THE COMPANY: AirAsia is one of the largest low-cost carriers in Asia, with an extensive network of around 150 routes. Within 10 years of operations, AirAsia has expanded its fleet from just two aircraft to 107 at present, and has carried more than 140m passengers. The company aspires to become the leading...
The Capital Market Master Plan 2001-10 (CMP1) was a huge success. Of the 152 recommendations made, a full 95% were achieved. The second Capital Market Master Plan (CMP2), announced in April 2011, is not going to match that performance. This is not because Malaysia is not motivated to implement CMP2 or because CMP2 sets the bar too high. It is...
As the 2015 date for ASEAN integration draws nearer, a number of banks in Malaysia remain well positioned for regional expansion and leadership. They are large by regional standards, have experience derived from weathering several crises and hold sound balance sheets. They show willingness to bet on ASEAN markets and create regional champions. It is...
The Financial Sector Master plan 2001-10 for Malaysia, written in the wake of 1997-98 crisis and focusing on stability, achieved almost all its goals. The banking sector was consolidated and the country was left with eight sound and solid institutions. Corporate governance and prudent controls were emphasised so Malaysia would not again face the...
Malaysia is a multi-ethnic society of 29m split between the Malay Peninsula and the island of Borneo. With a per-capita GDP that has hovered around $10,000 for the past decade, the country is struggling to escape a “middle-income trap”
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