Posted by Good123 > 3 weeks ago | Report Abuse

😉3 LARGEST REGISTERED SHAREHOLDERS
No. Name of Shareholders No. of Shares %
1. RHB NOMINEES (TEMPATAN) SDN BHD
MALAYSIAN TRUSTEES BERHAD PLEDGED SECURITIES ACCOUNT FOR HICOM HOLDINGS
BERHAD
245,750,751 31.39
2. RHB NOMINEES (TEMPATAN) SDN BHD
MALAYSIAN TRUSTEES BERHAD PLEDGED SECURITIES ACCOUNT FOR DRB-HICOM BERHAD
172,997,399 22.10
3. KUMPULAN WANG PERSARAAN (DIPERBADANKAN) 31,038,500 3.97

Posted by Good123 > 3 weeks ago | Report Abuse

2019-2024 - 6 yrs rugi yearly... justify retrenchment due to such losses... need to cut labour cost, the biggest cost factor hindering profitability.

Posted by Good123 > 3 weeks ago | Report Abuse

Pos Malaysia, the national postal service provider, has faced significant challenges in recent years, including declining mail volumes due to digitalization, increased competition in the logistics sector, and financial losses. These factors have necessitated organizational restructuring, including retrenchment, to ensure the company’s sustainability.

Declining Mail Volumes

The rise of digital communication has led to a substantial decrease in traditional mail usage, directly impacting Pos Malaysia’s core revenue stream. This decline necessitates a reevaluation of operational capacities and workforce requirements.

Increased Competition

The logistics and courier industry in Malaysia has become highly competitive, with numerous local and international players. Pos Malaysia must streamline operations and reduce costs to maintain competitiveness, which may involve workforce reductions.

Financial Performance

Persistent financial losses have compelled Pos Malaysia to implement cost-cutting measures, including retrenchment, to stabilize its financial position and continue providing essential services.

Legal Considerations in Malaysia

In Malaysia, retrenchment is governed by the Employment Act 1955 and the Industrial Relations Act 1967. Employers must ensure that retrenchment is conducted in good faith, with genuine reasons, and in compliance with legal requirements, such as providing adequate notice and fair compensation to affected employees. 

In summary, retrenchment at Pos Malaysia is considered essential due to declining mail volumes, increased competition, and financial challenges. These measures aim to restructure the organization for long-term sustainability while adhering to Malaysia’s legal framework for fair retrenchment practices.

Posted by pschee > 3 weeks ago | Report Abuse

How not to lose money. Last. Time buy money order easy. Now difficult, susah buat. Courier also can't compete with others. Slow

Posted by Good123 > 3 weeks ago | Report Abuse

Tunggu retrenchment announcement fly punya, pasti🤗

Posted by Good123 > 3 weeks ago | Report Abuse

Retrenchment satu2nya Kaedah bagi selamatkan POS kini😰just do it

Posted by Good123 > 3 weeks ago | Report Abuse

Revival 2025 for POS; retrenchment besar-besaran, dah 6 tahun meanings, 2025 langkah survival , tiada 2nya🤗🤗🤗

Posted by Good123 > 3 weeks ago | Report Abuse

Tutup Post office yg Rugi, kurangkan staf… jualkan hartanah yg tak berhasil, dll

Posted by Good123 > 3 weeks ago | Report Abuse

Roger Roger retrenchment last call

Posted by Good123 > 3 weeks ago | Report Abuse

Last move is retrenchment to make it fly. 2025 a breakthru

Posted by Good123 > 3 weeks ago | Report Abuse

Retrenchment is unavoidable; last puzzle to make share price fly back to rm1 & above. Hold your breath

Posted by Good123 > 3 weeks ago | Report Abuse

mat salleh ceo 2021 + transformasi, etc till 2024; 2025 retrenchment besar-besaran major cost cutting move to bring the share price back to rm1 & higher

Posted by Good123 > 3 weeks ago | Report Abuse

dark horse 2025; hari ni announce retrenchment; esok fly nonstop... Keep some yay; nothing is certain except death & tax hehe

Posted by Good123 > 3 weeks ago | Report Abuse

Pos retrenchment is essential, ibu drb pun mau mampus kini 😅

Posted by Good123 > 3 weeks ago | Report Abuse

2019-24 6tahun gaji buta staf surplus, melebihi drp cukup hadibawang😂🤣

Posted by Good123 > 3 weeks ago | Report Abuse

Waiting for happy ending with the last move, checkmate sellers; namely retrenchment ... Unions pun dah faham dah😎😎😎😎

Posted by Good123 > 3 weeks ago | Report Abuse

Retrenchment is pos would save ibu drb & anak sama sekali 😇😇😇

Posted by Good123 > 3 weeks ago | Report Abuse

Mengapa Kesatuan Sekerja Perlu Menerima Jika Pos Malaysia Mengumumkan Pemberhentian Kerja

Di Malaysia, majikan seperti Pos Malaysia mempunyai hak untuk menyusun semula operasi mereka, termasuk melaksanakan pemberhentian kerja (retrenchment) atas sebab-sebab perniagaan yang sah seperti masalah kewangan atau perubahan teknologi. Namun, hak ini disertai dengan tanggungjawab undang-undang untuk memastikan keadilan dan ketelusan, terutamanya terhadap pekerja dan kesatuan mereka.

Rangka Kerja Undang-Undang dan Rundingan Dengan Kesatuan

Kod Amalan untuk Keharmonian Perindustrian menekankan kepentingan rundingan awal dengan wakil pekerja atau kesatuan sekerja sebelum melaksanakan pemberhentian kerja. Majikan dinasihatkan untuk membincangkan sebab-sebab pemberhentian dan mencari langkah untuk mengurangkan jumlah pekerja yang terjejas.

Walaupun kod ini bersifat panduan dan tidak mempunyai kuasa undang-undang, kegagalan mematuhinya boleh mempengaruhi penilaian Mahkamah Perusahaan terhadap keadilan proses pemberhentian. Oleh itu, melibatkan kesatuan sekerja adalah langkah penting dalam proses ini.

Hak Majikan dan Niat Baik

Majikan mempunyai hak untuk menyusun semula perniagaan mereka, termasuk membuat jawatan tertentu tidak diperlukan lagi. Namun, ini mesti dilakukan dengan niat baik dan bukan sebagai alasan untuk memberhentikan pekerja tertentu tanpa sebab yang sah. Mahkamah Perusahaan akan menilai pemberhentian untuk memastikan ia wajar dan dilaksanakan dengan betul.

Peranan dan Penerimaan Kesatuan Sekerja

Kesatuan sekerja memainkan peranan penting dalam mewakili kepentingan pekerja semasa proses pemberhentian. Mereka dijangka terlibat dalam rundingan dengan majikan untuk merundingkan syarat dan mencari alternatif bagi mengurangkan kehilangan pekerjaan. Walaupun kesatuan boleh mencabar pemberhentian yang tidak adil, mereka juga perlu mengakui hak majikan untuk menyusun semula operasi atas alasan perniagaan yang sah.

Kesimpulan

Secara ringkas, walaupun Pos Malaysia mempunyai hak untuk melaksanakan pemberhentian kerja atas keperluan perniagaan yang sah, ia terikat untuk berunding dengan kesatuan sekerja serta mengendalikan proses ini secara telus dan adil. Kesatuan sekerja perlu terlibat secara konstruktif dalam proses ini, dengan mengimbangi perlindungan hak pekerja serta mengiktiraf hak majikan untuk menguruskan perniagaan mereka dengan berkesan.

Posted by Good123 > 3 weeks ago | Report Abuse

If pemberhentian kerja is the satu-satunya pilihan yang tinggal, it suggests that Pos Malaysia might be facing severe financial or operational challenges, leaving no other viable alternatives. Here’s how this situation might be addressed:

Keadaan Satu-satunya Pilihan: Pemberhentian Kerja

Apabila pemberhentian kerja menjadi satu-satunya pilihan yang tinggal, ia biasanya berlaku apabila langkah-langkah lain seperti penjimatan kos, pengurangan gaji, atau penstrukturan semula tidak lagi mencukupi untuk memastikan kelangsungan syarikat. Dalam situasi ini:
1. Kewajiban Majikan:
• Memastikan pemberhentian kerja dilaksanakan secara adil, dengan mengikuti Kod Amalan untuk Keharmonian Perindustrian dan undang-undang buruh.
• Memberikan pampasan sewajarnya kepada pekerja yang terlibat, termasuk faedah pemberhentian (severance benefits).
2. Peranan Kesatuan Sekerja:
• Memastikan Hak Pekerja Terjamin: Kesatuan perlu memastikan bahawa semua proses dijalankan dengan betul, termasuk pampasan dan peluang penempatan semula.
• Bekerjasama Dengan Majikan: Kesatuan boleh membantu dalam mencari penyelesaian seperti pemotongan kos alternatif atau penempatan pekerja ke bahagian lain dalam syarikat.
3. Menghadapi Realiti:
• Dalam situasi ekonomi yang sukar, kadang-kadang kesatuan dan pekerja perlu menerima hakikat bahawa pemberhentian kerja mungkin tidak dapat dielakkan untuk menyelamatkan syarikat.

Kesimpulan

Jika pemberhentian kerja adalah satu-satunya pilihan yang tinggal, baik majikan mahupun kesatuan sekerja perlu bekerjasama untuk memastikan proses ini dijalankan dengan adil, telus, dan memberi sokongan kepada pekerja yang terjejas. Kesatuan perlu menerima keputusan ini sekiranya ia jelas merupakan langkah terakhir untuk menyelamatkan syarikat dan mengekalkan pekerja lain.

Posted by Good123 > 3 weeks ago | Report Abuse

Pos Malaysia has faced financial difficulties since 2019, primarily due to declining mail volumes, increased competition, and digital disruption. Despite a transformation plan initiated by a new CEO in 2021, the company has not implemented significant retrenchments. By 2025, retrenchment may become necessary for several reasons:

1. **Cost Reduction**: High labor costs, combined with automation, require a leaner workforce to improve profitability.
2. **Financial Health**: Ongoing losses may make workforce reductions essential to ensure sustainability and restore investor confidence.
3. **Strategic Realignment**: Pos Malaysia’s focus on e-commerce and logistics requires a workforce aligned with these areas, reducing the need for traditional roles.
4. **Competitive Pressure**: With increasing competition, cutting costs and improving efficiency is vital for remaining competitive.
5. **Employee Morale**: A restructuring could improve morale by focusing on a more agile and capable workforce.

Retrenchment in 2025 could be a strategic move to improve the company's financial position and adaptability in the evolving logistics market.

Posted by Good123 > 3 weeks ago | Report Abuse

Pemberhentian oleh Pos Malaysia berpotensi meningkatkan harga saham Pos Malaysia dan DRB-HICOM kerana ia dapat mengurangkan kos operasi, meningkatkan keuntungan, dan memulihkan keyakinan pelabur. Tindakan ini juga boleh mempertingkatkan kecekapan operasi dan memberi fokus kepada bidang yang lebih menguntungkan seperti logistik e-dagang. Selain itu, sokongan DRB-HICOM terhadap penyusunan semula ini boleh memperbaiki persepsi pasaran terhadap kedua-dua syarikat, menjadikannya lebih menarik kepada pelabur. Secara keseluruhan, pemberhentian dapat meningkatkan prestasi kewangan dan prospek jangka panjang, yang seterusnya dapat meningkatkan harga saham.

Posted by Good123 > 3 weeks ago | Report Abuse

**Pemberhentian oleh Pos Malaysia berpotensi meningkatkan harga saham Pos Malaysia dan DRB-HICOM kerana:**

1. **Peningkatan Kesihatan Kewangan**
- **Pengurangan Kos**: Menurunkan kos buruh dan meningkatkan keuntungan.
- **Memulihkan Keyakinan Pelabur**: Tindakan tegas meningkatkan keyakinan pelabur.

2. **Penyusunan Strategik dan Peningkatan Kecekapan**
- **Fokus pada Bidang Utama**: Fokus pada logistik e-dagang untuk pertumbuhan jangka panjang.
- **Kecekapan Operasi**: Tenaga kerja yang lebih kecil meningkatkan kelincahan dan kecekapan.

3. **Persepsi Pasaran terhadap DRB-HICOM**
- **Manfaat kepada DRB-HICOM**: Prestasi Pos Malaysia yang lebih baik memberi kesan positif kepada saham DRB-HICOM.
- **Penciptaan Nilai Jangka Panjang**: Sokongan terhadap penyusunan semula meningkatkan nilai saham DRB-HICOM.

4. **Mengoptimumkan Tenaga Kerja untuk Pertumbuhan**
- **Penyusunan Semula untuk Pertumbuhan**: Pemberhentian sebahagian daripada strategi untuk transformasi digital.

5. **Reaksi Positif Pasaran terhadap Keputusan Tegas**
- **Kepimpinan yang Kukuh**: Pasaran memberi ganjaran kepada keputusan sukar yang memperbaiki kewangan, memberi kesan positif kepada harga saham.

**Kesimpulannya**, pemberhentian meningkatkan kesihatan kewangan, kecekapan, dan prospek pertumbuhan jangka panjang, yang seterusnya berpotensi meningkatkan harga saham Pos Malaysia dan DRB-HICOM.

Posted by Good123 > 3 weeks ago | Report Abuse

Retrenchment, as a strategic business decision, involves reducing the size of a company's workforce or scaling down its operations to reduce costs and improve efficiency. For POS Malaysia to make a profit in the current climate, retrenchment might be the most viable option due to several compelling reasons:

### 1. **Cost Reduction in the Face of Declining Revenues**
POS Malaysia, like many traditional postal services, faces declining revenue from its core business of mail delivery. The rise of digital communication, email, and e-commerce platforms has led to a significant drop in the volume of traditional mail, which is a major revenue stream. Simultaneously, the cost of operations — including wages, benefits, and pension commitments — remains relatively high. Retrenchment allows POS Malaysia to reduce overhead costs, streamline its workforce, and adapt to new economic realities.

### 2. **Shift Toward Digital and E-commerce Services**
In a world increasingly dominated by digital transactions and e-commerce, POS Malaysia must adjust its business model. Although the company has diversified into logistics and financial services, the shift in consumer preferences and business practices requires substantial realignment. Retrenchment can be part of this transformation, helping the company focus on growth areas such as parcel delivery, e-commerce logistics, and digital solutions, while shedding unproductive or obsolete roles.

### 3. **Improving Operational Efficiency**
Retrenchment can also facilitate the restructuring of POS Malaysia's operations to ensure higher efficiency. By eliminating redundancies and optimizing manpower, POS Malaysia can reduce inefficiencies in its processes. With a leaner workforce, the company can reallocate resources towards more profitable areas and automate more processes, resulting in better utilization of capital and human resources.

### 4. **Global Market Trends**
The global postal and courier industry is undergoing significant restructuring. Many national postal services around the world have implemented retrenchment as part of a broader strategy to remain competitive in an industry increasingly dominated by private couriers and digital solutions. To avoid falling further behind, POS Malaysia must align with global best practices and ensure that it can sustain profitability in a rapidly changing market.

### 5. **Sustainability and Long-term Profitability**
Without retrenchment, POS Malaysia risks long-term financial instability. The company faces a shrinking market for traditional postal services, and while expanding into logistics and financial services is vital, these areas may not be profitable enough to offset the high operational costs. Retrenchment allows POS Malaysia to ensure long-term sustainability by enabling it to reinvest savings into more promising ventures, such as expanding its digital and e-commerce logistics capabilities.

### 6. **Addressing Overstaffing**
Overstaffing is a common issue in companies that have not adapted to changing market conditions. POS Malaysia may be experiencing an excess workforce in certain departments, particularly in traditional mail delivery and administrative roles. Retrenchment helps streamline the workforce, ensuring that the company is not carrying excess employees who are not aligned with current strategic priorities.

### 7. **Avoiding Bankruptcy or Insolvency**
If POS Malaysia continues to operate with a high-cost structure without adjusting its workforce, it could face significant financial challenges, including potential bankruptcy or insolvency. Retrenchment is a preventive measure, enabling the company to remain viable by cutting unnecessary costs, stabilizing its financial position, and improving profitability.

### Conclusion
Retrenchment for POS Malaysia is not a desirable option, but in the context of declining mail revenues, the need to pivot to e-commerce, and the necessity of maintaining operational efficiency, it may be the only practical solution for the company to regain profitability and long-term sustainability. The decision, while difficult, can set the stage for a leaner, more focused organization capable of thriving in a digital-first economy.

Posted by abang_misai > 3 weeks ago | Report Abuse

Why so bebal one? Why everyday recycle the same texts again and again?

Hari itu bukan main hang bantai owner POS.

Hari ini puji pulak kepandaian management pelbagai kan saluran perniagaan.

Haha. Bebal belum sudah.

Posted by abang_misai > 3 weeks ago | Report Abuse

Apa apa pun, abang ucap taniah sebab POS naik 2.04% dalam 1 hari.

Skim pelaburan ponzi pun tak boleh lawan pulangan pelaburan 2% sehari.

Posted by riza666 > 3 weeks ago | Report Abuse

Retrenchment is not an option, Is POS financially stable for the MSS/VSS? In 2021 already made a move, but nothing too much or significantly impacted the financial performance. Thus, a new recruiter was made and was paid double or triple, but the result showed no performance at all. Charles Brewer is brainless and drains out the idea, is just a wasted.

Posted by ks55 > 3 weeks ago | Report Abuse

Business model must change to bring life to POS Malaysia. Why GDex and other courier service providers striving but not Pos Malaysia? Never contact the recipient before hand but just leave a notice asking to collect his item in Post Office during office hour. Who on earth willing to travel to Post Office during office hour and looking for parking?

Posted by riza666 > 3 weeks ago | Report Abuse

The business model they have, but those who os VPs in the office were brainless and drained out of the idea. I do have an order online, and those couriers will notify the item has already been placed or delivered, but some other couriers won't do that. Maybe the model they are using is to make people tend to be Q up into the Post Office for the Pos Shop, a good move but not enough to secure the courier business at this moment. We all know that e-commerce platforms like Shopee and Lazada have their delivery services. But POS was traditional and became backwards instead of forward. I would not hired Charles Brewer if I were the owner of the company, I wouldn't. He was not competent at all.

Posted by Good123 > 3 weeks ago | Report Abuse

Hanya retrenchment je dapat selamatkan pos, overstaffing for many years. Terbukti!!!!

STATEMENT Of VALUE ADDED
AND VALUE DISTRIBUTED
FY2022 FY2023
RM’ million RM’ million
VALUE ADDED
Revenue 1,960.8 1,870.7
Purchase of goods and services (1,209.2) (1,290.6)
Value added by the Group 751.6 580.1
Other operating income/expense (net) (28.5) 33.3
Finance income 1.7 2.3
Finance costs (37.2) (44.1)
Foreign exchange loss (7.2) (1.0)
Share of results of associate (0.6) 0.1
Value added available for distribution 679.8 570.7
DISTRIBUTION
To Employees
Employment cost 869.5 964.0
To Government/Approved Agencies
Tax and zakat (1.1) 19.0
To Shareholders
Non-controlling interests – 0.8
Retained for reinvestment and future growth
Depreciation, impairment and amortisation 240.9 169.0
Net reduction in retained profits (429.5) (582.1)
Total distributed 679.8 570.7

Posted by Good123 > 3 weeks ago | Report Abuse

Gdex jugak rugi sejak 2022.

EPS DPS NTA Revenue P/L Quarter Q Date Financial Year Announced ROE QoQ% YoY% Report
31 Dec, 2024
-0.0600 0.000 0.0700 108.3m -3.4m 3 2024-09-30 31 Dec, 2024 2024-11-27 -0.9% 17.8% 57.8% View
-0.1000 0.000 0.0800 96.9m -2.9m 2 2024-06-30 31 Dec, 2024 2024-08-29 -1.3% 35.2% 74.2% View
-0.0400 0.000 0.0800 99.4m -2.2m 1 2024-03-31 31 Dec, 2024 2024-05-27 -0.5% 73.3% 70% View
31 Dec, 2023
-0.1500 0.100 0.0800 102.5m -8.1m 4 2023-12-31 31 Dec, 2023 2024-02-29 -1.9% 0.8% 54% View
-0.1400 0.000 0.0800 101.1m -8.2m 3 2023-09-30 31 Dec, 2023 2023-11-27 -1.8% 28.1% 24.2% View
0.2000 0.000 0.0800 95.1m -11.3m 2 2023-06-30 31 Dec, 2023 2023-08-28 2.5% 57.4% 219.8% View
-0.1300 0.000 0.0900 98.5m -7.2m 1 2023-03-31 31 Dec, 2023 2023-05-29 -1.4% 20% 279.7% View
31 Dec, 2022
-0.0900 0.150 0.0900 102.6m -6.0m 4 2022-12-31 31 Dec, 2022 2023-02-28 -1.0% 8.5% 201.7% View
-0.1200 0.000 0.0900 95.3m -6.6m 3 2022-09-30 31 Dec, 2022 2022-11-22 -1.3% 141.2% 169.4% View
-0.0700 0.000 0.0900 93.5m -2.7m 2 2022-06-30 31 Dec, 2022 2022-08-23 -0.8% 43.4% 140.3% View
-0.0300 0.000 0.0900 91.9m -1.9m 1 2022-03-31 31 Dec, 2022 2022-05-24 -0.3% 126.1% 134% View


@ks55

Business model must change to bring life to POS Malaysia. Why GDex and other courier service providers striving but not Pos Malaysia? Never contact the recipient before hand but just leave a notice asking to collect his item in Post Office during office hour. Who on earth willing to travel to Post Office during office hour and looking for parking?

2 hours ago

Posted by Good123 > 3 weeks ago | Report Abuse

It is a norm; just do it pos🤩🥳

https://vulcanpost.com/877468/carousell-singapore-layoff-76-employees-regional-offices/?fbclid=IwZXh0bgNhZW0CMTEAAR1aoqiO1jCP5JYSl4lEBhYfEKdmD-7DUhz1nn3V4yoBx4w5rSVgq_L0Hm4_aem_HPw5b8HZCsrhY105g5id0A

Posted by Good123 > 3 weeks ago | Report Abuse

Retrenchment is a must; 2019 started losing money.

Revenue per employee:
2021 RM115,000; 2022 RM110,000; 2023 RM108,800, etc. No brainers to reduce manpower.

Posted by raviy2k13 > 3 weeks ago | Report Abuse

This is a case of poor business acumen on failing to recognise and leverage on the best distribution network in MY. Similar to KTM.

Posted by Good123 > 3 weeks ago | Report Abuse

Syarikat pelaburan berkaitan kerajaan Malaysia (GLIC) telah berkembang menjadi mesin wang gergasi, menjadikannya “ikon kejayaan” ekonomi negara.
Walau bagaimanapun, pertumbuhan ini adalah pedang bermata dua bagi Putrajaya kerana menyediakan mekanisme semak dan imbang terhadap keputusan korporat dan pelaburan GLIC semakin sukar dan kompleks.

Posted by Good123 > 2 weeks ago | Report Abuse

Tunggu announcement of retrenchment, terus fly

Posted by Good123 > 2 weeks ago | Report Abuse

Last move to checkmate low price now

Posted by Good123 > 2 weeks ago | Report Abuse

checkmate is retrenchment, the final move to bring pos share price back to RM1-2... New CEO in 2021 started transformation, digitalisation, etc with capex + talents to improve efficiency, effectiveness & economy but the number of headcounts has not reduced accordingly. With 6 yearly losses, it is justifiable to slash headcount to cut loss or stop the bleeding... just do it.

Posted by Good123 > 2 weeks ago | Report Abuse

Justifying retrenchment as a final measure to make POS Malaysia profitable again involves weighing the need for cost-cutting against the overall goal of profitability and market recovery. Let's break it down:

1. The Context: POS Malaysia's Challenges
POS Malaysia has faced continuous losses over the past six years. Despite efforts made since the new CEO took over in 2021, focusing on transformation and digitalization, it appears that the company’s cost structure remains unsustainable. The company has invested heavily in capital expenditure (capex) and talent to enhance its efficiency, but one critical issue has been the number of employees, which has not decreased in proportion to the company's improved infrastructure and technology.

2. The Case for Retrenchment as the Final Puzzle
Overstaffing: If the company has made significant strides in digitalization and automation, which should increase operational efficiency, yet the headcount has not been adjusted accordingly, it suggests inefficiency. With fewer tasks requiring human intervention due to automation, continuing to maintain a large workforce only adds to the company's expenses without contributing to proportional revenue gains. Retrenchment becomes an appropriate and rational solution to align the workforce with the company’s modernized operations.

Cost-Cutting: A major reason for retrenchment would be to drastically cut operational costs. If POS Malaysia continues to operate with the same level of staffing while facing annual losses, the company will struggle to reach profitability. Slashing headcount directly reduces labor costs, which is one of the most significant expenses for a company. By aligning staff levels with the company’s reduced operational needs, POS Malaysia can slow the financial bleeding.

Shareholder Pressure: Investors often look at the bottom line, and POS Malaysia’s stock price (currently below RM1) indicates that the market has lost confidence. Cutting unnecessary costs through retrenchment might signal to the market that the company is making hard decisions to regain profitability. If POS Malaysia can prove that these actions will lead to a leaner and more profitable operation, it could have a positive impact on the stock price.

3. Retrenchment as Part of a Comprehensive Plan
While retrenchment can be seen as a necessary evil, it must be positioned as a final step in a broader, more strategic transformation:

Previous Efforts: The CEO has already initiated important transformations, including digitalization and investment in technology. These moves should have ideally reduced the demand for human labor. If this has not been reflected in headcount reductions, retrenchment should now be the logical conclusion to match the company’s operational capabilities with the reduced need for manpower.

Efficiency Gains: If the company can demonstrate that the digital transformation has led to improved efficiency, then retrenching staff who are no longer necessary due to these gains is a reasonable decision. The company should focus on retaining employees in higher-value roles that cannot be automated, such as strategic leadership or customer service, while shedding redundant positions.

Employee Support & Fairness: The retrenchment process must be handled ethically. It should be accompanied by proper severance packages and support for affected employees, which could soften the negative social impact. If the restructuring is done transparently and fairly, it may even help maintain morale among remaining employees, as they’ll understand the need for such measures.

4. Long-Term Perspective: Health of POS Malaysia
Retrenchment might be a painful but necessary step for POS Malaysia to become profitable in the long run. By cutting costs, the company can:

Free up resources to invest in innovation and customer-centric initiatives.
Improve financial performance, which could attract investor confidence and positively affect the stock price.
Operate with a more efficient and effective workforce that aligns with the future direction of the company.
Conclusion:
Retrenchment can be justified as the final puzzle in POS Malaysia's transformation if it aligns with the company's digital strategy, reduces unnecessary costs, and addresses the company’s ongoing losses. Given the ongoing financial struggles and the improvements made in technology, the decision to reduce headcount can be seen as the necessary last move to stop the financial bleeding, stabilize the company, and position it for profitability. However, it should be part of a well-thought-out plan, carefully executed to ensure that the long-term health of the company and its employees are both prioritized.

Posted by Good123 > 2 weeks ago | Report Abuse

Retrenchment can be justified as the final step to make POS Malaysia profitable after six years of losses. Although the new CEO has implemented transformation and digitalization, the number of employees has not been adjusted according to the efficiency gains from technology. Reducing the workforce will cut high operating costs and help the company stop the financial bleeding. Retrenchment is a reasonable final step after efforts to improve efficiency and investment in technology, and it could boost investor confidence and have a positive impact on the stock price. However, it must be carried out fairly, transparently, and with support for affected employees.

Posted by Good123 > 2 weeks ago | Report Abuse

### Justification for Retrenchment as the Final Step to Make POS Malaysia Profitable

- **1. Context: POS Malaysia's Challenges**
- POS Malaysia has faced continuous losses over the past six years.
- Despite efforts under the new CEO since 2021 focusing on transformation and digitalization, the company's cost structure remains unsustainable.
- Significant investments have been made in capital expenditure (capex) and talent, but the workforce has not been reduced in line with improvements in infrastructure and technology.

- **2. Importance of Retrenchment as the Final Step**
- **Overstaffing:**
- If digitalization and automation have progressed, reducing the need for human intervention, maintaining a large workforce adds to costs without corresponding revenue increases.
- Retrenchment is a reasonable solution to align the workforce with the modernized operations.
- **Cost-Cutting:**
- The main reason for retrenchment is to drastically reduce operating costs. Continuing with the same headcount while incurring annual losses will make it difficult for POS Malaysia to achieve profitability.
- Cutting the workforce directly reduces labor costs, which are one of the largest expenses for the company.
- Aligning employee numbers with reduced operational needs will stop financial losses.
- **Shareholder Pressure:**
- Investors focus on the bottom line, and POS Malaysia's stock price (currently below RM1) shows a loss of market confidence.
- Cost-cutting through retrenchment may signal to the market that the company is making tough decisions to regain profitability, potentially improving stock performance.

- **3. Retrenchment as Part of a Comprehensive Plan**
- **Previous Efforts:**
- The CEO has initiated important transformations, including digitalization and technology investments, which should have reduced the need for human labor.
- If workforce reductions haven’t occurred yet, retrenchment becomes a logical step to align the workforce with modern operational needs.
- **Efficiency Gains:**
- If digital transformation has improved efficiency, retrenching employees no longer needed due to these gains is a justifiable decision.
- The company should focus on retaining employees in higher-value roles that cannot be automated, such as strategic leadership or customer service, while reducing redundant positions.
- **Employee Support & Fairness:**
- Retrenchment must be handled ethically, with appropriate severance packages and support for affected employees to minimize negative social impact.
- Transparent and fair restructuring may help maintain morale among remaining employees, as they understand the necessity of these measures.

- **4. Long-Term Perspective: POS Malaysia's Health**
- Retrenchment may be painful but necessary for long-term profitability:
- It frees up resources to invest in customer-focused innovations and initiatives.
- Improves financial performance, which could attract investor confidence and positively impact stock price.
- Allows the company to operate with a more efficient and effective workforce aligned with its future direction.

- **Conclusion:**
- Retrenchment can be justified as the final step in POS Malaysia's transformation if it aligns with the company's digital strategy, reduces unnecessary costs, and addresses ongoing losses.
- Given the continuous financial challenges and technological improvements, reducing the workforce is a necessary step to stop financial bleeding, stabilize the company, and position it for future profitability.
- However, this should be part of a well-thought-out plan, executed carefully to ensure the long-term health of the company and its employees.

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.