku, pemberhentian kini menjadi langkah logik untuk menyelaraskan tenaga kerja dengan keperluan operasi yang lebih moden.
- **Peningkatan Kecekapan:**
- Jika transformasi digital telah meningkatkan kecekapan, pemberhentian pekerja yang tidak lagi diperlukan disebabkan oleh peningkatan ini adalah keputusan yang wajar.
- Syarikat harus memberi tumpuan kepada mengekalkan pekerja dalam peranan yang lebih bernilai yang tidak boleh diautomatikkan, seperti kepimpinan strategik atau perkhidmatan pelanggan, sambil mengurangkan jawatan yang berlebihan.
- **Sokongan kepada Pekerja & Keadilan:**
- Proses pemberhentian harus diuruskan secara etika, dengan pakej pampasan yang sesuai dan sokongan untuk pekerja yang terjejas bagi mengurangkan kesan sosial yang negatif.
- Penyusunan semula yang telus dan adil dapat membantu mengekalkan moral pekerja yang tinggal, kerana mereka akan memahami keperluan langkah-langkah tersebut.
- **4. Perspektif Jangka Panjang: Kesihatan POS Malaysia**
- Pemberhentian mungkin langkah yang menyakitkan tetapi perlu untuk keuntungan jangka panjang:
- Membebaskan sumber untuk melabur dalam inovasi dan inisiatif yang berfokuskan pelanggan.
- Meningkatkan prestasi kewangan, yang boleh menarik keyakinan pelabur dan memberi kesan positif terhadap harga saham.
- Membolehkan syarikat beroperasi dengan tenaga kerja yang lebih cekap dan berkesan yang sejajar dengan hala tuju masa depan syarikat.
- **Kesimpulan:**
- Pemberhentian boleh dijustifikasikan sebagai langkah terakhir dalam transformasi POS Malaysia jika ia sejajar dengan strategi digital syarikat, mengurangkan kos yang tidak perlu, dan menangani kerugian yang berterusan.
- Memandangkan cabaran kewangan yang berterusan dan peningkatan dalam teknologi, mengurangkan jumlah pekerja adalah langkah yang perlu untuk menghentikan kerugian kewangan, menstabilkan syarikat, dan memposisikan syarikat untuk mencapai keuntungan.
- Walau bagaimanapun, ini harus menjadi sebahagian daripada pelan yang bijak, dilaksanakan dengan teliti untuk memastikan kesihatan jangka panjang syarikat dan pekerjanya dipelihara.
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### Justification for Retrenchment as the Final Step to Make POS Malaysia Profitable
- **1. Context: POS Malaysia's Challenges**
- POS Malaysia has faced continuous losses over the past six years.
- Despite efforts under the new CEO since 2021 focusing on transformation and digitalization, the company's cost structure remains unsustainable.
- Significant investments have been made in capital expenditure (capex) and talent, but the workforce has not been reduced in line with improvements in infrastructure and technology.
- **2. Importance of Retrenchment as the Final Step**
- **Overstaffing:**
- If digitalization and automation have progressed, reducing the need for human intervention, maintaining a large workforce adds to costs without corresponding revenue increases.
- Retrenchment is a reasonable solution to align the workforce with the modernized operations.
- **Cost-Cutting:**
- The main reason for retrenchment is to drastically reduce operating costs. Continuing with the same headcount while incurring annual losses will make it difficult for POS Malaysia to achieve profitability.
- Cutting the workforce directly reduces labor costs, which are one of the largest expenses for the company.
- Aligning employee numbers with reduced operational needs will stop financial losses.
- **Shareholder Pressure:**
- Investors focus on the bottom line, and POS Malaysia's stock price (currently below RM1) shows a loss of market confidence.
- Cost-cutting through retrenchment may signal to the market that the company is making tough decisions to regain profitability, potentially improving stock performance.
- **3. Retrenchment as Part of a Comprehensive Plan**
- **Previous Efforts:**
- The CEO has initiated important transformations, including digitalization and technology investments, which should have reduced the need for human labor.
- If workforce reductions haven’t occurred yet, retrenchment becomes a logical step to align the workforce with modern operational needs.
- **Efficiency Gains:**
- If digital transformation has improved efficiency, retrenching employees no longer needed due to these gains is a justifiable decision.
- The company should focus on retaining employees in higher-value roles that cannot be automated, such as strategic leadership or customer service, while reducing redundant positions.
- **Employee Support & Fairness:**
- Retrenchment must be handled ethically, with appropriate severance packages and support for affected employees to minimize negative social impact.
- Transparent and fair restructuring may help maintain morale among remaining employees, as they understand the necessity of these measures.
- **4. Long-Term Perspective: POS Malaysia's Health**
- Retrenchment may be painful but necessary for long-term profitability:
- It frees up resources to invest in customer-focused innovations and initiatives.
- Improves financial performance, which could attract investor confidence and positively impact stock price.
- Allows the company to operate with a more efficient and effective workforce aligned with its future direction.
- **Conclusion:**
- Retrenchment can be justified as the final step in POS Malaysia's transformation if it aligns with the company's digital strategy, reduces unnecessary costs, and addresses ongoing losses.
- Given the continuous financial challenges and technological improvements, reducing the workforce is a necessary step to stop financial bleeding, stabilize the company, and position it for future profitability.
- However, this should be part of a well-thought-out plan, executed carefully to ensure the long-term health of the company and its employees.
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Retrenchment can be justified as the final step to make POS Malaysia profitable after six years of losses. Although the new CEO has implemented transformation and digitalization, the number of employees has not been adjusted according to the efficiency gains from technology. Reducing the workforce will cut high operating costs and help the company stop the financial bleeding. Retrenchment is a reasonable final step after efforts to improve efficiency and investment in technology, and it could boost investor confidence and have a positive impact on the stock price. However, it must be carried out fairly, transparently, and with support for affected employees.
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Pemberhentian pekerja boleh dijustifikasikan sebagai langkah terakhir untuk menjadikan POS Malaysia menguntungkan selepas enam tahun kerugian. Walaupun CEO baru telah melaksanakan transformasi dan pendigitalan, jumlah pekerja masih tidak disesuaikan dengan peningkatan kecekapan melalui teknologi. Mengurangkan jumlah pekerja akan memotong kos operasi yang tinggi dan membantu syarikat berhenti daripada terus mengalami kerugian. Pemberhentian adalah langkah terakhir yang wajar setelah usaha peningkatan kecekapan dan pelaburan dalam teknologi, dan ia boleh meningkatkan keyakinan pelabur serta memberi kesan positif kepada harga saham. Namun, ia perlu dilakukan dengan adil, telus, dan disertakan sokongan kepada pekerja yang terjejas.
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Justifying retrenchment as a final measure to make POS Malaysia profitable again involves weighing the need for cost-cutting against the overall goal of profitability and market recovery. Let's break it down:
1. The Context: POS Malaysia's Challenges
POS Malaysia has faced continuous losses over the past six years. Despite efforts made since the new CEO took over in 2021, focusing on transformation and digitalization, it appears that the company’s cost structure remains unsustainable. The company has invested heavily in capital expenditure (capex) and talent to enhance its efficiency, but one critical issue has been the number of employees, which has not decreased in proportion to the company's improved infrastructure and technology.
2. The Case for Retrenchment as the Final Puzzle
Overstaffing: If the company has made significant strides in digitalization and automation, which should increase operational efficiency, yet the headcount has not been adjusted accordingly, it suggests inefficiency. With fewer tasks requiring human intervention due to automation, continuing to maintain a large workforce only adds to the company's expenses without contributing to proportional revenue gains. Retrenchment becomes an appropriate and rational solution to align the workforce with the company’s modernized operations.
Cost-Cutting: A major reason for retrenchment would be to drastically cut operational costs. If POS Malaysia continues to operate with the same level of staffing while facing annual losses, the company will struggle to reach profitability. Slashing headcount directly reduces labor costs, which is one of the most significant expenses for a company. By aligning staff levels with the company’s reduced operational needs, POS Malaysia can slow the financial bleeding.
Shareholder Pressure: Investors often look at the bottom line, and POS Malaysia’s stock price (currently below RM1) indicates that the market has lost confidence. Cutting unnecessary costs through retrenchment might signal to the market that the company is making hard decisions to regain profitability. If POS Malaysia can prove that these actions will lead to a leaner and more profitable operation, it could have a positive impact on the stock price.
3. Retrenchment as Part of a Comprehensive Plan
While retrenchment can be seen as a necessary evil, it must be positioned as a final step in a broader, more strategic transformation:
Previous Efforts: The CEO has already initiated important transformations, including digitalization and investment in technology. These moves should have ideally reduced the demand for human labor. If this has not been reflected in headcount reductions, retrenchment should now be the logical conclusion to match the company’s operational capabilities with the reduced need for manpower.
Efficiency Gains: If the company can demonstrate that the digital transformation has led to improved efficiency, then retrenching staff who are no longer necessary due to these gains is a reasonable decision. The company should focus on retaining employees in higher-value roles that cannot be automated, such as strategic leadership or customer service, while shedding redundant positions.
Employee Support & Fairness: The retrenchment process must be handled ethically. It should be accompanied by proper severance packages and support for affected employees, which could soften the negative social impact. If the restructuring is done transparently and fairly, it may even help maintain morale among remaining employees, as they’ll understand the need for such measures.
4. Long-Term Perspective: Health of POS Malaysia
Retrenchment might be a painful but necessary step for POS Malaysia to become profitable in the long run. By cutting costs, the company can:
Free up resources to invest in innovation and customer-centric initiatives.
Improve financial performance, which could attract investor confidence and positively affect the stock price.
Operate with a more efficient and effective workforce that aligns with the future direction of the company.
Conclusion:
Retrenchment can be justified as the final puzzle in POS Malaysia's transformation if it aligns with the company's digital strategy, reduces unnecessary costs, and addresses the company’s ongoing losses. Given the ongoing financial struggles and the improvements made in technology, the decision to reduce headcount can be seen as the necessary last move to stop the financial bleeding, stabilize the company, and position it for profitability. However, it should be part of a well-thought-out plan, carefully executed to ensure that the long-term health of the company and its employees are both prioritized.
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1 week ago | Report Abuse
checkmate is retrenchment, the final move to bring pos share price back to RM1-2... New CEO in 2021 started transformation, digitalisation, etc with capex + talents to improve efficiency, effectiveness & economy but the number of headcounts has not reduced accordingly. With 6 yearly losses, it is justifiable to slash headcount to cut loss or stop the bleeding... just do it.
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1 week ago | Report Abuse
Tunggu announcement of retrenchment, terus fly
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1 week ago | Report Abuse
Crony capitalism remains difficult to eliminate because of deep-seated money politics in the country, says anti-corruption campaigner Edmund Terence Gomez.
He said proposals and recommendations to tackle the problem had long been submitted to the government by civil society organisations yet no reforms had been enacted.
Trending 63% Of Malaysia SMEs Fear Losing Business If They Reject Corruption
Gomez, who is chairman of the Centre to Combat Corruption and Cronyism, said the government did not have to “reinvent the wheel” and could simply take what has been proposed as legislative reforms.
However, he was doubtful the necessary reforms would be implemented soon given the current political situation.
“(Numerous political) leaders who have taken power have talked about dealing with corruption and breaking the nexus between politics and business and thereby bringing an end to this problem of cronyism,” said Gomez, a former professor of economics who has written extensively about Malaysia’s political economy.
“This has not happened because this link between politics and business, which facilitates the flow of money from the corporate sector as well as GLCs into the political system, is imperative in this period when politicians and different parties are trying to consolidate power,” he told FMT.
He said the close relationship between business and politics was evident from the court cases involving high profile politicians, such as former prime minister Muhyiddin Yassin and former finance minister Lim Guan Eng, who are both facing graft charges.
Gomez said Malaysia’s high ranking on the Economist’s 2023 crony capitalism index was not surprising as there have been no sustained or concerted efforts to eliminate cronyism,
Malaysia was ranked third behind Russia and the Czech Republic in the Economist index, released on Tuesday. The UK-based weekly said the wealth of Malaysian billionaires accounted for a tenth of the country’s 2023 gross domestic product.
He said cronyism has been a feature in Malaysian politics and economy since the 1980s.
Trending The Rise Of BlackRock In Malaysia - Holds Equity In Hundreds Of Malaysian Corporations
Ramon Navaratnam, a former deputy secretary-general of the Treasury, said a failure to eliminate cronyism would lead to grave consequences, such as a decline in domestic and foreign investment.
He called for the Malaysian Anti-Corruption Commission to be empowered to investigate anyone suspected of graft and for improvement in governance practices, and tendering procedures.
Navaratnam also urged Putrajaya to eliminate oligopolies and monopolies to increase market competition.
Source : FMT
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1 week ago | Report Abuse
DRB's Board is so useless.. what is next for Pos after Proton has been rescued by Geely?
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2 weeks ago | Report Abuse
Back to rm2+++ hopefully
Kawan Food enters JV in IT sector with acquisition of Regaltech Automation
The new venture aims to capitalize on RA’s extensive experience in engineering services and industrial automation, alongside its recent agency and distributorship agreement with Super Micro Computer, Inc.
Stock
2 weeks ago | Report Abuse
You better ask their mamak ceo from singapura aged 60++++
@ Philip ( buy what you understand)
Good123, do you eat mamak fresh roti canai more or do you eat kawan frozen roti canai more per month?
1 month ago
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2 weeks ago | Report Abuse
Monday up gila kot😁
TRANSACTIONS (CHAPTER 10 OF LISTING REQUIREMENTS) : NON RELATED PARTY TRANSACTIONS KAWAN FOOD BERHAD ("KAWAN" OR "THE COMPANY") -JOINT VENTURE AGREEMENT ENTERED BETWEEN KG PASTRY MARKETING SDN BHD (A WHOLLY-OWNED SUBSIDIARY OF THE COMPANY), SUN CHENG LENG, HUANG ER-WEN, GAN THIAM CHAI AND LIM HUN SOON @ DAVID LIM
KAWAN FOOD BERHAD
Type Announcement
Subject TRANSACTIONS (CHAPTER 10 OF LISTING REQUIREMENTS)
NON RELATED PARTY TRANSACTIONS
Description KAWAN FOOD BERHAD ("KAWAN" OR "THE COMPANY")
-JOINT VENTURE AGREEMENT ENTERED BETWEEN KG PASTRY MARKETING SDN BHD (A WHOLLY-OWNED SUBSIDIARY OF THE COMPANY), SUN CHENG LENG, HUANG ER-WEN, GAN THIAM CHAI AND LIM HUN SOON @ DAVID LIM
The Board of Directors of KAWAN wishes to announce that KG Pastry Marketing Sdn Bhd [Registration No. 200401014903 (653406-V)], a wholly-owned subsidiary of the Company and Sun Cheng Leng, Huang Er-Wen, Gan Thiam Chai and Lim Hun Soon @ David Lim had on 6 December 2024 entered into a Joint Venture Agreement via a special purpose vehicle ("SPV") to undertake the business of Information Technology (“IT”), involving the supply and distribution of IT equipment across the spectrum.
Please refer to the attachment for further details.
This announcement is dated 6 December 2024.
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2 weeks ago | Report Abuse
Syarikat pelaburan berkaitan kerajaan Malaysia (GLIC) telah berkembang menjadi mesin wang gergasi, menjadikannya “ikon kejayaan” ekonomi negara.
Walau bagaimanapun, pertumbuhan ini adalah pedang bermata dua bagi Putrajaya kerana menyediakan mekanisme semak dan imbang terhadap keputusan korporat dan pelaburan GLIC semakin sukar dan kompleks.
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2 weeks ago | Report Abuse
MALAYSIAN government-linked investment companies (GLICs) have grown into giant money machines, making them the “poster child” of the country’s economic success.
The growth, nonetheless, is a double-edged sword for Putrajaya as providing check-and-balance on the GLICs’ corporate and investment decisions has become increasingly more difficult and complex.
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2 weeks ago | Report Abuse
POs Malaysia: Retrenchment is a must; 2019 started losing money.
Revenue per employee:
2021 RM115,000; 2022 RM110,000; 2023 RM108,800, etc. No brainers to reduce manpower.
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2 weeks ago | Report Abuse
Retrenchment is a must; 2019 started losing money.
Revenue per employee:
2021 RM115,000; 2022 RM110,000; 2023 RM108,800, etc. No brainers to reduce manpower.
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2 weeks ago | Report Abuse
Hanya retrenchment je dapat selamatkan pos, overstaffing for many years. Terbukti!!!!
STATEMENT Of VALUE ADDED
AND VALUE DISTRIBUTED
FY2022 FY2023
RM’ million RM’ million
VALUE ADDED
Revenue 1,960.8 1,870.7
Purchase of goods and services (1,209.2) (1,290.6)
Value added by the Group 751.6 580.1
Other operating income/expense (net) (28.5) 33.3
Finance income 1.7 2.3
Finance costs (37.2) (44.1)
Foreign exchange loss (7.2) (1.0)
Share of results of associate (0.6) 0.1
Value added available for distribution 679.8 570.7
DISTRIBUTION
To Employees
Employment cost 869.5 964.0
To Government/Approved Agencies
Tax and zakat (1.1) 19.0
To Shareholders
Non-controlling interests – 0.8
Retained for reinvestment and future growth
Depreciation, impairment and amortisation 240.9 169.0
Net reduction in retained profits (429.5) (582.1)
Total distributed 679.8 570.7
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2 weeks ago | Report Abuse
Gdex jugak rugi sejak 2022.
EPS DPS NTA Revenue P/L Quarter Q Date Financial Year Announced ROE QoQ% YoY% Report
31 Dec, 2024
-0.0600 0.000 0.0700 108.3m -3.4m 3 2024-09-30 31 Dec, 2024 2024-11-27 -0.9% 17.8% 57.8% View
-0.1000 0.000 0.0800 96.9m -2.9m 2 2024-06-30 31 Dec, 2024 2024-08-29 -1.3% 35.2% 74.2% View
-0.0400 0.000 0.0800 99.4m -2.2m 1 2024-03-31 31 Dec, 2024 2024-05-27 -0.5% 73.3% 70% View
31 Dec, 2023
-0.1500 0.100 0.0800 102.5m -8.1m 4 2023-12-31 31 Dec, 2023 2024-02-29 -1.9% 0.8% 54% View
-0.1400 0.000 0.0800 101.1m -8.2m 3 2023-09-30 31 Dec, 2023 2023-11-27 -1.8% 28.1% 24.2% View
0.2000 0.000 0.0800 95.1m -11.3m 2 2023-06-30 31 Dec, 2023 2023-08-28 2.5% 57.4% 219.8% View
-0.1300 0.000 0.0900 98.5m -7.2m 1 2023-03-31 31 Dec, 2023 2023-05-29 -1.4% 20% 279.7% View
31 Dec, 2022
-0.0900 0.150 0.0900 102.6m -6.0m 4 2022-12-31 31 Dec, 2022 2023-02-28 -1.0% 8.5% 201.7% View
-0.1200 0.000 0.0900 95.3m -6.6m 3 2022-09-30 31 Dec, 2022 2022-11-22 -1.3% 141.2% 169.4% View
-0.0700 0.000 0.0900 93.5m -2.7m 2 2022-06-30 31 Dec, 2022 2022-08-23 -0.8% 43.4% 140.3% View
-0.0300 0.000 0.0900 91.9m -1.9m 1 2022-03-31 31 Dec, 2022 2022-05-24 -0.3% 126.1% 134% View
@ks55
Business model must change to bring life to POS Malaysia. Why GDex and other courier service providers striving but not Pos Malaysia? Never contact the recipient before hand but just leave a notice asking to collect his item in Post Office during office hour. Who on earth willing to travel to Post Office during office hour and looking for parking?
2 hours ago
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2 weeks ago | Report Abuse
Hanya retrenchment je dapat selamatkan pos, overstaffing for many years. Terbukti!!!!
STATEMENT Of VALUE ADDED
AND VALUE DISTRIBUTED
FY2022 FY2023
RM’ million RM’ million
VALUE ADDED
Revenue 1,960.8 1,870.7
Purchase of goods and services (1,209.2) (1,290.6)
Value added by the Group 751.6 580.1
Other operating income/expense (net) (28.5) 33.3
Finance income 1.7 2.3
Finance costs (37.2) (44.1)
Foreign exchange loss (7.2) (1.0)
Share of results of associate (0.6) 0.1
Value added available for distribution 679.8 570.7
DISTRIBUTION
To Employees
Employment cost 869.5 964.0
To Government/Approved Agencies
Tax and zakat (1.1) 19.0
To Shareholders
Non-controlling interests – 0.8
Retained for reinvestment and future growth
Depreciation, impairment and amortisation 240.9 169.0
Net reduction in retained profits (429.5) (582.1)
Total distributed 679.8 570.7
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2 weeks ago | Report Abuse
**Retrenchment**, sebagai keputusan strategik perniagaan, melibatkan pengurangan saiz tenaga kerja atau penurunan operasi syarikat untuk mengurangkan kos dan meningkatkan kecekapan. Bagi POS Malaysia, retrenchment mungkin merupakan pilihan yang paling praktikal untuk mencapai keuntungan disebabkan beberapa sebab yang kukuh:
### 1. **Pengurangan Kos dalam Menghadapi Penurunan Pendapatan**
POS Malaysia, seperti banyak perkhidmatan pos tradisional, menghadapi penurunan pendapatan dari perniagaan utamanya, iaitu penghantaran surat. Peningkatan komunikasi digital, e-mel, dan platform e-dagang telah menyebabkan penurunan mendalam dalam jumlah surat tradisional, yang merupakan sumber pendapatan utama. Pada masa yang sama, kos operasi — termasuk gaji, faedah, dan komitmen pencen — kekal tinggi. Retrenchment membolehkan POS Malaysia mengurangkan kos operasi, memfokuskan semula tenaga kerja, dan menyesuaikan diri dengan realiti ekonomi yang baru.
### 2. **Peralihan kepada Perkhidmatan Digital dan E-Dagang**
Dalam dunia yang semakin didominasi oleh transaksi digital dan e-dagang, POS Malaysia perlu menyesuaikan model perniagaannya. Walaupun syarikat telah mempelbagaikan kepada logistik dan perkhidmatan kewangan, perubahan dalam pilihan pengguna dan amalan perniagaan memerlukan penyusunan semula yang besar. Retrenchment boleh menjadi sebahagian daripada transformasi ini, membantu syarikat memberi tumpuan kepada kawasan yang berkembang seperti penghantaran bungkusan, logistik e-dagang, dan penyelesaian digital, sambil mengurangkan peranan yang tidak produktif atau usang.
### 3. **Meningkatkan Kecekapan Operasi**
Retrenchment juga boleh memudahkan penstrukturan semula operasi POS Malaysia untuk memastikan kecekapan yang lebih tinggi. Dengan menghapuskan redundansi dan mengoptimumkan tenaga kerja, POS Malaysia dapat mengurangkan ketidakcekapan dalam proses-prosesnya. Dengan tenaga kerja yang lebih kecil, syarikat boleh mengagihkan semula sumber kepada bidang yang lebih menguntungkan dan mengautomasi lebih banyak proses, yang membawa kepada penggunaan yang lebih baik bagi modal dan sumber manusia.
### 4. **Trend Pasaran Global**
Industri pos dan kurier global sedang mengalami penstrukturan semula yang besar. Banyak perkhidmatan pos nasional di seluruh dunia telah melaksanakan retrenchment sebagai sebahagian daripada strategi yang lebih luas untuk terus kekal berdaya saing dalam industri yang semakin didominasi oleh kurier swasta dan penyelesaian digital. Untuk mengelakkan ketinggalan lebih jauh, POS Malaysia perlu selaras dengan amalan terbaik global dan memastikan ia dapat mengekalkan keuntungan dalam pasaran yang berkembang pesat.
### 5. **Kelestarian dan Keuntungan Jangka Panjang**
Tanpa retrenchment, POS Malaysia berisiko menghadapi ketidakstabilan kewangan jangka panjang. Syarikat ini menghadapi pasaran yang semakin mengecil bagi perkhidmatan pos tradisional, dan walaupun memperluas ke dalam logistik dan perkhidmatan kewangan adalah penting, kawasan-kawasan ini mungkin tidak cukup menguntungkan untuk mengimbangi kos operasi yang tinggi. Retrenchment membolehkan POS Malaysia memastikan kelestarian jangka panjang dengan membolehkan syarikat melabur semula penjimatan ke dalam perniagaan yang lebih menjanjikan, seperti mengembangkan kemampuan logistik digital dan e-dagang.
### 6. **Mengatasi Pekerja Berlebihan**
Pekerja berlebihan adalah masalah biasa dalam syarikat yang tidak menyesuaikan diri dengan keadaan pasaran yang berubah. POS Malaysia mungkin menghadapi masalah tenaga kerja yang berlebihan di beberapa jabatan, terutamanya dalam penghantaran surat tradisional dan peranan pentadbiran. Retrenchment membantu menyusun semula tenaga kerja, memastikan syarikat tidak menanggung pekerja yang tidak selaras dengan keutamaan strategik semasa.
### 7. **Mengelakkan Kebankrapan atau Insolvensi**
Jika POS Malaysia terus beroperasi dengan struktur kos yang tinggi tanpa menyesuaikan tenaga kerjanya, ia boleh menghadapi cabaran kewangan yang besar, termasuk kebankrapan atau insolvensi. Retrenchment adalah langkah pencegahan, membolehkan syarikat kekal berdaya maju dengan mengurangkan kos yang tidak perlu, menstabilkan kedudukan kewangannya, dan meningkatkan keuntungan.
### Kesimpulan
Retrenchment bagi POS Malaysia bukanlah pilihan yang diingini, tetapi dalam konteks penurunan pendapatan surat, keperluan untuk beralih kepada e-dagang, dan keperluan untuk mengekalkan kecekapan operasi, ia mungkin merupakan satu-satunya penyelesaian praktikal bagi syarikat untuk memperoleh keuntungan semula dan kelestarian jangka panjang. Keputusan ini, walaupun sukar, boleh menjadi langkah awal untuk mewujudkan organisasi yang lebih efisien dan fokus, mampu berkembang dalam ekonomi yang semakin bergantung kepada digital.
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2 weeks ago | Report Abuse
Retrenchment, as a strategic business decision, involves reducing the size of a company's workforce or scaling down its operations to reduce costs and improve efficiency. For POS Malaysia to make a profit in the current climate, retrenchment might be the most viable option due to several compelling reasons:
### 1. **Cost Reduction in the Face of Declining Revenues**
POS Malaysia, like many traditional postal services, faces declining revenue from its core business of mail delivery. The rise of digital communication, email, and e-commerce platforms has led to a significant drop in the volume of traditional mail, which is a major revenue stream. Simultaneously, the cost of operations — including wages, benefits, and pension commitments — remains relatively high. Retrenchment allows POS Malaysia to reduce overhead costs, streamline its workforce, and adapt to new economic realities.
### 2. **Shift Toward Digital and E-commerce Services**
In a world increasingly dominated by digital transactions and e-commerce, POS Malaysia must adjust its business model. Although the company has diversified into logistics and financial services, the shift in consumer preferences and business practices requires substantial realignment. Retrenchment can be part of this transformation, helping the company focus on growth areas such as parcel delivery, e-commerce logistics, and digital solutions, while shedding unproductive or obsolete roles.
### 3. **Improving Operational Efficiency**
Retrenchment can also facilitate the restructuring of POS Malaysia's operations to ensure higher efficiency. By eliminating redundancies and optimizing manpower, POS Malaysia can reduce inefficiencies in its processes. With a leaner workforce, the company can reallocate resources towards more profitable areas and automate more processes, resulting in better utilization of capital and human resources.
### 4. **Global Market Trends**
The global postal and courier industry is undergoing significant restructuring. Many national postal services around the world have implemented retrenchment as part of a broader strategy to remain competitive in an industry increasingly dominated by private couriers and digital solutions. To avoid falling further behind, POS Malaysia must align with global best practices and ensure that it can sustain profitability in a rapidly changing market.
### 5. **Sustainability and Long-term Profitability**
Without retrenchment, POS Malaysia risks long-term financial instability. The company faces a shrinking market for traditional postal services, and while expanding into logistics and financial services is vital, these areas may not be profitable enough to offset the high operational costs. Retrenchment allows POS Malaysia to ensure long-term sustainability by enabling it to reinvest savings into more promising ventures, such as expanding its digital and e-commerce logistics capabilities.
### 6. **Addressing Overstaffing**
Overstaffing is a common issue in companies that have not adapted to changing market conditions. POS Malaysia may be experiencing an excess workforce in certain departments, particularly in traditional mail delivery and administrative roles. Retrenchment helps streamline the workforce, ensuring that the company is not carrying excess employees who are not aligned with current strategic priorities.
### 7. **Avoiding Bankruptcy or Insolvency**
If POS Malaysia continues to operate with a high-cost structure without adjusting its workforce, it could face significant financial challenges, including potential bankruptcy or insolvency. Retrenchment is a preventive measure, enabling the company to remain viable by cutting unnecessary costs, stabilizing its financial position, and improving profitability.
### Conclusion
Retrenchment for POS Malaysia is not a desirable option, but in the context of declining mail revenues, the need to pivot to e-commerce, and the necessity of maintaining operational efficiency, it may be the only practical solution for the company to regain profitability and long-term sustainability. The decision, while difficult, can set the stage for a leaner, more focused organization capable of thriving in a digital-first economy.
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2 weeks ago | Report Abuse
**Retrenchment by Pos Malaysia could potentially boost the share prices of Pos Malaysia and DRB-HICOM for the following reasons:**
1. **Improved Financial Health**
- **Cost Reduction**: Reducing labor costs and improving profitability.
- **Restoring Investor Confidence**: Firm action increases investor confidence.
2. **Strategic Restructuring and Efficiency Gains**
- **Focus on Core Areas**: Focusing on e-commerce logistics for long-term growth.
- **Operational Efficiency**: A smaller workforce enhances agility and efficiency.
3. **Market Perception of DRB-HICOM**
- **Benefits to DRB-HICOM**: Improved Pos Malaysia performance positively impacts DRB-HICOM’s stock.
- **Long-Term Value Creation**: Support for restructuring enhances DRB-HICOM’s stock value.
4. **Optimizing Workforce for Growth**
- **Restructuring for Future Growth**: Retrenchment is part of a strategy for digital transformation.
5. **Positive Market Reaction to Tough Decisions**
- **Strong Leadership**: The market rewards difficult decisions that improve financial standing, positively impacting stock prices.
**In conclusion**, retrenchment improves financial health, efficiency, and long-term growth prospects, potentially boosting the share prices of Pos Malaysia and DRB-HICOM.
Stock: [POS]: POS MALAYSIA BHD
1 week ago | Report Abuse
at what price pos will be sold if any? hehe
DRB-HICOM sold a 49.9% stake in Proton Holdings Berhad to **Zhejiang Geely Holding Group** in **2017** for approximately **RM460.3 million**. The deal included several strategic components, which helped Geely and DRB align their interests in turning Proton into a globally competitive brand. Here are the specifics:
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### **Key Details of the Sale**
1. **Transaction Value**:
- DRB-HICOM sold a 49.9% stake in Proton for **RM460.3 million**.
- The deal effectively valued Proton at **approximately RM920 million** at the time of the transaction.
2. **Lotus Cars**:
- As part of the agreement, Geely also acquired a 51% stake in **Lotus Cars**, the UK-based sports car manufacturer, for **£51 million (around RM282 million)**.
- The remaining 49% of Lotus was sold to **Etika Automotive**, a private Malaysian company.
3. **Geely's Contributions**:
- Geely committed to providing technical expertise, new model platforms, and access to advanced technologies.
- This included the introduction of successful models like the Proton X70, based on Geely’s Boyue platform.
4. **DRB-HICOM’s Stake**:
- DRB retained a **50.1% controlling stake** in Proton, maintaining its position as the majority shareholder.
---
### **Strategic Context of the Sale**
- The sale occurred during a time when Proton was struggling financially due to declining market share, low export volumes, and a lack of competitive models.
- Geely’s involvement was seen as essential to reviving Proton by:
- Injecting **capital**.
- Providing **technological resources**.
- Expanding Proton’s presence in **ASEAN** and beyond.
---
### **Outcomes Post-Sale**
- The collaboration led to the launch of the highly successful **Proton X70** and subsequent models, which have significantly improved Proton’s profitability and market position.
- Proton is now seen as a competitive player in Malaysia’s automotive market, with ambitions to expand its export footprint.
---
The Proton-Geely partnership highlights the benefits of leveraging foreign expertise to turn around struggling domestic brands, and it stands as one of DRB-HICOM’s most notable strategic moves in recent years.