Posted by Good123 > 6 days ago | Report Abuse

Aviation
Aviation segment contributed higher revenue to RM277.6 million mainly from
higher in-flight catering and ground handling businesses. This is due to
increased number of meals uplifted for commercial and umrah related flights.
In addition, increased number of flights handled contributed positively to the
ground handling revenue.
Profit before tax increased to RM12.6 million from higher revenue during the
period.

Posted by Good123 > 6 days ago | Report Abuse

Others segment recorded higher revenue generated from sales of digital
certificates due to increase of certificates issuance to new users.
Profit before tax amounted to RM19.9 million... spin off semua segment yg ada profit ya

Others segment recorded higher revenue generated from sales of digital
certificates due to increase of certificates issuance to new users.
Profit before tax decreased to RM19.9 million

Posted by Good123 > 6 days ago | Report Abuse

Pos Aviation expects to deliver improved year-on-year results, driven by increased flights, rising
demand for in-flight catering, cargo handling and an increase in its aviation engineering
business.

Posted by Good123 > 6 days ago | Report Abuse

terbaik wang akan masuk tak lama lagi hehe

On 21 May 2024, Pos Logistics Berhad (“PLB”), an indirect wholly-owned subsidiary of Pos
Malaysia Berhad, entered into a Share Sale and Purchase Agreement (“SPA”), in relation to the
disposal of 100% equity interest in PNSL Berhad (“PNSL”) to SWA Shipping Sdn. Bhd. (“SWA”),
for an indicative total consideration of RM123.2 million (“Proposed Disposal of PNSL”).
On 19 August 2024, all the Conditions Precedent have been fulfilled and the SPA has become
unconditional on even date (“Unconditional Date”). PLB and SWA had mutually agreed to
amend the completion date from within 21 days from the Unconditional Date to within 111 days
from the Unconditional Date for the parties to complete the proposed disposal.

Posted by Good123 > 6 days ago | Report Abuse

Deposits placed with licensed banks 11,531,000
Cash and bank balances 114,896,000
Assets classified as held for sale 150,934,000

masih kuat dr segi kewangan dude

Posted by Good123 > 6 days ago | Report Abuse

major shareholders hold for recovery... retailers cum speculators need money selling to cash rich investors... hehe

Posted by Albukhary > 6 days ago | Report Abuse

May I ask, whether the POS MALAYSIA KL HQ that located beside Menara Dayabumi is owned by Pos Malaysia?
Or that is a rented properties?

Posted by Good123 > 6 days ago | Report Abuse

syabas mat salleh ceo; The positive momentum in the postal segment has been fuelled by improved parcel volumes,
bolstered by market share gains and a dedicated focus on cost management and network
optimisation. This segment remains committed to its transformation agenda and revenue
diversification, including the development of asset-lite international product offerings.

Posted by Good123 > 6 days ago | Report Abuse

bagus boleh spin off via IPO dulu

Pos Aviation anticipates continued year-on-year uplift growth, driven by increased flight
operations, a surge in demand for in-flight catering, and growth in cargo handling and aviation
engineering services. This segment is well-poised to capitalise on the rising travel and logistics
demands.

Posted by Good123 > 6 days ago | Report Abuse

"Whilst still a very challenging environment, we are pleased to see improvements across our
key segments, particularly in postal and aviation, as we continue to execute our transformation
strategy," said Charles Brewer, Group CEO of Pos Malaysia. "Our team's dedication to innovation and operational excellence is positioning us for a stronger future, and despite the
environment we remain focused of delivering a ‘better tomorrow’."

Stay connected with Pos Malaysia via www.pos.com.my, or follow us on Facebook, X,
Instagram, Tik Tok, YouTube and LinkedIn.

Posted by Good123 > 6 days ago | Report Abuse

pos jadi postal bank with a merger with bank muamalat all part of drb group.

Posted by Good123 > 6 days ago | Report Abuse

financial reengineering dalam drb between pos and bank muamalat... salah satu jalan keluar dengan pantas. IPO for profitable segments dalam pos jugak macam tony lakukan bagi aax, a capital and tunepro

Posted by Good123 > 6 days ago | Report Abuse

without financial reengineering, drb ibu bagi pos pun dah dibawah rm1 tadi... buy pos

Posted by Good123 > 6 days ago | Report Abuse

Pos Malaysia Berhad (Pos Malaysia)
Pos Malaysia is Malaysia's national post and parcel service provider, holding the sole mandate to deliver
services under the universal postal service obligation for the country. With a proud history spanning
over 200 years, the group has diversified beyond traditional mail and parcel services to offer end-toend logistics solutions and varied products through our aviation, retail, logistics and digital services. We
have pivoted from a mail company that also delivers parcels to a parcel delivery company that also
delivers mail. Our purpose is, we are passionate about building trust to connect lives and businesses
for a better tomorrow.
Pos Malaysia has an unparalleled last-mile reach, delivering to more than 11 million addresses
nationwide. With a network of over 3,500 touchpoints across the country, we connect with the Rakyat
throughout Malaysia, providing the most comprehensive retail network in the nation.
Pos Malaysia is majority-owned by the conglomerate DRB-HICOM Berhad.

Posted by Good123 > 6 days ago | Report Abuse

boleh spin off via ipo nanti... kian bertambah pos shop cum cafe

😃 increase of outlets during the period.

Posted by Good123 > 6 days ago | Report Abuse

institutional investors akan beli pos semula.. just wait n see

Posted by Good123 > 6 days ago | Report Abuse

pos dah jadi growth stock bagi biz macam 7-11 cum speed99, by next year, its jewel with aviation

Posted by Good123 > 6 days ago | Report Abuse

https://www.pos.com.my/retail/pos-shop

Posted by Good123 > 6 days ago | Report Abuse

boleh tahan sampai untung keseluruhan .. banyak aset lagi

CONDENSED CONSOLIDATED STATEMENT OF FINANCIAL POSITION
Note Unaudited as at Audited as at
30.09.2024 31.12.2023
RM'000 RM'000
ASSETS
NON-CURRENT ASSETS
Property, plant and equipment 491,598 673,357
Investment properties 40,460 40,450
Right-of-use assets 271,422 289,682
Intangible assets 120,378 122,370
Deferred tax assets 395 385
Investments in associates 40,982 40,867
Other investments 6,723 6,723
Derivative financial asset 1,626 1,626
973,584 1,175,460
CURRENT ASSETS
Trade and other receivables 744,521 772,263
Other investments 5,656 8,475
Inventories 8,910 6,850
Current tax assets 3,005 2,449
Deposits placed with licensed banks 11,531 38,408
Cash and bank balances 114,896 170,181
Assets classified as held for sale 150,934 -
1,039,453 998,626
TOTAL ASSETS 2,013,037 2,174,086
EQUITY AND LIABILITIES
Share capital 1,071,392 1,071,392
Reserves (703,980) (576,185)
Equity attributable to Owners of the Company 367,412 495,207
Non-controlling interest 4,949 4,297
TOTAL EQUITY 372,361 499,504
NON-CURRENT LIABILITIES
Loans and borrowings 20 152,000 113,583
Lease liabilities 68,510 70,561
Post-employment benefit obligations 575 548
Deferred tax liabilities 29,978 26,576
251,063 211,268
CURRENT LIABILITIES
Loans and borrowings 20 292,524 391,420
Lease liabilities 32,413 43,158
Current tax liabilities 7,079 6,360
Trade and other payables 1,019,306 1,022,376
Liabilities classified as held for sale 38,291 -
1,389,613 1,463,314
TOTAL LIABILITIES 1,640,676 1,674,582
TOTAL EQUITY AND LIABILITIES 2,013,037 2,174,086

Posted by Good123 > 6 days ago | Report Abuse

aliran tunai masih mantap...😁

"9 Months Ended
30.09.2024" "9 Months Ended
30.09.2023"
RM’000 RM’000
CASH FLOWS FROM OPERATING ACTIVITIES
Loss before tax for the financial period (106,910) (74,244)
Adjustments:
- Depreciation of property, plant and equipment 68,164 80,102
- Depreciation of right-of-use assets 43,483 47,134
- Amortisation of intangible assets 1,989 1,989
- Amortisation of government grant (689) (1,035)
- Change in fair value of investment properties (10) -
- Net fair value gain of other investments:
Financial assets at fair value through profit or loss (181) (640)
- Finance costs 36,034 33,292
- Gain from derecognition of right-of-use assets (485) (434)
- Gain on remeasurement of lease liabilities - (946)
- Finance income (1,087) (2,248)
- Net unrealised foreign exchange differences (12,451) 742
- Net gain on impairment of receivables (4,468) (8,714)
- Gain on disposal of property, plant and equipment (572) (1,788)
- Property, plant and equipment written off 505 96
- Net inventories written down 63 18
- Zakat 1,501 921
- Share of result of an associated company (net of tax) (115) 411
- Others 28 54
Operating profit before changes in working capital 24,799 74,710
Changes in working capital:
Change in trade and other receivables and prepayment 10,936 (683)
Change in trade and other payables 50,364 99,060
Cash generated from operations 86,099 173,087
Tax paid (13,657) (9,183)
Tax refund 36 254
Finance cost paid (5,130) (4,704)
Zakat paid (1,389) (628)
Defined benefits paid - (38)
Net cash generated from operating activities 65,959 158,788

Posted by Good123 > 6 days ago | Report Abuse

aliran tunai dari operasi masih positif,,, dulu kaya, invested a lot in PPE, kini, depreciation tinggi.,,, kerugian kerani depreciation (non cash items).... so dapat bertahan sehingga untung keseluruhan,,, 2019 -2024 -- rugi keseluruhan ... ramai hairan ,.,, hei belum PN17, sebab depreciation banyak , aset dulu2... aliran cash flow masih ok... expert finance/accountant MIA faham kot

Posted by Good123 > 6 days ago | Report Abuse

cash position dah naik, nampak tak hehe

CONDENSED CONSOLIDATED STATEMENT OF CASH FLOWS (CONTINUED)
"9 Months Ended
30.09.2024" "9 Months Ended
30.09.2023"
RM’000 RM’000
CASH FLOWS FROM INVESTING ACTIVITIES
Interest received 1,087 2,248
Acquisition of property, plant and equipment (34,519) (15,305)
Proceeds from disposal of property, plant and equipment 3,529 2,955
Net proceeds from redemption of other investments 3,000 31,000
Increase in deposit pledged (17) (10)
Proceeds from disposal of partial interest in a subsidiary company - 4,000
Net cash (used in)/ generated from investing activities (26,920) 24,888
CASH FLOWS FROM FINANCING ACTIVITIES
Drawdown on borrowings 228,887 69,653
Finance cost paid (30,904) (28,588)
Repayment of borrowings (255,004) (209,637)
Repayment of hire purchase liabilities (837) (793)
Repayment of lease liabilities (37,695) (39,973)
Movement in restricted cash 17,296 (28,906)
Share subscription in a subsidiary company by non- controlling interest shareholder - 6,370
Net cash used in financing activities (78,257) (231,874)
NET DECREASE IN CASH AND CASH EQUIVALENTS (39,218) (48,198)
Effects of foreign currency translation (745) (2,647)
CASH AND CASH EQUIVALENTS AT BEGINNING OF THE FINANCIAL PERIOD 159,788 168,973
CASH AND CASH EQUIVALENTS AT END OF THE FINANCIAL PERIOD 119,825 118,128
Cash and cash equivalents included in the statement of cash flows comprise the following:
Cash and bank balances 114,896 126,397
Deposits placed with licensed banks 11,531 46,535
Cash attributable to assets classified as held for sale 6,494 -
Bank overdrafts (912) (830)
132,009 172,102
"Less: Collections on behalf of agency payables and money
order payables**" (6,312) (18,068)
Less: Deposits pledged (565) (548)
Less: Restricted cash (5,307) (35,358)
119,825 118,128

Posted by Good123 > 6 days ago | Report Abuse

profit in 2025/26 bermula... bagi mereka yg long term bukan spekulator,,, boleh hold .. ROI sungguh tinggi kelak

Posted by Good123 > 6 days ago | Report Abuse

balik 30sen++ segera bila ada pihak sedar dan nampak bahawa aliran tunai pos dari operasi masih positif / mantap..

Posted by Good123 > 6 days ago | Report Abuse

gabungkan bank muamalat dengan pos, maybe, macam singpost jugak ada banking services

SingPost and DBS/POSB Partnership: SingPost has a partnership with DBS Bank and its POSB division, allowing customers to use SingPost's network of branches for banking transactions. For instance, POSB customers can access certain banking services, such as cash deposits, over the counter at SingPost outlets.

Digital Banking and e-Wallets: SingPost has also been involved in the development of digital banking and e-wallet platforms in collaboration with financial institutions, offering an easy way for consumers to manage their finances through their mobile apps and online systems.

Bank Services at SingPost Locations: Customers can perform some basic banking functions, such as depositing and withdrawing money, at designated SingPost outlets that are partnered with banks. This includes ATM access and banking kiosk services.

SingPost’s Role in Financial Services: Beyond physical banking, SingPost also offers various financial services in collaboration with local and international banks, such as remittance services and insurance distribution.

Posted by Good123 > 6 days ago | Report Abuse

banyak opsyen bagi pos... pos & bank muamalat digabungkan oleh DRB
DRb jual balik postal services kpd kerajaan, rename Logistics Malaysia Bhd instead of Pos Msia Bhd, dan banyak lagi

tunggu tindakan shit mokhtaik kroni mamak kutty masakini hehe

Posted by Good123 > 6 days ago | Report Abuse

NBV 47sen, aliran tunai dari operasi masih positif... DRB masih pemegang syer pos terbesar... ok ok calculated risk untuk ROI luar biasa, tambah syer dalam pos, tak cukup jumlah kata haji bawang

Posted by Good123 > 5 days ago | Report Abuse

Kroni syed dah mati? Tony lakukan segalanya untuk memulihkan airasia

Posted by Good123 > 5 days ago | Report Abuse

Syed taik juga tak berdaya, lepaskan pos je b4bi

Posted by abang_misai > 5 days ago | Report Abuse

Jual saje ler. Apa nak bising-bising? CEO dah maklum dari awal lagi bahawa business hantar surat dah masuk fasa senja. Dah makin tak relevan industri pos.

Posted by James Ng > 5 days ago | Report Abuse

连续25季亏损，账面外汇损失，case study: POS MALAYSIA
https://klse.i3investor.com/web/blog/detail/general/2024-11-21-story-h474726810

Posted by Good123 > 5 days ago | Report Abuse

DRB beli pos malaysia RM3.60 sesaham kini harga semasa 27sen... Lembaga pengarah DRB harus letak jawatan dan minta maaf kpd pelabur dan semua...sekian

Posted by Good123 > 5 days ago | Report Abuse

"DRB bought Pos Malaysia at RM3.60 per share, and the current price is 27 sen... The board of directors of DRB should resign and apologize to the investors and everyone... that's all."

Posted by Good123 > 5 days ago | Report Abuse

rUGI DARI 2019 HINGGA KINI... SEMUA PENGARAH BEROTAK B4BI ... HAHA

Posted by Good123 > 5 days ago | Report Abuse

SYED b4BI MESTI LAKUKAN SESUATU... QUICKEN PROFITABLE VENTURE... CUT LOSS MAKING SEGMENTS b4bI

🤑The concept of Pos Shop and Café could indeed play a strategic role in helping Pos Malaysia improve its profitability. Here's how this initiative could contribute:

1. Diversified Revenue Streams
Retail Sales: Offering stationery, courier supplies, and postal-related products could generate additional revenue.
Café Operations: A café within Pos outlets could attract foot traffic and increase ancillary sales.
Value-Added Services: Services such as bill payments, top-ups, and printing could cater to walk-in customers, boosting revenue.
2. Enhanced Customer Experience
A café environment creates a more welcoming space for customers, encouraging them to spend more time and money at the outlet.
It could help build customer loyalty by transforming traditional post offices into community hubs.
3. Leveraging Existing Footprint
Pos Malaysia's widespread network of branches provides an opportunity to scale this model efficiently, utilizing underused space in existing locations.
The outlets can serve dual purposes: traditional postal services and retail/café operations.
4. Attracting a New Demographic
The café and retail experience might appeal to younger, urban demographics, potentially revitalizing the brand.
Partnerships with local or global café brands could increase brand visibility and customer engagement.
5. Partnership Opportunities
Collaborations with e-commerce platforms, food delivery services, or fintech companies could create synergies, such as parcel pickup/drop-off, co-branded marketing, or integrated digital payment solutions.
6. Cost Optimization
By increasing footfall and diversifying services, Pos Malaysia can better utilize its existing infrastructure, potentially reducing per-unit costs of operations.
Potential Challenges to Address:
Initial Investment: Transforming post offices into hybrid outlets requires capital, which could strain Pos Malaysia's finances if not carefully managed.
Execution Risk: Ensuring consistency and quality across a wide network of outlets is critical.
Competition: Competing with established café chains and convenience stores might require unique selling points.
Market Acceptance: Some customers may resist the change from traditional post office services.
Conclusion:
If well-executed, the Pos Shop and Café initiative could make Pos Malaysia more profitable by creating new revenue channels, improving customer experience, and making better use of its existing network. Success will depend on strategic implementation, operational efficiency, and targeted marketing.

Posted by Good123 > 5 days ago | Report Abuse

Semoga berlaku, jika tidak, shit motaik harus mampus macam daim.

(i) the privatisation of POS at a premium over the market price, (ii) the return of profitability as cost rationalisation efforts finally pay off, and (iii) POS emerging stronger post the consolidation of the courier service segment after weak players are eliminated.

Posted by Good123 > 5 days ago | Report Abuse

Rewards
Trading at 67.3% below our estimate of its fair value

Trading at good value compared to peers and industry

Posted by Good123 > 5 days ago | Report Abuse

Pos Malaysia is actively expanding its retail footprint through the establishment of Pos Shops, aiming to enhance accessibility and convenience for communities nationwide. As of September 2024, the company had launched its 36th Pos Shop and announced plans to open an additional 14 outlets by the end of the year, bringing the total to 50 Pos Shops across key states in Malaysia. 

This strategic expansion underscores Pos Malaysia’s commitment to modernizing its services and better connecting with customers through a blend of traditional postal services and innovative retail experiences. 

Posted by abang_misai > 5 days ago | Report Abuse

Pos shop konsep yang gagal. Saya dah kunjung ke pos shop SS15 Sjaya. Gagal sebab staff main handpon, staf dulu hantar surat kini jaga kaunter pos shop.

Usah kasi keliru kepada yang lain.

Posted by Good123 > 5 days ago | Report Abuse

For Pos Shops to successfully compete with and potentially surpass established brands like 7-Eleven/Speed99, they must leverage their unique strengths while addressing key areas where they can offer added value. Here’s a strategic approach:

1. Leverage Unique Offerings

• Integration of Postal Services: Pos Shops already provide a competitive edge by combining postal and retail services. Expanding this integration to include innovative services (e.g., express courier, e-commerce pick-up/drop-off, bill payments, and passport renewals) could attract a loyal customer base.
• In-Store Cafés: Enhance the café experience with high-quality, locally sourced beverages and snacks, creating a welcoming and community-oriented environment.

2. Digital Transformation

• Seamless Online-Offline Integration: Develop a mobile app that allows customers to pre-order items, schedule postal services, or access loyalty programs, ensuring convenience and efficiency.
• Data-Driven Personalization: Use customer data to tailor promotions and product offerings, ensuring relevance and increasing sales.

3. Expand Product Range

• Focus on Local Products: Stock items from local businesses to differentiate from other convenience stores, appealing to customers seeking unique or region-specific goods.
• Exclusive Deals: Collaborate with brands to offer products or promotions exclusive to Pos Shops, increasing foot traffic.

4. Optimize Pricing and Promotions

• Competitive Pricing: Offer better prices for everyday essentials compared to competitors, especially for postal-related products like stationery or packaging materials.
• Loyalty Rewards: Launch reward programs that provide discounts or benefits for frequent users of both retail and postal services.

5. Strategic Locations

• High-Traffic Areas: Expand into urban centers, residential neighborhoods, and near transport hubs to capture both daily commuters and local residents.
• Partnerships with Offices and Schools: Position outlets near institutions that frequently use postal or courier services.

6. Enhance Customer Experience

• Customer-Centric Design: Ensure clean, organized, and aesthetically pleasing stores with user-friendly layouts.
• Efficient Service: Train staff to provide excellent customer service, focusing on quick resolution of postal and retail queries.

7. Build a Strong Brand Identity

• Community Engagement: Position Pos Shops as community hubs by hosting local events, workshops, or charity drives.
• Sustainability Practices: Implement eco-friendly initiatives, such as reducing plastic use and offering recycling services, appealing to environmentally conscious consumers.

By capitalizing on their unique strengths, addressing market gaps, and focusing on customer needs, Pos Shops can position themselves as a differentiated, competitive player in the convenience and retail space.

Posted by Good123 > 5 days ago | Report Abuse

Khazanah could pump in duit into pos again after selling its stake to shit drb dulu dulu at rm3.60.

Private placement to khazanah; get money to open another 200-300 pos shop/cafe outlets in 2025 in malaysia. Then IPO like speed99 kaya jugak

Posted by Good123 > 5 days ago | Report Abuse

turning pos into a postal bank like in spore another viable option, merging bank muamalat of drb with pos within drb group is another option. More to come😜

Posted by Good123 > 5 days ago | Report Abuse

Khazanah Nasional Berhad, Malaysia’s sovereign wealth fund, divested its 32.21% stake in Pos Malaysia Berhad to DRB-HICOM Berhad in 2011 for RM622.8 million, or RM3.60 per share.  This strategic move aimed to bring in a shareholder capable of elevating Pos Malaysia’s growth trajectory.

In recent years, Pos Malaysia has faced financial challenges, reporting a net loss of RM157.85 million in the fiscal year ending June 30, 2024, with revenues declining by 4.59% to RM1.87 billion.  The company’s share price has also suffered, decreasing by 79% over the past five years. 

Given these circumstances, Khazanah might consider reinvesting in Pos Malaysia through a private placement for several reasons:
1. National Interest and Public Service: Pos Malaysia plays a crucial role in Malaysia’s postal and logistics sectors. Khazanah’s reinvestment could stabilize the company, ensuring the continuity of essential services to the public.
2. Strategic Asset Value: Pos Malaysia possesses valuable assets, including a nationwide network of outlets and strategic land holdings. Reinvestment could unlock potential value from these assets, contributing to the company’s turnaround.
3. Economic Impact: A revitalized Pos Malaysia could positively influence the broader economy by enhancing logistics infrastructure, supporting e-commerce growth, and creating employment opportunities.
4. Alignment with Khazanah’s Objectives: Reinvesting aligns with Khazanah’s mandate to promote economic growth and sustainability in Malaysia, especially in sectors facing challenges.

While Khazanah’s previous divestment aimed to introduce new growth opportunities for Pos Malaysia, the current financial difficulties suggest that strategic intervention may be necessary. A private placement would allow Khazanah to provide capital and strategic direction without the complexities of a full acquisition, potentially facilitating a turnaround for Pos Malaysia.

However, such a decision would require thorough analysis of Pos Malaysia’s current challenges, potential for recovery, and alignment with Khazanah’s investment strategy.

Posted by Good123 > 5 days ago | Report Abuse

Taiwan has a unique system where convenience stores like 7-Eleven play a significant role in handling mail and parcels. This system has contributed to the relatively low number of standalone post offices in Taiwan. Here’s why:

1. Integration with Convenience Stores

• Taiwan’s convenience stores, such as 7-Eleven, FamilyMart, and Hi-Life, are ubiquitous and operate 24/7.
• These stores provide postal services, allowing people to send letters, parcels, and even pick up deliveries at their convenience, reducing the need for traditional post offices.

2. Efficiency and Accessibility

• Taiwan’s postal system has partnered with convenience stores to expand its service reach.
• With over 10,000 convenience stores across Taiwan, they are often more accessible than post offices, especially in rural areas.

3. Decline in Traditional Mail Volume

• Like many other countries, Taiwan has experienced a decline in traditional letter mail due to the rise of digital communication.
• This reduces the demand for large numbers of dedicated post offices.

4. Cost-Effective Model

• Utilizing convenience stores for postal services lowers operational costs for Chunghwa Post (Taiwan’s postal service).
• Fewer physical post offices mean reduced maintenance and staffing expenses.

5. Cultural and Lifestyle Adaptation

• Taiwanese people are accustomed to using convenience stores for various services beyond just postal needs, such as bill payments, buying tickets, and online shopping pickups.
• This cultural integration makes the convenience store model very effective.

By leveraging the widespread convenience store network, Taiwan ensures a highly efficient and customer-friendly postal service without relying heavily on traditional post offices.

Posted by Good123 > 5 days ago | Report Abuse

Pos Malaysia is actively transforming its traditional post offices into modern convenience stores, drawing inspiration from models like Taiwan’s integration of postal services with retail outlets. This initiative aims to enhance customer experience and diversify revenue streams.

Pos Shop Initiative

In 2023, Pos Malaysia launched the “Pos Shop” concept, integrating convenience stores within existing post office spaces. The first Pos Shop opened at Medan Tuanku, Kuala Lumpur, in May 2023, followed by a second outlet in Brickfields in November 2023.  These outlets offer a range of products, including beverages, snacks, and personal care items, alongside traditional postal services.

Strategic Partnerships

To enhance its retail offerings, Pos Malaysia has partnered with various brands:
• Bask Bear Coffee: Introduced a drive-through coffee and toasties outlet in Malacca, combining postal services with a café experience. 
• Café Mesra: Collaborated to provide additional choices and convenience to customers across Malaysia. 
• ZUS Coffee: Launched a coffee outlet within a post office, aiming to attract younger customers and enhance the in-store experience. 

Expansion Plans

Pos Malaysia plans to expand the Pos Shop concept, with a target of opening 50 outlets nationwide.  This strategy aligns with global trends where postal operators leverage their retail footprint to offer diversified services.

Conclusion

By transforming post offices into versatile hubs that combine postal services with retail and dining options, Pos Malaysia aims to meet evolving customer expectations and create new revenue opportunities.

Posted by Good123 > 5 days ago | Report Abuse

The suggestion for Pos Malaysia to surrender postal services in Sabah and Sarawak back to their state governments could be justified by several factors, particularly related to regional governance, service efficiency, and local needs:

1. Regional Autonomy and Governance

• Historical Context: Sabah and Sarawak were granted significant autonomy under Malaysia’s federal system when they joined the Federation in 1963. Returning postal services to the state governments could further enhance this autonomy, allowing them to manage services that are crucial to their development and local needs.
• State Control Over Services: By taking charge of postal services, both states could tailor them more closely to the specific needs and challenges of their populations, including those in rural and remote areas.

2. Improved Localization and Customization

• Understanding Local Challenges: State governments have a deeper understanding of the unique challenges faced by rural and isolated communities in Sabah and Sarawak. These include limited access to infrastructure and difficult terrain, which could be better addressed by local postal systems.
• Customized Solutions: The state governments may develop more effective solutions to enhance delivery speed, reliability, and affordability, improving overall service quality.

3. Efficiency and Focused Resources

• Allocation of Resources: Pos Malaysia, as a nationwide service provider, may find it difficult to allocate sufficient resources and attention to the unique geographical and logistical challenges of these two states. State governments could focus resources specifically on improving services in their areas.
• Decentralization: Surrendering the postal services could allow Pos Malaysia to streamline its operations and focus on more urbanized and accessible regions, while local governments handle the complexities of rural logistics.

4. Economic and Employment Opportunities

• Local Employment: By managing postal services, state governments can create local employment opportunities, providing jobs to residents and improving the local economy.
• Business Development: With the states controlling postal services, they may be able to better integrate them with local businesses, fostering greater economic growth in both urban and rural areas.

5. State-Specific Infrastructure Development

• Infrastructure Investment: The state governments might be more willing to invest in specific infrastructure improvements, such as better transportation networks in remote regions, to support the growth of local postal systems.
• Tailored Infrastructure: For example, Sabah and Sarawak’s vast forests, rivers, and islands may require bespoke transportation solutions that can be better managed by local authorities.

6. Potential for Innovation

• Innovative Services: Sabah and Sarawak might introduce new services or innovative methods, such as drone or boat-based deliveries in remote areas, that a centralized system may overlook or struggle to implement.
• Technology and E-commerce: With the growing importance of e-commerce, state governments could develop postal services that are more integrated with digital platforms suited to local business needs.

7. Improving Service Access in Remote Areas

• Reach to Rural Areas: Both Sabah and Sarawak have significant rural and underserved populations. By giving the state governments control over postal services, the states could create better solutions for delivering mail and packages to remote areas, addressing longstanding challenges like postal access.

Conclusion

Returning postal services to the state governments of Sabah and Sarawak could foster greater efficiency, localized solutions, and economic growth. It would allow both states to design postal systems that cater specifically to their unique geographic and demographic challenges while potentially improving service quality and access for their populations.

Posted by abang_misai > 5 days ago | Report Abuse

texbook mana kau salin? Hakikatnya, realiti pos amat berbeza dengan apa yang ko tulis. Pos malaysia ada 7 kesatuan kerja pertahan hak pekerja POS. Ini bermakna, POS tak boleh buang yang tak perform, POS tak boleh tunduk kepada yang mintak naik gaji, dll.

Posted by Good123 > 5 days ago | Report Abuse

If POS Malaysia were to pursue retrenchment as a means of reducing union influence, it might focus on the following strategies:

Targeting Unionized Workers: The company could attempt to lay off or offer voluntary separation packages to employees who are union members, hoping that this will reduce the union's power. However, this strategy could face substantial legal and ethical challenges, especially if the layoffs are perceived as targeting union members specifically.

Outsourcing or Automation: POS Malaysia might choose to lay off workers in certain unionized sectors and replace them with outsourced labor or automated systems, which would not be unionized. This would reduce the number of employees covered by the union and weaken its bargaining power. However, this could have unintended consequences in terms of public perception and worker morale.

@abang_misai

texbook mana kau salin? Hakikatnya, realiti pos amat berbeza dengan apa yang ko tulis. Pos malaysia ada 7 kesatuan kerja pertahan hak pekerja POS. Ini bermakna, POS tak boleh buang yang tak perform, POS tak boleh tunduk kepada yang mintak naik gaji, dll.

48 minutes ago

Posted by Good123 > 5 days ago | Report Abuse

Retrenchment could be an effective strategy for **POS Malaysia** to improve **immediate profitability** for several reasons:

1. **Cost Reduction**: Reducing staff can immediately lower operating costs, which is crucial if the company is facing financial strain. This helps improve profit margins and provides short-term financial relief.

2. **Streamlining Operations**: Retrenchment allows POS Malaysia to focus on core operations, eliminating inefficiencies and aligning the workforce with modern, tech-driven logistics models. This could improve productivity and reduce redundancy.

3. **Improved Financial Flexibility**: Reducing headcount frees up cash, allowing the company to reinvest in critical areas such as technology, infrastructure, and debt reduction, which can further boost profitability.

4. **Adapting to Market Changes**: In the rapidly changing logistics and e-commerce sectors, retrenching non-essential staff can help POS Malaysia become more agile, responding quicker to market shifts and competition.

5. **Aligning with Long-Term Strategy**: Retrenchment may be part of a broader restructuring to refocus on profitable areas, streamline operations, and divest non-core assets, positioning POS Malaysia for long-term success.

While retrenchment is a tough decision, it can be a necessary measure to regain profitability quickly and refocus the company for future growth.

Posted by Good123 > 5 days ago | Report Abuse

Pemberhentian pekerja (retrenchment) boleh menjadi strategi yang berkesan untuk POS Malaysia dalam meningkatkan keuntungan segera atas beberapa sebab:

Pengurangan Kos: Mengurangkan jumlah pekerja boleh menurunkan kos operasi dengan serta-merta, yang amat penting jika syarikat menghadapi tekanan kewangan. Ini membantu meningkatkan margin keuntungan dan memberikan bantuan kewangan jangka pendek.

Penstrukturan Semula Operasi: Pemberhentian pekerja membolehkan POS Malaysia memberi tumpuan kepada operasi teras, menghapuskan ketidakcekapan dan menyelaraskan tenaga kerja dengan model logistik yang moden dan berteknologi. Ini boleh meningkatkan produktiviti dan mengurangkan redundansi.

Fleksibiliti Kewangan yang Lebih Baik: Mengurangkan bilangan pekerja membebaskan wang tunai, membolehkan syarikat melabur semula dalam bidang kritikal seperti teknologi, infrastruktur, dan pengurangan hutang, yang dapat meningkatkan keuntungan lebih lanjut.

Menyesuaikan Diri dengan Perubahan Pasaran: Dalam sektor logistik dan e-dagang yang berubah dengan pantas, pemberhentian pekerja yang tidak diperlukan dapat membantu POS Malaysia menjadi lebih tangkas, memberi respons lebih cepat terhadap perubahan pasaran dan persaingan.

Penyelarasan dengan Strategi Jangka Panjang: Pemberhentian pekerja mungkin sebahagian daripada penstrukturan semula yang lebih besar untuk memberi tumpuan semula kepada kawasan yang menguntungkan, menyelaraskan operasi, dan melepaskan aset yang tidak teras, sekali gus meletakkan POS Malaysia untuk kejayaan jangka panjang.

Walaupun pemberhentian pekerja adalah keputusan yang sukar, ia boleh menjadi langkah yang perlu untuk mendapatkan semula keuntungan dengan cepat dan memberi fokus semula kepada pertumbuhan syarikat pada masa hadapan.