Posted by Good123 > 2 weeks ago | Report Abuse

### Summary: Justification for Retrenchment at POS Malaysia

- **Financial Challenges:** POS Malaysia has faced six consecutive years of losses despite efforts in digital transformation and automation. However, its workforce has not been adjusted accordingly, leading to inefficiencies.

- **Cost-Cutting through Retrenchment:** Reducing the workforce can significantly lower labor costs, especially since automation has decreased the need for human intervention. This will help streamline operations and improve efficiency.

- **Boosting Profitability and Share Price:** Retrenchment could restore investor confidence and potentially raise POS Malaysia’s stock price by signaling to the market that decisive actions are being taken to improve profitability.

- **Challenges in Decision-Making:** Retrenchment is a difficult decision due to its social and ethical implications. It may affect employee morale and lead to resistance, but it needs to be handled ethically with proper support for affected workers.

- **Long-Term Vision:** Retrenchment should be part of a broader strategic plan, ensuring that POS Malaysia operates more efficiently and is positioned for long-term success, focusing on innovation and customer service.

In conclusion, retrenchment may be a painful but necessary step to cut costs, stabilize the company, and boost investor confidence, ultimately leading to profitability and growth for POS Malaysia.

Posted by Good123 > 2 weeks ago | Report Abuse

If DRB-HICOM dares not implement retrenchment at POS Malaysia, it risks being dragged down alongside the company due to several key reasons:

### 1. **Ongoing Financial Losses**
- **Continuous Losses:** POS Malaysia has faced six consecutive years of financial losses, which signifies an unsustainable business model. If DRB-HICOM fails to address the underlying inefficiencies, it will continue to hemorrhage funds, dragging down the profitability of both the parent company and its subsidiary, POS Malaysia.
- **Inability to Cut Costs:** By not reducing the workforce, DRB-HICOM allows POS Malaysia’s operational costs to remain too high, making it harder to return to profitability and forcing the company to rely on unsustainable financial practices.

### 2. **Shareholder and Investor Confidence**
- **Low Stock Value:** POS Malaysia’s stock price is currently below RM1, reflecting the loss of investor confidence. If DRB-HICOM continues to avoid difficult decisions, such as retrenchment, it risks further depressing the share price. Investors are likely to lose trust in the company’s ability to turn things around, negatively impacting DRB-HICOM’s stock as well.
- **Market Perception:** The failure to make necessary adjustments like workforce reduction sends a signal to the market that DRB-HICOM is unwilling or unable to make tough, strategic decisions. This could exacerbate the lack of confidence, hurting both companies' long-term prospects.

### 3. **Increased Burden on DRB-HICOM**
- **Financial Strain on Parent Company:** If POS Malaysia continues to lose money, DRB-HICOM, as the parent company, may be forced to inject additional capital to keep the subsidiary afloat. This could strain DRB-HICOM’s resources and limit its ability to invest in other profitable ventures or businesses.
- **Operational Inefficiency:** A failure to address inefficiencies at POS Malaysia will only result in further losses and will prevent DRB-HICOM from capitalizing on the opportunities for growth in other areas. The unaddressed inefficiencies can spread, causing a drag on DRB-HICOM’s overall business performance.

### 4. **Missed Opportunity for Transformation**
- **Failure to Adapt:** DRB-HICOM and POS Malaysia must adapt to a rapidly changing business landscape. If retrenchment is not implemented as part of a broader strategy for digitalization and operational efficiency, POS Malaysia will continue to struggle in the market. A failure to restructure could prevent both entities from taking advantage of growth opportunities, leaving them vulnerable to competitors.
- **Inability to Invest in Innovation:** The financial burden caused by inefficiencies and losses prevents the company from reinvesting in innovation or new business areas. DRB-HICOM could miss out on transformative opportunities for growth and market leadership, further diminishing its position in the market.

### 5. **Long-Term Viability**
- **Sustaining the Business:** For POS Malaysia to survive in the long term, it needs to become a leaner, more efficient operation. DRB-HICOM must make difficult decisions to ensure the sustainability of POS Malaysia. Failing to do so will not only hurt POS Malaysia but will also weaken DRB-HICOM’s overall business strategy and future prospects.
- **Risk of Falling Behind Competitors:** In the face of market pressures and a changing business environment, the failure to implement strategic changes can lead to the company losing its competitive edge. Competitors who embrace digital transformation and efficient operations will surpass POS Malaysia, further weakening DRB-HICOM’s market position.

### Conclusion:
If DRB-HICOM does not implement retrenchment at POS Malaysia, it risks being dragged down with the company due to financial inefficiencies, loss of investor confidence, and missed opportunities for growth. The failure to act decisively will result in prolonged losses, increased strain on the parent company, and a lack of adaptability to a changing business landscape. Thus, making tough decisions, including workforce reduction, is necessary for ensuring the long-term viability and success of both POS Malaysia and DRB-HICOM.

Posted by Good123 > 2 weeks ago | Report Abuse

### Justifikasi Mengapa DRB-HICOM Akan Terjejas Bersama POS Malaysia Jika Tidak Melaksanakan Pemberhentian Pekerja

- **1. Kerugian Kewangan yang Berterusan**
- **Kerugian Berterusan:** POS Malaysia telah mengalami kerugian selama enam tahun berturut-turut, menunjukkan model perniagaan yang tidak mampan. Jika DRB-HICOM gagal mengatasi ketidakefisiensian ini, syarikat akan terus mengalami kerugian yang akan memberi kesan negatif kepada keuntungan kedua-dua syarikat.
- **Kesukaran Mengurangkan Kos:** Dengan tidak mengurangkan jumlah pekerja, kos operasi POS Malaysia tetap tinggi, menyukarkan syarikat untuk kembali beroperasi menguntungkan, dan memaksa syarikat bergantung pada amalan kewangan yang tidak mampan.

- **2. Keyakinan Pelabur dan Pemegang Saham**
- **Nilai Saham yang Rendah:** Harga saham POS Malaysia kini di bawah RM1, mencerminkan kehilangan keyakinan pelabur. Jika DRB-HICOM terus mengelak daripada membuat keputusan sukar seperti pemberhentian, harga saham akan terus merosot dan menurunkan keyakinan terhadap kedua-dua syarikat.
- **Persepsi Pasaran:** Gagal mengambil tindakan yang diperlukan akan memberi isyarat kepada pasaran bahawa DRB-HICOM tidak berani membuat keputusan strategik, yang akan menambah keraguan terhadap prospek masa depan syarikat, memberi kesan negatif terhadap harga saham.

- **3. Beban Kewangan Terhadap DRB-HICOM**
- **Tekanan Kewangan ke Atas Syarikat Induk:** Jika POS Malaysia terus mengalami kerugian, DRB-HICOM mungkin terpaksa menyuntik lebih banyak modal untuk menyelamatkan anak syarikat tersebut, yang akan memberi tekanan kepada sumber kewangan syarikat induk dan mengehadkan kemampuan untuk melabur dalam peluang lain.
- **Ketidakefisiensian Operasi:** Kegagalan mengatasi ketidakefisiensian di POS Malaysia akan menjejaskan prestasi keseluruhan DRB-HICOM, kerana kelemahan ini akan memberi impak negatif kepada prestasi syarikat induk.

- **4. Peluang Transformasi yang Terlepas**
- **Gagal Menyesuaikan Diri:** DRB-HICOM dan POS Malaysia perlu menyesuaikan diri dengan perubahan pesat dalam landskap perniagaan. Tanpa pemberhentian pekerja sebagai sebahagian daripada strategi pendigitalan dan kecekapan operasi, POS Malaysia akan terus menghadapi kesukaran. Kegagalan untuk merestrukturisasi syarikat boleh menyebabkan mereka terlepas peluang pertumbuhan yang penting.
- **Gagal Melabur dalam Inovasi:** Beban kewangan akibat ketidakefisiensian menghalang syarikat daripada melabur dalam inovasi atau bidang perniagaan baru. DRB-HICOM akan kehilangan peluang untuk berkembang dan memimpin pasaran.

- **5. Kestabilan Jangka Panjang**
- **Memastikan Kelestarian Perniagaan:** Untuk memastikan kelestarian POS Malaysia, syarikat perlu menjadi operasi yang lebih cekap. DRB-HICOM perlu mengambil keputusan sukar untuk memastikan masa depan POS Malaysia. Gagal berbuat demikian bukan sahaja akan merugikan POS Malaysia, tetapi juga akan melemahkan strategi perniagaan keseluruhan DRB-HICOM.
- **Risiko Ketinggalan Berbanding Pesaing:** Tanpa mengambil langkah strategik, syarikat akan ketinggalan dalam pasaran. Pesaing yang lebih cekap dan menyesuaikan diri dengan perubahan teknologi akan mengambil alih pasaran, memperburuk kedudukan DRB-HICOM.

### Kesimpulan:
Jika DRB-HICOM gagal melaksanakan pemberhentian pekerja di POS Malaysia, ia berisiko terjejas bersama syarikat tersebut disebabkan oleh ketidakefisiensian kewangan, kehilangan keyakinan pelabur, dan peluang pertumbuhan yang terlepas. Keputusan untuk tidak bertindak dengan tegas akan mengakibatkan kerugian berpanjangan, tekanan kewangan kepada syarikat induk, dan ketidakmampuan untuk menyesuaikan diri dengan persekitaran perniagaan yang berubah. Oleh itu, keputusan sukar seperti pemberhentian pekerja adalah perlu untuk memastikan kelestarian dan kejayaan jangka panjang bagi kedua-dua POS Malaysia dan DRB-HICOM.

Posted by Good123 > 2 weeks ago | Report Abuse

Retrenchment at Pos Malaysia could be a difficult but potentially necessary step for DRB-HICOM to ensure the survival and profitability of the company. Pos Malaysia, which operates in a challenging postal and logistics environment, faces declining mail volumes, rising operational costs, and competition from more agile logistics players. Here are some considerations:

---

### **Why Retrenchment Might Be Necessary**
1. **Declining Core Business**:
- The traditional mail segment, once a cornerstone of Pos Malaysia’s operations, is rapidly shrinking due to digitalization.
- Despite diversification efforts, revenue from courier and logistics services may not yet compensate for the losses in mail.

2. **High Operating Costs**:
- Legacy structures, extensive physical networks, and staffing levels optimized for a bygone era contribute to high fixed costs.
- Streamlining operations through retrenchment could significantly reduce overhead.

3. **Competitive Pressure**:
- Pos Malaysia faces stiff competition from agile players like J&T Express, Ninja Van, and GrabExpress, which operate with leaner structures.

4. **Sustainability for DRB-HICOM**:
- As the major shareholder, DRB-HICOM needs Pos Malaysia to perform sustainably, especially as it considers strategic pivots like IPOs (e.g., Pos Café or Pos Shop).
- Cutting losses in underperforming areas might be necessary to stabilize financials.

---

### **Challenges of Retrenchment**
1. **Social and Political Sensitivities**:
- Pos Malaysia, a former government-linked entity, is seen as a public service provider. Retrenchment could face public backlash and resistance from unions.
- The government’s equity interest (via major shareholders like KWAP) might also complicate such decisions.

2. **Short-Term Disruptions**:
- Layoffs can lead to operational disruptions and morale issues among remaining staff, affecting service quality.

3. **Cost of Retrenchment**:
- Severance packages and related expenses can add financial strain in the short term.

---

### **Alternatives to Retrenchment**
1. **Digital Transformation**:
- Accelerate the shift to digital and automated processes to reduce reliance on manpower without immediate layoffs.

2. **Redeployment**:
- Reskill and redeploy staff to high-growth areas, such as e-commerce logistics or digital services.

3. **Asset Rationalization**:
- Consider selling or repurposing underutilized assets (e.g., post offices, fleet) to free up capital and reduce costs.

4. **Strategic Partnerships**:
- Form alliances with tech companies and logistics innovators to modernize operations and create new revenue streams.

5. **Voluntary Separation Schemes (VSS)**:
- Offer incentives for employees to voluntarily leave, reducing workforce size more amicably.

---

### **The Way Forward**
While retrenchment could be part of DRB-HICOM’s strategy for Pos Malaysia, it should be approached carefully to balance cost savings with social responsibility and brand reputation. Complementary strategies like redeployment, digitalization, and strategic partnerships might soften the blow while creating a sustainable foundation for growth.

Ultimately, the success of Pos Malaysia—and by extension, DRB-HICOM—will depend on the ability to pivot rapidly in an industry undergoing disruptive change.

Posted by Good123 > 2 weeks ago | Report Abuse

To rescue proton: sell proton & lotus to geely... to rescue pos msia: sell or retrenchment; the only options left 😂😃

Posted by ocbc > 2 weeks ago | Report Abuse

Gettting POS for a song now. Cheers ! ( Asset value at MYR 2,832m, and the buildings were valued at MYR 890 m , now we can buy it at 200m , unbelievable cheap ! Sell cat n dog all in soon )

Posted by Good123 > 2 weeks ago | Report Abuse

tak tahu, maybe, drb sells its stake in pos to GRAB like jaya grocer's founder

Posted by Good123 > 2 weeks ago | Report Abuse

If DRB-HICOM were to consider selling Pos Malaysia, the ideal buyer would be a company that can leverage strong synergies with Pos Malaysia's assets and operations. These synergies could arise from complementary businesses in logistics, e-commerce, technology, or even financial services. Here are some potential candidates and their alignment with Pos Malaysia's capabilities:

---

### **1. Logistics Giants**
- **DHL (Deutsche Post)**:
- **Synergies**: DHL has a strong international logistics network, expertise in express delivery, and experience managing last-mile delivery in challenging environments.
- **Value Proposition**: Pos Malaysia's local infrastructure could enhance DHL's domestic capabilities and provide a cost-effective expansion into rural areas.

- **FedEx or UPS**:
- **Synergies**: These companies could use Pos Malaysia's extensive network to strengthen their foothold in Southeast Asia.
- **Value Proposition**: Partnership or acquisition could enhance their market share in cross-border e-commerce logistics.

- **J&T Express**:
- **Synergies**: J&T has been aggressively growing in Southeast Asia, and Pos Malaysia’s infrastructure would significantly boost its domestic market presence.
- **Value Proposition**: Pos Malaysia could offer J&T access to rural delivery, regulatory benefits, and further diversification.

---

### **2. E-Commerce Players**
- **Shopee (Sea Group)** or **Lazada (Alibaba)**:
- **Synergies**: These e-commerce giants are heavily reliant on logistics. Acquiring Pos Malaysia could help them control more of their supply chain.
- **Value Proposition**: Pos Malaysia could provide these companies with a cost-effective way to scale their last-mile delivery operations and improve service quality for sellers and buyers.

- **Amazon**:
- **Synergies**: While Amazon is less prominent in Malaysia, acquiring Pos Malaysia could be a strategic move to enhance its logistics capabilities in the region.
- **Value Proposition**: It would give Amazon the infrastructure needed to expand its footprint in Malaysia and surrounding markets.

---

### **3. Regional or Local Logistics Players**
- **GDEX or City-Link Express**:
- **Synergies**: These smaller logistics players could leverage Pos Malaysia’s network to scale up operations.
- **Value Proposition**: Combining forces could create a dominant player in the domestic logistics space.

- **CJ Century (CJ Logistics)**:
- **Synergies**: As part of the South Korean CJ Logistics group, CJ Century could integrate Pos Malaysia’s network with its advanced logistics technology and international connections.
- **Value Proposition**: Pos Malaysia’s rural penetration complements CJ Century’s focus on supply chain management.

---

### **4. Technology and Financial Players**
- **Grab**:
- **Synergies**: Grab’s expanding logistics and delivery operations (e.g., GrabExpress) align well with Pos Malaysia's infrastructure.
- **Value Proposition**: Pos Malaysia could help Grab scale its logistics capabilities and deepen its presence in underserved areas.

- **GHL Systems or fintech players**:
- **Synergies**: Pos Malaysia has a physical footprint ideal for fintech services like e-wallet top-ups or bill payments.
- **Value Proposition**: A financial services company could use Pos Malaysia’s network to enhance financial inclusion and offer complementary services.

---

### **5. Government-Linked or Regional Logistics Entities**
- **Singapore Post (SingPost)**:
- **Synergies**: As a regional postal operator, SingPost could integrate Pos Malaysia’s operations to create a stronger ASEAN postal and logistics network.
- **Value Proposition**: Combining two regional players could enhance efficiency and competitiveness against global players.

- **Keretapi Tanah Melayu Berhad (KTMB)**:
- **Synergies**: As a government-linked transportation company, KTMB could integrate Pos Malaysia’s logistics with rail freight services.
- **Value Proposition**: Such an acquisition could optimize intermodal logistics solutions across Malaysia.

---

### **Key Factors to Consider**
- **Strategic Alignment**: The buyer must align with Pos Malaysia’s vision to modernize and adapt to the e-commerce boom.
- **Financial Strength**: The buyer should have sufficient resources to invest in digital transformation and infrastructure upgrades.
- **Regulatory and Public Sentiment**: The Malaysian government may prefer a buyer with a strong commitment to public service, especially for rural areas.

---

### **Conclusion**
Among the potential buyers, **Shopee (Sea Group)**, **J&T Express**, or a regional logistics player like **SingPost** or **CJ Century** might offer the strongest synergies. They could leverage Pos Malaysia’s extensive network to enhance delivery capabilities while investing in modernization to unlock long-term value.

Posted by Good123 > 2 weeks ago | Report Abuse

DRB-HICOM faces an urgent decision regarding Pos Malaysia as the company’s continuous losses since 2019 threaten to erode shareholder value and drag down DRB’s overall performance. A prolonged six-year period of financial underperformance has resulted in a tumbling share price, weakened investor confidence, and mounting operational inefficiencies that DRB can no longer afford to subsidize. Here's what DRB should consider in making a decisive move:

---

### **Key Challenges for Pos Malaysia**
1. **Structural Decline in Mail Volume**:
- Mail services, a historically stable revenue stream, have drastically declined with digitalization. This segment's losses far outweigh growth in courier and logistics.

2. **Intense Competition**:
- Agile players like J&T Express, Ninja Van, and GrabExpress dominate e-commerce logistics with more efficient operations and better technology.

3. **Rising Operational Costs**:
- Legacy infrastructure, labor-intensive operations, and high fixed costs create a burden Pos Malaysia struggles to offset.

4. **Investor Fatigue**:
- Continuous losses and lack of clear turnaround strategies have driven investors away, evident in the stock's poor performance.

---

### **Decisive Actions DRB Must Consider**
#### **1. Immediate Restructuring**
- **Downsize Unprofitable Segments**:
- Scale down or exit traditional mail services in areas where costs exceed revenues.
- Focus resources on high-potential segments like e-commerce logistics and cross-border trade.

- **Optimize Workforce**:
- Implement retrenchment or voluntary separation schemes (VSS) to reduce labor costs responsibly.
- Upskill and redeploy remaining staff for growth areas such as digital and courier services.

- **Network Rationalization**:
- Consolidate underperforming post offices or convert them into shared-service hubs for logistics, fintech, and e-commerce.

#### **2. Strategic Sale or Partnerships**
- **Sell Pos Malaysia**:
- Identify a buyer with strong synergies, such as a logistics giant (J&T, DHL, SingPost) or an e-commerce player (Shopee, Lazada).
- A full sale would allow DRB to cut its losses and reinvest in its core businesses or growth areas.

- **Form Strategic Alliances**:
- Partner with global logistics or tech players to modernize Pos Malaysia’s operations while sharing the financial burden.
- This could include equity partnerships or operational management agreements.

#### **3. Accelerate Digital Transformation**
- Pivot to an **asset-light** business model emphasizing technology-driven solutions like automated sorting, digital platforms, and real-time tracking.
- Introduce **e-commerce-friendly services** such as same-day delivery, seamless returns, and affordable international shipping.

#### **4. Unlock Asset Value**
- Monetize underutilized assets such as real estate by selling, leasing, or repurposing for higher-value uses (e.g., urban logistics hubs).
- Spin off successful segments like Pos Laju or Pos Café into separate businesses to attract new investors or prepare for IPOs.

---

### **Why DRB Must Act Now**
1. **Shareholder Pressure**:
- Continuous losses will further damage DRB’s financials, and investor sentiment may reach a breaking point.
- With DRB’s other ventures requiring capital, Pos Malaysia risks becoming an unsustainable drain on resources.

2. **Industry Trends**:
- The logistics and postal sector is consolidating, with tech-driven players rapidly gaining market share. Delaying action could result in Pos Malaysia losing relevance entirely.

3. **Opportunity for Value Extraction**:
- Selling or restructuring Pos Malaysia now could still yield reasonable value, especially if DRB highlights its extensive infrastructure and market penetration to potential buyers.

---

### **Conclusion**
DRB-HICOM must urgently implement a clear strategy: either restructure and revitalize Pos Malaysia or divest it to a partner better equipped to drive growth. Delays will only compound the financial burden and damage shareholder confidence further. A decisive move in 2024 can transform Pos Malaysia’s outlook while freeing DRB to focus on more promising ventures. **Time is not on DRB’s side, and the longer the inaction, the harder the recovery.**

Posted by Good123 > 2 weeks ago | Report Abuse

at what price pos will be sold if any? hehe

DRB-HICOM sold a 49.9% stake in Proton Holdings Berhad to **Zhejiang Geely Holding Group** in **2017** for approximately **RM460.3 million**. The deal included several strategic components, which helped Geely and DRB align their interests in turning Proton into a globally competitive brand. Here are the specifics:

---

### **Key Details of the Sale**
1. **Transaction Value**:
- DRB-HICOM sold a 49.9% stake in Proton for **RM460.3 million**.
- The deal effectively valued Proton at **approximately RM920 million** at the time of the transaction.

2. **Lotus Cars**:
- As part of the agreement, Geely also acquired a 51% stake in **Lotus Cars**, the UK-based sports car manufacturer, for **£51 million (around RM282 million)**.
- The remaining 49% of Lotus was sold to **Etika Automotive**, a private Malaysian company.

3. **Geely's Contributions**:
- Geely committed to providing technical expertise, new model platforms, and access to advanced technologies.
- This included the introduction of successful models like the Proton X70, based on Geely’s Boyue platform.

4. **DRB-HICOM’s Stake**:
- DRB retained a **50.1% controlling stake** in Proton, maintaining its position as the majority shareholder.

---

### **Strategic Context of the Sale**
- The sale occurred during a time when Proton was struggling financially due to declining market share, low export volumes, and a lack of competitive models.
- Geely’s involvement was seen as essential to reviving Proton by:
- Injecting **capital**.
- Providing **technological resources**.
- Expanding Proton’s presence in **ASEAN** and beyond.

---

### **Outcomes Post-Sale**
- The collaboration led to the launch of the highly successful **Proton X70** and subsequent models, which have significantly improved Proton’s profitability and market position.
- Proton is now seen as a competitive player in Malaysia’s automotive market, with ambitions to expand its export footprint.

---

The Proton-Geely partnership highlights the benefits of leveraging foreign expertise to turn around struggling domestic brands, and it stands as one of DRB-HICOM’s most notable strategic moves in recent years.

Posted by Good123 > 2 weeks ago | Report Abuse

A synergy between **Pos Malaysia** and **Geely China** could be explored, especially considering Geely's expertise in logistics, technology, and automotive solutions. While Pos Malaysia primarily operates in postal and courier services, Geely’s capabilities in supply chain management, autonomous technology, and international networks could complement Pos Malaysia's operations. Here are potential areas of synergy:

---

### **1. Logistics and Supply Chain**
- **Autonomous Delivery**:
- Geely has developed autonomous driving technologies and is actively exploring smart logistics. Pos Malaysia could leverage this expertise to introduce automated delivery vehicles, particularly for last-mile delivery in urban areas.

- **Fleet Modernization**:
- Pos Malaysia could adopt Geely's electric and fuel-efficient vehicles for its delivery fleet, reducing operating costs and aligning with sustainability goals.
- Geely's EV technology could be used to pilot an eco-friendly logistics network in Malaysia.

- **Smart Warehousing**:
- Geely’s experience in building smart factories could help Pos Malaysia modernize its warehousing and sorting facilities using robotics, IoT, and AI to improve efficiency and reduce costs.

---

### **2. Cross-Border E-Commerce**
- **China-Malaysia Trade Facilitation**:
- Pos Malaysia could partner with Geely to handle logistics for Chinese e-commerce exports to Malaysia, capitalizing on Malaysia’s role as a key ASEAN hub.
- With Geely’s network in China, Pos Malaysia could expand its cross-border shipping services, offering faster and more cost-effective solutions for businesses and consumers.

- **Integration with Geely’s Ecosystem**:
- Geely’s affiliation with companies like **Lynk & Co.** and **Volvo Cars** could allow Pos Malaysia to manage parts distribution, returns, and after-sales logistics for these brands in Malaysia.

---

### **3. Technology Transfer**
- **Digitalization**:
- Geely’s focus on digitization and smart systems could aid Pos Malaysia in building robust e-commerce platforms and real-time logistics tracking systems.
- This includes customer-facing solutions like dynamic pricing, real-time parcel tracking, and predictive delivery times.

- **AI and Big Data**:
- Pos Malaysia could leverage Geely’s AI capabilities to optimize delivery routes, predict demand patterns, and improve customer service.

---

### **4. Export and Regional Expansion**
- **ASEAN Supply Chain Hub**:
- With Geely’s backing, Pos Malaysia could position itself as a regional logistics hub for ASEAN, handling exports from China and facilitating trade within the region.

- **Export of Proton Components**:
- As Proton scales its production under the Geely partnership, Pos Malaysia could manage the export of Proton components and CKD (completely knocked down) kits to other markets.

---

### **Challenges**
- **Operational Misalignment**:
- Geely is primarily an automotive and tech company, while Pos Malaysia's focus is postal and logistics. Aligning their operations may require significant effort and investment.
- **Regulatory Barriers**:
- Malaysian government regulations and national service obligations for Pos Malaysia might complicate cross-border collaborations.
- **Cultural and Strategic Differences**:
- Geely’s high-tech, profit-driven approach might clash with Pos Malaysia’s public service obligations and legacy systems.

---

### **Conclusion**
While Pos Malaysia and Geely operate in distinct industries, there are potential synergies in **logistics modernization**, **cross-border trade**, and **e-commerce facilitation**. DRB-HICOM could explore leveraging Geely’s expertise to transform Pos Malaysia into a technologically advanced logistics player, particularly if the focus is on the **ASEAN e-commerce boom** and **green logistics**. However, for meaningful collaboration, Geely would need to view this as strategically valuable for expanding its influence in Malaysia and the region.

Posted by Good123 > 2 weeks ago | Report Abuse

Pos@25sen with net assets per share 47sen; the cheapest logistics assets in the world now🤣😂bolehland

Posted by Good123 > 2 weeks ago | Report Abuse

Logistics to ride on e-commerce boom. On a more positive note, we see a bright spot in the domestically-driven third-party logistics (3PL) sector which is less vulnerable to external headwinds being buoyed by the booming e-commerce. Industry experts project the local e-commerce gross merchandise volume to grow at a CAGR of 7% from 2023 to 2027, with size reaching RM1.9t by 2027 from RM1.4t in 2023.

The booming e-commerce will spur demand for distribution hubs and warehouses to enable: (i) just-in-time (JIT) delivery, (ii) reshoring/nearshoring to bring manufacturers closer to end-customers, (iii) efficient automation system including interconnectivity with the customer system, and (iv) warehouse decentralisation to reduce transportation costs and de-risk the supply chain. There is also strong demand for cold-storage warehouses on the back of the proliferation of online grocery start-ups.

Posted by Good123 > 2 weeks ago | Report Abuse

Fixing of courier fee by the govt is coming; good for POS?
KUALA LUMPUR (Dec 9): The micro, small and medium enterprises (MSMEs), accounting for nearly 97% of all business establishments, are facing increasing challenges due to rising logistics costs, said the Small and Medium Enterprises Association (Samenta) Malaysia.

It said while delivery charges have steadily climbed in response to the Red Sea disruptions and an unexpected spike in demand, such measures are unsustainable in the long term.

Adding to this strain, the Malaysian Communications and Multimedia Commission (MCMC) has proposed regulating courier base prices to sustain the industry, a move that has sparked concerns about its potential impact on cost-sensitive businesses, a topic widely discussed among industry players such as Pos Malaysia Bhd.

These changes include pushing for the implementation of a floor price for parcels, which they argue would help create a more level playing field within the courier sector.

Malaysia’s courier and parcel market is expected to grow significantly, reaching an estimated US$1.58 billion by 2025, driven by the e-commerce boom. However, this promising growth could be hindered by inefficiencies and rising costs that disproportionately impact SMEs and consumers.

Affordable logistics services remain a critical factor in ensuring equitable access to the benefits of this market expansion, said the association.

“For small and medium enterprises (SMEs), the logistics costs can significantly influence their competitiveness. Many are now faced with a difficult trade-off, whether to absorb rising delivery expenses and shrink already slim margins, or pass these costs on to customers, risking reduced sales.

“Both options create financial strain, particularly as businesses navigate economic recovery and increasing market competition,” it said in a statement.

To ensure Malaysia’s logistics sector continues to support SMEs and the broader economy, innovation and digital transformation must take centre stage, said Samenta.

“Advances in automation and artificial intelligence (AI) offer opportunities to improve operational efficiency and service reliability, where automated warehousing systems can streamline inventory management, while AI-powered route planning can minimise delivery delays and optimise fuel consumption.

“Tools such as real-time shipment tracking and predictive analytics allow SMEs to anticipate and mitigate potential disruptions while optimising their operations.”

Meanwhile, Samenta national president Datuk William Ng said SMEs continue to grapple with rising costs and the pressure to increase selling prices.

“With additional compliance requirements such as the e-invoicing mandate and adherence to environmental, social, and governance (ESG) standards, businesses are under significant strain.

“To ease this burden, we urge policymakers, regulators, and logistics players to focus on delivering solutions that prioritise efficiency, affordability, and innovation to support the resilience and growth of SMEs,” he said.

The association said relying solely on cost increases to address logistical challenges is no longer viable.

The future of Malaysia’s logistics industry lies in collaboration among industry players, policymakers, and SMEs to foster a logistics ecosystem that promotes innovation and rewards efficiency.

It stressed that by embracing these changes, the logistics sector can support SMEs while ensuring that Malaysia’s economy remains resilient and competitive.

Uploaded by Lam Seng Fatt

Posted by Good123 > 2 weeks ago | Report Abuse

It seems likely that the government will continue to support Pos Malaysia, given that KSWP (Kumpulan Wang Simpanan Pekerja) and KWAP (Kumpulan Wang Persaraan) are among the top five shareholders. As significant institutional investors with substantial stakes, their involvement provides a level of financial stability and support. Both entities play key roles in managing public sector employees' retirement funds, and any action affecting Pos Malaysia could have broader implications for their portfolios. Given this, the government may maintain a supportive stance to safeguard these investments, especially if any potential issues arise, such as the impact of MACC investigations or other external factors.

Posted by Good123 > 2 weeks ago | Report Abuse

Observations:
Recent Downtrend with Stabilization: The price has been decreasing since the highs of 0.335–0.340 in early October to a low of 0.245 by early December. However, it has shown stability in the range of 0.245–0.250 over the last few days, indicating possible support at this level.

Volume Spikes and Trends:

High volumes (e.g., 3.76M on Nov 15) often accompany price peaks or significant market activity.
Recent steady volumes around 400k–600k suggest reduced selling pressure, aligning with a possible bottoming-out phase.
Key Resistance and Support Levels:

Support: Strong support seems established around 0.245–0.250.
Resistance: Near-term resistance levels are observed at 0.260 and 0.270.
Positive Trend Forecast:
Short-Term Bounce: With the price stabilizing and volume steady, a short-term bounce toward the 0.260–0.270 range is probable.
Momentum Catalysts: Look for an uptick in volume, signaling renewed buying interest, or external catalysts like positive news to trigger further price movements.
Mid-Term Potential: If 0.270 resistance is broken with volume support, the next target could be 0.285–0.300, aligning with previous strong trading ranges.
Actionable Insight:
For Traders: Consider accumulating near the 0.245–0.250 range with a stop loss below 0.240 to limit downside risk.
For Investors: This stabilization phase could signal an opportunity for long-term entry, provided there are positive fundamentals or upcoming news.

Posted by Good123 > 2 weeks ago | Report Abuse

NTA 0.4700
P/B 0.53
RPS 237.10
PSR 0.11
Market Cap 195.7M
Shares (mil) 782.78
CAGR

RSI(14) Neutral 30.8
Stochastic(14) Oversold 11.1
Average Volume (3M) 691,600
Relative Volume 0.9

Posted by Good123 > 2 weeks ago | Report Abuse

VWAP:0.2496Avg Vol/Trans:133.62Buy Rate:89%

Posted by 1288Go > 2 weeks ago | Report Abuse

Eh, 😂 Good133, you back lane Investment banker kah 😂.
Minta encik Brewer, the MD yang tidur it, to read your Financial postings on this forum lar .. hahaha 🤣😂..
Good 123, you memang tulis Banyak Banyak ...hmmm

Posted by Good123 > 2 weeks ago | Report Abuse

**Pos perlu belajar daripada Malayan Flour 😎😎😎😎. Pos asyik rugi pula 😛😛😛**

**Malayan Flour Mills (MFM)** sentiasa mencatat keuntungan konsisten kerana beberapa faktor utama:

1. **Model Perniagaan Bersepadu**
- MFM mengendalikan rantaian nilai bersepadu merangkumi pengilangan tepung, pengeluaran makanan ternakan, dan penternakan ayam. Kepelbagaian ini membantu mengurangkan risiko dan mengekalkan aliran pendapatan yang stabil walaupun satu segmen menghadapi cabaran.

2. **Kedudukan Pasaran yang Kukuh**
- MFM merupakan salah satu pengilang tepung terkemuka di Malaysia, mendapat manfaat daripada ekonomi skala, jenama yang kukuh, dan pangkalan pelanggan setia. Ini memberikannya kelebihan dalam harga dan penembusan pasaran.

3. **Permintaan Produk Asas**
- Tepung dan produk berkaitan adalah makanan ruji dalam diet harian, memastikan permintaan kekal stabil walaupun dalam keadaan ekonomi yang tidak menentu. Operasi ayam syarikat juga memenuhi keperluan sumber protein asas, meningkatkan lagi kestabilan permintaan.

4. **Pengurusan Kos dan Kecekapan**
- Pengalaman MFM yang lama dalam industri membolehkannya mengoptimumkan proses pengeluaran dan menguruskan kos dengan berkesan. Pelaburan dalam teknologi moden turut meningkatkan kecekapan operasi.

5. **Perkongsian Strategik**
- Kerjasama dan usaha sama, seperti perkongsian dengan Tyson Foods dalam segmen ayam, meningkatkan keupayaan dan capaian pasaran MFM sambil berkongsi risiko kewangan dan operasi.

6. **Jangkauan Geografi**
- MFM berkhidmat untuk pasaran tempatan dan antarabangsa, memberikan kepelbagaian hasil. Ia dapat memanfaatkan turun naik mata wang dan peralihan permintaan untuk kelebihan syarikat.

7. **Sokongan dan Dasar Kerajaan**
- Sebagai pembekal produk makanan asas, MFM mungkin mendapat manfaat daripada dasar mesra, subsidi, atau langkah perlindungan, terutamanya semasa inflasi tinggi atau ketidaktentuan ekonomi.

8. **Fokus kepada Kelestarian dan Inovasi**
- MFM telah menyesuaikan diri dengan perubahan keutamaan pengguna, seperti permintaan terhadap produk yang lebih sihat dan premium, memastikan produknya kekal relevan dan berdaya saing.

Gabungan faktor-faktor ini membantu MFM mengekalkan keuntungan dan kedudukan kewangan yang kukuh walaupun dalam keadaan pasaran yang mencabar.

Posted by riza666 > 2 weeks ago | Report Abuse

I don't think Charles Brewer understood the postal and Courier business; he was more focused on the ESG for POS Malaysia Bhd. And mixed up with the F&B for the retail segment. But here we could see none of any RM could be made it, and the main business of POS such as Mail tends to be declining in volume, plus the Parcel/Merchandise (POS Laju) was also affected due to competitor. What next, he hires up the guys from the other courier who could do much more to POS but none of them do the job, useless and wasted. Now what he could do is, that POS is the largest network in any area there the outlets nationwide including Sabah & Sarawak, from the fleet and POS Logistics, POS Aviation but he (Brewer) could not even think what he has to do, maybe is time for him to resign, and let have the other candidate to run the show. Got to do some research, DRB is staying the master puppet, and won't be getting any chance by 2025 for the incremental profit or business segment.

Posted by Good123 > 2 weeks ago | Report Abuse

Tutup kedai macam nationwide express?

Posted by Good123 > 2 weeks ago | Report Abuse

Or fall to few sen baru syed take swasta😜😜😜🤪🤪

Posted by Good123 > 2 weeks ago | Report Abuse

Invest in malayan flour profitable companyvwith 5% dividend yield ++ lagi bagus 😜

Posted by riza666 > 2 weeks ago | Report Abuse

@Good123

Tutup kedai macam nationwide express?

SImple saja kalau PN17 dah boleh tahu kesudahan POS ni bagaimana, tapi dah masuk penutup 2024 masih boleh hidup, kira kena belajar dengan POS bagaimana rugi sentiasa tetapi boleh survive, ini menandakan apa tuan tuan, ada sesuatu disebalik langsir yang kita tidak dapat fikirkan.

Posted by Good123 > 2 weeks ago | Report Abuse

habis cerita... satu pengajaran yg berharga... cut loss ... usah melabur dalam GLCs yg mengalami kerugian beberapa tahun, tiada ubat haha

Posted by Good123 > 2 weeks ago | Report Abuse

Mflour dividen 5%++ per annum jauh lagi berbaloi.. ada kecairan .. volume jauh lebih tinggi dan aktif...

Posted by Good123 > 2 weeks ago | Report Abuse

no further komen.. dah jualkan semua. Say No to Kronisme, Kroni Syed---> madeykutty, celaka... tutup kedai dah haha.. now focus on kawan, MFlour & Bjfood hehe

Posted by Blackcrusade > 1 week ago | Report Abuse

Hey2, new low again today

Why talk about retrenchment? Pos dah 2 kali buat retrenchment. Kenapa masih lagi sebut pasal retrenchment? Nampak sangat investor pos ni bodoh lagi lembab

Posted by abang_misai > 1 week ago | Report Abuse

Insyahallah POS akan ada sinar pada hari khiamat nanti.

Posted by abang_misai > 1 week ago | Report Abuse

Abg @Good123 pun sudah angkat kaki. Padanlah kaunter POS kembali sunyi sepi.

Posted by riza666 > 1 week ago | Report Abuse

Katanya tahun depan Charles Brewer buat townhall. Jadi boleh nanti staff kongsi apa benda yang dia menipu dan tertipu pulak nanti ni, oh sebelum akhir tahun ini, jangan lupa CEO Pos ada janji nak bagi manis manis kepada kakitangan, akan tetapi rugi memanjang dengan nak bayar gaji dia lagi (USD) kot, jadi tunggu la tahun 2025 apa pulak janji palsu dan pembohong seorang CEO lantikan DRB Hicom, tunggu...

Posted by Blackcrusade > 1 week ago | Report Abuse

La Good123 dah cabut ke? No wonder menyepi 6 hari dah. Rip good123

Posted by Blackcrusade > 1 week ago | Report Abuse

@ocbc you bila nak cabut? Next guy ke?

Posted by Good123 > 1 week ago | Report Abuse

Proton's new electric vehicle (EV) model, the E-MAS 7, could potentially boost POS Malaysia's profits in several ways. Here's how:

Increased Demand for EVs in Malaysia: As consumers shift towards electric vehicles, Proton's E-MAS 7 could tap into the growing market for EVs in Malaysia. This could lead to increased sales and market share for Proton, which may positively affect the bottom line of the company, and potentially POS Malaysia as a partner in logistics and delivery for new vehicles.

Government Support and Incentives: The Malaysian government has been offering incentives for electric vehicles, such as tax breaks and subsidies. These policies could help Proton make its EVs more affordable, attracting more customers and boosting sales. This increase in sales could lead to higher revenues for Proton and related businesses.

Improved Brand Image and Innovation: Proton's entry into the EV market with the E-MAS 7 could improve the brand's image by positioning it as an innovative and forward-thinking company. This could attract new customers and investors, contributing to higher revenue and profits.

POS Malaysia's Role in Distribution: If POS Malaysia is involved in logistics for vehicle deliveries, it could see an increase in its own revenue from handling the distribution of these popular new EVs. As Proton expands its customer base for the E-MAS 7, POS Malaysia may benefit from the increased demand for transportation and delivery services.

New Revenue Streams: Proton’s development of EVs like the E-MAS 7 could create opportunities for new revenue streams, such as after-sales services, battery leasing or sales, and partnerships with charging infrastructure providers. These can contribute positively to Proton's profits, which may indirectly impact POS Malaysia's partnerships if involved in the sales or logistics.

In summary, Proton’s E-MAS 7 could boost profits by capturing the growing demand for EVs, benefiting from government incentives, improving brand positioning, and leveraging logistics partnerships, especially with companies like POS Malaysia.

Posted by Good123 > 1 week ago | Report Abuse

tak mau mati lagi hahaha
POS Malaysia, the national postal and logistics company in Malaysia, could be experiencing a revival for several key reasons:

Diversification and Expansion into E-Commerce: With the boom in online shopping, POS Malaysia has shifted its focus from traditional mail delivery to parcel delivery services. The rise of e-commerce platforms in Malaysia has led to an increase in demand for reliable parcel and logistics services, which has benefited POS Malaysia. By adapting to this trend, it has been able to tap into new revenue streams, helping to revive its financial performance.

Strategic Partnerships and Collaborations: POS Malaysia has increasingly partnered with various businesses and government agencies to expand its service offerings. These collaborations help it strengthen its position in the logistics and e-commerce sectors. Strategic alliances can also create additional income opportunities, improving its profitability.

Adoption of Digital Services: POS Malaysia has embraced digital transformation by improving its online platforms, mobile apps, and digital solutions for customers. This shift has enabled the company to better serve the tech-savvy population, attract more users, and enhance its operational efficiency. Digital transformation, including improved tracking systems and online services, can improve customer experience and lead to growth.

Logistics and Freight Services: Apart from its traditional postal services, POS Malaysia has increasingly focused on logistics solutions, freight forwarding, and international deliveries. With the expansion of global trade and Malaysia’s strategic location in Southeast Asia, POS Malaysia has capitalized on its logistical expertise to boost revenue.

Government Support and Initiatives: As a state-owned enterprise, POS Malaysia can benefit from government support and initiatives aimed at improving national infrastructure. This support can come in the form of funding, policy backing, and access to new business opportunities. The government may also use POS Malaysia for national distribution efforts, especially in rural areas, boosting its overall business.

Innovation and Investment in Infrastructure: POS Malaysia has made investments in upgrading its infrastructure, such as enhancing delivery networks and improving customer service. Innovation in sorting facilities, automation, and fleet management can help optimize operations, reduce costs, and increase efficiency.

New Revenue Streams: The company has started to explore non-traditional areas such as financial services, including bill payments and remittances, which provide additional streams of income. It has also explored the use of electric vehicles (EVs) and green logistics solutions, aligning itself with sustainability trends.

In summary, POS Malaysia’s revival is driven by its ability to adapt to the changing logistics and e-commerce landscape, enhance its digital and operational capabilities, pursue strategic partnerships, and leverage government support. These factors have helped the company diversify and improve its financial outlook.

Posted by Good123 > 1 week ago | Report Abuse

POS Malaysia's shares could potentially rebound for several reasons, particularly if the company continues to adapt to changes in the market and strengthens its position in key areas. Here are some factors that could contribute to a rebound in POS Malaysia’s stock price:

Strong Growth in E-Commerce: As e-commerce continues to thrive, the demand for parcel delivery services is growing rapidly. POS Malaysia, with its nationwide network and expanding logistics capabilities, stands to benefit from this trend. Increased parcel volumes could drive revenue growth, leading to higher profitability and positively impacting its stock price.

Digital Transformation and Efficiency Gains: POS Malaysia's efforts to modernize its operations through digital solutions, automation, and improved infrastructure are likely to improve its operational efficiency. By reducing costs and enhancing service quality, the company could see better profit margins, which investors would find appealing. The ability to manage costs effectively while meeting increasing demand is a key factor in a potential rebound for POS shares.

Government Support: As a government-linked company, POS Malaysia has the advantage of receiving governmental support for national projects and infrastructure. This support can help the company weather difficult periods and maintain business stability. Additionally, the government may continue using POS Malaysia for logistics and postal services, ensuring a steady flow of revenue.

Expansion into New Business Segments: POS Malaysia has diversified into new areas such as financial services (e.g., bill payments and remittances), logistics, and freight forwarding. If these segments show strong growth, they could add significant value to the company, making its shares more attractive to investors.

Strategic Partnerships: POS Malaysia’s ability to form strategic alliances with other companies in logistics, technology, or e-commerce could also contribute to a rebound. By leveraging these partnerships, the company could expand its market reach, access new customer bases, and generate additional revenue streams.

Improved Public Sentiment: A rebound in POS Malaysia’s stock could also be influenced by improved public and investor sentiment. If the company’s management successfully communicates its growth strategies and positive financial outlook, investor confidence could rise, leading to increased demand for its shares.

Financial Performance and Profitability: If POS Malaysia reports improved financial performance, especially in key growth areas like parcel delivery and logistics, its stock could rebound. Positive earnings reports and a stronger balance sheet often lead to higher stock prices.

Expansion of Green and Sustainable Services: The rise in demand for sustainable and green solutions, including the adoption of electric vehicles (EVs) and environmentally friendly logistics, could boost POS Malaysia's image as a forward-thinking company. Investors often favor companies that align with sustainability trends, which could drive up share prices.

Strong Recovery in Post-Pandemic Business: As the economy continues to recover post-pandemic, the resurgence of business activities and demand for logistics services could significantly benefit POS Malaysia. A broader economic recovery typically helps boost investor confidence in companies like POS Malaysia, especially those involved in essential services like logistics.

In conclusion, POS Malaysia’s shares could rebound due to a combination of factors such as the growth of e-commerce, digital transformation, diversification into new revenue streams, government support, and improved financial performance. If these factors materialize and the company continues to perform well, investor confidence may rise, resulting in a positive movement in its stock price.

Posted by Good123 > 1 week ago | Report Abuse

There has been speculation that DRB-HICOM, the parent company of POS Malaysia, might consider taking POS Malaysia private. This potential move could be driven by several factors:

Streamlining Operations: DRB-HICOM might seek to simplify the operations of POS Malaysia by taking it private, allowing for more control and flexibility in decision-making. As a privately held entity, POS Malaysia could have fewer regulatory hurdles, less pressure from shareholders, and the ability to implement long-term strategies without the constant scrutiny of public markets. This could help improve operational efficiency and streamline the business.

Restructuring and Strategic Changes: DRB-HICOM might want to carry out a comprehensive restructuring or transformation of POS Malaysia, which could involve cutting costs, divesting non-core assets, or shifting the business model. A privatization process would provide the company with more freedom to make strategic changes without the need to answer to external shareholders or meet quarterly expectations.

Performance and Stock Volatility: POS Malaysia’s stock has faced volatility, and if the company’s performance is seen as inconsistent or underperforming in the eyes of investors, DRB-HICOM may choose to take it private in order to avoid public market pressures. This would allow the company to make necessary adjustments without the risk of negative market reactions or shareholder disputes.

Access to Capital for Long-Term Investment: Taking POS Malaysia private would allow DRB-HICOM to access capital more freely and invest in POS Malaysia’s future growth without the constraints of public market funding. For instance, DRB-HICOM might want to invest in expanding POS Malaysia’s logistics network, digital transformation, or its foray into new business sectors like e-commerce and financial services. A privatized structure could provide better flexibility in securing the necessary funding and aligning long-term strategic objectives.

Greater Control over Corporate Direction: As a private entity, POS Malaysia would have the benefit of avoiding the short-term pressures of meeting stock market expectations. This gives DRB-HICOM more control over corporate decisions, such as business investments, acquisitions, or any other strategic moves that may be necessary for growth. It would also allow DRB-HICOM to take more time for turning around any underperforming parts of POS Malaysia's business.

Focus on National Interests: DRB-HICOM, being a government-linked corporation (GLC), may view the privatization of POS Malaysia as a way to better align it with national priorities. As a private entity, POS Malaysia could focus more effectively on public service duties, national logistics, and other infrastructure projects without the pressure of market-driven returns.

Potential Synergies with DRB-HICOM’s Other Ventures: DRB-HICOM has several other business ventures in sectors such as automotive, manufacturing, and finance. By taking POS Malaysia private, DRB-HICOM might look for synergies between these businesses, enabling them to leverage each other's strengths and create cost efficiencies. For example, the logistics network of POS Malaysia could be integrated into DRB-HICOM's automotive and distribution operations.

Privatization of GLCs Trend: There has been a trend of privatizing government-linked companies (GLCs) in Malaysia, and DRB-HICOM may be looking to take POS Malaysia private as part of this broader movement. This could be a strategic decision to improve governance, profitability, and long-term sustainability outside the constraints of being publicly listed.

Conclusion
DRB-HICOM is likely considering taking POS Malaysia private to streamline operations, restructure the business, focus on long-term growth, and mitigate stock market pressures. Such a move would allow greater control over strategic decisions, create efficiencies, and facilitate investments in the company’s future direction without the scrutiny of public investors. Additionally, the privatization could also align with DRB-HICOM's broader corporate strategy, especially given its various business interests and the potential for synergies within its group of companies.

Posted by Good123 > 1 week ago | Report Abuse

Ada wang lagi

Halooo sumandak dan tanakwagu negeri di bawah bayu sekalian ​ 😜
​
Kamurang tahu suda Pos Shop sudah dibuka di KK? Bertempat di Pejabat Pos Besar Kota Kinabalu, kamurang boleh datang beramai-ramai untuk beli snek dan minuman sambil-sambil bayar bil dan cukai.
​
Jom datang beramai-ramai 🍦☕
​
#PosMalaysia #PosShop #SampaikanHubunganTingkatkanKehidupan

Posted by Good123 > 1 week ago | Report Abuse

PAU PERCUMA?! 👀🤤
​
Ya betul 💅🏻 Anda hanya perlu membuat pembelian RM20 ke atas di Pos Shop menggunakan kad Bank Muamalat Malaysia Berhad 💳🛒🛍
​
*Sah untuk semua transaksi kecuali pembayaran bil, tambah nilai, pembelian tembakau & rokok elektronik. Ketahui cawangan berdekatan anda di pautan 👉🏻 https://www.pos.com.my/pos-outlet-finder
​
#PosMalaysia #PosShop #SampaikanHubunganTingkatkanKehidupan

Posted by Good123 > 1 week ago | Report Abuse

Halooo sumandak dan tanakwagu negeri di bawah bayu sekalian ​ 😜
​
Kamurang tahu suda Pos Shop sudah dibuka di KK? Bertempat di Pejabat Pos Besar Kota Kinabalu, kamurang boleh datang beramai-ramai untuk beli snek dan minuman sambil-sambil bayar bil dan cukai.
​
Jom datang beramai-ramai 🍦☕
​
#PosMalaysia #PosShop #SampaikanHubunganTingkatkanKehidupan

Posted by Good123 > 1 week ago | Report Abuse

This festive season, protect your ride and save big! Enjoy 10% off on your motor insurance when you renew with Pos Malaysia online – plus, save an extra RM20 with SPayLater!
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Hurry, this limited-time offer is available on a first-come, first-served basis.
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Don't miss out! Renew today
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#FestiveSavings #MotorInsurance #DriveSafe #RoadTax #JPJ

Posted by Good123 > 1 week ago | Report Abuse

Pasukan Pengakap, Pandu Puteri, Persatuan Bulan Sabit Merah dan Kadet Remaja Sekolah adalah badan-badan beruniform yang diketengahkan dalam koleksi setem baharu dan terakhir buat tahun 2024, Minggu Setem 2024 yang bertemakan Badan Beruniform Sekolah.
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Pasti ada yang teringat tentang persiapan rapi setiap kali menjalani aktiviti latihan kawad kaki & pertolongan cemas, jamboree, persembahan perbarisan dan banyak lagi semasa membelek koleksi setem ini.
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Bolehlah anda tunjukkan koleksi setem ini sambil bercerita kepada keluarga anda tentang pengalaman menarik pada masa dahulu disamping mengeratkan hubungan kekeluargaan dengan mereka.
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Judul: Setem Badan Beruniform Sekolah
Harga Set Folder Lengkap : RM59.00
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Jualan di pejabat-pejabat pos terpilih dan piro-biro Filateli seluruh negara bermula pada 10 Disember 2024. Setiap set lengkap mengandungi: ​
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- 4 Helaian Setem
- 1 Helaian Mini
- 1 Sampul Surat Hari Pertama dengan Setem
- 1 Sampul Surat Hari Pertama dengan Lembaran Mini
- 1 Poskad
- 1 Folder
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Dapatkan koleksi setem edisi terhad ini di bit.ly/3ZyUwAi dan semua 90 Biro Filateli termasuk Pejabat Pos Besar dan Pejabat Pos terpilih di seluruh negara. Rujuk di sini untuk senarai Biro.
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#PosMalaysia #SetemBadanBeruniform #Setem #Filateli

Posted by Blackcrusade > 4 days ago | Report Abuse

Aik Good123, ingt sudah cabut XD. Zombie kah?

Posted by Blackcrusade > 3 days ago | Report Abuse

New low again!

0.225

Posted by Lee Yew > 2 days ago | Report Abuse

I dont think Pos can be restructured in a drastic way. If cannot reduce the number of employees. Only senior citizen go to Pos office to pay bills. All go online. nobody send personal mail now a day. Is more convenient to send parcel through other couriers. Do you think POS customer service or front line personnel are very cordial? How to compete? The only thing we can ask, without POS, what will be the missing thing that the service the people will missed. If not much, liquidate it.

Posted by riza666 > 1 day ago | Report Abuse

Why to reduce the number of employees? Ever since hired from nowhere by Charles Brewer all of them brainless pro max. Supposedly, more front liners (Abang Posmen) will be delivered to counter the mass competitive market. It couldn't be outsourced due to higher costs and utilised all the resources within the POS. Now what was happening to POS was because of the failure CEO himself. He thought Gov was gonna save him.

Posted by ocbc > 15 hours ago | Report Abuse

POS malaysia true value is in their land n locations.

Posted by riza666 > 14 hours ago | Report Abuse

Tanah Pos tu milikan penuh Pos ka? Atau milikan Kerajaan.

Posted by ocbc > 14 hours ago | Report Abuse

DRB paid RM$3.7 for all these POS + land