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POS MALAYSIA BERHAD

1.0 ABOUT THE COMPANY

Pos Malaysia Berhad is Malaysia’s premier postal service provider. They have a
widespread network of over 1,000 touch points countrywide that includes Pos Malaysia Outlets,
Pos Minis, Pos24 (Self Service Terminals), Post-On-Wheels (Mobile Outlets), postal agents and
stamp agents, making it one of the most extensive retail network in Malaysia. It is located at Pos
Malaysia Headquarters, Dayabumi Complex, Kuala Lumpur.

The vision of Pos Malaysia Berhad is to be the trusted leader in the delivery of integrated
physical and digital solutions, resonates with their aspiration to stay relevant in fluid market while
reflecting their digital agenda. Correspondingly, their mission statement is to deliver excellent
customer experience and convenience in the areas of communications, logistics, financial services
and supply chain solutions at the highest level of reliability and integrity.

The form of Pos Malaysia Berhad is establishment of postal services first in the Straits
Settlements in which it would cover the whole Malaya by early 20th century. Letters were then
conveyed through despatch riders or special messengers. Instead of postage stamps, fees were
collected when letters were handed in at the Post Office. Letters posted were given a receipt.
However, this system changed when the Indian stamps overprinted with crown and Straits' stamps
overprinted with dollars and cents were introduced in 1867. The first inaugural definitive set of
postage stamps was introduced in 1901. Started as a medium for the transmissions of letters,
newspapers and business documents, the postal service soon evolved into a multiple services
provider. It began to venture into parcel delivery, registrations, insurance service, transaction of
money (postal order and money order) and investment of funds (Post Office Saving Bank).

The postal service, then known as Jabatan Perkhidmatan Pos, also began to take over
numerous services on behalf of the Government machineries. It started to collect payment of
electricity bill, sale of dog licence, payment of pensions, sale of television licence and others. Upon
being an independent country in 1957, Malaysia began its active participations in numerous
international associations to stay abreast in social and economical development. Among others, it
became a member country of the Universal Postal Union (UPU) in 17th January 1958, a

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participation in which Malaysia remains a dynamic member until today. As we embark into the
21st century, the postal service in Malaysia, widely known as Pos Malaysia Berhad, continues to
evolve to meet the demands and needs of the changing consumer behaviour and marketplace.

Pos Malaysia services are providing postal and related services, transport logistics, printing
and insertion, counter collection and payment agency services for a range of financial transactions,
such as bill payments, remittance, insurance and unit trusts. Pos Malaysia restructured its core
services into three Strategic Business Units - mail, courier and retail. Mail includes the provision
of basic mail services for corporate and individual customers and customized solutions, such as
mailroom management and direct mail. Courier includes courier solutions by sea, air and land to
both national and international destinations. Retail includes over-the-counter services for payment
of bills and certain financial products and services. Other operations include the hybrid mail which
provides data and document processing services, logistics solutions by sea, air and land to both
national and international destinations, business of internet security products, solutions and
services and rental income from investment properties held by the company.Pos Malaysia also
offers Drive-Thru Counters. Their services include sale of stamps, encashment of postal orders
and payment of bill.

Line and staff responsibilities of Pos Malaysia has two separate hierarchies. The first one
is the line hierarchy in which the departments are revenue generators (manufacturing, selling), and
their managers are responsible for achieving the organization's main objectives by executing the
key functions (such as policy making, target setting, decision making). Next, the second is the staff
hierarchy, in which the departments are revenue consumers, and their managers are responsible
for activities that support line functions (such as accounting, maintenance, personnel
management). Board of Directors of Pos Malaysia are Non-Independent Non-Executive Chairman
is Tan Sri Dato’ Sri Haji Mohd Khamil bin Jamil, Senior Independent Non-Executive Director is
Dato’ Ibrahim Mahaludin bin Puteh. Independent Non-Executive Director are Dato’Sri Che Khalib
bin Mohamad Noh, Abdul Hamid bin Sh Mohamed and Datuk Puteh Rukiah binti Abd. Majid.
Non-Independent Non-Executive Director are Datuk Mohamed Razeek bin Md Hussain Maricar
and Eshah binti Meor Suleiman. Pos Malaysia employ more than 16,000 people, over
1,000physical outlets nationwide comprising more than 700 Post Offices and more than 300 Pos
Mini. Total asset year 2016 RM 1,868.7 ,year 2015 : RM1,680.6 1,year 2014 : RM654.2 1,year
2013 : RM615.3 1,year 2012/11 : RM498.1

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2.0 ABOUT CORPORATE GOVERNANCE

Ensure that there is a schedule of matters reserved for collective decision of the Board. The
schedule of matters reserved for the collective decision of the Board is set out in the Board
Charter and the LOA.

The Board Charter was last reviewed in June 2016 and will be reviewed from time to
time, when necessary, to update and streamline the necessary provisions in the Board Charter to
be in line with the regulatory changes and development and to reflect the relevant changes made
to the Terms of Reference of the Board Committees. The Board Charter is accessible on the
website of the company.

Board Balance and Composition The Company Articles stipulate that the Board shall not
comprise less than two (2) and nor more than twelve (12) members. As at the date of this
Statement, the Board consists of nine (7) members, comprising a Non-Independent Non-
Executive Chairman, three (3) Non-Independent Non-Executive Directors, five (5) Independent
Non-Executive Directors, Number of Female Directors (1), Number of Foreigner Directors (0),
Number of Malays Directors (7), Number of Indian Directors (0) and Number of Chinese
Directors (0). The Company has complied with the minimum compliance level set under the
MMLR of Bursa Securities, which requires one-third of the Board to comprise Independent
Directors and also the recommendation under MCCG 2012, which stipulates that the Board
should comprise a majority of Independent Directors where the Chairman of the Board is not an
Independent Director.

The Board values diversity as one of the considerations in selecting candidates to serve
on the Board and believes that the diversity which exists in its composition provides significant
benefits to the Board and the Company.

The Board considers that diversity includes differences that relate to gender, age,
ethnicity, skills, knowledge, qualification and experience to ensure that there is an appropriate
mix of diversity, skills, experience and expertise represented on the Board.

The Board supports the Government of Malaysia’s effort to have 30% women
participation in decision making positions by 2016 and the Company has complied with the
MCCG 2012 recommendation on gender diversity. To-date, 22% of the total number of

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Directors on the Board are lady Directors; namely Datuk Puteh Rukiah binti Abd. Majid and
Dato’ Eshah binti Meor Suleiman. The BNRC and the Board take cognisance of the gender
diversity by reviewing the appropriate proportion of female to male Directors on the Board at the
time of considering new appointment of Directors to the Board. Nevertheless, the normal
selection criteria based on an effective blend of competencies, skills, extensive experience and
knowledge to strengthen the Board will remain a priority.

The Board through the BNRC, will also take into account the Directors’ varied skills and
breadth of experience to ensure they remain relevant and important for an effective management
of the Group’s business. Details of the Directors’ skills and experience are outlined in the Board
of Directors’ profile contained in this Annual Report.

There is a clear separation of responsibilities between the Chairman and the GCEO and a
balance of power is maintained in the Company so that no one individual has unfettered powers
of decision.

3.0 ORGANIZING

CEO
Dato' Iskandar Mizal B. Mahmood

Human Marketing Corporate


Resource Manager Communication
Manager Manager
Raja Noh Izah Dato' Rohaiza Hashim
Fikri Ahmad

Transportation Facilitation Internal Audit


Harleim Mohd Nor
Mohd Azri Hashim Hisham Zuhdi

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Top Managers

Top managers is a small group of executives who manage the overall organization. To
achieve the goal, they focus on four resources such as physical, financial, human and information.
Physical is the building where we run the business. Financial is the capital or money to start the
business. Human is the staffs in the company who help running the business. Information is the
knowledge in variety of field. Top managers delegate their task to middle manager and lower
manager. If there are any problems in the company, they will held a general meeting which include
all the employees in top management for decision making. In Pos Malaysia, new CEO 2018 is Al-
Ishsal Ishak(48), experience in pos Malaysia five(5) years.

4.0 ABOUT OWNERSHIP

THE distribution of Pos Malaysia & Services Holdings Bhd shares to shareholders of
Avenue Capital Resources Bhd could see the free float of Pos Malaysia shares rise but could also
lead to a massive share overhang should shareholders of Avenue Capital decide to cash in on their
windfall.

“It, however, depends on whether shareholders who receive those shares perceive the Pos
Malaysia shares as being under or over-valued,'' said the head of research of a local broking house.

Avenue Capital on Thursday announced it was distributing 78.5 million Pos Malaysia
shares to its shareholders, saying its ownership of Pos Malaysia shares does not add synergistic
benefits to its operations as a universal broker.

Analysts say the distribution-in-specie of the Pos Malaysia shares was a windfall for
shareholders of Avenue Capital. Investors felt the same way, sending Avenue Capital shares up
7% or 4 sen to 58.5 sen yesterday. Avenue Capital was the most actively traded stock on Bursa
Malaysia with total volume of 18.4 million shares.

One pitfall arising from the distribution exercise could be the selling pressure from the
distribution of about 40 million Pos Malaysia shares in the hands of Avenue Capital's largest group

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of shareholders - the public. The public will own 51% of Avenue Capital shares after it completes
its internal reorganisation, where the distribution of Pos Malaysia shares is prominently featured.
The immediate investor reaction to the potential overhang of Pos Malaysia shares was good, as the
company's shares closed unchanged at RM3.02 yesterday.

“There is significant potential upside in Pos Malaysia's financial performance, arising from
the increase in stamp prices,'' said an analyst. “Furthermore, there is a lot of room for the company
to improve its efficiency and should Pos Malaysia do that, then its performance would be even
better. This could give the public a big reason to hold on to the shares they receive.''

5.0 AUDIT RELATED

The firm name auditors of Pos Malaysia Berhad is KPMG PLT (LLP 0010081-LCA & AF
0758) Chartered Accountants level 10, KPMG Tower 8, First Avenue, Bandar Utama 47800
Petaling Jaya Selangor Darul Ehsan

The following particulars in relation to the audit and non-audit services rendered by the
Company’s auditors to the Company or its subsidiaries for the financial year ended 31 March 2017:

COMPANY GROUP

AUDIT RM 310000 RM 1054000

NON-AUDIT RM 490000 RM 910500

TOTAL RM 800000 RM 1964500

The nature of the services rendered for the non-audit fees incurred are tax consultation
services, review of interim quarterly results, review of the Statement of Risk Management and
Internal Control, review of Statement of Realised and Unrealised Profit, Goods and Service Tax
technical review, counter system implementation review, Agreed Upon Procedure for Money
Services Business, and review of information technology application controls

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6.0 MOTIVATION OF CSR ACTIVITIES

Corporate Social Responsibility (CSR) is a major concern for Pos Malaysia as it is parallel
with our principles of conducting our business with transparency and responsibility as well as
adhering to the key practices of good corporate governance.

'Touching Lives' is the theme for Pos Malaysia's CSR Policy whereby as a socially
responsible corporate citizen and in support of the Government's aspirations; we are committed to
the programs and activities that will ultimately contribute towards the nation's social and economic
development.

Our CSR policy focuses on a dual-pronged approach that is aimed at bringing value to the
community and nation at large by:

 Enhancing Education
Pos Malaysia seeks to contribute towards activities that support nation building,
particularly towards the enhancement of human capital development mainly in
underprivileged areas;

 Enriching Communities
Pos Malaysia also seeks to promote commerce and entrepreneurship within the
communities we serve particularly in rural areas.

The above CSR themes are aligned with one of our mission to constantly strive to be caring
corporate citizens by supporting nation building and community services.

Pos Malaysia adheres to four broad objectives when it comes to carrying out our CSR
activities:

 Distinguish ourselves from our competitors by strengthening public image and credibility
in a non-commercial but impactful way;

 Reinforce goodwill and relations with customers by exhibiting our responsible attitude
towards the community to help sustain our business existence;

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 Motivate and provide an avenue for employees to proactively realise the Company's core
corporate values, known as PAKSI:
P:

o Penumpuan Kepada Kepuasan Pelanggan, (Customer Satisfaction Centric);

o Penumpuan Kepada Kebajikan Pekerja (Employee's Welfare Centric);

o Pulangan Kepada Pemegang Saham (Shareholders Centric);

o Pematuhan Kepada Penguatkuasa (Authority /Regulator Centric).

Amanah (Trustworthy);
Kompeten (Competent);
Sepasukan (Teamwork);
Inovatif (Innovative);

 Create shareholder value in the long term.

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REFERENCES

1. https://www.pos.com.my/media/4059/pos_malaysia_2016.pdf

2. https://www.pos.com.my/media/1172/pos_ar08.pdf

3. http://www.bursamalaysia.com/market/listed-companies/list-of-companies/plc-
profile.html?stock_code=4634

4. https://www.thestar.com.my/business/business-news/2005/05/21/share-distribution-free-float-
of-pos-malaysia-shares-may-rise/

5. https://www.pos.com.my/media/5360/pos-malaysia-2017.pdf

6. https://www.pos.com.my/about-us/investor-relations/?our-csr-policy