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

POs jumped to 32sen so early, a good sign

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

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

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

POS should be next anytime

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

😉

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

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

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

Pos nta 54sen, book value 1.5-2X , offer price for MGO 72sen to RM1.08

POS is a dark horse, Syed could privatize it abruptly cheap price now

Syed Mokhtar Al-Bukhary’s potential buyback of shares in POS (Malaysian government-linked or public-owned entities) through DRB-HICOM, his other companies, or personally could serve several strategic purposes, particularly in terms of investor confidence and market stability. Here’s how such a buyback might impart confidence and justify the move:

1. Demonstrating Confidence in Value: By buying back shares, Syed Mokhtar could signal his confidence in the company’s intrinsic value. This act often indicates that a major shareholder believes the shares are undervalued, leading other investors to view the company more favorably.
2. Increasing Shareholder Value: A buyback typically reduces the number of shares in circulation, which can increase earnings per share (EPS) and potentially drive up the stock price, benefiting remaining shareholders and making the stock more attractive to new investors.
3. Stabilizing Market Sentiment: If shares in DRB-HICOM or related companies have experienced volatility or downward pressure, a buyback could help stabilize prices, offering reassurance to current investors and stakeholders.
4. Strengthening Control and Influence: By increasing his stake, Syed Mokhtar can consolidate his control over the companies, enabling more direct influence over strategic decisions, which could lead to positive restructuring or efficiency improvements.
5. Commitment to Long-Term Growth: This move could signal a commitment to the companies’ long-term performance, potentially appealing to institutional and retail investors alike. His willingness to invest personal or group resources shows dedication to strengthening the companies’ future.
6. Support for Malaysian Economy and GLCs: As a prominent Malaysian business figure, his buyback may be perceived as a commitment to supporting Malaysia’s economic stability, especially if these companies are key government-linked corporations (GLCs) or contributors to national projects.

This strategy, however, would need clear communication to the market and stakeholders to ensure that the buyback is seen as a prudent move rather than a short-term intervention.

Syed Mokhtar Al-Bukhary’s potential buyback of shares in POS (Malaysian government-linked or public-owned entities) through DRB-HICOM, his other companies, or personally could serve several strategic purposes, particularly in terms of investor confidence and market stability. Here’s how such a buyback might impart confidence and justify the move:

1. Demonstrating Confidence in Value: By buying back shares, Syed Mokhtar could signal his confidence in the company’s intrinsic value. This act often indicates that a major shareholder believes the shares are undervalued, leading other investors to view the company more favorably.
2. Increasing Shareholder Value: A buyback typically reduces the number of shares in circulation, which can increase earnings per share (EPS) and potentially drive up the stock price, benefiting remaining shareholders and making the stock more attractive to new investors.
3. Stabilizing Market Sentiment: If shares in DRB-HICOM or related companies have experienced volatility or downward pressure, a buyback could help stabilize prices, offering reassurance to current investors and stakeholders.
4. Strengthening Control and Influence: By increasing his stake, Syed Mokhtar can consolidate his control over the companies, enabling more direct influence over strategic decisions, which could lead to positive restructuring or efficiency improvements.
5. Commitment to Long-Term Growth: This move could signal a commitment to the companies’ long-term performance, potentially appealing to institutional and retail investors alike. His willingness to invest personal or group resources shows dedication to strengthening the companies’ future.
6. Support for Malaysian Economy and GLCs: As a prominent Malaysian business figure, his buyback may be perceived as a commitment to supporting Malaysia’s economic stability, especially if these companies are key government-linked corporations (GLCs) or contributors to national projects.

This strategy, however, would need clear communication to the market and stakeholders to ensure that the buyback is seen as a prudent move rather than a short-term intervention.

Going to surge eventually🤩
Syed Mokhtar Al-Bukhary might aim to defend the share price of POS Malaysia to enhance DRB-HICOM’s overall value, as DRB holds a controlling stake in POS. Boosting POS Malaysia’s market performance could positively influence DRB-HICOM’s valuation and financial outlook, attracting investor confidence and strengthening DRB’s position. This move aligns with Syed Mokhtar’s interest in protecting and enhancing his portfolio companies, especially in logistics and infrastructure, and could also help stabilize DRB’s broader strategic investments and revenue streams.

😎 Syed Mokhtar Al-Bukhary might aim to defend the share price of POS Malaysia to enhance DRB-HICOM’s overall value, as DRB holds a controlling stake in POS. Boosting POS Malaysia’s market performance could positively influence DRB-HICOM’s valuation and financial outlook, attracting investor confidence and strengthening DRB’s position. This move aligns with Syed Mokhtar’s interest in protecting and enhancing his portfolio companies, especially in logistics and infrastructure, and could also help stabilize DRB’s broader strategic investments and revenue streams.

Yes, members of the Johor royal family reportedly hold significant shares in Berjaya Assets Berhad (BJAsset). This shareholding aligns with BJAsset’s strong business presence in Johor, especially at the Berjaya Waterfront Complex, which is a key property near the Malaysia-Singapore border. The involvement of royalty can enhance the company’s reputation and influence in the region, potentially boosting business interests and investor confidence .

Berjaya Assets Berhad (BJAssets) has benefited from its holdings in Johor, particularly in connection to the Iskandar Malaysia region’s ongoing development, which includes major projects like Forest City. BJAssets’ prominent assets in the area, such as the Berjaya Waterfront Complex, Berjaya Waterfront Hotel, and the Menara MSC Cyberport, position it strategically to leverage growth from Johor’s expanding infrastructure and foreign investment inflows. The company’s emphasis on hospitality and property development near Johor Bahru and the Singapore Causeway aligns with increased interest in the region’s commercial potential.

This development activity, coupled with Johor’s appeal as a key area for both domestic and international tourism and investment, has strengthened BJAssets’ potential for future revenue and market stability, contributing to favorable investor sentiment  .

The largest shareholder of Berjaya Assets Berhad (BJAsset) is its parent company, Berjaya Corporation Berhad. BJAsset operates under the larger Berjaya Group, which is controlled by Vincent Tan, a prominent Malaysian businessman. Through Berjaya Corporation and associated entities, Tan holds significant influence over BJAsset’s business activities and decision-making. The company’s substantial shareholder structure aligns with Tan’s broader interests across hospitality, property development, and various other sectors, underscoring BJAsset’s strategic value within the Berjaya Group.

😉 POS Malaysia (POS) and DRB-HICOM (DRB) share prices are often linked because DRB-HICOM is a significant shareholder in POS Malaysia, with a controlling stake. Here’s why this relationship affects their share prices:

1. Ownership Influence: As a major shareholder, DRB-HICOM’s financial health and strategic decisions directly impact POS. When DRB-HICOM performs well, investor confidence in its subsidiaries, including POS Malaysia, generally increases, potentially raising POS share prices as well.
2. Financial Interdependence: DRB-HICOM may provide financial support, strategic direction, or operational resources to POS. Therefore, any positive or negative news about DRB’s performance, financial standing, or business outlook often influences POS’s market perception.
3. Sector and Economic Sentiment: Both companies are linked to logistics, automotive, and property sectors, so they are sensitive to similar economic factors like fuel prices, economic growth, and government policies. Market sentiment in these shared sectors can lead investors to adjust both POS and DRB share prices similarly.
4. Market Perception: Investors tend to see POS as an extension of DRB’s portfolio. If DRB shows signs of strength or weakness, investors may extrapolate that sentiment to POS, adjusting their expectations accordingly.

The intertwined financial and operational connections between the two companies create a market relationship where the performance and outlook of one often impact the other’s share price.

POS Malaysia (POS) and DRB-HICOM (DRB) share prices are often linked because DRB-HICOM is a significant shareholder in POS Malaysia, with a controlling stake. Here’s why this relationship affects their share prices:

1. Ownership Influence: As a major shareholder, DRB-HICOM’s financial health and strategic decisions directly impact POS. When DRB-HICOM performs well, investor confidence in its subsidiaries, including POS Malaysia, generally increases, potentially raising POS share prices as well.
2. Financial Interdependence: DRB-HICOM may provide financial support, strategic direction, or operational resources to POS. Therefore, any positive or negative news about DRB’s performance, financial standing, or business outlook often influences POS’s market perception.
3. Sector and Economic Sentiment: Both companies are linked to logistics, automotive, and property sectors, so they are sensitive to similar economic factors like fuel prices, economic growth, and government policies. Market sentiment in these shared sectors can lead investors to adjust both POS and DRB share prices similarly.
4. Market Perception: Investors tend to see POS as an extension of DRB’s portfolio. If DRB shows signs of strength or weakness, investors may extrapolate that sentiment to POS, adjusting their expectations accordingly.

The intertwined financial and operational connections between the two companies create a market relationship where the performance and outlook of one often impact the other’s share price.

Next year, instead of paying out cash dividends, issue a share dividend. Many US companies pay out share dividends rather than cash dividends.

Let’s delve into specific metrics and key performance indicators (KPIs) that Pos Malaysia should focus on to measure the effectiveness of its strategic initiatives and long-term growth potential:

Key Metrics for Long-Term Growth

1. Debt-to-Equity Ratio:
• Importance: This ratio measures financial leverage and indicates how much debt a company is using to finance its assets relative to shareholders’ equity. A lower ratio post-debt reduction would signal improved financial stability.
• Target: Pos Malaysia should aim for a debt-to-equity ratio that aligns with industry benchmarks, reflecting a balanced approach to financing.
2. Return on Investment (ROI):
• Importance: ROI measures the profitability of investments made in areas such as technology, logistics, and operational efficiency. It helps assess whether the funds from the asset disposal are generating adequate returns.
• Target: Establish clear ROI targets for each initiative (e.g., technology upgrades, logistics enhancements) to ensure effective use of capital.
3. Operating Margin:
• Importance: This ratio shows the percentage of revenue that remains after covering operating expenses. Higher operating margins indicate better efficiency and profitability.
• Target: Track improvements in operating margins as the company invests in efficiency initiatives, aiming for a steady increase over time.
4. Revenue Growth Rate:
• Importance: Monitoring revenue growth, particularly in logistics and e-commerce segments, will help Pos Malaysia assess the success of its strategic investments.
• Target: Set annual revenue growth targets based on market trends and internal projections, focusing on increasing contributions from parcel and logistics services.
5. Customer Satisfaction and Retention Rates:
• Importance: Measuring customer satisfaction through surveys and retention rates will provide insights into service quality and the effectiveness of digital initiatives.
• Target: Aim for continuous improvement in customer satisfaction scores and establish targets for customer retention rates, indicating loyalty and repeat business.
6. Operational Efficiency Metrics:
• Importance: Metrics such as delivery times, cost per parcel, and inventory turnover rates are critical for evaluating the success of operational improvements.
• Target: Set benchmarks for these metrics and aim for reductions in costs and improvements in service speed as a result of investments in technology and logistics.
7. Cash Flow from Operations:
• Importance: Positive cash flow from operations indicates the company’s ability to generate sufficient cash to fund its operations and growth without relying on external financing.
• Target: Monitor cash flow trends closely, ensuring that operational improvements lead to increased cash generation.
8. Market Share in E-Commerce Logistics:
• Importance: As the e-commerce sector grows, tracking market share in this area will help Pos Malaysia understand its competitive position and identify growth opportunities.
• Target: Set specific market share targets in key regions or segments within e-commerce logistics, aiming for steady increases over time.

Implementation Strategy

• Regular Monitoring: Establish a dashboard for these KPIs, allowing for regular review and adjustment of strategies based on performance.
• Stakeholder Communication: Keep investors and stakeholders informed about progress toward these metrics to build trust and confidence in management’s strategic direction.
• Agile Response to Market Changes: Stay flexible to adapt strategies based on KPI performance and external market conditions, ensuring that Pos Malaysia can pivot quickly if needed.

By focusing on these key metrics, Pos Malaysia can create a structured approach to measure the success of its strategic initiatives, ensuring sustainable long-term growth and adaptability in a rapidly evolving industry.

Let’s look into how each of these strategic options might play out with Pos Malaysia’s current financials and market position:

1. Debt Reduction:
• Financial Impact: By using part of the RM 123 million to reduce debt, Pos Malaysia would see immediate improvements in its leverage ratios. Lower debt translates to reduced interest expenses, which directly improves net income and earnings per share (EPS). This can be especially impactful if Pos Malaysia’s current debt carries high interest rates.
• Market Perception: Debt reduction is often viewed positively by investors, as it indicates a focus on financial health and risk management. This could stabilize or boost the stock price if investors see Pos Malaysia as a safer, leaner company post-disposal.
2. Expansion in Digital and Logistics:
• Financial Impact: Investing in digital infrastructure and logistics would position Pos Malaysia to capture a larger share of the fast-growing e-commerce market. Enhanced delivery networks, warehousing, and last-mile logistics solutions would allow Pos Malaysia to meet demand spikes efficiently, driving revenue growth in the parcel and courier segments.
• Market Perception: Investors may see this as a proactive move toward modernizing the company’s revenue streams. A successful expansion here could significantly boost Pos Malaysia’s valuation, especially as traditional mail revenue continues to decline.
3. Operational Efficiency:
• Financial Impact: Investment in automation and digitalization can reduce operational costs in the long term, increasing profit margins. This might involve upgrading sorting facilities, enhancing tracking capabilities, or improving data analytics to optimize routes and delivery times.
• Market Perception: By showing a commitment to operational efficiency, Pos Malaysia can appeal to investors focused on long-term profitability and resilience in a challenging sector.
4. Dividend Distribution:
• Financial Impact: Distributing part of the proceeds as a dividend would be a strong signal to shareholders, especially if the dividend yield improves. This move would reward existing shareholders and potentially attract income-focused investors, which could lift the stock’s demand and price.
• Market Perception: A special dividend might be seen as a one-time event, which could benefit short-term stock performance. However, a consistent dividend policy might be more attractive in the long run if Pos Malaysia aims to keep shareholders engaged.

Each strategy has unique financial implications and would be viewed differently by the market.

The RM 123 million from Pos Malaysia’s asset disposal could indeed lead to a surprise boost in their financials. Given the challenges in the postal and logistics sectors, an injection of funds might help stabilize Pos Malaysia’s balance sheet, provide working capital, or even enable strategic investments. This move could enhance investor sentiment, potentially impacting the stock price positively if the market views it as a signal of stronger financial positioning or plans for the future

Pos Malaysia Bhd’s receipt of RM 123 million likely stems from a recent asset disposal, a common strategy for companies to streamline operations or raise capital. Pos Malaysia has undertaken various restructuring efforts in recent years, aiming to strengthen its financial position amid challenges in the postal industry, such as declining mail volumes and rising operational costs.

ADA wang masuk Q3,2024, next month, look at quarterly financial statements ya😉

Pos msia bottom out; tunggu ia untung je😎

@ ocbc
listing of bank likely by end of this year ? Proton EV too. POS profit soon. All pointed up for sure!
4 hours ago

dumping drb shares by epf, maybe, epf not happy with drb managing pos malaysia😊

Changes in Sub. S-hldr's Int (Section 138 of CA 2016)

DRB-HICOM BERHAD

Particulars of substantial Securities Holder

Name EMPLOYEES PROVIDENT FUND BOARD
Address 5th Floor, EPF Tower,
No. 1, Persiaran Kwasa Utama
Shah Alam
40150 Selangor
Malaysia.
Company No. EPF ACT 1991
Nationality/Country of incorporation Malaysia
Descriptions (Class) Ordinary shares
Details of changes

No Date of change
No of securities
Type of Transaction Nature of Interest
1 22 Oct 2024
2,150,000
Disposed Direct Interest
Name of registered holder Citigroup Nominees (Tempatan) Sdn Bhd - Employees Provident Fund Board
Address of registered holder Level 42, Menara Citibank, 165 Jalan Ampang, 50450 Kuala Lumpur
Description of "Others" Type of Transaction

Circumstances by reason of which change has occurred Disposal of 2,150,000 ordinary shares by Citigroup Nominees (Tempatan) Sdn Bhd - Employees Provident Fund Board
Nature of interest Direct Interest
Direct (units) 145,980,732
Direct (%) 7.551
Indirect/deemed interest (units)
Indirect/deemed interest (%)
Total no of securities after change 145,980,732
Date of notice 23 Oct 2024
Date notice received by Listed Issuer 25 Oct 2024

Increased tourist arrivals can significantly benefit POS Malaysia in several ways:

1. Revenue Growth: More tourists mean higher demand for postal services such as parcel delivery, mailing of souvenirs, and logistics for e-commerce businesses catering to visitors.
2. Increased Package Volume: Tourists often send postcards and packages home, boosting the volume of mail and parcels handled by POS Malaysia.
3. E-commerce Expansion: With the rise of online shopping, tourists may use local postal services to send purchases back home, increasing the business for POS Malaysia.
4. Promotional Opportunities: Higher tourist numbers can lead to collaborations with tourism boards and businesses to offer specialized services, promoting local products and enhancing brand visibility.
5. Service Diversification: POS Malaysia can develop new services tailored to tourists, such as travel insurance, mobile data plans, or local transportation tickets, broadening their service offerings.
6. Job Creation: Increased business from tourists may necessitate hiring more staff, thereby contributing to local employment and economic growth.

In summary, a rise in tourism can create various direct and indirect economic opportunities for POS Malaysia, enhancing its operations and profitability.

More biz for pos logistics:

Geely and Proton are collaborating to bring electric vehicles (EVs) to Southeast Asia, combining Geely’s EV expertise with Proton’s local market presence. Since Geely acquired a 49.9% stake in Proton in 2017, they’ve worked together to introduce hybrid models like the Proton X90, with plans to expand into fully electric models that suit regional needs. This partnership aims to provide affordable, accessible EV options for Malaysia and neighboring markets, supporting Proton’s expansion and the region’s shift toward sustainable mobility.

DXN Holdings Bhd mempunyai beberapa faktor yang menunjukkan potensi untuk pertumbuhan masa depan:

1. Permintaan Meningkat terhadap Produk Kesihatan dan Kesejahteraan: Terdapat minat global yang semakin meningkat terhadap produk kesihatan dan kesejahteraan, terutamanya yang berasaskan bahan semula jadi dan tumbuhan. Fokus DXN pada Ganoderma, spirulina, dan produk kesihatan lain selari dengan trend ini, yang boleh meningkatkan permintaan dan pertumbuhan pendapatan.
2. Rangkaian Pengedaran yang Luas: DXN beroperasi di lebih 180 negara melalui model pemasaran berbilang aras (MLM). Rangkaian yang luas ini membolehkannya mencapai pelanggan di seluruh dunia dan berkembang pesat di pasaran baru tanpa memerlukan pelaburan besar dalam infrastruktur.
3. Potensi Pengembangan di Pasaran Baharu: DXN berpeluang untuk berkembang lebih jauh ke kawasan dengan peningkatan kelas pertengahan, seperti di Asia Tenggara, Afrika, dan beberapa bahagian di Amerika Latin. Peningkatan pendapatan boleh guna dan kesedaran kesihatan di kawasan ini dapat mendorong permintaan terhadap produk DXN.
4. Kepelbagaian Produk: DXN menawarkan pelbagai jenis produk termasuk suplemen, kosmetik, dan makanan. Kepelbagaian ini membantu mengurangkan risiko perubahan pasaran dan membolehkan syarikat menyesuaikan diri dengan perubahan dalam keutamaan pengguna.
5. Fokus kepada Penyelidikan dan Pembangunan: DXN melabur dalam R&D untuk meningkatkan dan memperluas rangkaian produknya, yang dapat meningkatkan kesetiaan pelanggan dan mencipta aliran pendapatan baharu apabila pengguna mencari produk kesihatan berkualiti tinggi yang berasaskan sains.
6. Amalan Lestari dan Integrasi Menegak: DXN mengawal rantaian bekalannya dari penanaman hingga pengeluaran, yang dapat menurunkan kos dan memastikan kualiti produk. Kawalan ini juga menarik minat pengguna yang mementingkan produk yang dihasilkan secara lestari.
7. Kedudukan Kewangan yang Kukuh: Jika DXN terus menunjukkan keuntungan, ini boleh menarik pelabur yang mencari pulangan stabil dalam sektor kesihatan dan kesejahteraan. Kesihatan kewangan juga dapat menyokong pelaburan strategik, seterusnya meningkatkan kelebihan daya saing syarikat.

Gabungan faktor-faktor ini menunjukkan bahawa DXN berada dalam posisi yang baik untuk memanfaatkan trend kesejahteraan global, memperluas penguasaan pasaran, dan berpotensi memberikan pulangan yang stabil kepada pelabur.

DXN Holdings Bhd 具有以下几方面的潜力，可能促成其未来增长：

1. 健康和保健产品需求增长：全球对健康和保健产品的兴趣不断增长，特别是对天然和植物基产品的需求。DXN 以灵芝、螺旋藻等健康产品为主，符合这一趋势，有望推动需求和收入增长。
2. 广泛的分销网络：DXN 通过多层次营销模式在180多个国家运营。这个广泛的网络使其能够接触到全球客户基础，并在新兴市场迅速扩展，而无需大量基础设施投资。
3. 新市场扩展潜力：DXN 有机会进一步扩展至中产阶级增长的地区，如东南亚、非洲和拉丁美洲的部分地区。随着这些地区的可支配收入增加和健康意识提高，可能会推动对DXN产品的需求。
4. 多样化的产品范围：DXN 提供包括补充剂、化妆品和食品在内的多种产品。多样化有助于减轻市场变化的风险，使公司能够适应消费者偏好的转变。
5. 专注于研发：DXN 投资于研发以改进和扩展其产品线，这可以增强客户忠诚度，并创造新的收入来源，以满足消费者对高质量、科学支持的健康产品的需求。
6. 可持续的实践与垂直整合：DXN 控制着从种植到生产的供应链，这不仅可以降低成本，还能确保产品质量。对可持续生产商品的关注也符合健康意识较高的消费者的需求。
7. 良好的财务状况：如果 DXN 能继续保持盈利，这将吸引希望在健康和保健领域获得稳定回报的投资者。良好的财务状况也可以支持战略投资，进一步提升公司竞争优势。

这些因素表明，DXN 在全球保健趋势中具有良好的发展前景，有机会扩大市场份额，并有可能为投资者提供稳定的回报。

DXN Holdings Bhd has several factors that could indicate potential for growth:

1. Rising Demand for Health and Wellness Products: There’s a growing global interest in health and wellness, especially in natural and plant-based products. DXN’s focus on Ganoderma, spirulina, and other health-focused items aligns well with this trend, which may fuel demand and revenue growth.
2. Extensive Distribution Network: DXN operates in over 180 countries through a multilevel marketing model. This broad network allows them to reach a global customer base and scale quickly in emerging markets without extensive infrastructure investment.
3. Expansion Potential in New Markets: DXN has the opportunity to expand further into regions with a growing middle class, such as Southeast Asia, Africa, and parts of Latin America. Increased disposable income and health awareness in these regions can drive demand for DXN’s offerings.
4. Diverse Product Range: DXN offers a wide array of products, including supplements, cosmetics, and food items. This diversification helps mitigate risk from market changes and allows the company to adapt to shifts in consumer preferences.
5. Focus on Research and Development: DXN has invested in R&D to improve and expand its product line, which can increase customer loyalty and create new revenue streams as consumers seek high-quality, science-backed wellness products.
6. Sustainable Practices and Vertical Integration: DXN controls its supply chain from cultivation to production, which can lower costs and ensure product quality. This control over sourcing and production also appeals to health-conscious consumers looking for sustainably-produced goods.
7. Strong Financial Position: If DXN continues to show profitability, this can attract investors looking for solid returns in the health and wellness sector. Financial health can also support strategic investments, further boosting the company’s competitive edge.

These factors combined suggest that DXN is well-positioned to capitalize on global wellness trends, expand its market share, and potentially provide stable returns to investors.

一个马来族人士愿意担任Berjaya Assets Berhad（BJAssets）的总经理，尽管公司涉及赌博业务，原因包括：

1. 职业机会：将公司的增长潜力和财务表现视为有价值的职业机会。


2. 法律框架：在合法且受监管的行业中感到舒适。


3. 务实态度：对赌博持务实态度，视其为收入来源和就业机会。


4. 公司声誉：被公司的声誉、强大的财务状况和多元化的业务吸引。


5. 领导支持：受到公司领导的支持和明确愿景的激励。



总体而言，这一决定可能源于个人雄心与对赌博在马来西亚经济中作用的理解。

Tahniah😎😍Change in Boardroom
BERJAYA ASSETS BERHAD

Date of change 05 Jul 2024
Name ENCIK AHMAD RADZI BIN ZAINI
Age 44
Gender Male
Nationality Malaysia
Designation Managing Director
Directorate Executive
Type of change Appointment
Qualifications
No
Qualifications
Major/Field of Study
Institute/University
Additional Information
1
Professional Qualification
Accounting
Association of Chartered Certified Accountants (ACCA)- Part III
2
Diploma
Higher National Diploma in Business Study in Accounting
HETAC Ireland
Yayasan Pelajaran Mara Cheras
3
Diploma
Diploma in Economic
Kolej Professional Mara KL
4
Diploma
Diploma in Management Accounting
Kolej Professional Mara KL

Working experience and occupation Encik Ahmad Radzi has more than 20 years of management experience in several industries that included ICT, Aviation, Marine, Renewable Energy, Township Development, Mining, Waste Management as well as Radioactive Waste Facility.

Encik Ahmad Radzi started his career as an Audit Junior in a Public Accountants firm in Dublin Republic of Ireland where he assisted in audit works for clients in various industries and was promoted as Audit Semi Senior before he left in 2006. Subsequently, he joined Heitech Padu Group of Companies as Finance Reporting Executive. He held several positions in the Finance Division in Heitech Padu Group of Companies over a period of 5 years and acted as the Project Finance Controller before he left in 2011. He subsequently joined Tompa Resources Sdn Bhd and was appointed as the CEO of the Company. In 2014, he left Tompa Resources Sdn Bhd and joined Highbase PVTech Sdn Bhd as the Managing Director. In 2019, he joined Gading Group of Companies and held the position as the Group CEO of Gading Group Berhad and as a Director of several companies in Gading Group. He remains as a Director of several companies in Gading Group at present.
Directorships in public companies and listed issuers (if any) 1) Gading Berhad
2) Gading Group Berhad
Family relationship with any director and/or major shareholder of the listed issuer NIL
Any conflict of interests that he/she has with the listed issuer NIL
Details of any interest in the securities of the listed issuer or its subsidiaries NIL



Announcement Info
Company Name BERJAYA ASSETS BERHAD
Stock Name BJASSET
Date Announced 05 Jul 2024
Category Change in Boardroom
Reference Number C03-04072024-00005

Seorang individu Melayu mungkin bersedia menerajui Berjaya Assets Berhad (BJAssets) sebagai Pengarah Urusan walaupun syarikat terlibat dalam perjudian kerana:

1. Peluang Kerjaya: Menilai potensi pertumbuhan dan prestasi kewangan syarikat sebagai peluang kerjaya berharga.


2. Kerangka Undang-Undang: Merasa selesa beroperasi dalam sektor yang sah dan diatur.


3. Pendekatan Pragmatik: Mengambil sikap pragmatik terhadap perjudian sebagai sumber pendapatan dan penciptaan pekerjaan.


4. Reputasi Syarikat: Tertarik kepada reputasi dan kewangan yang kukuh serta pelbagai sektor perniagaan.


5. Sokongan Kepimpinan: Didorong oleh sokongan dan visi jelas dari kepimpinan syarikat.



Secara keseluruhan, keputusan ini mungkin berpunca daripada gabungan cita-cita peribadi dan pemahaman terhadap peranan perjudian dalam ekonomi Malaysia.

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The willingness of a Malay individual to head Berjaya Assets Berhad (BJAssets) as Managing Director (MD), despite the company’s involvement in gambling businesses, can be attributed to several factors:

1. Business Acumen: Many professionals prioritize financial performance and growth opportunities over personal or cultural reservations. If the individual believes they can effectively manage and grow the business, they may see the role as a valuable career opportunity.


2. Regulatory Framework: Gambling is legal and regulated in Malaysia, including Borneo. The individual might feel comfortable operating within the legal framework and may see it as a legitimate business sector.


3. Cultural Attitudes: While some Malays may hold conservative views towards gambling, others may adopt a more pragmatic approach, recognizing it as a source of revenue and employment. The potential for job creation and economic development might outweigh personal beliefs about gambling.


4. Company Reputation and Performance: If BJAssets has a strong reputation, diversified portfolio, and robust financials, this could attract a talented individual willing to lead the company, seeing it as a chance to contribute to a successful organization.


5. Involvement in Other Businesses: BJAssets is not solely a gambling company; it also engages in property development, retail, and other sectors. The individual might be drawn to these other aspects of the business, viewing the role as a comprehensive leadership opportunity.


6. Support from Leadership: If the company's leadership, including Vincent Tan, provides strong backing and a clear vision for the future, it may encourage someone to take on the role despite the challenges associated with the gambling industry.



In summary, the decision to head BJAssets as MD, even with its gambling business, may stem from a combination of personal ambition, the potential for professional growth, and the understanding that the gambling sector is a regulated part of the economy in Malaysia.

Here’s the translation into Chinese:


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文森特·陈（Vincent Tan）是Berjaya集团的创始人和主席，在包括Berjaya Assets Berhad（BJAssets）在内的多个企业中拥有重要投资。以下是他可能不希望BJAssets失败的几个原因，以及关于潜在私有化的考虑：

1. 战略重要性：BJAssets涉及多个行业，如房地产开发、博彩和零售。其业绩影响着Berjaya集团的整体投资组合。确保其成功有助于维持集团的市场地位和财务稳定。


2. 声誉与遗产：作为马来西亚著名企业家，陈可能非常重视自己的声誉和遗产。允许BJAssets失败可能会对他的形象产生负面影响，并影响投资者和利益相关者的信任。


3. 市场机会：BJAssets在其业务领域可能存在尚未开发的潜力。通过投资于重组或新项目，陈可能希望释放价值并提高盈利能力。


4. 财务支持：历史上，陈在困难时期通常会支持他的公司，常常通过注资或重组债务来稳定运营。



私有化的可能性

BJAssets的私有化可能是一个可行的策略，原因包括：

运营灵活性：作为私人公司，BJAssets可以在没有公众监督或短期市场预期压力的情况下做出战略决策。

专注于长期目标：私有化可以使管理层专注于长期增长和战略举措，而不是季度收益报告。

增强控制权：陈将对公司的方向和运营拥有更大的控制权，这可能使得决策更快且更易于实施变革。

市场条件：如果市场条件对上市公司不利，私有化可能被视为保护企业免受外部波动的方式。


总之，文森特·陈对BJAssets的承诺源于战略、声誉和财务方面的考虑。如果他看到长期利益超过作为上市公司运营的挑战，私有化可能成为一个潜在的方向。

Here’s the translation into Malay:


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Vincent Tan, pengasas dan pengerusi Kumpulan Berjaya, mempunyai pelaburan yang signifikan dalam pelbagai perniagaan, termasuk Berjaya Assets Berhad (BJAssets). Berikut adalah beberapa sebab mengapa beliau mungkin tidak mahu BJAssets gagal dan pertimbangan mengenai kemungkinan pengambilan swasta:

1. Kepentingan Strategik: BJAssets terlibat dalam sektor pelbagai seperti pembangunan hartanah, perjudian, dan runcit. Prestasinya memberi kesan kepada keseluruhan portfolio Kumpulan Berjaya. Memastikan kejayaannya membantu mengekalkan kedudukan pasaran kumpulan dan kestabilan kewangan.


2. Reputasi dan Legasi: Sebagai seorang usahawan terkemuka di Malaysia, Tan mungkin menghargai reputasi dan legasinya. Membiarkan BJAssets gagal boleh memberi kesan negatif kepada imejnya dan kepercayaan pelabur serta pemegang kepentingan.


3. Peluang Pasaran: BJAssets mungkin mempunyai potensi yang belum diterokai dalam segmen perniagaannya. Dengan melabur dalam penstrukturan semula atau inisiatif baru, Tan mungkin bertujuan untuk membuka nilai dan meningkatkan keuntungan.


4. Sokongan Kewangan: Tan secara sejarahnya telah menyokong syarikatnya semasa waktu sukar, sering kali memasukkan modal atau menyusun semula hutang untuk menstabilkan operasi.



Kemungkinan Pengambilan Swasta

Pengambilan swasta BJAssets mungkin merupakan strategi yang viabel untuk beberapa sebab:

Fleksibiliti Operasi: Sebagai entiti swasta, BJAssets akan mempunyai kebebasan untuk membuat keputusan strategik tanpa tekanan pengawasan awam atau jangkaan pasaran jangka pendek.

Fokus pada Matlamat Jangka Panjang: Pengambilan swasta boleh membolehkan pengurusan untuk memberi tumpuan kepada pertumbuhan jangka panjang dan inisiatif strategik berbanding laporan pendapatan suku tahunan.

Kawalan yang Ditingkatkan: Tan akan mempunyai kawalan yang lebih besar ke atas arah dan operasi syarikat, yang mungkin memudahkan pembuatan keputusan yang lebih cepat dan pelaksanaan perubahan.

Keadaan Pasaran: Jika keadaan pasaran tidak menguntungkan bagi syarikat awam, pengambilan swasta mungkin dilihat sebagai cara untuk melindungi perniagaan daripada turun naik luaran.


Kesimpulannya, komitmen Vincent Tan terhadap BJAssets berpunca daripada pertimbangan strategik, reputasi, dan kewangan. Pengambilan swasta boleh menjadi laluan yang berpotensi jika beliau melihat manfaat jangka panjang yang melebihi cabaran beroperasi sebagai entiti yang tersenarai di awam.

Vincent Tan, the founder and chairman of Berjaya Group, has significant investments in various businesses, including Berjaya Assets Berhad (BJAssets). Here are a few reasons why he may not want BJAssets to fail and considerations regarding potential privatization:

1. Strategic Importance: BJAssets is involved in diverse sectors such as property development, gaming, and retail. Its performance impacts the overall portfolio of Berjaya Group. Ensuring its success helps maintain the group's market position and financial stability.


2. Reputation and Legacy: As a prominent entrepreneur in Malaysia, Tan likely values his reputation and legacy. Allowing BJAssets to fail could adversely affect his image and the trust of investors and stakeholders.


3. Market Opportunities: BJAssets may have untapped potential in its business segments. By investing in restructuring or new initiatives, Tan could aim to unlock value and enhance profitability.


4. Financial Support: Tan has historically supported his companies during challenging times, often infusing capital or restructuring debt to stabilize operations.



Possibility of Privatization

Privatization of BJAssets could be a viable strategy for several reasons:

Operational Flexibility: Being privately held would allow BJAssets to make strategic decisions without the pressure of public scrutiny or short-term market expectations.

Focus on Long-Term Goals: Privatization can enable the management to focus on long-term growth and strategic initiatives rather than quarterly earnings reports.

Enhanced Control: Tan would have greater control over the company's direction and operations, which might facilitate quicker decision-making and implementation of changes.

Market Conditions: If market conditions are unfavorable for public companies, privatization might be seen as a way to shield the business from external volatility.


In summary, Vincent Tan's commitment to BJAssets stems from strategic, reputational, and financial considerations. Privatization could be a potential route if he sees long-term benefits that outweigh the challenges of operating as a publicly listed entity.

DRB up 3sen; any good news for POS? 🫵🏻

DRB up 3sen; any good news for POS? 🫵🏻

Syed Mokhtar Al-Bukhary has been involved in the privatization of several companies, particularly through his conglomerate DRB-HICOM Berhad. While specific figures can vary based on definitions of privatization, here are notable examples of companies he has been associated with:

Notable Privatizations Involving Syed Mokhtar

1. Pos Malaysia Berhad:

Privatization: DRB-HICOM acquired a controlling stake in Pos Malaysia in 2011.

Reason: To improve operational efficiency and modernize the company's services, aligning them with the growing demands of e-commerce and logistics.



2. Kumpulan Perangsang Selangor:

Privatization: Syed Mokhtar was involved in the restructuring and privatization of this state-owned entity, which focused on various sectors including utilities and infrastructure.



3. Proton Holdings Berhad:

Privatization: DRB-HICOM acquired a controlling interest in Proton in 2012.

Reason: To revitalize the Malaysian automotive industry and improve Proton's competitiveness by leveraging synergies with DRB-HICOM's other automotive ventures.



4. Bank Muamalat Malaysia Berhad:

Involvement: While not a complete privatization, Syed Mokhtar has been associated with efforts to enhance this Islamic bank's operations and financial standing.




Reasons for His Involvement in Privatizations

1. Strategic Growth: Syed Mokhtar typically seeks to enhance the operational capabilities and market positions of the companies he acquires, driving growth through strategic investments.


2. Public Service Enhancement: His investments in public utilities and services, like Pos Malaysia, often aim to improve service delivery to the public, aligning with national development goals.


3. Synergistic Benefits: By privatizing and restructuring these companies, he aims to create synergies with his existing businesses, particularly in logistics, automotive, and finance.


4. Economic Development: His involvement in privatizations is often seen as a way to foster economic growth in Malaysia, creating jobs and stimulating investment in various sectors.



Conclusion

While the exact number of companies Syed Mokhtar has privatized may not be publicly documented, his involvement with key companies like Pos Malaysia, Proton, and others indicates a focused strategy on enhancing operational efficiency and driving growth within the Malaysian economy.

Syed Mokhtar Al-Bukhary has been involved in the privatization of several companies, particularly through his conglomerate DRB-HICOM Berhad. While specific figures can vary based on definitions of privatization, here are notable examples of companies he has been associated with:

Notable Privatizations Involving Syed Mokhtar

1. Pos Malaysia Berhad:

Privatization: DRB-HICOM acquired a controlling stake in Pos Malaysia in 2011.

Reason: To improve operational efficiency and modernize the company's services, aligning them with the growing demands of e-commerce and logistics.



2. Kumpulan Perangsang Selangor:

Privatization: Syed Mokhtar was involved in the restructuring and privatization of this state-owned entity, which focused on various sectors including utilities and infrastructure.



3. Proton Holdings Berhad:

Privatization: DRB-HICOM acquired a controlling interest in Proton in 2012.

Reason: To revitalize the Malaysian automotive industry and improve Proton's competitiveness by leveraging synergies with DRB-HICOM's other automotive ventures.



4. Bank Muamalat Malaysia Berhad:

Involvement: While not a complete privatization, Syed Mokhtar has been associated with efforts to enhance this Islamic bank's operations and financial standing.




Reasons for His Involvement in Privatizations

1. Strategic Growth: Syed Mokhtar typically seeks to enhance the operational capabilities and market positions of the companies he acquires, driving growth through strategic investments.


2. Public Service Enhancement: His investments in public utilities and services, like Pos Malaysia, often aim to improve service delivery to the public, aligning with national development goals.


3. Synergistic Benefits: By privatizing and restructuring these companies, he aims to create synergies with his existing businesses, particularly in logistics, automotive, and finance.


4. Economic Development: His involvement in privatizations is often seen as a way to foster economic growth in Malaysia, creating jobs and stimulating investment in various sectors.



Conclusion

While the exact number of companies Syed Mokhtar has privatized may not be publicly documented, his involvement with key companies like Pos Malaysia, Proton, and others indicates a focused strategy on enhancing operational efficiency and driving growth within the Malaysian economy.

Falsafah Deng Xiaoping, yang terkandung dalam petikannya tentang kucing, menekankan pragmatisme berbanding ideologi. Ia menunjukkan bahawa keberkesanan dasar dan hasil adalah lebih penting daripada pematuhan ketat kepada ideologi politik atau ekonomi tertentu. Pendekatan ini memudahkan reformasi ekonomi dan pemodenan China dengan mengutamakan pertumbuhan dan penyelesaian praktikal.

Falsafah Deng Xiaoping, yang terkandung dalam petikannya tentang kucing, menekankan pragmatisme berbanding ideologi. Ia menunjukkan bahawa keberkesanan dasar dan hasil adalah lebih penting daripada pematuhan ketat kepada ideologi politik atau ekonomi tertentu. Pendekatan ini memudahkan reformasi ekonomi dan pemodenan China dengan mengutamakan pertumbuhan dan penyelesaian praktikal.

Deng Xiaoping's philosophy, encapsulated in his quote about the cat, emphasizes pragmatism over ideology. It suggests that the effectiveness of policies and results are more important than strict adherence to a specific political or economic ideology. This approach facilitated China's economic reforms and modernization by prioritizing growth and practical solutions.

Deng Xiaoping's philosophy, encapsulated in his quote about the cat, emphasizes pragmatism over ideology. It suggests that the effectiveness of policies and results are more important than strict adherence to a specific political or economic ideology. This approach facilitated China's economic reforms and modernization by prioritizing growth and practical solutions.

案例研究：马来西亚邮政的复苏努力

丹斯里赛德·莫克塔尔·阿尔-布哈里（Tan Sri Syed Mokhtar Al-Bukhary）是一位知名的马来西亚商人，他采取了重要措施来应对马来西亚邮政所面临的挑战。作为通过DRB-HICOM的主要股东，他清楚地表达了恢复公司业绩的意图。考虑到竞争激烈且快速变化的物流环境，该公司一直面临邮件量下降和运营成本上升的问题，这需要战略性地进行改组。

领导灵活性

认识到成功的复苏需要有效且具战略眼光的领导，赛德·莫克塔尔对任命最合适的首席执行官（CEO）持开放态度，无论其国籍或背景如何。这种灵活性强调了优先考虑引入能够适应市场变化、创新并推动增长的专业人才。无论是本地首席执行官还是国际（“马赛”）专业人士，重点都是选择能有效实施强有力复苏战略的领导者。

复苏战略要素

1. 服务多元化： 马来西亚邮政积极从传统邮件服务转向数字解决方案和物流。新任首席执行官若对电子商务、物流和技术有深入理解，能够加速这一转型，使公司减少对衰退邮件服务的依赖。


2. 运营效率： 优化运营以降低成本至关重要。具备数字化转型和运营优化经验的领导者可以帮助识别节约成本的措施，现代化公司的基础设施，并提升效率。


3. 战略合作： 马来西亚邮政探索了合作伙伴关系，以扩大其电子商务和物流业务。在赛德·莫克塔尔的指导下，寻找擅长建立战略联盟的首席执行官可以增强公司的服务和市场覆盖能力。


4. 剥离子公司： 最近，有关马来西亚邮政商店和咖啡馆（Pos Shop & Café）潜在IPO的讨论也逐渐增多。引入能够评估这种剥离的可行性并最大化股东价值的首席执行官，可能是复苏计划的重要组成部分。这与专注于核心业务领域，同时剥离或合作非核心部分的重组目标一致。



结论

赛德·莫克塔尔愿意任用最优秀的领导者，无论是本地还是外国，体现了对复兴马来西亚邮政的务实态度。通过专注于战略领导、多元化服务和提升运营效率，马来西亚邮政有潜力重新获得市场地位。对领导层的重视反映出一种理解：在今天竞争激烈和动态变化的环境中，拥有合适的专业人才处于领导地位，对应对挑战和引导公司走向增长至关重要。

案例研究：马来西亚邮政的复苏努力

丹斯里赛德·莫克塔尔·阿尔-布哈里（Tan Sri Syed Mokhtar Al-Bukhary）是一位知名的马来西亚商人，他采取了重要措施来应对马来西亚邮政所面临的挑战。作为通过DRB-HICOM的主要股东，他清楚地表达了恢复公司业绩的意图。考虑到竞争激烈且快速变化的物流环境，该公司一直面临邮件量下降和运营成本上升的问题，这需要战略性地进行改组。

领导灵活性

认识到成功的复苏需要有效且具战略眼光的领导，赛德·莫克塔尔对任命最合适的首席执行官（CEO）持开放态度，无论其国籍或背景如何。这种灵活性强调了优先考虑引入能够适应市场变化、创新并推动增长的专业人才。无论是本地首席执行官还是国际（“马赛”）专业人士，重点都是选择能有效实施强有力复苏战略的领导者。

复苏战略要素

1. 服务多元化： 马来西亚邮政积极从传统邮件服务转向数字解决方案和物流。新任首席执行官若对电子商务、物流和技术有深入理解，能够加速这一转型，使公司减少对衰退邮件服务的依赖。


2. 运营效率： 优化运营以降低成本至关重要。具备数字化转型和运营优化经验的领导者可以帮助识别节约成本的措施，现代化公司的基础设施，并提升效率。


3. 战略合作： 马来西亚邮政探索了合作伙伴关系，以扩大其电子商务和物流业务。在赛德·莫克塔尔的指导下，寻找擅长建立战略联盟的首席执行官可以增强公司的服务和市场覆盖能力。


4. 剥离子公司： 最近，有关马来西亚邮政商店和咖啡馆（Pos Shop & Café）潜在IPO的讨论也逐渐增多。引入能够评估这种剥离的可行性并最大化股东价值的首席执行官，可能是复苏计划的重要组成部分。这与专注于核心业务领域，同时剥离或合作非核心部分的重组目标一致。



结论

赛德·莫克塔尔愿意任用最优秀的领导者，无论是本地还是外国，体现了对复兴马来西亚邮政的务实态度。通过专注于战略领导、多元化服务和提升运营效率，马来西亚邮政有潜力重新获得市场地位。对领导层的重视反映出一种理解：在今天竞争激烈和动态变化的环境中，拥有合适的专业人才处于领导地位，对应对挑战和引导公司走向增长至关重要。

Kajian Kes: Usaha Pemulihan Pos Malaysia

Tan Sri Syed Mokhtar Al-Bukhary, yang terkenal dengan kepentingan perniagaan yang pelbagai, telah mengambil langkah-langkah penting untuk menangani cabaran yang dihadapi oleh Pos Malaysia. Sebagai pemegang saham majoriti melalui DRB-HICOM, beliau telah menunjukkan niat yang jelas untuk memulihkan prestasi syarikat tersebut. Memandangkan landskap logistik yang kompetitif dan berubah dengan cepat, syarikat ini telah berhadapan dengan penurunan jumlah surat dan peningkatan kos operasi, yang memerlukan pengubahsuaian strategik.

Fleksibiliti Kepimpinan

Menyedari bahawa pemulihan yang berjaya memerlukan kepimpinan yang cekap dan strategik, Tan Sri Syed Mokhtar telah menunjukkan keterbukaan untuk melantik CEO yang terbaik, tanpa mengira kewarganegaraan atau latar belakang. Fleksibiliti ini menekankan bahawa keutamaan adalah untuk membawa masuk kepakaran yang dapat menyesuaikan diri dengan perubahan pasaran, berinovasi, dan memacu pertumbuhan. Sama ada CEO itu tempatan atau profesional antarabangsa ("mat salleh"), fokus adalah pada memilih pemimpin yang dapat melaksanakan strategi pemulihan yang mantap.

Elemen Strategi Pemulihan

1. Diversifikasi Perkhidmatan: Pos Malaysia telah aktif beralih dari perkhidmatan surat tradisional kepada penyelesaian digital dan logistik. Seorang CEO baru yang memahami e-dagang, logistik, dan teknologi dengan baik dapat mempercepatkan peralihan ini, menjadikan syarikat kurang bergantung kepada perkhidmatan surat yang semakin merosot.


2. Kecekapan Operasi: Menyusun semula operasi untuk mengurangkan kos adalah kritikal. Seorang pemimpin dengan pengalaman dalam transformasi digital dan pengoptimuman operasi dapat membantu mengenal pasti langkah-langkah penjimatan kos, memodenkan infrastruktur syarikat, dan meningkatkan kecekapan.


3. Perkongsian Strategik: Pos Malaysia telah meneroka perkongsian untuk memperluaskan jejak e-dagang dan logistiknya. Di bawah arahan Syed Mokhtar, mencari CEO yang mahir dalam membina perikatan strategik dapat meningkatkan tawaran perkhidmatan syarikat dan capaian pasaran.


4. Pemisahan Anak Syarikat: Baru-baru ini, terdapat perbincangan mengenai potensi IPO Pos Shop & Café. Membawa masuk CEO yang dapat menilai kesesuaian pemisahan tersebut dan memaksimumkan nilai pemegang saham boleh menjadi sebahagian penting daripada pelan pemulihan. Ini sejalan dengan fokus untuk menyusun semula bagi memberi tumpuan kepada bidang perniagaan teras sambil melepaskan atau menjalinkan kerjasama dalam segmen yang bukan teras.



Kesimpulan

Keterbukaan Syed Mokhtar untuk mengupah pemimpin terbaik, sama ada tempatan atau asing, menunjukkan pendekatan pragmatik untuk menghidupkan kembali Pos Malaysia. Dengan memberi tumpuan kepada kepimpinan strategik, mendiversifikasi perkhidmatan, dan memacu kecekapan operasi, Pos Malaysia berpotensi untuk mendapatkan semula kedudukannya dalam pasaran. Penekanan pada kepimpinan mencerminkan pemahaman bahawa dalam persekitaran yang kompetitif dan dinamik hari ini, mempunyai kepakaran yang tepat di peringkat atasan adalah kritikal untuk mengatasi cabaran dan mengarahkan syarikat ke arah pertumbuhan.