...STRICTLY PRIVATE AND CONFIDENTIAL Serial No. NNNNNNNNNN UNITED GROWTH BERHAD (Company No. 739648-W) Islamic Medium Term Notes pursuant to an Islamic Medium Term Notes Programme of RM2.2 billion under the Shariah principle of Musharakah Joint Lead Arrangers and Joint Lead Managers CIMB Investment Bank Berhad HSBC Amanah Malaysia Berhad (Company No: 18417-M) (Company No: 807705-X) 13 June 2012 IMPORTANT NOTICE Responsibility Statements This Information Memorandum has been approved by the directors of United Growth Berhad (Company No: 739648-W) (“UG” or “Issuer”) and UEM Group Berhad (Company No: 6551-K) (“UEM” or “Obligor”) and UG and UEM accept full responsibility for the accuracy of the information contained in this Information Memorandum. UG and UEM, after having made all reasonable enquiries, confirm that this Information Memorandum contains all information with respect to UG and UEM which is material in the context of the Islamic medium term notes programme of RM2.2 billion (“Programme”) and the offering of the Islamic medium term notes (“Sukuk”) under the Programme. The opinions and intentions expressed in this Information Memorandum in relation to UG and UEM are honestly held, have been reached after considering all relevant circumstances and are based on reasonable assumptions and there are no other facts in relation to UG and UEM or the Programme the omission of which would, in the context of the Sukuk issue, make any statement...
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...Devi Selvaraju Noor Armi Addila Bt Noor Ariff Nur Azlinda Bt A.Azaman Norliza Bt P P Mohamed • 2. AGENDA• INTRODUCTION• MANAGEMENT CONSTRAINT• COMPETITION• UNPROFITABLE ROUTES• INCREASED IN FUEL PRICE• MAINTENANCE COST• RECOMMENDATION • 3. INTRODUCTION• 1994- Privatized 32% controlling stake to Tajuddin Ramli through Naluri Berhad• 1998- Asian Financial Crisis MAS faced substantial losses• 2005- MAS reported loss RM1.3b• 1 Dec 2005- Idris Jala became CEO of MAS• 27 Feb 2006 - BTP 1 was announced • Action taken by management(Government intervention (Constrained freely changing destination, routes and pricing (4. 1. MANAGEMENT CONSTRAINT • 5. Constrained Freely ChangingDestination, Routes And Pricing • MAS suffered high losses due to poor management & fuel price increases. • MAS operations were identified as the causes of the RM1.3 billion loss are: – Escalating fuel prices – Increased maintenance and repair costs – Staff costs – Low yield per available seat kilometre • 6. Government Intervention • Transformation Programme: - Widespread Asset Unbundling (WAU) RM7bil in debt were shifted to Penerbangan Malaysia Berhad (PMB) - Government Linked Corporation (GLC) BTP is also part of the GLC which aims to make all GLCs more successful. • 7. Action Taken By The Management • Increased domestic price • Major cost reductions were made • Improve MAS network • New low cost community airline • Malaysia’s first commuter airline was launched • 8....
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...The original name of Malakoff Corporation Berhad is Malakoff Berhad. It was a plantation-based firm which was formed on 9 Ocktober 1975 and listed on Bursa Malaysia (previously named as the Main Board of the Kuala Lumpur Stock Exchange) in 1976. The company has then changed its corporate direction into power sector after disposing its plantation-based assets in October 1993. Nucleus Avenue (M) Berhad, a subsidiary of MMC Corporation Berhad has offered to acquire Melakoff Berhad (MB) on 17 May 2006. The acquisition includes all the assets except for cash and the assumption of all the debt and liabilities of MB for a total cash of RM9.307.6million. On 30 April 2007, the acquisition was finally completed. MB was then delisted from the official list of the Main Board of Bursa Securities (known as Main Market of Bursa Securities) on 18 July 2007. After being delisted, it was renamed to its present name, Malakoff Corporation Berhad (MCB) on 25 April 2007. Committe to sustainability, we hold the health, safety and security of our staff paramount. We take great care to minimize the impact on the environments in which we operate and as a responsible corporate citizen, we set out to be a good neighbour in whatever we do and wherever we go. At present, Malakoff is the leading IPP in Malaysia with an effective capacity of 5,346 MW comprising of 6 power plants that run on oil, coal and gas. On the international front, as an independent water and power producer (IWPP), we own a net...
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...GEZ PETROL STATION: USING COST-VOLUME-PROFIT ANALYSIS FOR PLANNING By KU NOR IZAH KU ISMAIL (Corresponding author) School of Accountancy UUM College of Business Universiti Utara Malaysia E-mail: norizah@uum.edu.my Tel: 04-9283906 And WAN NORDIN WAN HUSSIN Othman Yeop Abdullah Graduate School of Business Universiti Utara Malaysia GEZ PETROL STATION: USING COST-VOLUME-PROFIT ANALYSIS FOR PLANNING INTRODUCTION As an Area Manager of GEZ Berhad, a major oil company in Malaysia, in 2011, Mr Aiman was responsible for directing the sales activities of more than twenty petrol stations in the northern region of Malaysia. He was also responsible to train petrol station dealers and staff, initiate sales promotion and implement key initiatives to improve sales. Despite being a stable business with continuous increase in vehicles, often times, petrol station operators faced with the difficulty of sustaining the business, leading to the termination of the dealership license. The lack of knowledge in finance and costing, among others, contributed to business failures. Realising the importance of management accounting concepts and tools such as cost allocation and CVP analysis, Mr Aiman believed that the dealers and their relevant staff should have the knowledge in cost accounting. They should be able to differentiate between variable and fixed expenses, prepare a financial statement and perform a cost-volume-profit (CVP) analysis. To help the dealers perform the CVP...
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...[pic] SCHOOL OF ACCOUNTANCY UNIVERSITI UTARA MALAYSIA FIRST SEMESTER 2014/2015 (A141) COURSE CODE : BKAL3063 COURSE : INTEGRATED CASE STUDY PRE-REQUISITE : BKAF3073 FINANCIAL ACCOUNTING & REPORTING IV 1. SYNOPSIS This is a capstone course for the accountancy programs, which integrates knowledge from financial accounting & reporting, management accounting, taxation, audit, finance, management and business–related, information technology and other social sciences courses. Experiential exercises are embedded in this course to support learners’ effort in independent learning. 2. OBJECTIVES This course is designed to enable learners to integrate knowledge from the various related disciplines and to enhance their technical core competencies and their problem solving skills in the unstructured business environment. 3. LEARNING OUTCOMES Upon completion of the course, students are able to: i) interprete various accounting and business related issues in an organisational context. ii) undertake independent research. iii) develop alternative solutions to issues, devise action plans, and resolve implementation issues. iv) communicate ideas, views and recommendations effectively both verbally and in writing. v) demonstrate awareness of ethical considerations as part of the decision making process. vi) demonstrate leadership and teamwork in issues...
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