Jialats, this keppel corp keeps going lower.
Heng I haven't start buying yet....
But At $8.10, seem very tempting...buy and hold?
KepCorp @ $8.10 per share is very tempting but price is not = valueKepCorp's Bonus Issue and Share Split:
KepCorp: Daily Share Buy Back Notice
- 1-for-10 Bonus Issue on 26 Apr 2011.
- 1-for-2 Share Split on 2 May 2007.
— 11 Dec 2014Never catch a falling knife!
Let it fall, wait for it to land on solid ground and then pick it up only at Station No.15
. By the way, my interim TP S$6.40
(adjusted for dividends, bonus and split share) is at the 61.8% Fibonacci retracement level, based on KepCorp 10-year chart from 2004 to 2014. As at 12 Dec 2014, KepCorp's 10-year longterm uptrend is intact @ S$8.10, classic support @ S$7.00. Expect the upswing (technical rebound) to be sharp and spectacular, just like the current downswing. Keppel Corporation
and its HeritageFormer minister Lee to chair Keppel
By Fiona Chan
April 25, 2009
KEPPEL Corp chairman Lim Chee Onn is stepping down after more than nine years at the helm of the industrial powerhouse.
Taking over is Dr Lee Boon Yang, until recently Minister for Information, Communications and the Arts, Keppel said in a statement on Friday.
Mr Lim, 64, and himself a former Cabinet minister, will however stay on for an unspecified period as a senior adviser.
In December, he quit as chief executive (CEO) of Keppel Corp but remained as chairman, although only in a non-executive capacity. He was replaced as CEO by Mr Choo Chiau Beng, formerly Keppel Corp's senior executive director.
Since then, he has been progressively relinquishing his roles in the Keppel group of companies.
At Keppel Land, Mr Lim is stepping down as chairman, giving way to Mr Choo with effect from April 30.
Last month, Mr Lim also ceased to be chairman and director of the board of telco M1, and stepped down as a non-executive director at k1 Ventures.
Mr Lim, together with Mr Choo and Keppel's finance director, Mr Teo Soon Hoe, has been instrumental in helping to transform Keppel.
A naval architect, he had joined Keppel Corp in 1983 as a senior executive director. On Jan 1, 2000, he became executive chairman and CEO of Keppel Corp, taking over from the late top civil servant Sim Kee Boon who was handling the restructuring of the conglomerate.
Keppel faced a turning point then. It was involved in businesses ranging from shipyards to telecommunications and banking, and had turned in a loss of $223 million for 1998, its first loss in 13 years, due to the Asian financial crisis.
----------------------------------------------------------------------Why Keppel is a global superstar: Chee Onn Forbes names KepCorp, UOB in report on global high performers
By CONRAD RAJ
May 4, 2007
KEPPEL Corporation executive chairman Lim Chee Onn thinks the reason that business magazine Forbes picked out his company as a global superstar was its clear strategy guiding the expansion of the group's businesses.
Forbes felt that Keppel and United Overseas Bank deserved global superstar status in a survey for a special report on The Global 2000 that sought 'to find big companies that aren't just ponderous behemoths but also are global superstars in every sense'.
'These global high performers are fast-growing, adroit and well managed companies that help set the benchmarks for their respective industries,' Forbes said.
Of the 1,200 global companies looked at by the magazine, only 130 made the final cut.
UOB, Singapore's biggest bank by market capitalisation, was No 1 in the magazine's ranking of the top five banks while Keppel, the world's largest builder of offshore oil rigs, was fifth in the conglomerates category.
Elaborating on the strategy, Mr Lim told his group newsletter, Keppelite: 'Six years ago, when we selected our key businesses, we had explained to the market that the decision was based on our core competencies . . . We aim to be more broad-based. We are building even more robustness into our business models. The very heart of the group's strategy is to build each of our key business units into a strong growth engine providing sustainable earnings.'
He also noted that while the company is currently the world's largest rigbuilder, there will come a time when enough oil rigs have been built to meet the world's demand for them.
'What we try to create is a situation where there is always demand for Keppel's range of products and services at any one time,' Mr Lim said.
Keppel, which focuses on three sectors - offshore & marine, property and environmental engineering - must understand where the demand is, he added.
For instance, he pointed out that in Asia only a small part of the population have proper homes. 'The demand is there. Our challenge is how we can capitalise on the demand which exists and find ways to make that market into a profitable business for ourselves.'
To adapt to the changing marketplace, he said, the company needed to have outstanding people at all levels who had the commercial savvy to understand the local environment and customers' needs.
'We should also have the right technology and commercial astuteness to create the products to meet these needs at each location and at different times.'
He also believes in transparency and openness, being structured and disciplined yet flexible and not risk averse. 'We have to add strategic value to our businesses, nationally and in the locations where we operate, otherwise we become irrelevant.'
But he noted that 'whilst we have ceaselessly sought to increase stakeholders' value and have achieved a creditable result, it has never been at the expense of good corporate governance which remains the North Star in our group's vision'.