...largest shareholder, Khazanah Nasional Bhd, is divesting its stake in the national carmaker. It was also reported that Khazanah was likely to ask for business proposals from parties interested in its 42.7% stake in Proton. Last Friday, Proton's shares and warrants were also actively traded with the counter closing 51 sen higher than the previous day. Its share price has shot up by 66% over the past three weeks, reaching a intra-day high of RM4.60 yesterday with 20.16 million shares traded. This is due to the fact that Proton is looking into the possibility of a partnership with an established auto manufacturer with technological capabilities. With Khazanah's entry price of around RM8 and Proton's net tangible asset per share of RM7.62 as of end September, the offer price for Khazanah's 42.7% stake should very well be above the last closing price of RM3.61, which works out to be about RM2bil. If VW could benefit from DRB-HICOM's acquisition; this would give the German marque exclusive access to Proton's Tanjung Malim plant, accelerating its current Asean manufacturing timeline of producing 50,000 units of VW by 2018. CIMB Research motor analyst Loke Wei Wern said that a restructuring could take place, which could ultimately lead to a strategic partnership between VW and Proton. If this is true, it would be a very positive development for Proton. DRB-HICOM closed 20 sen higher at RM2.20 with 31.754 million shares changing hands. In 2006 and 2007, Khazanah was in talks with...
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...AIME BINTI MOHD NOR AC088220 NURAINI BINTI ABDUL AZIZ AC088484 PREPARED FOR: SIR AZWAN ABDUL RASHID COMPANY BACKGROUND PERUSAHAAN OTOMOBIL NASIONAL BERHAD or PROTON was incorporated on May 7, 1983 to manufacture, assemble and sell motor vehicles and related products, including accessories, spare parts and other components. PROTON produced Malaysia’s first car, the Proton SAGA which was commercially launched on July 9, 1985 by Malaysian Prime Minister, Dato’ Seri Dr. Mahathir Mohamad who conceived the idea of a Malaysian car. PROTON was publicly listed on the Kuala Lumpur Stock Exchange (KLSE) in 1992 and its shareholders include Khazanah Nasional Berhad, Petroliam Nasional Berhad, Mitsubishi Corporation, Mitsubishi Motors Corporation, Employee Provident Fund Board and other local and foreign investors. Proton Holdings Berhad, through its subsidiaries, manufactures, assembles, and sells motor vehicles and related products primarily in Malaysia. It also involves in the importation, distribution, and wholesale of motor vehicle and related parts; development and management of properties, as well as provides engineering consultancy, after-sales services, financing, and vehicle engineering services. Organization Chart (YEAR 2009) DATO’ MOHAMMED AZLAN HASHIM (Chairman) DATO’ HAJI SYED ZAINAL ABIDIN B. SYED MOHAMED TAHIR (Managing Director) TUAN HAJI ABDUL JABBAR...
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...Assignment: Argumentative/ Persuasive Essay Weightage: 15% Title of essay: On 8 August 2014, Khazanah National announced plans to privatise Malaysia Airlines (MAS) in an attempt to revive the national carrier as it was struggling financially. Without doubt, the twin aviation disasters, MH370 and MH17, have also further contributed negatively towards MAS financials. The former prime minister of Malaysia, Dr Mahathir Mohamad said that the national flag carrier should be privatised as it is running at a loss. The Malaysia Airlines System Employees Union (Maseu), on the other hand, strongly stated that they will only support the privatisation of MAS if there is to be a new management team. In the past 12 years, MAS has undertaken about half-a-dozen restructuring exercises. Considering its current situation, the idea to privatise is seen as a necessity. In your opinion, can MAS turn itself around if it is now to be privatised? Why or why not? Justify your stand and support your arguments with reasons and examples. You should write between 600 and 650 words. Instructor: Mrs Anuratha Murugagoo On 8 August 2014, Khazanah Nasional Berhad (“Khazanah”) proposed an official petition to the Board of Directors of Malaysian Airline System Berhad (“MAS”) to handle a particular capital cutback and refund apply (“Proposed SCR”) of MAS’ ordinary shares. It shows the strategies of Khazanah National to privatise Malaysia Airlines (MAS) in an effort to recover the federal carrier while it...
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...CHAPTER 1 INTRODUCTION 1.1. Objectives Sovereign Wealth Funds (SWF) is the terms that often made headlines for their deals, their investments, their transparency and sometimes the lack of it. They hold the people’s money, hence the scrutiny from public eyes. They also have more aggressive risk appetite than the usual reserve manager of a country which uphold the liquidity, security, and profitability principals and that results in an even more detailed scrutiny to the SWF. The term SWF itself has first mentioned by Rozanov in 2005 when he wrote for Central Banking Journal1, but actually SWF have been around since before that. For example Government of Singapore Investment Corporation and Temasek Holdings, the two prominent SWF from Singapore have already been established in 1981 and 1974, respectively. SWF’s asset under management amount is also increasing overtime. Preqin estimated that the growth of asset is up from USD 3.07 trillion in December 2008 to USD 6.3 trillion in March 2015 as seen in Figure 1.1 Sovereign Wealth Fund Assets under Management2. Norway’s Government Pension Fund currently has the biggest asset among them which is amounting to USD 882 billion3. It is interesting to see whether the smaller counterparts from Asia also enjoys the rise in their asset as well. The objectives of this paper is to comprehend and appreciate the dynamics of smaller SWF from emerging and developing Asia (IMF definition)4. 1 Rozanov, Andrew, 2005. Who holds...
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...separate ways to become Singapore Airlines (SIA) and Malaysia Airline Limited (subsequently renamed to Malaysia Airline System (MAS)) independently. As of 31st December 2013, MAS operates a fleet of total 147 aircrafts (108 MAS + 39 Subsidiary). Other MAS subsidiary providing air services included MASkargo, Firefly and MASwings. MAS has been suffering from losses continuously since year 2011 even though revenue and passenger increased in the year 2013. Coupled with the MH370 and MH17 tragic incidents in year 2014, Malaysia government called for a recovery plan to be executed to turn MAS back to profitability. The recovery plan was put together by Khazanah Nasional (Federal government Investment Arm, which happens to be majority stakeholder of MAS) and to be carried out by MAS. An estimated total fund injection of RM6 billion by Khazanah Nasional over three years hoping to resuscitate loss-making MAS. External Environment Analysis 1. PESTEL Analysis – Macro Environment Political: * Political environment is stable - it can be predict that in the coming years the stability will continues....
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...Malaysian businessman Tan Sri Tajudin Ramli. The writer further critiques that the decision to re-nationalize MAS was not because of financial but because of political reasons. Ever since then, not one of the many CEOs managed to turn the airline around. One of the reasons is that the CEOs did not dare to address the main issue of the airline, which is the mismatch between its operations and employment. Addressing this problem meant job cuts which would mean lack of support from airline staffs. Even when the airline renewed its fleet, cut fares and carried more passengers, it still suffered losses. Therefore Khazanah has decided to buy each share that the company did not own for 27sen each. Considering that Khazanah owns only 69.4% of the company, they would have to pay approximately RM1.05 billion to own the rest of the shares. Private ownership would allow Khazanah to introduce an appropriate capital structure to meet the airline’s substantial funding requirements in the next few years, and sustain operations amid a high level of debt. Although this decision is required, it will no doubt be financially burdensome for Putrajaya. Furthermore, with privatization, other recurrent issues like indiscipline, low productivity, abuse of power and corruption need to be addressed. To address this problem the government would need to appoint high caliber expatriate managers from globally...
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...Speculation is rife that the Prime Minister is considering aborting the share swap deal between both companies as the alliance had failed to show any improvement. A local news portal reported last week that the Government was also asked Khazanah Nasional Bhd. To buy back a 20.5 % stake that has been exchanged with Tune Air Sdn. Bhd for a 10% stake in budget carrier AirAsia. The report also said that MAS Employees Union (Maseu) had met and urged the Prime Minister to abort the deal. MAS employees’ complaints include the management style of deputy chief executive officer Mohammed Rashdan Yusof. Another complaint is the talk of being redeployed outside MAS to short-haul premium airline headed by Rasdhan as that would mean a loss of benefits. Both Khazanah and Ahmad Jauhari have yet to respond to earlier StarBiz queries. While the cries of the union workforce of MAS over the need to protect their jobs are felt by the Prime Minister, we have reiterated that the key low-hanging fruit fro. MAS to pick lies in trimming its excessive workforce (MAS has some 20, 000 employees versus AirAsia’s 9,000 and Singapore Airlines’ 21, 000), “ OSK research said. Furthermore the research house said with routes between AirAsia and MAS already rationalised as well as key employees from AirAsia being deployed to MAS, it believes the unravelling of the share swap deal inked last year would not bode well for the Malaysian corporate scene. Aside from scrapping the share swap deal, rumours are abound...
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...Conclusion Success is not guaranteed for Malaysia Airlines even after the restructuring, this is a very difficult process and will take a lot of time to complete. Khazanah Nasional have planned all the steps that they will take for the restructuring process but executing all of the steps will be another problem. The new company must decide what it wants to be, a luxury airline like Singapore Airlines or a low cost airline like Air Asia, they must make the right choice, if not, then they will be back to where they were before, not luxurious enough to compete with Singapore Airlines and not cheap enough to compete with Air Asia, if they make the wrong decision then the new company will be battered by these two airlines. Khazanah Nasional must try their hardest to rebrand Malaysia Airlines, in the past it has been proven that the rebranding of an airline can be successful, example: valujet rebranded as AirTran Airways before merging with SouthWest. Another option for Malaysia Airlines is to merge with another airline or buy another airlines’ share just like Singapore Airlines buying 40% of China Eastern Airlines’ shares (Zhang, 2014). Only time will tell whether Malaysia Airlines can be successful again, but as history has shown it is possible for an airline to become successful again even after a deadly crash (Bishop, 2014). In 1979, Air New Zealand crashed into mount Erebus on Ross Island, Antartica. Now, Air New Zealand is regarded as one of the world’s best airline with...
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...MAS - Airasia Deal Rumoured To Be Scrapped But Nothing Concrete So Far Speculation is rife that the Prime Minister is considering aborting the share swap deal between both companies IMAS & AirAsial as the alliance had failed to show any improvement. A local news portal reported last week that the Government was also considering taking MAS private and asked Khazanah Nasional Bhd. to buy back a20.5 %o stake that has been exchanged with Tune Air Sdn. Bhd for a700/o stake in budget carrier AirAsia. The report also said that MAS Employees Union (Maseu) had met and urged the Prime Minister to abort the deal. MAS employees' complaints include the management style of deputy chief executive officer Mohammed Rashdan Yusof. Another complaint is the talk of being redeployed outside MAS to short-haul premium airline headed by Rasdhan as that would mean a loss of benefits. Both Khazanah and Ahmad Jauhari have yet to respond to earlier StarBiz queries. While the cries of the union workforce of MAS over the need to protect their jobs are felt by the Prime Minister, we have reiterated that the key low-hanging fruit for MAS to pick lies in trimming its excessive workforce [MAS has some 20, 000 employees versus AirAsia's 9,000 and Singapore Airlines' 21, 000), " 0SK research said. Furthermore the research house said with routes between AirAsia and MAS already rationalised as well as key employees from AirAsia being deployed to MAS, it believes the unravelling of the share swap...
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...& EDITED BY SEOW KIAN TAN Background CIMB Group is Malaysia’s second largest financial services provider. It is listed on Bursa Malaysia through Bumiputra-Commerce Holdings Berhad (BCHB). In 2004, the CIMB Group began the process of creating a strong and competitive universal bank anchored by Commerce International Merchant Bankers (CIMB), Malaysia’s largest investment bank. In line with CIMB's forward thinking philosophy, CIMB has acquired stakes in international banks and these subsidiaries have been integrated into the CIMB Group making the CIMB Group the leader in investment banking in Southeast Asia. The majority stakeholder (28.39%) of the CIMB Group is Khazanah Nasional, which is the investment holding arm of the Malaysian Government. Khazanah Nasional also owns a stake in CIMB-Niaga (Khazanah Nasional Berhad, 2010). In just 2 years, CIMB transformed itself from Malaysia’s no. 1 investment bank into a regional universal banking group. CIMB has grown from staff strength of 1,000 in Malaysia to 20,000 in 12 countries while market capitalization has increased from RM6.3 billion to RM19.5 billion. The Group’s total assets grew from RM14.7 billion to RM155 billion with a further RM18 billion being third party funds under management (CIMB, 2010). Objectives and Philosophy CIMB’s objective is to create value by serving the needs of its clients, and doing this with integrity (Anonymous, Personal communication, September 15th 2010), CIMB's primary focus is its...
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...11636637 Contemporary Issues in Business and Management 6BUS1101 Assignment One – The Internet of Things Contents Page | Page Number | | | 2.0 Introduction | 1 | | | 3.0 Internet of Things | | 3.1 What is Internet of Things | 1 | 3.2 Why is this a contemporary issue? | 1 | | | 4.0 Managing in an increasingly global world | 2 | | | 5.0 Environment and Culture | 2-3 | | | 6.0 Issues in managing change and innovation | 3-4 | | | 7.0 Conclusion | 5 | | | 8.0 References | 6 | | | 1.0 Introduction The following report will be all about Internet of Things. Namely, what it is, when and why it came about and what the “Things” are. Following that, why it is a contemporary issue. Finally, using theory from three topics, the opportunities and threats associated with the implementation of Internet of Things on these will be discussed. These topics are as follows; managing in an increasingly global world, environment and culture (constraints and challenges for the global manager) and issues in managing change and innovation. 2.0 Internet of Things 2.1 What is Internet of Things? So just what actually is meant by the phrase “Internet of Things”? Chaochi (2013) suggests that there are two ways in which IoT can be defined, from an economical point of view and a technical point of view. She states that economically, its about “designing new services and generating new revenue streams in the communication...
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...COMPANY ANALYSIS : AIRASIA BERHAD TABLE OF CONTENTS Introduction : Background of the company----------------------------------------------------------------3 SWOT Analysis---------------------------------------------------------------------------------------------5 Lost Cost Carrier [LCC] Business Model----------------------------------------------------------------9 Current Issues / Problems---------------------------------------------------------------------------------13 Strategy to solve problems-------------------------------------------------------------------------------19 Conclusion-------------------------------------------------------------------------------------------------23 References-------------------------------------------------------------------------------------------------25 INTRODUCTION : BACKGROUND OF THE COMPANY AirAsia Berhad [Company No: 284669-W] [Incorporated in Malaysia with limited liability under the Companies Act, 1965] First Quarter Report Ended 30 September 2004. This is the first quarterly announcement made by AirAsia to the Bursa Malaysia Berhad since its listing on 22 November 2004. AirAsia is one of the award winning and largest low fare airlines in the Asia expanding rapidly since 2001. With a fleet of 72 aircrafts, AirAsia flies to over 61 domestic and international destinations with 108 routes, and operates over 400 flights daily from hubs located in Malaysia...
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...The AirAsia Group is a multi-national airline group headquartered in Kuala Lumpur, Malaysia. The group now operates a network of low-cost carrier's including AirAsia, AirAsia X, AirAsia Philippines, Indonesia AirAsia, Thai AirAsia, and AirAsia Japan. Opportunity In recent years, rapid economic growth resulted in a burgeoning middle class within Asia’s large population. For the Indonesia AirAsia, Indonesia has 12 million people who travel by air every year against 3 million passengers who fly everyday in the United State. It would call for at least a 5-6-fold increase in capacity. It points to a huge opportunity for AirAsia. The attractiveness of budget airlines is primarily their low ticket prices, which can be as low as 10-20% of those charged by full-service airlines. AirAsia differentiates its no frills product by offering less features at substantially low fares. However, this strategy will become generic with the entry of low cost carriers waiting in the wings. At that stage, low cost competition will each need to try and “be different”. Limited product differentiation is an opportunity, but must be approached with extreme caution. Anything (like frills) that adds costs and reduces price competitiveness is a bad trade-off. Airasia has the provision of in-flight food and drinks, and online sales of hotel, car, and holiday reservations, as well as travel insurance, and corporate travel services, with its own branded credit card; further increasing brand awareness and value...
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...sholat. 2. Tahapan Berdzikir -Kondisikan serileks mungkin (mengheningkan cipta) -Berniat/Berdoa meminta pertoongan dan perlindungan kepada Tuhan -Dzikir dapat dilakukan di dalam hati atau dengan ucapan yang hanya dapat didengar Sendiri. 3. Reaksi Dzikir. Dzikir dapat menimbulkan reaksi tertentu seperti : rasa pusing, pegal-pegal, mual, panas dll. Jika terjadi hal seperti ini jangan panik, karena hal ini menunjukan proses pembersihan dari energi negatif. Apabila terjadi hal-hal yang tidak mengenakan secara fisik, segera hubungi Zakya Maqta. Zikir dapat diwakilkan (dilakukan) oleh orang lain jika si penderita tidak memungkinkan untuk melakukannya sendiri. Dzikir dilakukan oleh orang lain dalam jumlah 30 orang selama antara 16-25 hari.. KHAZANAH ZIKIR Penyembuhan AIDS, HIV, dan Hepatitis. - Istigfar lengkap (Astagfirullah Al Adzim Aladzi Lailaha Ila Huwal Hayyul Qayyum Wa Atubu Ilaih) 114x - Al Fatihah 114 x -Wahuwal Aliyul Adzhim 128x - Tasbih 129x -Allahu Akbar 1 Jam. ** catatan : di baca 1 hari 5x selama 33 hari Penyembuhan Ketergantungan Narkoba (drugs) dan Minuman Keras. - Istigfar lengkap 99x -Al Fatihah 110 x - Wahuwal Aliyul Adzhim 122x - Al Ikhlas 112x -Tasbih 119x - Allahu Akbar 1 Jam. ** catatan : di baca 1 hari 3x selama 30 hari Untuk mengobati penyakit medis dan non-medis. - Lailaha Ila Anta Subhanaka Inni Kuntu Minazh-Zholomin 41x - Istigfar lengkap 41x -Al-Fatihah 41x - Al-Ikhlas 41x -Ayat Kursyi 41x - Tasbih 41x -Waqulja Al Haqqu Wa Zahaqol Bathilu...
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...masyarakat pada masa kini semakin melupakan permainan tradisional sebagai hiburan mereka. Tambahan pula, masyarakat moden hari ini khususnya ibubapa lebih mementingkan urusan dunia seperti mengumpul harta kekayaan dan lebih mementingkan kejayaan anak-anak mereka dalam bidang akademik membuatkan mereka menghadapi kekangan masa dalam membuat aktiviti-aktiviti riadah dan kemasyarakatan, sekaligus menyebabkan peluang untuk mereka mengenali dan mencintai permainan tradisional untuk dijadikan sebagai hiburan masa senggang mereka semakin tipis. Pada masa yang sama, pihak-pihak yang bertanggungjawab sama ada di pihak kerajaan mahupun swasta tidak menunjukkan usaha dan komitmen yang tinggi dalam memartabatkan seni permainan tradisional sebagai khazanah budaya dan bangsa negara. Penganjuran pertandingan permainan tradisional juga semakin berkurangan menyebabkan...
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