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Yahoo
a day ago
- Business
- Yahoo
Harbour-Link Group Berhad's (KLSE:HARBOUR) largest shareholders are private companies with 53% ownership, insiders own 24%
Key Insights Harbour-Link Group Berhad's significant private companies ownership suggests that the key decisions are influenced by shareholders from the larger public A total of 2 investors have a majority stake in the company with 53% ownership 24% of Harbour-Link Group Berhad is held by insiders Trump has pledged to "unleash" American oil and gas and these 15 US stocks have developments that are poised to benefit. A look at the shareholders of Harbour-Link Group Berhad (KLSE:HARBOUR) can tell us which group is most powerful. We can see that private companies own the lion's share in the company with 53% ownership. In other words, the group stands to gain the most (or lose the most) from their investment into the company. Individual insiders, on the other hand, account for 24% of the company's stockholders. Institutions will often hold stock in bigger companies, and we expect to see insiders owning a noticeable percentage of the smaller ones. In the chart below, we zoom in on the different ownership groups of Harbour-Link Group Berhad. View our latest analysis for Harbour-Link Group Berhad What Does The Institutional Ownership Tell Us About Harbour-Link Group Berhad? Many institutions measure their performance against an index that approximates the local market. So they usually pay more attention to companies that are included in major indices. As you can see, institutional investors have a fair amount of stake in Harbour-Link Group Berhad. This can indicate that the company has a certain degree of credibility in the investment community. However, it is best to be wary of relying on the supposed validation that comes with institutional investors. They too, get it wrong sometimes. It is not uncommon to see a big share price drop if two large institutional investors try to sell out of a stock at the same time. So it is worth checking the past earnings trajectory of Harbour-Link Group Berhad, (below). Of course, keep in mind that there are other factors to consider, too. Harbour-Link Group Berhad is not owned by hedge funds. Enricharvest Sdn. Bhd. is currently the company's largest shareholder with 32% of shares outstanding. In comparison, the second and third largest shareholders hold about 22% and 10.0% of the stock. Piaw Yong, who is the third-largest shareholder, also happens to hold the title of Chairman of the Board. To make our study more interesting, we found that the top 2 shareholders have a majority ownership in the company, meaning that they are powerful enough to influence the decisions of the company. While studying institutional ownership for a company can add value to your research, it is also a good practice to research analyst recommendations to get a deeper understand of a stock's expected performance. We're not picking up on any analyst coverage of the stock at the moment, so the company is unlikely to be widely held. Insider Ownership Of Harbour-Link Group Berhad The definition of an insider can differ slightly between different countries, but members of the board of directors always count. Company management run the business, but the CEO will answer to the board, even if he or she is a member of it. I generally consider insider ownership to be a good thing. However, on some occasions it makes it more difficult for other shareholders to hold the board accountable for decisions. Our information suggests that insiders maintain a significant holding in Harbour-Link Group Berhad. Insiders have a RM124m stake in this RM514m business. This may suggest that the founders still own a lot of shares. You can click here to see if they have been buying or selling. General Public Ownership The general public, who are usually individual investors, hold a 14% stake in Harbour-Link Group Berhad. While this size of ownership may not be enough to sway a policy decision in their favour, they can still make a collective impact on company policies. Private Company Ownership We can see that Private Companies own 53%, of the shares on issue. It might be worth looking deeper into this. If related parties, such as insiders, have an interest in one of these private companies, that should be disclosed in the annual report. Private companies may also have a strategic interest in the company. Next Steps: It's always worth thinking about the different groups who own shares in a company. But to understand Harbour-Link Group Berhad better, we need to consider many other factors. To that end, you should learn about the 2 warning signs we've spotted with Harbour-Link Group Berhad (including 1 which makes us a bit uncomfortable) . Of course this may not be the best stock to buy. Therefore, you may wish to see our free collection of interesting prospects boasting favorable financials. NB: Figures in this article are calculated using data from the last twelve months, which refer to the 12-month period ending on the last date of the month the financial statement is dated. This may not be consistent with full year annual report figures. Have feedback on this article? Concerned about the content? Get in touch with us directly. Alternatively, email editorial-team (at) article by Simply Wall St is general in nature. We provide commentary based on historical data and analyst forecasts only using an unbiased methodology and our articles are not intended to be financial advice. It does not constitute a recommendation to buy or sell any stock, and does not take account of your objectives, or your financial situation. We aim to bring you long-term focused analysis driven by fundamental data. Note that our analysis may not factor in the latest price-sensitive company announcements or qualitative material. Simply Wall St has no position in any stocks mentioned. 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The Australian
a day ago
- Business
- The Australian
Why CFOs may already own sustainability
Given its need for enterprise-wide advocacy and targeted resources, sustainability often finds a fitting environment in the finance function. CFOs have a responsibility to ensure that investment and operational performance drive returns for the business both in the short and longer term. As the demands and expectations of stakeholders change with respect to sustainability performance, CFOs who do not regard this aspect as part of the overall financial strategy of the company may not be able to deliver the most value for the business. The speed of change in expectations can vary depending on the stakeholder, the sector, and the region of operation, but the increasing focus on sustainability is fast becoming an imperative, even as the politics waver. As such, CFOs should view the responsibility for sustainability as introducing a unique set of risks, opportunities, and trade-offs to be considered. Scenario planning A useful approach that CFOs can take is to consider how each of their stakeholder groups might change over the next five years; what impact that shift could have on company performance; and what opportunities may consequently arise to increase market share, profit margins, or even product range. Some of the potential high impact challenges that specific stakeholders could present over the next 5-10 years [1] might require CFOs to adapt by focusing on the following actions: ■ Reassessing asset valuation impacts. Investors may reassess, both negatively and positively, asset valuations due to the inclusion of physical climate risk impacts on operating cashflows or supply chain resilience. ■ Meeting changes in regulatory compliance. Governments may implement a 'Green New Deal' approach to decarbonisation in some major jurisdictions. ■ Accommodating shifts in demand. Customers may switch to demanding low-carbon sustainable alternatives, thereby reducing demand for traditional products and virgin materials. ■ Stepping up recruiting and retaining efforts. Failure of employee attraction or retention could lead to gaps in the workforce and in the leadership pipeline. ■ Shielding company reputation. Local communities' perception of the business could affect its reputation and social value, resulting in boycotts or even in loss of license to operate. ■ Helping suppliers navigate challenges. Widespread and binding requirements for suppliers may require them to report and then reduce emissions as companies target scope 3 emissions. ■ Partnering with legal teams. CFOs need to be aware of the prospect of major litigation from a combination of NGOs that have suffered loss, activists, and class-action lawyers. These could be material and, if successful, they may incur balance sheet impacts up to and including bankruptcy. This type of scenario planning should be undertaken by each business considering its own circumstances. It's important to approach this not as an exercise in forecasting but rather as a consideration of plausible scenarios and the subsequent impacts on the company. By running this type of exercise, CFOs can better understand the 'value at risk' of business as usual and the cost of inaction with respect to both the operations and full value chain collaboration. Value chain collaboration What will likely become increasingly evident is that companies will depend on the performance of the full value chain to a greater extent than they previously have. If the final product sold to a consumer has a sustainability claim, or has regulations to comply with, then each input to that final product has a part to play. For this reason, CFOs should engage with their partners and critical suppliers and customers to understand their planned rate of transition to make sure the full value chain is aligned. To deliver on this effectively, CFOs may need to look at various carrots and sticks. In encouraging suppliers to change their operations through specification changes, contract term extensions or even co-funding have been used as incentives. On the other hand, in some cases, a simple requirement for suppliers to change as a 'ticket to play' can be used to force change. This all requires careful analysis to work out the cost of action, the cost of inaction, and the opportunities that can be created through leading change. Value beyond compliance There is a significant focus and effort at the moment on understanding the emerging reporting requirements, making sure that companies have a reliable single source of truth of sustainability data, so that the company can be compliant. At the same time, the responsibility for sustainability data and reporting is often in the process of transferring from the sustainability team to the CFO and controller teams. In addition to the need for compliance, CFOs also have an opportunity to harness the same data to think through and deliver risk mitigation and value creation. There are a few activities that CFOs can consider, such as ensuring that as new data gathering and analytics systems are designed and deployed, additional capability is included to use this same data to optimise operational performance, manage supply chain transparency, and prioritise capital allocation. As emissions reduction and other sustainability-related targets are set, CFOs can use the baseline and ongoing data to develop clear pathways—including resource allocation, financial and otherwise—to deliver on those commitments. These pathways may include uncertainties and dependencies, which need to be considered, as do contingencies. Some of this work might then be published as a Climate Action Transition Plan [2] to provide clear guidance to the market about how the company will change and how it will fund those changes to meet market needs. Put simply, don't waste the required effort of compliance just on delivering compliance. Rather, harness that same effort to drive real business value. Emerging trends The most impactful trends lie in evolving stakeholder expectations and where there might be step-changes in demands. To effectively provide value for the company, CFOs need to understand the possible scenarios for change and identify and monitor signals [3] that might indicate that changes are approaching. For instance, signals that might be worth considering when bearing in mind investor expectations include: ■ Increasing divestment activity from institutional and retail investors ■ Increasing percentage of individual uptake of socially aware/low-carbon portfolios ■ Shareholder resolutions/engagement on sustainability issues To protect and create high-quality value from these macro trends, CFOs should also be aware of technology changes that facilitate more effective real-time monitoring and traceability of sustainability impacts. This can enable them to take quicker corrective action and improve opportunity selection. It is also important for CFOs to understand the breadth of sustainability demands in addition to carbon emissions, which has been a primary focus at the moment. Nature, water, land, community, waste and recycling, and circularity targets are all starting to be adopted and this can extend the sustainability remit for CFOs significantly. While not all of these will be material for every business, a consideration of the materiality can help organisations determine that they develop the most effective sustainability strategies. For already-stretched CFOs, this can feel at times like a whole new set of requirements that doubles their work. However, this is the result of a changing business environment that has encompassed new requirements from customers, financiers, and governments and requires additional information to be collected, analysed, and acted upon. With that view, it is no different than considerations of safety, digital, cyber, and AI. Sustainability ought to be understood and integrated into the overall company strategy to deliver the best outcomes for owners through efficiently and effectively meeting the needs of stakeholders. John O'Brien is partner, Deloitte Sustainability, Deloitte & Touche LLP 1. 'The Chairperson's Guide to Climate Stakeholders: Understanding how key groups are responding today and how they might respond tomorrow,' World Economic Forum Climate Governance Initiative in collaboration with Deloitte, April 2022. 2. 'How to Chart a Credible Path to Net Zero? Try a Climate Transition Action Plan,' WSJ Pro Sustainable Business, October 9, 2023. 3 'The Chairperson's Guide to Climate Stakeholders: Understanding how key groups are responding today and how they might respond tomorrow.' As published by the Deloitte US Chief Financial Officer Program in the 13 November 2024 edition of The CFO Journal in WSJ. Disclaimer This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional adviser. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ('DTTL'), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as 'Deloitte Global') does not provide services to clients. In the United States, Deloitte refers to one or more of the US member firms of DTTL, their related entities that operate using the 'Deloitte' name in the United States and their respective affiliates. Certain services may not be available to attest clients under the rules and regulations of public accounting. Please see to learn more about our global network of member firms. Copyright © 2025 Deloitte Development LLC. All rights reserved. CFO Journal With advancements in automation and streamlined processes, there's a growing opportunity to realign roles in ways that could potentially increase productivity. CFO Journal Cyber risk decision-making should be as credible, defendable, and trustworthy as financial statements. Organisations need a shared understanding of cyber data, metrics and how it ties to risk.
BreakingNews.ie
4 days ago
- Automotive
- BreakingNews.ie
Static speed camera to be operational in Crumlin from August 1st
A static safety camera will be operational in Dolphin's Barn, Crumlin, Dublin 12, from Friday, August 1st Vehicles detected driving in excess of the posted speed limit will be subject to prosecution from 12 midday on Friday. Advertisement Prosecution of speeding offences takes place by Fixed Charge Notice (FCN). The current Fixed Charge Notice is a €160 fine accompanied by three penalty points. Gardaí said Dolphin's Barn was identified as part of a wider national analysis as being a road which could benefit from the implementation of a safety camera. The location was selected based on fatal and serious injury collision data from the last seven years and speed data, as well as feedback from stakeholders.
Yahoo
6 days ago
- Business
- Yahoo
Nidec Announces Preliminary Report on Performance Values (First Quarter of Fiscal Year 2025)
KYOTO, Japan, July 24, 2025--(BUSINESS WIRE)--As announced today in the "Notice Regarding the Disclosure of the Financial Results for the First Quarter of the Fiscal Year Ending March 31, 2026, Exceeding 45 Days After the Quarter-End," the planned disclosure date for our First Quarter Performance Information for the Fiscal Year Ending March 2026 will be more than 45 days after the end of the quarter. However, we have determined that it is important to provide our investors and other stakeholders with our current preliminary performance information for the first quarter of the fiscal year ending March 2026, and therefore we are notifying you of these preliminary performance information as detailed note that the preliminary values do not take into account the impact on the consolidated financial statements of the additional investigation currently ongoing regarding trade transaction issues and tariff issues at our consolidated are currently conducting additional investigations, and depending on the results, we may have to revise our preliminary performance information for the first quarter of the fiscal year ending March 2026 due to the impact of additional expenses, etc. We sincerely apologize to all concerned parties for the inconvenience and concern caused. Preliminary Performance Information for the Three Months Ended June 30, 2025 (April 1, 2025 to June 30, 2025) (Yen in millions) Net sales Operating profit Profit before income taxes Profit attributable to owners of the parent For the three months endedJune 30, 2025(Preliminary Report) 637,899 61,450 58,951 45,515 For the three months endedJune 30, 2024(Actual) 648,166 60,062 78,406 55,987 Ratio of change -1.6% 2.3% -24.8% -18.7% (Notes) 1. The above values do not take into account the impact on the consolidated financial statement of the ongoing additional investigations and may be revised following the results of the additional investigations and the audit by the accounting auditor for the fiscal year ended March 2025. 2. NIDEC finalized the provisional accounting treatment for the business combination in the year ended March 31, 2025. Consolidated financial statements for the year ended March 31, 2025 reflect the revision of the initially allocated amounts of acquisition cost as NIDEC finalized the provisional accounting treatment for the business combination. View source version on Contacts Teruaki UragoGeneral ManagerInvestor Relations+81-75-935-6140ir@ Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Emirates 24/7
7 days ago
- Business
- Emirates 24/7
Dubai Business Events Drives Continued Growth with Bid Wins and Strong Global Participation in H1 2025
Dubai Business Events (DBE), the city's official convention bureau, has continued to accelerate the growth of Dubai's business events ecosystem and support the city's tourism growth in line with the Dubai Economic Agenda, D33, securing 249 successful bids in the first six months of 2025 to host events through 2025 till 2029, including major congresses and high-profile incentive programmes. This achievement marks a 29% increase in bid submissions compared to the same period last year, with a total of 391 bids submitted year-to-date and a conversion rate of 64%, up from 58% in H1 2024. These confirmed wins are expected to bring 127,087 delegates, a 35% year-on-year increase in delegate numbers, further enhancing Dubai's global standing as a hub for international business events and the emirate's knowledge economy. This performance underlines the overwhelmingly strong response to Dubai's destination proposition and global MICE positioning. The successful bids will enable Dubai to host distinguished international conferences, congresses, and incentive meetings, with a pipeline extending into 2029. This growth reinforces the importance of business events to the Dubai Economic Agenda, D33, which is focused on doubling the size of the city's economy by 2033 and cementing its status among the world's top three cities to visit, live, and work in. Through strategic collaboration, DBE, part of the Dubai Department of Economy and Tourism, worked closely with stakeholders, partners, and local associations, including the Al Safeer Congress Ambassadors, a network of UAE-based key opinion leaders, industry professionals, and government representatives working to bring international business events within their sectors to Dubai and secure high-profile events. The Al Safeer Ambassador Programme, in partnership with the Dubai Association Centre, plays a vital role in strengthening the city's global reputation as a premier destination for meetings, incentives, and conferences, contributing significantly to bid development and success. Ahmed Al Khaja, CEO of Dubai Festivals and Retail Establishment (DFRE), said: 'Guided by the country's wise leadership, Dubai's achievement during the first half of 2025 is a testament to the city's commitment to excellence, innovation, and collaboration in business events. In collaboration with our stakeholders and partners, we continue to drive the D33 vision and make Dubai a knowledge and business global hub. The diversity and extent of events booked this year confirm Dubai's infrastructure of international standards, accessibility, and market insight. In future years, we remain committed to delivering exceptional value to event organisers and delegates, and to establishing Dubai's leadership position on the international stage.' DBE's active engagement in the international market contributed to its strong performance, with teams conducting five sales missions across Asia (China, Japan and South Korea, India) as well as Europe (France and Belgium) and North America, engaging over 50 stakeholders and partners as well as representing Dubai in key strategic industry trade shows such as IMEX Frankfurt during H1 2025. These persistent activities have kept Dubai at the top of the minds of global event organisers and garnered the interests of decision-makers and delegates worldwide across core sectors. Dubai's global stature as a preferred business events destination was further underlined by new accolades in 2025. The International Congress and Convention Association (ICCA) ranked Dubai number one globally for highest attendee number per association meeting and the city retained its number one spot in the Middle East and Africa for total number of association meetings hosted. Meanwhile, Cvent confirmed Dubai's leading position among the Top 25 Meeting Destinations in the region. These recognitions affirm the city's ability to successfully and seamlessly accommodate the needs of international organisers across all event types. Dubai's growing appeal is also reflected in its success across corporate, incentive, and association segments. Notable wins during the first half of the year include the 2029 edition of Sibos, which is expected to attract 12,000 delegates, the 2027 1st Conjoint Meeting of the Cervical Spine Research Society - Asia Pacific and Europe with 800 delegates, and the 2026 edition of the World Congress on Ultrasound in Obstetrics and Gynaecology (ISUOG), which will bring 2,000 delegates. Other association events include the 2026 Council on Tall Buildings and Urban Habitat International Conference with 1,500 delegates and the 2026 International Symposium on Electronic Art (ISEA) with 1,000 delegates. In the corporate and incentive space, Dubai secured the 2026 Africa Energy Forum with 2,000 delegates, the Herbalife Multiple Market Incentive with 2,400 delegates, and the Planisware Incentive with 1,300 delegates. Returning events include Token2049 in 2026 with 15,000 delegates. Google will also call Dubai its home for two of its flagship conferences in 2026 and 2028, with 4,000 delegates each year. These achievements were further supported by DBE's Al Safeer Programme, which contributed to 51 ambassador-led bids during the period, winning 32 to date. Through year-round engagement and close collaboration with hotels, venues, Professional Congress Organisers (PCOs), Destination Management Companies (DMCs), and other service providers, DBE continues to attract prestigious business events to Dubai. The bureau also hosted study missions and participated in international events such as IMEX Frankfurt, providing meeting planners and industry stakeholders the opportunity to experience Dubai's dynamic business events infrastructure first-hand. Through the rest of the year, DBE will continue to participate in key strategic trade shows and events including Epex, IMEX Las Vegas, IBTM Barcelona, the ICCA Middle East Summit in Bahrain and ICCA global congress in Porto, joined by partners and stakeholders to grow collaborative efforts and drive Dubai's business events positioning further.
