08/01/2026

PROPERTY THURSDAY | JAN 8, 2026

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Boosting Bumiputera stake in commercial real estate o Pelaburan Hartanah Bhd views greater participation and investment in sector as part of Malaysia’s nation-building agenda

ISKANDAR PUTERI: UEM Sunrise Bhd recently launched the Gerbang Nusajaya Interchange, enhancing direct access to the Malaysia-Singapore Second Link Expressway, besides strengthening connectivity within Iskandar Puteri, a key growth node under Flagship B of the Johor-Singapore Special Economic Zone (JS-SEZ). The interchange was opened to the public on Dec 13. Located at the western gateway of Iskandar Puteri and approximately 5km from the Sultan Abu Bakar Customs, Immigration and Quarantine (CIQ) Complex, the interchange provides direct connectivity to the Second Link Expressway. It also enhances access to surrounding residential, commercial and industrial areas, including Nusajaya Tech Park (NTP) and the Southern Industrial and Logistics Clusters (SILC), which collectively support a large and growing workforce. Jointly developed by UEM Sunrise’s subsidiary Nusajaya Rise Sdn Bhd in collaboration with Leisure Farm Corporation Sdn Bhd, the RM166.4 YNH refreshes leadership, marks next phase of growth KUALA LUMPUR: YNH Property Bhd announced a leadership refresh following its 23rd AGM, marking the beginning of a new phase for the group as it looks ahead with renewed focus, direction, and management accountability. Under the refreshed leadership structure, Yu Kai Leun has been appointed group managing director, supported by the appointment of Yu Kai Liang as an executive director. Datuk Yu Kuan Huat continues in his role as executive chairman, providing leadership continuity at the board level. The board said the leadership change reflects its confidence in a refreshed management team to guide YNH forward, as the group progresses beyond its governance remediation phase and sharpens its focus on execution, renewal, and long-term value creation. Kai Leun, who joined the board as an executive director in December 2024, has been with the group for more than a decade and has been overseeing the firm’s construction and development activities in Kuala Lumpur, with responsibility across the full project lifecycle, from planning and tender management to on-site execution and delivery. He has played a key role in the delivery of several landmark developments including Kiara 163, Solasta Dutamas, 188 Suites KLCC and Lot 163 KLCC. Kai Leun said that the focus now is to strengthen execution discipline, sharpen priorities, and build a management culture centred on accountability and delivery.

said PHB has strengthened its balance sheet through capital market funding including the RM5 billion Sustainability Sukuk Murabahah Programme, which carries ratings of “AAA/Stable/P1” from RAM Ratings. He said the inaugural RM1.5 billion sukuk issuance in September 2024 was oversubscribed by 2.2 times, generating an order book of about RM3 billion, allowing PHB to lower its cost of funding and redeploy capital into strategic investments. Operationally, PHB has institu tionalised key business functions by insourcing asset management, property management, and facilities management into dedicated subsi diaries, enhancing accountability, productivity and cost efficiency across the group. “This was about going deeper into our assets rather than expanding outward, ensuring every function operates with a clear return-on investment mindset,” he said. The restructuring has contri buted to stronger operating perfor mance across PHB’s property por tfolio and improved financial outcomes. Mohamad Damshal said that while financial strength and operational discipline are critical, PHB recognises human capital as its most important asset to translate strategy and structural reforms into sustainable performance. This led PHB to elevate talent development as a strategic priority by establishing a dedicated centre of excellence (CoE). The CoE is aimed at profession alising training, embedding structured learning pathways and nurturing future-ready leadership

across the organisation. He said the initiative has shifted talent development from an ad hoc approach to a disciplined, out comes-driven framework, enabling employees at all levels to conti nuously upgrade skills and adopt a stronger commercial and gover nance mindset in support of PHB’s long-term mandate. On sustainability, Mohamad Damshal said PHB’s efforts are guided by a structured environmental, social and governance (ESG) framework that integrates sustainability into both investment decisions and day-to-day operations. He said the group recently secured an upgrade to “Gold 1” in RAM Sustainability’s corporate sustainability rating, including a “Platinum” rating for the social pillar, reflecting PHB’s role in advancing Bumiputera participation through AHB. “The upgrade validates the work we have done across ESG pillars, particularly in ensuring that the value we generate translates into tangible benefits for bumiputera unitholders and the wider economy,” he said. On the environmental front, he said PHB’s strategy is guided by the PHB Energy Roadmap 2024-2030, which aligns the group’s property portfolio with Malaysia’s Net Zero 2050 ambition through measurable and implementable targets.

Banking & Finance The interchange forms a core part of Gerbang Nusajaya, UEM Sunrise’s 4,471 KUALA Expanding Bumiputera participation in com mercial real estate is an important lever in Malaysia’s nation-building agenda, with Pelaburan Hartanah Bhd (PHB) acting as a key institutional platform to drive wealth creation and economic growth. The government-linked insti tution views commercial real estate not merely as an asset class but as a mechanism for capital formation and economic participation, ena bling Bumiputera investors to gain exposure to sustainable, income generating properties. Its group managing director and CEO Mohamad Damshal Awang Damit said this broader nation building role has guided his leadership approach since assuming the position, with a focus on strengthening PHB’s resilience, relevance, and sustainability over the long term. He said PHB’s strategy is anchored on three core pillars – strengthening financial resilience, institutionalising key business functions and developing internal talent – to support the firm’s ability to deliver its mandate in a disciplined and sustainable manner. “Our mission is clear – to strengthen PHB’s fundamentals so that the institution can continue to serve Bumiputera participation in owning commercial real estate and million project is anchored by a trumpet design elevated interchange as its main feature, complemented by upgraded local roads networks, and improved ingress and egress routes around Gelang Patah and Gerbang Nusajaya. The investment serves as a catalyst for economic, social and international connectivity in support of the JS-SEZ. The new interchange is aimed at easing traffic flow, improving road safety and enabling reliable travel times, including an estimated 15 minute commute to Tuas Checkpoint in Singapore. The interchange plays a critical role in reducing logistical friction, strengthening cross-border access and enhancing Johor’s competitiveness for investors, business and talent. As at third quarter this year, Johor has recorded the highest investment value in Malaysia at RM91.1 billion, reflecting strong investor confidence in the state’s growth trajectory. LUMPUR:

contribute meaningfully to nation building, not just today but for decades to come,” he told Bernama in a recent interview. He said PHB delivers its mandate primarily through Amanah Hartanah Bumiputera (AHB), a syariah-compliant unit trust fund managed by the group that enables Bumiputera participation in the ownership of prime real estate through investments. Mohamad Damshal said Bumiputera participation in commercial real estate remains small compared with the overall property market, underscoring the need for institutional platforms such as PHB to help narrow the gap. He explained that real estate monetisation has a multiplier effect on the economy, enabling businesses to become “asset-light” by unlocking capital tied up in property and reinvesting it to expand operations, acquire land, or create jobs. This reinvestment helps stimulate wider economic activity, where every RM1 unlocked can potentially generate up to RM3 in value across the economy. “Through this structure, Bumiputera investors are not just receiving dividends from unit trust holdings, but are also indirectly participating in broader economic development through capital recycling and expansion,” he said. Financially, Mohamad Damshal

As part of the roadmap, 17 buildings out of 28 buildings have been equipped with energy moni toring systems alongside energy audits, engineering-led upgrades, and renewable energy initiatives to improve efficiency across the portfolio. UEM opens Gerbang Nusajaya Interchange, enhancing JS-SEZ links The board noted that the refreshed leadership structure is designed to empower management with clear authority and responsibility, while maintaining leadership continuity and governance discipline at the board level.

Aerial view of Gerbang Nusajaya Interchange.

border professionals. Industrial activity anchored by NTP continues to grow, supporting high-tech manufacturing, logistics, automation and digital-economy operations.

up to 2026. Recent market trends point to sustained demand, with the final phases of Aspira Hills fully taken up within minutes of launch, following strong interest from owner-occupiers and cross

acre integrated township with a long term GDV of RM45 billion. It connects established neighbourhoods with upcoming phases, including more than 2,900 residential units and commercial components scheduled

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