abang_misai

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.

1 week ago

riza666

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.

1 week ago

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?

1 week ago

riza666

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.

1 week ago

Good123

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

1 week ago

Good123

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

1 week ago

Good123

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

1 week ago

Good123

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.

1 week ago

raviy2k13

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

1 week ago

Good123

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.

1 week ago

Good123

Tunggu announcement of retrenchment, terus fly

1 week ago

Good123

Last move to checkmate low price now

1 week ago

Good123

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.

1 week ago

Good123

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.

1 week ago

Good123

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.

1 week ago

Good123

### 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.

1 week ago

Good123

### 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.

1 week ago

Good123

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.

1 week ago

Good123

### 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.

1 week ago

Good123

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.

1 week ago

Good123

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

1 week ago

ocbc

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 )

1 week ago

Good123

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

1 week ago

Good123

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.

1 week ago

Good123

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.**

1 week ago

Good123

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.

1 week ago

Good123

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

---

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

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

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

---

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

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

---

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

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

---

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

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

---

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

---

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

1 week ago

Good123

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

1 week ago

Good123

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

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

1 week ago

Good123

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Uploaded by Lam Seng Fatt

1 week ago

Good123

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

1 week ago

Good123

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

Volume Spikes and Trends:

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

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

1 week ago

Good123

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

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

1 week ago

Good123

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

1 week ago

1288Go

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

1 week ago

Good123

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

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

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

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

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

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

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

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

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

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

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

1 week ago

riza666

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

1 week ago

Good123

Tutup kedai macam nationwide express?

1 week ago

Good123

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

1 week ago

Good123

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

1 week ago

riza666

@Good123

Tutup kedai macam nationwide express?

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

1 week ago

Good123

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

1 week ago

Good123

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

1 week ago

Good123

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

1 week ago

Blackcrusade

Hey2, new low again today

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

1 day ago

abang_misai

Insyahallah POS akan ada sinar pada hari khiamat nanti.

1 day ago

abang_misai

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

1 day ago

riza666

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

1 day ago

Blackcrusade

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

23 hours ago

Blackcrusade

@ocbc you bila nak cabut? Next guy ke?

22 hours ago