Climate Change

Hotter days and warmer nights for Malaysia as climate change intensifies

MALAYSIA is facing a future of hotter days, warmer nights and increasingly frequent heatwaves as climate change accelerates across Southeast Asia, with experts warning that the country must prepare for more severe environmental and economic consequences.

What was once dismissed as seasonal heat is now emerging as a long-term climate trend.

Climatology and Climate Change expert at the National University of Malaysia, Professor Emeritus Dr Fredolin Tangang, said rising temperatures in Southeast Asia mirror the broader pattern of global warming, with the region approaching the critical 1.5°C warming threshold above pre-industrial levels.

According to him, over the past five to ten years, Southeast Asia has experienced temperature increases of around 0.3 to 0.4°C. This shows a consistent warming trend rather than a temporary fluctuation.

While countries such as Thailand, Vietnam and Myanmar face more frequent heatwaves, Malaysia is not insulated from the effects.

Local weather patterns are influenced by climate systems such as El Niño, the Madden-Julian Oscillation (MJO) and the Indian Ocean Dipole (IOD), but global warming remains a dominant factor.

The world is already experiencing unprecedented heat.  Fredolin said 2024 was the hottest year on record, with global temperatures reaching approximately 1.55°C above pre-industrial levels, while 2023 and 2025 ranked among the hottest years ever documented.

Although Malaysia naturally experiences a hot and humid tropical climate, current warming trends have moved beyond normal climatic variation.

“The increasingly prolonged and intense heatwaves indicate that the global climate system is becoming more unstable,” he said.

The primary driver remains greenhouse gas emissions, particularly carbon dioxide produced through fossil fuel combustion, deforestation and large-scale land-use changes.

Carbon dioxide concentrations have now reached around 420 parts per mil (ppm), far exceeding the natural range of 180 to 300 ppm over the past million years.

“The burning of fossil fuels and deforestation trap more heat in the Earth’s atmosphere. Around 91% of this excess heat is absorbed by the oceans, influencing regional temperatures and climate systems, including Southeast Asia,” Fredolin explained.

Malaysia is already witnessing these impacts. Data from the Malaysian Meteorological Department (METMalaysia) show that the nation’s average daily temperature is rising by approximately 0.19°C every decade.

More concerning is that minimum temperatures are rising faster than daytime highs, meaning nights are becoming warmer at a quicker pace.

METMalaysia director-general Mohd Hisham Mohd Anip said long-term average maximum temperatures have increased by 0.14°C per decade, while minimum temperatures have risen by 0.26°C.

“This proves that the warming taking place is no longer temporary,” he said.

Urbanisation is worsening the problem. Rapid development, deforestation and land-use changes have intensified the urban heat island effect, where concrete and asphalt trap heat while green spaces diminish.

The phenomenon is especially evident in Malaysia’s urban centres and west coast regions.

Station data show Subang recording temperature increases of about 0.37°C per decade, followed by Bayan Lepas at 0.35°C and Senai at 0.31°C.

The Klang Valley, Penang and Johor Bahru are among the areas most affected. Rising temperatures also bring consequences beyond discomfort.

Public health risks include heatstroke, dehydration and respiratory illnesses, while hotter and drier conditions heighten the risk of forest fires and haze.

The economic implications are equally significant. Hot weather and declining water supplies threaten agriculture, food security and labour productivity, particularly in construction, farming and logistics.

“Hot weather and reduced water supplies will affect agricultural output and the economy as a whole,” Fredolin warned.

Looking ahead, Malaysia is expected to experience longer and more frequent heatwaves.

METMalaysia defines a heatwave as temperatures exceeding 37°C for at least three consecutive days, while extreme heatwaves involve temperatures above 40°C.

So far, the country has crossed the 40°C mark only once — in Chuping, Perlis, on April 9, 1998.

By 2035, Malaysia’s average daily temperature is projected to reach around 27.7°C, about 0.53°C above the 1991–2020 average. Experts say adaptation can no longer wait.

Proposed measures include planting more trees, expanding green and water spaces in urban areas, and establishing cooling centres for vulnerable groups such as the elderly and children during extreme heat events.

The warning is clear: climate change is no longer a distant threat for Malaysia but an unfolding reality demanding urgent preparation and action. — FocusM May 24, 2026

AI

Rethinking digital trust in Malaysia’s AI era

This is no futuristic dystopia, but the reality of today’s workplace, where accountability is quietly dissolving into algorithms.

For decades, organisational trust was built on a simple principle: humans made decisions while systems merely carried out instructions, making it clear who acted, under what authority, and within which operational boundaries.

Today, that clarity is rapidly disappearing.

That model is now undergoing a profound transformation as artificial intelligence (AI) systems and autonomous agents become increasingly embedded across enterprises.

They are granted the ability to act on behalf of individuals and organisations — analysing data, initiating workflows, generating recommendations, and even executing operational decisions with minimal human intervention.

In this evolving environment, trust can no longer be anchored simply in knowing who clicked a button; instead, it must be fundamentally redefined and built on three essential pillars:

Who or what is authorised to perform actions.

What data and systems they are allowed to access.

How their activities are governed, monitored, and controlled.

Together, these pillars form what may be described as the AI Trust Triangle — focusing on identity, data security, and governance.

This represents a significant shift in how organisations approach trust — moving from trusting individuals in isolated moments, to trusting that systems, controls and policies are robust enough to prevent unintended, unauthorised or harmful outcomes, whether caused by humans or AI.

Identity: trust beyond human users

Identity and access management can no longer focus only on employees, vendors, contractors and business partners.

AI agents, digital assistants, machine‑learning systems and automated applications are now active participants in enterprise ecosystems and must be treated as such.

Each AI system must have a clearly defined, verifiable identity specifying what entity it represents, what functions it can perform, which systems and data it may access, and where those permissions originate.

Without this clarity, accountability becomes blurred, making it difficult to trace decisions, identify which model triggered an action, or confirm compliance with policies and regulations.

As actions can no longer be confidently attributed, institutional trust deteriorates rapidly. In Malaysia, this is especially critical as public and private sectors accelerate digital transformation under the national digital agenda.

With AI adoption rising in banking, healthcare, government services and critical infrastructure, robust digital identity frameworks are essential. Initiatives such as MyDigital ID and broader efforts to build trusted digital ecosystems show that identity has evolved from an IT concern into a matter of national trust.

Data security: defining boundaries

AI systems’ effectiveness and reliability hinge on high-quality, appropriately scoped data access.

Excessive permissions or exposure to sensitive corporate, financial, or personal data can rapidly erode trust, even without breaches — the mere perception of visibility breeds unease among employees, regulators, and consumers.

In Malaysia, this is amplified by public distrust from high-profile data leaks, cybersecurity incidents, and governance issues with major digital platforms and databases.

As organisations increasingly adopt generative AI tools and intelligent automation, data security can no longer be viewed simply as protecting files or networks. Instead, it must focus on establishing clear, enforceable boundaries around:

What data AI systems can access

How that data may be used

The context in which it may be processed

Which departments, users or functions it supports.

To establish sustainable trust, organisations must adopt a far more disciplined approach to AI data governance by:

Identifying sensitive, regulated and high-risk data

Aligning access rights with role, purpose and operational context

Preventing AI systems from crossing functional or sensitivity boundaries

Applying least-privilege access principles consistently

Monitoring for anomalies, misuse or unexpected behaviour.

When these safeguards are properly implemented, AI adoption becomes significantly easier because users gain confidence that systems will operate within clearly defined and controlled limits.

Governance: making accountability explicit

If identity determines who or what can act, and what data security  can be accessed, governance ultimately determines how AI behaves.

In an AI‑driven organisation, governance must be deliberate, transparent and enforced, not assumed. It requires clear authorisation of AI tasks, mandated human oversight, explainable and auditable decisions, and continuous alignment with policies, regulations and risk.

Without it, even strong security can drift; with it, organisations gain transparency, accountability and confidence.

As Malaysia accelerates its transformation into a digitally driven nation, the digital ministry is taking decisive steps to position the country as a trusted, secure and globally competitive AI hub by 2030.

Through the National Artificial Intelligence Office (NAIO), Malaysia is developing a comprehensive AI governance framework and a landmark Artificial Intelligence Governance Bill targeted for tabling in Parliament in 2026.

Built on a progressive risk-based approach, the initiative reflects the government’s commitment to fostering innovation while safeguarding accountability, ethics and public trust.

The proposed framework aims to establish strong governance standards, incident reporting mechanisms and safeguards against emerging threats such as deepfakes, AI-enabled fraud and the misuse of autonomous systems, reinforcing Malaysia’s leadership in creating a safe, ethical and resilient AI ecosystem for the digital future.

In the AI era, speed won’t crown the winners. Triumph will go to organisations that deploy AI responsibly, transparently, and securely.

The real AI reckoning isn’t machines mimicking minds. It’s humans daring to trust the monsters we have built — or watching our digital empires collapse in betrayal. Will you engineer trust, or ignite the revolt? - FMT 15, May 2026

 

Murugason R Thangaratnam is a cybersecurity practitioner and an FMT reader.

Food

This war is affecting everyone’s food

THE US-IRAN war is not just spiking gas prices; it is systematically disrupting the global food system.

The concern about global food security is a clear-eyed assessment of a supply chain built on a fossil fuel foundation.

Modern agriculture is, for better or worse, the art of turning oil and gas into food. And the Persian Gulf is the epicentre of that transformation.

Roughly one-third of the world’s seaborne fertilizer trade passes through the Strait of Hormuz. 

The Gulf states are also critical suppliers of nitrogen fertilizers, which require natural gas as a feedstock, and phosphates, which require sulfur—from region’s petrochemical industry.

With the strait closed, this critical artery has been severed. The timing could not be more catastrophic.

Across the Northern Hemisphere—from America’s breadbasket to Europe’s farms—March is the month farmers buy fertilizer for spring application.

The supply isn’t just delayed but simply not coming. US farmers are facing a 25% shortfall in usual supplies.

Fertilizer accounts for up to 25% of a farmer’s production costs. When prices surge—as they have, —farmers face a brutal choice: pay crippling prices, ration application and accept lower yields, or switch to less input-intensive crops.

Any of these paths lead to a smaller harvest. According to the World Bank: when fertilizer prices spike, they stay “higher for longer,” and downstream food inflation inevitably follows.

This is the “hidden front” of the war, as the Council on Foreign Relations terms it—a slow-motion crisis where the effects of today’s shortages won’t be fully visible until the harvest is brought in months from now.

We are, in effect, sowing the seeds of next year’s food inflation today.

But the threat doesn’t end at the farm gate. Higher energy prices translate directly into higher costs for fuelling tractors, running irrigation, and powering food processing plants.

Logistics face soaring freight rates and insurance premiums. Even before food reaches a ship or a truck, the cost of packaging—from plastic wraps to storage containers, all derived from petrochemicals—is spiking.

Chemical giant BASF has already announced price increases of up to 20% for core plastic additives.

This creates a pincer movement on consumers. First-round effects hit packaging and transport, raising the cost of getting food to the supermarket.

Second-round effects, driven by the fertilizer shock, will gradually increase the cost of the food itself—grains, cooking oil, protein—as higher input costs work their way through the system.

As MBSB Research notes, margin risk is highest for companies with little pricing power, but the ultimate “loser” in this equation is always the consumer, facing a “broader cost reset”.

The pain will not be distributed equally. The World Food Programme (WFP) has already activated emergency response systems, warning that disruptions are imperilling millions in the Middle East, a region already grappling with fragile economies and conflict.

But the crisis will reach far beyond the immediate war zone. Countries like Egypt, historically the world’s largest wheat importer, are acutely vulnerable to any shock in global grain markets.

The war is a reminder that for countries heavily reliant on food imports—like the Gulf states themselves, which import over 90% of their rice, corn, and soybeans—food security is not a given; it’s a fragile construct dependent on peaceful seas.

We may not be spared either from the turmoil as we import much of our food.

There is a bitter historical irony here. The skyrocketing bread prices and food insecurity exacerbated by global wheat shortages in 2010-2011 were contributing factors to the Arab Spring.

Today, we risk a repeat performance on a wider stage, driven not by a confluence of weather events, but by a man-made conflict at a vital chokepoint.

As critics rightly point out, this crisis exposes a “systemic failure at the heart of our global food system”. 

Our reliance on a handful of volatile nations for critical inputs like fertilizer, and the “just-in-time” logic that leaves us with no strategic reserves, has created an edifice of extreme fragility.

Unlike oil, there is no strategic petroleum reserve for fertilizer. When the supply chain breaks, the system doesn’t just creak; it seizes.

The war in Iran is a stark illustration of how twenty-first-century conflict can weaponize not just bombs and bullets, but food, water, and the very inputs that sustain modern life.

The concern over global food security is not an overreaction. It is a recognition that the price of this war will be paid in full long after the last shot is fired, by farmers unable to plant, by families facing empty shelves, and by nations pushed to the brink by a hunger that was entirely man-made. —May 3, 2026

Professor Dato Dr Ahmad Ibrahim is an Adjunct Professor at the Ungku Aziz Centre for Development Studies, Universiti Malaya. 

BUDI95

BUDI95

As of April 1, 2026, the Malaysian government has reduced the monthly BUDI95 (Budi Madani RON95) subsidy quota from 300 litres to 200 litres due to rising global oil prices. The subsidised price remains at RM1.99 per litre. This temporary measure aims to manage high diesel costs, with additional aid provided to beneficiaries.

Latest BUDI95 News (April 2026):

• Quota Reduction: The monthly quota is reduced to 200 litres per month effective April 1, 2026, down from the previous 300 litres.
• Price Maintained: Despite the quota change, the subsidised price of RON95 remains at RM1.99 per litre for eligible recipients.
• Context for Change: The decision was made following a surge in global oil prices (Brent crude exceeding US$100/barrel), with the government tightening eligibility to manage subsidy costs while ensuring it covers the majority of users.
• Extra Aid: To aid with rising costs, a temporary additional RM100 assistance was announced for beneficiaries of BUDI Individu and BUDI Agri-Komoditi, bringing total aid to RM300 for April.
• Security Measures: Following reports of unauthorized usage, the Finance Ministry has emphasized strict monitoring of the subsidy scheme. 

This temporary reduction aims to manage the high price of fuel amidst a global energy crisis. 

Criminals

 

Unlearning corruption among white-collar criminals

WHITE-COLLAR criminals often believe they won’t be caught using sophisticated tactics to exploit system gaps and viewing themselves as smarter than their victims, making their behaviour largely calculated.

According to Rational Choice Theory, white-collar criminals in positions of trust weigh potential gains against risks, committing corruption when rewards outweigh the chance of detection or punishment.

A corporate executive may manipulate accounts for higher profits or bonuses if the chance of detection seems low.

For example, in the Enron Corporation scandal, executives altered financial statements to hide losses.

Similarly, a senior Malaysian armed forces officer was charged with criminal breach of trust involving RM5 mil from the welfare fund, while another officer allegedly received proceeds from unlawful activities totalling over RM2 mil.

If these charges are proven in court, it means they likely committed these acts because the perceived financial gain and status outweighed the risks of detection, prosecution, and career loss.

Removing corruption from Malaysian public institutions requires addressing the knowledge embedded within them through organisational unlearning and re-learning.

According to Hendi Yogi Prabowo, in the Journal of Financial Crime, this process involves eliminating tacit and explicit knowledge of corrupt practices and replacing it with principles of good governance, accountability, and integrity.

Unlearning helps overcome challenges and supports success in a constantly changing environment.

Jack Mezirow’s Transformative Learning Theory suggests that organisations can combat fraud by first unlearning outdated practices and norms, then relearning more effective systems, values, and capabilities.

Modern governance reform follows this same two-step process, as meaningful change rarely succeeds without letting go of old habits.

Effective unlearning and re-learning involve both human governance (to change mindsets and behaviour) and structural governance (to update systems and processes for stronger ethical decision-making).

Unlearning is influenced by parenting, upbringing, peer groups, and education, as these shape our early habits, values, and beliefs.

While children learn behaviour and moral principles from their caregivers, some habits, such as dishonesty or favouritism, once learnt, are difficult to reverse but may need to be unlearned later to foster ethical conduct.

Education and training programmes also support unlearning and re-learning by helping individuals discard outdated or unethical practices and replace them with honesty, integrity, accountability and critical thinking skills.

Sweden’s low corruption reflects a long, gradual process, not a sudden change—they were inculcated from young.

Our early experiences shape our thinking, and as adults, we may continue old habits. To grow and improve, we must unlearn what we have learned as knowledge and theories can become outdated.

For example, much of what I learned during my Master’s in Criminology 40 years ago at the University of Detroit would now be obsolete without unlearning outdated concepts and updating them with new knowledge.

Lifelong unlearning, shaped by early experiences and education, helps individuals act ethically.

Organisational unlearning and relearning are essential to discard harmful practices and replace them with ethical leadership, accountability, and integrity.

Before institutions can build integrity, they must first unlearn habits that normalised failure, complacency, and abuse of power, while leaders address entrenched biases through training, new incentives, and stronger leadership behaviour.

The 1Malaysia Development Bhd (1MDB) scandal, in which billions were allegedly misappropriated, highlighted the need for organisational unlearning.

The Malaysian Anti-Corruption Commission (MACC) is using advanced technologies, including artificial intelligence, big data, and digital forensics, to combat increasingly sophisticated financial fraud and corruption.

Other examples include companies affected by the Enron Corporation scandal, which moved away from relying solely on internal reports and adopted independent audits, stronger financial controls, and forensic accounting.

Similarly, government departments that previously depended on manual document checks had to embrace digitalisation and data analytics to detect fraud, corruption, and leakages.

In the financial sector, banks shifted from reacting to customer complaints to using artificial intelligence-driven real-time monitoring, behavioural analytics, and multi-factor authentication to detect anomalies, requiring unlearning of old reactive methods.

It is recommended that Certified Integrity Officers (CeiO) stay current on integrity and governance matters by completing the Continuing Professional Education (CPE).

For example, Certified Fraud Examiners must earn a minimum of 20 CPE credits related to fraud each year, with at least two credits focused specifically on ethics.

Promoting unlearning-learning and ethical decision-making strengthens accountability, reduces fraud, and helps overcome deeply rooted corruption. ‒ March 16, 2026

 

The Writer : Datuk Seri Dr Akhbar Satar is a Professor of Criminology at HELP University.

Health

Why cancer survivorship must protect the heart too

ON the day cancer treatment ends, many patients expect life to finally return to normal. The scans are clear, the appointments become less frequent, and family members breathe a collective sigh of relief.

After months or years of fear and uncertainty, the word “survivor” feels like a finish line. But for a growing number of people, it is not the end of the journey; it is the start of a quieter, more complicated chapter.

For many years, cancer care focused on one overriding goal which is survival. Patients and doctors alike asked the same urgent question: can we beat the disease?

Every test, every drug, and every difficult decision revolved around that single aim. Today, the answer is increasingly hopeful. Advances in early detection, chemotherapy, targeted treatments and radiotherapy mean more Malaysians are surviving cancer than ever before.

This is one of modern medicine’s greatest achievements, transforming cancer from a fatal diagnosis into a chronic, often manageable condition.

Yet this success has revealed a new challenge, one that rarely makes headlines: what happens after cancer treatment ends? As survival improves, doctors are seeing more cancer survivors develop other serious health problems years later.

Heart disease, diabetes, high blood pressure and abnormal cholesterol levels are appearing with surprising frequency. These conditions can limit independence, increase hospital visits and, in some cases, pose a greater long-term threat than the cancer itself.

For survivors, this reality can be deeply unsettling. After enduring surgery, chemotherapy or radiotherapy, many expect their health to steadily improve.

Instead, some find themselves breathless after short walks, struggling with rising blood sugar, or facing lifelong medication for heart conditions they never had before.

Cancer and heart disease are often treated as separate worlds, managed by different specialists in different clinics. In reality, they are closely connected.

Both share common risk factors such as obesity, diabetes, smoking, physical inactivity, chronic inflammation and ageing, conditions that are increasingly common in Malaysia.

Cancer treatments themselves can also strain the body. Some chemotherapy drugs may weaken the heart muscle. Radiotherapy involving the chest can affect blood vessels years later.

Hormonal therapies and prolonged steroid use can disrupt metabolism, leading to weight gain, insulin resistance and abnormal cholesterol levels.

This does not mean cancer treatments are unsafe or should be avoided; rather, it means survivorship care must evolve to reflect the realities of longer life after cancer.

Traditionally, healthcare has been organised around individual diseases. Cancer is treated in oncology centres. Heart disease is managed by cardiologists. Diabetes and metabolic disorders are addressed elsewhere.

While this structure works for short-term treatment, it struggles when conditions overlap over time. A patient may complete cancer therapy, be discharged from oncology follow-up, and return to routine care.

Years later, heart failure or diabetes develops, often without clear links being made to past cancer treatment. By the time symptoms appear, damage may already be significant.

This is why experts are increasingly calling for a more integrated approach to survivorship care, one that recognises cancer as part of a broader health journey rather than an isolated episode.

Cancer centres are uniquely positioned to lead this shift. They already follow patients closely, collect detailed treatment histories and manage complex care plans. By embedding heart and metabolic health monitoring into cancer care, risks can be identified early rather than discovered late.

This means assessing cardiovascular and metabolic health before treatment begins, monitoring changes during therapy, and continuing follow-up long after remission. Simple measures such as regular blood pressure checks, blood sugar monitoring, heart function screening and lifestyle counselling can make a meaningful difference.

Family medicine specialists play a vital coordinating role in this model. Working alongside oncologists, cardiologists and endocrinologists, they help ensure continuity of care across years, not just treatment cycles.

This team-based approach reduces the risk of survivors falling through the cracks once active cancer treatment ends. Prevention is another powerful benefit of integrated survivorship care.

Many heart and metabolic complications can be delayed, reduced or avoided entirely with early intervention. Encouraging physical activity, supporting healthy weight management, addressing smoking and improving diet may seem basic, but for cancer survivors they are essential tools for long-term recovery.

Early treatment of high blood pressure, abnormal cholesterol or rising blood sugar can prevent serious disease later. For survivors, these measures are not optional add-ons; they are a necessary extension of cancer care itself.

This approach is particularly relevant for Malaysia. Cancer incidence continues to rise as the population ages, while cardiovascular disease and diabetes remain leading causes of illness and death.

Treating these conditions separately places increasing strain on healthcare resources and patients alike.

An integrated survivorship model makes both medical and practical sense. It shifts care from crisis response to early prevention and recognises patients as whole individuals rather than a collection of separate diagnoses.

Helping cancer survivors live longer should go hand in hand with helping them live better. Survival alone is not enough if it is accompanied by preventable chronic disease. Beating cancer is no longer the end of the story.

For many, it marks the beginning of a new chapter that deserves protection, planning and care. As cancer care continues to advance, our approach to survivorship must advance with it, ensuring that life after cancer is not only longer, but healthier and fuller. ‒ Feb 19, 2026

 

Dr Mastura Mohd Sopian is a Senior Lecturer at the Department of Clinical Medicine, Pusat Kanser Tun Abdullah Ahmad Badawi, Universiti Sains Malaysia (USM).

The views expressed are solely of the author and do not necessarily reflect those of Focus Malaysia.

BFOOD

Boycott pressure keeps Berjaya Food loss-making despite narrower deficit

BFood’s quarter two financial year 2026 (2QFY26) revenue of RM126.3 translated to core loss after tax, amortisation and minority interest of -RM10.6 mil.

The results missed both Hong Leong Investment Bank’s (-RM44.6 mil) and consensus (-RM46.8 mil) expectations, primarily due to weaker than expected sales at Starbucks and a slower pace of demand recovery.

While losses continued to narrow, earnings remain firmly in the red, extending the group’s loss making streak.

Group revenue declined -2% QoQ to RM126.3 mil, driven by underperformance in Malaysia (-2%), which more than offset growth from other SEA markets (+35%).

The weakness in Malaysia reflects the ongoing Starbucks boycott since Oct-23 following the Israel–Gaza war, which continues to materially suppress traffic and sales. 

Growth in other SEA markets was supported by contributions from newly opened Paris Baguette outlets in the Philippines. 

“Despite the sequential narrowing of losses to -RM10.6 mil, we believe a return to profitability will take time given the still challenging demand environment,” said HLIB.

Top line improved by +3% year-on-year to RM254.5 mil, largely driven by overseas operations. This offset lower revenue from Malaysia following the closure of underperforming stores. 

Losses narrowed to -RM26.8 mil in the first half of financial year 2026 (1HFY26) from – RM69.0 mil in 1HFY25, supported by cost-saving initiatives, store rationalisation, and lower depreciation and amortisation charges. 

That said, the improvement remains largely cost-driven rather than revenue-led, underscoring the fragility of the recovery. Management continues to prioritise footprint optimisation as part of its operational reset. Starbucks Malaysia’s store count declined to 267 outlets following 20 net closures in 2QFY26, while KRR and Paris Baguette stood at 27 outlets (ten closures) and 17 outlets (one addition), respectively. 

While management is considering selective Starbucks expansion (10 smaller-format stores), the overarching focus remains on consolidation, operational efficiency, labour productivity, and disciplined marketing. 

“We expect the lingering brand overhang from geopolitical tensions to continue weighing on BFood in the near term, delaying any meaningful recovery toward pre-boycott performance levels,” said HLIB.

At the same time, intensifying competition from rapidly expanding local and China-based coffee chains is structurally raising competitive pressure, further constraining Starbucks’ ability to regain lost market share. Overall, earnings visibility remains low, with no clear catalyst to drive a sustained turnaround. —FocusM Feb 6, 2025

Main image: Berjaya Food