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Malaysia should capitalise on its multicultural milieus and multilingual professional workforce as well as its non-aligned geopolitical positioning, and make a concerted effort to make Kuala Lumpur a preferred choice for global and regional businesses to select as a hub.
The Malaysian real estate investment trust (M-REIT) industry kicked off almost two decades ago. Since then, the market capitalisation has quadrupled from RM9 billion in 2010 to RM41 billion as of Dec 31, 2023.
When I think about investment, I don’t subscribe to the idea that investment’s sole purpose is to make profit. Milton Friedman’s idea that a company’s sole purpose is making profits for its shareholders has produced disastrous societal outcomes and resulted in very divided societies in the US and many parts of Europe.
The core idea of a REIT is that real estate development does not have to be transacted through the format of the individual ownership model.
In response, many businesses now talk about stakeholder economy; environmental, social and governance (ESG); and impact investing. I hope the REIT community will be ambitious and imaginative in utilising REITs as a mechanism to create a better Malaysia for all.
The world has entered into a new phase. From the time of China's entry into the World Trade Organization in 2001 to the Covid-19 pandemic in 2020, China was the factory of the world and many other countries experienced premature deindustrialisation, including Malaysia.
This has changed due to two major factors:
The disruptions of various forms, including the pandemic, wars and geopolitical tension such as the Red Sea crisis, as well as the impact of climate change, such as floods and typhoons, have forced manufacturers to move from a “just-in-time” logic to a “just-in-case” mindset. Corporations are now thinking about de-risking through a shorter and more secured supply chain.
Those who are involved in industrial parks would know that there are many new interests in industrial land. The REIT community should do more and quickly devise new ways of group ownership so that industrial land development does not have to be through the model of single-owners.
The key to the next phase of industrial success is not through many individual firms exporting vertically to a global supply chain but to form a very strong cluster and a robust supply chain.
I also hope property developers will take the new-found opportunity to transition from selling land to building supply chains to becoming investors in technology themselves. REITs can be of help here.
The new global setting gives Malaysia a second chance to be a high-end manufacturing and services provider, hopefully emerging as an innovative nation.
For the Malaysian economy to grow, we should not be competing with Vietnam to become a cheap manufacturing hub but we should aspire to be a centre of innovation and a hub for regional and global businesses.
Malaysia is not a “Vietnam+” but a “Singapore at a discount”. With such framing and a different value proposition, Malaysia will be the appropriate meeting place and launch pad for regional and global businesses, as well as regional research and development activities.
Costs in Singapore have risen significantly over the past several years, thus justifying a “Singapore at a discount approach” for corporations. A recent Knight Frank report showed that rents for office buildings in Kuala Lumpur are 15% of Singapore's.
As many of Singapore’s establishments are populated with Malaysian workers, a rule of thumb is that if a Malaysian is paid two-thirds of Singapore’s pay, he or she would likely be ready to work in Malaysia instead of Singapore.
Yet the relationship between Malaysia and Singapore is more of a complimentary one as the relocation of the supply chain into Southeast Asia is huge for any country to take all.
The global economy is now seeing “the rise of the rest” and is no longer dominated by just Western money. Kuala Lumpur is well-poised to be a great meeting point and regional headquarters for businesses from China, India, Arab countries, Southeast Asia and even South American countries such as Brazil.
Malaysia should capitalise on its multicultural milieus and multilingual professional workforce as well as its non-aligned geopolitical positioning, and make a concerted effort to make Kuala Lumpur a preferred choice for global and regional businesses to select as a hub.
However, Kuala Lumpur is not without its challenges.
First, after nearly 50 years of urban sprawling, Kuala Lumpur’s suburbs have reached Shah Alam or even Klang to the west and Seremban to the south, basically in all directions. Yet, the Kuala Lumpur inner city has hollowed out.
Second, the sprawling and financialisation of housing (the government-linked investment companies [GLICs] and government-linked companies [GLCs] have a hand in exacerbating both trends) have resulted in younger workers residing in faraway suburbs while leaving the abundant space and buildings in the Kuala Lumpur inner city empty. The newly built TRX and Merdeka 118 will exacerbate the situation.
Since many of those vacant buildings are owned by GLICs and GLCs, they need to repopulate the Kuala Lumpur inner city to generate sufficient yield for these buildings and also to prevent these buildings from rotting away.
Third, due to the lack of bus-based public transport, aggravated by urban sprawl, most commutes are done by privately owned single-passenger cars, which is a huge financial burden on the working population. It is also bad in terms of carbon emissions.
However, we have an extensive network of public transport infrastructure within a 3km radius of Kuala Lumpur's inner city. The inner city is also walkable. This makes a convincing case for the working population to move back into Kuala Lumpur inner city, nearer to their workplaces.
Fourth, at some point the government will have to remove petrol subsidies, which will make travelling from the sprawled suburbs with private cars a lot more expensive than it is now.
Fifth, wages for the general population are still low in Malaysia, and one of the ways to raise disposable income quickly is to reduce the burden of the cost of living, especially housing and transport costs that usually make up a big part of their expenditure.
The Kuala Lumpur inner city should be given a lot of attention by the government so that the city plays the following roles:
•The new regional headquarters for corporations from the developed world and, importantly, the Global South;
• The new centre of research and development;
•Creation of rental housing stock through repurposing older buildings, especially those owned by GLICs and GLCs; and
•A city where the population can work, live, learn and play.
To achieve all these, a major paradigm shift is needed. Just like Melbourne was hollowed out until the 1990s, it took the city around 30 years to repopulate the inner city. It is time for Kuala Lumpur to bring the people back to the inner city and make Kuala Lumpur a major regional city.
A rejuvenated inner city powered by REITs will also allow current building owners — many of the buildings are owned by GLICs and GLCs — to generate income from their old assets and create new asset classes for the GLICs and other funds to invest in, while solving the problems of housing the young, climate, and the current hollow state of our city.
US Bancorp (NYSE: USB), the nation’s fifth largest bank, has one of the best dividends in the banking industry and it just got a little better.
Last week, U.S. Bancorp., the holding company for U.S. Bank, boosted its quarterly dividend by 2% to 50 cents per share. For the full year, U.S. Bancorp pays out $2.00 per share. This marks the 13th consecutive year that the bank has raised its dividend payout.
In addition, the bank launched a $5 billion share repurchase program that will begin in 2025.
The dividend increase gives U.S. Bancorp one of the best dividends in the banking industry, with a yield of 4.48%. That is higher than the 3.21% average dividend yield in the banking industry, according to Seeking Alpha.
Among the 12 largest U.S. banks, only Truist Financial (NYSE: TFC) at 4.94% and TD Bank (NYSE: TD) at 4.70% have higher yields.
However, U.S. Bancorp, at 13 years, has a longer streak of raising its annual payout, so it could be argued that its stability and consistency, along with its high yield, make it the best large bank dividend stock.
One concern about U.S. Bancorp’s dividend is its payout ratio, which sits at 61.9%. That means that the company pays out nearly 62% of its quarterly earnings to fund the dividend. That is higher than the average banking industry payout ratio of 41%.
Typically, a payout ratio over 60% is considered on the high side, because it could mean that the company is paying out too much of its earnings, at the expense of other investments, to its dividend. It also could mean that the company may not be able to keep raising its dividend if the payout ratio gets too high.
U.S. Bancorp’s 61.9% is not too bad, and nothing to be too worried about, but it bears watching.
In addition to the dividend increase, U.S. Bancorp announced plans to buy back $5 billion of the company’s outstanding common stock.
Typically, when companies buy back stock, it increases the value of existing shares and has the effect of raising the stock price.
U.S. Bancorp stock has struggled this year, up just 1.7% in this high-interest-rate environment, which has raised the costs of deposits and eaten into its interest income. With rates expected to move lower, the bank should be better positioned to increase earnings.
The stock currently has a median price target of $49 per share, which represents about 10% growth over its current price.
But the real value of U.S. Bancorp stock is its dividend. If you are an income investor looking for a solid dividend payout, this stock would be a decent choice.
Otherwise, if you are looking for a good dividend and capital appreciation, you’ll find better options elsewhere.
Japan’s export growth slowed while posting a ninth straight advance, in an outcome underscoring the uneven state of the economic recovery.
Exports increased 5.6 per cent in August from a year ago, decelerating from 10.2 per cent in the previous month, the Ministry of Finance reported on Sep 18. The result, which missed the 10.6 per cent consensus estimate from economists, was driven by a 9.9 per cent decline in auto exports, with shipments of construction and mining machinery also falling.
Imports climbed 2.3 per cent, falling short of the 15 per cent gain forecast by economists. The trade deficit widened to ¥695.3 billion (S$6.35 billion).
The weaker-than-expected data may give officials at the Bank of Japan (BOJ) another reason to hold policy steady when the board gathers this week. Economists responding to a Bloomberg survey were unanimous in forecasting a hold for Sep 20’s decision, with many expecting a rate increase in the fourth quarter.
The data were at odds with the BOJ’s assessment in July. In the outlook report released after the board meeting that month, the bank said, “exports and production are likely to return to an uptrend, mainly due to a pick-up in global demand for IT-related goods, as overseas economies continue to grow moderately.”
Sep 18’s data were also inconsistent with wider trends for trade. The World Trade Organisation said earlier this month that its goods barometer, a gauge for global trade activity, rose to 103 compared with a reading of 100.6 in March, with components of the barometer such as autos, shipping containers and air freight showing at or above-trend levels.
Among products supporting Japan’s export performance in August were semiconductor manufacturing equipment, which posted a 55.2 per cent gain. Japan’s tech sector has benefited from a wave of global demand for artificial intelligence development, which has generated high demand for advanced semiconductors and related machinery in the US and other developed nations.
On a regional basis, exports to the US fell for the first time in almost three years, edging 0.7 per cent lower, and those to Europe fell by 8.1 per cent, while shipments to China rose 5.2 per cent.
The Reserve Bank of Australia (RBA) said it will focus on the possible use cases for a wholesale central bank digital currency given the modest likely benefits and potential complications from a retail variant.
A retail central bank digital currency (CBDC) would create “non-trivial challenges” for financial stability and monetary policy implementation, RBA assistant governor Brad Jones said in the text of a speech due to be delivered in Melbourne on Sept 18.
As an immediate priority, the central bank will start a new project with the industry on wholesale CBDC and tokenised commercial bank deposits, Mr Jones said. A wholesale CBDC “would represent more an evolution than revolution in our monetary arrangements”, he added.
Central banks around the world are assessing blockchain technology, with potential gains in the speed and cost of real-time interbank payments a key area of interest.
Some 134 countries and currency unions – representing 98 per cent of global gross domestic product – are exploring a CBDC, and three nations have fully launched one, according to the Atlantic Council.
Some critics argue modern digital payments are already efficient and that CBDCs bring potential privacy concerns as transactions can be tracked.
Mr Jones said that if a public policy case were to ever emerge in favour of a retail CBDC, the Australian government would be the ultimate decision authority and it would almost certainly require legislative change. For a wholesale CBDC, the decision making and legislative implications would depend on the new arrangement, Mr Jones added.
The assistant governor laid out a road map for a three-year digital money work plan.
An assessment of how wholesale digital money and new settlement methods could support tokenised markets runs from 2024 to the first half of 2025. An evaluation of the merits of and design issues for a retail CBDC is due to begin in 2026 and conclude in 2027.
The Australian government will publish a joint paper with the RBA on CBDC and the future of digital money on Sept 18. ANZ Group Holdings and Commonwealth Bank of Australia are among the local institutions that have already participated in pilot CBDC projects. BLOOMBERG
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