higher pay boosting ecommerce, good for pos too😉

Baik bagi pos logistics;
, while local automotive players like Proton Holdings Bhd and Perusahaan Otomobil Kedua Sdn Bhd (Perodua), as well as their business associates such as newly-listed KHPT Holdings Bhd, will also stand to gain,” he told StarBiz.

His prediction on the automotive industry stems from his prediction that Malaysians could be looking to trade down on motor vehicles, after the government confirmed it will be rolling out targeted subsidies on the RON95 fuel, although still making the assumption that 85% of Malaysians will be exempt.

DRB-Hicom might consider selling its stake in Pos Malaysia for several strategic and financial reasons. The company has faced persistent financial difficulties with Pos Malaysia, which has been posting losses in recent years due to declining mail volumes, increased competition in logistics, and the high costs associated with maintaining its extensive delivery network. Pos Malaysia’s core postal services have been less profitable in an era of digitization and reduced demand for traditional mail services.

One key reason for DRB-Hicom’s potential divestment is to improve its overall financial position. DRB-Hicom is a diversified conglomerate with interests in automotive, property, and services. Shedding the underperforming asset (Pos Malaysia) would allow DRB to focus on more profitable segments and reduce the drag on its overall financials. Pos Malaysia’s operational losses have impacted DRB-Hicom’s share price, as market confidence wanes when a key subsidiary consistently underperforms  .

Additionally, Pos Malaysia is undergoing a transformation, including efforts to modernize and integrate more sustainable business practices (like EV adoption). While these steps are promising for the long term, they require significant investment, which DRB-Hicom might be reluctant to commit to without a clear path to profitability. Selling its stake would free DRB from the burden of these investments and allow the conglomerate to streamline its portfolio.

In summary, DRB-Hicom might let go of its stake to strengthen its financial standing, reduce operational risks, and concentrate on its more lucrative ventures, all of which could positively influence its share price.

DRB-Hicom might consider selling its stake in Pos Malaysia for several strategic and financial reasons. The company has faced persistent financial difficulties with Pos Malaysia, which has been posting losses in recent years due to declining mail volumes, increased competition in logistics, and the high costs associated with maintaining its extensive delivery network. Pos Malaysia’s core postal services have been less profitable in an era of digitization and reduced demand for traditional mail services.

One key reason for DRB-Hicom’s potential divestment is to improve its overall financial position. DRB-Hicom is a diversified conglomerate with interests in automotive, property, and services. Shedding the underperforming asset (Pos Malaysia) would allow DRB to focus on more profitable segments and reduce the drag on its overall financials. Pos Malaysia’s operational losses have impacted DRB-Hicom’s share price, as market confidence wanes when a key subsidiary consistently underperforms  .

Additionally, Pos Malaysia is undergoing a transformation, including efforts to modernize and integrate more sustainable business practices (like EV adoption). While these steps are promising for the long term, they require significant investment, which DRB-Hicom might be reluctant to commit to without a clear path to profitability. Selling its stake would free DRB from the burden of these investments and allow the conglomerate to streamline its portfolio.

In summary, DRB-Hicom might let go of its stake to strengthen its financial standing, reduce operational risks, and concentrate on its more lucrative ventures, all of which could positively influence its share price.

Lazada and Shopee are likely candidates due to their focus on e-commerce, it’s still speculative, and no formal acquisition discussions have been confirmed. Other potential buyers could include logistics companies like DHL or private equity firms specializing in restructuring distressed assets. Grab has also been suggested as a possible candidate given its expanding logistics operations

It is quite plausible that companies like Lazada, Shopee, or Jaya Grocer could consider acquiring DRB-Hicom’s stake in Pos Malaysia, particularly due to strategic synergies in logistics and e-commerce. Pos Malaysia has an extensive last-mile delivery network and infrastructure, including over 600 post offices across Malaysia, which would be valuable assets for e-commerce giants like Lazada and Shopee. These companies could use Pos Malaysia’s network to improve their delivery capabilities, especially in rural areas, thus reducing delivery times and costs.

Buy3; Pos Malaysia is expected to rebound, driven by its commitment to sustainability and electrification of its vehicle fleet, supported by government initiatives and partnerships. The company aims to fully transition to electric vehicles (EVs) by 2030, reducing carbon emissions and operational costs. Currently, it has deployed over 340 EVs, including e-bikes and e-vans, and plans to expand this number as part of its broader sustainability goals  .

The Malaysian government supports such initiatives, aligning with national goals of reducing carbon emissions and promoting green technologies. Pos Malaysia has partnered with companies like Yinson GreenTech to maintain its EV fleet and install charging stations across the country, positioning itself as a key player in the country’s logistics sustainability drive .

This shift toward EVs not only helps the environment but also lowers operational costs by 40-50%, positioning the company for long-term growth in the evolving logistics landscape .

Berjaya Assets Berhad (BJASSET) is involved in a wide range of businesses, including property development, hospitality, and gaming activities. One key point about the company is its ownership and management structure, which reflects the multi-ethnic and multi-religious context of Malaysia. Despite Islam’s prohibition on gambling for Muslims under Sharia law, BJASSET operates in sectors that include gaming, which is legal for non-Muslims under secular law in Malaysia.

As for the appointment of Muslims, such as Ahmad Radzi Bin Zaini, a Muslim, as Managing Director in 2024, it reflects a professional distinction. The company abides by legal and religious norms in Malaysia, where gambling operations are regulated and restricted to non-Muslims. Muslims who serve in executive roles do so within the broader business operations, which include property and hospitality sectors, not directly linked to the gambling components, aligning with both legal and ethical expectations   .

Thus, while the company has gambling-related ventures, they adhere to the laws that allow non-Muslims to participate, and Muslims in leadership positions are typically not involved in the direct management of these segments.

Pos Malaysia’s free float, which represents the portion of shares available for public trading, is around 34% to 35.49%  . This means that roughly one-third of the company’s shares are available for public investors, with the rest held by major shareholders like DRB-Hicom and KWAP.

Higher min salary 1700 more people to buy its foods 😉

The withdrawal of subsidies for RON 95 petrol in Malaysia can indeed be advantageous for Pos Malaysia in the competitive landscape, especially if the company has begun transitioning to electric vehicles (EVs). Here’s why:

1. Increased Fuel Costs for Competitors:

• The removal of subsidies will increase the price of RON 95 petrol, which is a significant cost for logistics companies operating large fleets of fuel-powered vehicles. Competitors relying heavily on internal combustion engine (ICE) vehicles will face higher operational costs, particularly in terms of fuel expenses.
• Pos Malaysia, on the other hand, will face less impact if it continues to adopt EVs, which are not reliant on fluctuating fuel prices. This cost advantage allows Pos Malaysia to maintain or reduce delivery costs while competitors struggle with rising expenses.

2. Enhanced Profit Margins for Pos Malaysia:

• With higher fuel prices, many logistics companies will need to increase their service charges to maintain profitability. Pos Malaysia, operating a growing EV fleet that benefits from lower running costs (electricity is generally cheaper than petrol), can maintain more competitive pricing without sacrificing margins.
• This gives Pos Malaysia an edge, allowing them to either offer lower prices to consumers or enjoy better profit margins compared to competitors still reliant on fuel-powered vehicles.

3. Accelerated Shift to Sustainable Operations:

• The subsidy withdrawal will likely encourage companies to move toward greener alternatives such as EVs. However, since Pos Malaysia has already started its EV transition, it will be ahead of the curve in adapting to the new cost structure.
• Being an early adopter of EVs and already benefiting from the supporting infrastructure and government incentives, Pos Malaysia can focus on scaling up operations while competitors scramble to adjust to the new fuel price landscape.

4. Strengthening Corporate Image as an Innovator:

• As fuel prices rise, companies embracing alternative energy sources like EVs will stand out as innovative and environmentally conscious. Pos Malaysia can leverage this to boost its public image and attract clients who value sustainability.
• The company’s proactive approach to reducing dependence on fuel not only demonstrates foresight but also positions it as a responsible, future-ready service provider, giving it a reputational advantage.

5. Long-Term Cost Stability:

• Fuel price volatility can create financial instability for companies relying on petrol-based fleets. By using EVs, Pos Malaysia enjoys more predictable and stable operational costs since electricity prices tend to fluctuate less dramatically than fuel prices.
• This financial stability enables Pos Malaysia to plan long-term investments and pricing strategies with greater confidence, making it more resilient compared to competitors who must deal with fuel cost uncertainties.

Conclusion:

The withdrawal of the RON 95 petrol subsidy will increase operational costs for companies dependent on petrol-powered fleets, putting them at a disadvantage. Pos Malaysia, with its transition to EVs and focus on sustainable practices, can use this shift to enhance its competitive position. By maintaining lower operational costs, more stable pricing, and a strong green image, Pos Malaysia is better positioned to attract customers and outperform competitors in the long run.

Govt tak bagi POS pupus 😉

The 2025 budget for Malaysia does indeed include several measures to support and incentivize the adoption of electric vehicles (EVs). This move is beneficial for companies like Pos Malaysia, as it enhances the viability and attractiveness of integrating EVs into their fleet. Here’s why:

1. Tax Incentives and Subsidies:

• The Malaysian government is expected to extend or expand tax exemptions and import duties for EVs, as well as offer subsidies for EV purchases and the development of charging infrastructure. This reduces the overall cost of acquiring and operating electric vehicles, which is particularly beneficial for large fleets like Pos Malaysia’s.
• With these incentives, Pos Malaysia can further invest in electrifying its fleet at a lower cost, reducing fuel and maintenance expenses.

2. Infrastructure Development:

• Budget 2025 includes significant support for expanding EV charging infrastructure across the country. More charging stations will make it easier for companies like Pos Malaysia to adopt EVs without concerns about range or access to charging facilities.
• With a larger and more accessible charging network, Pos Malaysia’s EV fleet can operate efficiently, particularly for last-mile deliveries in urban areas.

3. Environmental Goals and Corporate Image:

• The government’s focus on EV adoption aligns with Malaysia’s broader environmental goals, such as reducing carbon emissions and meeting sustainability targets. By adopting EVs, Pos Malaysia can not only contribute to these national goals but also improve its corporate image as a leader in green initiatives.
• Being seen as environmentally conscious could enhance customer loyalty and attract clients who prioritize sustainability in their choice of service providers.

4. Long-term Cost Savings:

• As the government continues to provide incentives and build infrastructure, the operational cost of EVs compared to traditional vehicles will decrease. Lower fuel costs, fewer moving parts, and tax incentives could lead to significant savings for Pos Malaysia in the long term.

5. Boosting Competitiveness:

• Adopting EVs gives Pos Malaysia a competitive edge over logistics companies that may be slower to make the shift. With increasing customer demand for environmentally friendly services, Pos Malaysia could become a preferred choice for consumers and businesses looking to reduce their carbon footprint.

In conclusion, the measures in Budget 2025 to promote EV adoption are highly beneficial for Pos Malaysia. They reduce the cost of EV ownership, improve operational efficiency, and enhance Pos Malaysia’s standing as a green company, making it more competitive in both the postal and logistics sectors.

Pos Malaysia’s use of electric vehicles (EVs) is a positive move in several ways, especially in terms of competition and sustainability. By adopting EVs, the company is taking steps toward reducing its carbon footprint, aligning with global trends in environmental responsibility. This transition may also lead to reduced fuel costs in the long term, which can improve operational efficiency.

From a competitive standpoint, the use of EVs can position Pos Malaysia as a forward-thinking, eco-conscious company, potentially attracting environmentally aware customers and differentiating itself from competitors. Other logistics and postal services may need to innovate to keep up, which could lead to broader industry improvements in sustainability and technology adoption.

Also, its properties in Johor would rise in value with so many happenings in johor

Should rise , tourism is stressed in the budget 2025, its malls, resorts /biz will flourish, etc

https://www.pos.com.my/business/domestic?gad_source=1&gclid=Cj0KCQjwsc24BhDPARIsAFXqAB10jutxtBYHVjJGcCkSDudepoMhDM7tbbaHWzN3OHYNkgUK3emwYyAaAhLoEALw_wcB

Good for pos with its ev fleet to beat its competitors

😍😍😍😍😍😎
He said the government had been subsiding RON95 up to RM20 billion until 2023. Foreigners and the upper 15 per cent (T15) of the super rich are enjoying the current 40 per cent subsidy meant for the fuel.

He noted that the RON 95 subsidy amounting to RM8 billion enjoyed by the foreigners and T15 should be channelled into education facilities, healthcare and public transport.

Liew said the RM8 billion savings could contribute towards narrowing the fiscal deficit, but the government will likely need to pair it with other measures to effectively meet its deficit target of 3.0 per cent and reduce its debt-to-gross domestic product (GDP) ratio.

Pos's zero-carbon strategy with its EV fleet and soon-to-be EV chargers business is promising.

$$$$$$$The government announced a RM300 million allocation as part of its energy transition plan to achieve net-zero goal by 2050. That’s triple the RM100 million set aside for this year.

Good for Kawan too. More money to buy foods

Consumption

A higher minimum wage and targeted aid, coupled with an earlier broad pay-hike for civil servants, would raise disposable income for consumers. That should benefit retailers, such as 99 Speed Mart Retail Holdings Bhd (KL:99SMART). and MR DIY Group (M) Bhd (KL:MRDIY).

More online purchases as well, good for courier companies like POS too😉
Consumption

A higher minimum wage and targeted aid, coupled with an earlier broad pay-hike for civil servants, would raise disposable income for consumers. That should benefit retailers, such as 99 Speed Mart Retail Holdings Bhd (KL:99SMART). and MR DIY Group (M) Bhd (KL:MRDIY).

More tourists, good for POS also?😛 Tourism

Malaysia is setting aside RM550 million to promote tourism, ahead of its Visit Malaysia Year in 2026. Entertainment and gaming companies, such as Genting Bhd (KL:GENTING); and airline operator AirAsia X Bhd (KL:AAX) may benefit from a boost in tourism receipts.

Tourism

Malaysia is setting aside RM550 million to promote tourism, ahead of its Visit Malaysia Year in 2026. Entertainment and gaming companies, such as Genting Bhd (KL:GENTING); and airline operator AirAsia X Bhd (KL:AAX) may benefit from a boost in tourism receipts. Also, bjassets with its mall & hotel biz😉

Pos Malaysia Bhd (KL:POS), the national postal service provider in Malaysia, is selling its ship chartering unit, PNSL Bhd, for RM123.21 million. This decision is part of Pos Malaysia’s strategy to exit non-core businesses and focus on its main postal and logistics services.

The unit, PNSL Bhd, primarily handles the chartering of ships for transporting bulk cargoes. By selling this division to SWA Shipping Sdn Bhd, Pos Malaysia aims to streamline its operations and redirect resources towards its core business activities. The deal will also help resolve intra-group trading debts and advances that PNSL owes to Pos Malaysia, clearing some financial obligations between the entities.

This move aligns with Pos Malaysia’s broader objective of restructuring and improving its financial health amid a changing business environment, where postal services are shifting more towards e-commerce and digital logistics.

KUALA LUMPUR: The government has approved Forest City as a Duty-Free Island to promote tourism and stimulate local economic activities, said Prime Minister Datuk Seri Anwar Ibrahim.

He added that a tax incentive package for the Forest City Special Financial Zone has been introduced to encourage financial services, including global business services and fintech.

Additionally, Anwar, who also serves as Finance Minister, announced the launch of the Single Family Office Scheme for the Forest City Special Financial Zone.

"To ensure the success of the Family Office operations, the Securities Commission will serve as the approving authority for resident and employment passes for founding family investors and related investment professionals," he said when presenting Budget 2025 in the Dewan Rakyat today.

Meanwhile, the Prime Minister highlighted the Johor-Singapore Special Economic Zone (JS-SEZ) memorandum of understanding, signed in January this year, as a significant milestone in economic cooperation between Malaysia and Singapore.

KUALA LUMPUR (Oct 18): While Airbnb welcomes the government’s tourism-related incentives amounting to a total of RM1.21 billion, the online operator for homestays urges the government to support the development of short-term rental accommodations (STRA) guidelines.

In the newly tabled Budget 2025, the government announced the tourism-related incentives: RM500 million to promote tourism activities and preparing for Visit Malaysia Year 2026; RM110 million investment aimed at upgrading the facilities at Taman Negara Endau Rompin in Johor, Pulau Redang in Terengganu, and Pantai Tusan Bekenu in Sarawak; and RM600 million for the restoration and revitalisation landmarks in Kuala Lumpur, such as Carcosa Seri Negara, Bangunan Sultan Abdul Samad and Bangunan Stesen Kereta Api Kuala Lumpur.

“[These tourism-related incentives] will further enhance [Malaysia’s] status as a vibrant destination, contributing significantly to the country’s economic growth and tourism development,” said APAC director of public policy Mich Goh in a press statement issued on Friday.

Meanwhile, Goh also urged the government to support the development of the STRA guidelines: “We encourage the federal government to endorse the upcoming national STRA guidelines, which will be the first of its kind in Southeast Asia and showcase dynamism and adaptability to drive the tourism industry.

“We remain committed to working with the government to support tourism growth and recovery, to ensure that more local communities are able to leverage the benefits of the travel economy,” she added.

KUALA LUMPUR (Oct 18): The government will announce special incentives for the Johor-Singapore Special Economic Zone (JS-SEZ) by the end of this year, said Prime Minister Datuk Seri Anwar Ibrahim.

He said the special incentives provided can attract quality investments and offer high-value jobs in an effort to accelerate the growth of the zone and at the same time to become a sustainable special economic zone.

He said when presenting Budget 2025 in Dewan Rakyat on Friday that the Invest Malaysia Facilitation Centre – Johor (IMFC-J) was being established to facilitate investment in JS-SEZ.

Anwar, who is also the finance minister, said the centre aims to reduce bureaucracy at various levels to speed up approvals.

If the government were to assist Pos Malaysia, it could do so in various ways to ensure the sustainability and competitiveness of the national postal service. Here are some potential strategies:

1. Financial Support and Subsidies

• Direct Financial Aid: The government could provide financial support to help Pos Malaysia cover its operational costs, especially for maintaining universal postal service obligations in rural and underserved areas.
• Subsidies for Operations: Subsidies could be given for specific services, such as maintaining traditional mail delivery services, which might not be profitable but are crucial for connectivity in certain regions.

2. Regulatory Support

• Liberalizing Regulations: The government could introduce more flexible regulations that allow Pos Malaysia to diversify its business operations, such as expanding into financial services, logistics, or e-commerce.
• Postal Service Monopoly: Ensuring that Pos Malaysia retains monopoly rights over certain mail services can help maintain its revenue base.

3. Infrastructure Investment

• Upgrading Facilities and Fleet: The government could invest in modernizing Pos Malaysia’s infrastructure, such as post offices, sorting centers, and delivery vehicles, to improve efficiency.
• Digitalization: Support in transitioning towards more digital services (e.g., e-government services, online tracking, and digital mail) could help Pos Malaysia remain relevant in the digital age.

4. Strategic Partnerships

• Government Contracts: The government could provide exclusive contracts to Pos Malaysia for services like the delivery of official documents, voter materials, or census data.
• Public-Private Partnerships: Encouraging collaborations between Pos Malaysia and private logistics, e-commerce, or financial service companies can help Pos Malaysia diversify and innovate its offerings.

5. E-commerce and Logistics Support

• Boosting E-commerce Services: The government could support initiatives that allow Pos Malaysia to play a significant role in Malaysia’s growing e-commerce sector, which demands efficient logistics and parcel delivery services.
• Tax Incentives: Offering tax incentives for e-commerce players to partner with Pos Malaysia for deliveries would boost its revenue.

6. Training and Workforce Development

• Skilling and Reskilling Programs: The government could fund training programs for Pos Malaysia’s workforce to equip them with skills in new technology, customer service, and logistics management.
• Employment Support: Offering employment benefits or grants for maintaining jobs, especially in rural areas, would help the organization manage costs during economic downturns.

7. Environmental Sustainability

• Green Postal Fleet: The government could subsidize the introduction of electric or hybrid vehicles in Pos Malaysia’s fleet to meet environmental goals.
• Sustainable Infrastructure: Investment in green buildings and renewable energy in its facilities could help Pos Malaysia align with sustainability trends and reduce costs over time.

This multi-pronged approach would help Pos Malaysia modernize, remain competitive, and continue providing essential services across the country.

To help Pos Malaysia remain competitive, the following strategies are key:

1. Digital Transformation: Improve digital services, integrate with e-commerce, and automate logistics.
2. Logistics Expansion: Innovate last-mile delivery, offer warehousing, and strengthen cross-border shipping.
3. Sustainability Initiatives: Adopt green logistics and offer recycling and reverse logistics services.
4. Financial Services Growth: Expand mobile banking and collaborate with e-wallets.
5. Diversification: Partner with government services and create community hubs.
6. Customer Experience: Enhance tracking, customer support, and delivery flexibility.
7. Workforce Modernization: Upskill employees and improve working conditions.
8. B2B and SME Support: Offer tailored logistics solutions and fulfillment centers for SMEs.

It will reclaim its former glory before the pandemic. Continue to be calm.

Quarterly rpt on consolidated results for the financial period ended 31 Mar 2017

BERJAYA ASSETS BERHAD

Financial Year End 30 Jun 2017
Quarter 3 Qtr
Quarterly report for the financial period ended 31 Mar 2017
The figures have not been audited
Attachments

BAB Q3 FY2017.pdf
161.5 kB
Default CurrencyOther Currency
Currency: Malaysian Ringgit (MYR)

SUMMARY OF KEY FINANCIAL INFORMATION
31 Mar 2017


INDIVIDUAL PERIOD
CUMULATIVE PERIOD
CURRENT YEAR QUARTER
PRECEDING YEAR
CORRESPONDING
QUARTER
CURRENT YEAR TO DATE
PRECEDING YEAR
CORRESPONDING
PERIOD
31 Mar 2017
31 Mar 2016
31 Mar 2017
31 Mar 2016
$$'000
$$'000
$$'000
$$'000
1 Revenue
87,162
97,771
270,533
288,765
2 Profit/(loss) before tax
24,183
-33
30,348
24,811
3 Profit/(loss) for the period
179,754
-1,879
25,538
17,457
4 Profit/(loss) attributable to ordinary equity holders of the parent
179,871
-2,539
25,550
11,085
5 Basic earnings/(loss) per share (Subunit)
16.16
-0.23
2.30
1.00
6 Proposed/Declared dividend per share (Subunit)
0.00
0.00
0.00
0.00


AS AT END OF CURRENT QUARTER
AS AT PRECEDING FINANCIAL YEAR END
7
Net assets per share attributable to ordinary equity holders of the parent ($$)
1.9900
1.9700

Definition of Subunit:
In a currency system, there is usually a main unit (base) and subunit that is a fraction amount of the main unit.
Example for the subunit as follows:

Country Base Unit Subunit
Malaysia Ringgit Sen
United States Dollar Cent
United Kingdom Pound Pence

rebound is approaching, hang in there yah😉


In Malaysia’s Budget 2025, the government has introduced several initiatives to encourage the adoption of electric vehicles (EVs) in businesses. Key measures include the extension of tax incentives and the reduction of import duties on EV components. The full exemption on road tax for EVs, which began in 2022, is in place until the end of 2025, and the government is considering further extensions. Additionally, businesses contributing to the development of EV infrastructure, such as charging stations, benefit from zero import duties on components for locally assembled EVs until 2027. Furthermore, companies engaged in EV charging equipment manufacturing are exempt from taxes through 2032.

To stimulate EV industrialization, the government also offers grants and R&D support, particularly for the development of critical components like EV batteries. National efforts include partnerships with the private sector to build 10,000 charging stations by 2025 and collaborations to enhance cross-border EV charging accessibility   .

These measures reflect Malaysia’s ambition to position itself as a hub for EV manufacturing and encourage broader business adoption of electric mobility.

Uptrend for food consumer sector😎 Bajet madani etika 2025 RM421b .. largest ever

Uptrend
Bajet madani etika 2025 RM421b .. largest ever

Bajet madani etika 2025 RM421b .. largest ever

@
ocbc
EV rebates benefit POS and Proton
2 hours ago

More boosters from budget 2025 at 4pm to help pos msia kan?😎

booster as mega projects and details Johor SEZ

Anwar Ibrahim, as the Prime Minister of Malaysia, could potentially consider an approach similar to what Najib Razak did for Proton if he seeks to revitalize Pos Malaysia. Let’s break down why this approach might make sense and what it could involve:

1. Strategic Importance of Pos Malaysia

• National Asset: Pos Malaysia is a crucial part of Malaysia’s infrastructure, connecting the entire country, especially in rural and underserved areas. Similar to how Proton was seen as a national automotive icon, Pos Malaysia represents national identity in the logistics and postal sector.
• Economic Contributions: Like Proton, which was integral to the Malaysian automotive industry, Pos Malaysia plays a significant role in logistics, e-commerce, and communication. A thriving Pos Malaysia could stimulate other sectors like e-commerce, retail, and SMEs, helping the broader economy.

2. Revitalization through Partnerships

• Najib’s Proton-Geely Deal: Najib’s government facilitated Proton’s partnership with China’s Geely, leading to a technological and financial boost for Proton. Anwar could consider a similar partnership for Pos Malaysia, especially with global or regional logistics giants, to enhance technology, processes, and competitiveness in the digital age.
• Tech and Innovation: By partnering with global leaders in logistics or e-commerce, Pos Malaysia could modernize its services, including automation, AI-driven logistics, and digital transformation, much like Proton did with its car manufacturing.

3. Government Support and Policy

• Government Intervention: Proton’s revival was not only due to the Geely deal but also to government support in terms of loans, tax incentives, and a favorable policy environment. If Anwar’s government provides subsidies or policies to support Pos Malaysia, such as promoting local delivery services or protecting domestic logistics players, it could help the organization recover.
• Public Confidence: Najib’s intervention helped Proton regain public trust as a competitive local brand. Anwar could take steps to restore public confidence in Pos Malaysia’s efficiency and reliability, which has faced challenges due to digital disruptions and competition.

4. Diversification and Modernization

• New Services and Products: Proton diversified its product range post-Geely partnership, including electric and hybrid vehicles. Pos Malaysia could diversify its offerings by moving beyond traditional postal services to include more digital services (e.g., e-wallets, fintech, e-commerce logistics), tapping into Malaysia’s growing digital economy.
• Technology Investments: Just as Proton upgraded its technology and R&D capabilities, Pos Malaysia could benefit from investments in cutting-edge logistics tech, such as drones, AI, and green delivery solutions, helping it remain competitive.

5. Focus on Competitiveness

• Local Champion: Proton was once viewed as a local pride in the automotive industry, and efforts were made to protect it from foreign competition. Anwar could focus on making Pos Malaysia a more competitive “national champion” by helping it adapt to new market trends and providing resources to thrive amidst strong competition from global logistics players like DHL, FedEx, and others.
• Competing with New Market Entrants: With the rise of tech-driven logistics and e-commerce platforms, Pos Malaysia could emulate Proton’s comeback by becoming a significant player in the rapidly growing e-commerce delivery space, ensuring it isn’t sidelined by more agile or tech-savvy competitors.

6. Public-Private Collaboration

• Private Sector Involvement: Najib’s administration didn’t shy away from opening Proton to foreign collaboration while keeping some national control. Anwar could use a similar model by leveraging private investment or partial privatization of Pos Malaysia, ensuring it has access to capital and expertise while retaining national oversight.

In conclusion, Anwar could focus on modernizing Pos Malaysia through technology, forming strategic partnerships, diversifying services, and giving it a policy boost to help it remain competitive, much like what Najib did for Proton. This would ensure that Pos Malaysia continues to play a pivotal role in Malaysia’s economy while adapting to new trends in logistics and e-commerce.

Anwar Ibrahim, as the Prime Minister of Malaysia, could potentially consider an approach similar to what Najib Razak did for Proton if he seeks to revitalize Pos Malaysia. Let’s break down why this approach might make sense and what it could involve:

1. Strategic Importance of Pos Malaysia

• National Asset: Pos Malaysia is a crucial part of Malaysia’s infrastructure, connecting the entire country, especially in rural and underserved areas. Similar to how Proton was seen as a national automotive icon, Pos Malaysia represents national identity in the logistics and postal sector.
• Economic Contributions: Like Proton, which was integral to the Malaysian automotive industry, Pos Malaysia plays a significant role in logistics, e-commerce, and communication. A thriving Pos Malaysia could stimulate other sectors like e-commerce, retail, and SMEs, helping the broader economy.

2. Revitalization through Partnerships

• Najib’s Proton-Geely Deal: Najib’s government facilitated Proton’s partnership with China’s Geely, leading to a technological and financial boost for Proton. Anwar could consider a similar partnership for Pos Malaysia, especially with global or regional logistics giants, to enhance technology, processes, and competitiveness in the digital age.
• Tech and Innovation: By partnering with global leaders in logistics or e-commerce, Pos Malaysia could modernize its services, including automation, AI-driven logistics, and digital transformation, much like Proton did with its car manufacturing.

3. Government Support and Policy

• Government Intervention: Proton’s revival was not only due to the Geely deal but also to government support in terms of loans, tax incentives, and a favorable policy environment. If Anwar’s government provides subsidies or policies to support Pos Malaysia, such as promoting local delivery services or protecting domestic logistics players, it could help the organization recover.
• Public Confidence: Najib’s intervention helped Proton regain public trust as a competitive local brand. Anwar could take steps to restore public confidence in Pos Malaysia’s efficiency and reliability, which has faced challenges due to digital disruptions and competition.

4. Diversification and Modernization

• New Services and Products: Proton diversified its product range post-Geely partnership, including electric and hybrid vehicles. Pos Malaysia could diversify its offerings by moving beyond traditional postal services to include more digital services (e.g., e-wallets, fintech, e-commerce logistics), tapping into Malaysia’s growing digital economy.
• Technology Investments: Just as Proton upgraded its technology and R&D capabilities, Pos Malaysia could benefit from investments in cutting-edge logistics tech, such as drones, AI, and green delivery solutions, helping it remain competitive.

5. Focus on Competitiveness

• Local Champion: Proton was once viewed as a local pride in the automotive industry, and efforts were made to protect it from foreign competition. Anwar could focus on making Pos Malaysia a more competitive “national champion” by helping it adapt to new market trends and providing resources to thrive amidst strong competition from global logistics players like DHL, FedEx, and others.
• Competing with New Market Entrants: With the rise of tech-driven logistics and e-commerce platforms, Pos Malaysia could emulate Proton’s comeback by becoming a significant player in the rapidly growing e-commerce delivery space, ensuring it isn’t sidelined by more agile or tech-savvy competitors.

6. Public-Private Collaboration

• Private Sector Involvement: Najib’s administration didn’t shy away from opening Proton to foreign collaboration while keeping some national control. Anwar could use a similar model by leveraging private investment or partial privatization of Pos Malaysia, ensuring it has access to capital and expertise while retaining national oversight.

In conclusion, Anwar could focus on modernizing Pos Malaysia through technology, forming strategic partnerships, diversifying services, and giving it a policy boost to help it remain competitive, much like what Najib did for Proton. This would ensure that Pos Malaysia continues to play a pivotal role in Malaysia’s economy while adapting to new trends in logistics and e-commerce.

Dah 5 tahun pos tak bagi dividen… so, M&A is highly likely now.

Najib: pair proton with geely for turnaround; Anwar: pair pos with grab, lazada or shopee for turnaround? Wait n see

POS Malaysia has been pursuing strategic partnerships to enhance its logistics and e-commerce capabilities. One notable collaboration is with Keenon Robotics, aimed at leveraging robotics for delivery solutions. Additionally, POS Malaysia has partnered with various e-commerce platforms like Lazada and Shopee to improve last-mile delivery services.

Another potential strategic fit could be with telecommunication companies, such as Celcom or Maxis, to leverage their networks for enhanced digital services. Collaborations with financial technology firms like Boost or Touch ’n Go could also align well, particularly in payment solutions for logistics and delivery services.

Ultimately, POS Malaysia’s partnerships are geared towards enhancing operational efficiency and expanding service offerings in a competitive landscape.

Selling off the gambling business of BJ Assets Bhd could be a feasible option, depending on various factors. Here are some considerations to keep in mind:

1. Market Conditions: The current state of the gambling industry and the market’s appetite for acquisitions will play a crucial role. If there is high demand for gaming assets, it could be an opportune time to sell.
2. Valuation: A proper valuation of the gambling business is essential. This includes assessing its revenue, profitability, and growth potential. An attractive valuation can make the business more appealing to potential buyers.
3. Regulatory Considerations: The gambling industry is heavily regulated. Understanding the implications of a sale, including any licensing or regulatory approvals required, is critical.
4. Strategic Focus: If BJ Assets Bhd is looking to focus on other core business areas or reduce its exposure to the gambling sector, selling off this division could align with that strategic vision.
5. Potential Buyers: Identifying potential buyers, such as other gaming companies or investment firms looking to enter the gambling market, is crucial. The interest level of these buyers will impact the feasibility of a sale.
6. Financial Impact: Selling the gambling business could have immediate financial implications, such as inflow of cash from the sale, but it may also affect the company’s overall revenue and profitability in the long term.
7. Stakeholder Reaction: Consider how stakeholders, including shareholders, employees, and customers, might react to the decision to sell. Their support or opposition can influence the success of the sale.
8. Reinvestment Opportunities: The capital gained from selling the gambling business can be reinvested in more lucrative or strategically aligned ventures, which may enhance the company’s growth prospects.

In summary, while selling off the gambling business of BJ Assets Bhd is possible, it requires careful consideration of market conditions, valuation, regulatory implications, and the company’s overall strategic goals. A thorough analysis and planning process would be necessary to ensure a successful transaction.

BJ Assets Bhd is known primarily for its involvement in the gambling and gaming industry, which is an important segment of its overall business. Here are some reasons why the gambling business is significant for the group:

1. Revenue Generation: The gambling sector typically generates substantial revenue, contributing significantly to BJ Assets Bhd’s overall income. This revenue can support other business operations and investments.
2. Market Demand: There is a consistent demand for gambling and gaming services, which can lead to stable cash flows for the company. This demand can be particularly strong in regions where gambling is culturally accepted or legalized.
3. Diversification: By operating in the gambling sector, BJ Assets Bhd diversifies its business portfolio, reducing reliance on any single income stream. This can mitigate risks associated with market fluctuations in other industries.
4. Regulatory Environment: In certain markets, gambling is heavily regulated, and being a recognized player can offer BJ Assets Bhd a competitive advantage in navigating these regulations effectively, which can lead to increased market share.
5. Brand Recognition: A strong presence in the gambling industry can enhance the company’s brand and reputation, attracting partnerships and collaborations that can be beneficial across its business lines.
6. Expansion Opportunities: The gaming and gambling market often presents opportunities for expansion, whether through new gaming products, services, or geographic locations, which can drive future growth.
7. Synergies with Other Operations: If BJ Assets Bhd has interests in hospitality or entertainment, the gambling business can create synergies, such as increased foot traffic to hotels or venues associated with gaming.

Overall, the gambling business is vital to BJ Assets Bhd as it contributes to revenue, market positioning, and potential growth avenues.

Drb: to rescue proton, brought in geely; to quicken POS turnaround, bring in grab, Lazada or Shopee, no brainers. Stay strong n wait ya

Drb: to rescue proton, brought in geely; to quicken POS turnaround, bring in grab, Lazada or Shopee, no brainers. Stay strong n wait ya

Buy n hold, patience, breakthrough is approaching

Bjassets, cool ya, Muslim MD, biz ada Judi 🧐🤓😎

Drb to privatize Pos; then do like proton. Drb 51% 49% grab, Lazada or Shopee , most likely😉

Drb should let go its stake in POS to grab; win-win😜😎even Shopee/lazada

nta 54sen, p/b value ~2; ---> rm1.08

The potential sale of Berjaya Assets Bhd’s gambling business in Sarawak to a competitor like Sport Toto could be influenced by several factors, particularly from the perspective of a Muslim managing director (MD). Here are some key considerations:

1. Cultural and Religious Considerations:

• Personal Beliefs: As a Muslim, the MD might feel a moral or ethical obligation to distance themselves from the gambling industry, which is often viewed as incompatible with Islamic values. This could lead to a desire to divest from activities that conflict with personal beliefs or community expectations.
• Corporate Social Responsibility: There may be a growing trend among business leaders to align company practices with socially responsible and ethical frameworks, which could include moving away from gambling operations  .

2. Financial Strategic Reasons:

• Maximizing Value: Selling the gambling business could unlock substantial capital, allowing the company to invest in other ventures or strengthen its balance sheet. Given that gambling licenses are considered valuable assets, a sale to a well-established player like Sport Toto could maximize financial returns  .
• Focus on Core Business: The MD may prefer to focus on the company’s other segments, such as property development or hospitality, which may have greater growth potential or align more closely with their vision for the company .

3. Regulatory Environment:

• Increased Scrutiny: The gambling industry often faces fluctuating regulations and scrutiny, particularly in a predominantly Muslim country. The MD might foresee potential challenges ahead in operating a gambling business amid changing political or regulatory landscapes  .
• Strategic Exit: Selling the gambling segment could be seen as a proactive strategy in light of potential legal or regulatory shifts that could affect profitability .

4. Market Dynamics:

• Intensifying Competition: With other established players like Sport Toto competing in the market, the MD might assess that maintaining a gambling operation is less advantageous compared to divesting and allowing a stronger competitor to take over  .

Conclusion

In conclusion, the decision to sell Berjaya Assets Bhd’s gambling business to Sport Toto could be driven by a combination of personal, financial, regulatory, and competitive factors. These considerations reflect not only the challenges associated with the gambling industry in Malaysia but also the MD’s personal values and strategic vision for the company.

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