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KUALA LUMPUR: Malaysia’s retirement savings fund, the Employees Provident Fund (EPF), is allocating up to RM250 million to Gobi Partners to boost mid-sized domestic companies with high growth potential. The investments will target several key areas, namely healthcare for the elderly, improvements in food production, making financial services more accessible, promoting sustainable practices like clean energy, enhancing education quality, and social infrastructure development. EPF said these align with its overall strategic goals and may include additional promising sectors in the future. EPF chief executive officer Ahmad Zulqarnain Onn said the agency is committed to participating in the growth journey of high-potential companies in Malaysia as it aligns strategy with developing an inclusive social protection ecosystem. “This commitment was mandated to cater to several strategic investment themes, including healthcare, with a specific focus on aged care and the silver economy. “It reflects the EPF’s recognition of the importance of addressing the needs of an ageing population. “In the long run, we hope this effort contributes to building a resilient society that is resilient to economic and social challenges while delivering profitable returns for our members,” he said in a statement. This move also aligns with the Malaysian government’s Madani Economy Framework, where the EPF wants to work alongside other government-backed investment firms (GLICs) to help young startups get established. Gobi Partners is a well-established venture capital firm across Asia. The EPF, already the biggest investor in Malaysia with over RM702 billion in assets under management as of December 2023, is taking this step to strengthen the domestic market further. Both companies will look to fill funding gaps for these early-stage companies, which will benefit the companies’ growth and generate good returns for the EPF, considering the potential risks involved. This commitment reflects the EPF’s ongoing efforts to provide social security through strategic investments in promising Malaysian mid-sized companies. “Gobi Partners is proud to stand alongside the EPF in this significant commitment to the growth of mid-to-growth-stage companies in Malaysia. “Our strategic focus on the six key themes underscores our dedication to driving innovation and creating lasting socio-economic impact,” Gobi Partners co-founder and chairperson Thomas G Tsao said.

KUCHING: The current boycott stance by Malaysians and other global citizens to spurn American brands such as McDonald’s, Burger King, and Starbucks, as well as other brands like Nestle’s Milo and Nescafe, which are deemed to be products exported from pro-Israel countries, will certainly exact economic repercussions on such brands. However, there is a misconception among consumers who are participating in this call to boycott these popular brands in light of the current Israeli-Hamas conflict in the Middle East, according to a renowned local economist. Speaking to The Exchange Asia, Dato Dr Madeline Berma said, “Consumers boycotting these brands are not aware that while their action will cause a deficit and hurt the brands that are being given the snub, it will be Palestine as a nation, and Palestinians as a people, who will bear the heavy brunt of this boycott action, more than Israel itself.” The Senior Fellow of Institut Masa Depan Malaysia, quoting a 2015 report by the global policy think tank Rand Corporation, said: “Boycott, divestment, and sanctions (BDS) and other related financial and trade sanctions against Israel, had resulted in a cumulative reduction of around US$15 billion in Israel’s gross domestic product (GDP) over 10 years. “This represents about three per cent of Israel’s annual GDP, over US$500 billion. It was further reported that in Palestine, the BDS led to increased trade and transaction costs and a reduction in Palestinians working in Israel. “This, in turn, caused a US$2.4 billion decrease in Palestine’s GDP, with a per capita GDP decrease of 12 per cent, which is 3.5 times greater than the decrease experienced by Israel. The BDS has reduced economic opportunities in Palestine and inflicted more harm on the Palestinians than serve a good cause to the politically- and economically-challenged nation,” she added. Madeline said that at the policy level, boycotts can result in economic pressure on the targeted companies, driving them to formulate a policy commitment and modify practices in response to such coercion. According to her, boycotts can also impact on brand image. “Brands rely heavily on their image and reputation. Customers’ anger and hatred towards the brand create a lot of negative publicity against the targeted companies. They cause the most damage to relationships between customers and companies, weakening brand strength and impacting profits,” she said. On the continued corporate performance of a company whose products were given the cold shoulder by consumers, she said: “For targeted companies like Mcdonald’s and Starbucks,  such boycotts can have detrimental effects on corporate performance, particularly in terms of sales, brand image, reputation, and stakeholder relationships.” Madeline pointed out that boycotts can lead to a noticeable drop in a brand’s revenue, making it a direct and impactful way to hold companies accountable for their beliefs, political stance, and subsequent actions. She said that during a boycott, a country can suffer economic losses. “Boycotting can lead to job losses, especially for Malaysian employees who do not influence a brand’s actions. Malaysians can boycott to their ‘own disadvantage’ since such companies provide employment and are the largest tax-contributing sector to the national economy. She added, “These multinational chains also buy local, and therefore, local industries will also be affected by such boycott actions.”

KUALA LUMPUR: Long haul budget carrier AirAsia X Bhd signed a memorandum of understanding (MoU) with Kazakhstan Tourism for strategic collaboration. The MoU encompasses greater commercial collaboration and partnerships between the airline and the organisation to promote tourism between Kazakhstan and Malaysia, create new business opportunities, develop joint sales and marketing campaigns, and boost both countries’ economies through tourism. As a strategic partner, AirAsia will not only fly travellers from Malaysia and other Southeast Asian countries to Almaty but also connect travellers from Almaty to 130 destinations across the region via Kuala Lumpur. The airline is also looking to extend Malaysian and Kazakh tourism product promotion across the region through conferences, travel marts, and other exciting events. The MoU was signed by AirAsia X chief executive officer Benyamin Ismail and Kazakhstan Tourism chairman Kairat Sadvakassov and witnessed by the ambassador of Malaysia to Kazakhstan Mohd Adli Abdullah and Capital A executive chairman Datuk Kamarudin Meranun. Representatives from Almaty Airport, the Civil Aviation Authority of Kazakhstan, and other key industry players were also in attendance. “This strategic alliance is a significant leap for Malaysia and Kazakhstan. It is about enhancing travel experiences and bolstering our economies. This partnership opens up more opportunities for travellers, leading to growth for both nations. “Our competitive fares stimulate air travel wherever we fly, contributing to the tourism sector, a major engine for job creation and a driving force for economic growth,” Benyamin said in a statement. He said the high load factor on both legs of AirAsia X’s inaugural flights indicates strong demand for the route and reflects positively on its capability to penetrate new markets. “This bodes well for future growth and expansion opportunities in the region, boosting our opportunities in various sectors between Malaysia, Kazakhstan, and the Southeast Asian region. We are excited to see the positive changes it will bring to Malaysia and Kazakhstan,” he said. Sadvakassov said AirAsia’s entry into the Kazakhstan market is important for the country and the entire Central Asian region. He said Kazakhstan, like the gates and the Heart of Central Asia, provides access to numerous attractions in our region. “We hope the cooperation with AirAsia X will be fruitful and contribute to significant trade, commercial, cultural, and educational exchanges. Additionally, we believe that cooperation between our countries will create new job opportunities and play a significant role in our nation’s economic growth,” he said. Striving to promote tourism in both directions, AirAsia X has launched flights between Kuala Lumpur and Almaty, as well as Almaty and Kuala Lumpur, with a frequency of 4 times a week. The planes will operate every Tuesday, Thursday, Saturday, and Sunday.

KUALA LUMPUR: Techbase Industries Bhd’s (TIB) wholly-owned subsidiary Honsin Apparel Sdn Bhd (HASB), has filed a suit against the major shareholder of South Malaysia Industries Bhd (SMI) and Asian Pac Holdings Bhd for its management practices. In a statement, HASB expressed disappointment with the current SMI board for persistent losses since 2019. Further, given the company’s financial performance, the substantial increase in director fees for the financial year ending June 30, 2023, is disproportionate. HASB noted that this concern follows SMI’s recent announcement of filing a judicial review against the Securities Commission Malaysia (SC). HASB is also particularly troubled by SMI’s prolonged delay in convening an annual general meeting (AGM), which has persisted for 21 months without any public explanations to SMI’s shareholders. “This departure from the customary 12-month AGM timeline raises serious questions about SMI’s management’s transparency and accountability. “We are profoundly disappointed with the actions of the current SMI board. Their focus and priorities appear to be starkly misaligned with the interests of the shareholders. “Certain decisions seem to lack transparency instead of fostering the company’s advancement. “We hope no further delay of the AGM,” HASB spokesperson said in the statement. The company said the actions of SMI’s directors, which undermine shareholders’ rights and erode confidence in the company’s governance, could have profound implications on foreign investment confidence in Malaysia. Investors keenly observe corporate governance standards in public-listed companies, and any deviations from these standards can significantly impact investor sentiment, HASB noted. Moreover, there is a pressing concern that the incumbent SMI directors have failed in their fiduciary duties by persistently delaying the AGM, thereby obstructing shareholder engagement and oversight, without demonstrating any tangible efforts to address SMI’s ongoing financial losses. Note that HASB had previously won a case calling for an extraordinary general meeting (EGM). However, SMI has applied for a stay on the judgment, further delaying the EGM. Additionally, SMI has applied to the Companies Commission of Malaysia (SSM) for a delay in holding the AGM without providing any reasons to the shareholders. HASB and HIQ Media Malaysia Sdn Bhd (HMM) have filed a suit against Mah Sau Cheong and 15 others. To note, HASB and HMM collectively own a 10.01 per cent stake in the loss-making SMI. SMI’s ownership is spread among various owners, with BH Builders Sdn Bhd owning the largest portion, or 9.31 percent. This company is fully owned by Asian Pac Holdings Bhd, another property developer listed on the main market of Bursa Malaysia. “We urge all shareholders to attend and vote in the upcoming AGM to exercise their shareholder rights and express their views on the company’s management. “We must stand together to ensure transparency, accountability, and good governance in SMI,” added HASB spokesperson. HASB remains committed to advocating for the rights of shareholders and the betterment of SMI.

KUALA LUMPUR: Smart Reader Worldwide Sdn Bhd (SRW), the early childhood education franchiser, aims to establish a stronger presence in Malaysia next year as the demand for new centres is picking up pace post-pandemic. Executive director Kevan Ong said the East Malaysian market has been the company’s strong growth state, and part of the company’s strategy is to establish a broader presence there. “We believe Sarawak is the right choice for expansion, as there are ongoing developments coupled with the resumption of oil and gas activities in the state. “We are experiencing a surge in inquiries from young entrepreneurs keen to become our franchisee and operate new early childhood centres in smaller towns. “We are also receiving inquiries from Sabah and Peninsular Malaysia. We foresee 20 new centres being operational throughout Malaysia in 2024,” he told The Exchange Asia. Ong said a nationwide demand for affordable and quality preschool education continues to exist, and the rapid development and urbanisation in East Malaysia create more demand for educational services. “We also have a regional office and hub in Kuching, Sarawak, and our centres in Kuching and Kota Kinabalu. “Besides accessibility and support for existing centres, the team provides valuable insights and allows us to focus on targeted and viable locations for expansion,” Ong said. Ong said SRW currently has approximately 300 centres nationwide, including those awaiting the granting of a franchisee licence to begin operation. The company has 40 franchisees currently operating in Sabah and Sarawak. “Apart from our target to expand 20 more centres in Malaysia this year, we are also targeting international expansions in Australia and Indonesia,” Ong said. SRW offers preschool education programmes for children aged three to six. The curriculum is focused on promoting learning through play. The SRW franchise fee is RM270,000, including setup costs, and the company offers several incentive plans for young entrepreneurs interested in entering the early childhood education business. “We hit our target for 2023, especially with the new Smart Reader Kids++ concept, designed as a daycare and transit centre for primary school students. “Further, we opened our fourth centre in Melbourne, Victoria, with the launch of Smart Reader Kids Hallam,” Ong said. Touching on listing plans, Ong said the company aims to be a public-listed firm in Malaysia and abroad by 2025 after establishing a stronger brand presence, expanded operations, better earnings volume and perks to offer future shareholders. “When want to make sure that when we are going for initial public offering (IPO), we want to show an upward trajectory of the company and a bigger appetite for shareholders as they may want to see positive organic growth,” he said. Ong said SRW’s market goal would be to continue growing the Smart Reader Kids brand in Malaysia, Australia, and Indonesia. “We aim to achieve this by expanding our geographical reach by opening new centres in untapped markets. This will also increase our enrolment numbers to 20,000 students,” he said. Ong said the main criteria SRW seeks in selecting entrepreneurs to join the Smart Reader Kids fraternity is passion. “We want people who are passionate about working with children. In terms of support, we have an established franchise system that has been in operation for more than 20 years, providing support from all areas, including training and development, human resource (HR), legal, branding and marketing, research and development, and operations,” he said. When asked to comment on what the government should look at to improve early childhood education and initiatives, Ong said one factor would be initiatives to encourage home-bound mothers to return to the workforce. He said one primary cause is that many home-bound mothers want to return to the workforce and how they can send their children to a proper education and care centre. He said countries such as Australia already have similar centres for working mothers, and employers encourage a proper work-life balance for working mothers. “The government and related ministries should emphasise new initiatives for young mothers keen to return to the workforce. “There must be subsidised and affordable early childhood education and care centres in major cities. This would make it easy for home-bound mothers to return to the workforce and have their children begin their education in these centres,” Ong said.

KUALA LUMPUR: The demand for internet bandwidth in Malaysia will continue to grow this year, fuelled by specific sectors such as e-commerce, online entertainment, remote work, and cloud-based services. The Malaysia Internet Exchange (MyIX) chairman, Chiew Kok Hin, said that to accommodate this surge in demand, MyIX is implementing specific measures to enhance the overall internet infrastructure and focusing on infrastructure expansion. “These include upgrades, investments by local internet service providers (ISPs) and global players, and the adoption of new technologies that drive further enhancements in internet connectivity,” he told The Exchange Asia. Chiew said the country’s demand for internet bandwidth continues to show strong and sustained growth. This trend is evidenced by the record peak of 2.1 terabits per second recorded in May 2023, and as the current demand for internet bandwidth is also around this mark, MyIX foresees it rising further in the months and years to come. Chiew said this internet usage surge is driven by various factors, including the proliferation of the latest and most powerful digital technologies, the expansion of online services, and evolving user behaviours. Moreover, the increase in participation from various entities, including hosting companies, universities and enterprises, has enriched the MyIX ecosystem, leveraging the ‘network effect to improve connectivity across Malaysia. “By encouraging more entities to join the exchange, we aim to enhance our users’ overall internet performance and reliability,” said Chiew. He also said the advancements in video conferencing, large-scale display technologies, and emerging technologies such as cloud computing, IoT (Internet of Things), and 5G have significantly contributed to this surge. “In particular, artificial intelligence (AI) seems to be progressively moving mainstream. The proliferation of AI in various aspects of life and work significantly contributes to the sustained high demand for internet bandwidth. “AI technologies are becoming increasingly embedded in our daily activities, from personalised recommendations on streaming platforms to intelligent productivity tools in the workplace. “In this light, MyIX recognises the importance of adapting our infrastructure to accommodate the bandwidth requirements of AI technologies, ensuring that Malaysia remains at the forefront of digital innovation and connectivity,” said Chiew. Chiew said there is also a convergence of AI with some of the technologies mentioned. For example, a noteworthy development in this realm is the availability of the Zoom AI Companion in Bahasa Malaysia, marking a significant milestone in making advanced AI tools accessible to a broader audience in Malaysia. For video conferencing meetings, it offers capabilities like quick catching up on missed discussions, smart recording with highlights and chapters, and even generating summaries with the next steps. These developments enhance the efficiency and effectiveness of digital communications and highlight the growing demand for internet infrastructure capable of supporting sophisticated AI applications, said Chiew. In response to these trends, Chiew said MyIX remains committed to ensuring its infrastructure is robust and adaptable to meet the growing demands. “We are planning for substantial infrastructure investments and capacity expansions in 2024, focusing on enhancing the efficiency and capability of our internet exchange infrastructure. “These initiatives are designed to future-proof our network against the increasing traffic volumes and ensure the provision of fast, reliable internet connectivity to our users,” said Chiew. Chiew pointed out that in the last financial year, MyIX underwent a comprehensive restructuring of its backend network, implementing various improvements. “We invested in new firewalls, specifically Fortigate, to fortify our network’s access redundancy. This addition significantly bolstered our system’s resilience when accessed via non-MyIX networks. “Furthermore, we expanded our upstream providers at no cost. The two providers, namely REDtone Engineering & Network Services Sdn Bhd and IP Serverone Solutions Sdn Bhd, were crucial additions to our network architecture,” said Chiew. He also noted that MyIX recognises the importance of collaboration in this dynamic ecosystem. “We are actively engaging with ISPs, content providers and other stakeholders through ongoing discussions and partnerships to optimise the internet ecosystem in Malaysia. “Such collaborative efforts are vital for collectively addressing the escalating bandwidth demand and ensuring a seamless internet experience for all users,” he said. MyIX’s vision is to shape the future of internet connectivity in Malaysia by building a resilient and scalable infrastructure that can support the dynamic needs of its users and the broader digital economy. On the corporate social responsibility (CSR) front, Chiew said MyIX launched a national initiative, the Network Infrastructure Training Programme, aligning to empower the Malaysian workforce with essential digital economy skills. The programme kicked off last month at MyIX’s headquarters in Puchong, Selangor, selecting 25 participants from a pool of hundreds for the inaugural ‘Explore the World of Network Infrastructure’ course. This effort, in partnership with Forward College, aims to address the digital skills gap by providing hands-on training in critical areas such as internet protocol (IP) network and systems operations, routing protocols, and distributed denial-of-service (DDoS) prevention strategies. Chiew said this initiative was designed to benefit recent graduates, professionals from MyIX member companies, and the industry at large. With the backing of MyIX members, the programme reflects a strong commitment to collaborative efforts in technological education, underscoring the importance of building a skilled workforce ready to navigate the challenges and opportunities of the digital future. “This programme is not just about theoretical learning but also about equipping participants with practical skills that can be immediately applied in the workforce. “Through such initiatives, MyIX plays a pivotal role in enhancing internet speed, reliability and security in Malaysia, contributing significantly to the country’s digital economy,” Chiew said.

The seismic shifts triggered by the global pandemic have propelled leadership into uncharted territory, particularly in Southeast Asia. As the region undergoes a rapid digital transformation, technology and sustainability are colliding to reshape old views of leadership, creating a landscape where integrating technological prowess with a human-centric ethos is not something to consider but something that needs to be done. Let us take a closer look at the trends now defining leadership dynamics and their nuances to understand the implications in the long term. Embracing Digital Transformation for Operational Excellence In the wake of the pandemic, organisations in Malaysia are now redefining leadership paradigms, placing a premium on leaders who are adept at navigating the intricate interplay between digital technology and human-centric strategies. The emphasis is not merely on adopting technology but on strategically leveraging it. Digital tools, ranging from communication platforms like Microsoft Teams to innovative artificial intelligence (AI) applications, like Otter.ai and ChatGPT are becoming integral to internal processes and product delivery. The Malaysian landscape, characterised by its unique blend of cultures, demands a nuanced approach. Here at The University of Manchester, our collaboration with local partners like the Perdana Leadership Foundation underscores the importance of tailoring strategies to align with the distinct demands of Malaysia. The maturity of the market, variations in the prioritisation of environmental, social, and governance (ESG) strategies, and the delicate dance between tradition and innovation all contribute to the multifaceted nature of leadership in the Malaysian digital age. Fostering a Culture of Innovation Leaders in the region are now charged with fostering cultures of innovation where risk-taking is not just tolerated but actively encouraged. A compelling case study from an Indonesian bank exemplifies a groundbreaking approach – setting targets for the number of failed innovations for their newly formed innovation division. This unique strategy underscores the importance of embracing failure as an inherent part of the innovation journey, promoting a mindset shift crucial for navigating the evolving digital landscape. In the Malaysian context, innovation takes on a broader scope. The focus extends beyond technological innovation to encompass the integration of traditional values seamlessly. This is why our programmes at The University of Manchester explore how AI technology can enhance, rather than replace, traditional practices. The goal is to provide people with more time for higher-value work, aligning with their cultural values and fostering innovation. Multi-specialist Leadership in a Dynamic Work Environment The era of leaders specialising in one domain is fading in Malaysia. The post-pandemic career trajectory involves navigating through multiple roles across diverse areas. This demands leaders to be multi-specialists, not only in digital technologies but also in finance, stakeholder management, strategy, and beyond. The call for continuous upskilling echoes the need for leaders to stay agile in a landscape where change is constant. In Malaysia’s cultural diversity, recognising the significance of the country’s cultural heritage becomes a cornerstone of leadership. Our emphasis on social and community engagement goes beyond business, working with a diverse range of stakeholder groups to understand their perspectives, values, and needs. Balancing tradition with innovation is a challenge we acknowledge, striving to merge technology with traditional wisdom through education programs that align with Malaysia’s cultural heritage. Adapting Leadership to Hybrid Work Environments Remote work has become the norm in Malaysia, necessitating a recalibration of leadership styles. The traditional office environment, conducive to organic learning and team dynamics, is being replaced by intentional touchpoints, personal development plans, and deliberate planned team interactions. This hybrid leadership approach ensures leaders can understand team dynamics and individual motivations in an era where physical proximity is no longer guaranteed. The challenge lies in understanding the nuances of leading in a hybrid environment in Malaysia. The shift towards flexible working arrangements demands a reassessment of well-being strategies. Leaders are leveraging technology not only for skill development but also to address stress management and mental health support. Recognising the impact of constant connectivity, organisations are implementing clear well-being strategies to ensure employees have the time and support needed to thrive without burnout. A Global Mindset for Global Success In an interconnected world, leaders in Malaysia must possess a global mindset. While technology facilitates global reach, success in one market doesn’t guarantee success in another. Understanding and adapting to the diversity in markets, cultures, and norms is paramount. The ability to navigate this complexity defines leaders who can steer their organisations toward success in an increasingly globalised business landscape. Our collaboration with the Perdana Leadership Foundation is a testament to this approach. By working with an organisation deeply rooted in Malaysia’s leadership legacy, we not only gain insights into the country’s development journey but also create a joint product that fuses innovation with leadership cultures. This synergy exemplifies our commitment to navigating the delicate balance between digital technology, sustainability, Malaysia’s rich leadership heritage, and her growth potential. The post-pandemic era has accelerated the evolution of leadership skills in Malaysia, demanding a delicate balance between technological prowess and humanistic approaches. Malaysian organisations are witnessing a paradigm shift in leadership—one that embraces digital transformation, encourages innovation, and understands the nuances of diverse global markets. As leaders chart their course in this dynamic landscape, the ability to integrate digital technology with sustainability and human-centric values emerges as the cornerstone of success. In steering organisations through unprecedented change, these leaders are not just adapting to the new normal; they are defining it. Alliance Manchester Business School executive director of client relations Stuart Wells.

KUALA LUMPUR: Property player UEM Sunrise Bhd has appointed Datuk Sri Azmar Talib as independent non-executive director to its board. Azmar brings 40 years of experience in real estate, construction, banking, and project turnaround. His academic background includes a Bachelor of Science (Honours) in Estate Management from Universiti Teknologi MARA (UiTM) and Financial Risk Management from Harvard Business School. Additionally, he is a member of the Royal Institution of Surveyors Malaysia. He has held various leadership roles, including serving as the group chief executive officer of 7 companies within the Permodalan Nasional Bhd (PNB) group, throughout his 18 years with PNB. His accomplishments include leading the acquisition of public listed companies, turnaround and restructuring initiatives and developing multiple townships, with 9 major townships mostly in the Klang Valley area. Currently, he serves as the group chief executive officer of TRX City Sdn Bhd, overseeing the development of Tun Razak Exchange (TRX) and Bandar Malaysia. In a filing to Bursa Malaysia, UEM Sunrise said Azmar’s involvement in major projects, such as the new facilities for the Air Force, Army, and Police Air Wing under Bandar Malaysia, demonstrates his strategic vision and ability to drive successful outcomes. In addition to his professional roles, Azmar is actively involved in various industry organisations, including a member of Majlis Tindakan Ekonomi Negeri Melaka (MTENM), Tabung Haji Investment Panel and Majlis Agama Islam Melaka (MAIM). He is also the director of Lembaga Tabung Amanah Melaka (LTAM) and Straits of Melaka Waterfront Economic Zone (SM-WEZ). He also contributes to academia as a member of the industry advisory panel for real estate at the Faculty of Built Environment, Universiti Malaya. UEM Sunrise chairman Datuk Hisham Hamdan said the company looks forward to the invaluable insights and leadership that Azmar will bring to the board, further strengthening the company’s commitment to innovation in property development and the real estate industry.

KUALA LUMPUR: Maxim E-hailing Malaysia said e-hailing is one of the industries with a risk of various fraud schemes being employed by some drivers. Maxim Malaysia director Mohd Hazwan discussed some common fraud schemes drivers may employ within the e-hailing industry and how these schemes manifest. “One is that the driver pushes the button to complete the order but does not pick up the customer. “This increases the number of trips, and the driver can claim their monthly allowance with Maxim. “To note, Maxim provides monthly allowances to the driver who manages to get (some number) of orders. “Two, the driver instructs the passenger to cancel the order and get free commissions,” he told The Exchange Asia. When asked, Mohd Hazwan said Maxim monitors orders daily, categorising them into two sections – complete orders and cancelled orders. “In the case of cancelled orders, a thorough investigation will be conducted to understand the reasons behind the cancellation. “This involves reviewing order messages and listening to the communication between the driver and passenger. All relevant data is meticulously recorded,” he said. In a statement, Maxim said the e-hailing industry is phenomenally diverse, offering various services such as transportation, delivery, trucks, and more. These services, especially transportation, have become necessary for everyone and are open to scams by unscrupulous individuals. With this in mind, Maxim would like to share some tips to help users avoid getting caught in such scams. The first step is to check the booking thoroughly. After booking, Maxim recommends that the passengers double-check important aspects such as the address, driver information, vehicle information, and the displayed price. Step two is to identify the vehicle’s location. When users book a vehicle, the company shares its track on a map in the application. With this, the user can see the vehicle’s location and whether it is on the correct route. Step three is to take advantage of the application’s chat feature. Users can communicate directly with their drivers through calls and messages in the application and avoid using personal messengers such as WhatsApp. Step four, while travelling with the driver, sharing too much information, especially personal information such as where you work, your phone number, home address, or relationship status, is not recommended. The last step is to identify the price of the ride. The price of the ride will appear when making a booking, and the passenger is recommended to check that the amount paid is the same as the one displayed in the application. Elaborating further, Mohd Hazwan said Maxim passengers will observe a red SOS button at the top of the application. “If there are any issues, they can activate it. This action triggers notifications to two parties – the emergency contact registered during sign-up and the nearest available driver. “Maxim is very particular and concerned about the users’ bookings. Therefore, our application has a feedback function for users who want to share their experiences. “In case of any problems, our customer service will contact them directly. I believe this can help users solve problems,” MY user support specialist Dayana Qistina said. Maxim also monitors these cases and offers money refunds if an accident happens to a user. “Throughout my experience of using e-hailing services, I have never encountered a driver who would try to scam me. “This is because I pay attention to the booking information shared by Maxim, and I will continue to contact the driver in the chat,” comments Shawzwana, a Maxim E-hailing user.