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NOL : Has it seen it's heydays?

If you examine the behavioral characteristics of Sinkies and the companies they invested in, it appears that Sinkie companies controlled by Familee are always profitable. Why? They earn money by milking Sinkies. Look at SingTel, StarHub, NTUC, SMRT, SBS Transit--which are all profitable.
 
still my most regretful purchase among the stocks that i dabbled in. Bought at $2 during its heyday time.
 
NOL is a stock I will never touch. It is top heavy, filled with a lot of jiak liao bees and run like SAF. How do you expect a company like this to compete on the global stage?
 
Source: TR EMERITUS

Scholar-cum-ex-general cannot stop NOL from sinking
November 26th, 2014 | Author: Contributions

NgYatChung-480x480.jpg

“Our focus on increasing operational efficiencies remains on track,” said NOL group CEO Ng Yat
Chung. “However, our liner business faced tough operating conditions in the second and third
quarters due to severe port congestion in Southern California, and this has negatively impacted
our financial performance.”


At the end of October, NOL announced: that losses continued in the third quarter with the company $23m in the red compared to a net profit of $20m a year earlier, hit by port congestion in Southern California.

“We see a slowdown in emerging markets, partly driven by a lower need for raw materials from China. Europe – it’s very slow growth, if any, at the moment, and there’s no reason to expect a big change here,” said Nils Andersen, Maersk’s chief executive.

Revenues for the third quarter were flat at $2.06bn. For the first nine months of 2014 NOL lost $174m, compared to a $61m profit in the same period last year that included a one time gain from the sale of its headquarters building.

NOL claimed cost savings of $290m so far this year but these had been “largely offset” by lower rates, lower volumes and increased costs for port congestion.

http://www.seatrade-global.com/news...e-red-port-congestion-hits-liner-arm-apl.html

But about a week later, FT carried this report: Denmark’s largest company by sales reported better than expected profits in the third quarter and lifted its profit outlook for Maersk Line, its container shipping business.

Maersk has bucked the trend in a container shipping industry dogged by overcapacity, losses and weak demand. Thanks to aggressive cost cutting and lower use of fuel, Maersk Line is by far the most profitable container group.

Maersk Line estimates its operating margin, which was 8.2 per cent in the second quarter, was 8.5 percentage points higher than the average of its rivals.

It lifted it again in the third quarter, posting an operating margin of 10.5 per cent, and leading Maersk Line to boost its guidance for the year for net profits to more than $2bn compared with $1.5bn previously. Net profit in the third quarter rose by a quarter to $685m.

“The days of rapid growth in containerised trade are over. We have to be happy as an industry that we are still growing . . . But we can still make good business,” said Mr Andersen.

But Maersk is more than just a container shipping group as the conglomerate has sought to emphasise its other businesses in recent years including oil exploration and production, port terminals and drilling rigs.

………………………….

AP Møller-Maersk lowered its forecast for growth in global trade as the owner of the world’s largest container shipping line said a slowdown in emerging markets and Europe was weighing on demand.

The Danish group, seen as a bellwether for global trade as it carries 15 per cent of all seaborne freight, said demand had slipped in the third quarter compared with the start of the year and was now expected to increase by 3-5 per cent this year, down from 4-5 per cent.

So having a scholar, ex-SAF general and ex-Temasek MD hasn’t done any favours for NOL, or S’pore Inc. On his watch (to be fair in really bad weather, he crashed NOL onto the rocks. Still in charge despite that, he has repeatedly failed to stop the water from coming in.

The red ink continues to flow with plans to sell its APL Logistics unit in a sale that could fetch at least US$1 billion (S$1.27 billion).

Btw, local broker calls NOL a buy: http://www.ihsmaritime360.com/article/15494/neptune-orient-lines-gets-buy-rating-on-cheap-valuation.

Below shows trade flows across the Pacific. Maersk btw is based in Denmark and its traditional strength is the Asia, Europe trade. But it still dominates global shipping.

NgYatLye-20141122_gdm961-607x480.png

www.economist.com/blogs/graphicdetail/2014/11/daily-chart-9

Cynical Investor

Source: Thoughts of a Cynical Investor


End Of Article​

 
Tis Fatso General tot of playing tennis wit a ping pong bat when he was at NOL, tis is the problem wit Sinkie Scholars they start at the top and are clueless of what is happening on the ground. Who would be in the right frame of mind to hire this fatso to run their shipping line who has Zerro experience in tis industry! only PAP does it to please the Elites.
 
still my most regretful purchase among the stocks that i dabbled in. Bought at $2 during its heyday time.

Think a more classic sinkie stock for me is chartered semiconductor....was pushing $20 in the doom com time but was penny stock upon delisting...
 
If I remember correctly. ahter GCT left came in a Danish guy who
led NOL profitably. Then. they wanted to buy stakes in Hapag-Llyod.
which was opposed by the German Govt...........what would it turn out?
 
If I remember correctly. ahter GCT left came in a Danish guy who
led NOL profitably
. Then. they wanted to buy stakes in Hapag-Llyod.
which was opposed by the German Govt...........what would it turn out?

That Danish guy is Flemming Jacobs.

FlemmingRJacobs_press.jpg


Excerpt from referenceforbusiness.com
"In 1999, NOL went in search of a new CEO, bringing in Flemming Jacobs, who had formerly worked for rival Maersk. Jacobs immediately set to work rescuing the sinking company, shedding a number of noncore operations acquired with the APL purchase, raising US$500 million in equity funding, and paying down more than half of the company's debt by 2000. Among the assets sold was Stacktrain, bought by Pacer International for US$315 million. The company also began trimming its workforce, which had grown to more than 10,000 employees after the acquisition, cutting out more than 1,000 jobs.

By 2000, NOL was once again posting profits. At that time, NOL began preparing to boost its logistics component, which it viewed as its major growth area. As Jacobs stated in a company press release, "This is the third of the three steps we identified to take the company into the future. The first two steps--strengthening the financial base of the company and strengthening the organization of the liner business and how we serve our customers--are now well established. Concurrently, we have prepared ourselves for the third step--focusing on our Logistics business."

For this, the company hired outside consultants to assist its APL Logistics subsidiary in planning its expansion. Then, in 2001, APL Logistics made its first major acquisition, that of GATX Logistics, one of the largest logistics providers in the U.S. market. The US$210 million acquisition gave NOL some 21 million square feet of warehouse space in a network operating across North and South America, while boosting APL Logistics revenues by more than 70 percent. The GATX acquisition also brought the company an online logistics subsidiary, Direct Logistics. That same year, the company added German freight forwarding and distribution operator Mare Logistik & Spedition GmbH."​

Flemming Jabcobs was asked to leave in 2003.

Excerpt from article "Flemming Jacobs a victim of circumstances"
"(SINGAPORE) A mix of trading conditions and official displeasure is the likely reason behind the surprise ouster of Neptune Orient Lines (NOL) boss Flemming Jacobs, according to a startled shipping community.

Senior shipping executives Shipping Times spoke to were virtually unanimous in their view that Mr Jacobs' departure was at least one part market driven and one part behind-the-scenes intrigue.

Record low freight rates combined with severe overcapacity have devastated profits across the container shipping industry, particularly for those reliant on the transpacific trade. This is especially the case with NOL's container division APL, which generates up to 75 per cent of its business in these lanes ending up with a record interim 2002 group loss of $266 million.

But the straight-talking Dane's industry counterparts were in firm agreement that the results would have been little different, if anyone else had been in his shoes.

'Flemming's position is effectively dictated by the circumstances in the market at this moment and I don't think that anyone that is so heavily exposed to the transpacific trade could have done much better,' said a senior executive with a feeder operator.

'But as soon as something goes as bad as this, somebody's head has to roll,' added a mainline executive. 'I think there has probably been this type of reaction by the NOL board after coming under pressure from NOL's main shareholder, Temasek Holdings.'

He went on to say that because Singapore Inc is used to so many successes with its government-linked companies, NOL's chequered history has become 'a real bone of contention'.

'It is not a case of Flemming Jacobs being allergic to red ink, but rather Singapore Inc being terribly allergic to it,' he said in reference to Mr Jacobs by-now legendary remark.

Some executives speculate Temasek would have expected Mr Jacobs to be more aggressive with his cost cuts, lowering of capacity and disposing of assets to stop the heavy bleeding.

But liner executives all too familiar with the vagaries of their business said a long term view was crucial because of the cyclical nature of the industry.


Another liner executive pointed to the purchase of APL which was made prior to Mr Jacobs' joining. That purchase shot APL into the liner big league as the sixth largest operator, but also gave them bigger gearing and bigger exposure to the market.

'When you get into the deeper water the troughs and peaks of shipping get wider and longer,' he said. 'The shareholders have to realise that if you want to swim in the deep water you have to be prepared to go through the ups and downs.'

A number of other lingering factors likely aggravated the situation ultimately causing the board and Temasek to lose their patience, say some. This included added tonnage commitments that started to be delivered in the worst of the rate trough, the apparent fall-through of a deal to buy P&O Nedlloyd that was as close as 80 per cent done in the middle of last year, and ongoing resentment of a higher cost and enlarged expatriate head-count.

Some among the liner executives Shipping Times spoke to suggested the move was part of the apparent trend of expatriates being displaced from top positions at various GLCs, apparently for poor performance.

Highlighting the well-known tongue-in-cheek reference to NOL as 'No Orientals Left', one expatriate executive suggested it might be replaced with 'APL - Ang Mohs Please Leave', 'ang moh' being local parlance for Caucasians.

One executive says he expects a positive result from NOL in 2003, adding: 'Its a pity that Flemming had to go now as the successor can at the end of 2003 claim credit for turning the NOL group around.'

In his view Mr Jacobs is one of the most skilled shipping executives in the business and 'it's going to be difficult to find anyone that can run NOL better. I don't understand the politics of the decision, but I guess that is what it is about.'


Former cabinet minister David Lim to take over NOL CEO, following the sacking of Flemming Jacob.

DavidLim_exp.jpg


Excerpt from TradeWinds
"Singapore's Neptune Orient Lines (NOL) has confirmed rumours that former ports boss and cabinet minister David Lim is to take over as group president and CEO, following the sacking of Flemming Jacobs in January.

NOL said in a statement Thursday that Lim, 47, has "extensive experience in both the public and private sectors", where he has worked as CEO of the Port of Singapore Authority (PSA), CEO of the China-Singapore Suzhou Industrial Park based in Shanghai, and as a Singapore Government Cabinet Minister."​
 
If you examine the behavioral characteristics of Sinkies and the companies they invested in, it appears that Sinkie companies controlled by Familee are always profitable. Why? They earn money by milking Sinkies. Look at SingTel, StarHub, NTUC, SMRT, SBS Transit--which are all profitable.

But here lies the irony: if you keep investing in them, you'll only encourage them to milk you even more. The vicious cycle repeats.
 
NOL is a stock I will never touch. It is top heavy, filled with a lot of jiak liao bees and run like SAF. How do you expect a company like this to compete on the global stage?

well said but why Temasick does not know???? Or it does not care as money wasted belong to sgians.....
 
Tis Fatso General tot of playing tennis wit a ping pong bat when he was at NOL, tis is the problem wit Sinkie Scholars they start at the top and are clueless of what is happening on the ground. Who would be in the right frame of mind to hire this fatso to run their shipping line who has Zerro experience in tis industry! only PAP does it to please the Elites.
During heydays NOL marketting blokes always entertain shippers to posh parties in Golden Million Niteclubs but it was the NOL staff who enjoyed most with hostesses paid for by NOL incl screwing,,,,, Huat Ah
Ahen APL or Maersk matches NOL up the ante with super dinner thrown in befor party
 
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