AXIS Real Estate Investment Trust.pdf
AirAsia Berhad.pdf
Alliance Financial Group.pdf
Astro Malaysia Holdings Berhad.pdf
Ayala Land Inc.pdf
Bangkok Expressway PLC.pdf
Bank Central Asia.pdf
Bumitama Agri Ltd.pdf
Dialog Group Berhad.pdf
Digi Berhad.pdf
Felda Global Ventures Holdings Berhad.pdf
Glomac Berhad.pdf
Hartalega Berhad.pdf
IHH Healthcare Berhad.pdf
IOI Corporation.pdf
Jobstreet Corporation Berhad.pdf
Jollibee Foods Corporation.pdf
Kossan Rubber Industries Berhad.pdf
MISC Berhad.pdf
MMC Corporation Berhad.pdf
Mah Sing Group Berhad.pdf
Malayan Banking Berhad.pdf
Malaysia Airport Holdings Berhad.pdf
Malaysia Marine and Heavy Engineering Holdings Berhad.pdf
Maxis Berhad.pdf
Media Chinese International Ltd.pdf
OldTown Berhad.pdf
Perisai Petroleum Teknologi Berhad.pdf
Public Bank Berhad.pdf
SP Setia Berhad.pdf
SapuraKencana Petroleum Bhd.pdf
Sime Darby Berhad.pdf
Somboon Advance Technology.pdf
Starhill Global Real Estate Investment Trust.pdf
Sunway Berhad.pdf
Sunway Real Estate Investment Trust.pdf
TIME dotCom Bhd.pdf
Telekom Malaysia Berhad.pdf
Tenaga Nasional Berhad.pdf
Top Glove Berhad .pdf
Tropicana Corporation Berhad.pdf
UEM Land Holdings Berhad.pdf
UMW Holdings Berhad.pdf
UOA Development Berhad.pdf
WCT Berhad.pdf
YTL Corporation Bhd.pdf
Source: http://www.investmalaysiaconference.com/index.php
Thursday, 4 July 2013
RANHILL IPO
Company Name: RANHILL ENERGY AND RESOURCES BERHAD
Main Business: Energy (i.e. oil & gas) and environment (i.e. water supply) sectors
Board: Main market
Stock Name: RANHILL
IPO Price: RM 1.85
PAR: RM 1.00
Market capital: 961 mil shares
Timetable for IPO
Total shares offer: 407 mil (42.3% of total market shares)
1. Total institutional offering shares: 328 mil
a. 110 mil shares for MITI Bumiputera.
b. 218 mil shares for malaysian & foreign institutional and selected investors.
2. Total retail offering shares: 78 mil
a. 52.6 mil shares for eligible directors and employees of the company.
b. 6.3 mil shares for those have contributed to the company.
c. 9.6 mil shares for Malaysian public (non-bumi). (1% of total market shares)
d. 9.6 mil shares for Malaysian public (bumi).
Financial summary
Dividend policy: 60% (from Year end 31 Dec 2014)
Currently, proposed 50% - 70% payout ratio.
Main Business: Energy (i.e. oil & gas) and environment (i.e. water supply) sectors
Board: Main market
Stock Name: RANHILL
IPO Price: RM 1.85
PAR: RM 1.00
Market capital: 961 mil shares
Timetable for IPO
| Date | Description |
|---|---|
| 04-07-2013 | Open application |
| 11-07-2013 | Close application |
| 15-07-2013 | Ballot result |
| 29-07-2013 | Allotment shares |
| 31-07-2013 | Listing |
Total shares offer: 407 mil (42.3% of total market shares)
1. Total institutional offering shares: 328 mil
a. 110 mil shares for MITI Bumiputera.
b. 218 mil shares for malaysian & foreign institutional and selected investors.
2. Total retail offering shares: 78 mil
a. 52.6 mil shares for eligible directors and employees of the company.
b. 6.3 mil shares for those have contributed to the company.
c. 9.6 mil shares for Malaysian public (non-bumi). (1% of total market shares)
d. 9.6 mil shares for Malaysian public (bumi).
Financial summary
| FYE | Jun 2010 | (18 Months) Dec 2011 | Dec 2012 |
|---|---|---|---|
| Revenue (RM mil) | 1,346 | 2,454 | 1,985 |
| Gross Profit (RM mil) | 430 | 752 | 590 |
| PAT (RM mil) | 1,527 | 301 | 282 |
| Diluted EPS (RM) | 1.10 | 0.19 | 0.17 |
Dividend policy: 60% (from Year end 31 Dec 2014)
Currently, proposed 50% - 70% payout ratio.
Wednesday, 3 July 2013
Tuesday, 2 July 2013
Monday, 1 July 2013
AirAsia has aggressive plan for India
MUMBAI: Budget carrier AirAsia plans to aggressively grow its Indian affiliate’s fleet by adding 10 planes a year and will focus operations on the country’s under-utilised airports, the group’s chief executive Tony Fernandes said on Monday.
AirAsia India, a joint venture between the Malaysia-based low-cost airline, India’s Tata Group and investment firm Telestra Tradeplace, is expected to begin a domestic service from Chennai in the fourth quarter of 2013.
It will focus on connecting under-utilised airports within India instead of offering services to the country’s main hubs Mumbai and New Delhi, Fernandes told a press conference in Mumbai.
To do this, it has an "aggressive" plan to add 10 Airbus A320 aircraft a year to its fleet, he added.
"Game plan is very simple. We want to have the lowest fares, we want to improve connectivity within India. We think there are a lot of routes that are just not done," he said.
"If you look at air travel, it’s so concentrated on Delhi and Mumbai ... there is a huge amount of airports that are under-utilised."
India’s low-cost aviation sector is developing slowly, with the three main budget carriers operating only about 130 planes across the country of over a billion people.
AirAsia will initially concentrate on southern India from its Chennai base before expanding to other parts of the country, Fernandes said.
Its main competitor out of Chennai will be domestic low-cost carrier SpiceJet, while other Indian low-fare carriers include IndiGo and GoAir.
The domestic tourism market will play a big part in the airline’s success, said Fernandes.
"India will become a very big hub for us eventually," said Fernandes.
The airline will offer only domestic services, as under Indian regulations the country’s carriers cannot fly on international routes until they have at least five aircraft and have clocked up five years of operations.
AirAsia last week announced its exit from the Japanese market, which it entered with much fanfare via a joint venture with All Nippon Airways (ANA). The relationship, however, broke down over the last year as the two squabbled over AirAsia Japan’s strategy and ANA said that it would buy out its partner.
Fernandes said that AirAsia and ANA were "bad partners" and that he would "never work" with another "premium airline" after the ANA experience, and following an acrimonious exit from a cross-shareholding agreement with Malaysian Airline System Bhd in 2012.
"ANA is the highest cost airline in the world, we are the lowest cost. Opposites don’t attract. We just had a completely different vision of how to run the airline. Nothing is wrong with the market, the market is fantastic," said Fernandes.
"The lesson is I will never ever work with another airline in my life. Let me qualify that - premium airline."-- Reuters
Read more: AirAsia has aggressive plan for Indiahttp://www.btimes.com.my/Current_News/BTIMES/articles/20130701140415/Article/#ixzz2Xo6FH6g3
AirAsia India, a joint venture between the Malaysia-based low-cost airline, India’s Tata Group and investment firm Telestra Tradeplace, is expected to begin a domestic service from Chennai in the fourth quarter of 2013.
It will focus on connecting under-utilised airports within India instead of offering services to the country’s main hubs Mumbai and New Delhi, Fernandes told a press conference in Mumbai.
To do this, it has an "aggressive" plan to add 10 Airbus A320 aircraft a year to its fleet, he added.
"Game plan is very simple. We want to have the lowest fares, we want to improve connectivity within India. We think there are a lot of routes that are just not done," he said.
"If you look at air travel, it’s so concentrated on Delhi and Mumbai ... there is a huge amount of airports that are under-utilised."
India’s low-cost aviation sector is developing slowly, with the three main budget carriers operating only about 130 planes across the country of over a billion people.
AirAsia will initially concentrate on southern India from its Chennai base before expanding to other parts of the country, Fernandes said.
Its main competitor out of Chennai will be domestic low-cost carrier SpiceJet, while other Indian low-fare carriers include IndiGo and GoAir.
The domestic tourism market will play a big part in the airline’s success, said Fernandes.
"India will become a very big hub for us eventually," said Fernandes.
The airline will offer only domestic services, as under Indian regulations the country’s carriers cannot fly on international routes until they have at least five aircraft and have clocked up five years of operations.
AirAsia last week announced its exit from the Japanese market, which it entered with much fanfare via a joint venture with All Nippon Airways (ANA). The relationship, however, broke down over the last year as the two squabbled over AirAsia Japan’s strategy and ANA said that it would buy out its partner.
Fernandes said that AirAsia and ANA were "bad partners" and that he would "never work" with another "premium airline" after the ANA experience, and following an acrimonious exit from a cross-shareholding agreement with Malaysian Airline System Bhd in 2012.
"ANA is the highest cost airline in the world, we are the lowest cost. Opposites don’t attract. We just had a completely different vision of how to run the airline. Nothing is wrong with the market, the market is fantastic," said Fernandes.
"The lesson is I will never ever work with another airline in my life. Let me qualify that - premium airline."-- Reuters
Read more: AirAsia has aggressive plan for Indiahttp://www.btimes.com.my/Current_News/BTIMES/articles/20130701140415/Article/#ixzz2Xo6FH6g3
Subscribe to:
Posts (Atom)