2018 >> Group Highlights 2018

Total Page:16

File Type:pdf, Size:1020Kb

2018 >> Group Highlights 2018 Stay Together. Stay Integrated Report 2018 >> GROUP HIGHLIGHTS 2018 Earnings Per Share 14.8 sen Shareholders Fund Dividend Per Share RM14.14 8.55 sen billion Ongoing Projects 45 Effective Land Banks 9,516 acres Revenue Strong GDV in the Pipeline Unbilled Sales Total Sales RM3.59 RM149.70 RM12.32 Achieved billion billion billion RM5.12 Profit Before Tax Profit Attributable to Owners Total Strong, Dynamic & billion RM991.0 of the Company Diversified Employees million RM671.0 2,300 million People* * Approximate 1 STAY TOGETHER. STAY SETIA >> Inside this Report Our growth trajectory is anchored in sound fundamentals. Our diligence, integrity and Content persistent focus on sound business practices provide a solid foundation for our continued delivery of value in the long term. Introduction 6 Our Approach to Reporting With decades of experience setting the bar in 8 About This Integrated Report Malaysia’s property market, we know beyond a doubt that it is only together that we can thrive. Our Business Our success is a truly befitting reflection of our 10 Who We Are belief that together, we can weather all challenges 12 Our Presence and achieve even greater heights. 14 Corporate Structure 17 Corporate Information As we continue to expand, we are also now 18 Corporate Calendar celebrating the deeper meaning that our name 25 Accolades stands for. We remain loyal to our stakeholders and steadfast in our commitment to quality and Our Leadership growth – striving to ensure a better life for all. 26 Chairman’s Message 30 Board of Directors Therefore, in staying true to our nature and our 40 Key Management Profile name, we will continue to “STAY TOGETHER. STAY SETIA”. Our Value Creation Model 44 Value Creation 48 Building Trusted Relationships 49 Material Matters Performance Review 52 Management Discussion and Analysis 74 Group Financial Summary Our Commitment to Sustainability 76 Sustainability Statement 2 Our Governance 102 Corporate Governance Overview Statement 121 Additional Compliance Information 3 126 Statement on Risk Management and Internal Control Our Financial Statements 138 Corporate Information 139 Directors’ Report 146 Statements of Financial Position 149 Statements of Comprehensive Income 151 Consolidated Statement of Changes in Equity 1 Artist impression of KL Eco City 153 Statement of Changes in Equity 155 Statements of Cash Flows 2 Artist impression of Sapphire by the Gardens 159 Notes to the Financial Statements 3 Sanctuary of Western Heritage – Setia Eco Glades 295 Statement by Directors 4 Artist impression of the poolside at TRIO by Setia 295 Statutory Declaration 296 Independent Auditors’ Report Other Information 304 Analysis of Shareholdings 310 List of Material Properties Held by The Group 311 Notice of Annual General Meeting Watch our “Stay Together. 316 Group Directory Stay Setia” brand video Form of Proxy 4 >> Vision, Mission and Core Values Vision, Mission and Core Values Vision Mission TO BE THE BEST IN ALL WE DO • To provide superior customer service and satisfy customer needs through a culture of excellence • To enhance shareholder’s value • To be a caring and responsible employer • To be mindful of our social responsibilities A diverse Team Setia is our asset Our Values At S P Setia, we take pride in the work that we do. We have a clear purpose in mind with a transparent SCRIPT which serves as the core values that guide us every day. S C R I P T SETIA’s Customers Responsibilities Integrity Professionalism Team Setia Work Ethics • Respect • Serve with • Commitment • Honesty • Work • Teamwork • Support one passion to success • Reliability professionally • Embrace diversity S P Setia Corporate another • Responsive to • Learn & grow • Continuous Headquarters (Roof Garden) needs improvement INTRODUCTION S P Setia Berhad Group >> Our Approach to Reporting Introduction ICON NAVIGATION This report provides information that we believe The icons in this report are applied is of material interest to stakeholders who wish to throughout to improve usability. The icons make an informed assessment of S P Setia’s ability > show the integration between relevant to generate value in the short, medium and elements of the report and how we use long-term. our strategies and resources to create sustainable value for our stakeholders. We have sought to ensure that all information in this report relates to matters that have material bearing on value creation at S P Setia. Financial Capital Our business and activities (page 52) along with the impacts across our value chain (page 44) represent the main aspects through which we are able to mobilise value creation. Our true value Manufactured Capital is reflected in the manner in which we operate throughout the year (page 52) and by our response to the resulting risks and opportunities (page 48) and how we continue to meet stakeholder needs Human Capital (page 50). Making an informed assessment of our business and sustainability response requires an overview Social and Relationship Capital of material matters (page 76) in the Group. The material matters included in this report were identified through a structured process involving key internal stakeholders and incorporating Natural Capital S P Setia’s business model and operating context. We welcome feedback on this report. Please address any questions, comments or suggestions to corporate via email: [email protected] 6 INTEGRATED REPORT 2018 7 INTRODUCTION S P Setia Berhad Group >> About This Integrated Report About This Integrated Report This Integrated Report is our primary report to shareholders and other stakeholders. It is supplemented Standards and Guidelines by documents published as part of our annual results announcement on our website and the disclosures This report applies the Guiding Principles of the International Integrated Reporting <IR> Framework and aligned with the Global outlined below. Reporting Initiative (GRI) Standards: Core option. Reporting Boundary and Scope All financial statements have been prepared in accordance to the requirements of the Companies Act 2016 and the Malaysian The Integrated Report covers the primary activities of S P Setia, our business Financial Reporting Standards (MFRS). Our inaugural Integrated divisions, subsidiaries in the Malaysian and international operations as well as Report includes progress of entities where S P Setia holds a controlling stake unless otherwise stated. Prepared Our Capitals in accordance with the International Integrated Reporting <IR> Framework, our our sustainability approach, first Integrated Report provides a concise and material assessment of our strategic Our relevance as a business today and in the future, as well as our ability to create long-term value, are interrelated and path for achieving strong financial performance while also delivering environmental how far along the journey fundamentally dependent on the forms of capital available to us (our inputs), how we use them (our value-added activities), and and societal value in an increasingly dynamic business sector. The information we are and the value our presented in this report describes the manner in which this value is created for our our impact and the value we produce (our outputs and outcomes). sustainability initiatives have key stakeholders, including employees, regulators, suppliers and business partners, analysts as well as the communities in which we operate. added to our business. The report describes S P Setia’s approach to sustainability and provides insights into S P Setia is committed our strategies. The scope highlights the economic, environmental and social aspects to providing stakeholders of our developments and operations in Malaysia, Vietnam, Australia, Singapore, Financial Manufactured Human Social and Natural China and the United Kingdom. Capital Capital Capital Relationship Capital Capital with credible, transparent and timely information on Reporting period Shareholders’ equity Business structure Our people, Team Community Managing our and funding that and products Setia, are at the contribution our business sustainability impact on natural This is S P Setia’s inaugural Integrated Report, with subsequent reports to be are used to support including our heart of all that efforts, including resources through produced annually henceforth. This Integrated Report encapsulates material performance with particular business and development we do and we the developments our operations and information encompassing our strategy and business model, operating contexts, regard to risks, opportunities material risks, stakeholder interests, performance, prospects and governance from operational activities projects. continue to invest that we build and business activities. including expansion Manufactured capital in their growth in operate. and challenges. 1 January 2018 to 31 December 2018 unless otherwise stated. activities. also encompasses addition to nurturing Our transition to integrated reporting marks our continuous efforts to improve our operational a culture that information disclosures. processes as well as incubates innovative the framework and and sustainable OUR PRIMARY REPORTS TO STAKEHOLDERS mechanics of how development we do business and solutions for our Interim Reports Financial Results and Group Updates Corporate Governance Reports support the needs of customers. • Malaysian Companies Act 2016 • Malaysian Financial Reporting Standards (MFRS) • Main Market Listing Requirements our customers. of Bursa Malaysia Securities Berhad • Malaysian Code on Corporate Governance
Recommended publications
  • Property Refer to Important Disclosures at the End of This Report
    ESESES Malaysia Industry Focus Property Refer to important disclosures at the end of this report DBS Group Research . Equity 21 Jul 2014 KLCI : 1,872.97 New urbanization trend: Analyst Evolution of KL South QUAH He Wei, CFA +603 2604 3966 [email protected] • KL south migration gaining traction, driven by MRT connectivity, strong population growth, and larger supply of affordable homes STOCKS • Kajang-Semenyih growth corridor the most promising hotspot within Greater KL given Price Mkt Cap Target Price Performance (%) availability of cheap land bank and ready RMRMRM US$m RMRMRM 3 mth 12 mth Rating infrastructure • KL-SG High Speed Rail - the wildcard to shift city UEM Sunrise Bhd 2.10 2,863 2.20 (11.8) (30.9) HOLD center towards KL South SP Setia 3.52 2,788 4.10 20.6 5.4 BUY Sunway Bhd 3.18 1,722 3.70 2.6 (4.2) BUY • Top beneficiaries: MKH (high-conviction B uy), Eco Eastern & Oriental 2.99 1,039 3.80 19.6 51.0 BUY World (Initiate coverage), SP Setia (Upgrade to MKHBhd Berhad 4.01 528 5.85 22.1 123 .0 BUY Buy) Eco World 5.08 404 6.00 (1.0) 605.6 BUY Wing Tai Malaysia 2.15 218 2.25 (9.7) (16.3) HOLD Huge price disparity driving KL south migration. HunzaBhd Properties 2.00 143 2.20 0.0 2.0 HOLD Escalating land prices within Greater KL have reduced the Source: AllianceDBS supply of affordable landed properties, which remain in demand. The MRT connectivity at Kajang (ready by 2017) and the ready infrastructure with several highways have made Increasing property sales and prices Kajang/Semenyih the natural choice for developers to expand RMbn Yr 2000=100 township developments.
    [Show full text]
  • SP Setia Berhad
    2QFY21 Results Review (Within) | Thursday, 19 August 2021 S P Setia Berhad Maintain BUY (8664 | SPSB MK) Property| Property Steady earnings Unchanged Target Price: RM1.33 KEY INVESTMENT HIGHLIGHTS • 1HFY21 earnings within our expectation RETURN STATISTICS • Earnings recovered from low base in 1HFY20 Price @ 18 Aug 2021 (RM) 1.09 • Strong property sales of RM2.71b in 1HFY21 • Earnings forecast maintained Expected share price return (%) 22.0 • Maintain BUY with an unchanged TP of RM1.33 Expected dividend yield (%) 0.9 Expected total return (%) 22.9 1HFY21 earnings within our expectation. S P Setia 1HFY21 core net SHARE PRICE CHART income of RM179.8m came in within our expectation but above consensus expectation, making up 54% and 61% of our and consensus full year estimates respectively. Note that we have excluded mainly forex loss in our core net income calculations. Earnings recovered from low base in 1HFY20. Sequentially, 2QFY21 core net income was lower at RM73.1m (-31.3%qoq) despite higher topline (+2.8%qoq) as earnings were dragged by higher administrative and general expenses (+34.5%qoq). Meanwhile, 2QFY21 core net income Share price performance (%) Absolute Relative surged by more than ten-fold on yearly basis due to low base in 2QFY20. 1 month 2.8 3.0 Recall that earnings in 2QFY20 were negatively impacted by disruption of 3 months 2.8 8.2 site works as a result of MCO 1.0. This brought cumulative earnings in 12 months 39.7 43.5 1HFY21 to RM179.8m (+522.1%yoy). The earnings growth was mainly KEY STATISTICS underpinned by recovery in construction works at project sites and higher FBM KLCI 1,525.24 sales of completed inventories.
    [Show full text]
  • Detailed Species Accounts from The
    Threatened Birds of Asia: The BirdLife International Red Data Book Editors N. J. COLLAR (Editor-in-chief), A. V. ANDREEV, S. CHAN, M. J. CROSBY, S. SUBRAMANYA and J. A. TOBIAS Maps by RUDYANTO and M. J. CROSBY Principal compilers and data contributors ■ BANGLADESH P. Thompson ■ BHUTAN R. Pradhan; C. Inskipp, T. Inskipp ■ CAMBODIA Sun Hean; C. M. Poole ■ CHINA ■ MAINLAND CHINA Zheng Guangmei; Ding Changqing, Gao Wei, Gao Yuren, Li Fulai, Liu Naifa, Ma Zhijun, the late Tan Yaokuang, Wang Qishan, Xu Weishu, Yang Lan, Yu Zhiwei, Zhang Zhengwang. ■ HONG KONG Hong Kong Bird Watching Society (BirdLife Affiliate); H. F. Cheung; F. N. Y. Lock, C. K. W. Ma, Y. T. Yu. ■ TAIWAN Wild Bird Federation of Taiwan (BirdLife Partner); L. Liu Severinghaus; Chang Chin-lung, Chiang Ming-liang, Fang Woei-horng, Ho Yi-hsian, Hwang Kwang-yin, Lin Wei-yuan, Lin Wen-horn, Lo Hung-ren, Sha Chian-chung, Yau Cheng-teh. ■ INDIA Bombay Natural History Society (BirdLife Partner Designate) and Sálim Ali Centre for Ornithology and Natural History; L. Vijayan and V. S. Vijayan; S. Balachandran, R. Bhargava, P. C. Bhattacharjee, S. Bhupathy, A. Chaudhury, P. Gole, S. A. Hussain, R. Kaul, U. Lachungpa, R. Naroji, S. Pandey, A. Pittie, V. Prakash, A. Rahmani, P. Saikia, R. Sankaran, P. Singh, R. Sugathan, Zafar-ul Islam ■ INDONESIA BirdLife International Indonesia Country Programme; Ria Saryanthi; D. Agista, S. van Balen, Y. Cahyadin, R. F. A. Grimmett, F. R. Lambert, M. Poulsen, Rudyanto, I. Setiawan, C. Trainor ■ JAPAN Wild Bird Society of Japan (BirdLife Partner); Y. Fujimaki; Y. Kanai, H.
    [Show full text]
  • Kuala Lumpur, Melaka & Penang
    Plan Your Trip 12 ©Lonely Planet Publications Pty Ltd Kuala Lumpur, Melaka & Penang “All you’ve got to do is decide to go and the hardest part is over. So go!” TONY WHEELER, COFOUNDER – LONELY PLANET THIS EDITION WRITTEN AND RESEARCHED BY Simon Richmond, Isabel Albiston Contents PlanPlan Your Your Trip Trip page 1 4 Welcome to Top Itineraries ...............16 Eating ............................25 Kuala Lumpur ................. 4 If You Like... ....................18 Drinking & Nightlife.... 31 Kuala Lumpur’s Top 10 ...6 Month By Month ........... 20 Entertainment ............ 34 What’s New ....................13 With Kids ....................... 22 Shopping ...................... 36 Need to Know ................14 Like a Local ................... 24 Explore Kuala Lumpur 40 Neighbourhoods Masjid India, Day Trips from at a Glance ................... 42 Kampung Baru & Kuala Lumpur ............. 112 Northern KL .................. 83 Bukit Bintang Sleeping ......................124 & KLCC .......................... 44 Lake Gardens, Brickfields & Bangsar .. 92 Melaka City.................133 Chinatown, Merdeka Square & Bukit Nanas ...67 Penang .........................155 Understand Kuala Lumpur 185 Kuala Lumpur Life in Kuala Lumpur ...197 Arts & Architecture .... 207 Today ........................... 186 Multiculturalism, Environment ................212 History ......................... 188 Religion & Culture ......200 Survival Guide 217 Transport .....................218 Directory A–Z ............. 222 Language ....................229 Kuala
    [Show full text]
  • Persada Brochure 231116.Pdf
    230mm x 305mm (cover front) 230mm x 305mm (inside cover front) SETTING BENCHMARKS, ADDING VALUE Bandar Bukit Raja was launched in 2002 with a mixed residential development comprising of affordable, medium and higher end homes. As its planned evolution progresses, Bandar Bukit Raja has become a highly successful and sought-after model township that has now encompassed commercial, retail and Sime Darby Business Park as part of its integration ambition. Its vital position on the Greater Kuala Lumpur footprint ensures its continued importance in location, value and expandibility. Stage 3 (Future Development) A THRIVING COMMUNITY IN KLANG Stage 2 (Future Development) Sprawling over 4,405 acres, Bandar Bukit Raja is an integrated and P self-contained township in Klang. R O P Launched in 2002, it consists not O S only of residential properties but E D also commercial, institutional and W E industrial properties. S 125 acres T Town Park C O A The Bandar Bukit Raja community comes alive S within a well-planned layout and amenities that T E JALAN MERU offer accessible convenience and ease. A strategic Sales Gallery X P location and alluring living standards make it the R E preferred neighbourhood in Klang. S S W A Y NEW NORTH KLANG STRAITS BYPASS Shah Alam 62km 28km 7km 12km 28km 37km *Artist’s impression only COMMUNITY-LIVING FACILITIES Experience it all at Persada, the perfect setting for you and your family at Bandar Bukit Raja. Designed for your ideal living, Persada is the latest 2-storey link home development project by Sime Darby Property in Bandar Bukit Raja, an integrated and self-contained township in Klang.
    [Show full text]
  • Buku Daftar Senarai Nama Jurunikah Kawasan-Kawasan Jurunikah Daerah Johor Bahru Untuk Tempoh 3 Tahun (1 Januari 2016 – 31 Disember 2018)
    BUKU DAFTAR SENARAI NAMA JURUNIKAH KAWASAN-KAWASAN JURUNIKAH DAERAH JOHOR BAHRU UNTUK TEMPOH 3 TAHUN (1 JANUARI 2016 – 31 DISEMBER 2018) NAMA JURUNIKAH BI NO KAD PENGENALAN MUKIM KAWASAN L NO TELEFON 1 UST. HAJI MUSA BIN MUDA (710601-01-5539) 019-7545224 BANDAR -Pejabat Kadi Daerah Johor Bahru (ZON 1) 2 UST. FAKHRURAZI BIN YUSOF (791019-01-5805) 013-7270419 3 DATO’ HAJI MAHAT BIN BANDAR -Kg. Tarom -Tmn. Bkt. Saujana MD SAID (ZON 2) -Kg. Bahru -Tmn. Imigresen (360322-01-5539) -Kg. Nong Chik -Tmn. Bakti 07-2240567 -Kg. Mahmodiah -Pangsapuri Sri Murni 019-7254548 -Kg. Mohd Amin -Jln. Petri -Kg. Ngee Heng -Jln. Abd Rahman Andak -Tmn. Nong Chik -Jln. Serama -Tmn. Kolam Air -Menara Tabung Haji -Kolam Air -Dewan Jubli Intan -Jln. Straits View -Jln. Air Molek 4 UST. MOHD SHUKRI BIN BANDAR -Kg. Kurnia -Tmn. Melodies BACHOK (ZON 3) -Kg. Wadi Hana -Tmn. Kebun Teh (780825-01-5275) -Tmn. Perbadanan Islam -Tmn. Century 012-7601408 -Tmn. Suria 5 UST. AYUB BIN YUSOF BANDAR -Kg. Melayu Majidee -Flat Stulang (771228-01-6697) (ZON 4) -Kg. Stulang Baru 017-7286801 1 NAMA JURUNIKAH BI NO KAD PENGENALAN MUKIM KAWASAN L NO TELEFON 6 UST. MOHAMAD BANDAR - Kg. Dato’ Onn Jaafar -Kondo Datin Halimah IZUDDIN BIN HASSAN (ZON 5) - Kg. Aman -Flat Serantau Baru (760601-14-5339) - Kg. Sri Paya -Rumah Pangsa Larkin 013-3352230 - Kg. Kastam -Tmn. Larkin Perdana - Kg. Larkin Jaya -Tmn. Dato’ Onn - Kg. Ungku Mohsin 7 UST. HAJI ABU BAKAR BANDAR -Bandar Baru Uda -Polis Marin BIN WATAK (ZON 6) -Tmn. Skudai Kanan -Kg.
    [Show full text]
  • EY KL Calling 2020
    KL calling: dynamic, digital, diverse Investors guide Foreword The next phase of Kuala Lumpur’s growth is pivoting towards next-gen industries, including Industry 4.0. In recent years, Kuala Lumpur has garnered investments from high-tech multinational corporations in advanced medical technologies, digital e-platforms, Internet of Things, robotics and higher-value Global Business Services. Malaysia’s world-class infrastructure, supportive government policies and agencies Dato’ Abdul Rauf Rashid and future-ready digital talent proficient in EY Asean Assurance Leader English and Asian languages continue to Malaysia Managing Partner attract international businesses to establish Ernst & Young PLT their regional headquarters and centers in Kuala Lumpur. Beyond 2020, I envision that Kuala Lumpur will holistically evolve to become a smart digital city, driven by a balanced community purpose, i.e., to serve its residents’ needs and systemically improve common facilities and amenities for the well-being of Malaysians, business residents, expatriates and international visitors. Malaysia welcomes investors to recognize Kuala Lumpur’s 3 D strengths: dynamic, digital, diverse, and participate in Kuala Lumpur’s next exciting transformation! Selamat datang ke Kuala Lumpur! KL calling: dynamic, digital, diverse | 1 Our strategy is to be as close as “possible to our customers to understand their needs and to Malaysia’s fundamentals remain develop suitable products and “ solutions to fulfil their strong and attractive to investors. requirements. As the region’s most competitive manufacturing Despite the COVID-19 pandemic, powerhouse, Kuala Lumpur we remain in active discussions emerged as a natural favorite. with potential investors. Although some investors are ABB taking a wait-and-see approach, others remain committed to their investments as they hold a long- About 16 months into our term view.
    [Show full text]
  • Dear Asian Access Staff and Guests
    Dear Asian Access Staff and Guests: Many of you have asked about optional vacation opportunities after the 40th Anniversary in Port Dickson, Malaysia. Our local event coordinator has negotiated a variety of packages you can take advantage of if you like. The first set of options revolves around two nights and three days in Kuala Lumpur. You can stay at any of a number of downtown hotels at discounted rates (from RM200 to RM350 per night and including breakfast) and choose any of the sightseeing tours listed as options 1-16. The second set of options (#17 – 21) is hotel and activity package deals (not including airfare, see each option for details of what is included, but all are two nights and three days). You will go directly from Port Dickson to the KL Airport and take a flight to whichever destination that you choose among the various destinations. This is initial information. If you are interested, please let me know and I will give you instructions on how to obtain more information or to make reservations. In Christ, Elliott Snuggs (626)914-8990 x222 [email protected] Package Code Number 01 to 16 Short tour with choices of destinations: 01. City Tour – 3.5 hours 02. Country tour – 3.5 hours 03. Cultural Night Tour – 3.5 hours 04. Templer’s Park – 3.5 hours 05. Cultural & Heritage Tour – 5 hours 06. Genting Highland – 6 hours 07. A Day in Rainforest – 5.5 hours 08. Putrajaya & Agricultural Heritage park – 5 hours 09. Animal world safari & Water world – 8 hours 10.
    [Show full text]
  • Table of Contents
    TABLE OF CONTENTS PAGE Introduction ANANDA KRISHNAN PROFILE AND BACKGROUND 3 - 8 MAXIS COMMUNICATION COMPANY PROFILE 9 - 12 ASTRO COMPANY PROFILE 13 - 20 STYLE OF LEADERSHIP 21 - 24 LEADERSHIP THEORY ADAPTATION 25 Conclusion 26 References 27 1 (a) Background of the leader: the aim of this section is to know and understand the leader as a person and the bases for his/her success. The data and information should be taken from any published sources such as newspapers, company reports, magazines, journals, books etc. INTRODUCTION ANANDA KRISHNAN Who is Ananda Krishnan? According to a report then by Bernama News Agency, the grandfathers of Tan Sri T. Ananda Krishnan and Tan Sri G. Gnanalingam had been brought to Malaysia from Jaffna by British colonial rulers to work in Malaysia¶s Public Works Department, a common practice then as Jaffna produced some of the most educated people in the whole country. Tan Sri Gnanalingam himself told one of our ministers that he wants to put something back into this country because his grandfather was Sri Lankan," Deputy Director-General of Sri Lanka's Board of Investment (BOI) Santhusht Jayasuriya had told a a group of visiting Malaysian journalists then, 2 according to the Bernama 2003 story. Gnanalingam, executive chairman of Malaysia's Westport, held talks with Prime Minister Ranil Wickremesinghe during a visit to Malaysia in 2003 and the former followed up with a visit to Colombo. In the same year a Memorandum of Understanding was formalized in March this year between 'Westport' and the Sri Lanka Ports Authority (SLPA). Westport is keen to invest in Sri Lanka but no formal process has begun.
    [Show full text]
  • M.V. Solita's Passage Notes
    M.V. SOLITA’S PASSAGE NOTES SABAH BORNEO, MALAYSIA Updated August 2014 1 CONTENTS General comments Visas 4 Access to overseas funds 4 Phone and Internet 4 Weather 5 Navigation 5 Geographical Observations 6 Flags 10 Town information Kota Kinabalu 11 Sandakan 22 Tawau 25 Kudat 27 Labuan 31 Sabah Rivers Kinabatangan 34 Klias 37 Tadian 39 Pura Pura 40 Maraup 41 Anchorages 42 2 Sabah is one of the 13 Malaysian states and with Sarawak, lies on the northern side of the island of Borneo, between the Sulu and South China Seas. Sabah and Sarawak cover the northern coast of the island. The lower two‐thirds of Borneo is Kalimantan, which belongs to Indonesia. The area has a fascinating history, and probably because it is on one of the main trade routes through South East Asia, Borneo has had many masters. Sabah and Sarawak were incorporated into the Federation of Malaysia in 1963 and Malaysia is now regarded a safe and orderly Islamic country. Sabah has a diverse ethnic population of just over 3 million people with 32 recognised ethnic groups. The largest of these is the Malays (these include the many different cultural groups that originally existed in their own homeland within Sabah), Chinese and “non‐official immigrants” (mainly Filipino and Indonesian). In recent centuries piracy was common here, but it is now generally considered relatively safe for cruising. However, the nearby islands of Southern Philippines have had some problems with militant fundamentalist Muslim groups – there have been riots and violence on Mindanao and the Tawi Tawi Islands and isolated episodes of kidnapping of people from Sabah in the past 10 years or so.
    [Show full text]
  • Property Market 2013
    Property Market 2013 www.wtw.com.my C H Williams Talhar and Wong 30.01, 30th Floor, Menara Multi-Purpose@CapSquare, 8 Jalan Munshi Abdullah, 51000 Kuala Lumpur Tel: 03-2616 8888 Fax: 03-2616 8899 KDN No. PP013/07/2012 (030726) Property Market 2013 www.wtw.com.my C H Williams Talhar and Wong 30.01, 30th Floor, Menara Multi-Purpose@CapSquare, 8 Jalan Munshi Abdullah, 51000 Kuala Lumpur Tel: 03-2616 8888 Fax: 03-2616 8899 KDN No. PP013/07/2012 (030726) CH Williams Talhar & Wong established in 1960, is a leading real estate services company in Malaysia & Brunei (headquartered in Kuala Lumpur) operating with 25 branches and associated offices. HISTORY Colin Harold Williams established C H Williams & Co, Chartered Surveyor, Valuer and Estate Agent in 1960 in Kuala Lumpur. In 1974, the company merged with Talhar & Co, a Johor-base Chartered Surveying and Valuation company under the sole-proprietorship of Mohd Talhar Abdul Rahman. With the inclusion of Wong Choon Kee, in a 3-way equal partnership arrangement, C H Williams Talhar and Wong was founded. PRESENT MANAGEMENT The Group is headed by Chairman, Mohd Talhar Abdul Rahman who guides the group on policy de- velopments and identifies key marketing strategies which have been instrumental in maintaining the strong competitive edge of WTW. The current Managing Directors of the WTW Group operations are: C H Williams Talhar & Wong Sdn Bhd Foo Gee Jen C H Williams Talhar & Wong (Sabah) Sdn Bhd Robin Chung York Bin C H Williams Talhar Wong & Yeo Sdn Bhd (operating in Sarawak) Robert Ting Kang Sung
    [Show full text]
  • Kuala Lumpur
    Powered by Powered by Kuala Lumpur Residential Market Update January 2019 The formation of a new government following Malaysia’s recent general election is already having a positive impact Economic indicators on the economy. Nominal quarterly GDP growth for Malaysia, Malaysia-wide unemployment, inflation and the overnight policy rate Consumer sentiment has been improving following the three month tax holiday, with the introduction of the GDP Quarter-on- Malaysia Overnight zero-rating of the Goods and Services Tax (GST), effective 1.7% Quarter Growth 3.25% Policy Rate from 1st June 2018, and the re-introduction of the Sales and Q2 2018 September 2018 Services Tax (SST) on 1st September 2018. This has been reinforced by strong employment and a low inflation rate; in Unemployment Rate Inflation Rate August 2018, unemployment levels stood at 3.4% and the 3.4% August 2018 0.2% August 2018 inflation rate was low at 0.2%. In the second quarter of 2018, the Business Conditions Index Nominal GDP growth Unemployment Rate Inflation Rate 6% (BCI), published by the Malaysian Institute of Economic Research, hit its highest level for the past 13 quarters at 5% 116.3 points. In addition, the continuing development of Kuala 4% Lumpur’s new financial district, Tun Razak Exchange, looks set 3% to further boost Malaysia’s growing financial services sector. 2% Keeping pace with rapid urbanisation is the development 1% progress of transport infrastructure in Greater Kuala Lumpur 0% (GKL). The completed and on-going Light Rail Transit (LRT) and Mass Rapid Transit (MRT) lines are enhancing mobility and -1% connectivity within the region, and helping to transform GKL -2% into a sustainable and liveable metropolis.
    [Show full text]