Trading ideas: Alliance, LSH, LYC, 7-Eleven, RHB, Master Tec, Mah Sing, CIMB, Capital A, SKP, Yinson, Berjaya, BAT, Bintulu, Bank Islam
Alliance Bank Malaysia Bhd received 99.9% shareholder approval at its EGM for the proposed RM600mn renounceable rights issue, priced at RM3.33 per rights share on a 2-for-17 basis.
LSH Capital has proposed to acquire three land parcels along Persiaran Titiwangsa 3, KL, for RM17.4mn cash via its wholly owned unit, LSH Development.
LYC Healthcare has been classified as a GN3 company after shareholders' equity fell below 25% of issued capital based on FY25 unaudited results.
7-Eleven Malaysia announced the resignation of its non-independent non-executive chairman Datuk Farhash Wafa Salvador, effective after the AGM.
RHB Bank has appointed Nurjesmi Mohd Nashir as its new head of wholesale banking effective July 1, succeeding Datuk Fad'l Mohamed, who now leads Bursa Malaysia.
Master TEC Group Bhd has proposed to transfer its listing from the ACE Market to the Main Market of Bursa Malaysia, signalling its readiness to comply with the stricter regulatory framework.
Mah Sing Group is seeking new partners for a 17.55-acre data centre project in Bangi after its agreement with Bridge Data Centres lapsed. A separate 35.68-acre collaboration for a 200MW data centre with BDC remains active until Oct 28.
Mah Sing Group reported a 9.98% YoY rise in 1QFY25 net profit to RM66.04mn, with revenue up 16.4% YoY to RM649.69mn, driven by progressive billings.
CIMB Group posted a 1.9% YoY increase in 1QFY25 net profit to RM1.97bn, supported by higher interest income and lower provisions.
Capital A swung to a 1QFY25 net profit of RM689.57mn (from RM91.55mn loss a year ago), lifted by RM882.7mn earnings from its aviation segment (classified as discontinued).
SKP Resources saw 4QFY25 net profit rose 60% YoY to RM30.3mn from RM18.9mn in 4QFY24, on stronger contributions from its core business.
Yinson reported FY25 net profit of RM1.25bn, up 66.1% YoY, after reassessing tax treatment for its Netherlands offshore ops.
Berjaya Corp remained in the red for the fourth straight quarter with a 3QFY25 net loss of RM92.34mn, versus a RM689.92mn profit in 3QFY24.
BAT Malaysia reported a weaker 1Q25 net profit of RM23.3mn, down from RM29.9mn YoY, on the back of lower revenue of RM321.9mn (-21.9% YoY).
Bintulu Port posted a 36% YoY drop in 1QFY25 net profit to RM28.4mn due to lower port activity and higher admin expenses. Revenue declined 3.3% YoY to RM201.7mn.
Bank Islam reported a 3% YoY decline in 1QFY25 net profit to RM126.27mn due to higher provisions and overheads. Impairment allowances surged 89% YoY to RM79.78mn.
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New Straits Times
an hour ago
- New Straits Times
NST Leader: Of defence assets and agents
AUG 16 will be a day that the people who matter in the Defence Ministry will never forget. It was the day His Majesty Sultan Ibrahim, King of Malaysia disclosed to the nation that the ministry was full of agents, ex-generals turned salesmen and even textile merchants peddling drones. He made this disclosure in his royal address during the parade marking the 60th anniversary of the Special Forces Regiment at Kem Iskandar in Mersing, Johor. Relying on agents is a dangerous pursuit for an institution that is tasked with defending the country. And in case they forget, three days later, Prime Minister Datuk Seri Anwar Ibrahim reminded those responsible for procuring defence assets to end the reliance on agents when replying to a question in Parliament. The Defence Ministry, he said, had faced decades of controversies and scandals involving procurement, forcing the government to adopt government-to-government negotiations. Why then is the Defence Ministry packed with agents? Perhaps the RM5 billion defence procurement and development spending in 2024 — an increase of RM2 billion from that of 2020 — has something to do with it. A royal reprimand and a prime ministerial reminder say a lot about the seriousness of the problem. Enough of the "the decades of controversies and scandals", we say. We know that middlemen is a Malaysian malaise, but of all places in the Defence Ministry? The use of agents — ex-generals or otherwise — comes with at least two dangers. Let's begin with the more dangerous of the dangers: poor quality of defence assets peddled by the agents. Compromise the defence assets, then you compromise the defence of the country. Defence assets of quality don't need agents to peddle them. Nations will beat the path to their door. It is "flying coffins", to borrow a royal phrase, like the second-hand A-4 Skyhawk aircraft bought in the 1980s, that need the hawking, excuse the pun. Scrap the plan to buy the 30-year-old Black Hawk helicopters, Sultan Ibrahim ordered the Defence Ministry. Media reports say the armed forces is scrapping its plan to buy four Black Hawk helicopters at a cost of RM187 million. But the question is: why wait for the royal command? Isn't the internal process robust enough to raise red flags? Or is integrity a challenge? Dropping the purchase of the helicopters is just the first step. More needs to be done. The primary interest of agents, even ex-generals turned salesmen, is how much they can get out of the deal. The quality of the defence assets they are hawking or whether or not they are compromising the security of the nation is secondary. For Malaysia, a nation of small means, every ringgit spent must show up its worth. The purchase of 88 second-hand A-4 Skyhawk jets did the exact opposite. It drained the country's coffers of millions. Although the price tag was US$1 million each, getting them refurbished took years, spiralling the cost to four times that to RM1.2 billion, media reports say. Then there is the Scorpene submarine deal in 2002 that cost US$130 million in commission. If this is how we do procurement of defence assets, even hundreds of billions wouldn't be enough.
The Sun
3 hours ago
- The Sun
Shift in industrial asset disposal mindset
AS environmental and social governance (ESG) becomes a key consideration for businesses in Malaysia and worldwide, many companies are re-examining how their day-to-day operations align with long-term sustainability goals. One area often overlooked in this process is industrial asset disposal, which is the management of equipment, machinery, and other capital goods once they reach the end of their productive life. Today, the way companies dispose of their industrial assets is becoming a new frontier in ESG performance, and those leading the shift are discovering unexpected economic and environmental returns. Traditionally seen as a backend administrative function, asset disposal is now emerging as a vital piece of the ESG puzzle. As Malaysia progresses toward its national goal of carbon neutrality by 2050, supported by frameworks such as the National Energy Transition Roadmap (NETR) and Green Technology Master Plan, businesses are expected to contribute meaningfully, not just through emission reduction, but also through resource efficiency, waste minimisation, and circular economy practices. Reframing Disposal as a Strategic ESG Lever The conventional approach to asset disposal — where decommissioned or surplus equipment is left to deteriorate in storage or sent to landfills — is rapidly losing ground. Businesses today are rethinking the end-of-life phase of their equipment, recognising it as a critical opportunity to advance ESG commitments, recover economic value, and reduce environmental impact. This mindset shift is closely aligned with the global momentum behind circular economy principles, now gaining traction across Malaysia's key industrial sectors such as oil & gas, construction, and manufacturing. Locally, e-waste recovery initiatives have demonstrated how cross-sector collaboration can lead to impactful results. For example, public-private recycling campaigns have successfully collected tens of thousands of electronic devices and diverted tonnes of hazardous materials from landfills through accessible collection models, including door-to-door pickup and postal return systems. On a larger scale, integrated waste management facilities in the country are proving how infrastructure-led solutions can address complex disposal needs while advancing national sustainability goals. These developments reflect a broader awareness that responsible decommissioning isn't just an operational necessity — it's a strategic lever for ESG-driven transformation. Measuring Impact Transparency and traceability have become non-negotiables in ESG. Bursa Malaysia's 2024 Sustainability Reporting Guide strongly encourages outcome-based reporting, where companies must back up their ESG narratives with quantifiable results, including emissions reductions, waste minimisation, and measurable resource efficiency (pg. 43). For example, BidMyAsset, a Malaysian industrial asset disposal platform, has begun embedding carbon savings metrics, asset lifecycle tracking, and audit-compliant disposal reports into its digital offering. This enables businesses to not only track disposal outcomes but also to align with Bursa's sustainability disclosure requirements and future-proof their operations. Recent community-level efforts further reflect this shift: Ipoh City Council collected 25 tonnes of e-waste in just five months (Jan–May 2024), while Sarikei District saw a 52% increase in recycling rates driven by its 3R and e-waste campaigns. The movement is growing from boardrooms to municipal councils. Empowering SMEs and Local Industry Circular practices in asset disposal are not just a big-business concern. SMEs, which account for over 97% of business establishments in Malaysia, stand to gain significant economic value from access to pre-owned industrial equipment. These access allow smaller firms to upgrade or expand without the heavy capital outlay typically associated with new machinery. By facilitating resale, reallocation, and responsible decommissioning, platforms like BidMyAsset are helping to democratise access to capital assets while reducing unnecessary waste. Technology as an Enabler From blockchain-enabled traceability to integrated reporting dashboards, digital technology is revolutionising how businesses handle end-of-life assets. Online auction systems, real-time asset tracking, and automated documentation are making the disposal process more accountable and efficient. These advancements allow businesses to align operations with ESG benchmarks while minimising the cost and effort typically associated with compliance. It also opens up a data trail that investors, regulators, and internal stakeholders can trust. Conclusion Sustainability in industrial operations no longer starts and ends with energy savings or emissions targets. It encompasses the full lifecycle of assets, from acquisition to responsible retirement. As ESG expectations rise and circular economy principles take root, businesses in Malaysia must treat asset disposal as a strategic priority. With platforms like BidMyAsset and clear regulatory roadmaps from Bursa Malaysia, the tools and guidance are now in place. The next step lies with companies — to act, to adapt, and to lead responsibly. Responsible asset disposal is no longer a compliance task; it's a competitive advantage. This article is contributed by BidMyAsset co-founder Jeevan Muniandy.
The Star
5 hours ago
- The Star
Dialog 4Q profit up 6.5% to RM147mil, declares 1.8 sen dividend
PETALING JAYA: Dialog Group Bhd will be keeping its focus while remaining steadfast as it moves ahead in the pursuit of its key long-term strategies, as the group stays confident that its business model is well structured to manage and sustain it through periods of economic uncertainty, oil price volatility and currency movements. Dialog said its core business remains intact as the group realigns its focus to prioritise key competencies across all three of its upstream, midstream and downstream business segments. Releasing its results for the fourth quarter (4Q25) and full financial year (FY25) ended June 30, Dialog saw net profit grow 6.5% year-on-year (y-o-y) for 4Q25 to RM147.4mil, despite a 24.9% fall in revenue to RM608.3mil. Dialog said the improved profitability in 4Q25 was due to contributions from both Malaysia and international operations, as well as share of profits from the group's joint ventures and associates. 'Within Malaysia, performance was driven primarily by midstream operations which reported increased earnings from healthy tank storage occupancy. 'The current quarter also saw positive contributions from the downstream operations driven by cost optimisation initiatives and completion of some projects,' it reported in a filing to Bursa Malaysia. On the international front, the group said revenue and profits achieved in 4Q25 were lower due to reduced business activities. Furthermore, the sale completion of its entire 60% equity interest in Dialog Jubail Supply Base during the quarter also drove international operations earnings and revenue lower. On the other hand, net profit for the full FY25 plunged 47.2% y-o-y to RM303.8mil, as revenue also declined by 20.6% to RM2.5bil, which Dialog attributed primarily to the loss after tax reported in 2Q25, largely due to the one-off impairments in petrochemical and renewable projects, as well as engineering, procurement, construction, and commissioning projects cost overruns. 'In addition, the group's bottom line for the current financial year was also impacted by a reduced share of profits of joint ventures and associates. 'This was mainly attributable to the share of losses incurred by a joint venture company involved in the production of food grade recycled polyethylene terephthalate pellets. This joint venture company has since ceased production,' it said. Compared to the preceding three months ended March 31, Dialog saw revenue improving 5.1% from RM578.8mil, and led to net profit also growing by 9.2% from RM135mil. The group credited the better sequential performance to higher contributions from joint ventures and associates. Dialog proposed a dividend of 1.8 sen a share for 4Q25, bringing total dividends declared for the year to 3.1 sen per share. The total dividends declared for FY24 was 4.3 sen per share. Anticipating the economic environment to remain challenging in the short to medium term, Dialog plans to continue building and strengthening its competencies by investing in and upskilling its workforce, as well as in digital transformation to ensure peak efficiency and competitiveness. 'Barring any unforeseen circumstances, we are optimistic of a positive performance in the financial year ending June 30, 2026,' it said.
