FMI Annual Report 2018 2019 PDF

Your blueprint for
investing in Myanmar
A N N U A L R E P O R T 2 0 1 8 - 2 0 1 9
YOUR BLUEPRINT
FOR INVESTING
IN MYANMAR
FMI is proud to present its Annual Report for FY2019. During

the past 27 years, FMI has given investors unparalleled access
to Myanmar’s Financial Services, Real Estate, Healthcare and
Tourism industries. This year’s Annual Report celebrates our
legacy as Myanmar's leading blue-chip company by offering
a blueprint for investment in the country.
CONTENTS
CORPORATE OVERVIEW PERFORMANCE REVIEW
Corporate Profile 4 FY2019 Group's Financial Highlights 26

Our Vision 4 Operational & Financial Review 27
Our Mission 5 FMI’s Key Businesses 30
Chairman’s Message 6 Financial Services 32
FY2019 Key Achievements & Highlights 12 Healthcare 36
Board of Directors 14 Real Estate 40
Management Team 20 Tourism 44
Strategic Investments 50
GOVERNANCE & SUSTAINABILITY FINANCIAL REPORT

Corporate Governance Report 54 Report of the Directors 81
Sustainability Report 66 Statement of the Directors 83
Independent Auditor’s Report 84

Notes to Consolidated Financial Statements 92
BUILD
A BETTER
MYANMAR
FOR
ITS
PEOPLE
2 | FIRST MYANMAR INVESTMENT PUBLIC CO., LTD.

ZARNI TUN
DEPUTY HEAD OF CORPORATE SALES
YOMA BANK
I always take pride in being a part of the Yoma Group, which contributes towards
bringing Myanmar and the financial sector forward, and continuously has its clients’
best interests in mind."
ျမန္မာနိုင္ငံရဲ႕ဘ႑ာေရးက႑တိုးတက္မႈမွာ အဓိကထားေဆာင္႐ြက္ေနၿပီး သံုးစြဲသူျပည္သူမ်ား အေကာင္းဆုံး

အက်ဳိးျဖစ္ထြန္းေစဖုိ႔ အၿမဲစိတ္ထဲမွာထည့္ထားတဲ့ ႐ိုးမအုုပ္စု၏ အစိတ္အပိုင္းတစ္ခုအေနျဖင့္ ပါဝင္ခြင့္ရသည့္အ
တြက္ မ်ားစြာဂုုဏ္ယူမိပါတယ္။
ZAW WIN SANDY

DIRECTOR OF HOSPITAL OPERATIONS
PUN HLAING SILOAM HOSPITALS
At Pun Hlaing Siloam Hospitals, I'm privileged and proud to be a part of the Yoma Group
which has an ethos to drive incremental steps in patient safety and quality that is consistent
with international benchmarks and putting care back into healthcare in our country.
႐ိုးမအုုပ္စုရဲ႕ မ႑ိဳင္တစ္ခုျဖစ္တဲ့ ပန္းလိႈင္စီလံုေဆး႐ံု က်န္းမာေရးေစာင့္ေ႐ွာက္မႈက႑တြင္ ႏုိင္ငံတကာအသိ

အမွတ္ျပဳ စံနႈန္းစံထားမ်ား႐ွိတဲ့ လူနာမ်ားေဘးကင္းလုံၿခဳံေစေရး အရည္အေသြးမ်ား တိုးတက္ျမင့္မားလာေအာင္
တစ္ဆင့္ျခင္းႀကိဳးစားေနမႈမွာ ပါဝင္လုပ္ကိုင္ခြင့္ရသည့္အတြက္ ကၽြန္မအေနနဲ႔ ဂုဏ္ယူ၀မ္းေျမာက္မိပါတယ္။
MIKI ZAW
DEPUTY HEAD OF MARKETING
YOMA LAND
Being a part of the Yoma Group has been a privilege for me. It is tremendously satisfying
to be able to build a career based upon the greater good of transforming Myanmar for
the better.
႐ုိးမကုုမၸဏီအုပ္စုမွာ အလုုပ္လုပ္ခြင့္ရ႐ွိျခင္းဟာ ကၽြန္မအတြက္ အထူးအခြင့္အေရးတစ္ရပ္ ျဖစ္လာခဲ့ပါတယ္။ ျမန္

မာျပည္သူမ်ားအတြက္ ပုိမုိေကာင္းမြန္ေသာ ေျပာင္းလဲမႈတည္ေဆာက္ရန္ဟူေသာ ရည္မွန္းခ်က္တြင္ အေျခခံ
သည့္ ကုုမၸဏီတစ္ခုမွာ လုုပ္ကုိင္ခြင့္ရ႐ွိရသည့္အတြက္ စိတ္ေက်နပ္ႏွစ္သိမ့္မႈမ်ားစြာ ျဖစ္ေပၚေစပါတယ္။
TUN THURA
GENERAL MANAGER OF BALLOONS OVER BAGAN & INLE
MEMORIES GROUP
I am so proud to be a part of Memories Group under the YOMA Group, having the
chance not only to march towards its responsible visions and its ethical business
model but also to build up a better Myanmar.
႐ိုးမကုမၸဏီအုပ္စုဝင္ Memories Group က လူမႈအဖြဲ႕အစည္းအေပၚ တာဝန္ယူမႈ႐ွိတဲ့ ရည္မွန္းခ်က္မ်ားထား႐ွိၿပီး

ကိုယ္က်င့္တရားႏွင့္ကိုက္ညီမႈ႐ွိတဲ့ စီးပြားေရးအေလ့အထမ်ား႐ွိသည့္အျပင္ ျမန္မာနုုိင္ငံတည္ေဆာက္ေရး
ႀကိဳးပမ္းေနတဲ့က႑မွာ ကၽြန္ေတာ္ ပါဝင္လုပ္ကိုင္ခြင့္ရ႐ွိတဲ့အတြက္ မ်ားစြာဂုုဏ္ယူမိပါတယ္။
ANNUAL REPORT 2018-2019 | 3

CORPORATE OVERVIEW
A LOCAL COMPANY WITH
AN INTERNATIONAL OUTLOOK
CORPORATE PROFILE
First Myanmar Investment Public Co., Ltd. (“FMI”, the “Company” First Myanmar Investment အမ်ားႏွင့္သက္ဆိုင္သည့္ ကုမၸဏီလီမိတက္
and collectively with its subsidiaries, the “Group”) is one of (“FMI”) (“ကုမၸဏီ” နွင့္ ၎၏ လက္ေအာက္ခံကုမၸဏီခဲြမ်ားစုေပါင္း၍ “ကုမၸဏီ
Myanmar’s largest public companies with more than 8,600 အုပ္စု”) သည္ အစု႐ွယ္ယာ႐ွင္ေပါင္း (၈,၆ဝဝ) ေက်ာ္႐ိွၿပီး စတင္တည္ေထာင္
shareholders and has a track record of profitability over the သည့္ အခိ်န္မွစ၍ (၂၇)ႏွစ္တာကာလတစ္ေလွ်ာက္ အျမတ္အစြန္းစဥ္ဆက္မျပတ္
past 27 years. In March 2016, FMI became the first company ရ႐ိွခဲ့ျခင္းတို႔ျဖင့္ မွတ္တမ္းေကာင္းတစ္ခု ေရးထိုးထားႏိုင္သည့္ ျမန္မာႏိုင္ငံ၏
to list on the Yangon Stock Exchange (“YSX”). FMI’s strength အႀကီးဆုံးအမ်ားပိုင္ ကုမၸဏီမ်ားအနက္ တစ္ခုျဖစ္ပါသည္။ FMI သည္ ၂ဝ၁၆
lies in its strategic diversification, professional management, ခုႏွစ္၊ မတ္လတြင္ ရန္ကုန္စေတာ့အိတ္ခ်ိန္း၌ စာရင္းဝင္ေသာ ပထမဆုံးကုမၸဏီ
corporate governance and transparency. FMI’s Board of ျဖစ္လာခဲ့ပါသည္။ FMI ၏ အားသာခ်က္မ်ားမွာ မဟာဗ်ဴဟာေျမာက္ေသာရင္းႏီွး
Directors (the “Board” or the “Directors”) promotes good ျမႇဳပ္ႏံွမႈမ်ား၊ ကၽြမ္းက်င္ေသာစီမံခန္႔ခဲြမႈ၊ စည္း ကမ္း႐ိွေသာ ကုမၸဏီအုပ္ခ်ဳပ္မႈႏွင့္
corporate governance and has a strong independence element ပြင့္လင္းျမင္သာမႈ႐ိွျခင္း တို႔ျဖစ္ပါသည္။ FMI ဒါ႐ိုက္တာအဖဲြ႕ဝင္မ်ားသည္
to protect the interests of its stakeholders. ကုမၸဏီ၏ေကာင္းမြန္ေသာ စီမံခန္႔ခဲြအုပ္ခ်ဳပ္မႈကို ျမႇင့္တင္ေပးၿပီး ကုမၸဏီႏွင့္သက္
ဆိုင္သူအားလုံး၏ အက်ိဳးစီးပြားကိုေ႐ွ႕႐ႈကာ ကြယ္သည့္အေျခခံျဖင့္ လြတ္လပ္စြာ
FMI is affiliated with Serge Pun & Associates (Myanmar) Limited ဆုံးျဖတ္ေဆာင္႐ြက္ေပးလ်က္႐ိွပါသည္။
(“SPA”), Yoma Strategic Holdings Ltd. (“Yoma Strategic”), a
company listed on the Mainboard of the Singapore Exchange ကုမၸဏီသည္ Serge Pun & Associates (Myanmar) လီမိတက္ (“SPA”) ၊ စကၤာပူ
Securities Trading Limited (the “SGX-ST”), and Memories စေတာ့အိတ္ခိ်န္း (“SGX-ST”) ၏ Main Board တြင္ စာရင္းတင္သြင္းထားေသာ
Group Limited (“Memories Group”), a company listed on the Yoma Strategic Holdings လီမိတက္ (“Yoma Strategic”) ႏွင့္ Catalist Board
Catalist board of the SGX-ST. FMI, SPA, Yoma Strategic and တြင္ စာရင္းသြင္းထားေသာ Memories Group လီမိတက္ (“Memories Group”)
Memories Group, together with their respective subsidiaries, တို႔ႏွင့္ မိတ္ဖက္ကုမၸဏီ ျဖစ္ပါသည္။ FMI ၊ SPA ၊ Yoma Strategic ၊ Memories
are collectively referred to as the “Yoma Group”. Group ႏွင့္ ၎တို႔ လက္ေအာက္ခံ ကုမၸဏီအားလုံးကိုစုေပါင္း၍ “Yoma Group”
ဟု ေခၚေဝၚသုံးစဲြပါမည္။
OUR VISION
INVESTOR SATISFACTION CUSTOMER SATISFACTION EMPLOYEE SATISFACTION
We create sustainable investment We serve our customers by being their We invest in our people to build careers
opportunities by leading with integrity trusted partner to deliver the best around a shared culture of fairness,
and robust business practices. products and services for their needs. diversity, empowerment and recognition.
ရင္းႏီွးျမႇဳပ္ႏံွသူမ်ား၏ ေက်နပ္ႏွစ္သက္မႈ သံုးစဲြသူျပည္သူမ်ား၏ ေက်နပ္ႏွစ္သက္မႈ ဝန္ထမ္းမ်ား၏ ေက်နပ္ႏွစ္သက္မႈ
ကၽြႏု္ပ္တို႔သည္ သမာဓိ႐ိွျခင္း၊ ကိုယ္က်င့္တရားႏွင့္ ကၽြႏု္ပ္တို႔သည္ ျပည္သူတို႔၏ လိုအပ္ခ်က္မ်ား အ ကၽြႏု္ပ္တို႔သည္ ဝန္ထမ္းထုအတြင္း တရားမွ်တမႈ၊

ျပည့္စံုမွ်တသည့္ စီးပြားေရးလုပ္ငန္းစဥ္မ်ားျဖင့္ ေရ တြက္ အေကာင္းဆုံးထုတ္ကုန္ႏွင့္ ဝန္ေဆာင္မႈမ်ား မတူကဲြျပားမႈ၊ အခြင့္အာဏာေပးအပ္မႈ၊ အသိအမွတ္
႐ွည္တည့္တံ့ခိုင္ၿမဲသည့္ ရင္းႏီွးျမႇဳပ္ႏံွမႈအခြင့္အလမ္း ကို ျဖည့္ဆည္း ေဆာင္႐ြက္ေပးေနသည့္ ယုံၾကည္ ျပဳမႈ စသည့္အသိတရားမ်ားကို အေျခခံသည့္ ယဥ္္
မ်ားကို ဖန္တီးေပးလ်က္႐ိွပါသည္။ စိတ္ခ်ရေသာ မိတ္ဖက္အျဖစ္ ရပ္တည္လ်က္႐ိွပါ ေက်းမႈတစ္ရပ္ ထြန္းကားပံ်႕ႏံွ႔ေစေရးအတြက္ ရင္း
သည္။ ႏီွးျမႇဳပ္ႏံွ တည္ေဆာက္ေပးလ်က္႐ိွပါသည္။

OUR MISSION
“Build a Better Myanmar for its People” "ျပည္သူမ်ားအတြက္ ပိုမိုေကာင္းမြန္ေသာ ျမန္မာႏိုင္ငံေတာ္တည္ေဆာက္ရန္"
" The “How” to “Build a Better Myanmar for its People” "ျပည္သူမ်ားအတြက္ ပိုမိုေကာင္းမြန္ေသာ ျမန္မာႏိုင္ငံေတာ္တည္ေဆာက္ရာတြင္
leads us to confront the biggest challenge facing the ပါဝင္ ေဆာင္႐ြက္ရန္ဆိုတဲ့ ေဆာင္ပုဒ္ဟာ ကုမၸဏီအုပ္စုအတြက္ အႀကီးမားဆံုး
Group and to build a roadmap to move forward and စိန္ေခၚမႈျဖစ္သလို ကၽြန္ေတာ္တို႔ ေ႐ွ႕ေလွ်ာက္လုပ္ေဆာင္သမွ် ကိစၥတိုင္းတြင္
create value in everything we do. How is a better လည္း တန္ဖိုးမ်ားကိုဖန္တီးေပးဖို႔ျဖစ္တယ္။ ပိုမိုေကာင္းမြန္ေသာ ျမန္မာႏိုင္ငံကို
Myanmar defined? In my own words, “better” must ကၽြန္ေတာ့အေနႏွင့္ အဓိပၸာယ္သတ္မွတ္ရမည္ဆိုလွ်င္ ႏိုင္ငံ၏မနက္ဖန္တိုင္း႐ွိ
be compared in quantitative, qualitative, spiritual and ႐ုပ္ဝတၱဳအေရအတြက္၊ အရည္အေသြး၊ စိတ္ဓာတ္ေရးရာႏွင့္ ႐ုပ္ဝတၱဳပစၥည္း
material terms to that of today. Through passion and ဆုိင္ရာအပိုင္းမ်ားကို ယေန႔ထက္ ပိုမိုသာလြန္ေအာင္ ႀကိဳးပမ္းရမွာျဖစ္တယ္။
proficiency aligned to this deep sense of determination, ထိုသို႔ ခုိင္ၿမဲနက္နဲသည့္ ဆံုးျဖတ္ခ်က္၊ ကၽြန္ေတာ္တို႔၏ ကၽြမ္းက်င္မႈႏွင့္ ျပည္သူ
the Group is committed to build a better Myanmar တို႔၏ပူးေပါင္းမႈျဖင့္ ျပည္သူမ်ားအတြက္ ပိုမိုေကာင္းမြန္ေသာ ျမန္မာႏိုင္ငံကို
together with its people and for its people. " ကုမၸဏီအုပ္စုမွ တည္ေဆာက္သြားမည္ဟု သႏၷိ႒ာန္ခ်ထားပါတယ္။"
U THEIM WAI @ SERGE PUN

EXECUTIVE CHAIRMAN
INNOVATION
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Build a Better Myanmar for its People

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RESPECT
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TEAMWORK INVESTORS CUSTOMERS EMPLOYEES
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Good Governance, Good Ethos,

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Good Practice.
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INTEGRITY

CHAIRMAN'S MESSAGE
Our mission is “To Build a Better Myanmar

for its People”. In order to achieve this
goal, the collective effort of our entire
workforce and their commitment to this
mission is necessary.

DEAR SHAREHOLDERS,
It is with great pride and privilege that I update you on what The adoption of the new Myanmar Companies Law 2017
has evidently been another year of achievement for FMI as (the “MCL”), which came into effect on 1 August 2018, has
we continue to build our businesses towards fulfilling our also helped foreign investors who wish to invest in Myanmar
mission to ‘Build a Better Myanmar for its People’. as it clarifies procedures for setting up businesses. The
formation of the Ministry of Investment and Foreign
Financially, the results of the Group for the financial year Economic Relations (“MIFER”) under the leadership of
ended 31 March 2019 ("FY2019") saw a healthy revenue the Union Government has also provided much needed
growth of 36% to MMK 279.7 billion from MMK 205.6 billion confidence to the business community as one of MIFER’s
in the financial year ended 31 March 2018 ("FY2018"). As role is to improve communication and coordination between
we continue to build our businesses around our core focus ministries and agencies. Initiatives such as the Central Bank
sectors, the emphasis on transformation through People of Myanmar’s move to allow foreign banks to lend to local
- Investors, Customers and Employees - had acted as a businesses is expected to increase foreign direct investment
catalyst to the commendable result of catering to the long- and improve liquidity, thus strengthening Myanmar’s overall
term needs of our stakeholders. economic outlook.
FOCUSING ON THE FOREST While there may be potential headwinds with regard to the
deepening trade tensions between the United States and
There have been a number of positive developments for China, there remain opportunities that Myanmar may be
Myanmar during the past year and the country’s overall able to explore in the light of China’s Belt and Road Initiative
growth forecast is looking positive as the Myanmar (“BRI”).
Government continues to make progress in pro-business
reforms as well as streamline regulatory processes. The I believe Myanmar has a lot to gain from the BRI. Substantial
wide-ranging reforms initiated since the elections in investment is needed to build Myanmar’s infrastructure,
2011 have continued under the current Government. The develop the economy, generate jobs and raise living
Government’s focus on economic development is also a standards for our people. Myanmar’s strategic location
highlight in the most recent strategic planning document, between China and the Indian Ocean makes the country
the “Myanmar Sustainable Development Plan (2018 – 2030)”, an extremely important partner to China. If Myanmar is
issued by the Ministry of Planning and Finance. able to take advantage of such opportunities, this would be
beneficial to both countries.
In addition, the Asian Development Bank (the “ADB”) has
predicted that Myanmar’s economic growth will reach Due to rising international trade tariffs on goods made
6.6% in 2019, and 6.8% in 2020.1 As the country opens up in China, we also have a window of opportunity to attract
the retail and wholesale sectors and modernises corporate large Chinese manufacturers to set up their operations in
governance processes, we believe Myanmar will continue to Myanmar. The players will bring with them investment and
see steady growth in the next few years. know-how, galvanising our manufacturing sector.
Myanmar must also enforce strict rules to mitigate the

risks of corporate misconduct and environmental damage
which must be similarly applicable to both foreign and local
companies.
1
https://www.adb.org/news/foreign-investment-policy-
reforms-boost-myanmars-growth-2019-and-2020-adb

AND NOW THE TREES OUR PEOPLE
With these significant economic developments, a surge in Our mission is “To Build a Better Myanmar for its People”. In
the size and affluence of Myanmar’s consumer class may be order to achieve this goal, the collective effort of our entire
expected. FMI is working on building up its core businesses workforce and their commitment to this mission is necessary.
such that they are primarily consumer-focused. FMI has four core values – Integrity, Teamwork, Innovation and
Respect, which our workforce strives to uphold.
Financial services turned in a strong performance with a 36.5%
increase in total revenue to MMK 254.5 billion in FY2019 as As a company, we are of the view that it is important to advocate
compared to FY2018. Yoma Bank Limited ("Yoma Bank" or gender equity in Myanmar’s business community. This is an
"the Bank") continues to look for innovative ways to improve important movement that has far reaching significance for our
financial inclusiveness in the country by accelerating digitisation society at large. We are a founding member of the Business
of its SMART account offering. We believe in providing good Coalition for Gender Equality (BCGE) and have received the
customer services and the way to achieve this goal is to certification for the international EDGE (Economic Dividends
continue to strengthen the Bank’s systems and processes, as for Gender Equality) certification in October 2018. EDGE
well as to simplify and standardise branch organisation. certification offers a transparent and unbiased view of whether
a company has a strong gender balance, effective policies and
In April 2019, the Lippo Group’s interest in Pun Hlaing Siloam practices, and inclusive culture.
Hospitals (“PHSH”) was bought over by OUE Lippo Healthcare
Limited (“OUELH”), a company listed on the Catalist board of I am hopeful that with the combined efforts of the Government
SGX-ST. We believe this translates well for PHSH as it aligns with as well as the private sector to promote gender equality and
OUELH’s vision of growing its presence in other high-growth inclusion in the workplace, we will see a thriving workforce
Asian markets to become a pan-Asia healthcare player. The where men and women have equal access to opportunities.
revenue of PHSH improved by 32.6% to MMK 24.9 billion in
FY2019. GROWING FORWARD
In the real estate sector, while we see the sector going through While we acknowledge what we have established and achieved
a period of adjustment, there is a social and economic shift this year, we will continue to pursue long-term strategies which
currently underway in the country and we are seeing changes are vital to ensure our success in various businesses across
in lifestyle and the growing aspirations of the younger Myanmar. Although business success is our priority, we will
generation. Yoma Land constantly strives to keep up with the not forget our duty to the country and our responsibility to
changes and developments in the real estate sector, and has take a leadership role in providing employment opportunities
expanded its real estate offerings in the past year. In early as well as shaping the corporate landscape.
2019, the City Loft project, a new division of modern affordable
housing that targets the underserved middle-income market in On behalf of the Board, I would like to thank our new and
Yangon, was launched. City Loft makes home ownership more old shareholders, many of whom have believed in FMI since
accessible with its combination of affordable price points and the beginning. Additionally, I would also like to express my
favourable mortgage repayments of up to 25 years arranged appreciation for the commitment and contributions of our
with domestic banks, and allows the middle-income earners to talented employees, who have helped shape FMI to be a truly
become home owners. This is a major milestone for us and for responsible company that adheres to international standards.
Myanmar’s real estate sector as well. Your faith in the Company would enable us to extend greater
success in many years to come. I believe that by working
FMI’s investment in the tourism sector through Memories together and being as one, we will bring a better Myanmar for
Group continues to evolve, and is today a leading experience- its people.
driven hotel and luxury travel adventures company in the
country. The mission of Memories Group is “To be the first
choice in creating warm and genuine memories of Myanmar Yours Sincerely,
and beyond.” Through giving travellers the opportunity to
see the country and meet its people, Memories Group aims
to cultivate a better understanding of the complexities of
Myanmar and give people the opportunity to contribute to its
development. In a country as beautiful, diverse and culturally
rich as Myanmar, tourism if properly managed, has the
potential to play an extremely important role in the overall
economic growth of the country. As such, FMI expects tourism U THEIM WAI @ SERGE PUN
to be a core focus of its businesses. EXECUTIVE CHAIRMAN

အစုု႐ွယ္ယာ႐ွင္မ်ားခင္ဗ်ား
FMI သည္ ျပည္သူမ်ားအတြက္ ပိုမိုေကာင္းမြန္ေသာ ျမန္မာႏိုင္ငံတည္ေဆာက္

ရန္ဟူသည့္ ရည္႐ြယ္ခ်က္ကိုဦးတည္၍ ႏွစ္တစ္ႏွစ္၏ ဘ႑ာေရးရလဒ္ေကာင္းမ်ား
ရ႐ွိခဲ့သည့္အတြက္ ကၽြန္ေတာ္အလြန္ဝမ္းေျမာက္မိပါသည္။
၂၀၁၈ ခုႏွစ္၊ မတ္လ(၃၁)ရက္ေန႔တြင္ ကုန္ဆံုးသည့္ဘ႑ာႏွစ္တြင္ ကုမၸဏီ

အုပ္စု၏ဝင္ေငြသည္ က်ပ္ (၂၀၅.၆) ဘီလီယံ ႐ွိခဲ့ရာမွ ၂၀၁၉ ခုႏွစ္၊ မတ္လ (၃၁)
ရက္ေန႔တြင္ ကုန္ဆံုးသည့္ဘ႑ာႏွစ္တြင္ က်ပ္ (၂၇၉.၇) ဘီလီယံအထိ႐ွိခဲ့သျဖင့္
၃၆% တိုးတက္ခဲ့သည္။ ကၽြန္ေတာ္တို႔၏ အဓိက စီးပြားေရးလုပ္ငန္းက႑မ်ားကို
တိုးခ်ဲ႕လုပ္ေဆာင္ေနခ်ိန္တြင္ ရင္းႏွီးျမႇဳပ္ႏွံသူမ်ား၊ သံုးစြဲသူျပည္သူမ်ားႏွင့္ ဝန္ထမ္း
မ်ားအေပၚအေျခခံ၍ ပိုမိုေကာင္းမြန္ေသာ ျပဳျပင္ေျပာင္းလဲမႈမ်ား ျပဳလုပ္ခဲ့ျခင္းအ
တြက္ ကၽြန္ေတာ္တို႔ အက်ိဳးသက္ဆိုင္သူမ်ား၏ ေရ႐ွည္လိုအပ္ခ်က္မ်ားကို ျဖည့္
ဆည္းျခင္းမ်ားျဖင့္ သက္ေသျပႏိုင္ခဲ့သည္။
ျမန္မာ့စီးပြားေရးအေပၚ ၿခံဳငံုသံုးသပ္ျခင္း
လြန္ခဲ့သည့္ တစ္နွစ္အတြင္း ျမန္မာနုုိင္ငံတြင္ ေကာင္းမြန္ေသာ ဖြံ႕ၿဖိဳးတိုးတက္မႈ

မ်ားစြာ ျဖစ္ေပၚခဲ့ၿပီး ျမန္မာႏုုိင္ငံအစိုးရမွ စီးပြားေရးလုုပ္ငန္းမ်ား လုုပ္ေဆာင္ရာတြင္
အဆင္ေျပလြယ္ကူလ်င္ျမန္ေစရန္ လိုက္နာရမည့္ လုပ္ထံုးစည္းမ်ဥ္းမ်ားအား
ေျဖေလ်ာ့ေပးေနသျဖင့္ ႏုုိင္ငံ၏စီးပြားေရးတိုးတက္မႈသည္ ေယဘုယ်အားျဖင့္
အေကာင္းဘက္သို႔ ဦးတည္လ်က္႐ွိေနပါသည္။ ျပဳျပင္ေျပာင္းလဲမႈမ်ားကို ၂၀၁၁
ခုုနွစ္မွ စ၍ လုုပ္ေဆာင္ခဲ့ၿပီး လက္႐ွိအစိုးရလက္ထက္တြင္ ဆက္လက္ေဆာင္႐ြက္
လ်က္႐ွိပါသည္။ “ျမန္မာနိုင္ငံေရ႐ွည္ဖြံ႕ၿဖိဳးတိုးတက္မႈစီမံကိန္း (၂၀၁၈ -၂၀၃၀)”
အတြက္ မၾကာေသးခင္မွ စီမံေရးဆြဲခဲ့သည့္ မဟာဗ်ဴဟာေျမာက္ စာ႐ြက္စာတမ္း
ကို ၾကည့္ျခင္းအားျဖင့္ အစိုးရမွ စီးပြားေရးတိုးတက္မႈအေပၚ အေလးထားေဆာင္
႐ြက္ေနသည္ကို ေတြ႕ျမင္ႏိုင္သည္။

ထိုအခ်က္မ်ားေၾကာင့္ ျမန္မာနိုင္ငံသည္ ၂၀၁၉ ခုုနွစ္တြင္ ၆.၆ %၊ ၂၀၂၀ ခုုႏွစ္ ကမ ာၻ ့စီးပြားေရး အေျခအေနကို ၿခံဳငံုသံုးသပ္မည္ဆိုလွ်င္ အေမရိကန္ႏွင့္ တ႐ုုတ္
တြင္ ၆.၈% အထိ စီးပြားေရးတိုးတက္နုိင္မည္ဟု အာ႐ွဖြံ႕ၿဖိဳးေရးဘဏ္ (ADB) ႏိုင္ငံတို႔ၾကား႐ွိ ကုုန္သြယ္ေရးတင္းမာမႈမ်ား႐ွိေသာ္လည္း ရပ္၀န္းႏွင့္ပိုးလမ္းမစီမံ
မွ ခန္႔မွန္းထားပါသည္။၁ လက္လီလက္ကားက႑တြင္ ျပည္ပရင္းႏွီးျမႇဳပ္ႏွံမႈမ်ား ကိန္း (BRI) ေၾကာင့္ အခြင့္အေရးမ်ား ေပၚေပါက္လာႏိုင္ပါသည္။
ေရာက္႐ွိလာျခင္း၊ ေကာ္ပိုရိတ္စီမံအုပ္ခ်ဳပ္မႈနွင့္ စီမံခန္႔ခြဲမႈမ်ားကို ေခတ္နွင့္အညီ
ျပဳျပင္ ေျပာင္းလဲမႈမ်ား ဆက္လက္ျပဳလုုပ္ေနေသာေၾကာင့္ လာမည့္ႏွစ္အနည္းငယ္ နုုိင္ငံအတြက္ အေျခခံအေဆာက္အအံုမ်ား တည္ေဆာက္ရန္၊ စီးပြားေရးဖြံ႕ၿဖိဳးတိုး
အတြင္း ျမန္မာနိုင္ငံသည္ စဥ္ဆက္မျပတ္ ဖြံ႕ၿဖိဳးတိုးတက္ေနမည္ဟု ကၽြန္ေတာ္တို႔ တက္ရန္၊ အလုုပ္အကိုင္မ်ား ဖန္တီးႏို္င္ရန္ႏွင့္ ျပည္သူမ်ား၏လူေနမႈ အဆင့္အ
ယံုၾကည္ပါသည္။ တန္းကို ျမႇင့္တင္ရန္အတြက္ လိုအပ္သည့္ရင္းႏွီးျမႇဳပ္ႏွံမႈမ်ားစြာကို BRI စီမံကိန္းမွ
ရ႐ွိႏိုင္မည္ဟု ကၽြန္ေတာ္ယံုၾကည္ပါသည္။ ျမန္မာႏုုိင္ငံသည္ တ႐ုုတ္ႏွင့္အိႏၵိယ
၂၀၁၈ ခုႏွစ္၊ ၾသဂုတ္လ (၁)ရက္ေန႔တြင္ အက်ိဳးသက္ေရာက္သည့္ ၂၀၁၇ သမုုဒၵရာအၾကား မဟာဗ်ဴဟာက်ေသာတည္ေနရာတြင္ ႐ွိေနေသာေၾကာင့္ တ႐ုုတ္
ကုမၸဏီအက္ဥပေဒအသစ္ေၾကာင့္ ရင္းႏွီးျမႇဳပ္ႏွံသူမ်ားအေနျဖင့္ စီးပြားေရးလုုပ္ငန္း ႏိုင္ငံအတြက္ အလြန္အေရးႀကီးေသာ မိတ္ဖက္ႏိုင္ငံတစ္ခု ျဖစ္ေနပါသည္။ မိမိတို႔
တစ္ခုစတင္ရန္ လိုအပ္သည့္လုပ္ထံုးလုပ္နည္းမ်ားကို ေသခ်ာစြာသိ႐ွိလာျခင္း၊ ႏုုိင္ငံ၏ မဟာဗ်ဴဟာက်ေသာအေနအထား တစ္ပန္းသာမႈကိုအေျခခံ၍ ႏွစ္ဦးႏွစ္
ျပည္ေထာင္စုအစိုးရ၏ အုုပ္ခ်ဳပ္မႈေအာက္တြင္ ရင္းနွီးျမႇဳပ္နွံမႈနွင့္ ႏိုင္ငံျခားစီးပြား ဘက္အက်ိဳး႐ွိမည့္ အေျခအေနမ်ိဳးေရာက္႐ိွေအာင္ ႀကိဳးစားရမည္ျဖစ္သည္။
ဆက္ဆံေရး ဝန္ႀကီးဌာန (MIFER) တစ္ခုေပၚေပါက္လာျခင္းတို႔ေၾကာင့္ စီးပြား
ေရးအသိုက္အဝန္း၏ ယံုၾကည္မႈမွာလည္း ျမင့္မားလာခဲ့သည္။ အဘယ္ေၾကာင့္ တ႐ုုတ္နိုင္ငံထုတ္ကုန္စည္မ်ားကို ႏိုင္ငံတကာမွ အခြန္မ်ားတိုးျမႇင့္ေကာက္ခံလာ
ဆိုေသာ္ MIFER သည္ အစိုးရဝန္ႀကီးဌာနမ်ားႏွင့္ ေအဂ်င္စီမ်ားအၾကား ဆက္ ေသာေၾကာင့္ တ႐ုုတ္နိုင္ငံမွ ထုုတ္လုပ္သူမ်ားကို ျမန္မာႏုုိင္ငံတြင္ လာေရာက္အ
ဆံေရးႏွင့္ ၫိႇႏႈိင္းမႈမ်ား ပို္မိုေကာင္းမြန္လာေအာင္ လုပ္ေဆာင္ေပးရန္ျဖစ္သည္။ ေျခစိုက္ရန္ ဆြဲေဆာင္လာႏိုင္မည္ျဖစ္သည္။ ထိုလုပ္ငန္း႐ွင္မ်ားသည္ ရင္းနွီးျမႇဳပ္ႏွံမႈ
နုုိင္ငံျခားဘဏ္မ်ားက ေဒသခံစီးပြားေရး လုပ္ငန္းမ်ားထံေငြေခ်းခြင့္ကို ျမန္မာႏုုိင္ငံ မ်ားႏွင့္အတူ နည္းပညာမ်ားသယ္ေဆာင္လာျခင္းျဖင့္ ထုုတ္လုပ္ေရးက႑ကို
ဗဟိုဘဏ္မွ ခြင့္ျပဳလိုက္သည့္အတြက္ ႏုုိင္ငံျခားတိုက္႐ိုက္ရင္းနွီးျမႇဳပ္ႏွံမႈမ်ား တုုိး ဖြံ႕ၿဖိဳးတိုးတက္ေစမည္ျဖစ္သည္။
ျမင့္လာမည္ဟုေမွ်ာ္လင့္ရၿပီး ေငြေၾကးစီးဆင္းမႈ ပိုမိုလ်င္ျမန္လာကာ ျမန္မာႏုုိင္ငံ
၏ ေယဘုယ် စီးပြားေရးအေျခအေနလည္း အားေကာင္းလာမည္ျဖစ္သည္။ တခ်ိန္တည္းမွာပင္ ျမန္မာႏိုင္ငံအေနျဖင့္လည္း ျပည္တြင္းျပည္ပကုမၸဏီမ်ား၏ အ
လားအလာ႐ိွေသာ ေကာ္ပိုရိတ္စည္းမ်ဥ္းခ်ိဳးေဖာက္မႈမ်ားႏွင့္ သဘာ၀ပတ္၀န္းက်င္
ထိခိုက္မႈမ်ားအတြက္ တိက်ေသာစည္းမ်ဥ္းစည္းကမ္းမ်ားကိုလည္း ခ်မွတ္ရန္လို
အပ္ပါသည္။
၁
https://www.adb.org/news/foreign-investment-policy-reforms-boost-myanmars-growth-2019-and-2020-adb

လုုပ္ငန္းမ်ားကို အေသးစိတ္သံုးသပ္ျခင္း ကၽြန္ေတာ္တုိ႔၏ ဝန္ထမ္းမ်ား
ထိုစီးပြားေရး ဖြံ႕ၿဖိဳးတိုးတက္မႈမ်ားနွင့္အတူ ျမန္မာႏိုင္ငံ၏ သံုးစြဲသူလူတန္းစား ကြ်န္ေတာ္တို႔ကုမၸဏီ၏ ရည္မွန္းခ်က္ျဖစ္သည့္ ျပည္သူမ်ားအတြက္ ပိုမိုေကာင္း

တိုးပြားလာကာ ဝင္ေငြလည္း တိုးတက္လာမည္ဟု ေမွ်ာ္မွန္းသည္။ FMI သည္ မြန္ေသာ ျမန္မာႏိုင္ငံတည္ေဆာက္ရန္ အေကာင္အထည္ေဖာ္ရာတြင္ ကြ်န္ေတာ္
အဓိကစီးပြားေရးမ႑ိဳင္မ်ားအေပၚ အာ႐ံုစိုက္လုပ္ေဆာင္ေနၿပီး သံုးစြဲသူျပည္သူ တို႔ ဝန္ထမ္းမ်ား၏ စုေပါင္းႀကိဳးပမ္းေဆာင္႐ြက္မႈႏွင့္ စိတ္အားထက္သန္မႈတို႔ မ႐ွိ
မ်ားအေပၚ အေလးထားေသာ လုပ္ငန္းမ်ားျဖစ္သည္။ မျဖစ္လိုအပ္သည္ဟု ယံုၾကည္ပါသည္။ FMI တြင္ သမာဓိ႐ွိမႈ၊ ပူးေပါင္းေဆာင္႐ြက္
မႈ၊ တီထြင္ႀကံဆမႈႏွင့္ ႐ုိေသေလးစားမႈဟူေသာ အဓိကအျမဳေတတန္ဖိုး (၄)ခု႐ွိ
ဘ႑ာေရးဝန္ေဆာင္မႈက႑တြင္လည္း ၂၀၁၉ ဘ႑ာႏွစ္တြင္ စုစုေပါင္းဝင္ေငြ ပါသည္။
ျမန္မာက်ပ္ (၂၅၄.၅) ဘီလီယံ႐ွိခဲ့သျဖင့္ ၂၀၁၈ ဘ႑ာႏွစ္ျဖင့္ ႏိႈင္းယွဥ္ပါက
၃၆.၅% တိုး တက္ခဲ့သည္။ ျမန္မာႏိုင္ငံတြင္ ဒီဂ်စ္ တယ္စနစ္ႏွင့္ ဘ႑ာေရး ကုမၸဏီတစ္ခုအေနျဖင့္ ျမန္မာ့စီးပြားေရးအသုိင္းအ၀ုိင္းတြင္ က်ားမတန္းတူညီမွ်
ဝန္ေဆာင္မႈ တိုးခ်ဲ႕ေရးအတြက္ ႐ိုးမဘဏ္သည္ SMART Account မ်ားအေပၚ ေရးသည္ အေရးပါသည္ဟု ကၽြန္ေတာ္တုိ႔႐ႈျမင္ပါသည္။ ဤက်ားမတန္းတူ ညီမွ်
ဆက္လက္အာ႐ံုစိုက္ လ်က္႐ွိပါသည္။ သံုးစြဲသူျပည္သူမ်ားအား ေကာင္းမြန္ေသာ ေရးသည္ ကၽြန္ေတာ္တုိ႔လူမႈအဖဲြ႕အစည္းအေပၚ ႀကီးမားေသာသက္ေရာက္မႈ႐ွိႏိုင္
ဝန္ေဆာင္မႈေပးႏိုင္ရန္ႏွင့္ ရည္႐ြယ္ခ်က္မ်ားကို အေကာင္အထည္ေဖာ္ႏိုင္ရန္ သည့္အတြက္ အေရးပါေသာလႈပ္႐ွားမႈတစ္ခုျဖစ္သည္။ ကၽြန္ေတာ္တုိ႔သည္ စီးပြား
႐ိုးမဘဏ္၏ လုပ္ထံုးစနစ္မ်ားႏွင့္ လုုပ္ငန္းစဥ္မ်ားအားေကာင္းေအာင္ လုပ္ ေရးလုပ္ငန္းမ်ားတြင္ က်ားမတန္းတူညီမွ်ေရးအဖဲြ႕ (BCGE) ၏ တည္ေထာင္သူ
ေဆာင္ျခင္းႏွင့္ ဘဏ္ခြဲမ်ားတြင္ ႐ိုး႐ွင္းၿပီးစနစ္က်မႈ႐ွိသည့္ ဖြဲ႕စည္းတည္ေဆာက္ အဖဲြ႕၀င္တစ္ဦးျဖစ္ၿပီး ၂၀၁၈ ခုႏွစ္၊ ေအာက္တုိဘာလတြင္ အျပည္ျပည္ဆုိင္ရာ
ပံု႐ွိျခင္းမွာ အေရးႀကီးသည္ကို ကၽြန္ေတာ္တို႔ယံုၾကည္ပါသည္။ က်ားမတန္းတူညီမွ်မႈ႐ွိေရးစြမ္းေဆာင္မႈ (EDGE) ၏ အသိအမွတ္ျပဳလက္မွတ္ကို
ရ႐ွိခဲ့ပါသည္။ EDGE အသိအမွတ္ျပဳလက္မွတ္သည္ ကုမၸဏီတစ္ခုတြင္ က်ားမ
၂၀၁၉ ခုႏွစ္၊ ဧၿပီလတြင္ စကၤာပူႏိုင္ငံ SGX-ST ၏ Catalist Board စာရင္းဝင္ကုမၸဏီ ဝန္ထမ္း ညီမွ်စြာခန္႔အပ္ထားျခင္း၊ ထိေရာက္သည့္ မူ၀ါဒ အေလ့အထ႐ွိျခင္းႏွင့္
ျဖစ္သည့္ OUE Lippo Healthcare Limited (OUELH) သည္ လစ္ပိုလုပ္ငန္းစုမွ လူမ်ိဳးေပါင္းစံုပါဝင္မႈ႐ွိျခင္းတို႔အေပၚ ပြင့္လင္းျမင္သာစြာႏွင့္ ဘက္လုိက္မႈကင္းမဲ့စြာ
ပန္းလိႈင္စီလံုေဆး႐ံု (PHSH) တြင္ ပိုင္ဆိုင္သည့္ အစု႐ွယ္ယာမ်ားကို ဝယ္ယူခဲ့ သုံးသပ္ထားျခင္းျဖစ္ပါသည္။
သည္။ OUELH သည္ လာမည့္ဆယ္စုနွစ္အတြင္း က်န္းမာေရးဝန္ေဆာင္မႈက႑
တြင္ အာ႐ွေဒသ၏ ဦးေဆာင္သူတစ္ဦးျဖစ္လာရန္ ရည္မွန္းထားၿပီး ထိုရည္မွန္း ေကာင္းမြန္သည့္ ဦးတည္ခ်က္ျဖင့္ ေ႐ွ႕သို႔ခ်ီတက္လ်က္႐ွိၿပီး လုပ္ငန္းခြင္က်ားမ
ခ်က္သည္ PHSH ၏ ရည္႐ြယ္ခ်က္နွင့္ ထပ္တူၾကသည့္အတြက္ PHSH အတြက္ တန္းတူညီမွ်ေရးကို္ ျမႇင့္တင္ရန္ ႏိုင္ငံေတာ္အစိုးရႏွင့္ ပုဂၢလိကအဖြဲ႕အစည္းတို႔မွ
အက်ိဳး႐ွိမည္ဟု ကၽြန္ေတာ္တို႔ ယံုၾကည္ပါသည္။ ပန္းလိႈင္စီလံုေဆး႐ံု၏ ဝင္ေငြ ပူးေပါင္းေဆာင္႐ြက္သြားလိမ့္မည္ဟု ေမွ်ာ္လင့္ထားၿပီး က်ားမတန္းတူအခြင့္အေရး
သည္ ၂၀၁၉ ဘ႑ာႏွစ္တြင္ ျမန္မာက်ပ္ (၂၄.၉)ဘီလီယံ ရ႐ွိခဲ့သျဖင့္ ယခင္ႏွစ္ႏွင့္ ရ႐ွိသည့္ လုပ္ငန္းခြင္တစ္ခုကိုလည္း စိတ္လႈပ္႐ွားဖြယ္ ျမင္ေတြ႕ရေတာ့မည္ျဖစ္
ႏိႈင္းယွဥ္လွ်င္ ၃၂.၆% တိုးတက္ခဲ့သည္။ သည္။
အိမ္ရာေဖာ္ထုတ္တည္ေဆာက္ေရးက႑တြင္ ျပဳျပင္ေျပာင္းလဲမႈမ်ား ျပဳလုပ္ၿပီး အနာဂတ္

ေနာက္ ရလဒ္ေကာင္းမ်ားရ႐ွိရန္ ေမွ်ာ္လင့္ထားသည္။ ျမန္မာႏိုင္ငံတြင္ လူမႈ
ေရးႏွင့္စီးပြားေရးဆိုင္ရာ ေျပာင္းလဲမႈမ်ားျဖစ္ေပၚလ်က္႐ွိၿပီး လူငယ္မ်ား၏ေမွ်ာ္ ယခုႏွစ္တြင္ ရလဒ္ေကာင္းမ်ားရ႐ွိခဲ့ေသာ္လည္း ျမန္မာႏိုင္ငံအႏွံ႔ စီးပြားေရးလုပ္
လင့္ခ်က္မ်ား ျမင့္တက္လာရာ လူေနမႈပံုစံမ်ားလည္း သိသာစြာေျပာင္းလဲလာသည္ ငန္းမ်ားကို ေရ႐ွည္တြင္ ေအာင္ျမင္စြာလုပ္ကိုင္ႏိုင္ေစမည့္ နည္းဗ်ဴဟာမ်ားကို
ကိုေတြ႕ရသည္။ Yoma Land အေနျဖင့္ ေျပာင္းလဲမႈမ်ား၊ ဖြံ႕ၿဖိဳးတိုးတက္မႈမ်ား ဆက္လက္႐ွာေဖြ ေဖာ္ထုတ္သြားမည္။ စီးပြားေရးလုပ္ငန္း ေအာင္ျမင္ေရးအေပၚ
ႏွင့္အညီ စီမံကိန္းအသစ္မ်ားကို ၿပီးခဲ့သည့္ႏွစ္တြင္ တိုးခ်ဲ႕လုပ္ေဆာင္ခဲ့သည္။ ဦးစားေပးေဆာင္႐ြက္သြားမည္ျဖစ္ေသာ္လည္း ႏိုင္ငံအေပၚတာဝန္ေက်ပြန္ရမည္
၂၀၁၉ ႏွစ္ဦးပိုင္းတြင္ Yoma Land သည္ ရန္ကုန္ၿမိဳ႕႐ွိ လူလတ္တန္းစား ဆိုသည့္ ေဆာင္ပုဒ္အတိုင္း အလုပ္အကိုင္အခြင့္အလမ္းမ်ားကို ဦးေဆာင္ဖန္တီး
မ်ားအတြက္ ရည္႐ြယ္သည့္ ေခတ္မီတန္ဖိုးသင့္အိမ္ရာတစ္ခုျဖစ္ေသာ City Loft ေပးရန္ႏွင့္ ေကာ္ပိုရိတ္စနစ္ေကာင္းမ်ားကို ေဖာ္ထုတ္က်င့္သံုးသြားရန္မွာ ကၽြန္
စီမံကိန္းကို စတင္ခဲ့ပါသည္။ City Loft အိမ္ရာသည္ ျပည္တြင္းဘဏ္မ်ားနွင့္ ပူး ေတာ္တို႔၏ တာဝန္ပင္ျဖစ္သည္ဟု အၿမဲသတိရ ေဆာင္႐ြက္သြားမည္ျဖစ္ပါသည္။
ေပါင္း၍ (၂၅)ႏွစ္ၾကာ အရစ္က်ဝယ္ယူႏိုင္သည့္အျပင္ သင့္တင့္ေသာေစ်းႏႈန္း
တုိ႔ေၾကာင့္ ျပည္သူမ်ား ပိုမိုလြယ္ကူစြာ အိမ္ပိုင္ႏိုင္လာမည္။ ထိုအခ်က္သည္ FMI ကို စတင္တည္ေထာင္ခ်ိန္မွစ၍ ကၽြန္ေတာ္တို႔အေပၚ ယံုၾကည္ၾကသူမ်ားျဖစ္
ကၽြန္ေတာ္တို႔အတြက္သာမက ျမန္မာႏုုိင္ငံအိမ္ရာေဖာ္ထုတ္ တည္ေဆာက္ေရး သည့္ ႐ွယ္ယာ႐ွင္မ်ားအားလံုးကို ဘုတ္အဖြဲ႕ကိုယ္စား ကၽြန္ေတာ္ ေက်းဇူးတင္
က႑တစ္ခုလံုးအတြက္လည္း အေရးႀကီးေသာ သမိုင္းမွတ္တိုင္တစ္ခုျဖစ္ပါသည္။ ေၾကာင္း ေျပာၾကားလိုပါသည္။ ထို႔အျပင္ FMI ကုိ ႏိုင္ငံတကာအဆင့္မီ တာ ဝန္ယူသိ
တတ္သည့္ ကုမၸဏီျဖစ္ေအာင္ ႀကိဳးစားပံုေဖာ္ေပးခဲ့သည့္ ကၽြန္ေတာ္တို႔ဝန္ထမ္း
FMI မွ ရင္းႏွီးျမႇဳပ္ႏွံထားသည့္ ခရီးသြားလုပ္ငန္းျဖစ္သည့္ Memories Group မ်ား၏ လုပ္ေဆာင္ခ်က္မ်ားႏွင့္ ကတိကဝတ္အတြက္လည္း လိႈက္လိႈက္လွဲလွဲ
Limited (Memories Group) သည္ ယခုအခါ ျမန္မာႏုုိင္ငံ၏ ထိပ္တန္းဟိုတယ္ ေက်းဇူးတင္႐ွိပါသည္။ သူတို႔၏ ကုမၸဏီအေပၚယံုၾကည္မႈေၾကာင့္ လာမည့္ႏွစ္မ်ား
ႏွင့္ ဇိမ္ခံခရီးသြားလာေရးလုုပ္ငန္း ကုမၸဏီတစ္ခုျဖစ္ၿပီး ျမန္မာႏိုင္ငံ႐ွိ ေမ့မရႏိုင္ တြင္ ေအာင္ျမင္မႈမ်ား ဆက္လက္ရ႐ွိသြားမည္ျဖစ္သည္။ ကၽြန္ေတာ္တို႔အားလံုး
ေသာ အေတြ႕အႀကံဳအသစ္မ်ားအတြက္ အေကာင္းဆံုးေ႐ြးခ်ယ္မႈ ျဖစ္လာေစရန္ ပူးေပါင္းေဆာင္႐ြက္ျခင္းျဖင့္ ျပည္သူမ်ားအတြက္ ပိုမိုေကာင္းမြန္သည့္ ျမန္မာႏိုင္ငံ
ဟူေသာရည္မွန္းခ်က္ျဖင့္ ဆက္လက္ႀကိဳးစားလ်က္႐ွိသည္။ ခရီးသြားဧည့္သည္ ကိုဖန္တီးေပးႏိုင္မည္ဟု ယံုၾကည္မိပါသည္။
မ်ားအား ျမန္မာနိုင္ငံႏွင့္ ျပည္သူမ်ားကို ေတြ႕ျမင္ေစျခင္းျဖင့္ ျမန္မာႏိုင္ငံ၏ နက္
႐ိႈင္းမႈကို ပိုမိုနားလည္လာကာ ႏိုင္ငံ၏ဖြံ႕ၿဖိဳးတိုးတက္ေရးအတြက္ တစ္ဖက္တစ္ ေလးစားစြာျဖင့္
လမ္းမွ ကူညီေထာက္ပံ့လိမ့္မည္ဟု ေမွ်ာ္လင့္ပါသည္။ ျမန္မာနိုင္ငံကဲ့သို႔ ယဥ္ေက်း
မႈအဆင့္အတန္းျမင့္မားၿပီး မတူကြဲျပားမႈမ်ားျဖင့္ လွပေသာႏုုိင္ငံတစ္ခုအေနျဖင့္
ခရီးသြားက႑ကို မွန္ကန္စြာစီမံခန္႔ခြဲနုိင္ပါက တိုင္းျပည္၏ စီးပြားေရးတိုးတက္မႈ
တြင္ အလြန္အေရးႀကီးေသာအခန္းက႑မွ ပါဝင္လာႏိုင္ဖြယ္႐ွိပါသည္။
ဦးသိမ္းေ၀ (ခ) Serge Pun

အမႈေဆာင္ဥကၠ႒

FY2019 KEY ACHIEVEMENTS & HIGHLIGHTS
WAVE MONEY
Named one of the

Top 100 Fintech
Companies globally.
INITIATIVES INTO EQUALITY

WITHIN THE GROUP
PHSH is the first EDGE (Economic

Dividend for Gender Equality)
Certified Hospital globally.
FMI has gained EDGE Certification

as a recognition of its goal to have
the best Gender Equality-oriented
workplace.
YOMA BANK
The theme of the year-long

celebration was “25for25”.
25 acts of kindness events were

held throughout Myanmar
from surprising customers
with free groceries to giving
free comprehensive eye
exams to children.
MEMORIES GROUP
Bringing a luxury dive resort

to the tranquil Mergui Archipelago
in Myanmar.

YOMA CENTRAL PROJECT
Environmental
Compliance Certificate
obtained after two years of hard
work and perseverance of
the project team.
PUN HLAING SILOAM

HOSPITALS
SEIN HOSPITAL
Taunggyi,
was transformed into
a PHSH-branded hospital.
OPENING DOORS ACROSS

MYANMAR
Successfully launched 4 hotels

across the country which are
designed to cater for visitors with
different lifestyles.
LAUNCHING CITY LOFT
The public launch ceremony of

the City Loft project was held in
the compound of StarCity Sales
Gallery on 30 March 2019.

U THEIM WAI @ SERGE PUN
EXECUTIVE CHAIRMAN
U TUN TUN
EXECUTIVE DIRECTOR
CHIEF OPERATING OFFICER
BOARD OF DIRECTORS
U MYAT THIN AUNG

DAW ZARCHI TIN NON-EXECUTIVE VICE-CHAIRMAN
EXECUTIVE DIRECTOR
HEAD OF FINANCE AND INVESTMENT

PROFESSOR DR. YI YI MYINT
NON-EXECUTIVE DIRECTOR
U LINN MYAING
NON-EXECUTIVE DIRECTOR &
SPECIAL COUNSEL TO THE EXECUTIVE CHAIRMAN
PROFESSOR DR. AUNG TUN THET

U KYI AYE
U THAN AUNG

LEADING TALENT
TO PERFECT
HARMONY

U THEIM WAI @ SERGE PUN ဒုဥကၠ႒ႏွင့္ အမႈေဆာင္အရာ႐ိွခ်ဳပ္လည္းျဖစ္ပါသည္။ ထို႔အျပင္ International
EXECUTIVE CHAIRMAN Enterprise Singapore ၏ ျမန္မာႏိုင္ငံဆိုင္ရာ ဂုဏ္ထူးေဆာင္ ကိုယ္စားလွယ္
အျဖစ္ ၂၀ဝ၄ ခုႏွစ္မွ ၂၀ဝ၆ ခုႏွစ္အထိ တာဝန္ထမ္းေဆာင္ခဲ့ပါသည္။
Present Directorships in listed companies: သူသည္ ျမန္မာနို္င္ငံနွင့္ အာဆီယံေဒသတစ္၀န္း အျပည္ျပည္ဆိုင္ရာဖိုရမ္တို႔၌္
First Myanmar Investment Public Co., Ltd. မၾကာခဏေဟာေျပာသူတစ္ဦးလည္း ျဖစ္ပါသည္။
Myanmar Thilawa SEZ Holdings Public Limited
Yoma Strategic Holdings Ltd. (Singapore)
Memories Group Limited (Singapore) U TUN TUN

Appointed on: 12 September 2004 | Last Re-elected on: 31 July 2016 EXECUTIVE DIRECTOR & CHIEF OPERATING OFFICER
Present Directorships in listed companies:
U Theim Wai @ Serge Pun (“U Theim Wai”) is a Myanmar national First Myanmar Investment Public Co., Ltd.
and the Executive Chairman of FMI. In 1983, he founded Serge Memories Group Limited (Singapore)
Pun & Associates Limited in Hong Kong SAR and eventually Appointed on: 17 November 2009 | Last Re-elected on: 30 July 2017
returned to Myanmar, the country of his birth, to establish SPA

in 1991.
U Tun Tun has been with the SPA and FMI group of companies
In 1992, U Theim Wai established FMI as one of the earliest since 1998. He has been an Executive Director of FMI
public companies (unlisted) in Myanmar. In 2006, he led Yoma since 2009 and currently also serves as its Chief Operating
Strategic to a successful listing on the Mainboard of the SGX-ST. Officer. He is also a Non-Executive Director of Memories
In 2016, he also led FMI to be the first company to list on the Group. Over the years, he has held various positions at both
YSX. He was also instrumental in listing Memories Group on the operational and corporate levels and has overseen many of
Catalist Board of the SGX-ST in 2018. the Group’s subsidiaries and joint ventures. U Tun Tun is an
Associate Member of the Institute of Chartered Secretaries &
U Theim Wai is a member of the World Economic Forum’s Administrators (UK).
ASEAN Regional Strategy Group and ASEAN Regional Business
Council. He is a standing member of the Chinese People’s ဦးထြန္းထြန္းသည္ SPA ႏွင့္ FMI ကုမၸဏီအုပ္စုသို႔ ၁၉၉၈ ခုႏွစ္တြင္ စတင္
Political Consultative Conference of Dalian and a member of the ဝင္ေရာက္ခဲ့သည္။ သူသည္ ၂၀ဝ၉ ခုႏွစ္မွစ၍ FMI ၏ အလုုပ္အမႈေဆာင္
Asia Business Council. He is also the Chair of the International ဒါ႐ိုက္တာအျဖစ္ ေဆာင္႐ြက္ခဲ့ၿပီး လက္႐ိွတြင္ FMI ၏ လုပ္ငန္းဆိုင္ရာအမႈ
Advisory Board of Singapore Management University for ေဆာင္အရာ႐ိွခ်ဳပ္အျဖစ္ တာဝန္ယူ ေဆာင္႐ြက္လ်က္႐ိွပါသည္။ သူသည္
Myanmar as well as the Vice-Chairman and Chief Executive Memories Group ၏ အလုပ္အမႈေဆာင္မဟုတ္ေသာ ဒါ႐ိုက္တာတစ္ဦးလည္း
Officer of New Yangon Development Company Limited. U ျဖစ္ပါသည္။ ဦးထြန္းထြန္းသည္ စီးပြားေရးလုပ္ငန္းလည္ပတ္မႈႏွင့္ ကုမၸဏီစီမံ
Theim Wai served as an Honorary Business Representative of ခန္႔ခဲြမႈဆိုင္ရာ ရာထူးအမ်ိဳးမ်ိဳးတြင္ ထမ္းေဆာင္ခဲ့သူျဖစ္ၿပီး ကုမၸဏီအုပ္စု၏ လုပ္
the International Enterprise Singapore for Myanmar from 2004 ငန္းေဆာင္တာမ်ားနွင့္ ပူးေပါင္းဖက္စပ္လုပ္ငန္းမ်ားတြင္ ႀကီးၾကပ္ကြပ္ကဲလ်က္
to 2006. He is a frequent speaker in international forums on ႐ိွပါသည္။ သူသည္ Institute of Chartered Secretaries & Administrators
Myanmar and ASEAN Region. (UK) ၏ အသင္းဝင္တစ္ဦးလည္း ျဖစ္ပါသည္။
ဦးသိမ္းေဝ သည္ ျမန္မာႏိုင္ငံသားတစ္ဦးျဖစ္ၿပီး FMI ၏ အမႈေဆာင္ဥကၠ႒

ျဖစ္ပါသည္။ ၁၉၈၃ ခုႏွစ္တြင္ ဦးသိမ္းေဝသည္ Serge Pun & Associates လီမိ DAW ZARCHI TIN
တက္အား ေဟာင္ေကာင္ၿမိဳ႕ (အထူးအုပ္ခ်ဳပ္ေရးေဒသ) တြင္ တည္ေထာင္ခဲ့ၿပီး EXECUTIVE DIRECTOR & HEAD OF FINANCE AND INVESTMENT
၁၉၉၁ ခုႏွစ္တြင္ အမိေျမ ျမန္မာႏိုင္ငံသို႔ျပန္လာကာ Serge Pun & Associates
(Myanmar) Limited (SPA) ကို တည္ေထာင္ခဲ့သည္။ Present Directorships in listed companies:
First Myanmar Investment Public Co., Ltd.
၁၉၉၂ ခုႏွစ္တြင္ SPA ၏ အဓိကမွတ္တိုင္ျဖစ္ေသာ FMI ကို ဖဲြ႕စည္းတည္ေထာင္ခဲ့ၿပီး Appointed on: 1 July 2018 | Last Re-elected on: 29 July 2018
၂၀၁၆ ခုႏွစ္၊ မတ္လ (၂၅)ရက္ေန႔တြင္ အသစ္ဖြင့္လွစ္ခဲ့ေသာ ရန္ကုန္စေတာ့

အိတ္ခိ်န္း၌ ပထမဦးဆံုး စာရင္းတင္သြင္းႏိုင္ေသာ ကုမၸဏီတစ္ခုျဖစ္ခဲ့ပါသည္။
၂၀ဝ၆ ခုႏွစ္တြင္ ဦးသိမ္းေဝ၏ ဦးေဆာင္မႈျဖင့္္ Yoma Strategic လီမိတက္ကို Daw Zarchi Tin is an Executive Director of FMI and currently also
စကၤာပူစေတာ့အိတ္ခိ်န္း Main Board တြင္ ေအာင္ျမင္စြာ စာရင္းသြင္းႏိုင္ခဲ့ၿပီး serves as its Head of Finance and Investment. Daw Zarchi Tin
၂၀၁၈ ခုႏွစ္၊ ဇန္နဝါရီလ (၅)ရက္ေန႔တြင္ Memories Group လီမိတက္ကို joined the Group in 2013 as a director of Yoma Bank and was the
စကၤာပူစေတာ့အိတ္ခိ်န္း Catalist Board တြင္ ေအာင္ျမင္စြာစာရင္း တင္သြင္းႏိုင္ Director of Strategic Development at FMI from 2017 to 2018.
ခဲ့ပါသည္။
Prior to joining the Group, Daw Zarchi Tin had over 15 years
ဦးသိမ္းေဝ သည္ လက္႐ိွတြင္ ကမ ၻာ့စီးပြားေရးဖိုရမ္၊ အာဆီယံေဒသတြင္း of professional experience in international corporations across
မဟာဗ်ဴဟာအဖြဲ႕ႏွင့္ အာဆီယံေဒသဆိုင္ရာ စီးပြားေရးေကာင္စီတို႔၏ အဖဲြ႕ဝင္ various industries including business development, corporate
တစ္ဦးျဖစ္သည္။ သူသည္ တ႐ုတ္ျပည္၊ တာလ်န္ၿမိဳ႕႐ိွ ျပည္သူ႔အႀကံေပး ညီလာခံ၏ strategy and investment banking. Besides being a director
အၿမဲတမ္းအဖဲြ႕ဝင္ႏွင့္ အာ႐ွစီးပြားေရးေကာင္စီ အဖြဲ႕၀င္တစ္ဦးလည္းျဖစ္ပါသည္။ of Yoma Bank, she is also a director of FMIDecaux and the
သူသည္ Singapore Management University ႐ိွ နိုင္ငံတကာ အႀကံေပးအဖဲြ႕၏ Chairperson of the Business Coalition for Gender Equality
ဥကၠ႒တစ္ဦးျဖစ္ၿပီး ရန္ကုန္ၿမိဳ႕သစ္ဖြံ႕ၿဖိဳးေရး ကုမၸဏီလီမိတက္ (NYDC) ၏ Association for 2018-2019.

Daw Zarchi Tin holds a Postgraduate Diploma in Financial U LINN MYAING
Strategy from the University of Oxford in England, an MBA in NON-EXECUTIVE DIRECTOR &
Finance from the University of Ottawa in Canada, and a B.A. in SPECIAL COUNSEL TO THE EXECUTIVE CHAIRMAN
Economics from Vesalius College in Belgium. She also holds a
Board of Directors Certification by the Institute of Directors in Present Directorships in listed companies:
Thailand and Myanmar. First Myanmar Investment Public Co., Ltd.
Appointed on: 2 July 2012 | Last Re-elected on: 29 July 2018
ေဒၚဇာျခည္တင္ သည္ FMI ၏ အလုုပ္အမႈေဆာင္ဒါ႐ိုက္တာတစ္ဦးျဖစ္ၿပီး လက္႐ိွ

တြင္ ဘ႑ာေရးနွင့္ရင္းႏီွးျမႇဳပ္ႏံွမႈ အႀကီးအကဲအျဖစ္ တာဝန္ယူထမ္းေဆာင္လ်က္
႐ိွပါသည္။ သူမသည္ ကုမၸဏီအုပ္စုသို႔ ႐ိုးမဘဏ္၏ အမႈေဆာင္ဒါ႐ိုက္တာအ U Linn Myaing is a Non-Executive Director of FMI and Special
ေနျဖင့္ ၂၀၁၃ ခုႏွစ္ မွ စတင္ဝင္ေရာက္ခဲ့ၿပီး ၂၀၁၇ ခုႏွစ္မွ ၂၀၁၈ ခုုနွစ္အထိကို Counsel to the Executive Chairman. U Linn Myaing joined
FMI ၏ Strategic Development ဒါ႐ိုက္တာအျဖစ္ တာဝန္ယူခဲ့ပါသည္။ FMI in 2010 and currently leads the Group Government
Relations Department. He was appointed as SPA’s Advisor to
ကုမၸဏီအုပ္စုသို႔ မေရာက္႐ွိမီ သူမသည္ စီးပြားေရးလုပ္ငန္း ဖံြ႕ၿဖိဳးတိုးတက္ေရး၊ the Board in 2006. U Linn Myaing is a retired Director General
မဟာဗ်ဴဟာခ်မွတ္ေရးႏွင့္ ရင္းႏီွးျမႇဳပ္ႏံွမႈ ဘဏ္လုပ္ငန္းႏွင့္ သက္ဆိုင္ေသာလုပ္ from the Ministry of Foreign Affairs. He served as Myanmar’s
ငန္းမ်ားကို ႏိုင္ငံတကာစီးပြားေရး ေကာ္ပိုေရး႐ွင္းမ်ား၌ (၁၅)ႏွစ္ေက်ာ္ လုပ္ကိုင္ခဲ့ Ambassador to several Western countries including France and
ေသာ လုပ္ငန္းအေတြ႕အႀကံဳ႐ိွသူ ျဖစ္ပါသည္။ သူမသည္ ႐ိုးမဘဏ္၏ ဒါ႐ိုက္တာ the United States. He was also an Ambassador and the Head of
တစ္ဦးျဖစ္သည့္အျပင္ FMIDecaux ၏ ဒါ႐ိုက္တာလည္း ျဖစ္ပါသည္။ Business the Myanmar Mission to the European Union and Permanent
Coalition for Gender Equality Association ၏ ဥကၠ႒အျဖစ္လည္း ၂၀၁၈- Delegate to UNESCO.
၂၀၁၉ တြင္ တာဝန္ယူေဆာင္႐ြက္လ်က္႐ိွပါသည္။
ဦးလင္းၿမိဳင္ သည္ FMI ၏ အလုုပ္အမႈေဆာင္မဟုတ္ေသာ ဒါ႐ိုက္တာျဖစ္ၿပီး အမႈ
သူမသည္ အဂၤလန္ႏိုင္ငံ Oxford တကၠသိုလ္မွ ဘ႑ာေရးဆိုင္ရာ မဟာဗ်ဴဟာ ေဆာင္ဥကၠ႒၏ အထူးအတိုင္ပင္ခံလည္း ျဖစ္ပါသည္။ ဦးလင္းၿမိဳင္ သည္ ၂၀၁၀
ဘာသာရပ္ျဖင့္္ ဘဲြ႕လြန္ဒီပလိုမာဘဲြ႕၊ ကေနဒါႏိုင္ငံ Ottawa တကၠသိုလ္မွ မွစ၍ FMI သို႔၀င္ေရာက္ခဲ့ၿပီး လက္႐ိွတြင္ အစိုးရဆက္ဆံေရးဌာန၏ အႀကီးအကဲ
ဘ႑ာေရးဘာသာရပ္အထူးျပဳ စီးပြားေရးဆိုင္ရာစီမံခန္႔ခဲြေရးမဟာဘဲြ႕ (MBA) ႏွင့္ အျဖစ္ တာ၀န္ထမ္းေဆာင္လ်က္႐ိွပါသည္။ ဦးလင္းၿမိဳင္သည္ ၂၀ဝ၆ ခုႏွစ္တြင္ SPA
ဘယ္လ္ဂီ်ယံႏိုင္ငံ Vesalius College မွ ေဘာဂေဗဒဘာသာရပ္ အထူးျပဳဝိဇၨာဘဲြ႕ ဒါ႐ိုက္တာအဖဲြ႕သို႔ အႀကံေပးပုဂိၢဳလ္အျဖစ္ စတင္ဝင္ေရာက္ခဲ့ပါသည္။ သူသည္
(B.A) တို႔ကို ရ႐ိွခဲ့ပါသည္။ သူမသည္ ထိုင္းနိုင္ငံနွင့္ ျမန္မာနိုင္ငံ Institute of ႏိုင္ငံျခားေရးဝန္ႀကီးဌာန၏ အၿငိမ္းစားၫႊန္ၾကားေရးမွဴးခ်ဳပ္တစ္ဦး ျဖစ္သည္။ ယင္း
Directors မွ ဒါ႐ိုက္တာဘုတ္အဖဲြ႕ဝင္ ဘဲြ႕လက္မွတ္ကို ရ႐ိွထားသူတစ္ဦးလည္း မတိုင္မီ သူသည္ ျပင္သစ္ႏိုင္ငံႏွင့္ အေမရိကန္ျပည္ေထာင္စုအပါအဝင္ အေနာက္
ျဖစ္ပါသည္။ ႏိုင္ငံအခ်ိဳ႕တြင္ ျမန္မာသံအမတ္ႀကီးအျဖစ္ တာဝန္ထမ္းေဆာင္ခဲ့ပါသည္။ ထို႔ျပင္
သူသည္ ဥေရာပသမဂၢဆိုင္ရာ ျမန္မာသံအမတ္ႀကီးအျဖစ္ လည္းေကာင္း၊
UNESCO ဆိုင္ရာ ျမန္မာအၿမဲတမ္းကိုယ္စားလွယ္အျဖစ္ လည္းေကာင္း တာဝန္
U MYAT THIN AUNG ထမ္း ေဆာင္ခဲ့ပါသည္။
NON-EXECUTIVE VICE-CHAIRMAN
Present Directorships in listed companies: U THAN AUNG

First Myanmar Investment Public Co., Ltd. NON-EXECUTIVE DIRECTOR
Appointed on: 31 July 1992 | Last Re-elected on: 30 July 2017
Present Directorships in listed companies:
U Myat Thin Aung is the Non-Executive Vice-Chairman of FMI Appointed on: 31 July 1992 | Last Re-elected on: 30 July 2017
and is the Chairman of the Remuneration Committee. U Myat

Thin Aung joined FMI in 1992. He is the Chairman of AA group
of companies and serves as the Patron of Yamethin and Daik-U U Than Aung is a Non-Executive Director of FMI and is a
Associations. U Myat Thin Aung is a member of the Central member of the Audit & Risk Management Committee and
Executive Committee of the Union of Myanmar Federation of the Nominating Committee. U Than Aung joined FMI in 1992.
Chamber of Commerce & Industry (“UMFCCI”), and a Patron He is currently the Managing Director of Yar Pye Company
of Hlaing Thayar Industrial City Management Committee. He Limited and other family-owned companies. He is also the Vice
is also the Vice Chairman of the Myanmar-China Friendship Chairman of the Pathein Association.
Association (Central).
ဦးသန္းေအာင္ သည္ FMI ၏ အလုပ္အမႈေဆာင္မဟုတ္ေသာ ဒါ႐ိုက္တာအျဖစ္
ဦးျမတ္သင္းေအာင္ သည္ FMI ၏ အလုုပ္အမႈေဆာင္မဟုုတ္ေသာ ဒု-ဥကၠ႒ ႏွင့္ ၁၉၉၂ ခုႏွစ္မွ စတင္ေဆာင္႐ြက္ခဲ့ၿပီး Audit & Risk Management Committee
Remuneration Committee ၏ ဥကၠ႒ ျဖစ္ပါသည္။ သူသည္ FMI သို႔ ၁၉၉၂ ႏွင့္ Nominating Committee တို႔၏ အဖဲြ႕ဝင္တစ္ဦးလည္း ျဖစ္ပါသည္။ လက္႐ိွ
ခုႏွစ္တြင္ စတင္၀င္ေရာက္ခဲ့ပါသည္။ ဦးျမတ္သင္းေအာင္သည္ AA ကုမၸဏီ တြင္ သူသည္ ရာျပည့္ကုမၸဏီလီမိတက္ႏွင့္ အျခားမိသားစုပိုင္ ကုမၸဏီမ်ား၏ အုပ္
မ်ားအုပ္စု၏ ဥကၠ႒ျဖစ္ၿပီး ရမည္းသင္းၿမိဳ႕နယ္အသင္းႏွင့္ ဒိုက္ဦးၿမိဳ႕နယ္အသင္း ခ်ဳပ္မႈဒါ႐ိုက္တာျဖစ္သည့္အျပင္ ပုသိမ္ၿမိဳ႕နယ္အသင္း၏ ဒုဥကၠ႒လည္းျဖစ္သည္။
တို႔တြင္ နာယကအျဖစ္လည္းေကာင္း၊ ျပည္ေထာင္စုျမန္မာႏိုင္ငံကုန္သည္မ်ားႏွင့္
စက္မႈလက္မႈလုပ္ငန္း႐ွင္မ်ားအသင္း၏ ဗဟိုအလုပ္အမႈေဆာင္ေကာ္မတီတစ္ဦး
အျဖစ္လည္းေကာင္း၊ လိႈင္သာယာစက္မႈဇုန္ စီမံခန္႔ခြဲေရးေကာ္မတီ၏ နာယက
အျဖစ္လည္းေကာင္း၊ ျမန္မာ-တ႐ုတ္ ခ်စ္ၾကည္ေရးအသင္း (ဗဟို) ဒုဥကၠ႒ အျဖစ္
လည္းေကာင္း ေဆာင္႐ြက္လ်က္႐ိွပါသည္။

PROFESSOR DR. YI YI MYINT ပါေမာကၡေဒါက္တာေအာင္ထြန္းသက္ သည္ FMI ၏ အလုပ္အမႈေဆာင္မဟုတ္
NON-EXECUTIVE DIRECTOR ေသာ ဒါ႐ိုက္တာအျဖစ္ ၂၀၁၃ ခုႏွစ္မွ စတင္ထမ္းေဆာင္ခဲ့ၿပီး Nominating
Committee ၏ ဥကၠ႒လည္း ျဖစ္ပါသည္။ သူသည္ UMFCCI အသင္း၏
Present Directorships in listed companies: အႀကံေပးပုဂိၢဳလ္၊ ျမန္မာႏိုင္ငံရင္းႏီွးျမႇဳပ္ႏံွမႈေကာ္မ႐ွင္ႏွင့္ ၿငိမ္းခ်မ္းေရး ေကာ္မ႐ွင္
First Myanmar Investment Public Co., Ltd. တို႔၏ အဖဲြ႕ဝင္တစ္ဦးလည္းျဖစ္သည္။ သူသည္ ရန္ကုန္စီးပြားေရး တကၠသိုလ္၏
Appointed on: 17 November 2009 | Last Re-elected on: 29 July 2018 အၿငိမ္းစားဂုဏ္ထူးေဆာင္ပါေမာကၡ၊ ထိုင္းႏိုင္ငံ ခ်င္းမိုင္ၿမိဳ႕ Payap တကၠသိုလ္၏
ဧည့္ပါေမာကၡႏွင့္ ကေနဒါႏိုင္ငံ Vancouver ၿမိဳ႕ British Columbia တကၠသိုလ္၏
ဂုဏ္ထူးေဆာင္ပါေမာကၡအျဖစ္ တာဝန္ထမ္းေဆာင္လ်က္႐ိွပါသည္။ သူသည္
Professor Dr. Yi Yi Myint has been a Non-Executive Director of ရန္ကုန္တကၠသိုလ္မွ ဝါဏိဇၨဘဲြ႕၊ UK ႏိုင္ငံ Brighton ၿမိဳ႕မွ စီမံခန္႔ခဲြေရး သိပံၸ
FMI since 2009 and is a member of the Audit & Risk Management ဘာသာရပ္တြင္ ဘဲြ႕လြန္ဒီပလိုမာ၊ Warwick ၿမိဳ႕မွ မဟာသိပံၸဘဲြ႕၊ UK နိုင္ငံ
Committee and the Remuneration Committee. She is a retired Manchester မွ ေဒါက္တာဘဲြ႕တို႔ကိုရ႐ိွခဲ့ၿပီး၊ ဂ်ာမနီႏိုင္ငံ Marburg တကၠသိုလ္မွ
professor of economics with a long tenure at the Yangon ဘဲြ႕လြန္ေဒါက္တာ Fellowship တို႔ကို ရ႐ိွထားသူျဖစ္ပါသည္။
Institute of Economics. Professor Dr. Yi Yi Myint was awarded
the Good Public Service Medal in 1990 and was a delegate to
the National Convention. In 2015, she was awarded a D.Litt U KYI AYE
(Honoris Causa) from Yangon Institute of Economics. She is NON-EXECUTIVE DIRECTOR
currently an executive member of the Myanmar Academy of
Arts and Sciences. Present Directorships in listed companies:
အၿငိမ္းစားပါေမာကၡေဒါက္တာေဒၚရီရီျမင့္ သည္ FMI ၏ အလုပ္အမႈေဆာင္ Appointed on: 5 November 2015 | Last Re-elected on: 31 July 2016
မဟုတ္ေသာ ဒါ႐ိုက္တာအျဖစ္ ၂၀ဝ၉ ခုႏွစ္မွ စတင္ထမ္းေဆာင္ခဲ့ၿပီး Audit

& Risk Management Committee ႏွင့္ Remuneration Committee တို႔၏ U Kyi Aye has been a Non-Executive Director of FMI since 2015.
အဖဲြ႕ဝင္တစ္ဦး ျဖစ္ပါသည္။ သူမသည္ အၿငိမ္းစား စီးပြားေရးပါေမာကၡျဖစ္ၿပီး He is the Chairman of the Audit & Risk Management Committee
ရန္ကုန္စီးပြားေရးတကၠသိုလ္တြင္ ႏွစ္ေပါင္းမ်ားစြာ တာဝန္ထမ္းေဆာင္ခဲ့သည္။ and a member of the Remuneration Committee. He joined
သူမသည္ ျပည္သူ႔ဝန္ထမ္းေကာင္း တံဆိပ္ကို ၁၉၉၀ ခုႏွစ္တြင္ ခီ်းျမႇင့္ျခင္းခံခဲ့ရၿပီး Yoma Bank in 2000 and is now a director of Yoma Bank. He was
အမ်ိဳးသားညီလာခံ၏ ကိုယ္စား လွယ္တစ္ဦးလည္း ျဖစ္ပါသည္။ ၂၀၁၅ ခုႏွစ္တြင္ also a director of Yoma Strategic from 2006 to 2015. He began
ရန္ကုန္စီးပြားေရးတကၠသိုလ္မွ ေဒၚရီရီျမင့္အား ဂုဏ္ထူးေဆာင္ပါရဂူဘဲြ႕ကို ခီ်းျမႇင့္ his banking career in 1960 and joined the Central Bank of
ခဲ့ပါသည္။ ပါေမာကၡေဒါက္တာ ေဒၚရီရီျမင့္ သည္ လက္႐ိွအခိ်န္၌ ျမန္မာႏိုင္ငံ Myanmar (“CBM”) in 1965. U Kyi Aye is a retired Governor of the
၀ိဇၨာႏွင့္သိပံၸပညာ႐ွင္အဖဲြ႕၏ အမႈေဆာင္အဖဲြ႕၀င္ ျဖစ္ပါသည္။ CBM, having held the position between 1992 to 1998. He holds
B.Com and B.L degrees from Yangon University and a Diploma
in World Banking and Finance from The Economic Institute in
PROFESSOR DR. AUNG TUN THET Boulder, Colorado, USA. He is a Certified Public Accountant.
ဦးၾကည္ေအး သည္ FMI ၏ အလုပ္အမႈေဆာင္မဟုတ္ေသာ ဒါ႐ိုက္တာအျဖစ္
Present Directorships in listed companies: ၂၀၁၅ ခုႏွစ္တြင္ စတင္ထမ္းေဆာင္ခဲ့ၿပီး Audit & Risk Management
First Myanmar Investment Public Co., Ltd. Committee ၏ ဥကၠ႒ႏွင့္ Remuneration Committee ၏ အဖဲြ႕ဝင္တစ္ဦးလည္း
Myanmar Thilawa SEZ Holdings Public Limited ျဖစ္ပါသည္။ ၂၀ဝ၀ ျပည့္ႏွစ္တြင္ ႐ိုးမဘဏ္တြင္ စတင္လုပ္ကိုင္ခဲ့ၿပီး လက္႐ိွတြင္
Appointed on: 3 December 2013 | Last Re-elected on: 29 July 2018 ဒါ႐ိုက္တာတာဝန္ကို ထမ္းေဆာင္လ်က္႐ိွပါသည္။ သူသည္ Yoma Strategic တြင္
ဒါ႐ိုက္တာအျဖစ္ ၂၀ဝ၆ မွ ၂၀၁၅ ခုႏွစ္ထိ တာဝန္ထမ္းေဆာင္ခဲ့ပါသည္။ သူသည္
၁၉၆၀ ခုႏွစ္မွ စတင္၍ ဘဏ္လုပ္ငန္းနယ္ပယ္သို႔ ဝင္ေရာက္ခဲ့၍ ၁၉၆၅ ခုႏွစ္တြင္
Professor Dr. Aung Tun Thet has been a Non-Executive ဗဟိုဘဏ္၌ စတင္တာဝန္ထမ္းေဆာင္ခဲ့ၿပီး ျမန္မာႏိုင္ငံေတာ္ဗဟိုဘဏ္တြင္
Director of FMI since 2013 and is the Chairman of the ဥကၠ႒အျဖစ္ ၁၉၉၂ မွ ၁၉၉၈ ခုႏွစ္ထိ တာဝန္ထမ္းေဆာင္ခဲ့ပါသည္။ သူသည္
Nominating Committee. He is an Advisor to the UMFCCI, as ရန္ကုန္ တကၠသိုလ္မွ ဝါဏိဇၨဘဲြ႕ႏွင့္ ဥပေဒဘဲြ႕မ်ားအျပင္ အေမရိကန္နိုင္ငံ The
well as a member of the Peace Commission and the Myanmar Economic Institute in Boulder, Colorado မွ ကမ ၻာ့ဘဏ္လုပ္ငန္းႏွင့္ ဘ႑ာ
Investment Commission. Professor Dr. Aung Tun Thet is a ေရးဆိုင္ရာဒီပလိုမာ ရ႐ိွထားသူျဖစ္ပါသည္။ သူသည္ လက္မွတ္ရျပည္သူ႔စာရင္း
Professor Emeritus at Yangon University of Economics, a ကိုင္တစ္ဦးလည္း ျဖစ္ပါသည္။
visiting professor at Payap University, Chiangmai, Thailand
and Honorary Professor at University of British Columbia,
Vancouver, Canada. He graduated with B.Com. (YGN), Post-
Graduate Diploma in Management Studies (Brighton, UK), M.Sc.
(Warwick, UK), Ph.D. (Manchester, UK) and is a Post-Doctoral
Fellow (Marburg, Germany).

MANAGEMENT TEAM
FMI MANAGEMENT ဦးၾကည္ေအး သည္ လက္႐ိွတြင္ ကုမၸဏီအုပ္စု အစိုးရဆက္ဆံေရးဌာန၏ အႀကီး
တန္းဒါ႐ိုက္တာႏွင့္ ဒုတိယအႀကီးအကဲအျဖစ္ တာဝန္ထမ္းေဆာင္လ်က္႐ိွသည္။
U THEIM WAI @ SERGE PUN * ဦးၾကည္ေအး သည္ ယခင္အစိုးရအရာ႐ိွတစ္ဦးျဖစ္ၿပီး တပ္မေတာ္၊ အမွတ္ (၂)
EXECUTIVE CHAIRMAN စက္မႈဝန္ႀကီးဌာနႏွင့္ ရထားပို႔ေဆာင္ေရးဝန္ႀကီးဌာနတို႔တြင္ ႏွစ္ေပါင္း (၄၀)ေက်ာ္
တာဝန္ထမ္းေဆာင္ခဲ့သူ ျဖစ္ပါသည္။ သူသည္ ၂၀၁၃ ခုႏွစ္တြင္ အေထြေထြ
U TUN TUN * မန္ေနဂ်ာရာထူးျဖင့္ ျမန္မာ့မီးရထားမွ အၿငိမ္းစားယူခဲ့ၿပီး ထိုႏွစ္တြင္ပင္ SPA ၌
EXECUTIVE DIRECTOR & CHIEF OPERATING OFFICER စတင္တာဝန္ထမ္းေဆာင္ခဲ့ပါသည္။ သူသည္ ဗဟိုရထားပို႔ေဆာင္ေရးသက္သာ
ေခ်ာင္ခ်ိေရးအသင္း ကိုယ္စားလွယ္အျဖစ္ FMI ၏ ဘုတ္အဖဲြ႕တြင္ ၁၉၉၇ မွ
DAW ZARCHI TIN * ၂၀ဝ၆ ခုႏွစ္အထိ တာဝန္ထမ္းေဆာင္ခဲ့သည္။
EXECUTIVE DIRECTOR & HEAD OF FINANCE AND INVESTMENT
U MAW THEIN
SENIOR DIRECTOR | GROUP GOVERNMENT
DR. YE MOE MYINT RELATIONS DEPARTMENT
SENIOR DIRECTOR & DEPUTY HEAD | GROUP GOVERNMENT
RELATIONS DEPARTMENT U Maw Thein joined SPA in 2012 as the Chief Operating
Officer of F M I Flotilla Company Limited. He has been a Senior
Dr. Ye Moe Myint has been a Senior Director and Deputy Director of the Group Government Relations Department
Head of the Group Government Relations Department since since 2013. He retired as Commodore (Navy) in 2008. While in
February 2018. He was the Associate Medical Director in 2008 the Navy, U Maw Thein served on naval vessels and on-shore
and Hospital Administrator in 2009. He has also worked as the establishments including the offices of the Commander-in-
Network and Development Executive Director for PHSH. Dr. Chief (Navy) and Ministry of Defense (Quartermaster – General)
Ye Moe Myint was elected as the President of the Myanmar in various capacities.
Private Hospitals’ Association from 2012 to 2018. He received
his medical degree from the Institute of Medicine (1), Yangon ဦးေမာ္သိမ္း သည္ FMI Flotilla ကုမၸဏီလီမိတက္၏ လုပ္ငန္းဆိုင္ရာအမႈေဆာင္
in 1989. အရာ႐ိွခ်ဳပ္အျဖစ္ SPA သို႔ ၂၀၁၂ ခုႏွစ္တြင္ စတင္ဝင္ေရာက္ တာဝန္ထမ္းေဆာင္
ခဲ့ၿပီး ကုမၸဏီအုပ္စု အစိုးရဆက္ဆံေရးဌာန၏ အႀကီးတန္းဒါ႐ိုက္တာအျဖစ္ ၂၀၁၃
ေဒါက္တာရဲမိုးျမင့္ သည္ ကုမၸဏီအုပ္စု အစုိးရဆက္ဆံေရးဌာန၏ အႀကီးတန္း ခုႏွစ္တြင္ ခန္႔အပ္တာဝန္ေပးျခင္းခံရပါသည္။ ၂ဝဝ၈ ခုႏွစ္တြင္ တပ္မေတာ္ (ေရ)
ဒါ႐ိုက္တာႏွင့္ ဒုတိယအႀကီးအကဲအျဖစ္ ၂၀၁၈ ခုႏွစ္၊ ေဖေဖာ္ဝါရီလမွစတင္၍ မွ ဗိုလ္မွဴးခ်ဳပ္အဆင့္ျဖင့္ အၿငိမ္းစားယူခဲ့သည့္ သူသည္ တပ္မေတာ္ (ေရ) ၌
တာဝန္ထမ္းေဆာင္လ်က္႐ွိပါသည္။ သူသည္ ၂၀ဝ၈ ခုႏွစ္တြင္ ေဆးဘက္ဆိုင္ရာ စစ္ေရယာဥ္မွဴး၊ တပ္စခန္းမွဴးႏွင့္ ဌာနခ်ဳပ္မွဴးတာဝန္မ်ားကို ကာကြယ္ေရးဦး
တြဲဘက္ဒါ႐ိုက္တာအျဖစ္မွ ၂၀ဝ၉ ခုႏွစ္တြင္ ေဆး႐ံုအုပ္ရာထူးသို႔ တိုးျမႇင့္ျခင္း စီးခ်ဳပ္႐ံုး (ေရ) ႏွင့္ ကာကြယ္ေရးဝန္ႀကီးဌာန စစ္ေထာက္ခ်ဳပ္႐ံုး၊ ေရတပ္စခန္း၊
ခံရပါသည္။ ထို႔ျပင္ ပန္းလိႈင္စီလံုေဆး႐ံု၏ Network ႏွင့္ Development Executive ဌာနခ်ဳပ္မ်ားတြင္ ထမ္းေဆာင္ခဲ့ပါသည္။
Director အျဖစ္ တာဝန္ထမ္းေဆာင္ခဲ့ပါသည္။ ေဒါက္တာရဲမိုးျမင့္သည္ ၂၀၁၂
ခုႏွစ္တြင္ ျမန္မာႏိုင္ငံ ပုဂၢလိကေဆး႐ံုမ်ားအသင္း၏ ဥကၠ႒အျဖစ္ ေ႐ြးခ်ယ္ျခင္း DAW CHAW SU LINN
ခံရၿပီး ၂၀၁၈ ခုႏွစ္အထိ တာဝန္ထမ္းေဆာင္ခဲ့ပါသည္။ သူသည္ ၁၉၈၉ ခုႏွစ္တြင္ FINANCIAL CONTROLLER | CORPORATE FUNCTIONS
ရန္ကုန္ေဆးတကၠသိုလ္ (၁) မွ M.B.B.S ဘဲြ႕ကို ရ႐ိွခဲ့ပါသည္။
Daw Chaw Su Linn is currently the Financial Controller of the
U KYI AYE Group. She joined FMI as Finance Manager in January 2017.
SENIOR DIRECTOR & DEPUTY HEAD | GROUP GOVERNMENT She was also the former Deputy Head of Finance at Yoma
RELATIONS DEPARTMENT Bank. She has over 10 years of experience in the finance
and accounting field with significant exposure to the banking
U Kyi Aye currently serves as the Senior Director and Deputy and manufacturing industries in Singapore, Australia and
Head of the Group Government Relations Department. U Kyi Myanmar. She holds a Bachelor of Finance from Australian
Aye was a former government official and has served in the National University and is a Certified Public Accountant (CPA).
Armed Forces of Myanmar, Ministry of Industry No. (2) and
Ministry of Rail Transportation for over 40 years. He joined SPA ေဒၚေခ်ာစုလင္း သည္ FMI ၏ ဘ႑ာေရးမန္ေနဂ်ာအျဖစ္၂၀၁၇ ခုႏွစ္၊ ဇန္နဝါရီ
in 2013, the same year he retired from Myanma Railways as the လတြင္ စတင္လုပ္ကိုင္ခဲ့ၿပီး ယခုအခါ ဘ႑ာေရးမွဴးခ်ဳပ္အျဖစ္ တာဝန္ထမ္း
General Manager. He was also a former member of the Board ေဆာင္လ်က္ ႐ိွပါသည္။ ယခင္က ႐ိုးမဘဏ္တြင္ ဘ႑ာေရးဆိုင္ရာ ဒုတိယ
of FMI from 1997 to 2006, where he served as a representative အႀကီးအကဲအျဖစ္ တာ၀န္ထမ္းေဆာင္ခဲ့ပါသည္။ သူမသည္ စကၤာပူ၊ ဩစေၾတး
of the Central Railways Welfare Society. လ်ႏွင့္ ျမန္မာႏိုင္ငံတို႔တြင္ ဘဏ္လုပ္ငန္းႏွင္႔ ကုန္ထုတ္လုပ္ငန္းနယ္ပယ္႐ိွ ဘ႑ာ
ေရးႏွင့္ စာရင္းအင္းဆိုင္ရာက႑မ်ား၌ (၁၀) ႏွစ္ေက်ာ္ၾကာ အေတြ႕အႀကံဳ႐ိွသူ
ျဖစ္ပါသည္။ သူမသည္ Australian National University မွ ဘ႑ာေရးဘာ
သာရပ္ျဖင့္ ဝိဇၨာဘဲြ႕ရ႐ိွထားသည့္အျပင္ လက္မွတ္ရျပည္သူ႔စာရင္းကိုင္ (CPA)
* Member of Board of Directors. တစ္ဦးလည္း ျဖစ္ပါသည္။

FINANCIAL SERVICES Myanma Foreign Trade Bank, and Myanma Economic Bank.
Prior to joining Yoma Bank, she was the Chief Accountant at
MR. HAL BOSHER First Private Bank for six years. She graduated with a Bachelor’s
CHIEF EXECUTIVE OFFICER | YOMA BANK of Commerce in Banking from the Institute of Economics
(Yangon) in 1991 and she is a Certified Public Accountant (CPA).
Mr. Hal Bosher (“Mr. Bosher”) is the Chief Executive Officer of
Yoma Bank. Mr. Bosher spent 10 years with the World Bank ေဒၚေအးေအးစုိး သည္ ႐ုိးမဘဏ္၏ ဘဏ္ခဲြမန္ေနဂ်ာအျဖစ္ ၁၉၉၉ ခုႏွစ္မွစ၍
Group at both the International Finance Corporation (“IFC”) and တာ၀န္ထမ္းေဆာင္ခဲ့ပါသည္။ လက္႐ိွတြင္ ႐ုိးမဘဏ္၏ အမႈေဆာင္ဒါ႐ုိက္တာ
the Multilateral Investment Guarantee Agency. Mr. Bosher is a ႏွင့္ အလုပ္အမႈေဆာင္ေကာ္မတီ၀င္အျဖစ္ လုပ္ကိုင္လ်က္႐ိွပါသည္။ ၁၉၉၁ ခုႏွစ္
Canadian national and holds a BA in Economics and Political မွစ၍ ဘဏ္လုပ္ငန္းအေတြ႕အႀကံဳမ်ားကို ျမန္မာႏုိင္ငံေတာ္ဗဟုိဘဏ္၊ ျမန္မာ့
Science from McGill University in Montreal, a MA from the John ႏုိင္ငံျခားကုန္သယ္မႈဘဏ္ႏွင့္ ျမန္မာ့စီးပြားေရးဘဏ္တို႔မွ ရ႐ိွခဲ့သူျဖစ္ပါသည္။
Hopkins School of Advanced international Studies (SAIS-USA) သူမသည္ ယခင္က ပထမပုဂၢလိကဘဏ္၌ စာရင္းကုိင္ခ်ဳပ္ရာထူးျဖင့္ (၆) ႏွစ္
and an MBA from IESE Business School (Instituto de Estodios ၾကာ တာ၀န္ထမ္းေဆာင္ခဲ့ပါသည္။ သူမသည္ ၁၉၉၁ ခုႏွစ္တြင္ ရန္ကုန္စီးပြားေရး
Superiores de la Empresa) in Spain. တကၠသုိလ္မွ ဘဏ္လုပ္ငန္းဘာသာရပ္ျဖင့္ ၀ါဏိဇၨဘဲြ႕ ရ႐ိွထားသူျဖစ္ၿပီး လက္
မွတ္ရျပည္သူ႔စာရင္းကုိင္ (CPA) တစ္ဦးလည္းျဖစ္သည္။
Mr. Hal Bosher သည္ ႐ိုးမဘဏ္၏ အမႈေဆာင္အရာ႐ွိခ်ဳပ္ ျဖစ္ပါသည္။ သူသည္
ကမ ၻာ့ဘဏ္အုပ္စုေအာက္႐ွိ International Finance Corporation (IFC) ႏွင့္ U BA MAUNG SEIN
Multilateral Investment Guarantee Agency (MIGA) တို႔တြင္ (၁၀)ႏွစ္ၾကာ CHIEF OPERATIONS OFFICER | YOMA BANK
တာဝန္ထမ္းေဆာင္ခဲ့ပါသည္။ Mr. Bosher သည္ ကေနဒါႏိုင္ငံသားတစ္ဦးျဖစ္ၿပီး၊
Montreal ႐ွိ McGill University မွ စီးပြားေရးႏွင့္ ႏိုင္ငံေရးသိပၸံဘြဲ႕၊ Johns U Ba Maung Sein joined Yoma Bank in 2014 and is currently
Hopkins School of Advanced International Studies (SAIS-USA) မွ the Chief Operations Officer. His professional career began
ႏိုင္ငံတကာဘ႑ာေရးႏွင့္ အေ႐ွ႕ေတာင္အာ႐ွဆိုင္ရာ မဟာဝိဇၨာဘြဲ႕ႏွင့္စပိန္ႏိုင္ငံ၊ as an insurance underwriter in Dallas, Texas, USA. He also
IESE Business School (Instituto de Estodios Superiores de la Empresa) held operation, finance and consulting positions in the retail,
မွ MBA ဘြဲ႕တို႔ကို ရ႐ွိထားပါသည္။ manufacturing and information technology sectors in the USA
and Canada. U Ba Maung Sein holds a Bachelor of Business
MR. VIJAY KUMAR MAHESHWARI Administration in Finance from the University of Texas at
CHIEF FINANCIAL OFFICER | YOMA BANK Austin, USA and an MBA from McGill University in Canada.
Mr. Vijay Kumar Maheshwari (“Mr. Maheshwari”) was ဦးဘေမာင္စိန္ သည္ ၂၀၁၄ ခုႏွစ္တြင္ ႐ိုးမဘဏ္၌ စတင္ဝင္ေရာက္တာဝန္ထမ္း
appointed as the Chief Financial Officer of Yoma Bank in 2016. ေဆာင္ခဲ့ၿပီး လက္႐ိွတြင္ ႐ိုးမဘဏ္၏ ဘဏ္လုပ္ငန္းဆုိင္ရာ အမႈေဆာင္အရာ႐ိွခ်ဳပ္
He is responsible for finance, treasury, business planning, အျဖစ္ တာဝန္ထမ္းေဆာင္လ်က္႐ိွသည္။ သူ၏ အသက္ေမြးဝမ္းေက်ာင္းအလုပ္
Management Information System (MIS) and business analytics. အကိုင္ကို အေမရိကန္၊ Texas ျပည္နယ္ Dallas ၿမိဳ႕တြင္ Insurance Underwriter
Mr. Maheshwari had worked for 26 years with Standard အျဖစ္ စတင္ခဲ့ၿပီး အေမရိကန္ျပည္ေထာင္စုႏွင့္ ကေနဒါႏိုင္ငံတို႔တြင္ လုပ္ငန္းလည္
Chartered Bank, including 10 years as Chief Financial Officer ပတ္ျခင္း၊ ဘ႑ာေရးႏွင့္ လက္လီလုပ္ငန္းဆိုင္ရာ အတိုင္ပင္ခံလုပ္ငန္းမ်ား၊ ကုန္
across India, Hong Kong, Singapore, Korea, Indonesia, Vietnam ထုတ္လုပ္ငန္းႏွင့္ သတင္းအခ်က္အလက္ နည္းပညာက႑မ်ားတြင္ လုပ္ကိုင္ခဲ့သူ
and London. An Indian national, Mr. Maheshwari is a fellow ျဖစ္ပါသည္။ သူသည္ အေမရိကန္ျပည္ေထာင္စု၊ Austin ၿမိဳ႕႐ိွ The University of
member of Institute of Chartered Accountants of India and an Texas မွ စီးပြားေရးဆိုင္ရာစီမံခန္႔ခဲြမႈဘဲြ႕ (ဘ႑ာေရး)ႏွင့္ ကေနဒါႏုိင္ငံ႐ိွ McGill
alumnus of Oxford Business School. University မွ စီးပြားေရးဆိုင္ရာစီမံခန္႔ခဲြမႈ မဟာဘဲြ႕တို႔ကို ရ႐ိွထားသူျဖစ္ပါသည္။
Mr. Vijay Maheshwari သည္ ႐ိုးမဘဏ္၏ ဘ႑ာေရးဆိုင္ရာအမႈေဆာင္ MR. MURRAY MACDOUGALL

အရာ႐ိွခ်ဳပ္အျဖစ္ ၂၀၁၆ ခုုႏွစ္မွ စတင္၍ တာ၀န္ထမ္းေဆာင္ခဲ့ပါသည္။ သူသည္ CHIEF PERFORMANCE OFFICER | YOMA BANK
ဘ႑ာေရး၊ စီးပြားေရးစီမံခန္႔ခဲြေရး၊ သတင္းအခ်က္အလက္ စီမံခန္႔ခဲြမႈစနစ္ႏွင့္
စီးပြားေရး ပိုင္းျခားေလ့လာမႈမ်ားအပိုင္းတို႔တြင္ တာ၀န္ယူလုပ္ေဆာင္လ်က္႐ိွ Mr. Murray Macdougall (“Mr. Macdougall”) joined Yoma Bank
သည္။ သူသည္ Standard Chartered Bank အျပင္ အိႏိၵယ၊ ေဟာင္ေကာင္၊ in May 2015 as the Deputy Chief Operating Officer overseeing
စကၤာပူ၊ ကိုရီးယား၊ အင္ဒိုနီး႐ွား၊ ဗီယမ္နမ္ႏွင့္ လန္ဒန္တို႔တြင္ ဘ႑ာေရးအမႈ the operations of the retail division. In September 2017, he was
ေဆာင္အရာ႐ိွခ်ဳပ္အျဖစ္ (၁၀)ႏွစ္ၾကာ လုပ္ေဆာင္ခဲ့သည္။ အိႏိၵယႏိုင္ငံသား appointed to his current role as Chief Performance Officer. Mr.
Mr. Maheshwari သည္ အိႏၵိယႏိုင္ငံ၏ Institute of Chartered Macdougall has had an extensive 40-year career, focusing on
Accountants ၏ အသင္းဝင္ တစ္ဦးျဖစ္ၿပီး Oxford Business ေက်ာင္း၏ the retail banking sector across the globe including Australia,
ေက်ာင္းသားေဟာင္းတစ္ဦးလည္း ျဖစ္ပါသည္။ the Pacific Islands, Indonesia, Vietnam, China, Laos, Cambodia,
Qatar and the United Arab Emirates.
DAW AYE AYE SOE
EXECUTIVE DIRECTOR | YOMA BANK Mr. Murray Macdougall သည္ ႐ုိးမဘဏ္၏ လက္လီေခ်းေငြလုပ္ငန္းအား
ႀကီးၾကပ္ေဆာင္႐ြက္ရသည့္ လုပ္ငန္းလည္ပတ္မႈဆုိင္ရာ ဒုတိယအရာ႐ိွခ်ဳပ္
Daw Aye Aye Soe joined Yoma Bank as a Branch Manager in (Deputy COO) အျဖစ္ ၂၀၁၅ ခုႏွစ္၊ ေမလမွစ၍ တာ၀န္ထမ္းေဆာင္ခဲ့ပါသည္။
1999, and in the last 15 years since has steadily rose to her ၂၀၁၇ ခုႏွစ္၊ စက္တင္ဘာလတြင္ သူ၏လက္႐ိွရာထူးျဖစ္ေသာ စြမ္းေဆာင္ရည္
present position as an Executive Director and a member of the ဆိုင္ရာ အမႈေဆာင္အရာ႐ိွခ်ဳပ္ အျဖစ္ ခန္႔အပ္ တာ၀န္ေပးျခင္းခံရပါသည္။ သူသည္
Executive Committee. Her sound knowledge of the Myanmar လက္လီဘဏ္လုပ္ငန္းက႑ကို ၾသစေၾတးလ်၊ ပစိဖိတ္ကၽြန္းစု၊ အင္ဒုိနီး႐ွား၊
banking industry originates since 1991 from her extensive ဗီယက္နမ္၊ တ႐ုတ္၊ လာအုိ၊ ကေမ ာၻ ဒီးယား၊ ကာတာႏွင့္ ယူေအအီးႏိုိင္ငံမ်ားတြင္
experiences in many banking institutions including the CBM, ႏွစ္ေပါင္း (၄၀)ေက်ာ္ၾကာ အေတြ႕အႀကံဳ႐ိွ သူျဖစ္ပါသည္။

MR. MARK FLAMING ေဒၚသန္းသန္း၀င္း သည္ ႐ုိးမဘဏ္၏ ဆံုး႐ံႈးနိုင္ေျခစီမံခန္႔ခဲြမႈ အမႈေဆာင္အရာ
CHIEF DIGITAL ADVISOR | YOMA BANK ႐ိွခ်ဳပ္ (Chief Risk Officer) ျဖစ္သည္။ ယခင္က သူမသည္ ကေမ ာၻ ဇဘဏ္၏
Credit and Risk Department တြင္ ဒုတိယအေထြေထြမန္ေနဂ်ာအျဖစ္ တာ၀န္
Mr. Mark Flaming (“Mr. Flaming”) was appointed as Yoma Bank’s ထမ္းေဆာင္ခဲ့ပါသည္။ ဘ႑ာေရးအဖဲြ႕အစည္းမ်ားတြင္ ႏွစ္ေပါင္း (၂၀) ေက်ာ္ၾကာ
Chief Digital Advisor in September 2017. Prior to joining Yoma လုုပ္ငန္းအေတြ႕အႀကံဳ႐ိွၿပီး သူမသည္ ရန္ကုန္တကၠသုိလ္မွ သခၤ်ာဘာသာရပ္ျဖင့္
Bank, he was the Manager of the Pacific Financial Inclusion သိပံၸဘဲြ႕ရ႐ိွထားသူ ျဖစ္ပါသည္။ ထုိ႔ေနာက္တြင္ သူမသည္ ကေနဒါႏုိင္ငံ႐ိွ York
Programme Innovation Facility. Until 2016, Mr. Flaming was University မွ စာရင္းအင္း ဘာသာရပ္(ဂုဏ္ထူး)ျဖင့္ ဘဲြ႕ရ႐ိွခဲ့ပါသည္။
the Chief Business Development Officer who led Microcred’s
group strategy in developing markets. He has worked primarily DAW NANG KHIN KHIN GYI
to deliver a new experience to financial service customers. Mr. DEPUTY CHIEF AUDIT OFFICER | YOMA BANK
Flaming holds a Master’s degree in International Development
from Harvard University. Daw Nang Khin Khin Gyi returned to Myanmar to join Yoma
Bank in 2016 as Deputy Chief Audit Officer. Before she
Mr. Mark Flaming သည္ ႐ုိးမဘဏ္၏ ဒီဂ်စ္တယ္ဆိုင္ရာ အမႈေဆာင္ returned to Myanmar, she had worked for over 10 years in the
အႀကံေပးအျဖစ္ ၂၀၁၇ ခုႏွစ္၊ စက္တင္ဘာလမွစ၍ တာ၀န္ထမ္းေဆာင္ခဲ့ပါသည္။ United States as an auditor. She holds a Master’s Degree in
ယခင္က သူသည္ Pacific Financial Inclusion Programme Innovation International Economics and Finance from Brandeis University,
Facility ၏ မန္ေနဂ်ာအျဖစ္ လုပ္ေဆာင္ခဲ့ၿပီး Microcred အုပ္စု၏ေစ်းကြက္ Massachusetts, a B.SC in Management from University of
ဖံြ႕ၿဖိဳးေရးဆိုင္ရာ မဟာဗ်ဴဟာေဖာ္ေဆာင္ေရးတြင္ Chief Business Development Massachusetts, and an A.A. in Liberal Arts from Bard College
Officer အျဖစ္ ၂၀၁၆ ခုႏွစ္အထိ ဦးေဆာင္တာ၀န္ယူခဲ့သူျဖစ္ပါသည္။ သူသည္ at Simon’s Rock, Massachusetts. She is also a Certified Internal
ေငြေၾကးဝန္ေဆာင္မႈလုပ္ငန္း သံုးစဲြသူမ်ားအတြက္ အေတြ႕အႀကံဳအသစ္မ်ား Auditor (CIA).
ေပးအပ္ႏိုင္ရန္ လုပ္ေဆာင္ခဲ့သည္။ Mr. Flaming သည္ Harvard University မွ
ႏုိင္ငံတကာ ဖံြ႕ၿဖိဳးေရးမဟာဘဲြ႕ ရ႐ိွထားပါသည္။ ေဒၚနန္းခင္ခင္ႀကီး သည္ ၂၀၁၆ ခုႏွစ္တြင္ ျမန္မာႏုိင္ငံသို႔ ျပန္လည္ေရာက္႐ိွလာၿပီး
႐ုိးမဘဏ္၏ ဒုတိယစာရင္းစစ္အရာ႐ိွခ်ဳပ္အျဖစ္ တာ၀န္ထမ္းေဆာင္လ်က္႐ိွသည္။
U KYAW SOE LIN သူမသည္ ယခင္က အေမရိကန္ႏုိင္ငံတြင္ စာရင္းစစ္အျဖစ္ (၁၀) ႏွစ္ေက်ာ္ၾကာ
CHIEF TECHNOLOGY OFFICER | YOMA BANK လုပ္ကုိင္ခဲ့ပါသည္။ ေဒၚနန္းခင္ခင္ႀကီးသည္ Massacchusetts ျပည္နယ္႐ိွ
Brandeis University မွ ႏုိင္ငံတကာစီးပြားေရးႏွင့္ ဘ႑ာေရးဘာသာရပ္ မဟာ
U Kyaw Soe Lin was instrumental in establishing Yoma Bank’s ဘဲြ႕ကုိလည္းေကာင္း၊ University of Massachusetts မွ B.Sc in Management
IT department and is currently serving as the Chief Technology ဘဲြ႕ကုိလည္းေကာင္း၊ Simon’s Rock ႐ိွ Bard College မွ A.A. in Liberal
Officer. He has vast experience and expertise over operations, Arts ဘဲြ႕ တုိ႔ကုိရ႐ိွထားပါသည္။ သူမသည္ Certified Internal Auditor (CIA)
programming, database management, telecommunications, အသိအမွတ္ျပဳလက္မွတ္ ရ႐ိွထားသူလည္း ျဖစ္ပါသည္။
networking and project management. U Kyaw Soe Lin graduated
with B.Sc. (Hons.) in Physics from Yangon University. He also
holds a Master’s in Information Science from the University of HEALTHCARE
Computer Studies, Yangon.
DR. GERSHU CHANDY PAUL
ဦးေက်ာ္စိုးလင္း သည္ ႐ိုးမဘဏ္၏ IT ဌာနကို တည္ေထာင္သူျဖစ္ၿပီး လက္႐ိွ CHIEF EXECUTIVE OFFICER | PHSH
တြင္ ႐ိုးမဘဏ္၏ နည္းပညာဆုုိင္ရာ အမႈေဆာင္အရာ႐ိွခ်ဳပ္အျဖစ္ တာဝန္ယူ
လုပ္ကိုင္လ်က္႐ိွပါသည္။ သူသည္ လုုပ္ငန္းလည္ပတ္ျခင္း၊ ပ႐ိုဂရမ္ေရးဆဲြျခင္း၊ Dr. Gershu Chandy Paul (“Dr. Paul”) is currently serving as
ေဒတာစီမံခန္႔ခဲြျခင္း၊ ဆက္သြယ္ေရးကြန္ရက္ဖဲြ႕စည္းျခင္းႏွင့္ စီမံကိန္းစီမံခန္႔ခဲြမႈ the Chief Executive Officer of PHSH. He has over 25 years of
တို႔တြင္ အေတြ႕အႀကံဳမ်ားစြာ႐ိွပါသည္။ ဦးေက်ာ္စိုးလင္းသည္ ရန္ကုန္တကၠသိုလ္ international healthcare experience at an executive level. He
မွ သိပံၸဘဲြ႕(ဂုဏ္ထူး) ႐ူပေဗဒဘာသာရပ္ဘဲြ႕ရ တစ္ဦးျဖစ္ၿပီး ရန္ကုန္ကြန္ပ်ဴတာ received his Bachelor of Medicine, Bachelor of Surgery (MBBS)
တကၠသိုလ္မွ သတင္းျပန္ၾကားေရးဘာသာရပ္ျဖင့္ မဟာသိပံၸဘဲြ႕ကိုလည္း ရ႐ိွထား from the University of Bangalore, India in 1986, and a Master
သူ ျဖစ္ပါသည္။ of Business Administration (MBA) from the University of Otago,
New Zealand in 1997. In addition, Dr. Paul graduated as a Fellow
DAW THAN THAN WIN @ TIFFANY of the Royal Australasian College of Medical Administrators
CHIEF RISK OFFICER | YOMA BANK (FRACMA), Melbourne, Australia in 2006.
Daw Than Than Win @ Tiffany currently serves as Yoma Bank’s Dr. Gershu Chandy Paul သည္ လက္႐ိွတြင္ ပန္းလိႈင္စီလံုေဆး႐ံု၏ အမႈေဆာင္
Chief Risk Officer. Prior to joining Yoma Bank in 2014, she အရာ႐ိွခ်ဳပ္ရာထူးျဖင့္ တာဝန္ထမ္းေဆာင္လ်က္႐ိွသည္။ သူသည္ အမႈေဆာင္
had worked as the Deputy General Manager in the Credit and ရာထူးအဆင့္ျဖင့္ ႏိုင္ငံတကာက်န္းမာေရးေစာင့္ေ႐ွာက္မႈ အေတြ႕အႀကံဳ (၂၅)ႏွစ္
Risk Department at KBZ Bank. Daw Than Than Win @ Tiffany ေက်ာ္ ႐ိွသူလည္းျဖစ္သည္။ သူသည္ ၁၉၈၆ ခုႏွစ္တြင္ အိႏိၵယႏိုင္ငံ၊ ဘန္ဂလို
graduated with a Bachelor of Science in Mathematics from တကၠသိုလ္မွ ေဆးသိပံၸဘဲြ႕ႏွင့္ ခဲြစိတ္ကုသမႈဘဲြ႕၊ ၁၉၉၇ ခုႏွစ္တြင္ နယူးဇီလန္ႏိုင္ငံ
Yangon University and has 20 years of experience working in University of Otago မွ စီးပြားေရးစီမံခန္႔ခဲြမႈ မဟာဘဲြ႕ႏွင့္ ၂၀ဝ၆ ခုႏွစ္တြင္
financial institutions. She furthered her studies in Toronto, ဩစေၾတးလ်ႏိုင္ငံ၊ မဲလ္ဘုန္းၿမိဳ႕ Fellow of the Royal Australasian Medical
Canada where she graduated with a Bachelor in Accounting College of Administrators (FRACMA) ဘဲြ႕တို႔ကို ရ႐ိွခဲ့ပါသည္။
(Honours) from York University.

MS. TAN GUAT NGOH ပါေမာကၡခင္ထြန္း သည္ ပန္းလိႈင္စီလံုေဆး႐ံု၏ Clinical Excellence Director
CHIEF FINANCIAL OFFICER | PHSH ျဖစ္ၿပီး ေဆးကုသမႈဆိုင္ရာ စီမံအုပ္ခ်ဳပ္မႈႏွင့္ ေလ့က်င့္သင္ၾကားမႈ အစီအစဥ္မ်ား
တြင္ ဦးစီးေဆာင္႐ြက္လ်က္႐ိွပါသည္။ သူသည္ ျမန္မာႏိုင္ငံက်န္းမာေရးဝန္ႀကီး
Ms. Tan Guat Ngoh (“Ms. Tan”) joined PHSH in April 2019 as ဌာန လက္ေအာက္တြင္ ေဆးကုသမႈႏွင့္ ေလ့က်င့္သင္ၾကားမႈ လုပ္ငန္းမ်ားကို
the Chief Financial Officer. She is responsible for PHSH’s (၃၅) ႏွစ္ေက်ာ္ၾကာ တာဝန္ထမ္းေဆာင္ခဲ့ၿပီး မေလး႐ွားႏိုင္ငံ၊ Universiti
overall financial and capital resources management as well as Malaysia Sarawak တြင္ ပါေမာကၡႏွင့္ ခဲြစိတ္ကုသမႈဆိုင္ရာ ဌာနမွဴးအျဖစ္ (၁၀)
information and communications technology functions. Ms. ႏွစ္ၾကာ တာဝန္ထမ္းေဆာင္ခဲ့သူ ျဖစ္ပါသည္။ သူသည္ အိုင္ယာလန္ႏိုင္ငံ၊ Royal
Tan possesses over 20 years of experience in auditing, finance College of Surgeons မွ Ad Eundem Fellowship ပညာသင္ဆုရ႐ိွေသာ ျမန္မာ
and accounting with a one of the big-four public-accounting ႏိုင္ငံ၏ ပထမဆံုး ခဲြစိတ္ဆရာ၀န္ျဖစ္သည္။
firms in Singapore, public-listed and private companies
across various industries including energy utility, real estate DR. OHNMAR SHEIN
and healthcare. Ms. Tan is a graduate of the Association of CLINICAL AND ANCILLARY SERVICES DIRECTOR | PHSH
Chartered Certified Accountants (UK) and a member of the
Institute of Singapore Chartered Accountants. Dr. Ohnmar Shein joined PHSH in 2005 as a Senior Medical
Officer. In 2014, she was promoted to Clinical and Ancillary
Ms. Tan Guat Ngoh သည္ ၂၀၁၉ ခုုနွစ္၊ ဧၿပီလတြင္ ပန္းလိႈင္စီလံုေဆး႐ံု၏ Support Services Director. Dr. Ohnmar Shein, together with
ဘ႑ာေရးအမႈေဆာင္ အရာ႐ွိခ်ဳပ္အျဖစ္ စတင္တာဝန္ထမ္းေဆာင္ခဲ့ပါသည္။ Dr. Paul, and Dr. Thet Thet Khine, developed and introduced
သူမသည္ ပန္းလိႈင္ေဆး႐ံု၏ သတင္းႏွင့္ဆက္သြယ္ေရး နည္းပညာကိစၥရပ္မ်ား Myanmar’s first tiered pricing service model which aims to
အျပင္ ဘ႑ာေရးနွင့္ေငြေၾကး အရင္းအနွီးအရင္းအျမစ္မ်ားကို စီမံခန္႔ခြဲရန္ create accessibility and affordability to all socio-economic
တာဝန္႐ွိပါသည္။ Ms Tan သည္ စာရင္းအင္းနွင့္ ဘ႑ာေရးက႑တြင္ နွစ္ေပါင္း segments in Myanmar.
(၂၀)ေက်ာ္ၾကာအေတြ႕အႀကံဳ႐ွိသူျဖစ္ၿပီး စကၤာပူနုိင္ငံ႐ွိ က်န္းမာေရး၊ အိမ္ၿခံေျမ
ေဖာ္ထုတ္တည္ ေဆာက္ေရး၊ စြမ္းအင္လွ်ပ္စစ္စသည့္ အမ်ိဳးမ်ိဳးေသာ လုုပ္ငန္း ေဒါက္တာဥမၼာ႐ိွန္ သည္ ပန္းလိႈင္စီလံုေဆး႐ံု၏ အႀကီးတန္းဆရာဝန္အျဖစ္
မ်ားတြင္အမ်ားပိုင္ႏွင့္ ပုုဂၢလိကပိုင္ကုမၸဏီမ်ားတြင္ လုုပ္ကိုင္ခဲ့သည့္ အေတြ႕အႀကံဳ ၂၀ဝ၅ ခုႏွစ္မွစ၍ တာဝန္ထမ္းေဆာင္ခဲ့ပါသည္။ ၂၀၁၄ ခုႏွစ္တြင္ Clinical and
မ်ားစြာ ႐ွိပါသည္။ Ms Tan သည္ The Association of Chartered Certified Ancillary Support Services Director အျဖစ္ ရာထူးတိုးျမႇင့္ျခင္းခံရပါသည္။
Accountants (UK) မွ ဘြဲ႕ရ႐ွိခဲ့ၿပီး Institute of Singapore Chartered သူမသည္ ေဒါက္တာ Gershu Paul ႏွင့္ ေဒါက္တာသက္သက္ခိုင္ တို႔ႏွင့္အတူ
Accountants တြင္လည္း အဖြဲ႕ဝင္တစ္ဦး ျဖစ္ပါသည္။ ႏိုင္ငံသားတိုင္း အဆင့္ျမင့္က်န္းမာေရးေစာင့္ေ႐ွာက္မႈ ရ႐ိွႏိုင္ေစရန္ ႀကိဳးပမ္းသည့္
ခရီးလမ္းတစ္ေလွ်ာက္လးုံ တြင္ အေရးႀကီးေသာအခန္းက႑မွ ပါဝင္ခသ
့ဲ ျူ ဖစ္ပါသည္။
DR. THET THET KHINE
MANAGING DIRECTOR | PHSH PROFESSOR WIN MYINT
CLINICAL EXCELLENCE DIRECTOR | PHSH
Dr. Thet Thet Khine joined PHSH as a microbiologist and
pharmacy manager in 2005. In 2010, she was appointed as Professor Win Myint currently serves as the Clinical Excellence
a Medical Business Director. In 2014, she was promoted to Director of PHSH. He worked as a consulting surgeon from
Managing Director (Operations) of PHSH to oversee hospital 2005 to 2010 and as a Medical Director from 2010 to 2014. He
operations including building the hospital’s nationwide served as Professor and Head of the Surgery Department at
network. She received a Bachelor of Medicine, Bachelor of the University of Medicine in Mandalay and Yangon. Professor
Surgery (MBBS) in 1993, and a Master in Medicine Microbiology Win Myint graduated with a Bachelor of Medicine, Bachelor of
in 2003 from the Institute of Medicine (1) in Yangon. Surgery (MBBS) from the Institute of Medicine (1) in 1968. He
also holds M.Med.Sc (Surgery) and F.R.C.S degrees.
ေဒါက္တာသက္သက္ခိုင္ သည္ ပန္းလိႈင္စီလံုေဆး႐ံု၏ အဏုဇီဝေဗဒဆိုင္ရာ
ဆရာဝန္ႀကီးအျဖစ္ႏွင့္ ေဆးဌာနမန္ေနဂ်ာအျဖစ္ ၂၀ဝ၅ ခုႏွစ္မွစ၍ တာဝန္ထမ္း ပါေမာကၡေဒါက္တာဝင္းျမင့္ သည္ ပန္းလိႈင္စီလံုေဆး႐ံု၏ Clinical Excellence
ေဆာင္ခဲ့ပါသည္။ ၂၀၁၀ ခုႏွစ္တြင္ ေဆးဘက္ဆိုင္ရာ ၫႊန္ၾကားေရးမွဴးအျဖစ္ Director အျဖစ္ တာဝန္ထမ္းေဆာင္ လ်က္႐ိွပါသည္။ ၂၀ဝ၅ ခုႏွစ္မွ ၂၀၁၀
တာဝန္ေပးအပ္ျခင္းခံရၿပီး ႏိုင္ငံအႏံွ႔ ပန္းလိႈင္စီလံုေဆး႐ံုမ်ား တိုးခဲ်႕ဖြင့္လွစ္မႈ ခုႏွစ္အထိ ပန္းလိႈင္စီလံုေဆး႐ံု၏ အတိုင္ပင္ခံ ခဲြစိတ္ကုဆရာဝန္ႀကီးအျဖစ္ႏွင့္
အပိုင္းတြင္ ႀကီးၾကပ္လုပ္ကိုင္ရန္ ၂၀၁၄ ခုႏွစ္တြင္ မန္ေနးဂ်င္းဒါ႐ိုက္တာအျဖစ္ ၂၀၁၀ ခုႏွစ္မွ ၂၀၁၄ ခုႏွစ္အထိ Medical Director အျဖစ္လည္းေကာင္း၊
ရာထူးတိုးျမႇင့္ျခင္းခံရပါသည္။ သူမသည္ ၁၉၉၃ ခုႏွစ္တြင္ ေဆးပညာဘဲြ႕ႏွင့္ မႏ ၱေလးႏွင့္ ရန္ကုန္ေဆးတကၠသိုလ္တို႔တြင္ ပါေမာကၡႏွင့္ ခဲြစိတ္ဌာန၏ ဌာနမွဴး
ခဲြစိတ္ကုသမႈဘဲြ႕ ၂၀ဝ၃ ခုႏွစ္တြင္ အဏုဇီဝေဗဒ မဟာသိပံၸဘဲြ႕တို႔ကို ရန္ကုန္ အျဖစ္လည္းေကာင္း တာဝန္ထမ္းေဆာင္ခဲ့သည္။ ၁၉၆၈ ခုႏွစ္တြင္ ရန္ကုန္
ေဆးတကၠသိုလ္ (၁)မွ ရ႐ိွခဲ့ပါသည္။ ေဆးတကၠသိုလ္ (၁) မွ M.B.B.S ဘြဲ႕ကို ရ႐ိွခဲ့သည့္အျပင္ M.Med.Sc (Surgery)
ႏွင့္ F.R.C.S ဘဲြ႕မ်ားကိုလည္း ရ႐ိွထားသူ ျဖစ္ပါသည္။
PROFESSOR KHIN HTUN
CLINICAL EXCELLENCE DIRECTOR | PHSH DR. MI MI KHIN
FACILITIES AND ADMINISTRATION DIRECTOR | PHSH
Professor Khin Htun is the Clinical Excellence Director at PHSH,
leading the Clinical Governance and training agenda for PHSH. Dr. Mi Mi Khin has been serving as the Facilities and
Professor Khin Htun has more than 35 years of clinical and Administration Director of PHSH since 2014. Dr. Mi Mi Khin
teaching service experience under the Ministry of Health in joined the Pun Hlaing Specialist Clinic as a Senior Medical
Myanmar and 10 years of experience as a Professor and Head Officer in February 2006 after working in her own clinic for
of Department of Surgery at Universiti Malaysia Sarawak. He over 20 years as general practitioner. She was promoted to
is the first Myanmar surgeon to be awarded the Fellowship Ad Clinic Manager of Pun Hlaing Specialist Clinic in 2009, and
Eundem from the Royal College of Surgeons in Ireland. subsequently in 2011, the Assistant Administration Director of

PHSH. Her key projects to date have been the transformation Prior to joining the Yoma Group, Mr. Purvis was a director at
of PHSH, Mandalay Hospital Greenfield completion and Coral Capital Group Ltd, a Cuba-focused country fund, where
Pun Hlaing Clinic ‘Medical Tower’ model development and he oversaw long-term equity real estate projects, including the
completion. Dr. Mi Mi Khin obtained her Bachelor of Medicine, design, funding, construction and operation of a portfolio of
Bachelor of Surgery (MBBS) in 1986. hotels under the Hotel Saratoga brand. Mr. Purvis is a chartered
member of the Royal Institute of British Architects and holds a
ေဒါက္တာမိမိခင္ သည္ ၂၀၁၄ ခုႏွစ္မွစ၍ ပန္းလိႈင္စီလံုေဆး႐ံု၏ ေထာက္ပံ့မႈႏွင့္ Bachelor of Arts (Hons) Degree in Architecture from Newcastle
အုပ္ခ်ဳပ္မႈဆိုင္ရာဒါ႐ိုက္တာ (Facilities and Administration Director) အျဖစ္ University, England and a Bachelors in Architecture from
တာ၀န္ထမ္းေဆာင္လ်က္ ႐ိွပါသည္။ သူမသည္ ႏွစ္ေပါင္း (၂၀)ေက်ာ္ၾကာ ကိုယ္ Westminster University, England.
ပိုင္ေဆးခန္း ဖြင့္လွစ္လုပ္ကိုင္ခဲ့ၿပီးေနာက္ ၂၀ဝ၆ ခုႏွစ္၊ ေဖေဖာ္ဝါရီလတြင္ အႀကီး
တန္းေဆးဘက္ဆိုင္ရာအရာ႐ိွအျဖစ္ ပန္းလိႈင္အထူးကုေဆးခန္းတြင္ စတင္လုပ္ Mr. Stephen Purvis သည္ Yoma Land ၏ အႀကီးအကဲအျဖစ္ ၂၀၁၉ ခုုႏွစ္
ကိုင္ခဲ့ပါသည္။ ထို႔ေနာက္ ၂၀၀၉ ခုႏွစ္တြင္ ပန္းလိႈင္အထူးကုေဆးခန္း၏ ေဆး ဇန္နဝါရီလတြင္ ခန္႔အပ္တာဝန္ေပးျခင္းခံရသည္။ သူသည္ ႐ိုးမအုုပ္စုသို႔ ၂၀၁၃
ခန္းမန္ေနဂ်ာအျဖစ္သို႔ လည္းေကာင္း၊ ၂၀၁၁ ခုႏွစ္တြင္ ပန္းလိႈင္စီလံုေဆး႐ံု၏ ခုုနွစ္ကတည္းမွ စီမံကိန္းဒါ႐ိုက္တာအေနျဖင့္ စတင္ဝင္ေရာက္ခဲ့ၿပီး ၂၀၁၅ ခုႏွစ္၊
လက္ေထာက္အုပ္ခ်ဳပ္ေရး ဒါ႐ိုက္တာအျဖစ္သို႔ လည္းေကာင္း ရာထူးတိုးျမႇင့္ျခင္း ဧၿပီလမွစ၍ Yoma Central ၏ အေထြေထြမန္ေနဂ်ာအျဖစ္ ဆက္လက္၍ ခန္႔အပ္
ခံရပါသည္။ သူမသည္ ပန္းလိႈင္စီလံုေဆး႐ံုအား ျပန္လည္သက္ဝင္ လႈပ္႐ွားလာ တာဝန္ေပးျခင္းခံရသည္။ သူသည္ StarCity ၏ အဓိက အစီအစဥ္ေရးဆြဲသူတစ္ဦး
ေစျခင္း၊ Mandalay Hospital Greenfield အား ေအာင္ျမင္စြာ တည္ေဆာက္ၿပီးစီး လည္း ျဖစ္ပါသည္။ Mr. Purvis သည္ ဖြြံ႕ၿဖိဳးဆဲႏွင့္ဖြံ႕ၿဖိဳးၿပီးႏိုင္ငံမ်ားတြင္ အေရး
ျခင္းႏွင့္ ပန္းလိႈင္ေဆးခန္း “Medical Tower’’ အား ပံုစံသစ္ျဖင့္ တည္ေဆာက္ၿပီး ႀကီးေသာ ဘက္စံုသံုးအိမ္ရာ စီမံကိန္းမ်ားေဆာက္လုပ္ျခင္းအပါအဝင္ အိမ္ရာ
စီးျခင္း အစ႐ိွသည့္ အဓိကစီမံကိန္းလုပ္ငန္းမ်ားကို ေဆာင္႐ြက္ခဲ့ပါသည္။ သူမ တည္ ေဆာက္ေရးက႑တြင္ ႏွစ္ေပါင္း(၃၀) ေက်ာ္အေတြ႕အႀကံဳ႐ွိသူျဖစ္သည္။
သည္ ေဆးပညာဘြဲ႕ႏွင့္ ခြဲစိတ္ကုသမႈဘြဲ႕ (MBBS) ကို ၁၉၈၆ တြင္ ရ႐ိွခဲ့သည္။
႐ိုးမအုုပ္စုသို႔မဝင္ေရာက္မီ သူသည္ က်ဴးဘားႏိုင္ငံအထူးျပဳတိုင္းျပည္ ဘ႑ာ
DR. ZAW WIN SANDY ရန္ပံုေငြ Coral Capital Group တြင္ ဒါ႐ိုက္တာတစ္ဦးျဖစ္ခဲ့ၿပီး ေရ႐ွည္တည္
DIRECTOR OF HOSPITAL OPERATIONS | PHSH ေဆာက္ရေသာ အိမ္ရာစီမံကိန္းမ်ားျဖစ္ေသာ Hotel Saratoga အမွတ္တံဆိပ္
ျဖင့္ ဟိုတယ္တည္ေဆာက္ေရးလုပ္ငန္းမ်ားတြင္ ဒီဇိုင္းေရးဆြဲျခင္း၊ ဘ႑ာေငြ႐ွာ
Dr. Zaw Win Sandy is the Director of Hospital Operations of ေဖြျခင္း၊ တည္ေဆာက္ေရးႏွင့္ လုပ္ငန္းလည္ပတ္ေရးအပိုင္းမ်ားတြင္ ႀကီးၾကပ္ခဲ့ပါ
PHSH @ Hlaing Tharyar. She first joined PHSH as a Customer သည္။ သူသည္ Royal Institute of British Architects ၏ အဖြဲ႕ဝင္တစ္ဦးျဖစ္ၿပီး
Relation Manager in 2011. In 2015, she was promoted as a Newcastle University မွ ဗိသုကာပညာရပ္ ဝိဇၨာဘြဲ႕ (ဂုဏ္ထူး) ႏွင့္ အဂၤလန္ႏိုင္ငံ
Talent Management Director. In her present role, she has Westminster University မွ ဗိသုကာဘြဲ႕တို႔ကို ရ႐ွိထားသူျဖစ္ပါသည္။
overall responsibilities for day-to-day hospital operations, line
management, quality and patient safety. She holds a Master’s DAW LE LE WIN
degree in Business Administration from James Cook University, MANAGING DIRECTOR | F.M.I GARDEN DEVELOPMENT LIMITED
Australia. Currently, she is attending Harvard Medical School-
Southeast Asia Healthcare Leadership Program (HMS-SEAL) 2019. Daw Le Le Win currently serves as the Managing Director of F.M.I
Garden Development Limited as well as an Alternate Director of
ေဒါက္တာေဇာ္ဝင္းစႏၵီသည္ လက္႐ွိတြင္ ပန္းလိႈင္စီလံုေဆး႐ံု (လိႈင္သာယာ) SPA. She joined the SPA and FMI group of companies in 1993.
၏ Director Hospital Operations တာဝန္ကို ထမ္းေဆာင္လ်က္႐ွိပါသည္။
၂၀၁၁ ခုႏွစ္တြင္ ေဒါက္တာစႏၵီသည္ ပန္းလိႈင္စီလံုေဆး႐ံုတြင္ Customer ေဒၚလဲ့လဲ့ဝင္း သည္ လက္႐ိွအခိ်န္တြင္ F.M.I Garden Development
Relation Manager အျဖစ္ စတင္တာဝန္ထမ္းေဆာင္ခဲ့ပါသည္။ သူမသည္ ၂၀၁၅ Limited ၏ မန္ေနးဂ်င္ဒါ႐ိုက္တာ တာဝန္အျပင္ SPA ၏ အလွည့္က်ဒါ႐ိုက္တာ
ခုႏွစ္တြင္ Talent Management Director အျဖစ္ ရာထူးတိုးျမႇင့္ျခင္းခံခဲ့ရၿပီး တာဝန္မ်ားကိုပါ ပူးတဲြထမ္းေဆာင္လ်က္႐ိွပါသည္။ သူမသည္ SPA ႏွင့္ FMI
လက္႐ွိတြင္ ေဆး႐ံု၏ လုပ္ငန္းလည္ပတ္မႈမ်ား စီမံခန္႔ခြဲမႈမ်ား အရည္အေသြးႏွင့္ ကုမၸဏီအုပ္စုသို႔ ၁၉၉၃ ခုႏွစ္တြင္ ဝင္ေရာက္ခဲ့သည္။
လူနာမ်ား၏ ေဘးကင္းလံုၿခံဳေရးအပိုင္းကို တာ၀န္ယူေဆာင္႐ြက္လ်က္႐ိွသည္။
သူမသည္ ဩစေၾတးလ်ႏိုင္ငံ James Cook University မွ စီးပြားေရးဆိုင္ရာ DAW TIN WINN NGE
စီမံခန္႔ခြဲမႈမဟာဘြဲ႕ကို ရ႐ွိထားပါသည္။ ယခုလက္႐ိွတြင္ သူမသည္ Harvard GENERAL MANAGER | STARCITY
Medical School-Southeast Asia Healthcare Leadership Program (HMS-
SEAL) ၂၀၁၉ အစီအစဥ္ကို တက္ေရာက္ေနပါသည္။ Daw Tin Winn Nge was appointed as the General Manager for
StarCity in 2017. She joined the Yoma Group in 2002 and has
served in various positions, including extensive experience
REAL ESTATE in sales and marketing, hotel management and real estate
management. Daw Tin Winn Nge graduated with a Bachelor
MR. STEPHEN PURVIS Degree (Zoology) from Yangon University and then furthered
HEAD OF REAL ESTATE | YOMA LAND her studies in hotel and restaurant management, receiving a
diploma from the United States.
Mr. Stephen Purvis (“Mr. Purvis”) was appointed as the Head of
Yoma Land in January 2019. He has been with the Yoma Group ေဒၚတင္ဝင္းငယ္သည္ ၂၀၁၇ ခုုနွစ္တြင္ StarCity ၏ အေထြေထြမန္ေနဂ်ာအျဖစ္
since 2013 and was the Project Director and subsequently the ခန္႔အပ္တာဝန္ ေပးျခင္းခံရပါသည္။ သူမသည္ Yoma Group သို႔ ၂၀ဝ၂ ခုႏွစ္တြင္
General Manager for the Yoma Central project since 2015. He also စတင္ဝင္ေရာက္ခဲ့ၿပီး အေရာင္းႏွင့္ေဈးကြက္႐ွာေဖြျခင္း၊ ဟိုတယ္စီမံခန္႔ခြဲမႈႏွင့္
spearheaded the master planning of StarCity. Mr. Purvis has more အိမ္ရာေဖာ္ထုတ္တည္ေဆာက္ေရးတို႔ အပါအဝင္ ရာထူးတာဝန္အမ်ိဳးမ်ိဳးကို ထမ္း
than 30 years of experience in the real estate market including ေဆာင္ခဲ့ပါသည္။ သူမသည္ ရန္ကုန္တကၠသိုလ္မွ သတၱေဗဒဘြဲ႕ရၿပီးေနာက္
developing substantial mixed-use city centre projects in emerging ဟိုတယ္ႏွင့္ စားေသာက္ဆိုင္ဆိုင္ရာ စီမံခန္႔ခြဲမဘာသာရပ္မ်ားကို အေမရိကန္
and developed markets. ျပည္ေထာင္စုတြင္ ေလ့လာသင္ယူခဲ့ၿပီး ဒီပလိုမာဘြဲ႕ရ႐ွိထားသူျဖစ္သည္။

MEMORIES GROUP ခဲ့ျခင္း ျဖစ္ပါသည္။ ယခင္က Mobile Money ကုုိ ဦးေဆာင္ခဲ့ၿပီး၊ အာ႐ွပစိဖိတ္၊
ေျမာက္အေမရိကႏွင့္ အေ႐ွ႕အလယ္ပိုင္းေဒသတို႔တြင္ Visa ကုမၸဏီအတြက္ တီ
MR. CYRUS PUN ထြင္ဖန္တီးမႈမ်ားစြာ ျပဳလုုပ္ေပးခဲ့သူျဖစ္ပါသည္။ Visa တြင္မလုုပ္ခင္ အာ႐ွေဒသ၏
EXECUTIVE DIRECTOR & CHIEF EXECUTIVE OFFICER | MEMORIES ပထမဆံုးဘဏ္မွဦးေဆာင္သည့္ မိုဘိုင္းေငြေၾကးဝန္ ေဆာင္မႈျဖစ္သည့္ WING
GROUP Cambodia ကို စတင္တည္ေထာင္ခဲ့ေသာ မန္ေနးဂ်င္းဒါ႐ိုက္တာျဖစ္သည္။ သူ
သည္ ဘ႑ာေရးဝန္ေဆာင္မႈက႑တြင္ (၁၈)ႏွစ္ၾကာမွ် လုုပ္ကိုင္ခဲ့သူျဖစ္ၿပီး ေငြ
Mr. Cyrus Pun (“Mr. Pun”) started his career working in the ေပးေခ်မႈလုပ္ငန္းနွင့္ Mobile Money လုုပ္ငန္းတို႔တြင္သံုးစြဲ သူျပည္သူ ဦးစားေပး
export industry in China and worked for Hutchison Port အမႈေဆာင္အရာ႐ွိတစ္ဦးအျဖစ္ လူသိမ်ားပါသည္။ သူသည္ ဩစေၾတးလ်ႏိုင္ငံ
Holdings’ South China Commercial Division. Mr. Pun joined SPA Griffith University မွ ဝါဏိဇၨဘြဲ႕ႏွင့္ University of Queensland မွ စီးပြားေရး
in 2007 and assumed a leading role in the development of a လုပ္ငန္းဆိုင္ရာ ဘြဲ႕လြန္သင္တန္းဘြဲ႕ ရ႐ွိထားသူျဖစ္ပါသည္။
mixed-use real estate project in Dalian, China.
U TIN HTUT OO
Prior to his appointment as Chief Executive Officer of Memories HEAD OF AGRICULTURE DIVISION | YOMA STRATEGIC
Group, Mr. Pun was an Executive Director of Yoma Strategic
and headed its real estate business from 2012 to 2018. His U Tin Htut Oo currently serves as the Head of the Agriculture
last venture as Head of Real Estate of Yoma Strategic was to Division at Yoma Strategic. U Tin Htut Oo is a retired Director
initiate its expansion into the affordable housing segment. General of the Department of Agricultural Planning, Ministry
He is currently a Non-Executive Director of Yoma Strategic. of Agriculture and Irrigation. He has served as a National
Mr. Pun received a Bachelor’s degree in Economics from the and International Consultant with the United Nations and
London School of Economics in 2003 and an Executive M.B.A. International Organisations. U Tin Htut Oo served as the
from Kellogg-HKUST in 2019. Chairman of the National Economic and Advisory Council from
2012 to 2016 and was an Economic Advisor to former President
Mr. Cyrus Pun (“Mr Pun”) သည္ တ႐ုုတ္နိုင္ငံတြင္ Hutchison Port Holdings ၏ U Thein Sein. Currently, he is serving as Senior Advisor to
ေတာင္တ႐ုုတ္ အေရာင္းအဝယ္ဌာန၊ ပို႔ကုန္လုပ္ငန္းကို စတင္လုပ္ကိုင္ခဲ့ပါသည္။ UMFCCI and Myanmar Rice Federation (MRF).
Mr. Pun သည္ SPA ကို ၂၀၀၇ ခုုနွစ္တြင္ စတင္ဝင္ေရာက္ခဲ့ၿပီး တ႐ုုတ္နိုင္ငံ
ဒါလီယန္႐ွိ ဘက္စံုသံုး အိမ္ရာေဖာ္ထုတ္တည္ေဆာက္ေရးလုုပ္ငန္းတြင္ ဦးေဆာင္ ဦးတင္ထြဋ္ဦး သည္ လက္႐ိွတြင္ Yoma Strategic ၏ လယ္ယာစီးပြားလုပ္ငန္း အုပ္စု
သည့္ အခန္းက႑တြင္ ပါဝင္ေဆာင္႐ြက္ခဲ့ပါသည္။ ၌ အႀကီးအကဲအျဖစ္ တာဝန္ထမ္းေဆာင္လ်က္႐ိွပါသည္။ သူသည္ လယ္ယာစိုက္
ပ်ိဳးေရးႏွင့္ ဆည္ေျမာင္းဝန္ႀကီးဌာန၊ စိုက္ပ်ိဳးေရးစီမံကိန္းဦးစီးဌာန၏ အၿငိမ္းစား
Memories Group ၏ အမႈေဆာင္အရာ႐ွိခ်ဳပ္ တာဝန္မထမ္းေဆာင္မီတြင္ သူ ၫႊန္ၾကားေရးမွဴးခ်ဳပ္တစ္ဦးလည္းျဖစ္သည္။ သူသည္ ကုလသမဂၢႏွင့္ နိုင္ငံတကာ
သည္ Yoma Strategic ကုမၸဏီ၏ အလုုပ္အမႈေဆာင္ ဒါ႐ိုက္တာျဖစ္ၿပီး ကုမၸဏီ အဖဲြ႕အစည္းမ်ားတြင္ ႏိုင္ငံသားႏွင့္ ႏိုင္ငံတကာအဆင့္ အတိုင္ပင္ခံတစ္ဦးအျဖစ္
အုုပ္စု၏ အိမ္ရာေဖာ္ထုတ္တည္ေဆာက္ေရးလုုပ္ငန္း အႀကီးအကဲအျဖစ္ ၂၀၁၂ လည္း ေဆာင္႐ြက္ခဲ့ပါသည္။ ဦးတင္ထြဋ္ဦး သည္ ၂၀၁၂ မွ ၂၀၁၆ ခုႏွစ္ထိ အမ်ိဳး
ခုုနွစ္မွ ၂၀၁၈ ခုုနွစ္အထိ တာဝန္ထမ္းေဆာင္ခဲ့ပါသည္။ Yoma Strategic ၏ အိမ္ သားစီးပြားေရးႏွင့္ လူမႈေရးအႀကံေပးေကာင္စီဥကၠ႒အျဖစ္ တာဝန္ထမ္းေဆာင္
ရာေဖာ္ထုတ္တည္ေဆာက္ေရးအႀကီးအကဲအျဖစ္ သူေနာက္ဆံုးေဖာ္ထုတ္ခဲ့ေသာ ခဲ့ၿပီး ႏိုင္ငံေတာ္သမၼတေဟာင္း ဦးသိန္းစိန္၏ စီးပြားေရးအႀကံေပးပုဂိၢဳလ္ျဖစ္ပါ
အိမ္ရာစီမံကိန္းမွာ တန္ဖိုးသင့္အိမ္ရာစီမံကိန္းက႑သို႔ တိုးခ်ဲ႕ျခင္းျဖစ္ပါသည္။ သည္။ လက္႐ိွတြင္ UMFCCI ႏွင့္ ျမန္မာနိုင္ငံ ဆန္စပါးအသင္းခ်ဳပ္တြင္ အႀကီး
သူသည္ လက္႐ွိတြင္ Yoma Strategic ၏ အလုုပ္အမႈေဆာင္မဟုုတ္ေသာ တန္းအႀကံေပးပုဂိၢဳလ္အျဖစ္ ထမ္းေဆာင္လ်က္႐ိွပါသည္။
ဒါ႐ိုက္ တာတစ္ဦးအျဖစ္ ဆက္လက္တာဝန္ယူေနဆဲ ျဖစ္ပါသည္။ သူသည္ ၂၀၀၃
ခုႏွစ္တြင္ London School of Economics မွ စီးပြားေရးဘြဲ႕ နွင့္ ၂၀၁၉ ခုနွစ္တြင္ MR. JEAN-MARIE IMPERORE
အမႈေဆာင္ စီးပြားေရး မဟာဘြဲ႔ကို Kellogg-HKUST မွ ရ႐ွိထားပါသည္။ MANAGING DIRECTOR | FMIDECAUX
Mr. Jean-Marie Imperore (“Mr. Imperore”) is currently the

STRATEGIC INVESTMENTS Managing Director of FMIDecaux. He has worked for 20 years at
JCDecaux. Since 2006, Mr. Imperore has been the Development
MR. BRAD RICHARD JONES and Operations Director at JCDecaux China, specifically in
CHIEF EXECUTIVE OFFICER | WAVE MONEY charge of the implementation of new projects, organisation,
and operations’ improvement. Mr. Imperore also held different
Mr. Brad Richard Jones (“Mr. Jones”) is the Chief Executive Officer posts in other countries. Between 2014 and 2018, he was the
of Wave Money, a role he has held for the last 4 years. Previously Managing Director of JCDecaux Mongolia. He holds a Master of
Mr. Jones headed mobile money and innovation for Visa in Asia Engineering from the University of Dijon in France.
Pacific, North Africa and the Middle East. Prior to Visa, Mr. Jones
was the founding Managing Director of Wing Cambodia, the first Mr. Jean-Marie Imperore သည္ လက္႐ိွတြင္ FMIDecaux ၏ မန္ေနးဂ်င္း
bank-led mobile money deployment in Asia. Mr. Jones has worked ဒါ႐ိုက္တာ ျဖစ္ပါသည္။ သူသည္ JCDecaux တြင္ ႏွစ္ေပါင္း(၂၀)ၾကာ တာဝန္
in the financial services sector for 18 years, and is well known in ထမ္းေဆာင္ခဲ့ၿပီး ၂၀ဝ၆ ခုႏွစ္မွစ၍ စီမံကိန္းအသစ္ ေဖာ္ထုတ္ေဆာင္႐ြက္ျခင္းႏွင့္
the emerging payments and mobile money industry as a delivery- ကုမၸဏီလုပ္ငန္းမ်ား တိုးတက္ေရးအတြက္ JCDecaux China တြင္ Development
focused executive. Mr. Jones holds a Bachelor of Commerce and Operations Director အျဖစ္ ထမ္းေဆာင္ခဲ့ပါသည္။ သူသည္ အျခားႏိုင္ငံ
from Griffith University in Australia, and post-graduate business မ်ားတြင္လည္း ရာထူးအမ်ိဳးမ်ိဳးျဖင့္ လုပ္ငန္းတာဝန္မ်ားကို လုပ္ေဆာင္လ်က္
qualifications from the University of Queensland. ႐ိွသည္။ ၂၀၁၄ ခုႏွစ္မွ ၂၀၁၈ ခုႏွစ္အတြင္း မြန္ဂိုလီယားႏိုင္ငံ႐ိွ JCDecaux တြင္
မန္ေနးဂ်င္း ဒါ႐ိုက္တာအျဖစ္ တာဝန္ထမ္းေဆာင္ခဲ့ပါသည္။ သူသည္ ျပင္သစ္ႏိုင္ငံ
Mr. Brad Richard Jones သည္ Wave Money ၏ အမႈေဆာင္အရာ႐ွိခ်ဳပ္ University of Dijon မွ အင္ဂ်င္နီယာ မဟာဘဲြ႕ရ႐ိွထားပါသည္။
ျဖစ္သည္။ ထိုရာထူးကို လြန္ခဲ့ေသာ (၄)ႏွစ္ကတည္းက စတင္တာဝန္ထမ္းေဆာင္

FY2019 GROUP FINANCIAL HIGHLIGHTS
MMK 279.7 b MMK 9.0 b

RECORD REVENUE NET PROFIT ATTRIBUTABLE TO EQUITY HOLDERS
Record revenue primarily driven Driven by strong gross profit and share of profit
by Financial Services business from associates
39.0%* 39.6%
FINANCIAL GEARING RATIO GROSS PROFIT MARGIN
Remains below the Group’s 40% Improved gross profit margins in both Financial
financial gearing target Services and Healthcare Services businesses
FY 2019 FY 2018 % CHANGE

FOR THE FINANCIAL YEAR (MMK ‘000)
Revenue 279,735,934 205,619,926 36.0%
Gross Profit 110,728,849 72,765,909 52.2%
Net Profit 14,443,389 24,777,453 (41.7%)
Net Profit attributable to Equity Holders 9,011,337 18,617,449 (51.6%)
Net Cash and Cash Equivalents 350,634,146 286,955,946 22.2%
Earnings per share (MMK per share) 338 746 (54.7%)
AS AT 31 MARCH 2019 (MMK ‘000)
Non-Controlling Interests 92,904,252 88,221,605 5.3%
Net Debt 1
119,051,822 84,541,033 40.8%
Total Capital2 306,197,602 271,105,976 12.9%
* Gearing
* Gearing ratio
ratio is calculated
is calculated asas net
Net debtdivided
Debt dividedbybyTotal
totalCapital
capital
1 Net
1
Net debt
Debt is is calculatedasasborrowings
calculated borrowings(excluding
(excludingloans
loansfrom
fromnon-controlling
non-controllinginterests)
interests)plus
plustrade
tradeand other payables less cash and cash
and other payables less cash and cash equivalents
equivalents
2 Total
2
TotalCapital
capitalisis calculated
calculated as
as net
net assets attributable to equity holders ofof the
the company
companyplusplusnet
netdebt
debt

OPERATIONAL & FINANCIAL REVIEW
GROUP OVERVIEW
The Group’s FY2019 financial results saw a revenue growth of The Group also saw a significant increase in its share of profit from
36.0% to MMK 279.7 billion from MMK 205.6 billion in FY2018. associates and joint ventures as it grew by 74.9% from MMK 11.7
The main driver of this revenue increase was due to a 36.5% billion in FY2018 to MMK 20.5 billion during FY2019. This growth
increase in Financial Services revenue from MMK 186.5 billion was mainly driven by fair value gains of investment properties
in FY2018 to MMK 254.5 billion in FY2019. This healthy revenue from Thanlyin Estate Development Limited and one-time profit
increase was contributed by Yoma Bank's growing loan book gained from Pun Hlaing Links Services Company Limited arising
as well as a gradual increase in fee income from its agriculture from a transfer of financial assets to Yangon Land Company
financing program, loan facilities, and hire-purchase products. Limited.
Similarly, the total revenue of the Healthcare business also
increased by 32.6% from MMK 18.8 billion in FY2018 to MMK The Group’s total net profit dropped by 41.7% to MMK 14.4
24.9 billion in FY2019. billion in FY2019 compared to MMK 24.7 billion in FY2018. As a
result of lower net profit coupled by higher average number of
Gross profit margin rose from 35.4% in FY2018 to 39.6% in shares outstanding in FY2019, earnings per share decreased by
FY2019 mainly due to Yoma Bank having an improved gross 54.7% from MMK 746 in FY2018 to MMK 338 in FY2019.
margin contributed by relatively lesser interest expenses
compared to revenue growth, while the Healthcare business The Group’s total current assets grew by 21.4% in FY2019.
maintained its gross profit margin constant. The main driver for this growth was contributed by Yoma
Bank’s loan book growth. On the liability side, the total current
Total Group expenses increased by 49.7% from MMK 69.9 billion liabilities for Group grew at 24.9% due to significant growth
in FY2018 to MMK 104.7 billion in FY2019, mainly due to higher in customer deposits at Yoma Bank. The Group’s equity grew
costs incurred for employee compensation and professional marginally at a rate of 1%, which is attributable to increased
fees amongst other cost items. Yoma Bank’s expansion and its retained earnings and non-controlling interest mainly coming
digital initiatives for the organisation were the main drivers in from Yoma Bank.
increasing professional fees.
REVENUE BREAKDOWN BY SECTORS
300
250
MMK Billion
200
150
100
50
-
FY2016-2017 FY2017-2018 FY2018-2019
Financial Services
Healthcare Services
Others (rental and dividend revenue)

KEY FINANCIAL HIGHLIGHTS
300300
250250
MMK billion
MMK billion
200200
150150
100100
Revenue
50 50
Gross Profit
- - Net Profit attributable
FY2016-2017
FY2016-2017 FY2017-2018
FY2017-2018 FY2018
FY2018 - FY2019
- FY2019 to Equity Holders
FMI ကုမၸဏီအုပ္စု၏ ၂၀၁၉ ခုႏွစ္အတြက္ ဘ႑ာေရးရလဒ္မ်ားမွာ ၂၀၁၈ ဘ႑ာႏွစ္တြင္ ၀င္ေငြက်ပ္ (၂၀၅.၆) ဘီလီယံမွ ၂၀၁၉ ဘ႑ာႏွစ္တြင္ က်ပ္(၂၇၉.၇)
ဘီလီယံအထိ ရ႐ွိခဲ့သည့္အတြက္ ၃၆% ျမင့္တက္ခဲ့ၿပီး ေကာင္းမြန္ေသာတုိးတက္မႈတစ္ခုကုိ ရ႐ွိခဲ့ပါသည္။ ထုိသို႔တုိးတက္ခဲ့မႈရ႐ွိခဲ့သည့္ အဓိကအေၾကာင္းရင္းမွာ ၂၀၁၈
ဘ႑ာႏွစ္တြင္ ဘ႑ာေရး၀န္ေဆာင္မႈလုပ္ငန္းမ်ားမွ ၀င္ေငြသည္ က်ပ္ (၁၈၆.၅) ဘီလီယံ႐ွိခဲ့ရာမွ ၂၀၁၉ ဘ႑ာႏွစ္တြင္ က်ပ္ (၂၅၄.၅) ဘီလီယံသုိ႔ ေရာက္႐ွိခဲ့ၿပီး
၃၆.၅% တုိးတက္ခဲ့ျခင္းေၾကာင့္ ျဖစ္ပါသည္။ ထုိသုိ႔ေကာင္းမြန္ေသာတုိးတက္မႈသည္ ႐ုိးမဘဏ္၏ ေခ်းေငြစာရင္းတုိးတက္လာမႈႏွင့္ စုိက္ပ်ဳိးေရးေခ်းေငြအစီအစဥ္မွ အ
တုိးရ႐ွိေငြ ပံုမွန္တုိးျမင့္လာျခင္း၊ ေခ်းေငြထုတ္ေပးမႈလြယ္ကူေခ်ာေမြ႕ျခင္းႏွင့္ အရစ္က်၀ယ္ယူမႈစနစ္ျဖင့္ ၀ယ္ယူျခင္းတို႔ေၾကာင့္ျဖစ္သည္။ အလားတူပင္ က်န္းမာေရးေစာင့္
ေ႐ွာက္မႈက႑မွ ၀င္ေငြသည္လည္း ၂၀၁၈ ဘ႑ာႏွစ္တြင္ က်ပ္ (၁၈.၈) ဘီလီယံမွ ၂၀၁၉ ဘ႑ာႏွစ္တြင္ က်ပ္ (၂၄.၉) ဘီလီယံရ႐ိွခဲ့သျဖင့္ ၃၂.၆% တုိးတက္ခဲ့ပါသည္။
FINANCIAL SERVICES HEALTHCARE

In Financial Services, Yoma Bank continues to focus on its In the Healthcare business, PHSH’s revenue grew mainly
commitment towards growing small and medium-sized due to a healthy increase in ancillary services revenue
businesses and strengthening of its digital capacity. The along with the increase in direct hospital services
introduction of Myanmar’s first digitised Home Loan and revenue from rising patient volume across inpatient and
Hire Purchase experience by the Bank enabled a more outpatient services.
efficient loan application experience for both employees
and customers and allowed the Bank’s performance to က်န္းမာေရးေစာင့္ေ႐ွာက္မႈက႑တြင္ PHSH ၏ ဝင္ေငြတိုးတက္လာျခင္း
grow in the long run. အေၾကာင္းအရင္းမွာ ေဆး႐ံု၏ ျဖည့္စြက္၀န္ေဆာင္မႈမ်ားႏွင့္ အျပင္လူနာ၊
အတြင္းလူနာဝန္ေဆာင္မႈမ်ား တိုးတက္လာမႈေၾကာင့္ ေဆး႐ံု၏တိုက္႐ိုက္
ဘ႑ာေရးဝန္ေဆာင္မႈက႑တြင္ ႐ိုးမဘဏ္သည္ အေသးစားနွင့္အလတ္ ဝန္ေဆာင္မႈမွ ရ႐ွိေသာဝင္ေငြသည္လည္း တိုးတက္လာျခင္း ျဖစ္ပါသည္။
စား စီးပြားေရးလုုပ္ငန္းမ်ားကို ဆက္လက္ေထာက္ပံ့မႈေပးရန္ သႏၷိ႒ာန္ခ်
ထားၿပီး ၎၏ ဒီဂ်စ္တယ္နည္းပညာစြမ္းရည္ကိုလည္း တိုးျမႇင့္ႏိုင္ေစရန္
ႀကိဳးပမ္းလ်က္႐ွိပါသည္။ ျမန္မာနုုိ္င္ငံတြင္ အိမ္ရာေခ်းေငြနွင့္ အရစ္က်
ဝယ္ယူမႈစနစ္တို႔ကို ဒီဂ်စ္တယ္နည္းပညာျဖင့္ေဆာင္႐ြက္ႏိုင္သည့္ ပထမ
ဦးဆံုး စတင္လုပ္ကိုင္သည့္ ဘဏ္တစ္ခုျဖစ္သည့္အတြက္ ဘဏ္ဝန္ထမ္း
မ်ားနွင့္ ျပည္သူမ်ားအတြက္ ပိုမိုအက်ိဳး႐ွိေသာအေတြ႕အႀကံဳကို ရ႐ွိႏိုင္ေစ
ၿပီး ေရ႐ွည္တြင္ဘဏ္၏စြမ္းေဆာင္ရည္ကို ျမင့္တက္လာႏိုင္ေစပါသည္။
YOMA BANK PUN HLAING SILOAM HOSPITALS

NET INTEREST REVENUE TOTAL REVENUE
300 300
90.0 80.6 30.0
250 250 24.9
MMK billion
MMK billion
80.0 25.0
200 70.0 200
MMK billion
18.8
MMK billion
60.0 49.0 20.0

150 50.0 150 14.7
15.0
40.0 32.5
100 30.0
100 10.0
50 20.0 50 5.0
10.0
- - - -
FY2016-2017 FY2016-2017
FY2017-2018
FY2017-2018 FY2018 - FY2019
FY2018 - FY2019 FY2016-2017 FY2016-2017
FY2017-2018
FY2017-2018 FY2018 - FY2019
FY2018 - FY2019

၀င္ေငြအေပၚအၾကမ္းအျမတ္အခ်ဳိးသည္ ၂၀၁၈ ဘ႑ာႏွစ္တြင္ ၃၅.၄% ႐ွိခဲ့ရာမွ အစြန္း ႏွင့္ Pun Hlaing Link Services Co., Ltd. မွ ရင္းႏွီးျမႇဳပ္ႏွံမႈတန္္ဖုိး မ်ားအား
၂၀၁၉ ဘ႑ာႏွစ္တြင္ ၃၉.၆% သို႔ တုိးတက္ခဲ့ပါသည္။ ဤသုိ႔တုိးတက္ရသည့္ အ Yangon Land Co., Ltd သုိ႔ လႊဲေျပာင္းျခင္းမွရ႐ွိေသာ တစ္ႀကိမ္သာရ႐ိွသည့္
ေၾကာင္းရင္းမွာ ႐ုိးမဘဏ္သည္ ၀င္ေငြတိုးတက္မႈႏွင့္ ႏိႈင္းယွဥ္လွ်င္ အတုိးေပးေငြ အျမတ္ေငြတုိ႔ ေၾကာင့္ျဖစ္ပါသည္။
အတြက္ သုံးစဲြေငြေလ်ာ့နည္းလာမႈေၾကာင့္ အၾကမ္းအျမတ္ေငြတုိးတက္လာျခင္း
နွင့္ တစ္ခ်ိန္တည္းမွာပင္ ပန္းလႈိင္စီလုံေဆး႐ုံသည္လည္း အၾကမ္းအျမတ္ကုိ ကုမၸဏီအုပ္စု၏ စုုစုေပါင္းအသားတင္ အျမတ္ေငြမွာ ၂၁၀၈ ဘ႑ာနွစ္တြင္ က်ပ္
ဆက္လက္ထိန္းသိမ္းထားႏုိင္ခဲ့ျခင္းတုိ႔ေၾကာင့္ ျဖစ္ပါသည္။ (၂၄.၇) ဘီလီယံ ႐ွိခဲ့ရာမွ ၄၁.၇% က်ဆင္း ၿပီး ၂၀၁၉ ဘ႑ာနွစ္တြင္ က်ပ္
(၁၄.၄) ဘီလီယံ ရ႐ွိခဲ့ပါသည္။ အသားတင္အျမတ္ေငြ ေလ်ာ့နည္းသြားျခင္းနွင့္
ကုမၸဏီအုပ္စု၏ စုစုေပါင္းအသုံးစရိတ္အေနျဖင့္ ၂၀၁၈ ဘ႑ာႏွစ္တြင္ က်ပ္ ပ်မ္းမွ်႐ွယ္ယာအေရအတြက္ ပိုမိုမ်ားျပားလာျခင္းတို႔ေၾကာင့္ ႐ွယ္ယာတစ္စု၀င္ေငြ
(၆၉.၉) ဘီလီယံမွ ၂၀၁၉ ဘ႑ာႏွစ္တြင္ က်ပ္ (၁၀၄.၇) ဘီလီယံသုိ႔ ၄၉.၇% မွာ ၂၀၁၈ ဘ႑ာေရးနွစ္တြင္ က်ပ္ (၇၄၆) ရ႐ိွၿပီး ၂၀၁၉ ဘ႑ာႏွစ္တြင္ က်ပ္
တုိးတက္ခဲ့ပါသည္။ အသံုးစရိတ္တိုးတက္လာရသည့္ အဓိကအေၾကာင္းအရင္းမွာ (၃၃၈) ရ႐ိွသျဖင့္ ၅၄.၇% က်ဆင္းခဲ့ပါသည္။
၀န္ထမ္းလစာအသုံးစရိတ္မ်ားနွင့္ ကၽြမ္းက်င္ပညာ႐ွင္မ်ား၏ အသုံးစရိတ္မ်ား
အတြက္ ပုိမုိက်ခံသုံးစဲြလာရျခင္းေၾကာင့္ ျဖစ္ပါသည္။ ႐ုိးမဘဏ္၏ ဘဏ္ခဲြမ်ား ကုမၸဏီအုပ္စု၏ စုစုေပါင္းလက္ငင္းရပုိင္ခြင့္မ်ားသည္ ၂၀၁၉ ဘ႑ာႏွစ္တြင္
တုိးခ်ဲ႕ျခင္းႏွင့္ ဒီဂ်စ္တယ္နည္းပညာဆုိင္ရာ အဆင့္ျမႇင့္တင္မႈမ်ားအတြက္ ကၽြမ္း ၂၁.၄% တုိးတက္ခဲ့ပါသည္။ ဤသုိ႔တုိးတက္မႈမွာ႐ုိးမဘဏ္၏ ဘဏ္ေခ်းေငြ
က်င္ပညာ႐ွင္မ်ား၏ အသုံးစရိတ္မ်ား ပုိမုိမ်ားျပားျခင္းကို ျဖစ္ေပၚေစခဲ့ပါသည္။ ပမာဏ တုိးတက္ခဲ့ျခင္းေၾကာင့္ျဖစ္သည္။ လက္ငင္းေပးရန္ တာ၀န္မ်ားမွာ ႐ုိးမ
ဘဏ္တြင္ အပ္ႏွံေငြမ်ားသိသာစြာ တုိးတက္ခဲ့မႈေၾကာင့္ ၂၄.၉% တုိးတက္ခဲ့ပါ
ကုမၸဏီအုပ္စုသည္ ၎၏အစုစပ္ကုမၸဏီမ်ားႏွင့္ ဖက္စပ္ကုမၸဏီမ်ားမွ ခဲြေ၀ သည္။ ကုမၸဏီအုပ္စု၏ ႐ွယ္ယာ႐ွင္မ်ား ပိုင္ဆိုင္မႈသည္ ႐ိုးမဘဏ္၏ အရန္ေငြ
ရ႐ွိေသာ အျမတ္ေငြမ်ားစြာ ျမင့္တက္လာသည္ကို ေတြ႕႐ွိရပါသည္။ ၂၀၁၈ ေၾကးပမာဏႏွင့္ ႐ိုးမဘဏ္၏ ထိန္းခ်ဳပ္၍မရေသာ ပိုင္ဆိုင္မႈမ်ားမ်ားျပားလာ
ဘ႑ာႏွစ္တြင္ က်ပ္ (၁၁.၇) ဘီလီယံမွ ၂၀၁၉ ဘ႑ာႏွစ္တြင္ က်ပ္ (၂၀.၅) ေသာေၾကာင့္ ယခုဘ႑ာေရးႏွစ္တြင္ ၁% သာ တိုးတက္လာခဲ့ပါသည္။
ဘီလီယံသုိ႔ ၇၄.၉% တုိးတက္ခဲ့ပါသည္။ ထုိတုိးတက္မႈကုိရ႐ွိေစသည့္ အဓိက
အေၾကာင္းရင္းမွာ Thanlyn Estate Development မွ ရင္းႏွီးျမႇဳပ္ႏွံမႈတန္ဖုိးမ်ား
အား ေစ်းကြက္တန္ဖုိးႏွင့္အညီ ျပန္လည္တန္ဖုိးသင့္ရာမွ ရ႐ွိလာေသာအျမတ္
REAL ESTATE TOURISM

In the Real Estate business, Yoma Land, expanded its real The Group’s investment in the Tourism sector has
estate offering with City Loft in FY2019, a new division of progressed well in terms of its asset base. Subsequent
modern affordable housing which represented a major to the end of FY2019, Memories Group acquired 15.28%
milestone for Yoma Land. in Strand Hotel International Limited, signifying the
business’s continuing efforts to actively expand its hotel
အိမ္ရာေဖာ္ထုတ္တည္ေဆာက္မႈက႑တြင္မူ Yoma Land သည္ ၂၀၁၉ portfolio and add more hotel management contracts.
ဘ႑ာနွစ္အတြင္း City Loft စီမံကိန္းျဖင့္ ၎၏ အိမ္ရာစီမံကိန္းမ်ားကို
ခ်ဲ႕ထြင္ခဲ့သည္။ ထိုအိမ္ရာစီမံကိန္းသည္ တန္ဖိုးသင့္ေခတ္မီ အိမ္ရာစီမံ ကုမၸဏီအုပ္စု၏ ခရီးသြားလုုပ္ငန္းက႑တြင္ မဟာဗ်ဴဟာေျမာက္ ရင္းနွီး
ကိန္းတစ္ခုျဖစ္ၿပီး ကုမၸဏီအုပ္စု၏ အိမ္ရာေဖာ္ထုတ္တည္ေဆာက္ေရး ျမႇဳပ္နွံမႈသည္လည္း ပိုင္ဆိုင္မႈမ်ား တိုးတက္မႈ႐ိွလာၿပီ ျဖစ္ပါသည္။
လုုပ္ငန္းအတြက္ ႀကီးမားေသာ ေအာင္ျမင္မႈတစ္ရပ္္ပင္ျဖစ္သည္။ ၂၀၁၉ ဘ႑ာႏွစ္အကုုန္ခန္႔တြင္ ကုမၸဏီအုပ္စုသည္ Strand Hotel
International Limited ၏ အစု႐ွယ္ယာ ၁၅.၂၈% ကို ဝယ္ယူခဲ့ၿပီး
ထိုအခ်က္က ဟုိတယ္ပိုင္ဆိုင္မႈမ်ားအားတိုးခ်ဲ႕ျခင္းနွင့္ ဟုိတယ္စီမံခန္႔ခဲြမႈ
ကန္ထ႐ုိက္စာခ်ဳပ္မ်ားကုိ ပုိမုိခ်ဳပ္ဆုိျခင္းျဖင့္ ဟုိတယ္လုပ္ငန္းတုိးခ်ဲ႕ေရး
ကို တက္ၾကြစြာလုပ္ေဆာင္လ်က္႐ွိသည္ကုိ ျပသလ်က္႐ွိပါသည္။
TOURISM ASSETS ADDED FROM MINORITY INTEREST

ACQUISITION OF STRAND HOTEL INTERNATIONAL LIMITED
• The Strand Hotel
• Inya Lake Hotel
• Hotel G Yangon
• The Strand Cruise

FMI’S KEY BUSINESSES
As at 31 March 2019
FINANCIAL SERVICES
YOMA BANK
Yoma Bank Limited 51.0%

WAVE MONEY
Digital Money Myanmar Limited 15.0%1
HEALTHCARE
PUN HLAING SILOAM HOSPITALS

Yoma Siloam Hospital Pun Hlaing Limited 60.0%
Pun Hlaing International Hospital Limited 60.0%
TOURISM
MEMORIES GROUP
Memories Group Limited 8.4%2
FMI focuses on Financial Services, Real Estate, Healthcare and Tourism sectors in Myanmar while
maintaining a portfolio of strategic investments. Across all its core businesses, FMI aims to contribute
towards nation building and the long-term economic development of Myanmar.
1
Including 5% owned by Yoma Bank (as a subsidiary of FMI)
2
Approximate
3
This is the ultimate interest upon satisfaction of certain conditions.
4
FMI has a 20% interest in the FMI City Gate project.

FMI သည္ ျမန္မာနိုင္ငံတြင္ ဘ႑ာေရးဝန္ေဆာင္မႈ၊ က်န္းမာေရးေစာင့္ေ႐ွာက္မႈ၊ အိမ္ရာေဖာ္ထုတ္တည္ေဆာက္ေရးႏွင့္ ခရီးသြား
လာေရးက႑တို႔ကို အဓိကထား အေကာင္အထည္ေဖာ္ ေဆာင္႐ြက္လ်က္႐ိွၿပီး အျခားမဟာဗ်ဴဟာေျမာက္ ရင္းႏီွးျမႇဳပ္ႏံွမႈမ်ားကို
လည္း စဥ္ဆက္မျပတ္ လုုပ္ကိုင္လ်က္႐ိွပါသည္။ FMI သည္ ယင္း၏ အဓိကစီးပြားေရးက႑ မ်ားမွတဆင့္ ျမန္မာနိုင္ငံ၏ စီးပြားေရး
ေရ႐ွည္ဖံြ႕ၿဖိဳးတိုးတက္ေစရန္ႏွင့္ နုုိင္ငံေတာ္တည္ေဆာက္ေရး လုုပ္ငန္းစဥ္မ်ားတြင္ ပါဝင္လုပ္ေဆာင္ရန္ ရည္႐ြယ္ထားပါသည္။
REAL ESTATE
STARCITY
Thanlyin Estate Development Limited 30.0%
THE PENINSULA YANGON

Peninsula Yangon Holdings Pte. Limited 6.0%
YOMA CENTRAL
Meeyahta Development Limited 12.0%3
Meeyahta International Hotel Limited 20.0%
ASSET HOLDINGS
PUN HLAING LINKS
Pun Hliang Links Services Company Limited 30.0%
FMI CITY GATE
FMI Development Group Limited 100.0%4
FMI GARDEN DEVELOPMENT
F.M.I Garden Development Limited 47.5%
FMI RIVERSIDE
FMI Riverside Development Limited 47.5%
KRIS PLAZA
LSC- FMI Company Limited 50.0%
STRATEGIC INVESTMENTS
FMIDECAUX
FMIDecaux Company Limited 40.0%
MYANMAR AGRI-TECH
Myanmar Agri-Tech Limited 30.0%
MTSH MYANMAR THILAWA SEZ

Myanmar Thilawa SEZ Holding Public Limited 1.7%2

FINANCIAL SERVICES
CATERING TO THE BANKING

NEEDS OF MYANMAR
In 2018, Yoma Bank went through a comprehensive
transformation, which included branch, cash management, and
digital transformation in order to provide a better experience
for its customers and increased returns for its shareholders.
The transformation was undertaken to future-proof the Bank
for years to come and to ensure long-term sustainability
through the systems and processes implemented.
BRANCH TRANSFORMATION
As consumer banking preferences evolve, it is important for loan application process at dealerships. These efficient digital
financial institutions to transform their banking services. In processes allow a faster and more efficient loan application
order to achieve this, Yoma Bank’s branch organisational experience for the Bank’s customers and is Myanmar’s first
structure has been simplified and standardised. It now aims digitised Home Loan and Hire Purchase experience.
to ensure that the right people with the right capabilities are
in the right roles. Selected employees have been brought CASH MANAGEMENT TRANSFORMATION
together and placed in dedicated sales and service teams
to better serve the Bank’s customers. Yoma Bank currently In FY2019, Yoma Bank’s Cash Management Department was
has 80 Home Loan Specialists dedicated to deliver the best able to reduce its cash in hand by half, which has enabled
home buying experiences, 80 SME Specialists committed to the Bank’s Treasury Department to deliver a higher return
growing Myanmar’s small and medium-sized businesses, and on income for the Bank’s assets. This has greatly contributed
410 Retail Sales Specialists ready to serve all other banking to the profitability of the Bank. This achievement was
needs. To enhance branch performance, 12 transaction-based delivered through advanced analytics and real time cash data
regions were transformed into 8 customer-focused sales and optimisation, changing of employees’ mindset, and committing
service-driven regions. In order to deliver the best customer to operational efficiencies.
experience, 20 processes were centralised to improve the Bank
branches’ efficiency. DIGITAL TRANSFORMATION
At Yoma Bank’s branches, the adoption of the new paper-less Yoma Bank’s digital footprint has increased significantly in
tablet-based onboarding application process has improved the FY2019. With more than 500,000 customers and 1 million
experience of both employees and customers. Concurrently, the monthly digital transactions, Yoma Bank is well positioned to
Bank launched a digital Hire Purchase Portal to streamline the be a leading digital bank in Myanmar. In August 2017, Yoma

Bank launched SMART, a digital banking product which allows Over 6,000 SMART Credit Business loans have been disbursed
users access to banking services 24/7 without the need to through this credit model as working capital for micro and small
visit a bank branch. SMART owners have a pre-configured businesses. SMART Credit Business customers are guided to
Wave Money account, giving them automatic access to all the follow healthy credit habits and provide on-time repayments.
features of Wave Money throughout the country. Since then,
SMART has over 250,000 users with approximately 1,000 new CORPORATE TRANSFORMATION
customers being added daily. SMART is evolving into a suite
of digital financial products and services designed to solve Subsequent to the end of the reporting financial year, IFC
everyday financial needs. With a strong focus on product of the World Bank Group had certain portions of its loan
design, Yoma Bank will continue to accelerate digitisation and converted into a 5% shareholding in Yoma Bank. This is the
financial inclusion. first foreign investment in a Myanmar bank. It not only signifies
the credibility of Yoma Bank in both local and international
A new digital, unsecured small loan product, “SMART Credit financial markets but also marks the confidence of foreign
Business” was introduced to Wave Money agents, the Union investors in the future growth of the Myanmar banking sector.
of Myanmar Travel Association members as well as other
small medium enterprises ("SMEs") to integrate into a larger FMI is confident in the direction that the Bank is heading and
supply chain. Yoma Bank believes that by serving small-scale the transformations it is making to provide better experiences
entrepreneurs, through partnerships with SMEs, it can help for customers.
strengthen the economy of Myanmar. For enhanced credit
scoring, Yoma Bank partnered with Experian to build an
algorithmic decision-making engine based on past transactions
and loan data to automate unsecured credit distribution.

႐ိုးမဘဏ္
႐ိုးမဘဏ္လီမိတက္သည္ သံုးစြဲသူျပည္သူမ်ားအား ပိုမိုေကာင္းမြန္ေသာ အေတြ႕ ႐ိုးမဘဏ္ခြဲမ်ားတြင္ ဝန္ထမ္းမ်ားႏွင့္ သံုးစြဲသူျပည္သူမ်ား ပိုမိုအဆင္ေျပေစရန္

အႀကံဳအသစ္မ်ား ရ႐ွိေစရန္ႏွင့္ ႐ွယ္ယာ႐ွင္မ်ား အက်ိဳးအျမတ္ပိုမိုရ႐ွိေစႏိုင္ရန္ စာ႐ြက္မသံုးဘဲ တက္ဘလတ္ကြန္ပ်ဴတာအသံုးျပဳၿပီး ေလွ်ာက္လႊာတင္သြင္းျခင္း
ဘဏ္ခြဲမ်ား၊ ေငြေၾကးကိုင္တြယ္ထိန္းသိမ္းမႈမ်ား၊ ဒီဂ်စ္တယ္နည္းပညာမ်ားပါဝင္ မ်ားကို ေဆာင္႐ြက္ေပးလ်က္႐ွိသည္။ တစ္ခ်ိန္တည္းမွာပင္ ခ်ိတ္ဆက္ထားေသာ
ေသာ ၿပီးျပည့္စံုသည့္ျပဳျပင္ေျပာင္းလဲျခင္းမ်ားကို ၂၀၁၈ ခုႏွစ္တြင္ ျပဳလုုပ္ခဲ့ပါသည္။ မိတ္ဖက္ဆိုင္မ်ားတြင္ ေခ်းေငြလုပ္ငန္းမ်ား ေခ်ာေမြ႕စြာေဆာင္႐ြက္နိုင္ရန္ ဒီဂ်စ္
ေျပာင္းလဲမႈ၏ အဓိကရည္႐ြယ္ခ်က္မွာ ေနာင္ႏွစ္ေပါင္းမ်ားစြာအထိ ေခတ္မီဆန္း တယ္ HP Portal ကို စတင္သံုးစြဲခဲ့ပါသည္။ ထိုဒီဂ်စ္တယ္ လုုပ္ငန္းစဥ္ႏွစ္ခုေၾကာင့္
သစ္နိုင္ေစရန္ ျဖစ္ပါသည္။ ထို႔ေၾကာင့္ ႐ိုးမဘဏ္၏ စနစ္ႏွင့္လုပ္ငန္းစဥ္မ်ားသည္ သံုးစြဲသူျပည္သူမ်ားအေနျဖင့္ လ်င္္ျမန္ထိေရာက္စြာ ဘဏ္ေခ်းေငြရယူနုိင္ၿပီး အိမ္
ေရ႐ွည္တည္တံ့ခုိင္ၿမဲေစရန္ စီမံေရးဆြဲထားျခင္းျဖစ္သည္။ ေခ်းေငြ (Home Loan) နွင့္ အရစ္က်စနစ္ျဖင့္ ပစၥည္းဝယ္ယူျခင္းတို႔ကို ျမန္မာ
နို္င္ငံတြင္ ဒီဂ်စ္တယ္နည္းပညာျဖင့္ ပထမဆံုးေဆာင္႐ြက္ႏိုင္ၿပီ ျဖစ္ပါသည္။
ဘဏ္ခြဲမ်ားျပဳျပင္ေျပာင္းလဲျခင္း
ဘဏ္ဝန္ေဆာင္မႈ သံုးစြဲသူမ်ား၏လိုအပ္ခ်က္မ်ား ေျပာင္းလဲလာမႈေၾကာင့္ ဘ႑ာ ေငြသားစီမံခန္႔ခြဲမႈကို ျပဳျပင္ေျပာင္းလဲျခင္း

ေရးအဖြဲ႕အစည္းမ်ားအေနျဖင့္ ၎တို႔ဘဏ္ခဲြမ်ား၏ ဝန္ေဆာင္မႈပံုစံမ်ားကို ျပဳျပင္
ေျပာင္းလဲရန္မွာ အေရးႀကီးပါသည္။ ထို႔ေၾကာင့္ ႐ိုးမဘဏ္အေနျဖင့္ အရည္အခ်င္း ၂၀၁၉ ဘ႑ာႏွစ္ ေငြသားစီမံခန္႔ခြဲမႈဌာန၏ ေငြသားကိုင္ေဆာင္မႈပမာဏကို ထက္
႐ွိသူမ်ားကို လူမွန္ေနရာမွန္ ခန္႔အပ္ထားႏိုင္ရန္ ဘဏ္ခဲြမ်ား၏ဖြဲ႕စည္းတည္ေဆာက္ ဝက္ေလ်ာ့ခ်နိုင္ခဲ့သည္။ ထို႔ေၾကာင့္ ႐ိုးမဘဏ္၏ ေငြတိုက္ဌာနသည္ ဘဏ္အ
ပံုကို ႐ိုး႐ွင္းၿပီးစနစ္က်ေအာင္ ျပန္လည္လုပ္ေဆာင္ခဲ့သည္။ ၎ဘဏ္ဝန္ထမ္းမ်ား တြက္ အက်ိဳးအျမတ္မ်ားစြာရ႐ွိေအာင္ စြမ္းေဆာင္ေပးႏိုင္သည္။ ေငြေၾကးဆိုင္ရာ
သည္ ႐ိုးမဘဏ္၏ေဖာက္သည္မ်ားကို အေကာင္းဆံုးဝန္ေဆာင္မႈမ်ားျဖင့္ လုပ္ အခ်က္အလက္သတင္းမ်ားကို အခ်ိန္ႏွင့္တစ္ေျပးညီသိ႐ွိျခင္း၊ ဝန္ထမ္းမ်ား၏ စိတ္
ေဆာင္ေပးလ်က္႐ွိသည္။ ယခုုအခါ အိမ္ေခ်းေငြဆိုင္ရာ ကၽြမ္းက်င္ဝန္ထမ္းေပါင္း သေဘာထား ေျပာင္းလဲလာေအာင္ လုပ္ေဆာင္ျခင္းႏွင့္ ထိေရာက္ေသာ လုပ္ငန္း
(၈၀) က အေကာင္းဆံုးအိမ္ဝယ္ယူျခင္း အေတြ႕အႀကံဳရ႐ွိေစရန္ လုုပ္ေဆာင္ေပး လည္ပတ္မႈတို႔ေၾကာင့္ ႐ိုးမဘဏ္၏ အျမတ္ဝင္ေငြ တိုးတက္လာခဲ့ျခင္းျဖစ္သည္။
လ်က္႐ွိၿပီး SME ကၽြမ္းက်င္ဝန္ထမ္းေပါင္း (၈၀) က ျမန္မာနိုင္ငံ ၏ အေသးစားနွင့္
အလတ္စား စီးပြားေရးလုုပ္ငန္း႐ွင္မ်ား ပြားမ်ားတိုးတက္လာေအာင္ႏွင့္ အျခား ဒီဂ်စ္တယ္ပိုင္းဆိုင္ရာ အသြင္ေျပာင္းျခင္း
ဘဏ္ဝန္ေဆာင္မႈမ်ားအတြက္ ကၽြမ္းက်င္ဘဏ္ဝန္ထမ္းေပါင္း (၄၁၀)တို႔ကေဆာင္
႐ြက္ေပးလ်က္႐ွိသည္။ ဘဏ္ခြဲမ်ား၏ စြမ္းေဆာင္ရည္ တိုးတက္ေစေရးအတြက္ ၂၀၁၉ ဘ႑ာနွစ္တြင္ ႐ိုးမဘဏ္၏ ဒီဂ်စ္တယ္နည္းပညာသံုးစြဲမႈသည္ သိသာ
ဌာနတြင္းလုုပ္ငန္းစဥ္ အဆင့္ဆင့္သြားရမည့္ေနရာ (၁၂)ခုုအစား ဘဏ္သို႔လာ စြာတိုးျမင့္လာခဲ့သည္။ သံုးစြဲသူျပည္သူေပါင္း (၅)သိန္းမွ ဒီဂ်စ္တယ္စနစ္ျဖင့္
ေရာက္သူမ်ားကို ဦးစားေပးၿပီး အေရာင္းနွင့္ဝန္ေဆာင္မႈမ်ားကို အေျချပဳေသာ လစဥ္ ေငြလႊဲေျပာင္းမႈေပါင္း (၁)သန္း၀န္းက်င္အထိ ျပဳလုုပ္လ်က္႐ွိေသာေၾကာင့္
ေနရာ (၈)ခုု ထားသည့္စနစ္ကို ေျပာင္းလဲထားၿပီးျဖစ္သည္။ ဘဏ္ခြဲမ်ား၏ စြမ္း ျမန္မာနုုိင္ငံ၏ ဒီဂ်စ္တယ္ဘဏ္လုပ္ငန္းတြင္ ဦးေဆာင္ရပ္တည္လ်က္ ႐ွိပါသည္။
ေဆာင္ရည္ကို ျမႇင့္တင္နုိင္ရန္ လုုပ္ငန္းစဥ္ (၂၀)ကို ဗဟိုမွ ထိန္းခ်ဳပ္ေဆာင္႐ြက္ ၂၀၁၇ ခုုႏွစ္၊ ၾသဂုုတ္လတြင္ ႐ိုးမဘဏ္၏ SMART အေကာင့္ကိုမိတ္ဆက္ခဲ့သည္။
လ်က္႐ွိပါသည္။

SMART အေကာင့္ေၾကာင့္ သံုးစြဲသူမ်ားသည္ ဘဏ္သို႔ကိုယ္တိုင္ သြား
ရန္မလိုဘဲ ဘဏ္၀န္ေဆာင္မႈကို အခ်ိန္မေ႐ြးရ႐ိွႏိုင္သည္။ SMART
အေကာင့္႐ိွသူမ်ားသည္ ႏိုင္ငံအႏွံ႐ိွ Wave Money ၀န္ေဆာင္မႈမ်ား
ကိုလည္း ရ႐ိွႏိုင္သည္။ ယခုအခါ SMART အေကာင့္ သံုးစြဲသူ (၂)
သိန္း (၅) ေသာင္းေက်ာ္အထိ႐ွိလာၿပီး သံုးစြဲသူအသစ္ အေယာက္
(၁,၀၀၀) ေက်ာ္ ေန႔စဥ္တိုးပြားလ်က္႐ွိပါသည္။ ႐ိုးမဘဏ္ SMART
အေကာင့္သည္ ဒီဂ်စ္တယ္နည္းပညာျဖင့္ ျပည္သူမ်ားအတြက္ ေန႔စဥ္
ဘ႑ာေရးလိုအပ္ခ်က္မ်ားကို ျဖည့္ဆည္းေပးလ်က္႐ွိသည္။ ႐ိုးမဘဏ္
သည္ ဒီဂ်စ္တယ္စနစ္တိုးျမႇင့္သံုးစဲြျခင္းနွင့္ လူတိုင္းလက္လွမ္းမီႏိုင္သည့္
ဘ႑ာေရးဝန္ေဆာင္မႈတစ္ခုကို ဆက္လက္အေကာင္အထည္ေဖာ္သြား
မည္ ျဖစ္ပါသည္။
လူတစ္ဦးစီ၏ ေခ်းေငြအဆင့္အတန္းကို သတ္မွတ္ႏိုင္ရန္ ႐ိုးမဘဏ္သည္

Experian ကုမၸဏီနွင့္မိတ္ဖက္ၿပီး ယခင္ေငြေၾကးလႊဲေျပာင္းမႈမ်ားႏွင့္
ေခ်းေငြအခ်က္အလက္မ်ားအေပၚအေျခခံ၍ အာမခံပစၥည္း မယူေသာ ေခ်း
ေငြကိစၥရပ္မ်ားကို အလိုအေလ်ာက္ ဆံုးျဖတ္ေပးႏိုင္သည့္ စနစ္ကိုေဖာ္
ထုတ္ခဲ့သည္။ ၎စနစ္ကုိအသုံးျပဳ၍ အေသးစား စီးပြားေရးလုုပ္ငန္းေပါင္း
(၆,၀၀၀) ေက်ာ္အတြက္ လိုအပ္သည့္ဘ႑ာေခ်းေငြမ်ားကိုထုတ္ ေပးႏိုင္
ခဲ့ပါသည္။ SMART Credit သည္ လြယ္ကူလ်င္ျမန္ စိတ္ခ်ရသည့္အျပင္
ေခ်းေငြေလွ်ာက္လႊာမ်ားကို အခ်ိန္ႏွင့္တစ္ေျပးညီစစ္ေဆးၿပီး ႐ံုးဖြင့္ရက္
တစ္ရက္အၾကာတြင္ ေလွ်ာက္ထားသူ၏ SMART အေကာင့္ထဲသို႔ ေခ်းေငြ
ထည့္သြင္းေပးပါသည္။ ထို႔ျပင္ SMART Credit ျဖင့္ ေခ်းေငြရယူထားသူမ်ား
ကို အေလ့အထေကာင္းမ်ားနွင့္ အခ်ိန္မွန္ေငြျပန္ေပးအပ္ျခင္းတို႔အတြက္
သင္ ၾကားေပးလ်က္႐ွိပါသည္။
ေကာ္ပုိရိတ္အသြင္ေျပာင္းလဲျခင္း
ဘ႑ာေရးႏွစ္ကုန္ဆုံးၿပီးေနာက္တြင္ ကမ ၻာ့ဘဏ္အုပ္စုမွ ႏုိင္ငံတကာ

ေငြေၾကးေကာ္ပုိေရး႐ွင္း (IFC) သည္ ႐ုိးမဘဏ္တြင္ အစု႐ွယ္ယာ ၅%
ထည့္၀င္ ရင္းႏွီးျမႇဳပ္ႏွံခဲ့ပါသည္။ ဤသုိ႔ရင္းႏွီးျမႇဳပ္ႏွံမႈသည္ ျမန္မာႏုိင္ငံ
ဘဏ္တစ္ခုတြင္ ႏုိင္ငံျခားဘဏ္တစ္ခုမွ ပထမဆုံး လာေရာက္ရင္းႏွီးျမႇဳပ္ႏွံ
ျခင္း ျဖစ္ပါသည္။ ယင္းမွာ ႐ုိးမဘဏ္၏ ဂုုဏ္သိကၡာကို ျပည္တြင္းႏွင့္ ႏုိင္ငံတ
ကာ ေငြေၾကးေစ်းကြက္တြင္ တိုးတက္ေစ႐ံုသာမကပဲ ျမန္မာ့ဘဏ္လုပ္ငန္း
သည္ အနာဂတ္ကာလတြင္ တုိးတက္လာမည္ဟု ႏုိင္ငံျခားရင္းႏွီးျမႇဳပ္ႏွံသူ
မ်ားက ယုံၾကည္မႈ႐ွိေၾကာင္းကို ျပသရာေရာက္ပါသည္။
သံုးစြဲသူျပည္သူမ်ားအား ပိုမိုေကာင္းမြန္ေသာ အေတြ႕အႀကံဳမ်ား ေပးအပ္

ႏိုင္ရန္နွင့္ ရင္းနွီးျမႇဳပ္ႏွံသူမ်ားအတြက္ အက်ိဳးစီးပြားပိုမိုျဖစ္ထြန္းေစရန္ အ
တြက္ ႐ိုးမဘဏ္၏ ျပဳျပင္ေျပာင္းလဲမႈမ်ားနွင့္ ဦးတည္ေနေသာလမ္းေၾကာင္း
အေပၚ FMI က အျပည့္အဝ ယံုၾကည္မႈ႐ွိပါသည္။

HEALTHCARE
STRIVING TO PROVIDE
INTERNATIONAL
QUALITY HEALTHCARE
IN MYANMAR
In 2014, Pun Hlaing International Hospital was transformed to a PHSH-branded hospital pursuant to a joint venture between FMI
and the Lippo Group. In April 2019, the Lippo Group’s shareholding was bought over by OUELH. OUELH is provides high-quality and
sustainable healthcare solutions through the acquisition, development, management and operations of healthcare facilities across
Asia. 1
SYSTEM TRANSFORMATION
In FY2019, PHSH focused on evolving a dedicated full-time Going forward, the hybrid model, with the right mix and balance
specialist model into a hybrid model comprising full-time of full-time and part-time service specialist doctors is expected
specialists and part-time service doctors in order to accelerate to accelerate the economic return both in terms of throughput
growth. With the hybrid model, PHSH will continue to increase and revenue generation capacity and capability across PHSH’s
the number of dedicated full-time specialist doctors as the core hospital and clinic network. The new partnership with OUELH is
nucleus across the nationwide network that will continue to set intended to bring added value and access to accelerate PHSH’s
the bar in clinical patient safety standards in the market. At the pipeline and strategic alliances. Within this environment, PHSH
same time, PHSH will also introduce an additional layer of part- is confident that its ‘hybrid specialist engagement’ model will
time service doctors that will widen and deepen the spectrum provide a robust and sustainable model to establish a ‘hub and
of clinical care across the continuum of care both horizontally spoke’ ecosystem across the country.
(from education, diagnosis to treatment) as well as vertically
(primary to tertiary). This dedicated full-time hybrid model also
applies to the fabric of PHSH’s institution, vis-à-vis its nursing
and allied health professionals, where the percentage of full-
time service specialists has increased from 25% to 85% in
FY2019.
1
http://www.ouelh.com/

SERVICE TRANSFORMATION
PHSH’s unique service delivery model is anchored and guided The revenue growth is primarily due to an increase in patient
by its vision to provide international quality healthcare in volume across inpatient and outpatient services, a testimony to
Myanmar. In July 2017, PHSH obtained the Joint Commission PHSH's ongoing commitment to build trust in the community
International Accreditation (“JCIA”), the gold-standard underpinned by quality patient care as well as state-of-the-art
accreditation in hospital certifications worldwide from Joint facilities and equipment.
Commission International. PHSH also aims to increase its
reach by building a nationwide ‘Hub and Spoke’ service The revitalisation process that PHSH went through was helpful
delivery model of health care services and facilities. To scale its in enhancing its reputation for innovative service models,
operations, PHSH also utilises a pricing mechanism that aims operating systems and facilities in the Myanmar healthcare
to provide equitable, affordable and accessible healthcare for market. PHSH will continue to invest in the development of
all socio-economic segments, and a holistic approach to deliver human capital across all levels of employees.
the 4 dimensions of health i.e. physical, spiritual, psychological
and social.
From an operational perspective, the use of hybrid specialists

and clinical service delivery model has allowed an improvement
in the performance of PHSH for FY2019. Consolidated gross
operating revenue increased by 33%, with outpatient revenue
growing 50% and inpatient revenue growing 33%.

ပန္းလိႈင္စီလံုေဆး႐ံု
၂၀၁၄ ခုုနွစ္တြင္ ပန္းလႈိင္ေဆး႐ံုကို FMI ႏွင့္ လစ္ပိုကုမၸဏီအုပ္စုတို႔ အက်ိဳးတူပူးေပါင္း၍ ပန္းလိႈင္စီလံုေဆး႐ံုအျဖစ္ အမည္ေျပာင္းလဲခဲ့ပါသည္။ ၂၀၁၉ ခုႏွစ္၊ ဧၿပီလတြင္
လစ္ပိုကုမၸဏီအုပ္စု၏ ႐ွယ္ယာမ်ားကို OUELH မွ ျပန္လည္၀ယ္ယူခဲ့သည္။ OUELH သည္ အာ႐ွတစ္၀န္း႐ိွ က်န္းမာေရးေစာင့္ေ႐ွာက္မႈက႑မ်ားတြင္ ႐ွယ္ယာ၀ယ္ယူျခင္း၊
ဖြံ႕ၿဖိဳးတိုးတက္ေအာင္လုပ္ေဆာင္ျခင္း၊ စီမံခန္႔ခြဲျခင္းႏွင့္ လုပ္ငန္းလည္ပတ္ျခင္းတို႔ျဖင့္ အရည္အေသြးျမင့္ၿပီး ေရ႐ွည္တြင္တည္တံ့မည့္ က်န္းမာေရးေစာင့္ေ႐ွာက္မႈ ေျဖ႐ွင္း
ခ်က္မ်ားကို ေပးအပ္လ်က္႐ိွသည္။ ၁
စနစ္ ျပဳျပင္ေျပာင္းလဲျခင္း
၂၀၁၉ ခုုႏွစ္တြင္ ပန္းလိႈင္စီလံုေဆး႐ံု၏ ေဆးကုုသမႈလုပ္ငန္းမ်ား အလ်င္အျမန္တိုး အစဥ္မ်ား၊ သူနာျပဳႏွင့္ အျခားက်န္းမာေရးဆုိင္ရာ ကၽြမ္းက်င္ပညာ႐ွင္မ်ားလည္း

တက္လာေစရန္ရည္႐ြယ္လ်က္ အထူးကုုဆရာဝန္မ်ား အခ်ိန္ျပည့္ထား႐ွိသည့္ ပါဝင္က်င့္သုံးေသာေၾကာင့္ ၂၀၁၉ ခုႏွစ္တြင္ အခ်ိန္ျပည့္၀န္ထမ္း ၂၅% မွ ၈၅%
စနစ္မွ ေပါင္းစပ္အသံုးျပဳသည့္စနစ္သို႔ တျဖည္းျဖည္းေျပာင္းလဲခဲ့ပါသည္။ ေပါင္း အထိ တုိးတက္လာၿပီျဖစ္သည္။
စပ္အသံုးျပဳသည့္စနစ္အရ နိုင္ငံတစ္ခုလံုး႐ွိ ေဆး႐ံုကြန္ရက္တစ္ခုလံုးတြင္
လူနာမ်ား၏ ေဆးကုုသမႈဆိုင္ရာစံနႈန္းမ်ား အဆင့္အတန္းျပည့္မီေစရန္အတြက္ အခ်ိန္ျပည့္နွင့္ အခ်ိန္ပိုင္း အထူးကုုဆရာဝန္မ်ားကို အခ်ိဳးညီစြာေပါင္းစည္းထားျခင္း
အေျခခံအားျဖင့္ အထူးကုုဆရာဝန္မ်ား အခ်ိန္ျပည့္႐ွိသည့္ စနစ္ဆက္လက္ထား ျဖင့္ PHSH ေဆး႐ံုနွင့္ ေဆးခန္းမ်ားတြင္ ဝင္ေငြတိုးပြားေစသည့္အျပင္ စြမ္း
႐ွိမည္ ျဖစ္ပါသည္။ တစ္ခ်ိန္တည္းမွာပင္ အခ်ိန္ပိုင္းဝန္ေဆာင္မႈေပးသည့္ ဆရာဝန္ ေဆာင္ရည္လည္း ျမင့္တက္လာမည္ျဖစ္သည္။ OUELH နွင့္ မိတ္ဖက္အသစ္ဖြဲ႕
မ်ားထား႐ွိသည့္စနစ္ကို ထပ္မံေပါင္းစပ္အသံုးျပဳသြားမည္ ျဖစ္ပါသည္။ ထိုစနစ္ စည္းခဲ့ျခင္းသည္ ေဆး႐ံုတန္ဖိုးကို ျမင့္တက္ေစၿပီး အျခားမဟာဗ်ဴဟာေျမာက္
အရ ေဆးကုုသမႈလုပ္ငန္းမ်ားနွင့္ပတ္သက္၍ ပညာေပးျခင္း၊ ေရာဂါ႐ွာေဖြျခင္း မိတ္ဖက္မ်ားႏွင့္လည္း ပိုမိုလြယ္ကူစြာ လုပ္ကိုင္ႏိုင္ေစသည္။ ထိုအေျခအေနမ်ိဳး
နွင့္ကုသျခင္း စသည့္ေဘးတုုိက္တိုးခ်ဲ႕ျခင္းနွင့္ အေျခခံအဆင့္မွ တတိယအဆင့္ တြင္ အခ်ိန္ပိုင္းႏွင့္ အခ်ိန္ျပည့္ အထူးကုပညာ႐ွင္မ်ားျဖင့္ ဖြဲ႕စည္းထားျခင္းျခင္း
အထိ အထက္ေအာက္ တိုးခ်ဲ႕ျခင္းမ်ားကို က်ယ္က်ယ္ျပန္႔ျပန္႔ လုုပ္ေဆာင္သြား သည္ ေရ႐ွည္တြင္အက်ိဳး႐ွိေစၿပီး ဝင္႐ိုးနွင့္ေဒါက္တိုင္စနစ္ကို နုုိင္ငံတစ္ဝန္းတြင္
နုုိင္မည္ ျဖစ္ပါသည္။ အထူးျပဳစနစ္အသစ္တြင္ PHSH ၏ ပညာေပးဆုိင္ရာ အစီ တည္ေဆာက္နိုင္မည္ဟု PHSH မွ ယံုၾကည္မႈအျပည့္႐ွိပါသည္။
၁
http://www.ouelh.com/

၀န္ေဆာင္မႈေျပာင္းလဲေပးျခင္း
ပန္းလိႈင္စီလုံေဆး႐ုံ (PHSH)၏ ရည္မွန္းခ်က္မွာ ျမန္မာႏိုင္ငံတြင္ နိုင္ငံတ

ကာအဆင့္အရည္အေသြး႐ွိ က်န္းမာေရးေစာင့္ေ႐ွာက္မႈကို ေပးအပ္လိုျခင္း
အေပၚတြင္အေျခခံၿပီး အမ်ားႏွင့္မတူေသာ ၀န္ေဆာင္မႈေပးသည့္ပုံစံကို
တည္ေဆာက္ထားပါသည္။ ၂၀၁၇ ခုုနွစ္၊ ဇူလိုင္လတြင္ PHSH သည္
Joint Commission International မွ ခ်ီးျမႇင့္သည့္ နိုင္ငံတကာအသိ
အမွတ္ျပဳ ေ႐ႊအဆင့္ Joint Commission International Accreditation
(JICA) ကို ရ႐ွိခဲ့ပါသည္။ နိုင္ငံတစ္ဝန္း က်ယ္ျပန္႔ေသာေနရာမ်ားအထိ
ေရာက္႐ွိရန္အတြက္လည္း “၀န္႐ုိးႏွင့္ေဒါက္တုိင္” ပုံစံ က်န္းမာေရးေစာင့္
ေ႐ွာက္မႈစနစ္ျဖင့္ ေဆး႐ုံကြန္ရက္ကုိ တုိးခ်ဲ႕တည္ေဆာက္ျခင္းျဖင့္ ျပည္သူ
မ်ား ေဆးကုသမႈခံယူရာတြင္ အဆင္ေျပလြယ္ကူစြာရယူနုိင္ရန္ ရည္႐ြယ္
ထားပါသည္။ PHSH သည္ လူမႈစီးပြားဆိုင္ရာ ကြဲျပားသည့္အဆင့္အတန္း
အားလံုးအတြက္ မွ်တမႈ႐ွိေရး၊ တတ္နိုင္ၿပီး လြယ္လင့္တကူရ႐ွိနုိင္သည့္
က်န္းမာေရးဝန္ေဆာင္မႈမ်ားကို ေပးနုုိင္ေရးတို႔အျပင္ ေဆးကုုသရာတြင္
႐ုုပ္ပိုင္းဆိုင္ရာ၊ ယံုၾကည္မႈဆိုင္ရာ၊ စိတ္ပညာပိုင္းဆိုင္ရာ၊ လူမႈေရးဆိုင္ရာ
စသည္မ်ားအားလံုး ၿခံဳငံုပါဝင္သည့္ ေဆးကုုသမႈစနစ္ကို က်င့္သံုးလ်က္
႐ွိပါသည္။
လုုပ္ငန္းလည္ပတ္မႈဆုိင္ရာ ႐ႈေထာ့င္မွၾကည့္ပါက ေပါင္းစပ္အသံုးျပဳသည့္

စနစ္သစ္ေၾကာင့္ ၂၀၁၉ ဘ႑ာႏွစ္သည္ ၂၀၁၈ ဘ႑ာႏွစ္ႏွင့္ ႏိႈင္း
ယွဥ္ပါက တုိးတက္မႈထပ္မံရ႐ွိခဲ့ပါသည္။ တစ္စုတစ္ေပါင္းတည္းေသာ
လုပ္ငန္းလည္ပတ္မႈ ၀င္ေငြသည္လည္း ၃၃% တုိးတက္ခဲ့ပါသည္။ PHSH
သည္ ၎၏အဓိက၀င္ေငြရလမ္းႏွစ္ခုျဖစ္သည့္ ျပင္ပလူနာမ်ားမွ ရ႐ွိေသာ
၀င္ေငြတုိးတက္မႈ ၅၀% ႏွင့္ အတြင္းလူနာမ်ားမွရ႐ွိေသာ ၀င္ေငြတုိးတက္မႈ
၃၃% တုိ႔ေၾကာင့္ ၀င္ေငြတုိးတက္ခဲ့ပါသည္။
ျပင္ပလူနာႏွင့္အတြင္းလူနာဦးေရ တုိးတက္လာျခင္း၊ လူ႔အသိုက္အဝန္း၏

ယံုၾကည္မႈရ႐ွိရန္ အရည္အေသြး၊ လူနာမ်ားေဘးကင္းလုံၿခဳံမႈ၊ ေခတ္မီေဆး
႐ုံသုံး ေထာက္ကူပစၥည္းကိရိယာမ်ား အသုံးျပဳျခင္းတို႔ေၾကာင့္ ဝင္ေငြတိုး
တက္ခဲ့ျခင္းျဖစ္သည္။
PHSH မွ လုုပ္ေဆာင္ခဲ့သည့္ ျပဳျပင္ေျပာင္းလဲမႈ လုုပ္ငန္းစဥ္မ်ားေၾကာင့္ ၎

၏ တီထြင္ဆန္းသစ္ေသာ ဝန္ေဆာင္မႈပံုစံ၊ လုုပ္ငန္းလည္ပတ္မႈစနစ္မ်ားနွင့္
ဝန္ေဆာင္မႈဆိုင္ရာ နာမည္ဂုဏ္သတင္းကို ျမန္မာနုုိင္ငံ၏ က်န္းမာေရး
ေစာင့္ေ႐ွာက္မႈေစ်းကြက္တြင္ ထင္ေပၚေစမည္ျဖစ္သည္။ PHSH သည္
ဝန္ထမ္းအဆင့္ဆင့္တိုင္းတြင္ လူ႔စြမ္းအားအရင္းအျမစ္ တိုးတက္ေစရန္
ဆက္လက္ရင္းနွီးျမႇဳပ္နွံသြားမည္ ျဖစ္သည္။

REAL ESTATE
BUILDING BETTER
COMMUNITIES FOR
THE FUTURE OF
MYANMAR
In 2018, Yoma Land was launched to unify the real estate MARKET TRANSFORMATION
business under one umbrella brand. Yoma Land set the
commitment to align with the Yoma Group’s mission to enter CITY LOFT
into a mass-market product offering with the intention of
catering to a much larger proportion of Myanmar’s population. In November 2018, Yoma Land expanded its real estate
offering with City Loft, a new division of modern urban housing
With a focus on township projects and the mission of “Building offering a competitive price point with mortgage financing of
Better Communities for the Future of Myanmar”, Yoma Land up to 25 years. The introduction of City Loft represents a major
is a leading property developer in Myanmar. Boasting one milestone, not only for Yoma Land but also for Myanmar’s real
of Myanmar’s largest landbanks, Yoma Land is transforming estate sector as a whole.
Yangon’s cityscape across three developments - StarCity, Yoma
Central (including The Peninsula Yangon) and Pun Hlaing Estate. The first City Loft development will be built on a 0.5 million
From urban residential developments to high-end luxury square feet master-planned site at StarCity. The total number
offerings, Yoma Land aims to build sustainable communities of units is approximately 1,400 units which will be launched in
that are attractive, safe and vibrant, while placing emphasis phases. Construction had commenced in April 2019 following
on innovative designs, building standards and product range. positive response for the initial launch.
In addition, Yoma Land has been working towards creating
a revenue stream model that balances between the sales The project will showcase the concept of affordable small
income from development properties and rental income from townships with commercial, communal and recreational areas,
investment properties. and is very much in line with Yoma Land’s wider mission - to
Build Better Communities for the Future of Myanmar.

YOMA CENTRAL AND THE PENINSULA YANGON
Yoma Central is Yoma Land's flagship project, which is built

on an approximately 10-acre site in the heart of downtown
Yangon. It is a mixed-use development designed by a
prominent architect, Cecil Balmond OBE, with ultra-modern
design that utilises environmentally sustainable architecture
and is expected to become a prominent feature of Yangon’s
skyline for years to come upon completion. It will feature
the Peninsula-branded luxury residences, two Grade A office
towers, a business hotel and serviced apartments, all of
which are connected seamlessly by a retail podium. With The
Peninsula brand’s renowned technology and refined elegance,
the Peninsula Residences Yangon offers a blend of historical
heritage and modern elements. The site will also be anchored
by the former headquarter of the Burma Railway Company,
which is being restored into The Peninsula Yangon, a luxury
hotel that will bring a new level of distinction to the Myanmar
hospitality scene. Guests will enjoy access to leisure facilities
and luxury retail boutiques as well as a full range of private
amenities.
OTHER PIPELINES
FMI continues to hold 30% interest in Pun Hlaing Links project,

47.5% interest in FMI Riverside Development project, 50%
interest in Kris Plaza project and 20% effective interest in FMI
City Gate project. The management is looking towards bringing
in innovative development plans to these projects which will be
STARCITY beneficial to wider communities as a whole.
StarCity is a 135-acre residential development in Thanlyin With more banks offering mortgages and the liberalisation of
Township and is the only large-scale residential development interest rate from the CBM, FMI believes that there may be a
near the Thilawa Special Economic Zone (“SEZ”). Located breakthrough in the real estate and property development
around 20 km southeast of Yangon, the Thilawa SEZ is a sector in Myanmar.
2,400-hectare piece of land in the Yangon Region which the
Myanmar Government has demarcated as an industrial area
to attract investment from multinational corporations and is
being developed progressively. StarCity is expected to feature
approximately 10,000 homes and 1.7 million square feet of
commercial space upon completion. Star City had sold more
than 2,000 apartments as at 31 March 2019.
As part of Yoma Land’s effort to build up its recurring rental

income and tap into the more robust serviced apartment
sector, 200 units in Galaxy Tower 2, Tower 4 and the remainder
of StarCity Zone C have been transformed from development
properties to investment properties. Yoma Land’s existing
rental driver is Star Residence, which is a popular rental option
for expatriates and multinational corporations.

YOMA LAND
၂၀၁၈ ခုႏွစ္တြင္ ကုမၸဏီအုပ္စု၏ အိိမ္ရာေဖာ္ထုတ္တည္ေဆာက္ေရး လုပ္ငန္းမ်ားအားလံုးကိုစုေပါင္း၍ Yoma Land ဟု သတ္မွတ္ခဲ့ပါသည္။ Yoma Land သည္ ကုမၸဏီ
အုပ္စု၏ ရည္မွန္းခ်က္ႏွင့္အညီ အမ်ားျပည္သူလက္လွမ္းမီႏိုင္သည့္ အိမ္ၿခံေျမစီမံကိန္းတစ္ခု ေဖာ္ထုတ္ေပးျခင္းျဖင့္ ျမန္မာျပည္သူအမ်ားစုအတြက္ အက်ိဳးျပဳႏိုင္ေအာင္
ေဆာင္႐ြက္သြားမည္။
ၿမိဳ႕နယ္တစ္ခုနွင့္တူေသာ အိမ္ရာစီမံကိန္းမ်ားကို အာ႐ံုစိုက္လုပ္ေဆာင္ၿပီး အနာဂတ္ျပည္သူမ်ားအတြက္ ပုိမုိေကာင္းမြန္ေသာ လူမႈ၀န္းက်င္အားတည္ေဆာက္ျခင္းဟူေသာ

ရည္႐ြယ္ခ်က္ျဖင့္ လုပ္ေဆာင္ေနသည့္ Yoma Land သည္ ျမန္မာနုုိင္ငံ၏ ထိပ္တန္းအိမ္ရာေဖာ္ထုတ္တည္ေဆာက္သည့္ ကုမၸဏီတစ္ခုျဖစ္ပါသည္။ Yoma Land သည္
ရန္ကုန္ၿမိဳ႕ကို အႀကီးစားအိမ္ရာစီမံကိန္း သံုးခုုျဖစ္ေသာ StarCity ၊ Yoma Central နွင့္ Pun Hlaing Estate တို႔ျဖင့္ ျပဳျပင္ေျပာင္းလဲမႈမ်ား ျပဳလုုပ္လ်က္႐ွိပါသည္။ ၿမိဳ႕ျပ
အိမ္ရာေဖာ္ထုတ္တည္ေဆာက္ေရးမွသည္ အဆင့္ျမင့္ဇိမ္ခံအိမ္ရာမ်ားအထိ Yoma Land သည္ ေဘးကင္းလံုၿခံဳၿပီး တက္ႂကြမႈ႐ွိ၍ ဆြဲေဆာင္မႈ႐ွိေသာ၊ ေရ႐ွည္တည္တံ့ခိုင္
ၿမဲသည့္ လူမႈအသိုက္အဝန္းမ်ားကို တည္ေဆာက္ရန္ရည္႐ြယ္ပါသည္။ တီထြင္ဖန္တီးမႈ႐ွိေသာ ဒီဇိုင္းမ်ား၊ အေဆာက္အအံုစံနႈန္းမ်ားနွင့္ အမ်ိဳးအစားစံုလင္ေသာ အိမ္ရာ
တိုက္ခန္းမ်ားကို အထူးအေလးထားတည္ေဆာက္ရန္လည္း ရည္႐ြယ္ပါသည္။ ထုိ႔ျပင္ Yoma Land သည္ ရင္းႏွီးျမႇဳပ္ႏွံထားသည့္ အိမ္ရာအေဆာက္အဦ ငွားရမ္းျခင္းႏွင့္
ေရာင္းခ်ျခင္းတို႔မွ ဝင္ေငြႏွစ္မ်ိဳးရ႐ွိေအာင္ လုပ္ေဆာင္သြားမည္ျဖစ္ပါသည္။
ေစ်းကြက္ ျပဳျပင္ေျပာင္းလဲျခင္း
City Loft StarCity
၂၀၁၈ ခုုနွစ္၊ ႏိုဝင္ဘာလတြင္ ကုမၸဏီအုပ္စုသည္ အိမ္ရာေဖာ္ထုတ္တည္ေဆာက္မႈ StarCity သည္ သန္လ်င္ၿမိဳ႕နယ္တြင္တည္႐ွိ၍ (၁၃၅) ဧက က်ယ္၀န္းၿပီး သီလ၀ါ
အသစ္တစ္ခုျဖစ္ေသာ ေခတ္မီ City Loft အိမ္ရာစီမံကိန္းအသစ္ကို တန္ဖိုးသင့္ၿပီး အထူးစီးပြားေရးဇုန္ (SEZ) အနီးအနား႐ွိ တစ္ခုတည္းေသာ အႀကီးဆုံးအိမ္ရာစီမံ
(၂၅) ႏွစ္အထိ အိမ္ရာေခ်းေငြရယူနိုင္ေသာ ေငြေပးေခ်မႈပံုစံျဖင့္ စတင္မိတ္ဆက္ ကိန္းတစ္ခုျဖစ္ပါသည္။ ရန္ကုန္ၿမိဳ႕၏ အေ႐ွ႕ေတာင္ဘက္ ကီလိုမီတာ (၂၀)ခန္႔
ခဲ့ပါသည္။ City Loft စီမံကိန္းသည္ Yoma Land အတြက္သာမက ျမန္မာႏုိင္ငံ အကြာတြင္တည္႐ွိေသာ သီလဝါအထူးစီးပြားေရးဇုုန္ (SEZ) သည္ ေျမဟက္တာ
အိမ္ၿခံေျမက႑ တစ္ခုလံုးအတြက္လည္း အေရးပါသည့္မွတ္တုိင္တစ္ခုျဖစ္သည္။ (၂,၄၀၀) က်ယ္ဝန္းၿပီး နုုိင္ငံျခားရင္းနွီးျမႇဳပ္နွံမႈမ်ားကို ဆြဲေဆာင္နုိင္ရန္ ျမန္မာ
အစိုးရမွ စက္မႈဇုန္ဧရိယာအျဖစ္ သတ္မွတ္ထားေသာေနရာတစ္ခု ျဖစ္ပါသည္။
ပထမ City Loft စီမံကိန္းကို StarCity ၏ (၀.၅) သန္း စတုုရန္းေပ႐ွိေသာ StarCity အိမ္ရာကုိ ေဆာက္လုပ္မႈ ၿပီးစီးခ်ိန္တြင္ အိမ္ခန္းေပါင္း (၁၀,၀၀၀) ခန္႔ႏွင့္
ေျမေနရာတြင္ တည္ေဆာက္မည္ ျဖစ္ပါသည္။ တိုက္ခန္း စုုစုေပါင္း (၁,၄၀၀) ကို စီးပြားေရးလုပ္ငန္းမ်ားအတြက္ ဧရိယာစတုရန္းေပ (၁.၇)သန္းထိ ႐ွိလာမည္ဟု
အဆင့္မ်ားခြဲၿပီး တည္ေဆာက္သြားပါမည္။ ကနဦးေရာင္းခ်မႈမ်ားတြင္ ေကာင္းမြန္ ခန္႔မွန္းထားပါ သည္။ ၂၀၁၉ ခုုႏွစ္၊ မတ္လ (၃၁)ရက္ေန႔ အခ်က္အလက္မ်ားအရ
ေသာရလဒ္မ်ား ထြက္ေပၚလာခဲ့ေသာေၾကာင့္ ေဆာက္လုပ္ေရး လုုပ္ငန္းမ်ားကို StarCity တြင္ တိုက္ခန္းေပါင္း (၂,၀၀၀) ေက်ာ္ကို ေရာင္းခ်ၿပီးျဖစ္ပါသည္။
၂၀၁၉ ခုႏွစ္၊ ဧၿပီလတြင္ စတင္ေဆာက္လုပ္ခဲ့ပါသည္။
Yoma Land သည္ ေရ႐ွည္တြင္ ဝန္ေဆာင္မႈေပးသည့္ တိုက္ခန္းမ်ားမွ ငွားရမ္းခ
ထိုစီမံကိန္းသည္ တန္ဖိုးသင့္အိမ္ရာစီမံကိန္းျဖစ္ၿပီး စီးပြားေရးသံုးေနရာမ်ားႏွင့္ ဝင္ေငြမ်ားရ႐ွိရန္ Galaxy Tower 2 ၊ Tower 4 နွင့္ StarCity Zone C တို႔႐ွိ ေရာင္း
အပန္းေျဖေနရာမ်ား ပါ႐ိွသျဖင့္ အနာဂတ္ျပည္သူမ်ားအတြက္ ပိုမိုေကာင္းမြန္ေသာ ရန္က်န္႐ွိေနေသာအခန္းမ်ားကို အိမ္ရာေဖာ္ထုတ္တည္ေဆာက္ေရး လုုပ္ငန္းမွ
လူမႈဝန္းက်င္အားတည္ေဆာက္ျခင္းဟူသည့္ Yoma Land ၏ ရည္မွန္းခ်က္ႏွင့္ ရင္းနွီးျမႇဳပ္နွံမႈလုပ္ငန္းအျဖစ္သို႔ ေျပာင္းလဲခဲ့သည္။ Yoma Land ၏ Star
လည္း ကိုက္ညီမႈ႐ိွသည္။ Residence သည္ ႏုုိင္ငံတကာေကာ္ပိုေရး႐ွင္းမ်ားနွင့္ ႏုုိင္ငံျခားကၽြမ္းက်င္ပညာ႐ွင္
မ်ားအၾကား ေရပန္းစားေနသည့္အတြက္ လက္႐ွိတြင္ ငွားရမ္းခဝင္ေငြကို အဓိက
႐ွာေဖြေပးေနေသာ အိမ္ရာတစ္ခုျဖစ္သည္။

Yoma Central နွင့္ The Peninsula Yangon
Yoma Central သည္ ကုမၸဏီအုပ္စု၏ အထင္ကရအိမ္ရာစီမံကိန္း တစ္ခု

ျဖစ္ၿပီး ရန္ကုန္ၿမိဳ႕လယ္ေခါင္႐ွိ ေျမ (၁၀)ဧကေပၚတြင္ တည္ေဆာက္
သြားမည္ျဖစ္သည္။ နာမည္ေက်ာ္ ဗိသုကာပညာ႐ွင္ “Cecil Balmond
OBE” မွ ဒီဇုိင္းေရးဆဲြထားၿပီး သဘာဝပတ္ဝန္းက်င္နွင့္ လိုက္ေလ်ာညီေထြ
မႈ႐ွိေသာ ဗိသုကာဒီဇိုင္းျဖင့္ ဖန္တီးထားသည့္ ယင္းစီမံကိန္းသည္ ဘက္
စုံသုံး စုေပါင္းအိမ္ရာတည္ေဆာက္ေရး စီမံကိန္းတစ္ခုျဖစ္ပါသည္။ စီမံ
ကိန္းၿပီးစီးသြားခ်ိန္တြင္ ရန္ကုန္ၿမိဳ႕၏ နာမည္ႀကီးေနရာတစ္ခု ျဖစ္လာ
မည္ဟု ေမွ်ာ္လင့္ထားသည္။ ယင္းစီမံကိန္းတြင္ Peninsula အမွတ္
တံဆိပ္ဇိမ္ခံလူေနအိမ္ခန္းမ်ား၊ Grade A အဆင့္႐ွိ ႐ုံးခန္းမ်ားပါဝင္ေသာ
တာဝါ (၂)ခု၊ ဟုိတယ္တစ္လုံးႏွင့္ ၀န္ေဆာင္မႈမ်ားပါ႐ွိေသာ လူေနအိမ္
ခန္းမ်ားပါ႐ွိၿပီး ယင္းအေဆာက္အအံုအားလံုးကို လက္လီအေရာင္းဆိုင္ခန္း
တြဲတစ္ခုႏွင့္ ဆက္စပ္ေပါင္းကူးထားမည္ျဖစ္သည္။ ဤစီမံကိန္းေနရာ႐ွိ
မီးရထား႐ံုးခ်ဳပ္အေဟာင္းကို The Peninsula Yangon အမည္႐ွိ
ေခတ္မီ ဇိမ္ခံဟိုတယ္အျဖစ္ ျပဳျပင္တည္ေဆာက္သြားမည္ျဖစ္ၿပီး ျမန္မာ
ဟိုတယ္က႑၏ အဆင့္အတန္းအသစ္တစ္ရပ္ကို ျမင္ေတြ႕ၾကရမည္ ျဖစ္
သည္။ ေနထိုင္သူမ်ားအေနျဖင့္ အပန္းေျဖ၀န္ေဆာင္မႈမ်ား အဆင့္ျမင့္ေစ်း
၀ယ္စင္တာႏွင့္ အျခား၀န္ေဆာင္မႈမ်ားကို ရ႐ိွမည္ျဖစ္သည္။ Peninsula
အမွတ္တံဆိပ္၏ နာမည္ေက်ာ္နည္းပညာနွင့္ ခ့ံညားထည္ဝါမႈမ်ားျဖင့္
Peninsula Residence Yangon ကို ေ႐ွးေဟာင္းသမိုင္းဝင္အေမြအႏွစ္
မ်ားနွင့္ ေခတ္မီအစိတ္အပုုိင္းမ်ားကို မွ်တစြာေပါင္းစပ္ၿပီး တည္ေဆာက္
သြားမည္ျဖစ္သည္။
အျခားေသာ စီမံကိန္းမ်ား
FMI သည္ Pun Hlaing Links စီမံကိန္းတြင္ ၃၀%၊ FMI Riverside

Development စီမံကိန္းတြင္ ၄၇.၅%၊ Kris Plaza စီမံကိန္းတြင္ ၅၀%၊
FMI City Gate စီမံကိန္းတြင္ ၂၀% အသီးသီး ဆက္လက္ပိုင္ဆိုင္လ်က္
႐ွိပါသည္။ စီမံခန္႔ခြဲမႈအဖြဲ႕က တီထြင္ဖန္တီးမႈမ်ားကုိ အေျချပဳလ်က္
အဆိုပါစီမံကိန္းမ်ားအား ဖြံ႕ၿဖိဳးတိုးတက္ေစရန္ ေဆာင္႐ြက္လ်က္႐ွိၿပီး ပိုမို
က်ယ္ျပန္႔ေသာ လူမႈ႕အသိုက္အဝန္းအတြက္ အက်ိဳးေက်းဇူးမ်ား ျဖစ္ထြန္း
နိုင္ေစရန္ ရည္႐ြယ္ပါသည္။
ဘဏ္အမ်ားစုသည္ ယခုုအခါတြင္ အိမ္ေခ်းေငြမ်ားထုုတ္ေပးေနၿပီး ျမန္မာ

ႏုုိင္ငံေတာ္ဗဟိုဘဏ္ကလည္း အတိုးနႈန္းမ်ားကို ေျဖေလ်ာ့ေပးေနသျဖင့္
ျမန္မာနုုိင္ငံ၏ အိမ္ရာေဖာ္ထုတ္တည္ေဆာက္ေရးက႑သည္ မၾကာမီ
အနာဂတ္ကာလတြင္ ေနာက္ထပ္တဖန္ တ႐ွိန္ထိုးတိုးတက္လိမ့္မည္ဟု
FMI က ယံုၾကည္ပါသည္။ လာမည့္နွစ္အတြင္း ႀကီးမားေသာေျပာင္းလဲတိုး
တက္မႈတစ္ခု ျဖစ္ေပၚလာလိမ့္မည္ဟု FMI က ေမွ်ာ္လင့္လ်က္႐ိွသည္။

TOURISM
TO BE THE FIRST-CHOICE
IN CREATING WARM AND
GENUINE MEMORIES OF
MYANMAR AND BEYOND
Memories Group operates an “Integrated Tourism Platform” in Myanmar with a combination of Hotels, Experiences
and Services on offer which enables a seamless, one-of-a-kind experience aimed at creating lasting memories for its
customers. Memories Group sets its sight on being Myanmar’s leading tourism company in providing an unparalleled
customer experience, backed by best-in-class operational excellence in all sectors that it operates in.
EXPERIENCES
DISCOVER MYANMAR'S ENCHANTING BEAUTY
BALLOONS OVER BAGAN, BALLOONS OVER INLE & BALLOON SAFARIS BURMA BOATING
Long considered an iconic Myanmar tourism experience, Burma Boating creates sensational sailing expeditions
Balloons Over Bagan’s famous burgundy coloured in southern Myanmar, providing the ultimate way to
balloons have been offering tourists a unique perspective explore the many uncharted islands of the Mergui
on Myanmar and its people for the past 20 years. With Archipelago. It owns and operates the 85-foot, four-
14 balloons now flying, Memories Group is the largest cabin Meta IV yacht and has partnership arrangements
commercial hot-air balloon operator in Myanmar. with several other yachts to offer a wide range of charter
options including private charter.
The brand has been rated ‘excellent’ on TripAdvisor by

many explorers and has been featured in renowned
travel magazines and publications such as National
Geographic Traveler, Travel+Leisure, Condé Nast
Traveller and DestinAsian.

HOTELS locations in regions previously unfamiliar to international
travellers. With in-depth knowledge of the local landscape
EXPERIENCE INCREDIBLE MYANMAR HOSPITALITY and global experience in hospitality, Memories Travel is
AMIDST MODERN COMFORTS committed to ensuring that every detail of an itinerary,
from transportation, logistics, cultural experiences to
Memories Group has developed and will continue to recreational activities, is handled with care and attention
develop new and exciting hotels, resorts and lodges so that its customers can fully immerse themselves and
throughout the country’s major tourist and business truly experience the Myanmar way of life.
destinations. A new initiative includes managing hotels
and resorts for owners who are looking to streamline STRATEGIC OUTLOOK
their operations and benefit from Memories Group’s
management expertise. Subsequent to the end of financial year, Memories Group
had acquired a 15.28% shareholding in Strand Hotel
Memories Group will continue actively looking to expand International Limited which holds a 50% interest in three
its hotel portfolio through the acquisition of well-located renowned hotels in Yangon, namely Strand Hotel, Inya
hotels and the addition of more hotel management Lake Hotel and Hotel G (formerly Thamadda Hotel). With
contracts. this acquisition, Memories Group's interest in Myanmar
tourism sector is further expanded and deepened.
SERVICES
FMI believes that the Memories Group's strategic
CAPTIVATE HEARTS, CREATE MEMORIES approach to drive Myanmar tourism market is going in the
right direction and expects that it will bring sustainable
Memories Travel (Asia Holidays Travels & Tours Company results in the long-run.
Limited) comprises travel and destination management.
It creates itineraries for travellers to explore new

AWEI METTA
YANGON, JAN 2019
KEINNARA LOIKAW
LOIKAW, MAY 2018

AWEI PILA
MERGUI ARCHIPELAGO, DEC 2018
HOTEL SUGGATI
MAWLAMYAING,DEC 2018

Memories Group
Memories Group သည္ ၎၏ လက္ေအာက္ခံကုမၸဏီမ်ားနွင့္ ကၽြမ္းက်င္မိတ္ဖက္အဖြဲ႕အစည္းမ်ား၏ ဝန္ေဆာင္မႈမ်ားကိုစုစည္းၿပီး ခရီးသြားျပည္သူမ်ားအတြက္

သူမတူထူးျခားေသာ အေတြ႕အႀကံဳမ်ားကို ဖန္တီးေပးႏိုင္သည့္ ဟိုတယ္ႏွင့္ ဇိမ္ခံခရီးသြားကုမၸဏီ ျဖစ္ပါသည္။ ဟိုတယ္မ်ား၊ အေတြ႕အႀကံဳမ်ားႏွင့္ ဝန္ေဆာင္မႈအစ႐ွိသည့္
လုပ္ငန္းအပိုင္း (၃)ခုကို ပူးေပါင္းထားသည့္ Memories Group သည္ ၎၏လုပ္ငန္းမ်ား၊ အရင္းအျမစ္မ်ားႏွင့္ စြန္႔ဦးတီထြင္မႈျဖင့္ ျမန္မာႏိုင္ငံ၏ ထိပ္တန္းခရီးသြားလုပ္ငန္း
ကုမၸဏီတစ္ခုျဖစ္လာေအာင္ လုပ္ေဆာင္သြားမည္။
ထူးျခားေသာ အေတြ႕အႀကံဳအသစ္မ်ားေပးျခင္း ဟိုတယ္မ်ား
Balloons Over Bagan ၊ Balloons Over Inle ႏွင့္ Balloon Safaris ေခတ္မီဇိ္မ္ခံမႈမ်ားၾကားက တစ္မူထူးျခားေသာ အေတြ႕အႀကဳံကုိေပးမည့္
ျမန္မာႏုိင္ငံရဲ႕ ဧည့္၀တ္ေက်ပြန္မႈ
ျမန္မာနိုင္ငံ၏ ထင္႐ွားသည့္ ခရီးသြားလာေရး အေတြ႕အႀကံဳမ်ားဟုု သတ္မွတ္ခံ
ထားရသည့္ Balloons Over Bagan ၏ နာမည္ေက်ာ္ အနီေရာင္မိႈင္းမိႈင္းမိုးပ်ံ Memories Group သည္ စိတ္လႈပ္႐ွားေပ်ာ္႐ႊင္ဖြယ္ရာကာင္းေသာ ဟိုတယ္မ်ား
ပူေဖာင္းႀကီးမ်ားသည္ လြန္ခဲ့ေသာႏွစ္ေပါင္း (၂၀)ေက်ာ္အတြင္း ျမန္မာႏုုိင္ငံ၏ နွင့္ အနားယူအပန္းေျဖစခန္းမ်ားကို ႏိုင္ငံ၏အဓိကခရီးသြားလာမႈမ်ားေသာ ေနရာ
ထူးျခားေသာ ႐ႈျမင္ကြင္းမ်ားကို ခရီးသြားမ်ားခံစားႏိုင္ရန္ ေဆာင္႐ြက္ေပးလ်က္႐ွိ မ်ားႏွင့္ စီးပြားေရးအခ်က္အခ်ာက်ေသာေနရာမ်ားတြင္ ဆက္လက္၍ ေဖာ္ထုတ္
ပါသည္။ ယခုုအခါ မိုးပ်ံပူေဖာင္းေပါင္း (၁၄)ခုုျဖင့္ ပ်ံသန္းလ်က္႐ွိသည့္ Memories တည္ေဆာက္သြားမည္ျဖစ္ပါသည္။ Memories Group ၏ လုပ္ေဆာင္မႈအသစ္
Group သည္ ျမန္မာနုုိင္ငံတြင္ အႀကီးမားဆံုးစီးပြားျဖစ္ မိုးပ်ံပူေဖာင္း လုုပ္ငန္းလုုပ္ တစ္ခုမွာ Memories Group ၏ အုပ္ခ်ဳပ္မႈဆိုင္ရာ ကၽြမ္းက်င္မႈမ်ားကုိ အလို႐ွိသူ
ကိုင္သူျဖစ္ပါသည္။ မ်ားအတြက္ ၎တို႔၏ ဟိုတယ္နွင့္အပန္းေျဖစခန္းလုုပ္ငန္းမ်ားကုိ ကိုယ္စားတာ
ဝန္ယူလည္ပတ္ေဆာင္႐ြက္ေပးျခင္း ျဖစ္ပါသည္။
Burma Boating
Memories Group သည္ ၎၏ ဟိုတယ္ပိုင္ဆိုင္မႈမ်ားကို ဆက္လက္တုိးခ်ဲ ႔ႏိုင္ရန္
ျမန္မာႏုုိင္ငံေတာင္ဘက္စြန္းတြင္ ႐ြက္လႊင့္အေတြ႕အႀကံဳမ်ားကို ေပးအပ္လ်က္႐ွိ အတြက္ လုုပ္ငန္းအေနအထား ေကာင္းမြန္ေသာ ေနရာမ်ားတြင္တည္႐ွိသည့္
ေသာ Burma Boating အေပ်ာ္ခရီးသြား ႐ြက္လႊင့္လုပ္ငန္းသည္ ၿမိတ္ကၽြန္းစုု ဟိုတယ္မ်ားကိုဝယ္ယူရန္နွင့္ ဟိုတယ္စီမံခန္႔ခြဲမႈစာခ်ဳပ္မ်ား ထပ္မံခ်ဳပ္ဆိုႏိုင္ရန္
အတြင္း ယခင္က လူသူမသိေသးေသာ မ်ားျပားလွေသာကၽြန္းမ်ားကို ေလ့လာစူး အတြက္ တက္ႂကြစြာေဆာင္႐ြက္လ်က္႐ွိပါသည္။
စမ္းနုုိင္သည့္ အေကာင္းဆံုးနည္းလမ္းပင္ ျဖစ္ပါသည္။ (၈၅) ေပ အ႐ွည္႐ွိေသာ
ေလးခန္းတြဲပါ Meta IV ႐ြက္ေလွတစ္စီးကို ေျပးဆြဲလ်က္႐ွိၿပီး သီးသန္႔ခရီးစဥ္
အပါအဝင္ အမ်ိဳးမ်ိဳးေသာခရီးစဥ္မ်ားကို အျခားေသာ႐ြက္ေလွမ်ားႏွင့္ မိတ္ဖက္
သေဘာတူညီခ်က္မ်ား ျပဳလုုပ္ထားၿပီး ဝန္ေဆာင္မႈေပးလ်က္႐ွိပါသည္။
Burma Boating အမွတ္တံဆိပ္သည္ TripAdvisor အင္တာနက္ စာမ်က္ႏွာတြင္

ခရီးသြားအမ်ားအျပားက အေကာင္းဆံုး (Excellent) အဆင့္ေပးအပ္သတ္မွတ္
ျခင္းကိုခံရၿပီး အျခားေသာနာမည္ေက်ာ္ ခရီးသြားလာေရး မဂၢဇင္းမ်ားျဖစ္ေသာ
National Geographic Traveler ၊ Travel+Leisure ၊ Condé Nast Traveller
ႏွင့္ DestinAsian တို႔တြင္လည္း ဂုုဏ္ျပဳေဖာ္ျပျခင္းခံခဲ့ရပါသည္။

ဝန္ေဆာင္မႈမ်ား
ႏွလုံးသားကုိ ညိႇဳ႕ယူဆဲြေဆာင္ဖမ္းစားကာ အမွတ္ရစရာမ်ားကုိ

ဖန္တီးေပးျခင္း
ျမန္မာနိုင္ငံတြင္ ၂၀၀၀ ခုုနွစ္မွ စတင္တည္ေထာင္ခဲ့ေသာ Memories

Travel (Asia Holidays Travels & Tours) သည္ ခရီးသြားလာေရးနွင့္
ခရီးသြားေနရာမ်ားအား စီမံခန္႔ခြဲသည့္ ကုုမၺဏီျဖစ္ပါသည္။ နိုင္ငံတကာ
ခရီးသြားမ်ား မေရာက္႐ွိေသးေသာ ေနရာေဒသအသစ္မ်ားကို သြားလာ
နိုင္ရန္ စီစဥ္ေဆာင္႐ြက္ေပးပါသည္။ ေဒသခံ အသိပညာကၽြမ္းက်င္မႈမ်ား
နွင့္ နိုင္ငံတကာအဆင့္ အရင္းအျမစ္မ်ားျဖင့္ အဆင့္အတန္းမီ ခရီးသြား
၀န္ေဆာင္မႈမ်ား ေပးအပ္လ်က္႐ိွသည္။ ပို႔ေဆာင္ေရး၊ ယဥ္ေက်းမႈဆိုင္ရာ
အေတြ႕အႀကံဳမ်ားမွစ၍ အပန္းေျဖလႈပ္႐ွားမႈမ်ားအထိ အေသးစိတ္ဂ႐ုုစိုက္
ၿပီး ျမန္မာႏုုိင္ငံလူေနမႈဘဝကို အမွန္တကယ္ခံစားနိုင္စားေစရန္အတြက္
စီစဥ္ေဆာင္႐ြက္ေပးလ်က္႐ွိပါသည္။
မဟာဗ်ဴဟာေမွ်ာ္မွန္းခ်က္
ဘ႑ာေရးႏွစ္ကုန္ဆုံးၿပီးေနာက္ပုိင္းတြင္ Memories Group သည္

ရန္ကုန္ၿမိဳ႕႐ွိ နာမည္ေက်ာ္ဟုိတယ္သုံးခုျဖစ္သည့္ Strand Hotel၊ Inya
Lake Hotel ႏွင့္ Hotel G (ယခင္ Thamadda Hotel) တြင္ အစုု႐ွယ္ယာ
၅၀% ပုိင္ဆုိင္သည့္ Strand International Hotel Ltd ၏ အစု႐ွယ္ယာ
၁၅.၈% ကုိ၀ယ္ယူ ရင္းႏွီးျမႇဳပ္ႏွံခဲ့ပါသည္။ ဤသုိ႔ ၀ယ္ယူရင္းႏွီးျမႇဳပ္ႏွံျခင္း
ေၾကာင့္ ျမန္မာႏုိင္ငံခရီးသြားလုပ္ငန္းတြင္ Memories Group ၏ ရင္းႏွီး
ျမႇဳပ္ႏွံမႈသည္ ထပ္မံတုိးခ်ဲ႕ႏုိင္ခဲ့သလုိ ပုိမုိႀကီးမားလာခဲ့ပါသည္။
ျမန္မာႏိုင္ငံ ခရီးသြားလုပ္ငန္းေစ်းကြက္ထံ ခ်ဥ္းကပ္သည့္ Memories

Group ၏ နည္းဗ်ဴဟာသည္ မွန္ကန္ၿပီး ေရ႐ွည္တြင္တည္တံ့မည့္ ရလဒ္
ေကာင္းမ်ားအား ေဖာ္ေဆာင္ႏိုင္မည္ဟု FMI မွ ယံုၾကည္ပါသည္။

STRATEGIC INVESTMENTS
banking infrastructure and the high mobile penetration rate

in Myanmar, Wave Money is becoming an integral part of the
financial system by facilitating money transfer throughout the
country.
BEING AT In FY2019, the number of Wave Money shops grew from 23,000
in April 2018 to 45,000 by the end of March 2019, making Wave
Money’s network more than 16 times larger than that of the
THE CENTRE OF traditional banking system. Currently, the Wave Money agent
network covers 88 percent of the country and has presence in
289 out of the total 330 townships nationwide.
EVERYONE’S DIGITAL LIFE The growth of the agent network facilitated service to more
than nine million unique customers from across the country
Wave Money, which is the leading provider of mobile financial who were sending money, buying airtime, paying utility bills
services in Myanmar, is a joint venture between Yoma Strategic and making merchant payments since the start of operations.
-34%, FMI -10%, Yoma Bank -5% and the Telenor group of Growth was not isolated to Wave Money’s over-the-counter
companies -51%. business but was also seen in its digital business vertical. A
key contributor to mobile wallet growth was the launch of a
Wave Money continued to demonstrate consistently high new mobile app, WavePay. While there was an existing mobile
monthly transaction and revenue growth, achieving cashflow app, the improved WavePay app was launched to provide more
breakeven in September 2018. Given the lack of formal features and services to enhance customer experience.

We are Committed Transforming
to Bringing Agriculture for the
You Only the Best future of Myanmar
FMIDecaux Company Limited (“FMIDecaux”) is a joint FMI maintains a 30% interest in Myanmar Agri-Tech
venture company between the Company and JCDecaux Limited (“MAGT”) which owns the planting rights to the
Asia (S) Pte. Ltd. (“JCDecaux”), the number one outdoor Maw Tin Estate and Sein Taung Estate near Pathein
advertising company worldwide. FMI owns a 40% stake region. Currently, there is a coffee project at Maw Tin
and JCDecaux owns the balance 60% stake in FMIDecaux. with a commercial trial plantation area of 300 acres of
FMIDecaux won an exclusive 20-year contract with lowland Robusta coffee trees that were planted three
Yangon City Development Committee (“YCDC”) for design, years ago. A total of 3000 acres was surveyed for its
fabrication, installation, maintenance and operation of feasibility to scale up the commercial coffee plantation
street furniture items and advertisements. based on the results achieved from the current trial
plantation. Trial plantation and feasibility studies are
Combining JCDecaux’s global expertise in outdoor also being undertaken for natural rubber and forest tree
advertising and street furniture with FMI’s decades of plantations as potential investment projects.
experience in the local Myanmar market, the plan is to
build 500 bus shelters and 500 City Information Panels
(CIPs) across the city of Yangon with an additional 600
supplementary street furniture items (e.g. litter bins,
benches, drinking fountains, etc.).
The 500 CIPs provide an opportunity for exclusive

advertising option that creates a unique communication
platform to the city. With one advertising face and
one face reserved solely for the City for Yangon’s city
information, some CIPs will also be equipped with battery
recycling containers or drinking fountains.
As of the end of April 2019, FMIDecaux has installed 220

bus shelters and 116 CIP.
FMIDecaux continues to create new job opportunities

in operation and maintenance and has a mission to
beautify the urban city landscape and contribute to the
public transportation system in Yangon City at zero cost
to the Yangon government and its people.

Wave Money FMIDecaux
ျမန္မာႏုိင္ငံ႐ွိ မုိဘုိင္းေငြေၾကး၀န္ေဆာင္မႈလုပ္ငန္းတြင္ ဦးေဆာင္သူတစ္ဦးျဖစ္ေန FMIDecaux ကုမၸဏီသည္ FMI ႏွင့္ ကမ ၻာ့နံပါတ္တစ္ ျပင္ပေၾကာ္ျငာလုုပ္ငန္း

ေသာ Wave Money သည္ ႐ုုိးမကုမၸဏီအုပ္စုက (၃၄%)၊ FMI က (၁၀%)၊ JCDecaux Asia (S) Pte Ltd. ကုမၸဏီတို႔ပူးေပါင္း၍ တည္ေထာင္ထားေသာ
႐ုိးမဘဏ္က (၅%) ႏွင့္ တယ္လီေနာက (၅၁%) တုိ႔ အသီးသီးပိုင္ဆိုင္ၾကေသာ ဖက္စပ္ကုမၸဏီျဖစ္ပါသည္။ FMI မွ ၄၀%၊ JCDecaux မွ ၆၀% ျဖင့္ အခ်ိဳးက်
အက်ဳိးတူလုပ္ငန္းတစ္ခုျဖစ္သည္။ ခြဲယူရန္ သေဘာတူထားေသာ FMIDecaux သည္ ရန္ကုန္ၿမိဳ႕တြင္းေခတ္မီဘတ္စ္
ကားမွတ္တုိင္မ်ားႏွင့္ ေၾကာ္ျငာဆိုင္းဘုတ္မ်ားကုုိ ဒီဇိုင္းေရးဆြဲျခင္း၊ တပ္ဆင္ျခင္း၊
Wave Money သည္ လစဥ္ေငြေၾကးလႊဲေျပာင္းမႈ ဆက္လက္တုိးတက္လ်က္႐ွိေန ထိန္းသိမ္းျခင္းနွင့္ လုုပ္ငန္းလည္ပတ္ျခင္းတုုိ႔ကို ႏွစ္(၂၀)ၾကာ တစ္ဦးတည္းလုပ္
ျခင္းႏွင့္ ၀င္ေငြတုိးတက္မႈ႐ွိေနျခင္းတုိ႔ေၾကာင့္ ၂၀၁၈ ခုႏွစ္၊ စက္တင္ဘာလမွ စတင္ ကုိင္ႏိုင္မည့္ သေဘာတူစာခ်ဳပ္ကို ရန္ကုန္ၿမိဳ႕ေတာ္စည္ပင္သာယာေရးေကာ္မတီ
၍ ေငြသားစီးဆင္းမႈအရ အရင္းေၾကခဲ့ၿပီးျဖစ္ပါသည္။ ဘဏ္လုပ္ငန္းအေျခခံအ (YCDC) နွင့္ ခ်ဳပ္ဆုိခဲ့ပါသည္။
ေဆာက္အအုံလုိအပ္မႈႏွင့္ မုိဘုိင္းဖုန္းသုံးစဲြလာမႈနႈန္း ျမင့္မားလာျခင္းတုိ႔ကုိ ထည့္
သြင္းစဥ္းစားပါက Wave Money သည္ ျမန္မာႏုိင္ငံတစ္၀န္းလုံးတြင္ အဆင္ေျပ ျမန္မာႏိုင္ငံေစ်းကြက္တြင္ ဆယ္စုနွစ္ေပါင္းမ်ားစြာ အေတြ႕အႀကံဳ႐ွိေသာ FMI ႏွင့္
လြယ္ကူစြာ ေငြေၾကးလႊဲေျပာင္းေပးႏုိင္ျခင္းေၾကာင့္ ေငြေၾကး၀န္ေဆာင္မႈစနစ္၏ လမ္းအသံုးအေဆာင္ ပရိေဘာဂပစၥည္းလုပ္ငန္းဆိုင္ရာ ျပင္ပေၾကာ္ျငာလုပ္ငန္း
အေရးႀကီးေသာ အစိတ္အပုိင္းတစ္ရပ္ ျဖစ္လာပါသည္။ တြင္ ႏိုင္ငံတကာအေတြ႕အႀကံဳမ်ားစြာ႐ွိေသာ JCDecuax ၏ ကၽြမ္းက်င္မႈျဖင့္
FMIDecaux သည္ ေခတ္မီဘတ္စ္ကားမွတ္တိုင္ (၅၀၀) နွင့္ ၿမိဳ႕ေတာ္သတင္း
၂၀၁၉ ဘ႑ာႏွစ္တြင္ Wave Money ဆုိင္ခဲြေပါင္းသည္ ၂၀၁၈ ခုႏွစ္၊ ဧၿပီလ အခ်က္အလက္မ်ားကိုေဖာ္ျပသည့္ ဆိုင္းဘုုတ္မ်ား CIPs (၅၀၀) ကို ေဆာက္လုပ္
တြင္ (၂၃,၀၀၀) ႐ွိရာမွ ၂၁၁၉ ခုႏွစ္၊ မတ္လကုန္တြင္ ဆုိင္ခဲြေပါင္း (၄၅,၀၀၀) သြားမည္။ ထိုမွတ္တိုင္မ်ားအျပင္ အမိႈက္ပံုး၊ ထိုင္ခံု႐ွည္မ်ား၊ ေသာက္ေရသန္႔
အထိ တုိးတက္လာခဲ့ေသာေၾကာင့္ Wave Money ၏ကြန္ရက္သည္ သမ႐ုိးက် စင္မ်ား စသည့္လမ္းအသံုးအေဆာင္ ပစၥည္းေပါင္း (၆၀၀)ေက်ာ္ကိုလည္း ထည့္
ဘဏ္လုပ္ငန္းစနစ္ထက္ (၁၆)ဆေက်ာ္ ပုိမုိ၀န္ေဆာင္မႈေပးႏုိင္ခဲ့ပါသည္။ ေလာ သြင္းသြားမည္ ျဖစ္သည္။
ေလာဆယ္တြင္ Wave Money ကြန္ရက္သည္ တစ္ႏုိင္ငံလုံး၏ ၈၈ % ကုိ လႊမ္းၿခဳံ
ထားႏုိင္ခဲ့ၿပီး ျမန္မာႏုိင္ငံ၏ ၿမိဳ႕နယ္ေပါင္း (၃၃၀) အနက္မွ (၂၈၉) တြင္ ေရာက္႐ွိ ထို႔ျပင္ မိမိတို႔တည္ေဆာက္သြားမည့္ CIP (၅၀၀)သည္လည္း ၿမိဳ႕ေတာ္ အတြက္
ေနၿပီျဖစ္ပါသည္။ ထူးျခားသည့္ ဆက္သြယ္ေရးပလက္ေဖာင္းတစ္ခုအျဖစ္ ဖန္တီးေပးနိုင္ ၿပီး
လုုပ္ငန္း႐ွင္မ်ားေၾကာ္ျငာရန္အတြက္ ေ႐ြးခ်ယ္စရာနည္းလမ္းတစ္ခု တိုးလာ
Wave Money ဆုိင္ခဲြကြန္ရက္တုိးခ်ဲ႕ႏုိင္ျခင္းေၾကာင့္ ၀န္ေဆာင္မႈလုပ္ငန္း စတင္ မည္ျဖစ္သည္။ မ်က္ႏွာစာတစ္ဖက္တြင္ ေၾကာ္ျငာစာမ်က္ႏွာႏွင့္ အျခားတစ္ဖက္
ခ်ိန္မွစ၍ သုံးစဲြသူျပည္သူ (၉)သန္းေက်ာ္အတြက္ ေငြေၾကးလႊဲေျပာင္းေပးပုိ႔ျခင္း၊ တြင္ ရန္ကုန္ၿမိဳ႕ေတာ္၏ သတင္းအခ်က္အလက္မ်ားအား အသိေပးေဖာ္ျပသည့္
ဖုုန္းေဘလ္ဝယ္ယူျခင္း၊ လွ်ပ္စစ္မီတာခ/ေရမီတာခေဆာင္ျခင္းႏွင့္ စီးပြားေရးလုပ္ CIP ဆုိင္းဘုတ္တို႔အား တပ္ဆင္သြားမည္ျဖစ္ၿပီး အခ်ိဳ႕ CIP မ်ားတြင္ အမႈိက္ပံုးမ်ား
ငန္းေငြေပးေခ်ျခင္းတုိ႔ကို ၀န္ေဆာင္မႈေပးႏုိင္ခဲ့ပါသည္။ Wave Money ပံုမွန္ သို႔မဟုတ္ ေသာက္ေရေသာက္သုံးရန္ ေရစင္မ်ားတပ္ဆင္ထား မည္ျဖစ္ပါသည္။
ေငြလႊဲဝန္ေဆာင္မႈသာမက ဒီဂ်စ္တယ္နည္းစနစ္ျဖင့္ ၀န္ေဆာင္မႈေပးျခင္းမွာလည္း
တုိးတက္ခဲ့ပါသည္။ Mobile Wallet ၀န္ေဆာင္မႈေပးျခင္းကုိ အဓိကအေထာက္ ၂၀၁၉ ခုုနွစ္၊ ဧၿပီလ အထိ FMIDecaux သည္ ဘတ္စ္ကားမွတ္တိုင္ေပါင္း (၂၂၀)
အကူေပးေသာ Mobile App ျဖစ္သည့္ Wave Pay ကုိလည္း စတင္မိတ္ဆက္ေပးခဲ့ နွင့္ CIP (၁၁၆)ခုုကို တည္ေဆာက္ခဲ့ၿပီးျဖစ္သည္။
ပါသည္။ လက္႐ွိ Mobile App မွာ လည္း ဆက္လက္႐ွိေနဆဲျဖစ္ၿပီး တုိးျမႇင့္၀န္
ေဆာင္မႈေပးထားေသာ Wave Pay ကုိသုံးစဲြ သူျပည္သူမ်ားအတြက္ ပုိမုိတုိးျမႇင့္၀န္ FMIDecaux သည္ ရန္ကုန္ၿမိဳ႕ အစိုးရနွင့္ျပည္သူမ်ားထံမွ ကုုန္က်စရိတ္မ႐ွိဘဲ
ေဆာင္မႈေပးႏုိင္ရန္ စတင္ေဆာင္႐ြက္ခဲ့ျခင္းျဖစ္သည္။ ၿမိဳ႕အေနအထား လွပေစရန္၊ ရန္ကုန္ၿမိဳ႕၏ သယ္ယူပို႔ေဆာင္ေရးစနစ္ကို ေထာက္
ပံ့ေပးႏုိုင္ရန္နွင့္ လုပ္ငန္းလည္ပတ္မႈႏွင့္ ျပဳျပင္ထိန္းသိမ္းမႈမ်ားျဖင့္ အလုုပ္အကိုင္
အသစ္မ်ား ဖန္တီးေပးနုုိင္ရန္ရည္႐ြယ္၍ ေဆာင္႐ြက္လ်က္႐ွိပါသည္။

Myanmar Agri-Tech Limited
FMI သည္ Myanmar Agri-Tech Limited (MAGT) ၏ အစုု႐ွယ္ယာ ၃၀%

ကို ဆက္လက္ပိုင္ဆိုင္ထားၿပီး ၎သည္ ပုသိမ္ၿမိဳ႕အနီး ေမာ္တင္စိုက္ခင္းႏွင့္
စိန္ေတာင္စိုက္ခင္းတို႔တြင္ သစ္ပင္စိုက္ပ်ိဳးခြင့္ကို ရ႐ွိထားပါသည္။ ေမာ္တင္ေဒသ႐ွိ
ဧက (၃၀၀) ခန္႔႐ွိသည့္ စဦးစိုက္ပ်ိဳးေျမဧရိယာေပၚတြင္ ေရာ္ဘတ္စတာ (Robusta
Coffee) ေကာ္ဖီပင္မ်ားကုုိ လြန္ခဲ့သည့္ (၃)ႏွစ္ခန္႔က စိုက္ပ်ိဳးခဲ့သည္။ လက္႐ွိ
စမ္းသပ္စိုက္ပ်ိဳးေနေသာ စိုက္ခင္းမ်ားထဲမွရ႐ွိလာေသာ ရလဒ္မ်ားအရ စီးပြားျဖစ္
ေကာ္ဖီစိုက္ခင္းကို ဧက (၃,၀၀၀) အထိ တိုးခ်ဲ႕ရန္ စစ္ေဆးမႈမ်ားျပဳလုုပ္လ်က္႐ွိ
ပါသည္။ ျဖစ္နိုင္ေျခ႐ွိေသာ ရင္းႏွီးျမႇဳပ္နွံမႈစီမံကိန္းမ်ားအတြက္ သဘာဝရာဘာႏွင့္
သစ္ပင္စိုက္ခင္းမ်ားအား စမ္းသပ္စို္က္ပ်ိဳးမႈႏွင့္ ေလ့လာသံုးသပ္မႈမ်ားအား ျပဳလုုပ္
လ်က္႐ွိပါသည္။

CORPORATE GOVERNANCE REPORT
ENSURING
GOOD GOVERNANCE
The Group is committed to good corporate governance and This report describes the Company's Corporate Governance
managing its affairs in a fair and transparent manner to create Framework, Policies, Procedures and Standards (collectively
long-term sustainable value for the Company’s shareholders the “Code”) adopted by the Group during FY2019.
and the wider community through ethical and responsible
business practices.
GOVERNANCE STRUCTURE HIGHLIGHTS OF GOVERNANCE ACHIEVEMENTS
SHAREHOLDERS
BOARD OF BOARD
DIRECTORS COMMITTEES
Myanmar’s Most Transparent Company

FMI Ranked #2, 2019
MANAGEMENT
GROUP
OUR CORPORATE
SHARED
ENTITIES FUNCTIONS
RESOURCES
• YOMA BANK
• PUN HLAING SILOAM HOSPITALS
• MEMORIES GROUP Myanmar’s Best Disclosure Practice
• YOMA LAND Award, 2019
• STRATEGIC INVESTMENTS

BOARD POLICY The Management recognises the importance of providing
the Board with timely and accurate information and keeps
There is a clear separation of roles and responsibilities in the the Board informed of any material developments. The
Board so that no one individual represents a considerable Board reviews and approves the Company’s annual financial
concentration of power. The Audit and Risk Management statements and aims to provide shareholders with a balanced
Committee (“ARMC”), Nominating Committee (“NC”) and and clear assessment of the Company’s financial position.
Remuneration Committee (“RC”, and collectively, the “Board
Committees”) comprise Non-Executive Directors only. The Board reviews all decisions that may have a material impact
on the Company’s financial position or earnings. In addition,
BOARD the Board also recommends the declaration of dividends for
approval by shareholders, and approves the publishing of the
The Group believes that an active, well-informed and financial statements, the acquisition or disposal of key assets
accountable Board is essential to uphold high standards of and the nomination of Directors. The Board’s advice is sought
corporate governance. on all key financial decisions, strategies, and projects with
special attention given to the Board’s opinion on the impact of
FUNCTIONS OF THE BOARD the Management’s decisions on the local community.
The principal functions of the Board include: CHAIRMAN OF THE BOARD
(a) providing entrepreneurial leadership, setting strategic U Theim Wai is the Executive Chairman of the Company.
objectives and ensuring that the necessary financial and
human resources are in place for the Company to meet As the Executive Chairman, he plays an instrumental role in
its objectives; providing the Company with strong leadership and vision,
assisting the Board in developing policies and strategies, and
(b) establishing a framework of prudent and effective ensuring that these are implemented effectively, as well as to
controls which enables risks to be assessed and managed, promote high standards of corporate governance.
including the safeguarding of shareholders’ interests and
the Company’s assets; The Executive Chairman bears primary responsibility for the
workings of the Board by ensuring effectiveness in all aspects
(c) reviewing the performance of the FMI's management of its role, including setting the agenda for Board meetings
team (the “Management”) with input from Management and exercising control over the
quality, quantity and timeliness of information flow between
(d) identifying the key stakeholder groups and recognising the Board and Management to encourage constructive
that their perceptions affect the Company’s reputation; relations within the Board and between the Board and
Management. To promote a culture of openness and debate
(e) setting the Company’s values and standards (including at the Board, he ensures that adequate time is available for
ethical standards); discussion of all agenda items and strategic issues, and also
facilitates the effective contribution of Non-Executive Directors.
(f) ensuring that obligations to shareholders and other At the AGM and other shareholder meetings, he plays a pivotal
stakeholders are understood and met; and role in fostering constructive dialogue between shareholders,
the Board and Management.
(g) considering sustainability issues, such as environmental
and social factors, as part of its strategic formulation. AUDIT AND RISK MANAGEMENT COMMITTEE
GOVERNANCE OF THE BOARD The ARMC is appointed by the Board from amongst the
members of the Board. The ARMC plays a key role in assisting
The Board undertakes the responsibility of overseeing the the Board in areas such as independent advice, assurance, and
corporate performance of the Company and is accountable assistance to the Board on the Company’s risk, compliance,
to shareholders for the processes and structure of directing control, governance framework, and its external accountability
and managing the business and affairs of the Company. responsibilities including in relation to financial statements. The
The Management remains accountable to the Board, and is ARMC reviews the half-yearly and annual financial statements
responsible for the day-to-day operations and administration of the Company before submission to the Board for approval
of the Company in accordance with the policies and strategies by focusing, in particular, on changes in accounting policies
set by the Board. In support of this, the Board has established and practices, major risk areas, and significant adjustments
a framework of effective risk management that allows it to resulting from the audit, compliance with accounting standards
assess and manage the risks associated with the Company’s as well as compliance with any stock exchange and statutory or
businesses. regulatory requirements.

The ARMC directs and works with the Management to develop The NC regularly reviews the structure, size and composition
and review policies and processes to address and manage (including the skills, knowledge, experience and diversity)
identified areas of risk in a systematic and structured manner for of the Board and make recommendations to the Board with
achieving the Board’s strategic objectives and for its approval. regard to any changes to the Board. The NC has the duty to
The ARMC also oversees and advises the Board on the current ensure all Directors submit themselves for re-election and
risk exposures and future risk strategy of the Company. The re-appointment at regular intervals and at least once every
ARMC generally undertakes such other functions and duties as three (3) years. The NC reviews the leadership needs of the
may be required by any relevant laws or rules, and the Board Company, including both Directors and Management, with a
by such amendments made thereto from time to time and view to ensuring the Company’s ability to compete effectively
require the attention of the ARMC. in the marketplace.
REMUNERATION COMMITTEE BOARD INDEPENDENCE
The RC is appointed by the Board from amongst the members The Board maintains a strong independence element by
of the Board. The RC considers and makes recommendations maintaining a Board composition comprising a majority of
to the Board concerning the Company’s remuneration Non-Executive Directors. The Non-Executive members of the
policy, level and mix of remuneration and procedure for Board bring a diverse set of experiences and opinions that
setting remuneration. The RC ensures that the remuneration help to create an environment of independent thinking. Any
arrangements support the overall strategic goals of the decision involving an Executive Director or company related
Company and enable the recruitment, retention and motivation to an Executive Director is made with the concerned Executive
of Directors and Management while also complying with the Director abstaining from voting and not participating in
requirements of rules and regulations. The RC also reviews the deliberations. This ensures that Board decisions are made in
Company’s obligations arising in the event of termination of accordance with the interests of all stakeholders and that no
the Executive Director's or Management's service agreements, individual dominates the Board’s decisions.
to ensure that such service agreements contain fair and
reasonable termination clauses. BOARD ORIENTATION
The RC ensures that the level and structure of remuneration The Company conducts an induction programme for newly
offered will be appropriate to the responsibilities undertaken appointed Directors which seeks to familiarise Directors with
and the level of contribution to the Company. The RC also takes the Group’s businesses, board processes, internal controls
into account factors like the industry and comparable company and governance practices. It includes site visits, Management
standards, the Company’s performance and the individual's presentations on the Group’s businesses, strategic plans and
performance. The RC covers various aspects of remuneration objectives, meetings with Management and briefings on key
including but not limited to Directors’ fees, salaries, allowances, areas of the Company’s operation.
bonuses, options, share-based incentives and awards, and
benefits in kind to successfully manage the Company. BOARD TRAINING AND DEVELOPMENT
NOMINATING COMMITTEE Directors are encouraged to attend seminars, conferences

and workshops to supplement and keep themselves updated
The NC makes recommendations to the Board on all matters with current market and industry information and to ensure
relating to the appointment of Directors. The NC also works continuous professional development.
with the Board to determine the appropriate qualifications,
skills and experience for the Directors and the Board as SIZE AND COMPOSITION OF THE BOARD
a whole, and aims to create a diverse Board comprising
individuals with experience in finance, business, government, The Board comprises 9 Directors, with six Non-Executive
and education. Any appointment or removal of a Director is Directors and three Executive Directors. The Non-Executive
subject to approval from the entire Board in order to develop Directors bring strong experiences in entrepreneurship,
and maintain a formal and transparent process. The Company finance and academia which allows for effective decision
is strongly committed to fostering diversity and inclusion on making. The Company benefits from a diverse range of
its Board. The Board leverages on the collective strength of its objective perspectives with highly respected members of the
members who possess diverse abilities, knowledge, skills and community as Board members.
professional experiences which could contribute to spurring
innovative thinking and sustainable competitive advantages for
the long-term growth and success of the Company.

DIRECTORS’ PARTICIPATION
All Directors are encouraged to voice their views on the Management’s decisions and share opinions during Board meetings. The
Board seeks to create a receptive environment where perspectives can be shared openly. With the benefit of outside perspectives
and experiences, Non-Executive Directors are encouraged to share their experiences to allow the Board to make informed and
balanced decisions. Non-Executive Directors may also meet and communicate outside of Board meetings in order to discuss
Company matters in an independent setting.
COMPOSITION OF THE BOARD COMMITTEES

DATE OF FIRST LAST-
NAME BOARD ARMC RC NC
APPOINTMENT RE-ELECTION
U Theim Wai @ Serge Pun 12 Sep 2004 2016 Chairman - - -
U Tun Tun 17 Nov 2009 2017 Member - - -
Daw Zarchi Tin * 1 Jul 2018 2018 Member - - -
U Myat Thin Aung 31 Jul 1992 2017 Member - Chairman -
U Than Aung 31 Jul 1992 2017 Member Member - Member
Prof. Dr. Yi Yi Myint 17 Nov 2009 2018 Member Member Member -
Prof. Dr. Aung Tun Thet 3 Dec 2013 2018 Member - - Chairman
U Kyi Aye 5 Nov 2015 2016 Member Chairman Member -
U Linn Myaing ** 2 Jul 2012 2018 Member - - -
U Nyunt Tin *** 29 Jul 2016 N.A Member Member - -
Prof. Dr. Kyaw Yin Hlaing **** 29 Jul 2016 N.A Member - - Member
The composition of the Board during FY2019 is set out above.

* Daw Zarchi Tin was appointed as a new Board member with effect from July 2018.
** U Linn Myaing was re-designated from Executive Director to Non-Executive Director with effect from July 2018.
*** U Nyunt Tin resigned from the Board with effect from November 2018.
**** Prof. Dr. Kyaw Yin Hlaing resigned from the Board with effect from May 2019.
REMUNERATION OF EXECUTIVE DIRECTORS

VARIABLE COMPONENT OR BENEFITS-IN-KIND,
REMUNERATION BASE/FIXED
BONUSES (%) ALLOWANCE AND TOTAL
BAND & NAME OF DIRECTOR SALARY
PAID DEFERRED OTHER INCENTIVES
EXECUTIVE DIRECTORS
MMK 60 Million – MMK 520 Million

- 80% - 20% 100%
U Theim Wai @ Serge Pun
MMK 20 Million – MMK 100 Million

U Tun Tun 100% - - - 100%
Daw Zarchi Tin 100% - - - 100%
The level and mix of each of the Executive Directors’ remuneration for FY2019 are set out above.

REMUNERATION OF NON-EXECUTIVE DIRECTORS
FEE (MMK) OTHER BENEFITS
BASIC RETAINER FEE
Non-Executive Director 10,000,000 Nil
FEE FOR APPOINTMENT TO ARMC
Committee Chairman 2,000,000 Nil
Committee Member 1,000,000 Nil
FEE FOR APPOINTMENT TO NC AND RC
Committee Chairman 1,500,000 Nil
Committee Member 1,000,000 Nil
The fee structure of the Non-Executive Directors for FY2019.
BOARD MEETINGS AND ATTENDANCE
AUDIT & RISK

NOMINATING REMUNERATION ANNUAL SPECIAL
BOARD MANAGEMENT
COMMITTEE COMMITTEE GENERAL GENERAL
MEETING COMMITTEE
MEETING MEETING MEETING MEETING
MEETING
Total number of meetings held 4 2 1 1 1 1
EXECUTIVE DIRECTORS
U Theim Wai @ Serge Pun 4 N.A. N.A. N.A. 1 1
U Tun Tun 4 N.A. N.A. N.A. 1 1
Daw Zarchi Tin * 3 N.A. N.A. N.A. 1 1
NON-EXECUTIVE DIRECTORS
U Myat Thin Aung 4 N.A. N.A. 1 1 1
U Than Aung 4 N.A. 1 N.A. 1 1
Prof. Dr. Yi Yi Myint 4 2 N.A. 1 1 1
Prof. Dr. Aung Tun Thet 3 N.A. 1 N.A. 1 1
U Kyi Aye 4 2 N.A. 1 1 1
U Linn Myaing ** 4 N.A. N.A. N.A. 1 1
U Nyunt Tin *** 1 1 N.A. N.A. N.A. N.A.
Prof. Dr. Kyaw Yin Hlaing **** 2 N.A. 1 N.A. 1 1
Directors’ Attendance for FY2019 is set out above.

* Daw Zarchi Tin was appointed as a new Board member with effect from July 2018.
** U Linn Myaing was re-designated from Executive Director to Non-Executive Director with effect from July 2018.
*** U Nyunt Tin resigned from the Board with effect from November 2018.
**** Prof. Dr. Kyaw Yin Hlaing resigned from the Board with the effect from May 2019.
Board meetings are scheduled to coincide with financial results reporting in order to facilitate a review of the financial statements
and announcement of the financial results of the Group. Dates for Board meetings are communicated to all Directors in advance.
Other ad-hoc Board meetings will be convened to discuss and approve material acquisitions and disposals of assets and major
undertakings of the Group as and when the need arises and meetings are held at the Company’s registered office. All materials

required for proper consideration of issues affecting the The Enterprise Risk Management Framework provides a
Company are sent to Directors in advance to allow them sound system of risk management and internal control, and
to carefully consider the proper course of action. Board is underpinned by a sound foundation of the Group’s strong
Committees usually meet before the formal Board meeting, or corporate governance culture, supported by five pillars of
whenever the need arises. The recommendations of the Board management control system being: Policies and Procedures,
Committees are placed before the Board for approval. Internal External Audits, Due Diligence Reviews, Compliance
Monitoring Reporting and Enterprise Risk Assessments, all of
EXTERNAL AUDIT which are overseen by the ARMC and the Board.
The Company has engaged Myanmar Vigour & Associates RISK-BASED INTERNAL AUDIT
Limited (“Deloitte Myanmar”) as its external auditor, to audit
the accounts of the Company and all its subsidiaries. The report Risk-based internal audit is one of the main functions carried out
of the external auditor is set out in the Independent Auditor’s by the Group’s Risk Management team to help the businesses
Report section of this Annual Report. to accomplish its objectives by bringing a systematic, disciplined
approach to evaluate and improve the effectiveness of risk
PROHIBITION OF INSIDER TRADING management, control and governance processes through the
Enterprise Risk Management Framework, outlined as follows:
In compliance with the Securities and Exchange Law and the
Securities and Exchange Rules issued by Ministry of Finance, and (a) identifying potential risks inherent within the Group and
the regulations issued by Securities and Exchange Commission external risks which the Group faces in the pursuit of its
of Myanmar, the Company strictly prohibits insiders, including corporate objectives;
but not limited to members of the Board and employees with
undisclosed internal information of the Company from buying (b) assessing and rating all the identified risks in a meaningful
or selling securities for its own account or for other persons, way in order for the Group to determine the extent of
disclosing or providing internal information and giving advice risks that it faces;
to other persons to buy or sell securities based on undisclosed
internal information. (c) treating all identified risks, as far as possible, through
established controls or pending control plans;
The Board ensures from time to time that internal rules that
are currently in place are reviewed and developed to prevent (d) monitoring and updating any changes to the severity of
insider trading, and that employees get the necessary training the identified risks and any new risks that have emerged
to protect insider information from accidental disclosures to and;
the public.
(e) reporting key risks and the established controls (or
RISK MANAGEMENT pending controls plans) to the ARMC and the Board
regularly.
The Group instils and promotes a risk management culture to
allow prudent risk-based decision-making by embedding core MONITORING AND REPORTING
values, principles, compliance and dynamic internal control
systems in its day-to-day operations. Ongoing communication, The risks, adequacy and effectiveness of mitigating controls
education, monitoring and mitigation are an integral part of identified are closely monitored and validated as part of
the Group’s dynamic risk management culture and is adopted Enterprise Risk Assessment, all of which are registered on
across all its business activities. the enterprise risk register for ongoing review and follow up.
The ARMC oversees how Management monitors compliance
Investment assessments and due diligence exercises are with the Group’s risk management policies and procedures
carried out on prospective business opportunities to ensure and reviews the adequacy of the Enterprise Risk Management
that potential financial, operational and strategic risks are Framework in relation to the risks faced by FMI.
identified and mitigated prior to commitment. In addition,
Fraud Risk Assessment is conducted across the Group as part Any existing or new risks that are identified as posing a high
of the Annual Internal Audit Programme to ensure consistency risk to the Company, or which exceeds the risk tolerance level
with the Group’s commitment to anti-corruption. of the Company, or requires immediate corrective actions, will
be reported to the senior Management and ARMC as soon
Half yearly and annual enterprise risk assessments are carried as practicable. For FY2019, five major risks that may have an
out to validate the existence and effectiveness of the controls adverse effect on the performance of the Company have been
in place, review the changes in risk profile, and update the identified.
existing controls if required.

EVOLUTION OF RISK
FY2017 FY2019
STRATEGIC RISK
• Political, Economic and Social

Instability
• Regulatory Risk
FINANCIAL RISK
FINANCIAL SERVICES HEALTHCARE
• Interest Rate Risk • Common Healthcare

• Exchange Rate Risk Sector Risk • Long Term Profitability and Net Margin
• Maturity Risk • Pandemic Risk • Cash Flow and Funding Risk
• Cyber Security Risk • Cash Management Risk
• Collateral Risk
OPERATIONAL RISK
• Lack of Efficiency
• Environmental and Social / Health
and Safety Risk
REAL ESTATE GENERAL
• Demand Risk • Market Competition

• Cost Risk Risk
COMPLIANCE RISK
• Liquidity Risk • IT Risk
• HR Risk
• Regulatory Risk
• Profitability Risk • Changes in Legislation and Policies
• Technology Risk • Legal and Regulatory Compliance
Risk
IT RISK
• Inadequate IT Governance
• Cyber Security Risk

5 MAJOR RISK CATEGORIES
5 major risk areas have been identified to provide a more integrated approach.
STRATEGIC RISK
Strategic risk may arise from failed business decisions or lack of business decision related to political, economic
and social instabilities, product pricing, market entry and exit. Management should use their knowledge of the
Company and the relevant industry to formulate a strategy, and work in collaboration with the Board to identify
and assess possible risks associated with that strategy.
FINANCIAL RISK
Financial risk is related to interest rate and equity price due to interest-bearing financial assets and available-
for-sale equity investments. There is a foreign exchange risk because entities in the Group regularly transact
in various foreign currencies. To avoid encountering difficulty in meeting obligations associated with financial
liabilities, the Group maintains internally generated cash flows to finance its activities.
OPERATIONAL RISK
Operational risk is a risk that is inherent in all business activities and is often associated with active decisions
relating to the efficiency and the effectiveness in executing the Company’s business model, satisfying customers
and achieving the Company’s quality, cost and timing objectives. The Group will continue to invest in appropriate
risk management and mitigation programmes.
COMPLIANCE RISK
Risk which arises from material financial loss or loss of reputation resulting from the failure or inability to comply
with applicable laws, regulations or procedures, which include but are not limited to the MCL, YSX listing rules
and regulations, and legal contracts entered into by the Group.
INFORMATION TECHNOLOGY RISK
Risk which arises from inadequate information technology governance and oversight, poorly drafted Cyber
Security and Information Technology policies and standards, inadequate practices and standards. Any risk
of financial loss, disruption or damage to the reputation of an organisation from some sort of failure of its
information technology systems.

ကုမၸဏီအုပ္စုအေနျဖင့္ ေကာင္းမြန္ေသာ ေကာ္ပိုရိတ္စီမံအုပ္ခ်ဳပ္မႈကို အေလးထား ( ခ ) ကုမၸဏီ၏ပိုင္ဆိုင္မႈမ်ားႏွင့္ ႐ွယ္ယာ႐ွင္မ်ား၏ အက်ိဳးစီးပြား ေဘးကင္းလံု
၍ က်င့္၀တ္သိကၡာ႐ိွၿပီး တာ၀န္ယူမႈ႐ိွေသာ စီးပြားေရးအေလ့အက်င့္မ်ားျဖင့္ ၿခံဳေစရန္၊ အလားအလာ ျဖစ္နိုင္ေခ်႐ိွေသာ ဆံုး႐ံႈးႏိုင္မႈမ်ားကို ႀကိဳတင္သိ
ကုမၸဏီ႐ွယ္ယာ႐ွင္မ်ားႏွင့္ အမ်ားျပည္သူအားလံုးအတြက္ မွ်တ၍ပြင့္လင္းျမင္သာ ျမင္ စီမံခန္႔ခြဲရန္အတြက္ ထိေရာက္မွန္ကန္ေသာ မူေဘာင္တစ္ခုခ်မွတ္ရန္။
မႈ႐ိွၿပီး ေရ႐ွည္တည္တံ့ခိုင္ၿမဲေသာ တန္ဖိုးထားမႈမ်ားအား ဖန္တီးႏိုင္ရန္စီမံခန္႔ခြဲပါ
သည္။ ( ဂ ) စီမံခန္႔ခြဲမႈအဖဲြ႕၏ လုပ္ေဆာင္ခ်က္မ်ားကို အကဲျဖတ္သံုးသပ္ရန္။
ဤ နွစ္ပတ္လည္အစီရင္ခံစာသည္ ၂၀၁၉ ဘ႑ာနွစ္တြင္ ကုမၸဏီအုပ္စုက (ဃ) ကုမၸဏီဂုဏ္သတင္းအေပၚ သက္ေရာက္မႈ႐ိွေစႏိုင္သည့္ စီးပြားပတ္သက္

လက္ခံအတည္ျပဳခဲ့ေသာ ကုမၸဏီအုပ္စု၏ ေကာ္ပိုရိတ္စီမံအုပ္ခ်ဳပ္မႈမူေဘာင္၊ သူမ်ားကို အုပ္စုအလိုက္ ခြဲျခားသတ္မွတ္ထားရန္ႏွင့္ ၎တို႔၏ လုပ္ေဆာင္
မူဝါဒမ်ား၊ လုုပ္ထံုးလုုပ္နည္းမ်ားနွင့္ စံခ်ိန္စံနႈန္းမ်ား (စုုစုေပါင္းအားျဖင့္ “က်င့္ဝတ္” ယူဆခ်က္မ်ားကို ေလ့လာအသိအမွတ္ျပဳရန္။
ဟုု ေခၚဆိုပါမည္။) ကို ေဖာ္ျပထားျခင္းျဖစ္ပါသည္။ ကုမၸဏီအုပ္စုသည္ ထို
က်င့္ဝတ္ကို အစဥ္အၿမဲလုိက္နာက်င့္သံုးမည္ျဖစ္ၿပီး လိုက္နာမႈမ႐ွိသည့္ အေျခအ ( င ) ကုမၸဏီ၏ တန္ဖိုးထားမႈမ်ားႏွင့္ စံႏႈန္းမ်ား (လူ႕က်င့္၀တ္ဆိုင္ရာမ်ားအပါ
ေနမ်ား႐ွိပါကလည္း တိတိက်က် ေဖာ္ထုတ္တင္ျပသြားမည္ ျဖစ္ပါသည္။ အဝင္) ကို သတ္မွတ္ေပးရန္။
ေကာ္ပိုရိတ္ စီမံအုပ္ခ်ဳပ္မႈဆိုင္ရာ ေအာင္ျမင္မႈမ်ား ( စ ) ႐ွယ္ယာ႐ွင္မ်ားႏွင့္ အျခားစီးပြားပတ္သက္သူမ်ားအေနျဖင့္ ၎တို႔လုပ္

ေဆာင္ရမည့္ တာ၀န္မ်ားကို အမွန္တကယ္နားလည္ၿပီး လိုက္နာလုပ္
ေဆာင္ေစရန္။
၂၀၁၉ ခုႏွစ္တြင္ ၂၀၁၉ ခုႏွစ္တြင္ (ဆ) ေရ႐ွည္တည္တံ့ခိုင္ၿမဲေရးအတြက္ ေဆာင္႐ြက္ေပးရန္၊ မဟာဗ်ဴဟာမ်ား

ျမန္မာနိုင္ငံ၏ ျမန္မာနိုင္ငံ႐ွိ စာရင္းဝင္ ခ်မွတ္ရာတြင္ သဘာ၀ပတ္၀န္းက်င္ႏွင့္ လူမႈေရးဆိုင္ရာအခ်က္ အလက္
ဒုုတိယ အမ်ားပိုင္ကုမၸဏီ မ်ားထဲတြင္ မ်ားကိုပါ ထည့္သြင္းစဥ္းစားရန္။
ပြင့္လင္းျမင္သာမႈ ပြင့္လင္းျမင္သာ႐ွိမႈ
အ႐ွိဆံုးကုမၸဏီအျဖစ္ အေကာင္းဆံုးဆုုကို ဒါ႐ုိက္တာအဖြဲ႕၏ စီမံအုပ္ခ်ဳပ္မႈ
ပြင့္သစ္စအစီရင္ခံစာတြင္ Yangon Stock Exchange
သတ္မွတ္ခံရ ထံမွရ႐ွိ ဒါ႐ုိက္တာအဖြဲ႕သည္ ကုမၸဏီ၏ ေကာ္ပိုရိတ္စြမ္းေဆာင္ရည္ကို ႀကီးၾကပ္ကြပ္ကဲ
ရန္တာဝန္႐ွိၿပီး ႐ွယ္ယာ႐ွင္မ်ားအတြက္ ကုမၸဏီစီမံခန္႔ခြဲမႈကိစၥရပ္မ်ားကို စီမံခန္႔ခြဲ
ျခင္း၊ လမ္းၫႊန္ျခင္းတို႔ ျပဳလုုပ္ရမည့္ လုုပ္ငန္းစဥ္မ်ားနွင့္ တည္ေဆာက္ပံုတို႔ကို
ဒါ႐ုိက္တာအဖြဲ႕မွ အျပည့္အ၀တာ၀န္ယူရပါသည္။ စီမံခန္႔ခဲြသူမ်ားသည္ ဒါ႐ိုက္
ဒါ႐ိုက္တာအဖြဲ႕မူဝါဒ တာအဖြဲ႕ကို တာဝန္ခံရန္လိုအပ္ၿပီး ဒါ႐ိုက္တာအဖြဲ႕ကခ်မွတ္ထားေသာ မဟာဗ်ဴ
ဟာမ်ား၊ မူဝါဒမ်ားနွင့္အညီ ကုမၸဏီ၏ ေန႔စဥ္လုပ္ငန္းစီမံခန္႔ခြဲမႈမ်ားနွင့္ အုုပ္ခ်ဳပ္မႈ
ဘုတ္အဖြဲ႕တြင္ ရာထူးႏွင့္တာ၀န္မ်ားကို ႐ွင္းလင္းစြာ ေဖာ္ျပခြဲျခားထားသည့္ မ်ားအတြက္ တာဝန္႐ွိပါသည္။ ထိုသုိ႔ ျပဳလုုပ္နုိင္ရန္အတြက္ ဒါ႐ိုက္တာအဖြဲ႕သည္
အတြက္ တစ္စံုတစ္ဦးမွ် အာဏာကိုခ်ဳပ္ကိုင္ထားျခင္းမ႐ိွပါ။ စာရင္းစစ္နွင့္ ကုမၸဏီ၏ စီးပြားေရးလုုပ္ငန္းမ်ားနွင့္ ပတ္သက္ေနေသာ ဆံုး႐ံႈးနိုင္ေျခအႏ ၱရာယ္
ဆံုး႐ံႈးႏုိင္ေျခ႐ိွမႈ အႏၲရာယ္မ်ားစီမံခန္႔ခြဲမႈေကာ္မတီ (Audit Committee မ်ားကို သံုးသပ္နိုင္ရန္နွင့္ စီမံနိုင္ရန္အတြက္ ထိေရာက္ေသာ ဆံုး႐ံႈးနုုိင္ေျခ႐ွိမႈ
and Risk Management Committee)၊ အမည္တင္သြင္းေရးေကာ္မတီ အႏ ၱရာယ္မ်ားကို စီမံခန္႔ခြဲျခင္းမူေဘာင္ကို ခ်မွတ္ထားပါသည္။
(Nominating Committee) နွင့္ လုုပ္အားခႏွင့္ခ်ီးျမႇင့္ေငြ သတ္မွတ္ေရးေကာ္မတီ
(Remuneration Committee) တို႔ကို အမႈေဆာင္မဟုုတ္ေသာဒါ႐ိုက္တာမ်ားျဖင့္ တိက်မွန္ကန္ေသာ သတင္းအခ်က္အလက္မ်ားႏွင့္ ေျပာင္းလဲတိုးတက္မႈမ်ားကို
သာ ဖြဲ႕စည္းထားပါသည္။ ဒါ႐ုိက္တာအဖြဲ႕ထံသို႔ အခ်ိန္ႏွင့္တေျပးညီေပးပို႔ရန္ အထူးအေရးႀကီးသည္ကို စီမံ
ခန္႔ခြဲမႈအဖြဲ႕မွ သိ႐ွိနားလည္ပါသည္။ ႐ွယ္ယာ႐ွင္မ်ားအတြက္ တိက်႐ွင္းလင္းေသာ
ဒါ႐ိုက္တာအဖြဲ႕ ကုမၸဏီ၏ ႏွစ္စဥ္ဘ႑ာေရး အကဲျဖတ္အစီရင္ခံစာမ်ားကို ေပးအပ္ႏိုင္ရန္အတြက္
႐ွယ္ယာ႐ွင္မ်ားထံသို႔ မထုုတ္ျပန္မီိ ဒါ႐ိုက္တာအဖြဲ႕မွ ႀကိဳတင္ဖတ္႐ႈအတည္ျပဳ
တက္ႂကြမႈ႐ိွၿပီး သတင္းအခ်က္အလက္မ်ားကို ေကာင္းစြာသိ႐ိွထားေသာ၊ တာ၀န္ ခ်က္ေပးရသည္။
ယူမႈ႐ိွၿပီး လြတ္လပ္ေသာ ဒါ႐ိုက္တာအဖြဲ႕သည္ အေကာင္းဆံုး ကုမၸဏီစီမံခန္႔ခြဲ
အုုပ္ခ်ဳပ္မႈအတြက္ မ႐ိွမျဖစ္လိုအပ္သည္ကို ကုမၸဏီအုပ္စုမွ ယံုၾကည္ပါသည္။ ဒါ႐ုိက္တာအဖြဲ႕သည္ ကုမၸဏီ၏၀င္ေငြႏွင့္ ဘ႑ာေရးအေျခအေနအေပၚတြင္
အက်ိဳးသက္ေရာက္နိုင္ေသာ ဆံုးျဖတ္ခ်က္မ်ားကို စစ္ေဆးသံုးသပ္ရသည့္အျပင္
ဒါ႐ိုက္တာအဖြဲ႕၏ လုုပ္ငန္းမ်ား အစုု႐ွယ္ယာ႐ွင္မ်ားအတြက္ အျမတ္ေ၀စုုေၾကညာျခင္းကို အႀကံျပဳျခင္း၊ ဘ႑ာ
ေရးအစီရင္ခံစာမ်ား ထုုတ္ျပန္ျခင္း၊ ပိုင္ဆိုင္မႈမ်ားကို အတည္ျပဳခ်က္ေပးႏုုိင္ရန္
ဒါ႐ိုက္တာအဖြဲ႕၏ အဓိကလုုပ္ငန္းတာ၀န္မ်ားတြင္ ေအာက္ပါတို႔ပါဝင္ပါသည္။ ေရာင္းခ်ျခင္း (သို႔) ၀ယ္ယူျခင္းႏွင့္ ဒါ႐ုိက္တာမ်ားခန္႔အပ္ျခင္းတို႔ကို အတည္ျပဳ
ဆံုးျဖတ္ေပးရပါသည္။ ေဒသခံျပည္သူမ်ားအေပၚ အက်ိဳးသက္ေရာက္နိုင္ျခင္းကို
(က) ကုမၸဏီ၏ ရည္မွန္းခ်က္မ်ားကို ေအာင္ျမင္စြာ အေကာင္အထည္ေဖာ္နိုင္ရန္ အထူးအာ႐ံုစိုက္ရမည့္ စီမံကိန္းမ်ား၊ ဘ႑ာေရးဆိုင္ရာဆံုးျဖတ္ခ်က္မ်ား၊ မဟာ
ဘ႑ာေရးႏွင့္ လူသားအရင္းအျမစ္မ်ား၊ စီးပြားေရးလုုပ္ငန္း ဦးေဆာင္မႈႏွင့္ ဗ်ဴဟာဆိုင္ရာကိစၥရပ္မ်ားႏွင့္ အထူးစီမံကိန္းမ်ားအေပၚတြင္ စီမံခန္႔ခြဲမႈအဖြဲ႕အား
မဟာဗ်ဴဟာေျမာက္ ရည္မွန္းခ်က္မ်ားခ်မွတ္ေပးျခင္းတို႔ျဖင့္ ျဖည့္ဆည္း အႀကံေပးေျဖ႐ွင္းေပးလ်က္႐ိွပါသည္။
ေပးရန္။

အမႈေဆာင္ဥကၠ႒၏ အခန္းက႑ လုပ္အားခႏွင့္ခ်ီးျမႇင့္ေငြ သတ္မွတ္ေရးေကာ္မတီ (RC)
ဦးသိမ္းေ၀ (ခ) Mr. Serge Pun သည္ ကုမၸဏီ၏ အမႈေဆာင္ဥကၠ႒ ျဖစ္ပါသည္။ လုပ္အားခႏွင့္ ခ်ီးျမႇင့္ေငြသတ္မွတ္ေရးေကာ္မတီကုိ ဒါ႐ုိက္တာအဖြဲ႕႐ွိ ဒါ႐ုိက္တာ
အဖြဲ႕၀င္မ်ားျဖင့္ ဖြဲ႕စည္းထားျခင္း ျဖစ္ပါသည္။ ေကာ္မတီသည္ ကုမၸဏီ၏လုုပ္
အမႈေဆာင္ဥကၠ႒ ဦးသိမ္းေ၀ သည္ ေကာ္ပုိေရး႐ွင္းဆုိင္ရာအုပ္ခ်ဳပ္မႈ၏ အားခနွင့္ခ်ီးျမႇင့္ေငြ သတ္မွတ္ျခင္းေပၚလစီ၊ အဆင့္အတန္းနွင့္ လုုပ္ငန္းစဥ္မ်ားကို
အဆင့္အတန္းကုိ ပုိမုိျမင့္မား ေစရန္ရည္႐ြယ္၍ မူ၀ါဒမ်ားႏွင့္ နည္းဗ်ဴဟာမ်ား စဥ္းစားဆံုးျဖတ္ၿပီး ဒါ႐ိုက္တာအဖြဲ႕ကို အႀကံေပးမႈမ်ား ျပဳလုုပ္ေပးရပါသည္။ ေကာ္
ဖြံ႕ၿဖိဳးတုိးတက္ေစရန္ ကုမၸဏီ ဒါ႐ုိက္တာအဖြဲ႕ကုိကူညီကာ ယင္းမူ၀ါဒမ်ားႏွင့္ မတီသည္ ကုမၸဏီ၏ မဟာဗ်ဴဟာရည္မွန္းခ်က္မ်ားကုိ အေထာက္အကူျဖစ္ေစရန္
နည္းဗ်ဴဟာမ်ားကုိ ထိေရာက္စြာ အေကာင္အထည္ေဖာ္ထားျခင္း ႐ိွ၊ မ႐ိွ အခေၾကးေငြဆိုင္ရာ အစီအစဥ္မ်ားျဖင့္ လုပ္ေဆာင္ေပးျခင္း၊ ထို႔အျပင္ ဒါ႐ုိက္တာ
အတည္ျပဳလ်က္၊ ကုမၸဏီအတြက္ ခုိင္မာ ေသာေခါင္းေဆာင္မႈႏွင့္ ရည္မွန္းခ်က္ျဖင့္ မ်ား၊ အုပ္ခ်ဳပ္မႈဆိုင္ရာ အဓိကတာ၀န္႐ွိပုဂၢဳိလ္မ်ား တာ၀န္မွရပ္ဆိုင္းသည့္အခါတြင္
အေရးပါေသာအခန္းက႑မွ ပါ၀င္ ေဆာင္႐ြက္လ်က္႐ိွပါသည္။ ၀န္ေဆာင္မႈသေဘာတူညီခ်က္စာခ်ဳပ္ ခ်ဳပ္ဆိုရာ၌ ထိုစာခ်ဳပ္ထဲတြင္ မွ်တၿပီး
ေၾကာင္းက်ိဳးဆီေလ်ာ္ေသာ အခ်က္မ်ားပါ၀င္ေစရန္ ေဆာင္႐ြက္ေပးရပါသည္။
ဦးသိမ္းေ၀ သည္ အမႈေဆာင္ဥကၠ႒အျဖစ္ တာ၀န္ယူရာတြင္ ဒါ႐ုိက္တာအဖြဲ႕
အတြင္းႏွင့္၊ ဒါ႐ုိက္တာအဖြဲ႕ႏွင့္ စီမံအုပ္ခ်ဳပ္သူမ်ားအၾကား အျပဳသေဘာေဆာင္ RC သည္ ကုမၸဏီထံသို႔ ထည့္ဝင္မႈပမာဏနွင့္ ထမ္းေဆာင္ရသည့္ တာဝန္မ်ားနွင့္
ေသာ ဆက္သြယ္ေဆာင္႐ြက္မႈမ်ား ျဖစ္ထြန္းေစရန္ တုိက္တြန္းအားေပးသည့္ သင့္ေလ်ာ္ေသာ ခံစားခြင့္လစာမ်ားကို သတ္မွတ္ျပ႒ာန္းေပးပါသည္။ လုုပ္ငန္းအ
အေနျဖင့္ ဒါ႐ုိက္တာအဖြဲ႕ႏွင့္ စီမံအုပ္ခ်ဳပ္သူမ်ားအၾကား သတင္းအခ်က္အလက္ ေျခအေန၊ နိႈင္းယွဥ္နို္င္ေသာ အျခားေသာကုမၸဏီမ်ား၏စံနႈန္းမ်ား၊ ကုမၸဏီ၏လုုပ္
မ်ား၏ အရည္အေသြး၊ အေရအတြက္ႏွင့္ အခ်ိန္ႏွင့္တေျပးညီ စီးဆင္းမႈတုိ႔ကုိ ငန္းစြမ္းေဆာင္ရည္နွင့္ တစ္ဦးခ်င္းစီ၏ စြမ္းေဆာင္ရည္ စသည့္အခ်က္မ်ားကို
ထိန္းခ်ဳပ္ျခင္း၊ စီမံအုပ္ခ်ဳပ္သူမ်ားထံမွရ႐ိွေသာ သတင္းအခ်က္အလက္၊ အႀကံ ထည့္သြင္းစဥ္းစားၿပီး သတ္မွတ္ျခင္းျဖစ္သည္။ RC သည္ ဒါ႐ိုက္တာမ်ားက
ဉာဏ္မ်ားကုိအေျခခံ၍ ဒါ႐ုိက္တာအဖြဲ႕အစည္းအေ၀းအတြက္ အစည္းအေ၀း ကုမၸဏီအား ေအာင္ျမင္စြာစီမံခန္႔ခြဲမႈအေပၚမူတည္၍ ဒါ႐ုုိက္တာလစာ၊ ခံစားခြင့္၊
ေခါင္းစဥ္မ်ား၊ အေၾကာင္းအရာမ်ားခ်မွတ္ျခင္းတုိ႔အပါအ၀င္ ဒါ႐ုိက္တာအဖြဲ႕၏ အပိုဆုေၾကးေငြ၊ ေ႐ြးခ်ယ္ခြင့္၊ ႐ွယ္ယာအေပၚအေျခခံသည့္ မက္လံုးမ်ား၊ ဆုုေၾကး
လုပ္ငန္းမ်ားကို က႑မ်ိဳးစံု၊ ႐ႈေထာင့္မ်ိဳးစံုမွ ထိေရာက္မႈ႐ိွေစရန္ အဓိကတာ၀န္ယူ မ်ား၊ ပစၥည္းအက်ိဳးခံစားခြင့္မ်ား အစ႐ိွေသာခံစားခြင့္မ်ားကို ဆံုးျဖတ္ေပးပါသည္။
ေဆာင္႐ြက္ပါသည္။ ဒါ႐ိုက္တာအဖြဲ႕အတြင္း ပြင့္လင္းျမင္သာမႈ႐ိွၿပီး ေဆြးေႏြး
ဖလွယ္ေသာ အေလ့အထတစ္ရပ္ကို ျမႇင့္တင္ေပးရန္၊ တိုင္ပင္ေဆြးေႏြးရန္ႏွင့္ အမည္စာရင္း တင္သြင္းေရးေကာ္မတီ (NC)
ဆံုးျဖတ္ခ်က္မ်ား ခ်မွတ္ရန္အတြက္ လံုေလာက္ေသာ အခ်ိန္႐ိွေအာင္ လုပ္ေဆာင္
ေပးျခင္းႏွင့္ အမႈေဆာင္မဟုတ္ေသာ ဒါ႐ိုက္တာမ်ား၏ လုပ္ေဆာင္ခ်က္မ်ား အမည္စာရင္းတင္သြင္းေရးေကာ္မတီသည္ ဒါ႐ုိက္တာအဖြဲ႕ႏွင့္ သူ၏အဖြဲ႕၀င္မ်ား
ထိေရာက္မႈ႐ိွေအာင္ ေဆာင္႐ြက္ေပးသည္။ ႏွစ္ပတ္လည္ႏွင့္ ႐ွယ္ယာ႐ွင္ ကုိ ဘ႑ာေရး၊ စီးပြားေရး၊ အစုိးရဌာနႏွင့္ ပညာေရးအစ႐ိွသည့္ က႑အသီးသီး
အစည္းအေ၀းမ်ားတြင္ ႐ွယ္ယာ႐ွင္မ်ား ဘုတ္အဖြဲ႕၀င္မ်ားႏွင့္ စီမံခန္႔ခြဲမႈ အဖြဲ႕မ်ား တြင္ အေတြ႕အႀကဳံ႐ိွသူမ်ားႏွင့္ မတူကြဲျပားေသာ ပုဂၢဳိလ္မ်ားပါ၀င္သည့္ ဒါ႐ုိက္တာ
အၾကား အျပဳသေဘာေဆာင္သည့္ ေဆြးေႏြးမႈမ်ားရ႐ိွေအာင္ အဓိကလုပ္ေဆာင္ အဖြဲ႕အျဖစ္ ဖြဲ႕စည္းႏိုင္ရန္ရည္႐ြယ္၍ သင့္ေလ်ာ္ေသာအရည္အခ်င္း၊ စြမ္းရည္
ေနသူျဖစ္သည္။ ႏွင့္ အေတြ႕အႀကဳံ႐ိွေသာသူမ်ားကုိ ဆုံးျဖတ္ေ႐ြးခ်ယ္ေပးရသည္။ ဒါ႐ုိက္တာ
တစ္ဦးခ်င္းအား ခန္႔အပ္ျခင္းႏွင့္ ႏုတ္ထြက္ျခင္းတို႔အတြက္ ဒါ႐ုိက္တာအဖြဲ႕တစ္ခု
စာရင္းစစ္ႏွင့္ ဆုံးရႈံးႏိုင္ေျခ႐ိွမႈအႏၲရာယ္မ်ား စီမံခန္႔ခြဲမႈေကာ္မတီ လုံး၏ အတည္ျပဳခ်က္ကုိရယူရန္ လိုအပ္ပါသည္။
(ARMC)
ကုမၸဏီ၏ ေရ႐ွည္တိုးတက္မႈႏွင့္ ေအာင္ျမင္မႈတို႔ကုိ ေဖာ္ေဆာင္ႏိုင္မည့္ ေရ႐ွည္
စာရင္းစစ္ႏွင့္ ဆုံး႐ႈံးႏိုင္ေျခ႐ိွမႈ အႏၲရာယ္မ်ားစီမံခန္႔ခြဲမႈေကာ္မတီ (ARMC) ကုိ တည္တံ့ေသာ ယွဥ္ၿပိဳင္ႏိုင္မႈ၊ တီထြင္ဆန္းသစ္မႈ အေတြးအျမင္မ်ားကုိ ရ႐ိွႏုိင္ရန္
ဒါ႐ုိက္တာအဖြဲ႕႐ိွ ဒါ႐ုိက္တာအဖြဲ႕၀င္မ်ားျဖင့္ ဖြဲ႕စည္းထားပါသည္။ ေကာ္မတီသည္ အတြက္ ကုမၸဏီသည္ မတူကြဲျပားေသာ စြမ္းေဆာင္ရည္မ်ား၊ ဗဟုသုတမ်ား၊
ကုမၸဏီ၏ ဆုံး႐ႈံးႏိုင္ေျခ႐ိွမႈအႏၲရာယ္္၊ ဥပေဒလိုက္နာမႈ၊ ထိန္းခ်ဳပ္မႈ၊ အုပ္ခ်ဳပ္မႈ ကၽြမ္းက်င္မႈမ်ား၊ အတတ္ပညာဆိုင္ရာ အေတြ႕အႀကဳံမ်ားကုိ တစ္ဦးခ်င္းပိုင္ဆိုင္
မူေဘာင္တို႔ႏွင့္ ပတ္သက္ေသာ ကိစၥရပ္မ်ားတြင္ ဒါ႐ုိက္တာအဖြဲ႕သုိ႔ လြပ္လပ္စြာ ထားသည့္ ဒါ႐ုိက္တာအဖြဲ႕၀င္မ်ား၏ စုေပါင္းစြမ္းအားကုိ အေျချပဳေသာ ဒါ႐ုိက္
အႀကံေပးသည့္အျပင္ ဘ႑ာေရး႐ွင္းတမ္းမ်ားႏွင့္ပတ္သက္သည့္ တာ၀န္ခံမႈ၊ တာအဖြဲ႕ကုိ မတူကြဲျပားသည့္ အဖြဲ႕အစည္းတစ္ခုအျဖစ္ ဆက္လက္ထိန္းသိမ္း
တာ၀န္႐ိွမႈကိစၥရပ္မ်ားအပါအ၀င္ အျခားလိုအပ္သည့္ တာ၀န္၀တၱရားမ်ားကုိ လုပ္ ထား႐ိွရန္ ခိုင္မာစြာလက္ခံထားပါသည္။
ေဆာင္ရသည္။ ARMC သည္ ႏွစ္၀က္တိုင္းႏွင့္ နွစ္ပတ္လည္ ဘ႑ာေရးထုတ္ျပန္
ခ်က္မ်ားကို ဘုတ္အဖြဲ႕သို႔ မတင္ျပမီ ျပန္လည္စစ္ေဆးျခင္း၊ အထူးသျဖင့္ စေတာ့ NC သည္ ဒါ႐ုိက္တာဘုတ္အဖဲြ႕၏ ဖဲြ႕စည္းပုံ၊ အဖဲြ႕၀င္ဦးေရ၊ ဒါ႐ိုက္တာအဖြဲ႕
အိတ္ခ်ိန္းႏွင့္ စဥ္းမ်ဥ္းျပ႒ာန္းခ်က္မ်ားအရ ေျပာင္းလဲထားသည့္ စာရင္းကိုင္ အ႐ြယ္အစားႏွင့္ (ကြ်မ္းက်င္မႈ၊ အသိပညာ၊ အေတြ႕အႀကဳံႏွင့္ ကဲြျပားျခားနားမႈ
မူ၀ါဒႏွင့္ အေလ့အထမ်ား၊ ဆံုး႐ံႈးႏိုင္ေျခ႐ိွမႈအႏ ၱရာယ္၊ ေငြစစ္စာရင္းႏွင့္ စာရင္း အပါအ၀င္) ေပါင္းစပ္ဖဲြ႕စည္းမႈတုိ႔ကုိ ပုံမွန္သုံးသပ္ၿပီး ဒါ႐ိုက္တာမ်ားအား အေျပာင္း
ကိုင္ စံခ်ိန္စံညႊန္းမ်ားအေပၚ အာ႐ံုစိုက္စစ္ေဆးသည္။ အလဲျပဳလုုပ္နိုင္ရန္ ဒါ႐ုိက္တာဘုတ္အဖဲြ႕အား ေထာက္ခံခ်က္မ်ားေပးပါသည္။
ဤေကာ္မတီသည္ အနည္းဆုံး (၃)ႏွစ္ျပည့္တုိင္း ဒါ႐ုိက္တာအဖြဲ႕ဝင္မ်ားအားလုုံး
ARMC သည္ စီမံအုပ္ခ်ဳပ္သူအဖြဲ႕ႏွင့္ အလုုပ္တြဲလုပ္ျခင္း၊ ၫႊန္ၾကားခ်က္မ်ား ရာထူးမွႏုတ္ထြက္ျခင္း၊ ျပန္လည္အဆုိျပဳျခင္းႏွင့္ ျပန္လည္ခန္႔ျခင္းတုိ႔အား ၎တို႔
ေပးျခင္းျဖင့္ မူဝါဒမ်ားကို ျပန္လည္သံုးသပ္ျခင္း၊ ေရးဆြဲျခင္းတို္႔ကို ျပဳလုုပ္ၾကပါ ကိုယ္တိုင္ အမည္စာရင္းျပန္လည္တင္သြင္းေစရန္ ႀကီးၾကပ္ရပါသည္။ NC သည္
သည္။ ဒါ႐ိုက္တာအဖြဲ႕၏ မဟာဗ်ဴဟာရည္မွန္းခ်က္မ်ားကို ရ႐ိွႏိုင္ရန္အတြက္ ေစ်းကြက္အတြင္း ကုမၸဏီအေနျဖင့္ ထိေရာက္သည့္ယွဥ္ၿပိဳင္နုိင္မႈစြမ္းရည္ ဆက္
စနစ္တက် တည္ေဆာက္ထားေသာ ေဆာင္႐ြက္ခ်က္မ်ားျဖင့္ ဆံုး႐ံႈးနိုင္ေခ်႐ိွေသာ လက္႐ိွေနေစရန္ေမွ်ာ္မွန္းကာ ကုမၸဏီေခါင္းေဆာင္မႈ လုိအပ္ခ်က္မ်ားႏွင့္အညီ
ေနရာမ်ားအားေျဖ႐ွင္းျခင္း၊ စီမံခန္႔ခြဲျခင္းတို႔ကို ျပဳလုုပ္ရပါသည္။ ARMC သည္ အလုပ္အမႈေဆာင္ႏွင့္ အလုုပ္အမႈေဆာင္မဟုုတ္ေသာ ဒါ႐ုိက္တာမ်ားအား ျပန္
ကုမၸဏီ၏ အနာဂတ္ဆံုး႐ံႈးနိုင္ေျခ မဟာဗ်ဴဟာႏွင့္ လက္႐ိွဆံုး႐ံႈးနိုင္ေျခမ်ားႏွင့္ လည္သုံးသပ္မႈကုိ ေဆာင္႐ြက္ရပါသည္။
ထိစပ္မႈအေျခအေနမ်ားကို ေလ့လာသံုးသပ္ၿပီး ဒါ႐ိုက္တာအဖြဲ႕ကို အႀကံေပးပါ
သည္။ ကုမၸဏီ၏ဖြဲ႕စည္းပံုအေျခခံစည္းမ်ဥ္းအရ ARMC သည္ တည္ဆဲဥပေဒ
အရ၊ သို႔မဟုုတ္ သက္ဆိုင္ရာေငြေခ်းသက္ေသခံလက္မွတ္ စည္းမ်ဥ္းအရ လုုိအပ္
ေသာတာဝန္မ်ားကို တာဝန္ယူေလ့႐ိွၿပီး ဒါ႐ိုက္တာအဖြဲ႕က အခ်ိန္အားေလ်ာ္စြာ
ခ်မွတ္ထားေသာ ARMC က တာဝန္ယူရန္လိုအပ္ေသာ ျပင္ဆင္မႈမ်ားကိုလည္း
ျပဳလုုပ္ရန္လိုအပ္ပါသည္။

ဒါ႐ုိက္တာအဖြဲ႕၏ အမွီအခိုကင္းမႈ ဒါ႐ုိက္တာအဖြဲ႕အစည္းအေ၀းမ်ားႏွင့္ အစည္းအေ၀းတက္ေရာက္မႈ
ဒါ႐ုိက္တာအဖြဲ႕သည္ အလုပ္အမႈေဆာင္မဟုတ္ေသာ ဒါ႐ုိက္တာအမ်ားစုျဖင့္ ဖြဲ႕ ကုမၸဏီမ်ားအုပ္စု၏ ဘ႑ာေရးအစီရင္ခံစာႏွင့္ ရလဒ္ထုတ္ျပန္ခ်က္မ်ား မထုတ္

စည္းထားေသာေၾကာင့္ အမွီအခိုကင္းစြာ ရပ္တည္သည့္အဖြဲ႕အစည္း ျဖစ္ပါသည္။ ျပန္မီ ျပန္လည္သုံးသပ္ႏိုင္ရန္ ဒါ႐ုိက္တာအဖြဲ႕အစည္းအေ၀းမ်ားကုိ ႀကိဳတင္ျပဳ
ကုမၸဏီ၏ အလုပ္အမႈေဆာင္မဟုတ္ေသာ ဒါ႐ုိက္တာမ်ားသည္ ၎တို႔၏ မတူ လုပ္ေလ့႐ိွၿပီး အစည္းအေ၀းက်င္းပမည့္ ေန႔ရက္ကုိလည္း ဒါ႐ုိက္တာမ်ားအား
ကြဲျပားေသာ အေတြ႕အႀကဳံမ်ား၊ ထင္ျမင္ယူဆခ်က္မ်ားကုိ လြပ္လပ္စြာေဖာ္ျပႏိုင္ လုံးဆီသုိ႔ ႀကိဳတင္အေၾကာင္းၾကားပါသည္။ ထို႔အျပင္ ကုမၸဏီႏွင့္ပတ္သက္၍
ၾကျခင္းေၾကာင့္ လြပ္လပ္စြာေတြးေခၚမႈ႐ိွသည့္ ပတ္၀န္းက်င္တစ္ခုကုိ ဖန္တီးႏိုင္ရန္ အေရးႀကီးကိစၥရပ္မ်ား ေပၚေပါက္သည့္အခါတြင္လည္း အစည္းအေ၀းမ်ားကုိ
အေထာက္အကူျပဳပါသည္။ အလုပ္အမႈေဆာင္ဒါ႐ုိက္တာတစ္ဦးဦး (သုိ႔မဟုတ္) ဆင့္ေခၚေလ့႐ိွၿပီး အစည္းအေ၀းကုိလည္း ကုမၸဏီမွသတ္မွတ္ထားသည့္ ေနရာ
အလုပ္အမႈေဆာင္ဒါ႐ုိက္တာတစ္ဦးဦးႏွင့္ သက္ဆိုင္သည့္ ကုမၸဏီတစ္ခုခုႏွင့္ မ်ားတြင္သာ ျပဳလုပ္ေလ့႐ိွပါသည္။ အစည္းအေ၀းတြင္ ေဆြးေႏြးမည့္ကိစၥရပ္မ်ား
ပတ္သက္၍ ဆုံးျဖတ္ခ်က္ခ်မွတ္ရန္႐ိွပါက ထိုအလုပ္အမႈေဆာင္ဒါ႐ုိက္တာကုိ ကုိလည္း ႀကိဳတင္ေလ့လာႏိုင္ရန္ လိုအပ္ေသာစာ႐ြက္စာတမ္းမ်ားကုိ ဒါ႐ုိက္
ယင္းကိစၥအတြက္ ေဆြးေႏြးရာတြင္ ပါ၀င္ခြင့္မျပဳသလို မဲေပးခြင့္လည္းမ႐ိွပဲ က်န္ တာမ်ားထံသုိ႔ ႀကိဳတင္ေပးပို႔ ထားပါသည္။ ဒါ႐ုိက္တာအဖြဲ႕မွ ဖြဲ႕စည္းေပးထားသည့္
သူမ်ားျဖင့္ လြတ္လပ္စြာဆုံးျဖတ္ေဆာင္႐ြက္ပါသည္။ ထို႔ေၾကာင့္ ဒါ႐ုိက္တာအဖြဲ႕၏ ေကာ္မတီမ်ားသည္ ဒါ႐ုိက္တာအဖြဲ႕၏ ပုံမွန္အစည္းအေ၀းမ်ား မျပဳလုပ္မီတြင္
ဆုံးျဖတ္ခ်က္မ်ားသည္ ႐ွယ္ယာ႐ွင္မ်ား၏ အက်ဳိးစီးပြားအတြက္သာျဖစ္ၿပီး မည္သူ (သုိ႔မဟုတ္) လိုအပ္သည့္အခ်ိန္မ်ားတြင္ ႀကိဳတင္၍ အစည္းအေ၀းမ်ား ျပဳလုပ္ေလ့
တစ္ဦးတစ္ေယာက္၏ လႊမ္းမိုးမႈမွမ႐ိွပါ။ ႐ိွၿပီး ဒါ႐ုိက္တာအဖြဲ႕မွ အတည္ျပဳဆုံးျဖတ္ခ်က္မ်ား မျပဳလုပ္မီတြင္ ေကာ္မတီမ်ား
၏ ေထာက္ခံခ်က္မ်ား အသင့္႐ိွေနေစရန္ ေဆာင္႐ြက္ၾကပါသည္။
ဒါ႐ိုက္တာအဖြဲ႕၀င္မ်ားအတြက္ လုပ္ငန္း၀င္သင္တန္း
ကုမၸဏီျပင္ပစာရင္းစစ္မႈ
ကုမၸဏီသည္ အသစ္ခန္႔အပ္ေသာ ဒါ႐ုိက္တာမ်ားကုိ ကုမၸဏီမ်ားအုပ္စု၏ စီးပြားေရး
လုပ္ငန္းမ်ား၊ ဒါ႐ုိက္တာအဖြဲ႕၏ လုပ္ငန္းစဥ္မ်ား၊ ဌာနတြင္းအုပ္ခ်ဳပ္မႈမ်ား၊ စီမံ ကုမၸဏီနွင့္ ၎၏လက္ေအာက္ခံ ကုမၸဏီမ်ား၏ စာရင္းမ်ားကိုစစ္ေဆးရန္အတြက္
အုပ္ခ်ဳပ္မႈအေလ့အက်င့္မ်ားႏွင့္ ေနသားက်ေစရန္ လုပ္ငန္း၀င္သင္တန္းကုိ ျပဳလုုပ္ Myanmar Vigour & Associates Limited (“Deloitte Myanmar”) ကို ျပင္ပ
ေပးလ်က္႐ိွပါသည္။ အဆိုပါ သင္တန္းအစီအစဥ္တြင္ လုပ္ငန္းခြင္မ်ားသုိ႔သြား စာရင္းစစ္ အဖြဲ႕အစည္းအျဖစ္ ေ႐ြးခ်ယ္ထားပါသည္။ ထိုျပင္ပ စာရင္းစစ္အဖြဲ႕
ေရာက္ေလ့လာျခင္း၊ ကုမၸဏီအုပ္စု၏ စီးပြားေရးလုပ္ငန္းမ်ားအတြက္ မဟာဗ်ဴ အစည္း၏ အစီရင္ခံစာကုုိ ၂၀၁၉ ဘ႑ာနွစ္အတြက္ထုတ္ျပန္ေသာ နွစ္ပတ္လည္
ဟာေျမာက္ ရည္မွန္းခ်က္မ်ားနွင့္ လုုပ္ငန္းစဥ္မ်ားခ်မွတ္ျခင္း၊ စီမံခန္႔ခြဲမႈဆုိင္ရာ အစီရင္ခံစာ၏ လြတ္လပ္ေသာ စာရင္းစစ္အစီရင္ခံစာက႑တြင္ ေဖာ္ျပထားပါ
ေဆြးေႏြးတင္ျပမႈမ်ားျပဳလုပ္ျခင္း၊ စီမံအုပ္ခ်ဳပ္မႈဆိုင္ရာ အဓိကတာဝန္႐ိွသူမ်ားကို သည္။
ေတြ႕ဆံုျခင္းႏွင့္ ကုမၸဏီလုပ္ငန္းလည္ပတ္မႈမ်ားအေၾကာင္း အသိေပးေျပာၾကား
ျခင္းတုိ႔ ပါ၀င္သည္။ အတြင္းလူမ်ား အစုု႐ွယ္ယာေရာင္းဝယ္မႈအား တားျမစ္ျခင္း
ဒါ႐ိုက္တာအဖြဲ႕အား ေလ့က်င့္သင္ၾကားေပးမႈနွင့္ဖြံ႕ၿဖိဳးမႈ ဘ႑ာေရး၀န္ႀကီးဌာနမွ ထုတ္ျပန္ထားေသာ ေငြေခ်းသက္ေသခံလက္မွတ္မ်ား

လဲလွယ္ေရာင္း၀ယ္ေရး ဥပေဒႏွင့္ ျမန္မာႏိုင္ငံ ေငြေခ်းသက္ေသခံလက္မွတ္မ်ား
ဒါ႐ုိက္တာအဖြဲ႕ဝင္မ်ားအား လက္႐ိွေစ်းကြက္အေျခအေန၊ စက္မႈလုပ္ငန္းမ်ား၏ လဲလွယ္ေရာင္း၀ယ္ေရးေကာ္မ႐ွင္မွ ထုတ္ျပန္ထားေသာ စည္းမ်ဥ္းမ်ားႏွင့္အညီ
သတင္းအခ်က္အလက္မ်ားကုိ အခ်ိန္ႏွင့္တေျပးညီ သိ႐ိွေနေစရန္ႏွင့္ လုုပ္ငန္း ဒါ႐ိုက္တာအဖြဲ႕ဝင္မ်ားနွင့္ အေရးႀကီးသ တင္းအခ်က္အလက္မ်ားကို သိ႐ိွ
စြမ္းေဆာင္ရည္ အစဥ္တိုးတက္ေစရန္အတြက္ ႏွီးေႏွာဖလွယ္ပြဲမ်ား၊ ၫိႇႏိႈင္းေဆြး ထားေသာ ဝန္ထမ္းမ်ားအပါအဝင္ အတြင္းလူမ်ားအေနျဖင့္ ထုုတ္ျပန္ ေၾကညာ
ေႏြးပြဲမ်ားႏွင့္ အလုုပ္႐ံုေဆြးေႏြးပြဲမ်ားသို႔တက္ေရာက္ရန္ တို္က္တြန္းအားေပး ျခင္းမျပဳရေသးေသာ အေရးႀကီးသည့္သတင္းအခ်က္ အလက္မ်ားကို အေျခခံ၍
လ်က္႐ိွပါသည္။ ကိုယ္ပိုင္ (သို႔) တျခားသူအတြက္ အစုု႐ွယ္ယာမ်ား ဝယ္ယူေရာင္းခ်ျခင္းကို
တင္းက်ပ္စြာတားျမစ္ထားပါသည္။ အျခားျပင္ပမွသူမ်ားအား အစုု႐ွယ္ယာမ်ား
ဒါ႐ုိက္တာအဖြဲ႕၏ ဖြဲ႕စည္းပံုနွင့္အ႐ြယ္အစား ဝယ္ယူေရာင္းခ်ရန္ အႀကံေပးျခင္းနွင့္ အေရးႀကီးေသာ သတင္းအခ်က္အလက္
မ်ားအား ေဖာ္ထုတ္ျခင္းတို႔ကိုလည္း တင္းက်ပ္စြာတားျမစ္ ထားပါသည္။
ဒါ႐ိုက္တာအဖြဲ႕ကို ဒါ႐ိုက္တာအဖြဲ႕ဝင္ (၉)ဦးႏွင့္ ဖြဲ႕စည္းထားၿပီး အလုုပ္အမႈ
ေဆာင္မဟုုတ္ေသာ ဒါ႐ိုက္တာ (၆)ဦးႏွင့္ အလုုပ္အမႈေဆာင္ဒါ႐ိုက္တာ (၃)ဦးတို႔ ဒါ႐ိုက္တာအဖြဲ႕သည္ အတြင္းလူမ်ား အစုု႐ွယ္ယာေရာင္းဝယ္မႈကို ကာကြယ္
ပါ၀င္သည္။ အလုုပ္အမႈေဆာင္မဟုုတ္ေသာ ဒါ႐ိုက္တာမ်ားသည္ စြန္႔ဦးတီထြင္မႈ၊ တားဆီးရန္အတြက္ ကုမၸဏီတြင္း စည္းမ်ဥ္းစည္းကမ္းမ်ားကိုခ်မွတ္ၿပီး ျပန္လည္
ဘ႑ာေရးႏွင့္ ပညာေရးက႑မ်ားတြင္ အေတြ႕အႀကံဳမ်ားစြာ႐ိွသျဖင့္ ထိေရာက္ သံုးသပ္ျခင္း၊ ျပင္ဆင္ေရးဆြဲျခင္းတုုိ႔ကို အခ်ိန္အားေလ်ာ္စြာ ျပဳလုုပ္ရပါမည္။
မွန္ကန္ေသာ ဆံုးျဖတ္ခ်က္မ်ားကို ခ်မွတ္ႏိုင္ၾကပါသည္။ ဒါ႐ုိက္တာအဖြဲ႕ကို ဝန္ထမ္းမ်ားကိုလည္း အတြင္းသတင္းမ်ား အမ်ားျပည္သူထံသို႔ မေတာ္တဆ
လူအမ်ား ေလးစားယံုၾကည္ရသည့္ ပုုဂၢိဳလ္မ်ားျဖင့္ ဖြဲ႕စည္းထားေသာေၾကာင့္ မေပါက္ၾကားေစရန္ ေလ့က်င့္သင္ၾကားေပးျခင္းမ်ား ျပဳလုုပ္လ်က္႐ိွပါသည္။
ကုမၸဏီအတြက္ အျပဳသေဘာေဆာင္သည့္ အက်ိဳးေက်းဇူးမ်ားကို ရ႐ိွေစပါသည္။
ဆံုး႐ံႈးႏုိင္ေျခ႐ိွမႈအႏၲရာယ္မ်ားကုိ စီမံခန္႔ခြဲျခင္း
ဒါ႐ိုက္တာ အဖြဲ႕ဝင္မ်ားပါ၀င္လုပ္ေဆာင္မႈ
ကုမၸဏီအုပ္စု၏ ေန႔စဥ္လုပ္ငန္းလည္ပတ္မႈတြင္ ကုမၸဏီ၏ အဓိကတန္ဖုိးထား
ဒါ႐ုိက္တာအဖြဲ႕အစည္းအေ၀းမ်ားတြင္ ဒါ႐ိုက္တာအဖြဲ႕၀င္အားလံုးသည္ စီမံခန္႔ခြဲ မႈမ်ား၊ မူ၀ါဒမ်ားႏွင့္ မွန္ကန္ေသာ ထိန္းခ်ဳပ္မႈစနစ္မ်ားကိုအေျခခံ၍ အေမွ်ာ္အျမင္
မႈအဖြဲ႕၏ ဆံုးျဖတ္ခ်က္မ်ားေပၚတြင္ ၎တို႔၏ သေဘာထားမ်ားကို လြတ္လပ္စြာ ႐ိွသည့္ စြန္႔စားမႈကိုအေျခခံေသာ ဆံုးျဖတ္ခ်က္မ်ားခ်မွတ္နိုင္သည့္၊ ဆံုး႐ံႈးႏုိင္ေျခ
ထုတ္ေဖာ္ေဆြးေႏြးႏိုင္ပါသည္။ ဒါ႐ုိက္တာအဖြဲ႕သည္ မတူညီေသာအျမင္မ်ားကို ႐ိွမႈမ်ားကုိ စီမံခန္႔ခြဲသည့္ အေလ့အက်င့္တစ္ရပ္ကုိ တည္ေဆာက္လ်က္႐ိွပါသည္။
လြတ္လပ္ပြင့္လင္းစြာ ထုုတ္ေဖာ္ေျပာဆိုႏိုင္ေစသည့္ အလုပ္၀န္းက်င္ကို ဖန္တီး ထိုအေလ့အက်င့္ကို ၀န္ထမ္းမ်ားသိ႐ိွလာေအာင္ ျပဳလုပ္ျခင္း၊ အသိပညာေပးျခင္း၊
ေပးထားသည္။ အလုုပ္အမႈေဆာင္မဟုုတ္ေသာ ဒါ႐ိုက္တာမ်ား၏ မတူညီေသာ ေလ့လာေစာင့္ၾကည့္ျခင္းႏွင့္ ဆံုး႐ံႈးႏုိင္ေျခမ်ားေလ်ာ့ပါးေအာင္ ေဆာင္႐ြက္ျခင္းတုိ႔
ျပင္ပအေတြ႕အႀကံဳမ်ား၊ အျမင္မ်ားေၾကာင့္ ဒါ႐ိုက္တာအဖြဲ႕မွ ဆံုးျဖတ္ခ်က္မ်ား ကို ကုမၸဏီမ်ားအုပ္စု၏ လုပ္ငန္းအားလံုးတြင္ က်င့္သံုးေဆာင္႐ြက္လ်က္႐ိွပါသည္။
ခ်မွတ္ရာတြင္ မွ်တမွန္ကန္မႈ႐ိွေစရန္ ၎တို႔၏ ထင္ျမင္ယူဆခ်က္မ်ားကိုိ ထုုတ္
ေဖာ္ေျပာဆိုရန္ ကုမၸဏီမွ တိုက္တြန္းအားေပးပါသည္။ အလုုပ္အမႈေဆာင္မဟုုတ္ ရင္းႏွီးျမႇဳပ္နွံမႈအတြက္ အမွန္တကယ္ ဆုံးျဖတ္ေဆာင္႐ြက္ျခင္းမျပဳမီတြင္ ျဖစ္ႏိုင္
ေသာ ဒါ႐ိုက္တာမ်ားအေနျဖင့္ ဒါ႐ုိက္တာအဖြဲ႕အစည္းအေ၀းမ်ား ျပင္ပတြင္လည္း ေျခ႐ိွေသာ ဘ႑ာေရးဆိုင္ရာ၊ လုပ္ငန္းလည္ပတ္မႈဆိုင္ရာႏွင့္ မဟာဗ်ဴဟာက်
ကုမၸဏီကိစၥရပ္မ်ားႏွင့္ပတ္သက္၍ လုိအပ္သလုိ လြတ္လပ္စြာေတြ႕ဆံုေဆြးေႏြး သည့္ အဓိကဆုံး႐ႈံးႏိုင္ေျခမ်ားကုိေဖာ္ထုတ္ၿပီး ေလ်ာ့ပါးသက္သာေအာင္ ျပဳလုပ္
ႏိုင္ၾကပါသည္။ ႏိုင္ရန္အတြက္ အလားအလာ႐ိွေသာ ရင္းႏွီးျမႇဳပ္နွံမႈဆုိင္ရာ အခြင့္အလမ္းမ်ားကုိ

အကဲျဖတ္သုံးသပ္ျခင္းႏွင့္ သက္ဆိုင္ရာ သတင္းအခ်က္အလက္မ်ားအား ဂ႐ု ကုမၸဏီအေနျဖင့္ ခ်က္ျခင္းေျဖ႐ွင္းရန္ လိုအပ္သည့္႐ိွရင္းစြဲ (သို႔) အသစ္ႀကံဳေတြ႕
တစိုက္စစ္ေဆးျခင္းတို႔ကုိ ျပဳလုပ္ပါသည္။ ထို႔အျပင္ အဂတိလိုက္စားမႈ ဆန္႔က်င္ ရမည့္ ႀကီးမားေသာဆုံး႐ႈံးႏုိင္ေျခ႐ိွမႈမ်ားနွင့္ ကုမၸဏီ၏ ခံႏုိင္ရည္႐ိွမႈထက္ပိုေသာ
ေ႐ွာင္႐ွားေရး ကုမၸဏီအုပ္စု၏မူ၀ါဒႏွင့္အညီ ကုမၸဏီတြင္း ႏွစ္စဥ္စာရင္းစစ္ေဆး ဆုံး႐ႈံးႏုိင္ေျခ႐ိွမႈမ်ားအတြက္ ကုမၸဏီ၏အုုပ္ခ်ဳပ္မႈဆိုင္ရာ အျမင့္ဆံုးတာဝန္႐ိွသူ
မႈအစီအစဥ္၏ အစိတ္အပိုင္းတစ္ရပ္အျဖစ္ Fraud Risk Assessment (လိမ္လည္ မ်ား နွင့္ ARMC သို႔ အျမန္ဆုံး သတင္းပုိ႔ရပါမည္။ ၂၀၁၉ ဘ႑ာႏွစ္တြင္ ကုမၸဏီ
မႈကုိအေျခခံသည့္ ဆုံး႐ႈံးႏိုင္ေျခမ်ားကုိ အကဲျဖတ္သုံးသပ္ျခင္း) ကုိ ကုမၸဏီအုပ္စု စြမ္းေဆာင္ရည္အေပၚ သက္ေရာက္မႈ႐ိွသည့္ အဓိကဆံုး႐ံႈးႏိုင္ေျခ အႏ ၱရာယ္ (၅)
တစ္ခုလုံး အတိုင္းအတာျဖင့္ လုပ္ေဆာင္ပါသည္။ ခုကို သတ္မွတ္ထားပါသည္။
ဆုံး႐ႈံးႏိုင္ေျခ႐ိွမႈမ်ားအေပၚ လက္႐ိွထိန္းခ်ဳပ္မႈစနစ္မ်ား၏ ထိေရာက္မႈမ်ားကုိ သုံး ဆံုး႐ံႈးနိုင္ေျခ႐ိွမႈ အႏၲရာယ္အဓိက (၅)မ်ိဳးကို ေအာက္ပါအတိုင္း သတ္

သပ္ရန္၊ လိုအပ္ပါကျပဳျပင္ရန္၊ ဆုံး႐ႈံးႏိုင္ေျခ႐ိွမႈမ်ား၏ ပုံစံေျပာင္းလဲေနမႈမ်ားကုိ မွတ္ထားပါသည္။
သုံးသပ္ရန္တို႔အတြက္ ႏွစ္၀က္ႏွင့္ႏွစ္စဥ္ Enterprise Risk Assessment (လုပ္ငန္း
ဆိုင္ရာ ဆုံး႐ႈံးႏိုင္ေျခအကဲျဖတ္ျခင္း) မ်ားကုိ လုပ္ေဆာင္လ်က္႐ိွပါသည္။ မဟာဗ်ဴဟာေျမာက္ ဆံုးရႈံးနိုင္ေျခ႐ိွမႈ
ကုမၸဏီအတြင္း ထိေရာက္သည့္ ဆံုး႐ံႈးႏိုင္ေျခ စီမံခန္႔ခြဲမႈႏွင့္ ထိန္းခ်ဳပ္မႈစနစ္႐ိွေစရန္ မဟာဗ်ဴဟာေျမာက္ ဆံုးရႈံးနိုင္ေျခ႐ိွမႈသည္ နိုင္ငံေရး၊ စီးပြားေရး၊ လူမႈေရး မတည္
ဆံုး႐ံႈးႏိုင္ေျခစီမံခန္႔ခြဲမႈမူေဘာင္မွ ကုမၸဏီအုပ္စု၏ အားေကာင္းေသာ ေကာ္ပိုရိတ္ မၿငိမ္ျဖစ္မႈမ်ား၊ ကုုန္ပစၥည္းေစ်းနႈန္းသတ္မွတ္မႈ၊ ေစ်းကြက္အတြင္း စတင္၀င္
စီမံခန္႔ခြဲအုပ္ခ်ဳပ္မႈစနစ္ကိုအေျခခံ၍ လုပ္ေဆာင္ေပးလ်က္႐ိွသည္။ ထိုေကာ္ပိုရိတ္ ေရာက္မႈႏွင့္ ထြက္ခြာျခင္းတို႔တြင္ မွားယြင္းသည့္ စီးပြားေရးဆံုးျဖတ္ခ်က္မ်ား (သို႔)
စီမံခန္႔ခြဲအုပ္ခ်ဳပ္မႈစနစ္ကို စီမံခန္႔ခြဲမႈစနစ္၏ အဓိကမ႑ိဳင္ႀကီး (၅)ရပ္ျဖစ္သည့္ စီးပြားေရးဆံုးျဖတ္ခ်က္ ကင္းမဲ့ျခင္းတို႔ၾကာင့္ ျဖစ္ေပၚလာနိုင္ပါသည္။ စီမံခန္႔ခြဲမႈ
ေပၚလစီမ်ားႏွင့္ လုုပ္ထံုးလုုပ္နည္းမ်ား၊ အတြင္းအျပင္ စာရင္းစစ္မႈမ်ား၊ အကဲျဖတ္ အဖြဲ႕သည္ ကုမၸဏီနွင့္လုပ္ငန္းအေပၚ သိ႐ိွနားလည္မႈကိုအေျခခံ၍ မဟာဗ်ဴဟာ
သံုးသပ္ခ်က္မ်ား၊ လိုက္နာမႈ႐ိွမ႐ိွ ေစာင့္ၾကည့္အစီရင္ခံ တင္ျပျခင္းမ်ားႏွင့္ စီးပြား တစ္ခုကို ေရးဆြဲရမည္ျဖစ္ၿပီး ထိုမဟာဗ်ဴဟာေၾကာင့္ ျဖစ္ေပၚလာနိုင္သည့္ ဆံုး႐ံႈး
ေရးလုုပ္ငန္းဆံုး႐ံႈးမႈဆိုင္ရာ အကဲျဖတ္မႈတို႔မွ အေထာက္အကူျပဳထားပါသည္။ နိုင္ေျခမ်ားကိုလည္း ဒါ႐ိုက္တာအဖြဲ႕နွင့္ပူးေပါင္း၍ သံုးသပ္ရမည္ျဖစ္သည္။
ထိုမ႑ိဳင္မ်ားကို စာရင္းစစ္နွင့္ ဆံုး႐ံႈးနိုင္ေျခစီမံခန္႔ခြဲမႈေကာ္မတီႏွင့္ ဒါ႐ိုက္တာ
အဖြဲ႕တို႔မွ ႀကီးၾကပ္ကြပ္ကဲလ်က္႐ိွပါသည္။ ဘ႑ာေရးအရ ဆံုး႐ံႈးနိုင္ေျခ႐ိွမႈ
ဆုံး႐ံႈးႏုိင္ေျခ႐ိွမႈေပၚအေျချပဳေသာ ကုမၸဏီတြင္းစာရင္းစစ္မႈ ဘ႑ာေရးအရ ဆံုး႐ံႈးနိုင္ေျခ႐ိွမႈသည္ ဘ႑ာေရးပိုင္ဆိုင္မႈအေပၚ ေပးဆပ္ရမည့္

အတိုးနႈန္းနွင့္ ရင္းႏွီးျမႇဳပ္နွံထားသည့္ ႐ွယ္ယာေစ်းနႈန္းမ်ားနွင့္ ဆက္စပ္ေနေသာ
ဆုံး႐ံႈးႏုိင္ေျခ႐ိွမႈေပၚအေျချပဳေသာ ကုမၸဏီတြင္းစာရင္းစစ္မႈ (Risk Based ေၾကာင့္ျဖစ္သည္။ ကုမၸဏီအုပ္စုသည္ အမ်ိဳးမ်ိဳးေသာ နိုင္ငံျခားေငြေၾကးျဖင့္
Internal Audit) သည္ ကုမၸဏီအုပ္စု၏ ဆုံး႐ံႈးႏုိင္ေျခ စီမံခန္႔ခဲြျခင္းအဖဲြ႕မွ လုုပ္ကိုင္ရသျဖင့္ ေငြလဲလွယ္မႈနႈန္းေၾကာင့္ ျဖစ္ေပၚလာနိုင္ေသာ ဆံုးရႈံးနုုိင္ေခ်
ေဆာင္႐ြက္ေနေသာ အဓိကလုပ္ငန္းတစ္ခုျဖစ္ပါသည္။ စည္းစနစ္က်ေသာ သံုး လည္း ႐ိွပါသည္။ ဘ႑ာေရးအရ ေပးရန္႐ိွမႈမ်ားအတြက္ အခက္အခဲမ႐ိွေစရန္
သပ္စစ္ေဆးခ်က္ျဖင့္ ဆုံး႐ံႈးႏိုင္ေျခ စီမံခန္႔ခဲြမႈစနစ္ ပိုမိုထိေရာက္မႈ႐ိွလာေစရန္ ကုမၸဏီအုပ္စုသည္ ၎၏လုုပ္ငန္းေဆာင္႐ြက္မႈမ်ားအတြက္ ကုမၸဏီအတြင္း
ေအာက္ေဖာ္ျပပါ လုပ္ငန္းဆိုင္ရာ ဆံုး႐ံႈးႏိုင္ေျခစီမံခန္႔ခြဲမႈ မူေဘာင္တို႔ျဖင့္ ထိန္းခ်ဳပ္ ၎၏လုပ္ငန္းမ်ားတြင္ ေငြေၾကးစီးဆင္းမႈကို လည္တ္ပတ္လုပ္ေဆာင္မႈ ျပဳရပါ
ကြပ္ကဲပါသည္။ သည္။
(က) ကုမၸဏီအုပ္စု၏ ရည္မွန္းခ်က္မ်ားအား အေကာင္အထည္ေဖာ္ေဆာင္႐ြက္ လုုပ္ငန္းနွင့္ပတ္သက္ေသာ ဆံုး႐ံႈးနိုင္ေျခ႐ိွမႈ

ရာတြင္ ရင္ဆုိင္ႀကဳံေတြ႕ႏိုင္သည့္ ကုမၸဏီအုပ္စုတြင္း ဆုံး႐ံႈးႏုိင္ေျခ႐ိွမႈမ်ား
ႏွင့္ ကုမၸဏီျပင္ပဆုံး႐ွံးႏုိင္ေျခ႐ိွမႈမ်ားအား ေဖာ္ထုတ္ခဲြျခားသတ္မွတ္ျခင္း။ လုုပ္ငန္းလည္ပတ္မႈဆိုင္ရာ ဆံုး႐ံႈးနိုင္ေျခ႐ိွမႈသည္ စီးပြားေရးလုုပ္ငန္းတိုင္းတြင္
( ခ ) ႀကံဳေတြ႕ေနရသည့္ ဆံုး႐ႈံးနုိင္ေျခ႐ိွမႈ အတိုင္းအတာကို ဆံုးျဖတ္နုိင္ရန္ ျဖစ္ေလ့႐ိွေသာ ဆံုး႐ံႈးနိုင္ေျခတစ္ခုျဖစ္ၿပီး ကုမၸဏီ၏စီးပြားေရးပံုစံကို အေကာင္
ေတြ႕႐ွိထားေသာ ဆံုး႐ံႈးႏိုင္ေျခ႐ွိမႈမ်ား၏အဆင့္မ်ားကို ေလ့လာခြဲျခားသတ္ အထည္ေဖာ္ရန္၊ သံုးစြဲသူျပည္သူမ်ား ေက်နပ္နွစ္သိမ့္မႈရ႐ိွေစရန္၊ အရည္အေသြး
မွတ္ျခင္း။ ျပည့္မီေစရန္နွင့္ ဦးစားေပးရန္ အစ႐ိွသည္တို႔အတြက္ ကုမၸဏီ၏လုပ္ေဆာင္ခ်က္
( ဂ ) ေတြ႕႐ိွထားသည့္ ဆုံး႐ွံးႏုိင္မႈ႐ိွသည္မ်ားကို ႐ိွရင္းစြဲထိန္းခ်ဳပ္မႈမ်ား (သို႔) မ်ားႏွင့္ ဆက္ႏြယ္လ်က္႐ိွသည္။ ကုမၸဏီအုပ္စုသည္ သင့္ေလ်ာ္သည့္ ဆံုး႐ံႈး
ေနာင္တြင္႐ိွလာမည့္ ထိန္းခ်ဳပ္မႈအစီအစဥ္မ်ားျဖင့္ ျဖစ္နိုင္ေခ်႐ိွသမွ် ေျဖ ႏိုင္ေျခ စီမံခန္႔ခြဲမႈႏွင့္ ဆံုး႐ံႈးႏိုင္ေျခေလ်ာ့ပါးေစေရး အစီအမံမ်ားေပၚတြင္ ဆက္
႐ွင္းျခင္း။ လက္ရင္းႏွီးျမႇဳပ္ႏွံမည္။
(ဃ) ေတြ႕႐ိွထားၿပီးျဖစ္ေသာ ဆံုး႐ံႈးနိုင္ေျခ႐ိွမႈမ်ား၏ အေရးႀကီးမႈ အေနအထား
ေျပာင္းလဲမႈမ်ားကို ေလ့လာေစာင့္ၾကည္ျခင္းႏွင့္ အသစ္ထြက္ေပၚလာေသာ လုုိက္နာမႈဆိုင္ရာ ဆံုး႐ံႈးနိုင္ေျခ႐ိွမႈ
ဆံုး႐ံႈးနိုင္ေျခ႐ိွမႈမ်ားကို သိ႐ိွေအာင္လုပ္ျခင္း။
( င ) စာရင္းစစ္ႏွင့္ ဆုံး႐ံႈးႏုိင္ေျခစီမံခန္႔ခဲြေရးေကာ္မတီႏွင့္ ဒါ႐ုိက္တာအဖဲြ႕သုိ႔ ၂၀၁၇ ျမန္မာနုုိင္ငံကုမၸဏီမ်ားဥပေဒ၊ YSX စာရင္းဝင္ စံသတ္မွတ္ခ်က္မ်ား၊ စာခ်ဳပ္
အေရးႀကီးေသာ ဆုံး႐ံႈးႏုိင္ေျခ႐ိွမႈမ်ားႏွင့္ ႐ိွရင္းစြဲထိန္းခ်ဳပ္မႈမ်ား (သို႔) ေနာင္ စာတမ္းမ်ားတြင္ပါ၀င္သည့္ ဥပေဒမ်ားကဲ့သို႔ေသာ စည္းမ်ဥ္းစည္းကမ္းမ်ားနွင့္
တြင္႐ိွလာမည့္ ထိန္းခ်ဳပ္မႈအစီအစဥ္မ်ားကို ပုံမွန္အစီရင္ခံတင္ျပျခင္း။ လုပ
ု ထ
္ ံုးလုပ
ု န
္ ည္းမ်ားကို လိက
ု န
္ ာရန္ မတတ္နင
ို ္ျခင္း (သိ)႔ု ပ်က္ကြက္ျခင္းတိ႔ေ
ု ၾကာင့္
ျဖစ္ေပၚေသာ ေငြေၾကး (သို႔) ဂုုဏ္သိကၡာက်ဆင္းျခင္းတို႔ႏွင့္ သက္ဆိုင္ေသာ ဆံုး
ေလ့လာေစာင့္ၾကည့္ျခင္းႏွင့္ အစီရင္ခံျခင္း ႐ံႈးမႈျဖစ္ပါသည္။
စီးပြားေရးလုပ္ငန္း ဆုံး႐ံႈးႏုိင္ေျခ႐ိွမႈအကဲျဖတ္ျခင္း အစိတ္အပုိုင္းတစ္ရပ္အေနျဖင့္ သတင္းအခ်က္အလက္နည္းပညာ ဆံုး႐ံႈးနိုင္ေျခ႐ိွမႈ

ေတြ႕႐ိွထားသည့္ ဆံုး႐ံႈးႏိုင္မႈမ်ားႏွင့္ ထိန္းခ်ဳပ္မႈမ်ား၏ လံုေလာက္မႈနွင့္ ထိေရာက္
မႈမ်ားအား နီးကပ္စြာေလ့လာေစာင့္ၾကည့္မႈမ်ား ျပဳလုပ္လ်က္႐ိွၿပီး ျပန္လည္သုံး IT နည္းပညာမ်ားကုုိ လံုေလာက္ေသာ ေစာင့္ၾကပ္ထိန္းသိမ္းမႈမ႐ိွျခင္း၊ သတင္း
သပ္မႈႏွင့္ ဆက္လက္လုပ္ေဆာင္ရန္ လုပ္ငန္းမ်ားအတြက္ ယင္းတို႔ကိုဆံုး႐ံႈးႏိုင္ေျခ အခ်က္အလက္နည္းပညာ မူဝါဒနွင့္စံႏႈန္းမ်ားကို စနစ္တက်မေရးဆြဲထားျခင္း၊
စာရင္းတြင္ မွတ္ပုံတင္ထားပါသည္။ ျပည့္စံုလံုေလာက္မႈမ႐ိွေသာ အေလ့အက်င့္မ်ားနွင့္ စံနႈန္းမ်ားတို႔ေၾကာင့္ ျဖစ္ေပၚ
လာေသာ ဆံုး႐ံႈးနိုင္ေျခ႐ိွမႈ ျဖစ္ပါသည္။ သတင္းအခ်က္အလက္ နည္းပညာစနစ္
စာရင္းစစ္ ဆုံး႐ံႈးႏုိင္ေျခ႐ိွမႈစီမံခန္႔ခြဲမႈေကာ္မတီသည္ ကုမၸဏီမွႀကဳံေတြ႕ေနရေသာ ႏွင့္သက္ဆိုင္သည့္ ခၽြတ္ယြင္းမႈေၾကာင့္ျဖစ္ေပၚေသာ ေငြေၾကး (သို႔) ဂုုဏ္သိကၡာ
ဆုံး႐ံႈးႏုိင္ေျခ႐ိွမႈမ်ားအတြက္ စီမံခန္႔ခြဲမႈအဖြဲ႕၏ ေဆာင္႐ြက္ခ်က္မ်ားႏွင့္ လုပ္ထုံး က်ဆင္းျခင္းတို႔ႏွင့္သက္ဆိုင္ေသာ ဆံုး႐ံႈးမႈျဖစ္ပါသည္။
လုပ္နည္းမ်ား က်င့္သံုးျခင္း႐ွိမ႐ိွကို ေစာင့္ၾကည့္လ်က္႐ိွၿပီး ဆံုး႐ံႈးႏိုင္ေျခစီမံခန္႔ခဲြ
ျခင္း မူေဘာင္ကိုလည္း ျပည့္စံုလံုေလာက္မႈ႐ိွမ႐ိွ အစဥ္သံုးသပ္လ်က္႐ိွပါသည္။

SUSTAINABILITY REPORT
UNITED NATIONS GLOBAL COMPACT PRINCIPLES
The United Nations Global Compact (“UNGC”) was initiated in 2000 by Secretary-General Kofi Annan to promote global corporate
responsibility with 10 guiding principles. The Company’s sustainability efforts are structured around the Sustainable Development
Goals of the UNGC as a framework and organised around People, Planet and Profit. The Company is also communicating transparently
on its responsible business activities in accordance with the 10 principles relating to human rights, labour rights, environment and
anti-corruption.
FMI recognises the value of aligning with the international standards for responsible business practices and the 10 Principles1 of the
UNGC, and strives to continually adhere to them to improve the integration of the UNGC and its principles into its business strategy,
corporate culture and daily operations.
PRINCIPLE 1: Businesses should support and respect the protection of internationally

proclaimed human rights; and
HUMAN RIGHTS PRINCIPLE 2: make sure that they are not complicit in human rights abuses.
PRINCIPLE
PRINCIPLE 3: Businesses should uphold the freedom of association and the effective
recognition of the right to collective bargaining;
PRINCIPLE 4: the elimination of all forms of forced and compulsory labour;
PRINCIPLE 5: the effective abolition of child labour; and
LABOUR PRINCIPLE 6: the elimination of discrimination in respect of employment and occupation.
PRINCIPLE 7: Businesses should support a precautionary approach to environmental

challenges;
PRINCIPLE 8: undertake initiatives to promote greater environmental responsibility; and
ENVIRONMENTAL PRINCIPLE 9: encourage the development and diffusion of environmentally friendly
PRINCIPLE technologies.
PRINCIPLE 10: Businesses should work against corruption in all its forms, including extortion
ANTI-CORRUPTION and bribery.
PRINCIPAL
1
The full Communication on Progress can be found at: https://www.unglobalcompact.org/system/attachments/cop_2017/433681/original/
Communication_on_Progress_Report_-_FMI_2017.pdf?1509432258

SUSTAINABILITY STRATEGY
The Yoma Group’s sustainability strategy is centered on building capacity and giving back to the communities in which it operates.
The Yoma Group is committed to creating long-term economic value and growth for its stakeholders. This is achieved through the
management of its operations and projects in a way that ensures commercial viability without compromising the environment in the
longer term. The Yoma Group’s role in shaping the long-term viability of its strategy includes providing guidance on matters relating
to stakeholders and incorporating sustainable practices into its business operations. The Yoma Group’s sustainability strategy
targets the 3Ps — People, Planet and Profit. Starting this year, the Group is reporting on the initiatives it created based on 3Ps
through a diagram and a Progress Summary. Please refer to the link for detailed illustration. https://fmi.com.mm/non-financial-kpis/
PEOPLE PLANET PROFIT
By creating a good workforce, By respecting the environment, By improving economic

conducting labour management, reducing greenhouse gas performance, consumer
respecting human rights, and emissions as well as energy, satisfaction and shared values.
implementing good governance. water consumption and
managing solid waste.

SUSTAINABILITY HIGHLIGHTS (FY2019)
PEOPLE PLANET PROFIT
Yoma Yangon International World Clean Up Day 2018 220 Bus Shelters
Marathon 2019
Community Light Center Paperless Culture Affordable Housing Plan
Creating Shared Value in Banking: EMR-ERP system One of the most tax paying companies
Yoma Bank and Wave Money in Myanmar
• Top 100 Fintech Companies
• Best Technology Solution for Financial
Inclusion Award
Board Trainings Earth Hour 2018 Expansion of Hospitals
• Best Learning & Development Program The Less Single Use Plastic Campaign Contributed to about 2% of Myanmar
• Most Effective Recruitment Strategy for Gross Domestic Product and serving 7
Talent Attraction million customers monthly.
• Most Innovative Use of Technology in HR
• Excellence in the Workplace Environment
• HR Director of the Year
• CEO of the Year
Economic Dividends for Gender Equality

Certification Award
Business Coalition for Gender Equality

OVERVIEW OF FMI’S MATERIALITY, TARGETS & POLICIES
FMI’S MATERIALITY, TARGETS AND POLICIES FOR FY2019
MATERIAL ESG FACTORS TARGETS POLICY
GOVERNANCE
Anti-Corruption • To uphold and adhere to the Group’s zero • Anti-Bribery Policy

tolerance approach to corruption, bribery and • Anti-Corruption Procedure
fraud. • Code of Conduct
• Conflict of Interest Policy
• Whistle Blowing Policy
Legal Compliance • To maintain compliance with the relevant • Code of Conduct
national environmental policies, laws and • Environmental, Health and Safety Policy
regulations as well as IFC performance • Human Rights Policy
standards and the Asian Development Bank’s
Safeguard policy.
ENVIRONMENTAL
Environment • Do not harm the environment • Environment, Health & Safety Policy
• Reduce the use of plastics
SOCIAL
Employee skills, training and • 10 % increase hours of training per employee • Employment Policy
development for FY2019 • Human Rights Policy
Diversity • 50% of managers to be trained on • Diversity Policy

anti-harassment
Local Communities • 2 hours per employee of volunteer time every • CSR and Sustainability committees
financial year
SUSTAINABILITY INITIATIVES – PEOPLE CREATING A GOOD WORKFORCE

AT THE YOMA GROUP
The Yoma Group is committed in doing business that
contributes to Myanmar while at the same time improving the The Yoma Group’s Employee Satisfaction Vision is: The Yoma
quality of life of the Yoma Group’s workforce, the community Group invests in its people to build careers around a shared
and the society at large. The essence of the Yoma Group is culture of fairness, diversity, empowerment and recognition.
to invest in a sustainable manner and to make sure that its This reaffirms the Yoma Group’s core belief that great
businesses positively impact the environment and the lives teamwork is the foundation of its businesses and empowering
of local citizens. The Yoma Group also looks beyond profits its employees will make the Yoma Group stronger. A strong
and focuses on how its businesses can benefit the greater workforce will enable the Yoma Group to better capitalise on
community. the emerging opportunities in Myanmar. To this end, the Yoma
Group has made a conscious effort to develop talent and create
a diverse and inclusive work environment for its employees
and ensure a strong understanding of its core values.
This focus was celebrated by Yoma Bank being awarded the

following: Best Learning & Development Program, Most
Effective Recruitment Strategy for Talent Attraction, Most
Innovative Use of Technology in HR, Excellence in the Workplace
Environment, HR Director of the Year, and CEO of the Year from
The Myanmar Employer Awards 2018.
The Yoma Group Human Resources Department continually

reviews and adjusts its organisational and workforce’s profile
to align with the business opportunities and challenges.

TRAINING AND DEVELOPMENT FMI is a founding member of the Business Coalition for
Gender Equality (BCGE) and received the certification for the
The Yoma Group continues to provide a range of training international EDGE (Economic Dividends for Gender Equality)
programmes to close skill-gaps and strengthen its workforce certification in October 2018. EDGE certification offers a
capabilities. As an emerging economy, Myanmar still transparent and unbiased view of whether the company has
experiences large skill-gaps in its domestic workforce and the a strong gender balance, effective policies and practices, and
Yoma Group is committed to doing its part to help close this inclusive culture.
gap by upskilling its own workforce.
Out of the 75% response rate from EDGE survey, the EDGE
The training programmes help to ensure that employees have report indicates that women currently comprise 62% of the
the appropriate learning and development opportunities to Yoma Group’s workforce. Additionally, compared to average
build functional and technical skills to succeed at their jobs, and investment banking & brokerage companies and financial
for leaders, the necessary management and leadership skills companies worldwide, the Yoma Group has a more balanced
to inspire and lead their teams to perform well. In addition to gender composition in management positions, junior
internal and external training programmes, the Yoma Group management positions and senior management positions.
has collaborated with organisations such as the Global Institute
for Tomorrow (GIFT) to help selected employees develop their DIVERSITY AND INCLUSION COMMITTEE
leadership capabilities. All employees receive performance and
progress reviews to align their performance, career aspirations Post EDGE survey, in order to create a gender inclusive
and training needs. The Yoma Group also implements succession planning, the Yoma Group has established the
educational assistance schemes and paid examination leave Diversity and Inclusion Committee, who aims to focus in these
to assist employees in their goals to achieve higher education areas: Building Leaders, Unconscious Bias, Policy, and Training
opportunities. Awareness. The Yoma Group’s workforce comprises a diverse
mix of foreign employees who are strategically identified for
ENGAGEMENT WITH EMPLOYEES specific skill sets as well as repatriates who have international
academic or work experiences and local nationals. With such
Regular communication sessions including town hall meetings, diversity, the Yoma Group works hard to ensure that all
both in person and through digital platforms such as
Workplace, to ensure that there are opportunities to hear from,
THE MISSION
and interact with senior management, including the Executive
Chairman. This assists in the effective flow of information
and the alignment of business goals and objectives across all TO BUILD A BETTER MYANMAR FOR ITS PEOPLE
levels of the workforce. In addition, the Yoma Group organises
the Wednesday Club, which is a meeting of senior managers
held regularly. These meetings ensure strong alignment of ION
E VIS
TH

the Yoma Group’s mission, values and strategy at a senior
level. Several family events such as the annual Yoma Yangon
International Marathon and offsite team meetings are held to
EMPLOYEE

foster camaraderie among employees.

SATISFACTION VISION:

SUCCESSION PLANNING FMI invests in our people

to build careers among
The Yoma Group believes that succession planning is vital a shared culture of fairness,
to ensure continuity and leadership to help achieve its diversity, empowerment
strategic objectives. Talent is constantly identified internally and recognition
and externally to build strength and to serve as pipeline
for leadership succession planning. The Yoma Group has
implemented a five-year “work yourself out of a job” and AREAS OF FOCUS:
“Leading in the Yoma Way” programmes where its Board of
Directors, senior executives and managers are encouraged to
identify and train future executives to succeed them in their
roles.
BUILDING LEADERS UNCONSCIOUS BIAS
DIVERSITY AND EQUAL OPPORTUNITY
The Yoma Group strives to achieve a diverse and inclusive

workforce that broadens its collective skills and perspectives POLICY TRAINING AWARENESS
as an organisation, which in turn drives growth and excellence.

employees feel included regardless of their roles, cultures,
nationalities and languages. It believes in a merit-based system
where all employees, despite their varied backgrounds, are
given the same level of opportunities to succeed. At the same
time, employees are expected to be respectful and tolerant
towards one another.
CONTRIBUTING THROUGH EMPLOYMENT:

KEINNARA HPA-AN
The Yoma Group has always recognised the value it can

create through providing employment. As the economy of
Myanmar transitions from a reliance on agriculture to one
where services play a greater role, there has been a significant
lack of skilled workers. In response to this, the Yoma Group
has recently focused on the upskilling of the workforce to A LIFETIME OF PLASTIC CONSUMPTION,
support an economy. As part of the planning for Keinnara 25 YEARS AGO AND TODAY
Hpa-An, the Yoma Group puts in place vocational training to
help construction workers move into hotel roles. The training As part of Yoma Bank’s 25th Anniversary celebration, Yoma
programme has been successful with many roles in the hotel Bank launched a series of 15 exhibits from March to June 2019
now filled by previously unskilled workers. to raise awareness about “A Lifetime of Plastic Consumption,
25 Years Ago and Today” through mobile art installations,
STEP-IN STEP-UP PROGRAM where exhibits were displayed across Yangon, Nay Pi Taw,
and Mandalay cities. This campaign was a collaboration
The Step In - Step Up program is to empower marginalised between Yoma Bank and Thant Myanmar to highlight a lifetime
youth and victims of human trafficking from Daing Su and consumption of bottles, plastic bags, and single use plastic
Nyaing Ywa Villages in Hlaing Thayar Township by offering sachets of an average Myanmar individual’s lifetime today
apprenticeships on a rolling-basis. A qualified applicant compared to 25 years ago. More importantly, the goal of this
should have a valid ID proving the applicant is above 18, a exhibit was to address the increase of plastic consumption
police clearance, and the ability to read and write Burmese. and plastic pollution issue to public awareness. Through
These apprentices are taught English, basic computer skills, this campaign, it was assessed that single use plastic usage
soft skills, personal grooming etc. through on-the-job training has increased 10 times over the past 25 years and the usage
for professions such as hospitality and butler services, F&B comparisons are sadly staggering.
services, landscaping services, as well as hospital sanitary
services for a 12-week period. The program provides support THE LESS SINGLE USE PLASTIC CAMPAIGN
in helping the apprentices land jobs, including but not limited
to, Awei Pila, Awei Metta, Pun Hlaing F&B, KFC Myanmar, PHSH, The Less Single Use Plastic Campaign is one of the Yoma
MBCA, and other companies. Group’s first initiatives to reduce plastic consumption. The
Yoma Group encourages participation and contribution among
As the program is in tune with the nation-building mission of its employees by replacing plastics water bottles with glass
the Yoma Group, the Yoma Group offers financial contribution jars and cups in the offices, using paper straws and providing
and employment opportunities periodically to help in the reusable stainless-steel water bottles to employees.
career development of these youth while breaking the cycle of
human trafficking. With increased job placements, FMI hopes 2018 WORLD CLEANUP DAY YANGON
that its contribution to the program will bring hope to these
youth and help them stand on their own confidently. The Yoma Group participated in World Cleanup Day for the
first time last year. The Yangon offshoot of the worldwide
event took place on Saturday, 15 September 2018, and FMI
SUSTAINABILITY INITIATIVES – PLANET was the diamond sponsor of the event. World Cleanup Day
2018 in Yangon was jointly organised by Junior Chamber
The Yoma Group is dedicated to safeguarding and, where International Yangon, Trash Heroes, Clean Yangon and Yangon
possible, improving Myanmar’s environment – for the people City Development Committee. More than 200 employees from
of Myanmar and to ensure the sustainability of its own the Yoma Group volunteered for this movement to clean the
businesses. The Yoma Group is mindful of its environmental streets of Yangon’s neighborhoods, spreading awareness to
impact and aware of the complexities involved in topics like create a cleaner and greener city. Over 150 countries take
climate change and water preservation and considers its net part in World Cleanup Day every year, making it probably the
impact on the environment to be positive, but many challenges biggest civic action in history.
remain in a country developing as rapidly as Myanmar.

EARTH HOUR 2019 and conveniently send and receive money, buy airtime, pay
utility bills and merchants. In 2018, Wave Money paid out more
Earth Hour is a worldwide movement organised by the World than 19 Billion MMK in agent commissions, creating livelihood
Wide Fund for Nature (WWF). The event is held annually by and a wealth of opportunities for the people of Myanmar1.
encouraging individuals, communities, and businesses to
turn off non-essential electric lights for one hour, as a symbol MODERNISING THE LOOK OF YANGON CITY:
of commitment to the planet. This year, the Yoma Group FMIDECAUX
partnered with WWF to join Earth Hour by turning off lights as
a symbolic gesture of energy saving in the fight against climate FMIDecaux aims to set a new benchmark for bus shelters in
change on 24 March 2019 from 8:30 pm to 9:30 pm. To mark Yangon. The provision of all street furniture items is backed by
Earth Hour on The Campus (the new office building in the second-to-none cleaning and maintenance. The whole duration
Pun Hlaing Estate), the newly installed solar panels located on of the project is financed by advertising proceeds according
the roof of The Campus went operational and now provide a to the business model invented by JCDecaux SA in 1964. This
substantial amount of the building’s energy needs. project will be at no cost to Yangon city or its people.
ONE OF THE MOST TAX PAYING COMPANIES

SUSTAINABILITY INITIATIVES – PROFIT IN MYANMAR
Sustainability is the key requirement of unlocking the Yoma The Yoma Group has been submitting the consolidated tax
Group’s commercial success and securing its long-term viability payments to the Internal Revenue Department of Myanmar
as it continues to make significant contributions to Myanmar’s annually since the Company’s incorporation in 1992. For more
rapid development. The Company is committed to delivering information, please refer to the following link:
attractive investment returns while contributing the profit to https://fmi.com.mm/investors/tax-contributions/
the community and people of their needs for the long term.
STAKEHOLDER ENGAGEMENT
The Company’s mission and targets are aligned closely to the

Myanmar Sustainable Development Plan recently published in
August 2018, enabling to create greater value for stakeholders.
The Company’s focus on the highest standards of governance,
ethics, sustainability and responsibility also reflect its
commitment as one of Myanmar’s leading companies.
Each of the Company’s major stakeholders is actively enhancing

its capacity to serve the public. Beyond mere compliance
with minimum service standards, Management focuses on
improving their own governance, service excellence, and social
responsibility through innovation.
CREATING SHARED VALUE IN WAVE MONEY
Wave Money provides a simple and fast way of sending and

receiving money either over the counter or via an easy to use
mobile app. Since its inception, Wave Money has achieved
outstanding results with exponential business growth,
positive economic impact, and global recognition. It operates
the largest financial services network in Myanmar, with an
agent network that is more than 16 times larger than that of
traditional bank branches. Between January and December of
2018, Wave Money moved more than 2 Trillion Myanmar Kyat
(US$1.3 Billion) in remittance volume, equivalent to nearly 2%
of Myanmar’s Gross Domestic Product. It is serving more than 7
million customers nationwide monthly, enabling them to safely 1
Wave Money Survey, Wave Money Estimates and Statistics

CORE COMPETENCIES
CUSTOMERS SUPPLIERS
Serving millions of customers every Together with our suppliers, FMI is

year, from unborn babies to the elderly committed to offering premium and
and from city dwellers to rural farmers, quality-assured products and services
as a Group, we are committed to be a FINANCIAL through responsible and ethical
local brand that caters to various social SERVICES practices that serve the needs of its
strata of Myanmar. customers.
HEALTHCARE REAL ESTATE
EMPLOYEES BUSINESS PARTNERS
While striving to achieve a diverse and FMI looks for long-term sustainability
inclusive workforce that broadens in every partnership. In every business
our collective skills and perspectives, we enter, we exercise due diligence
FMI invests in our people to build to assess whether our prospective
careers around a shared culture of TOURISM partners’ way of doing business is
fairness, diversity, empowerment, and compatible with our philosophy.
recognition.
FMI's core competencies lie in the

four business sectors we operate
in. While striving to be a diversified
blue-chip conglomerate in Myanmar,
FMI is fully committed to running our
businesses efficiently and investing
in new start-ups to encourage
SHAREHOLDERS entrepreneurship and good business SOCIETY
practices in the market.
FMI ensures that our shareholder’s To be a responsible corporate citizen
values are aligned with the entire is in the DNA of our Group. FMI is
supply chain – focusing on market committed to building capacity and
opportunities, innovation, sustainability, giving back to the communities in
and corporate responsibility. various aspects, both financially and
non-financially, in which it operates.
SUSTAINABILITY
FMI's sustainability strategy focuses

on the monitoring and evaluation
of our businesses in six key areas –
Anti-corruption, Legal Compliance,
Environment, Employee Training and
Development, Diversity, and Local
Communities – intended to integrate
the significant Environmental, Social and
Governance impacts of their operations.

ENGAGING SHAREHOLDERS AND THE INVESTMENT COMMUNITY
The Group is committed to providing the investor and The Company’s head office at The Campus is also open to
media communities with relevant and updated information shareholders who would like to make in person queries about
transparently. Regular communication is delivered through the their shares or the Company. The Company also offers site
Company’s and YSX’s websites. Public announcements, press visits to institutional investors, business partners, NGOs, and
releases, and recent news are published in a timely fashion regulators whenever requested to help them understand better
whenever there is a significant updates in the Company’s on what the Company does at its core. Furthermore, analyst and
operations to keep key investors up to date with changes the media briefings are given yearly or half-yearly by the Company’s
company faces. The Company publishes its annual report at Executive Chairman and Management to communicate the
least 28 days prior to the Annual General Meeting (AGM) to Group’s financial results and operating strategies. In addition to
give shareholders enough time to preview the report and the the AGMs, the Company holds additional meetings throughout
review the Company’s financial performance and strategies the year when major developments occur. Please refer to the
prior to the AGM. Email, phone lines, and social media (e.g. table below for IR Calendar events FMI participated in FY2019.
Facebook, LinkedIn) are always in operation for investors to
communicate their queries and concerns.
IR CALENDAR EVENTS
March 2018 Myanmar Trade and Investment Forum, London
March 2018 Investors Day 2018, Yangon
June 2018 Financial Investment Seminar, Yangon
July 2018 Press conference at the Yangon Stock Exchange, Yangon
July 2018 Annual General Meeting 2018, Yangon
September 2018 YSX Expo 2018 (Investment Opportunity with You), Yangon
December 2018 City Loft’s Exclusive Pre-Launch to Shareholders, Yangon
December 2018 Myanmar Commerce Fair, Yangon
January 2019 Invest Myanmar Summit 2019, Nay Pyi Taw
January 2019 Special General Meeting (SGM), Yangon

UNITED NATION GLOBAL COMPACT အေျခခံမူမ်ား
ကုလသမဂၢအေထြေထြအတြင္းေရးမွဴးခ်ဳပ္ ကိုဖီအန္နန္သည္ ကမ ၻာတစ္ဝန္း႐ိွ ကုမၸဏီမ်ား၏ လူမႈေရးတာဝန္ယူမႈကို တိုးျမႇင့္ႏိုင္ရန္ အေျခခံမူ (၁၀)ခ်က္ပါဝင္သည့္ United

Nations Global Compact (UNGC) ကို ၂၀ဝ၀ ျပည့္ႏွစ္တြင္ စတင္ေဆာင္႐ြက္ခဲ့ပါသည္။ FMI ၏ ေရ႐ွည္တည္တံ့ခိုင္ၿမဲေရး လႈပ္႐ွားမႈမ်ားသည္ UNGC ၏ ေရ႐ွည္
တည္တံ့ေသာ ဖြံ႕ၿဖိဳးတိုးတက္မႈ ရည္မွန္းခ်က္မူေဘာင္အေပၚအေျခခံၿပီး လူသားမ်ား၊ ကမ ၻာႀကီးႏွင့္ အက်ိဳးအျမတ္တို႔အတြက္ အဓိကဦးတည္လုပ္ေဆာင္ပါသည္။ ကုမၸဏီ
သည္ စီးပြားေရးလုပ္ငန္းေဆာင္႐ြက္မႈမ်ားကို လူ႔အခြင့္အေရး၊ အလုပ္သမားအခြင့္အေရး၊ ပတ္၀န္းက်င္ထိန္းသိမ္းေရးႏွင့္ အက်င့္ပ်က္ခ်စားမႈ တိုက္ဖ်က္ေရးတို႔အေပၚ
အေျခခံထားသည့္ အေျခခံမူ (၁၀)ခ်က္အတိုင္း တာ၀န္သိစြာႏွင့္ ပြင့္လင္းျမင္သာစြာ လုပ္ေဆာင္လ်က္႐ိွပါသည္။
FMI သည္ နိုင္ငံတကာအဆင့္ စံႏႈန္းမ်ားႏွင့္အညီ တာဝန္သိတတ္သည့္၊ က်င့္၀တ္သိကၡာ႐ိွသည့္ စီးပြားေရးလုပ္ငန္း လုပ္ေဆာင္ခ်က္မ်ားႏွင့္ UNGC အေျခခံမူ (၁၀)ခ်က္၁
တို႔၏ တန္ဖိုးကို သိ႐ိွနားလည္သည့္အတြက္ ယင္းတို႔ကုိ ကုမၸဏီ၏လုပ္ငန္းဗ်ဴဟာ၊ လုပ္ငန္းခြင္ယဥ္ေက်းမႈႏွင့္ ေန႔စဥ္လုပ္ငန္းစဥ္မ်ားတြင္ စဥ္ဆက္မျပတ္ ထည့္သြင္း
လိုက္နာ အသံုးျပဳလ်က္႐ိွပါသည္။
လူ႔အခြင့္အေရး အေျခခံမူမ်ား
အေျခခံမူ ၁။ စီးပြားေရးလုုပ္ငန္းမ်ားသည္ နို္င္ငံတကာမွ အသိအမွတ္ျပဳက်င့္သံုးေနေသာ လူ႔အခြင့္အေရးမ်ားအား အကာအကြယ္ေပးမႈကို ေလးစားလိုက္နာၿပီး အ

ေထာက္အကူျပဳရန္ လိုအပ္ပါသည္။
အေျခခံမူ ၂။ စီးပြားေရးလုုပ္ငန္းမ်ားသည္ လူ႔အခြင့္အေရး ခ်ိဳးေဖာက္မႈမ်ားတြင္ ပါ၀င္ပတ္သက္မႈမ႐ိွေစရန္ လုပ္ေဆာင္ရပါမည္။
အလုုပ္သမားေရးရာ အေျခခံမူမ်ား
အေျခခံမူ ၃။ စီးပြားေရးလုုပ္ငန္းမ်ားသည္ အဖြဲ႕အစည္းမ်ား၏ လြတ္လပ္စြာ အသင္းဖြဲ႕စည္းျခင္းနွင့္ စုုေပါင္းေတာင္းဆိုပိုင္ခြင့္ကို အျပည့္အဝေထာက္ခံရပါမည္။

အေျခခံမူ ၄။ အတင္းအဓမၼ ဖိအားေပးခိုင္းေစျခင္းမ်ား လံုးဝပေပ်ာက္ေစရန္ ေဆာင္႐ြက္ရပါမည္။
အေျခခံမူ ၅။ ကေလးလုုပ္သား ပေပ်ာက္ေရးကို ထိေရာက္စြာေဆာင္႐ြက္ရပါမည္။
အေျခခံမူ ၆။ အလုုပ္ခန္႔ထားျခင္း၊ ရာထူးေပးျခင္း စသည္မ်ားတြင္ ခြဲျခားဆက္ဆံမႈမ်ား ပေပ်ာက္ေရးကို ေဆာင္႐ြက္ရပါမည္။
သဘာဝပတ္ဝန္းက်င္ဆိုင္ရာ အေျခခံမူမ်ား
အေျခခံမူ ၇။ စီးပြားေရးလုပ္ငန္းမ်ားလုပ္ေဆာင္ရာတြင္ သဘာဝပတ္ဝန္းက်င္ဆိုင္ရာ စိ္န္ေခၚမႈမ်ားအေပၚ ႀကိဳတင္ကာကြယ္ေရးအျမင္ျဖင့္ ခ်ဥ္းကပ္ေဆာင္႐ြက္မႈမ်ားကုိ

အေထာက္အကူျပဳရပါမည္။
အေျခခံမူ ၈။ သဘာဝပတ္ဝန္းက်င္ဆိုင္ရာ တာဝန္ယူမႈမ်ား ပိုမိုက်ယ္ျပန္႔လာေစေရးအတြက္ တာ၀န္ယူေဆာင္႐ြက္ရပါမည္။
အေျခခံမူ ၉။ သဘာဝပတ္ဝန္းက်င္နွင့္ သဟဇာတျဖစ္ေသာ နည္းပညာမ်ား ဖြံ႕ၿဖိဳးတိုးတက္ပ်ံ႕ႏွံ႔ေစေရးအတြက္ အားေပးေဆာင္႐ြက္ရပါမည္။
အက်င့္ပ်က္ျခစားမႈတိုက္ဖ်က္ေရး အေျခခံမူမ်ား
အေျခခံမူ ၁၀။ စီးပြားေရးလုုပ္ငန္းမ်ားသည္ အတင္းအၾကပ္ေစခိုင္းျခင္းနွင့္ ၿခိမ္းေျခာက္၍ ေငြေတာင္းခံျခင္း၊ လာဘ္ေပးလာဘ္ယူမႈ ျပဳလုပ္ျခင္းအပါအဝင္ အက်င့္ပ်က္

ျခစားမႈပံုစံအမ်ိဳးမ်ိဳးကို ဆန္႔က်င္တိုက္ဖ်က္ရပါမည္။
ေရ႐ွည္တည္တံ့ခိုင္ၿမဲေရးမဟာဗ်ဴဟာ
ကုမၸဏီအုပ္စု၏ ေရ႐ွည္တည္တံ့ခိုင္ၿမဲေရး မဟာဗ်ဴဟာသည္ စြမ္းေဆာင္ရည္ ႐ြက္မႈမ်ားတြင္ ေရ႐ွည္တည္တံ့ခိုင္ၿမဲေရးဆိုင္ရာ အေလ့အထမ်ားကုိ ေပါင္းစပ္

တိုးတက္ေအာင္လုပ္ေဆာင္ျခင္းႏွင့္ လုပ္ငန္းလုပ္ကိုင္ရာ လူမႈအဖြဲ႕အစည္းကို ျပန္ အသုံးျပဳေစျခင္းမ်ားကုိ လုပ္ေဆာင္လ်က္႐ိွပါသည္။
လည္အက်ိဳးျပဳႏိုင္ရန္ အဓိကထား လုပ္ေဆာင္သည္။ ကုမၸဏီအုပ္စုသည္ ပါ၀င္
ပတ္သက္သူအားလုံး ေရ႐ွည္အတြက္ စီးပြားေရးအက်ဳိးအျမတ္မ်ား ပိုမိုရ႐ိွေရး ကုမၸဏီအုပ္စု၏ ေရ႐ွည္တည္တံ့ခိုင္ၿမဲမႈ မဟာဗ်ဴဟာသည္ ျပည္သူမ်ား
ဦးတည္ေဆာင္႐ြက္ပါသည္။ ထိုသုိ႔ရ႐ိွႏိုင္ရန္ ကုမၸဏီ၏ စီးပြားေရးလုပ္ငန္းမ်ား (People)၊ ကမ ၻာေျမႀကီး (Planet)၊ အက်ိဳးအျမတ္ (Profit) ဟူေသာ 3P ကို
လည္ပတ္ျခင္းႏွင့္ စီမံကိန္းမ်ားကုိ စီမံအုပ္ခ်ဳပ္ရာတြင္ ေရ႐ွည္၌ သဘာဝပတ္ဝန္း အဓိကထား ေဆာင္႐ြက္သြားမည္ျဖစ္သည္။ ယခုုနွစ္မွစတင္၍ ကုမၸဏီအုပ္စု
က်င္အေပၚ ထိခိုက္မႈမ႐ိွဘဲ စီးပြားေရးအရ တြက္ေခ်ကုိက္ေစသည့္ နည္းလမ္းျဖင့္ သည္ ထို 3P ေပၚတြင္အေျခခံသည့္ လႈပ္႐ွားမႈမ်ားကို အနွစ္ခ်ဳပ္မ်ား၊ ပံုမ်ားျဖင့္
လုပ္ေဆာင္ပါသည္။ ကုမၸဏီအုပ္စုသည္ ယင္း၏ စီးပြားေရးမဟာဗ်ဴဟာမ်ား ေရ တင္ျပထားပါသည္။ အေသးစိတ္႐ွင္းလင္းခ်က္မ်ားကို https://fmi.com.mm/
႐ွည္႐ွင္သန္ႏိုင္ေရးအတြက္ အက်ဳိးစီးပြား သက္ဆိုင္သူအားလုံးႏွင့္ သက္ဆိုင္သည့္ non-financial-kpis/ တြင္ ဝင္ေရာက္ၾကည့္႐ႈနုိင္ပါသည္။
ကိစၥမ်ားအေပၚ လမ္းၫႊန္ခ်က္မ်ားေပးျခင္း၊ စီးပြားေရးလုပ္ငန္း လည္ပတ္ေဆာင္
၁
The full Communication on Progress can be found at: https://www.unglobalcompact.org/system/attachments/cop_2017/433681/original/
Communication_on_Progress_Report_-_FMI_2017.pdf?1509432258

ျပည္သူ ကမ ၻာေျမ အက်ိဳးအျမတ္
ေကာင္းမြန္ေသာ လုုပ္သားအင္အားကို သဘာဝပတ္ဝန္းက်င္ကို ေလးစား စီးပြားေရး စြမ္းေဆာင္ရည္၊

ဖန္တီးျခင္းျဖင့္ ဝန္ထမ္းမ်ားကို လိုက္နာျခင္းျဖင့္ ဖန္လံုအိမ္ဓာတ္ေငြ႕ သံုးစြဲသူေက်နပ္မႈနွင့္
စီမံခန္႔ခြဲျခင္း၊ လူ႔အခြင့္အေရးကို ထုုတ္လႊတ္မႈမ်ားကို ေလ်ာ့ခ်ျခင္း၊ ဘံုတူညီေသာ တန္ဖိုးထားမႈမ်ားကို
ေလးစားလိုက္နာျခင္းနွင့္ စြမ္းအင္နွင့္ ေရသံုးစြဲမႈမ်ားကို ျမႇင့္တင္ျခင္း
ေကာင္းမြန္ေသာ စီမံအုပ္ခ်ဳပ္မႈကို ေလ်ာ့ခ်ျခင္းႏွင့္ အစိုင္အခဲအညစ္
အေကာင္အထည္ေဖာ္ျခင္း အေၾကးမ်ားကို စီမံခန္႔ခြဲျခင္း
FMI ၏ ေရ႐ွည္တည္တံ့ခိုင္ၿမဲမႈ ပန္းတိုင္မ်ားနွင့္မူဝါဒမ်ားကို ၿခံဳငံုၾကည့္႐ႈျခင္း
အေရးႀကီးေသာ ESG
ပန္းတိုင္မ်ား မူဝါဒမ်ား
အခ်က္အလက္မ်ား
စီမံအုပ္ခ်ဳပ္မႈ
အက်င့္ပ်က္ျခစားမႈ တိုက္ဖ်က္ေရး • အက်င့္ပ်က္ျခစားမႈ၊ လာဘ္ေပးလာဘ္ယူမႈႏွင့္ • လာဘ္ေပးလာဘ္ယူ ဆန္႔က်င္ေရးမူဝါဒ

လိမ္လည္မႈကိစၥမ်ားကို လံုးဝေ႐ွာင္ၾကဥ္ရန္ • အက်င့္ပ်က္ျခစားမႈ တုုိက္ဖ်က္ေရးလုပ္ငန္းစဥ္
• လုုပ္ငန္းဆိုင္ရာက်င့္ဝတ္
• ကိုယ္က်ိဳးစီးပြား ပဋိပကၡျဖစ္ျခင္းဆိုင္ရာမူဝါဒ
• အသိေပးတိုင္ၾကားျခင္းမူဝါဒ
ဥပေဒေလးစားလိုက္နာမႈ • အမ်ဳိးသား သဘာ၀ပတ္၀န္းက်င္ထိန္းသိမ္းေရးဆုိင္ရာ • လုုပ္ငန္းဆိုင္ရာက်င့္ဝတ္

မူ၀ါဒမ်ား၊ ဥပေဒႏွင့္စည္းမ်ဥ္းစည္းကမ္းမ်ား၊ IFC ၏ လု • ပတ္ဝန္းက်င္ထိန္းသိမ္းေရး၊ က်န္းမာေရးနွင့္
ပ္ငန္းေဆာင္႐ြက္မႈစံႏႈန္းမ်ားႏွင့္ အာ႐ွဖံြ႕ၿဖဳိးေရးဘဏ္၏ ေဘးကင္းလံုၿခံဳေရးမူဝါဒ
ေဘးကင္းလုံၿခဳံမႈ မူ၀ါဒမ်ားအတိုင္း FMI မွ အျပည့္အ၀ • လူ႔အခြင့္အေရးမူဝါဒ
လုုိက္နာေဆာင္႐ြက္ျခင္း
သဘာဝပတ္ဝန္းက်င္
သဘာဝပတ္ဝန္းက်င္ • သဘာ၀ပတ္၀န္းက်င္ထိခုိက္မႈမ႐ွိေစျခင္း • ပတ္ဝန္းက်င္ ထိန္းသိမ္းေရး၊ က်န္းမာေရးႏွင့္

• ပလပ္စတစ္သုံးစဲြမႈေလ်ာ့ခ်ျခင္း ေဘးကင္းလံုၿခံဳေရးမူဝါဒ
လူမႈေရး
ဝန္ထမ္းမ်ား၏ • ၂၀၁၈ ခုႏွစ္ ဘ႑ာႏွစ္မွစတင္၍ ၀န္ထမ္းတစ္ဦးခ်င္းစီ၏ • ဝန္ထမ္းမ်ားဆိုင္ရာမူဝါဒ

စြမ္းေဆာင္ရည္၊ ေလ့က်င့္ သင္တန္းခ်ိန္ကို ၁၀% တုိးျမႇင့္ျခင္း။ • လူ႔အခြင့္အေရးမူဝါဒ
သင္ၾကားေပးမႈနွင့္ ဖြံ႕ၿဖိဳးတိုးတက္မႈ
မတူကြဲျပားမႈ • မန္ေနဂ်ာ ၅၀% အား အေနွာင့္အယွက္ေပးမႈ • မတူကြဲျပားမႈဆိုင္ရာမူဝါဒ

တုုိက္ဖ်က္ျခင္းႏွင့္ပတ္သက္၍ ေလ့က်င့္ေပးျခင္း
ေဒသခံလူ႔အဖြဲ႕အစည္းမ်ား • ႏွစ္စဥ္လုပ္အားေပးမႈတြင္ ၀န္ထမ္းတစ္ဦးလွ်င္ (၂)နာရီ • CSR နွင့္ ေရ႐ွည္တည္တံ့ခိုင္ၿမဲေရးေကာ္မတီမ်ား

ပါ၀င္ေဆာင္႐ြက္ခ်ိန္

ေရ႐ွည္တည္တ့ံေရးလႈပ္႐ွားမႈမ်ား - ျပည္သူ ေပးရန္လိုအပ္မႈ စသည္တို႔အတြက္ စြမ္းေဆာင္ရည္နွင့္ တိုးတက္မႈတို႔အေပၚ
အကဲျဖတ္မႈမ်ားကုိ လက္ခံရ႐ိွမည္ျဖစ္ပါသည္။ အဆင့္ျမင့္ ပညာေရးအခြင့္အလမ္း
ကုမၸဏီအုပ္စုသည္ စီးပြားေရးလုပ္ငန္းမ်ားလုပ္ေဆာင္ရာတြင္ ျမန္မာႏိုင္ငံအတြက္ မ်ားကို ရ႐ိွလိုသည့္ ဝန္ထမ္းမ်ားအတြက္ ပညာေရးေထာက္ပံ့မႈ အစီအစဥ္မ်ားနွင့္
အက်ိဳးျပဳရမည္သာမက ကုမၸဏီ၏ဝန္ထမ္းမ်ား၊ လူမႈဝန္းက်င္နွင့္ အဖြဲ႕အစည္း လစာေပးစာေမးပြဲခြင့္မ်ားရယူနိုင္ရန္ စီစဥ္ေပးထားပါသည္။
တစ္ခုလံုး၏ ဘဝအရည္အေသြး တိုးတက္လာေစရန္ ေရ႐ွည္တည္တံ့ေသာ
ရင္းႏွီးျမႇဳပ္နွံမႈမ်ားျဖင့္ သဘာဝပတ္ဝန္းက်င္ႏွင့္ ေဒသခံျပည္သူမ်ား၏ဘဝအေပၚ ၀န္ထမ္းမ်ားႏွင့္ ဆက္ဆံေရး
အျပဳသေဘာေဆာင္သည့္ သက္ေရာက္မႈမ်ား႐ိွေစရန္မွာ ကုမၸဏီအုပ္စု၏ အႏွစ္
သာရျဖစ္သည္။ ထို႔ေၾကာင့္ ကုမၸဏီအုပ္စုအေနျဖင့္ စီးပြားေရးလုပ္ငန္းမ်ား လုပ္ ကုမၸဏီအုပ္စုသည္ Townhall ကဲ့သို႔ေသာ ပံုမွန္က်င္းပေလ့႐ိွသည့္ ေတြ႕ဆံုပြဲ
ေဆာင္ရာတြင္ အက်ိဳးအျမတ္တစ္ခုတည္းကိုသာမက လူ႔အဖြဲ႕အစည္းကိုပါ အစည္းအေဝးမ်ားႏွင့္ ဒီဂ်စ္တယ္နည္းပညာသံုး ဆက္သြယ္ေရး နည္းလမ္းမ်ား
အက်ိဳးျပဳႏိုင္ရန္ ေ႐ွ႕႐ႈလုပ္ေဆာင္လ်က္ပါသည္။ (ဥပမာ – Workplace) တို႔ကို အသံုးျပဳျခင္းျဖင့္ ၀န္ထမ္းမ်ားသည္ ဥကၠ႒အပါအ၀င္
အျခား ထိပ္တန္းအမႈေဆာင္အရာ႐ွိမ်ားႏွင့္ ေျပာဆိုဆက္ဆံႏိုင္သည့္ အခြင့္အေရး
ကုမၸဏီအုပ္စုနွင့္အတူ ေကာင္းမြန္ေသာလုုပ္သားအင္အားကိုဖန္တီးျခင္း မ်ား႐ိွသည္။ ထို႔သို႔ျပဳလုပ္ျခင္းျဖင့္ ၀န္ထမ္းမ်ားအားလံုးသည္ ကုမၸဏီရည္မွန္း
ခ်က္မ်ား၊ စီးပြားေရးေမွ်ာ္မွန္းခ်က္မ်ားႏွင့္ အျခားသတင္းအခ်က္အလက္မ်ားကို
ဝန္ထမ္းမ်ား၏ ေက်နပ္နွစ္သက္မႈအတြက္ ကုမၸဏီအုပ္စု၏ ေမွ်ာ္မွန္းခ်က္မွာ ၀န္ အခ်ိန္ႏွင့္တေျပးညီ သိ႐ိွႏိုင္သည့္အတြက္ ထိေရာက္မႈ႐ိွေသာ ဆက္သြယ္ေရး
ထမ္းမ်ားအတြက္ မွ်တမႈ၊ မတူကြဲျပားမႈ၊ အခြင့္အာဏာေပးအပ္မႈႏွင့္ အသိအမွတ္ စနစ္ကို ျဖစ္ေပၚေစသည္။ ထို႔ျပင္ ကုမၸဏီအုပ္စု၏ ရည္မွန္းခ်က္မ်ား၊ တန္ဖိုးထား
ျပဳမႈ အစရွိသည္တို႔အေပၚအေျခခံသည့္ လုပ္ငန္းခြင္ယဥ္ေက်းမႈတစ္ခု ျဖစ္လာ မႈမ်ားႏွင့္ မဟာဗ်ဴဟာတို႔ကို အႀကီးတန္းအမႈေဆာင္အရာ႐ွိမ်ား အားလံုးမွသိ႐ိွ
ေအာင္ ႀကိဳးပမ္းမႈတြင္ ရင္းႏွီးျမႇဳပ္ႏွံေပးရန္ျဖစ္သည္။ စုေပါင္းလုပ္ကိုင္ျခင္းသည္ နားလည္ကာ ညီၫြတ္မႈ႐ိွေစရန္ ဗုဒၶဟူးေန႔ကလပ္ Wednesday Club ဟုုေခၚ
စီးပြားေရးလုပ္ငန္းမ်ား၏ အေျခခံအုတ္ျမစ္ျဖစ္ၿပီး ၀န္ထမ္းမ်ားအား အခြင့္အာဏာ သည့္ အစည္းအေဝးကိုလည္း ပံုမွန္ျပဳလုပ္ေပးလ်က္႐ိွသည္။ ၀န္ထမ္းအခ်င္းခ်င္း
ေပးအပ္ျခင္းသည္ ကုမၸဏီအုပ္စုကို ပိုမိုေတာင့္တင္းခိုင္မာေစသည္ဟု ယံုၾကည္ပါ ခ်စ္ခင္ရင္းႏွီးေစရန္ ႏွစ္စဥ္ အျပည္ျပည္ဆိုင္ရာ႐ိုးမရန္ကုန္မာရသြန္ၿပိဳင္ပြဲကဲ့သို႔
သည္။ ျမန္မာနိုင္ငံတြင္ ေပၚေပါက္လာမည့္ စီးပြားေရးအခြင့္အလမ္းမ်ားကို ေကာင္း ေသာပြဲမ်ားႏွင့္ လုပ္ငန္းျပင္ပ ဝန္ထမ္းမိသားစုေတြ႕ဆံုပြဲမ်ားကိုလည္း က်င္းပျပဳ
မြန္စြာအသံုးခ်ႏိုင္ရန္ စြမ္းေဆာင္ရည္ျမင့္မားေသာ ဝန္ထမ္းမ်ားကျပဳလုပ္ေပးႏိုင္ လုပ္ေပးလ်က္႐ိွသည္။
သည္ျဖစ္ရာ ထိုကဲ့သုိ႔ဝန္ထမ္းမ်ားကို ပ်ိဳးေထာင္ေပးႏိုင္ရန္၊ ၀န္ထမ္းမ်ား၏အ
ရည္အေသြးကုိ ျမႇင့္တင္ျခင္း၊ မတူကြဲျပားၿပီး အားလုံးပါ၀င္ေသာ တန္းတူညီလုပ္ ဆက္ခံသူေ႐ြးခ်ယ္ေရး
ငန္းခြင္တစ္ခု ဖန္တီးေပးရန္ႏွင့္ လုပ္ငန္းစု၏ အဓိကတန္ဖိုးထားမႈမ်ားကို ဝန္ထမ္း
မ်ားအားလံုး သိ႐ွိနားလည္ေစရန္ အားထုတ္ႀကိဳးပမ္းခဲ့ပါသည္။ ကုမၸဏီ၏ မဟာဗ်ဴဟာရည္မွန္းခ်က္မ်ား ေအာင္ျမင္ေစရန္အတြက္ စဥ္ဆက္မျပတ္
ေရ႐ွည္တည္တ့ံခုိင္ၿမဲရန္ႏွင့္ ေကာင္းမြန္ေသာ ေခါင္းေဆာင္မႈ႐ိွရန္လိုအပ္ၿပီး
၎ႀကိဳးစားအားထုတ္မႈမ်ားမွတဆင့္ ႐ိုးမဘဏ္သည္ ၂၀၁၈ ခုုနွစ္တြင္လည္း လုပ္ငန္းတာ၀န္ဆက္ခံေရး အစီအစဥ္႐ိွရန္သည္ အထူးအေရးႀကီးပါေၾကာင္း
အေကာင္းဆံုး CEO ဆုု၊ အေကာင္းဆံုး HR ဒါ႐ိုက္တာဆုု၊ အေကာင္းဆံုး ကုမၸဏီအုပ္စုက လက္ခံယံုၾကည္ပါသည္။ ထို႔ေၾကာင့္ လုပ္ငန္းစြမ္းေဆာင္ရည္
လုပ္ငန္းခြင္ဆု၊ လူ႕စြမ္းအားအရင္းအျမစ္္ နည္း ပညာသံုးစြဲရာတြင္ တီထြင္ဖန္တီး အင္အားျပည့္၀ေစရန္ႏွင့္ ေခါင္းေဆာင္မႈစဥ္ဆက္မျပတ္ေရး အစီအစဥ္အရ စြမ္း
မႈအေကာင္းဆံုးဆုု၊ အရည္အေသြး႐ွိ ဝန္ထမ္းမ်ားအား စုုေဆာင္းနိုင္သည့္ ေဆာင္ရည္႐ိွသူမ်ားကို လုပ္ငန္းခြင္၌သာမက လုပ္ငန္းခြင္ျပင္ပ၌ပါ အစဥ္ေဖာ္
အေကာင္းဆံုးနည္းဗ်ဴဟာဆုုႏွင့္ အေကာင္းဆံုးသင္ၾကားမႈနွင့္ ဖြံ႕ၿဖိဳးတိုးတက္မႈ ထုတ္႐ွာေဖြလ်က္ ႐ိွပါသည္။ ကုမၸဏီအုပ္စုတြင္လည္း ဒါ႐ိုက္တာအဖြဲ႕ဝင္မ်ား၊
ဆုုတို႔ကို ရ႐ွိခဲ့သည္။ အႀကီးတန္းအရာ႐ိွမ်ားႏွင့္ မန္ေနဂ်ာမ်ားသည္ လုပ္သက္ (၅)ႏွစ္အၾကာတြင္ ၎
တုိ႔ေနရာမ်ား၌ ဆက္ခံမည့္သူမ်ားကို သတ္မွတ္ေ႐ြးခ်ယ္ေလ့က်င့္ေပးရန္ “Work
ကုမၸဏီအုပ္စု၏ လူ႔စြမ္းအားအရင္းအျမစ္ဌာနအေနျဖင့္လည္း ၀န္ထမ္းဖြဲ႕စည္းပံု yourself out of a job” နွင့္ “Leading in the Yoma Way” ဟူေသာ အစီအစဥ္
ႏွင့္ ဝန္ထမ္းစုု၏အေျခအေနမ်ားကို စီးပြားေရးအခြင့္အလမ္း၊ စိန္ေခၚမႈမ်ားျဖင့္ မ်ားကို ထည့္သြင္းလုပ္ေဆာင္လ်က္႐ိွသည္။
ကိုက္ညီမႈ႐ွိေစရန္ ၫႇိႏိႈင္းျပင္ဆင္မႈမ်ား အစဥ္ျပဳလုပ္လ်က္႐ွိပါသည္။
မတူကဲြျပားျခင္းႏွင့္ တန္းတူညီမွ်မႈအခြင့္အေရး
ေလ့က်င့္သင္တန္းေပးျခင္းႏွင့္ ဝန္ထမ္းပ်ိဳးေထာင္မႈ
ကုမၸဏီအုပ္စုသည္ ဖြံ႕ၿဖိဳးတိုးတက္မႈႏွင့္ ထူးခၽြန္ထက္ျမက္ျခင္းမ်ား႐ိွၿပီး အဖြဲ႕အ
ကုမၸဏီအုပ္စုသည္ ဝန္ထမ္းမ်ားအၾကား စြမ္းေဆာင္ရည္ကြာျခားမႈ ေလ်ာ့နည္းေစ စည္းတစ္ခုအေနျဖင့္ စုေပါင္းကၽြမ္းက်င္မႈႏွင့္ အသိအျမင္မ်ားကုိ တိုးတက္ေစ
ရန္ႏွင့္ လုပ္ကိုင္ရည္တုိးတက္လာေစရန္ ေလ့က်င့္သင္တန္းေပးေရး အစီအစဥ္မ်ား ႏိုင္သည့္ ေအာင္ျမင္မႈအတြက္ လုပ္ငန္းပိုင္းဆိုင္ရာ ကၽြမ္းက်င္မႈမ်ားႏွင့္ ကြဲျပားျခား
ကို အစဥ္ျပဳလုပ္ေပးလ်က္႐ွိပါသည္။ ျမန္မာနိုင္ငံ၏စီးပြားေရးသည္ ထြန္းသစ္စ နားၿပီး အားလံုးပူးေပါင္းပါဝင္ႏို္င္ေသာ လုပ္သားအင္အားစုႀကီး ေပၚေပါက္လာ
စီးပြားေရးျဖစ္ေသာေၾကာင့္ ျပည္တြင္းလုပ္သားအင္အားစုမ်ားတြင္ လုပ္ကိုင္ရည္ ေအာင္ ႀကိဳးပမ္းလ်က္႐ွိပါသည္။ ကုမၸဏီအုပ္စုသည္ Business Coalition for
ႏွင့္ အတတ္ပညာကြာဟမႈမ်ားကို ႀကံဳေတြ႕ေနရသည္။ ထို႔ေၾကာင့္ ကုမၸဏီအုပ္စု Gender Equality (BCGE) ၏ တည္ေထာင္သူ အဖြဲ႕ဝင္တစ္ဦးျဖစ္သည့္အျပင္
သည္ မိမိတို႔၀န္ထမ္းမ်ား၏ လုပ္ကိုင္ႏိုင္စြမ္းကို တိုးျမႇင့္ေပးျခင္းျဖင့္ အဆိုပါကြာဟ က်ားမတန္းတူညီမွ်ေရးအတြက္ ႏို္င္ငံတကာအသိအမွတ္ျပဳ Economic Dividends
မႈကို အတတ္နိုင္ဆံုးေလ်ာ့ခ်ႏိုင္ရန္ လုပ္ေဆာင္သြားမည္ျဖစ္သည္။ For Gender Equality (EDGE) လက္မွတ္ကုိလည္း ၂၀၁၈ ခုုနွစ္၊ ေအာက္တို
ဘာလတြင္ ရ႐ိွခဲ့ပါသည္။ EDGE လက္မွတ္သည္ ကုမၸဏီတြင္ က်ားမတန္းတူ
ေလ့က်င့္သင္တန္းေပးေရး အစီအစဥ္မ်ားသည္ ဝန္ထမ္းမ်ားလုပ္ငန္းခြင္တြင္ ညီမွ်မႈအတြက္ ထိေရာက္ေသာမူဝါဒမ်ား၊ အေလ့အထမ်ား႐ိွမ႐ိွကို ပြင့္လင္းျမင္
ေအာင္ျမင္မႈရ႐ိွေစရန္ လိုအပ္သည့္လုပ္ငန္းဆိုင္ရာႏွင့္ ကၽြမ္းက်င္မႈဆိုင္ရာ စြမ္း သာမႈ႐ိွၿပီး ဘက္လိုက္မႈကင္းသည့္ ေလ့လာသံုးသပ္မႈကို အေျခခံ၍ေပးအပ္ျခင္း
ရည္မ်ားရ႐ိွႏိုင္ေရး အခြင့္အလမ္းရ႐ိွေစပါသည္။ ေခါင္းေဆာင္မ်ားအတြက္လည္း ျဖစ္ပါသည္။
၎တို႔၏ဌာနမ်ားကို ထိေရာက္စြာ ဦးေဆာင္ႏိုင္ရန္အတြက္ လိုအပ္သည့္ စီမံခန္႔ခြဲ
မႈႏွင့္ ေခါင္းေဆာင္ေကာင္း အရည္အေသြးမ်ားကို ရ႐ိွေစပါသည္။ ထို႔အျပင္ ကုမၸဏီ၏ဝန္ထမ္းအင္အား ၇၅% က ပါဝင္ေျဖဆိုခဲ့ၾကသည့္ EDGE စစ္တမ္းအရ
ကုမၸဏီတြင္းႏွင့္ ကုမၸဏီျပင္ပ ေလ့က်င့္သင္တန္းေပးမႈမ်ားအျပင္ ေ႐ြးခ်ယ္ထား ကုမၸဏီအုပ္စု၏ ၆၂% ေသာ လုုပ္သားအင္အားသည္ စြမ္းေဆာင္ရည္ ျပည့္ဝ
ေသာ ဝန္ထမ္းမ်ား၏ ေခါင္းေဆာင္မႈအရည္အေသြးမ်ား တိုးတက္လာေစရန္ သည့္ အမ်ိဳးသမီးဝန္ထမ္းမ်ား ပါ၀င္သည္ကိုေတြ႕ရပါသည္။ ထို႔ျပင္ ကမ ၻာတစ္ဝန္း
Global Institute for Tomorrow (GIFT) ကဲ့သုိ႔ေသာ အဖြဲ႕အစည္းမ်ားႏွင့္လည္း ႐ိွ ရင္းနွီးျမႇဳပ္နွံမႈဘဏ္မ်ား၊ ဘ႑ာေရးကုမၸဏီမ်ားနွင့္ နိႈင္းယွဥ္လွ်င္ FMI သည္
ပူးတြဲေဆာင္႐ြက္လ်က္႐ွိပါသည္။ ကုမၸဏီအုပ္စု၏ ဝန္ထမ္းမ်ားအားလံုးသည္ စီမံခန္႔ခြဲမႈရာထူးမ်ား၊ အႀကီးတန္းႏွင့္ အငယ္တန္းစီမံခန္႔ခြဲသူမ်ားၾကားတြင္ က်ားမ
ယင္းတို႔၏ စြမ္းေဆာင္မႈ၊ ၀န္ထမ္းဘ၀အေပၚအာ႐ုံစုိက္မႈႏွင့္ ေလ့က်င့္သင္တန္း အေရအတြက္ ပိုမိုမွ်တစြာျဖင့္ ဖြဲ႕စည္းထားသည္ကို ေတြ႕ရပါသည္။

မတူကဲြျပားခြင့္႐ိွျခင္းႏွင့္ အားလံုးပါဝင္ခြင့္႐ိွေရးေကာ္မတီ လူငယ္မ်ားအတြက္ အလုပ္အကုိင္ႏွင့္ ေမွ်ာ္လင့္ခ်က္လမ္းစသစ္မ်ားကို ေပးစြမ္း
ၿပီး မိမိေျခေပၚမိမိရပ္တည္ႏုိင္ေအာင္ အေထာက္အကူျပဳႏိုင္မည္ဟု FMI မွ ေမွ်ာ္
EDGE စစ္တမ္းေကာက္ယူၿပီးေနာက္ က်ားမအားလံုးပါဝင္ႏိုင္ေသာ ဆက္ခံသူ႐ွာ လင့္ထားပါသည္။
ေဖြသည့္ အစီအစဥ္မ်ားကုုိ ဖန္တီးနိုင္ရန္အတြက္ မတူကြဲျပားမႈနွင့္ အားလံုးပါဝင္
ေရးေကာ္မတီ (Diversity and Inclusion Committee) ကို ဖြဲ႕စည္းခဲ့ပါသည္။ ေရ႐ွည္တည္တံ့ခိုင္ၿမဲေရးလႈပ္႐ွားမႈမ်ား - ကမ ၻာေျမႀကီး
ထိုေကာ္မတီသည္ ေခါင္းေဆာင္မ်ားကို ျပဳစုုပ်ိဳးေထာင္ျခင္း၊ မသိစိတ္မွဘက္
လိုက္မႈ၊ မူဝါဒနွင့္ ေလ့က်င့္သင္တန္းေပးမႈတို႔အပိုင္းတြင္ အာ႐ံုစူးစိုက္လုပ္ေဆာင္
ပါသည္။ ကုမၸဏီအုပ္စု၏ လုပ္သားအင္အားစုကို လိုအပ္သည့္အတတ္ပညာမ်ား ကုမၸဏီအုပ္စုသည္ မိမိတို႔စီးပြားေရးလုပ္ငန္းမ်ား ေရ႐ွည္တည္တံ့ခိုင္ၿမဲရန္ႏွင့္ ျမန္
အတြက္ ေ႐ြးခ်ယ္ခန္႔အပ္ထားေသာ ႏိုင္ငံျခားသားဝန္ထမ္းမ်ား၊ ႏိုင္ငံတကာမွ မာႏိုင္ငံ႐ိွ ျပည္သူမ်ားအတြက္ ႏိုင္ငံ၏သဘာ၀ပတ္၀န္းက်င္မ်ား ပိုမုိဖြံ႕ၿဖဳိးတိုး
ပညာေရး (သို႔) လုပ္ငန္းအေတြ႕အႀကံဳမ်ားရယူၿပီး ျပန္လည္ေရာက္႐ိွလာေသာ တက္ေစရန္ အေလးထားလုပ္ေဆာင္လ်က္႐ိွပါသည္။ ကုမၸဏီအုပ္စုသည္ သဘာ
ျမန္မာႏိုင္ငံသားမ်ားႏွင့္ ျပည္တြင္း႐ိွ ျမန္မာႏိုင္ငံသားမ်ားျဖင့္ ဖြဲ႕စည္းထားပါသည္။ ၀ပတ္၀န္းက်င္ဆိုင္ရာ သက္ေရာက္မႈမ်ား၊ ရာသီဥတုေျပာင္းလဲမႈမ်ား၊ ေရ႐ွားပါး
ထိုကဲ့သုိ႔ ကြဲျပားျခားနားမႈမ်ား႐ိွေသာ္လည္း ကုမၸဏီအုပ္စုသည္ ၀န္ထမ္းမ်ား၏ မႈတို႔ႏွင့္ ယင္းတို႔၏ သဘာ၀ပတ္၀န္းက်င္အေပၚ အေရးပါသက္ေရာက္မႈ ေကာင္း
ဘာသာစကား၊ ႏိုင္ငံသား၊ ယဥ္ေက်းမႈႏွင့္ လုပ္ငန္းဆိုင္ရာအခန္းက႑မ်ား မြန္ေရးတို႔ကုိ ေကာင္းစြာသိ႐ိွနားလည္ပါသည္။ သို႔ရာတြင္ ျမန္မာႏိုင္ငံကဲ့သုိ႔
မတူညီကြဲျပားမႈကုိ ဂ႐ုမျပဳၾကဘဲ အားလုံးပါ၀င္သည္ဟုခံယူလာေအာင္ ႀကိဳးပမ္း အ႐ိွန္အဟုန္ျဖင့္ ေျပာင္းလဲေနေသာ ဖြံ႕ၿဖိဳးဆဲႏိုင္ငံတစ္ခုအေနျဖင့္ သဘာ၀ပတ္
ေဆာင္႐ြက္လ်က္႐ိွပါသည္။ ေအာင္ျမင္မႈကုိ အေျခခံသည့္စနစ္ျဖစ္၍ ၀န္ထမ္းမ်ား ၀န္းက်င္ထိန္းသိမ္းမႈဆိုင္ရာ စိန္ေခၚမႈမ်ားစြာ က်န္႐ိွေနဆဲျဖစ္ပါသည္။
သည္ ေနာက္ခံမ်ားမတူညီေသာ္လည္း တန္းတူအခြင့္အလမ္းမ်ား ရ႐ိွႏိုင္ၾကပါ
သည္။ တစ္ခ်ိန္တည္းမွာပဲ ၀န္ထမ္းမ်ားသည္ အခ်င္းခ်င္း အျပန္အလွန္ေလးစား လြန္ခဲ့သည့္ (၂၅)ႏွစ္နွင့္ ယေန႔ကာလအၾကား သက္တမ္းတစ္ေလွ်ာက္
မႈႏွင့္သည္းခံမႈမ်ား ႐ိွၾကပါသည္။ ပလပ္စတစ္သံုးစြဲမႈမ်ား
ကိႏၷရာဘားအံမွ အလုပ္အကိုင္မ်ားဖန္တီးေပးျခင္း ႐ုိးမဘဏ္၏ (၂၅)ႏွစ္ေျမာက္ ႏွစ္ပတ္လည္အထိမ္းအမွတ္အေနျဖင့္ လြန္ခဲ့သည့္

(၂၅)ႏွစ္ႏွင့္ ယေန႔ကာလအၾကား ဘဝသက္တမ္းတစ္ေလွ်ာက္ ပလပ္စတစ္
ကုမၸဏီအုပ္စုသည္ အလုပ္အကိုင္မ်ား ဖန္တီးေပးျခင္း၏တန္ဖိုးကို အစဥ္သိ႐ိွ သံုးစြဲမႈမ်ား (“A Lifetime of Plastic Consumption, 25 Years Ago and
နားလည္ပါသည္။ ျမန္မာႏိုင္ငံ၏စီးပြားေရးသည္ စိုက္ပ်ိဳးေရးက႑အေပၚ အဓိက Today”) ဟုေခၚသည့္ ပလပ္စတစ္သုံးစဲြမႈေလ်ာ႔ခ်ေရး ေ႐ြ႕လ်ားအႏုုပညာလႈပ္႐ွား
မွီခိုရာမွ ဝန္ေဆာင္မႈက႑အေပၚ ကူးေျပာင္းလာၿပီးေနာက္ ကၽြမ္းက်င္လုပ္သားမ်ား မႈအစီအစဥ္မ်ားကုိ္ ၂၀၁၉ ခုႏွစ္၊ မတ္လမွ ဇြန္လအထိကို ျပည္သူလူထု ပုိမုိသိ႐ိွ
လိုအပ္႐ွားပါးမႈသည္ အထူးသိသာလာပါသည္။ ထို႔ေၾကာင့္ ကုမၸဏီအုပ္စုသည္ ႏုိင္ေစရန္ ျပပဲြ (၁၅)ခုျဖင့္ ရန္ကုန္၊ ေနျပည္ေတာ္ႏွင့္ မႏ ၱေလးၿမိဳ႕ႀကီးမ်ားတြင္
ျမန္မာႏိုင္ငံ၏စီးပြားေရးကို အေထာက္အကူျပဳႏိုင္ရန္ မိမိလုပ္သားစု၏ ျပဳလုပ္က်င္းပခဲ့ပါသည္။ ဤလႈပ္႐ွားမႈသည္ ယေန႔အခ်ိန္ႏွင့္ လြန္ခဲ့သည့္ (၂၅)
ကၽြမ္းက်င္မႈႏွင့္ စြမ္းေဆာင္ရည္မ်ားကုိျမႇင့္တင္ရန္ အာ႐ုံစုိက္လုပ္ေဆာင္လ်က္႐ိွပါ ႏွစ္မွ ျမန္မာျပည္သူတစ္ဦးခ်င္း၏ ဘ၀သက္တမ္းတစ္ေလွ်ာက္ ပ်မ္းမွ်သံုးစြဲခဲ့ေသာ
သည္။ ကိႏၷရာဘားအံဟိုတယ္၏ စီမံကိန္းတစ္စိတ္တစ္ပို္င္းအျဖစ္ ေဆာက္လုပ္ ပလပ္စတစ္ပုလင္းမ်ား၊ ပလပ္စတစ္အိတ္မ်ားႏွင့္ တစ္ခါသုံးပလပ္စတစ္အိတ္ငယ္
ေရးလုပ္သားမ်ား ၀န္ေဆာင္မႈက႑တြင္ ေျပာင္းလဲလုပ္ကိုင္ႏိုင္ရန္ အသက္ မ်ားသံုးစဲြမႈကို ႏိႈင္းယွဥ္ျပႏုိင္ရန္ ႐ုိးမဘဏ္ႏွင့္ သန္႔ျမန္မာ (Thant Myanmar) တုိ႔
ေမြးဝမ္းေက်ာင္းဆိုင္ရာ သင္တန္းမ်ားျဖင့္ သင္ၾကားပို႔ခ်ေပးသည္။ ထို သင္ၾကား အၾကား ပူးေပါင္းေဆာင္႐ြက္မႈတစ္ခုျဖစ္သည္။ အဆုိပါျပပဲြ၏ ရည္႐ြယ္ခ်က္သည္
ပို႔ခ်ေရး အစီအစဥ္သည္ အလြန္ေအာင္ျမင္ခဲ့ၿပီး ယခင္က မကြ်မ္းက်င္ေသာ ပလပ္စတစ္သုံးစဲြမႈတုိးျမႇင့္လာျခင္းကို ေျဖ႐ွင္းႏုိင္ရန္ႏွင့္ ပလပ္စတစ္သည္ ပတ္
လုပ္သားမ်ားသည္ ယခုအခါ ကၽြမ္းက်င္လုပ္သားမ်ားအျဖစ္ ဟိုတယ္တြင္ ၀န္းက်င္ညစ္ညမ္းေစသည္ကို ျပည္သူမ်ားသတိမူလာေစရန္ျဖစ္သည္။ ဤလႈပ္
၀င္ေရာက္လုပ္ကုိင္ေနၿပီျဖစ္သည္။ ႐ွားမႈေၾကာင့္ တစ္ခါသုံးပလပ္စတစ္အိတ္ငယ္သုံးစဲြမႈမွာ လြန္ခဲ့သည့္ (၂၅)ႏွစ္ ကာ
လႏွင့္ယွဥ္လ်င္ (၁၀)ဆတုိးျမႇင့္လာသည္ကုိ အံ့ၾသထိတ္လန္႔ဖြယ္ သိ႐ိွခဲ့ရသည္။
Step-In Step-Up Program
ပလပ္စတစ္သံုးစြဲမႈ ေလ်ာ့ခ်ျခင္း
Step-In Step-Up အစီအစဥ္ကုိ လိႈင္သာယာၿမိဳ႕နယ္၊ ဒုိင္စု ႏွင့္ ေညာင္႐ြာမ်ားမွ
ေဘးဖယ္ထားျခင္းခံရေသာ လူငယ္မ်ားႏွင့္ တရားမ၀င္လူကုန္ကူးျခင္းခံရသူမ်ား တစ္ခါသံုး ပလပ္စတစ္သံုးစြဲမႈ ေလ်ာ့ခ်ေရးလႈပ္႐ွားမႈသည္ ကုမၸဏီအုပ္စုမွ ပလပ္
ကုိ အလွည့္က်သင္တန္းေပးျခင္းႏွင့္ အလုပ္အကုိင္ေပးႏုိင္ရန္ Jackie Appel မွ စတစ္သံုးစြဲမႈ ေလ်ာ့ခ်ႏိုင္ရန္အတြက္ႀကိဳးစားေသာ ပထမဆံုးလႈပ္႐ွားမႈတစ္ခုျဖစ္
စတင္တည္ေထာင္ခဲ့ျခင္းျဖစ္သည္။ အစီအစဥ္တြင္ ပါ၀င္တက္ေရာက္လိုသူသည္ ပါသည္။ ကုမၸဏီအုပ္စုႏွင့္ ၎၏ဝန္ထမ္းမ်ားသည္ ပလပ္စတစ္ေရဗူးမ်ားအစား
အသက္ (၁၈)ႏွစ္ျပည့္ေၾကာင္း မွတ္ပံုတင္၊ ရဲစခန္းေထာက္ခံစာႏွင့္ ျမန္မာစာ၊ ဖန္ခြက္မ်ား၊ ဖန္ေရခရားမ်ားႏွင့္ စကၠဴပိုက္မ်ားကို ႐ံုးတြင္အသံုးျပဳျခင္းႏွင့္ ျပန္လည္
အဂၤလိပ္စာကို ေရးတတ္ဖတ္တတ္သူျဖစ္ရမည္။ အဆုိပါ အလုပ္သင္မ်ားကုိ အသံုးျပဳႏိုင္ေသာ စတီးေရဘူးမ်ားကို ဝန္ထမ္းမ်ားအတြက္ ေပးထားျခင္းျဖင့္
အဂၤလိပ္စာ၊ အေျခခံကြန္ပ်ဴတာကၽြမ္းက်င္မႈ၊ အေျပာအဆုိ အျပဳအမူသိမ္ေမြ႕မႈ၊ သဘာဝပတ္ဝန္းက်င္ကို ထိန္းသိမ္းေစာင့္ေ႐ွာက္လ်က္႐ိွပါသည္။
တစ္ကုိယ္ေရသန္႔႐ွင္းမႈမ်ားအျပင္ ဟုိတယ္၀န္ေဆာင္မႈ၊ အစားအေသာက္ႏွင့္
အေဖ်ာ္ယမကာ၀န္ေဆာင္မႈ၊ ေျမယာ႐ႈခင္းထိန္းသိမ္းမႈႏွင့္ ေဆး႐ုံသန္႔႐ွင္းေရး ၂၀၁၈ ကမၻာ့သန္႔႐ွင္းေရးေန႔ (ရန္ကုန္)
စသည့္ လုပ္ငန္းဆိုင္ရာ အတက္ပညာမ်ားကို သင္ၾကားေပးသည့္ လုပ္ငန္းခြင္သင္
တန္းမ်ားျဖင့္ ရက္သတၱပတ္ (၁၂)ပတ္ၾကာ သင္ၾကားေပးလ်က္႐ိွပါသည္။ Awei ၂၀၁၈ ခုုႏွစ္၊ စက္တင္ဘာလ (၁၅)ရက္ေန႔တြင္ ပထမဆံုးအႀကိမ္အျဖစ္ က်င္းပ
Pila ဟိုတယ္၊ Awei Metta ဟိုတယ္၊ Pun Hlaing အစားအေသာက္လုပ္ငန္း၊ ေသာ ကမ ၻာ့သန္႔႐ွင္းေရးေန႔ အခမ္းအနားတြင္ FMI မွ အဓိကစပြန္ဆာအျဖစ္
KFC Myanmar၊ ပန္းလိႈင္စီလံုေဆး႐ံု၊ MBCA ႏွင့္ အျခားကုမၸဏီမ်ားတြင္ ထို ပါ၀င္ဆင္ႏဲႊခဲ့ပါသည္။ ရန္ကုန္ၿမိဳ႕တြင္က်င္းပသည့္ ၂၀၁၈ ခုႏွစ္ ကမ ၻာ့သန္႔႐ွင္း
အလုပ္သင္မ်ား ဝင္ေရာက္လုပ္ကိုင္နိုင္ရန္ ဤအစီအစဥ္က အေထာက္အကူေပး ေရးေန႔ကို Junior Chamber International Yangon ၊ Trash Heroes ၊ Clean
လ်က္႐ိွပါသည္။ Yangon ႏွင့္ ရန္ကုန္ၿမိဳ႕ေတာ္စည္ပင္သာယာေရးေကာ္မတီတို႔မွ ပူးေပါင္းစီစဥ္ခဲ့
ၾကျခင္းျဖစ္ပါသည္။ ရန္ကုန္ၿမိဳ႕႐ိွလမ္းမ်ားတြင္ အမႈိက္ေကာက္႐ွင္းလင္းရန္ ျပဳ
အဆိုပါ အစီအစဥ္သည္ ႏုိင္ငံေတာ္၏ဖြံ႕ၿဖိဳးတိုးတက္မႈအတြက္ ပါ၀င္ေဆာင္႐ြက္ လုပ္သည့္ အဆိုပါလႈပ္႐ွားမႈတြင္ ကုမၸဏီအုပ္စုမွ ဝန္ထမ္းေပါင္း (၂၀၀)ေက်ာ္
ရမည္ဟူေသာ ကုမၸဏီအုပ္စု၏ ရည္မွန္းခ်က္ႏွင့္အညီ အဆိုပါအစီအစဥ္အတြက္ လုပ္အားေပးပါ၀င္ခဲ့ၿပီး သန္႔႐ွင္းၿပီးစိမ္းလန္းစိုေျပေသာ ၿမိဳ႕ေတာ္ျဖစ္လာေစရန္
ဘ႑ာေရးေထာက္ပံ့ျခင္းႏွင့္ အလုပအ
္ ကုင
ိ အ
္ ခြငအ
့္ လမ္းမ်ား ဖန္တီးေပးျခင္းတိ႔ု ကို အသိပညာမွ်ေဝမႈမ်ား ျပဳလုုပ္ခဲ့ၾကပါသည္။ ကမ ၻာ့သန္႔႐ွင္းေရးေန႔ကို ႏွစ္စဥ္ႏိုင္ငံ
အခါအားေလ်ာ္စြာ လုပ္ေဆာင္ေပးေနၿပီး လူငယ္မ်ားကိုအသက္ေမြး၀မ္းေၾကာင္း ေပါင္း (၁၅၀)မွက်င္းပၿပီး သမိုင္းတေလွ်ာက္တြင္ လူထုပါ၀င္မႈ အႀကီးဆံုးလႈပ္႐ွားမႈ
ဖြံ႕ၿဖိဳးတိုးတက္ေအာင္ လုပ္ေဆာင္ေပးလ်က္႐ိွပါသည္။ ထို႔အတြက္ လူကုန္ကူးျခင္း တစ္ရပ္လည္းျဖစ္သည္။
ကိစၥရပ္မ်ားကိုလည္း ဟန္႔တားရာေရာက္ေစမည္ ျဖစ္ပါသည္။ ထိုအစီအစဥ္သည္

Earth Hour 2019 ျမန္မာႏုိင္ငံ႐ိွ အခြန္ေပးေဆာင္မႈအမ်ားဆုံး ကုမၸဏီမ်ားအနက္
တစ္ခုျဖစ္ျခင္း
Earth Hour လႈပ္႐ွားမႈသည္ World Wide Fund for Nature (WWF) မွ
ဦးေဆာင္ျပဳလုပ္သည့္ တစ္ကမ ၻာလံုးဆိုင္ရာ လႈပ္႐ွားမႈတစ္ခုျဖစ္ပါသည္။ ကမ ၻာ ကုမၸဏီအုပ္စုသည္ စတင္တည္ေထာင္ခ်ိန္ ၁၉၉၂ ခုႏွစ္မွစ၍ ႏွစ္စဥ္ ျမန္မာႏုိင္ငံ၊
ေျမႀကီးအား ဂ႐ုစိုက္ေၾကာင္းျပသသည့္အေနျဖင့္ လူတစ္ဦးခ်င္းစီ၊ လူမႈအသို္က္ ျပည္တြင္းအခြန္ဦးစီးဌာနသုိ႔ ပံုမွန္အခြန္ေပးေဆာင္ခဲ့ပါသည္။ အေသးစိတ္ သိ႐ိွလို
အဝန္းမ်ားႏွင့္ စီးပြားေရးလုပ္ငန္းမ်ားမွ မလိုအပ္ေသာ လွ်ပ္စစ္မီးမ်ားကို ပါက ေအာက္ေဖာ္ျပပါ ၀က္ဘ္ဆုိက္တြင္ ၀င္ေရာက္ၾကည့္႐ႈႏုိင္ပါသည္။
တစ္နာရီ ခန္႔ပိတ္ရန္ တိုက္တြန္းသည့္ ႏွစ္စဥ္လႈပ္႐ွားမႈတစ္ရပ္ျဖစ္သည္။ https://fmi.com.mm/investors/tax-contributions/
ထို႔ျပင္ ၂၀၁၉ ခုႏွစ္၊ မတ္လ (၂၉) ရက္ေန႔တြင္ က်ေရာက္သည့္ Earth Hour
လႈပ္႐ွားမႈတြင္ ကုမၸဏီအုပ္စုႏွင့္ WWF တို႔ပူးေပါင္း၍ ရာသီဥတုေဖာက္ျပန္ေျပာ အက်ိဳးသက္ဆိုင္သူမ်ားနွင့္ ဆက္ဆံေရး
င္းလဲျခင္းကို ဆန္႔က်င္တိုက္ဖ်က္ရန္ စြမ္းအင္ေခၽြတာသည့္အေနျဖင့္ မနက္ (၈)
နာရီခြဲမွ (၉)နာရီခြဲအထိ လွ်ပ္စစ္မီးမ်ားပိတ္ခဲ့ပါသည္။ Earth Hour လႈပ္႐ွားမႈကို FMI ၏ လုပ္ငန္းရည္မွန္းခ်က္ႏွင့္ ဦးတည္ခ်က္မ်ားသည္ ၂၀၁၈ ခုႏွစ္၊ ၾသဂုတ္လ
ပါ၀င္ေဆာင္႐ြက္ႏိုင္ရန္အတြက္ FMI ႐ံုးခ်ဳပ္ (ပန္းလိႈင္အိမ္ရာအတြင္း႐ိွ) ေခါင္မိုး တြင္ ထုတ္ျပန္ခဲ့ေသာ ျမန္မာႏုိင္ငံ စဥ္ဆက္မျပတ္ေရ႐ွည္ဖြံ႕ၿဖိဳးတုိးတက္ေရး
ေပၚတြင္ အသစ္တပ္ဆင္ထားေသာ ဆိုလာျပားမ်ားကိုလည္း စတင္အသံုးျပဳခဲ့ၿပီး အစီအစဥ္ႏွင့္ အနီးစပ္ဆုံးကိုက္ညီမႈ႐ိွေအာင္ ေဆာင္႐ြက္ျခင္းျဖစ္ၿပီး ကုမၸဏီႏွင့္
အေဆာက္အအံု၏ လွ်ပ္စစ္သံုးစြဲမႈ တစ္စိတ္တစ္ေဒသကို ျဖည့္ဆည္းေပးလ်က္ အက်ိဳးစီးပြားသက္ဆိုင္သူမ်ားအားလုံးအတြက္ ပုိမုိအက်ိဳး႐ိွေစမွာ ျဖစ္ပါသည္။
႐ိွပါသည္။ ကုမၸဏီသည္ ျမန္မာႏုိင္ငံ၏ ထိပ္တန္းကုမၸဏီျဖစ္သည့္အေလ်ာက္ အေကာင္းဆုံး
စီမံခန္႔ခဲြမႈ စံခ်ိန္စံၫႊန္းမ်ား၊ က်င့္၀တ္မ်ား၊ ေရ႐ွည္တည္တံ့ခုိင္ၿမဲမႈနွင့္ တာ၀န္ယူမႈ
ေရ႐ွည္တည္တံ့ခိုင္ၿမဲေရးလႈပ္႐ွားမႈမ်ား - အက်ိဳးအျမတ္ တို႔အေပၚ အေလးထားလုပ္ေဆာင္ပါသည္။ FMI ကုမၸဏီ၏ အဓိကအက်ဳိးပါ၀င္
ပတ္သက္သူမ်ားသည္ ျပည္သူမ်ားကုိ အက်ဳိးျပဳႏိုင္ရန္ သူတို႔၏ စြမ္းေဆာင္ရည္
ေရ႐ွည္တည္တံ့ခိုင္ၿမဲမႈသည္ ကုမၸဏီအုပ္စု၏ စီးပြားေရးလုပ္ငန္းမ်ား ေအာင္ျမင္မႈ မ်ားကုိ တက္ႂကြစြာျမႇင့္တင္ေဆာင္႐ြက္လ်က္ ႐ိွၾကပါသည္။ စီမံခန္႔ခြဲမႈအဖြဲ႕အေန
ေရ႐ွည္႐ွင္သန္မႈတို႔အတြက္ အဓိကလိုအပ္ခ်က္ျဖစ္ပါသည္။ သုိ႔မွလည္း ျမန္မာ ျဖင့္လည္း ၀န္ေဆာင္မႈ စံခ်ိန္စံၫႊန္းမ်ားကုိ ျဖည့္ဆည္းေပး႐ုံမွ်မက တီထြင္ဆန္း
ႏိုင္ငံ၏ လွ်င္ျမန္စြာတိုးတက္ေနမႈမ်ားတြင္ ထိေရာက္စြာပါ၀င္ေဆာင္႐ြက္ႏိုင္မည္ သစ္မႈမ်ားျဖင့္ ၎တို႔၏အုပ္ခ်ဳပ္မႈစနစ္၊ ထက္ျမက္ေသာ၀န္ေဆာင္မႈ၊ လူမႈေရး
ျဖစ္ပါသည္။ FMI သည္ ရင္းႏွီးျမႇဳပ္နွံမႈမ်ားကုိ ဆက္လက္ျပဳလုပ္သြားမည္ျဖစ္ၿပီး တာ၀န္ေက်ပြန္မႈမ်ားကုိ တိုးတက္ေစလ်က္႐ိွပါသည္။
တစ္ခ်ိန္တည္းမွာပင္ ရ႐ိွသည့္အက်ဳိးအျမတ္မ်ားကုိ ျပည္သူမ်ားနွင့္ လူ႔အဖြဲ႕အ
စည္းတို႔အတြက္ ေရ႐ွည္အက်ိဳး႐ိွေစရန္ အတတ္နိုင္ဆံုး ျဖည့္ဆည္းေဆာင္႐ြက္
သြားမည္ဟု ဆံုးျဖတ္ခ်က္ခ်ထားပါသည္။ အစု႐ွယ္ယာ႐ွင္မ်ားႏွင့္ ရင္းႏွီးျမႇဳပ္နွံမႈအသုိက္အ၀န္း ဆက္ဆံေရး
တူညီေသာတန္ဖိုးထားမႈမ်ားကို ဖန္တီးျခင္း – Wave Money ကုမၸဏီအုပ္စုသည္ ကုမၸဏီႏွင့္သက္ဆုိင္သည့္ သတင္းအခ်က္အလက္မ်ားကုိ

ရင္းႏွီးျမႇဳပ္နွံသူမ်ားႏွင့္ မီဒီယာမ်ားထံသုိ႔ ပြင့္လင္းျမင္သာစြာ ထုတ္ျပန္အသိေပး
Wave Money သည္ ကိုယ္စားလွယ္မ်ားမွတဆင့္ (သို႔) မိုဘိုင္းဖုန္းမ်ားမွတဆင့္ လ်က္႐ိွပါသည္။ FMI ႏွင့္ YSX ၀က္ဘ္ဆုိက္မ်ားမွတဆင့္လည္း ပုံမွန္ထုတ္ျပန္
ေငြေပးပို႔ျခင္းႏွင့္ လက္ခံျခင္းတို႔ကို လြယ္ကူလ်င္ျမန္စြာ ျပဳလုပ္ႏိုင္သည့္ ၀န္ ေပးလ်က္႐ိွသည္။ အေရးႀကီးေသာ လုပ္ငန္းလည္ပတ္မႈဆိုင္ရာ ေျပာင္းလဲမႈမ်ားကိုိ
ေဆာင္မႈတစ္ခုကို ေဖာ္ေဆာင္ေပးခဲ့သည္။ Wave Money ၏ လုုပ္ငန္းတိုးတက္ ရင္းႏွီးျမႇဳပ္နွံသူမ်ားသိ႐ိွႏုိင္ေစရန္ ေၾကညာခ်က္၊ သတင္းထုတ္ျပန္ခ်က္မ်ားႏွင့္
မႈနႈန္း၊ နိုင္ငံစီးပြားေရးအတြက္ ေကာင္းမြန္ေသာသက္ေရာက္မႈႏွင့္ ကမ ာၻ ့အသိ လတ္တေလာသတင္းမ်ားကို အခ်ိန္နွင့္တေျပးညီ ထုတ္ျပန္ေပးလ်က္႐ိွပါသည္။
အမွတ္ျပဳခံရျခင္း စသည့္ရလဒ္ေကာင္းမ်ားကို ရ႐ွိခဲ့ပါသည္။ သမ႐ိုးက် ဘဏ္အ FMI သည္ ကုမၸဏီ၏ ဘ႑ာေရးဆုိင္ရာ စြမ္းေဆာင္ခ်က္ႏွင့္ မဟာဗ်ဴဟာမ်ားကို
ေရအတြက္ထက္ (၁၆)ဆ ပိုမ်ားေသာ ကိုယ္စားလွယ္မ်ားကြန္ရက္႐ွိသည့္ အ အစု႐ွယ္ယာ႐ွင္မ်ား ႀကိဳတင္္သုံးသပ္ေလ့လာႏုိင္ရန္အတြက္ ႏွစ္ပတ္လည္အစီ
တြက္ Wave Money သည္ ျမန္မာနိုင္ငံ၏ အႀကီးမားဆံုး ဘ႑ာေရးကြန္ရက္ ရင္ခံစာကို ႏွစ္ပတ္လည္အေထြေထြအစည္းအေ၀းမတုိင္မီ (၂၈)ရက္ အလိုတြင္
တစ္ခုျဖစ္သည္။ ၂၀၁၈ ခုႏွစ္၊ ဇန္နဝါရီႏွင့္ ဒီဇင္ဘာလအတြင္း Wave Money ထုတ္ေဝေပးပါသည္။
သည္ က်ပ္ (၂)ထရီလီယံ (US$ ၁.၃ ဘီလီယံ) ပမာဏကို ေငြလႊဲေပးနိုင္ခဲ့ၿပီး
ထိုပမာဏသည္ ျမန္မာနိုင္ငံတစ္ခုလံုး၏ ျပည္တြင္းထုုတ္လုပ္မႈတန္ဖိုး (GDP) ၏ အစု႐ွယ္ယာ႐ွင္မ်ားအေနျဖင့္ ၎တုိ႔၏႐ွယ္ယာမ်ား၊ ကုမၸဏီႏွင့္ပတ္သက္သည့္
၂% နီးပါးမွ်႐ွိပါသည္။ Wave Money သည္ နိုင္ငံတစ္ဝန္း႐ွိ သံုးစြဲသူေပါင္း (၇) ကိစၥမ်ားကို လူကုိယ္တုိင္ေမးျမန္းလိုပါက FMI ႐ုံးခ်ဳပ္တြင္ လာေရာက္စံုစမ္း
သန္းေက်ာ္ကို လစဥ္ဝန္ေဆာင္မႈေပးလ်က္႐ွိၿပီး ေငြလႊဲျခင္း၊ ေငြလက္ခံျခင္း၊ ဖုုန္း ႏိုင္ပါသည္။ အစု႐ွယ္ယာ႐ွင္မ်ားသည္ အီးေမးလ္၊ ဖုန္းႏွင့္ လူမႈစာမ်က္ႏွာမ်ား
ေငြျဖည့္ျခင္း၊ မီတာခေပးေဆာင္ျခင္းနွင့္ ကုုန္သည္မ်ားအား ေငြေပးေခ်ျခင္းတို႔ကို (ဥပမာ Facebook ၊ LinkedIn) တို႔မွလည္း ဆက္သြယ္ေမးျမန္းႏိုင္သည္။ ရင္းႏွီး
ေဆာင္႐ြက္ေပးလ်က္႐ွိပါသည္။ ၂၀၁၈ ခုုနွစ္တြင္ Wave Money သည္ ကိုယ္ ျမႇဳပ္နွံသည့္အဖဲြ႕အစည္းမ်ား၊ စီးပြားေရးမိတ္ဖက္မ်ား၊ NGOs ႏွင့္ အစုိးရအဖဲြ႕
စားလွယ္မ်ားအား ေကာ္မ႐ွင္ခအေနျဖင့္ က်ပ္ေငြ (၁၉)ဘီလီယံေက်ာ္ ေပးအပ္ အစည္းမ်ားအေနျဖင့္ ကုမၸဏီ၏အဓိကလုုပ္ငန္းမ်ားအေပၚ ပုိမုိသိ႐ိွနားလည္လာ
ႏိုင္ခဲ့ၿပီး ျမန္မာျပည္သူမ်ားအတြက္ အလုုပ္အကိုင္အခြင့္အလမ္းမ်ားနွင့္ အသက္ ေအာင္ လုုပ္ငန္းခြင္ေနရာမ်ားသို႔ သြားေရာက္ေလ့လာလိုပါကလည္း စီစဥ္ေဆာင္
ေမြးဝမ္းေက်ာင္းမႈမ်ားကို တစ္ဖက္တစ္လမ္းမွ ဖန္တီးေပးလ်က္႐ွိပါသည္။ ၁ ႐ြက္ေပးသည္။ ထုိ႔အျပင္ ကုမၸဏီအုပ္စု၏ ဘ႑ာေရးဆုိင္ရာ႐ွင္းတမ္းမ်ားႏွင့္
မဟာဗ်ဴဟာေျမာက္ လုပ္ငန္းေဆာင္႐ြက္မႈမ်ားကုိ သိ႐ိွႏုိင္ေစရန္ ကုမၸဏီအုပ္စု
ရန္ကုန္ၿမိဳ႕ေတာ္ေခတ္မီေစေရး ေဆာင္႐ြက္လ်က္႐ိွသည့္ FMIDecaux ဥကၠ႒ႏွင့္ အႀကီးတန္းစီမံခန္႔ခဲြေရးအဖဲြ႕မွ ႏွစ္စဥ္ (သုိ႔) ႏွစ္၀က္တုိင္းတြင္ သတင္း
စာ႐ွင္းလင္းပဲြမ်ားကုိ ျပဳလုပ္ေပးလ်က္႐ိွပါသည္။ ကုမၸဏီႏွစ္ပတ္လည္အေထြေထြ
FMIDecaux သည္ ရန္ကုန္ၿမိဳ႕တြင္ ေခတ္မီဘတ္စ္ကားမွတ္တုိင္သစ္မ်ား ေပၚ အစည္းအေ၀းႏွင့္ အထူးျပဳလုပ္သည့္ အေထြေထြအစည္းအေ၀းမ်ားအျပင္ အေရး
ေပါက္လာေစရန္ ရည္႐ြယ္လုပ္ေဆာင္သည္။ ယင္းေခတ္မီ ဘတ္စ္ကားမွတ္တုိင္ ႀကီးေသာ လုပ္ငန္းတုိးတက္မႈမ်ားအတြက္ အစည္းအေ၀းမ်ားကုိလည္း လိုအပ္သ
သစ္မ်ားအတြက္ လိုအပ္သည့္သန္႔႐ွင္းေရးႏွင့္ ထိန္းသိမ္းေရးတို႔ကုိပါ လုပ္ေဆာင္ လိုက်င္းပလ်က္႐ိွပါသည္။
ေပးသည္။ ၁၉၆၄ ခုႏွစ္တြင္ JCDecaux SA မွ တီထြင္ခဲ့သည့္ စီးပြားေရးပုံစံႏွင့္
အညီ စီမံကိန္းတစ္ခုလံုးကို ေၾကာ္ျငာလုပ္ငန္းမွရ႐ိွေသာ ေငြေၾကးမ်ားျဖင့္ ေဆာင္
႐ြက္ေနျခင္းျဖစ္သည္။ ဤစီမံကိန္းေၾကာင့္ ရန္ကုန္ၿမိဳ႕ေတာ္ႏွင့္ ျပည္သူမ်ားတြင္
ကုန္က်စရိတ္ ႐ိွေစမည္မဟုတ္ပါ။
၁
Wave Money စစ္တမ္း၊ Wave Money ခန္႔မွန္းခ်က္မ်ားနွင့္ စာရင္းအင္းမ်ား

FIRST MYANMAR INVESTMENT PUBLIC CO., LTD.
AND ITS SUBSIDIARIES
(FORMERLY FIRST MYANMAR INVESTMENT CO., LTD.)
(REGISTRATION NO. 121398001)
REPORT OF THE DIRECTORS

AND CONSOLIDATED FINANCIAL STATEMENTS
YEAR ENDED MARCH 31, 2019
FINANCIAL REPORT
18/19
FINANCIAL CONTENTS
Report of the Directors 81-82
Statement of the Directors 83
Independent Auditor’s Report 84-85
Consolidated Statement of Financial Position 86-87
Consolidated Statement of Profit or Loss and Other Comprehensive Income 88
Consolidated Statement of Changes in Equity 89
Consolidated Statement of Cash Flows 90-91
Notes to Consolidated Financial Statements 92-135

The directors present their report together with the audited consolidated financial statements of First Myanmar Investment Public
Co., Ltd. (formerly First Myanmar Investment Co., Ltd.) (the “Company”) and its subsidiaries (the “Group”) for the financial year ended
March 31, 2019.
1. DIRECTORS
The directors of the Company in office at the date of this report are:
U Theim Wai @ Serge Pun

U Myat Thin Aung
U Than Aung
Prof. Dr. Yi Yi Myint
U Tun Tun
U Linn Myaing
Prof Dr. Aung Tun Thet
U Kyi Aye
Daw Zarchi Tin (Appointed on July 1, 2018)
2. PRINCIPAL ACTIVITIES
The principal activity of the Company is that of investment holding.
3. RESULTS OF THE GROUP
The financial position of the Group as at March 31, 2019 and the financial performance of the Group for the year then ended
are set out on pages 86 to 87 and page 88, respectively.
4. DIVIDENDS
No dividend has been proposed by the Board of Directors of the Company for the financial year ended March 31, 2019.

5. AUDITORS
The financial statements have been audited by Cho Cho Aung, Certified Public Accountant and Financial Consultant of Myanmar
Vigour & Associates Limited.
ON BEHALF OF THE DIRECTORS
U THEIM WAI @ SERGE PUN U TUN TUN

EXECUTIVE CHAIRMAN EXECUTIVE DIRECTOR
Date : June 28, 2019

STATEMENT OF THE DIRECTORS
In the opinion of the directors, the consolidated financial statements of the Group as set out on pages 86 to 135 are drawn up so
as to give a true and fair view of the financial position of the Group as at March 31, 2019, and the financial performance, changes in
equity and cash flows of the Group for the financial year then ended and at the date of this statement, there are reasonable grounds
to believe that the Group will be able to pay its debts when they fall due.
U THEIM WAI @ SERGE PUN U TUN TUN

EXECUTIVE CHAIRMAN EXECUTIVE DIRECTOR
Date: June 28, 2019

Member of Deloitte Touche Tohmatsu Limited

Member of Deloitte Touche Tohmatsu Limited

FIRST
FIRSTMYANMAR
MYANMARINVESTMENT
INVESTMENTPUBLIC
PUBLICCO.,
CO.,LTD.
LTD.
CONSOLIDATED
AND
ANDITS STATEMENT
ITSSUBSIDIARIES
SUBSIDIARIES OFFirst
(formerly
(formerlyFINANCIAL POSITION
FirstMyanmar
MyanmarInvestment
InvestmentCo.,
Co.,Ltd.)
Ltd.)
CONSOLIDATED
AS AT MARCH 31, 2019 STATEMENT
CONSOLIDATED STATEMENTOF
OFFINANCIAL
FINANCIALPOSITION
POSITION
AS
ASAT
ATMARCH
MARCH31,
31,2019
2019
Note
Note 2019
2019 2018
2018
MMK’000
MMK’000 MMK’000
MMK’000
ASSETS
ASSETS
Current
Currentassets
assets
Cash
Cashand
andcash
cashequivalents
equivalents 55 350,634,146
350,634,146 286,955,946
286,955,946
Trade
Tradeand
andother
otherreceivables
receivables 66 64,056,772
64,056,772 47,563,150
47,563,150
Loans
Loansand
andadvances
advancestotocustomers,
customers,bybythe
thebank
banksubsidiary
subsidiary 77 1,660,001,943
1,660,001,943 1,366,349,494
1,366,349,494
Inventories
Inventories 88 1,249,156
1,249,156 1,019,575
1,019,575
Advances
Advancesandandprepayments
prepayments 99 29,244,740
29,244,740 32,610,567
32,610,567
Total
Totalcurrent
currentassets
assets 2,105,186,757
2,105,186,757 1,734,498,732
1,734,498,732
Non-current
Non-currentassets
assets
Other
Othernon-current
non-currentassets
assets 1010 10,216,857
10,216,857 14,267,296
14,267,296
Available-for-sale
Available-for-saleinvestments
investments 1111 49,036,422
49,036,422 51,448,484
51,448,484
Investment
Investmentininjoint
jointventure
venture 1212 3,357,261
3,357,261 3,358,901
3,358,901
Investment
Investmentininassociates
associates 1313 74,372,409
74,372,409 58,743,603
58,743,603
Government
Governmentand andother
othersecurities,
securities,bybythe
thebank
banksubsidiary
subsidiary 1414 395,807,512
395,807,512 263,470,605
263,470,605
Investment
Investmentproperties
properties 1515 2,736,451
2,736,451 2,767,701
2,767,701
Property
Propertyand
andequipment
equipment 1616 109,619,240
109,619,240 107,049,662
107,049,662
Goodwill
Goodwill 1717 57,833,335
57,833,335 52,731,087
52,731,087
Intangible
Intangibleassets
assets 1818 5,610,990
5,610,990 4,478,163
4,478,163
Total
Totalnon-current
non-currentassets
assets 708,590,477
708,590,477 558,315,502
558,315,502
Total
Totalassets
assets 2,813,777,234
2,813,777,234 2,292,814,234
2,292,814,234
LIABILITIES
LIABILITIESAND
ANDEQUITY
EQUITY
Current
Currentliabilities
liabilities
Trade
Tradeand
andother
otherpayables
payables 1919 148,449,066
148,449,066 124,414,860
124,414,860
Deposits
Depositsand
andbalances
balancesfromfromcustomers
customersbybythethebank
bank 2,269,400,040
2,269,400,040 1,811,540,196
1,811,540,196
subsidiary
subsidiary
Fund
Fundrestricted
restrictedfor
forLIFT-AFP,
LIFT-AFP,bybythe
thebank
banksubsidiary
subsidiary 4,217,058
4,217,058 2,321,480
2,321,480
Income
Incometaxtaxpayable
payable 6,554,385
6,554,385 3,493,955
3,493,955
Borrowings
Borrowingsandandbank
bankoverdraft
overdraft 2020 11,145,460
11,145,460 10,997,900
10,997,900
Total
Totalcurrent
currentliabilities
liabilities 2,439,766,009
2,439,766,009 1,952,768,391
1,952,768,391
Non-current
Non-currentliabilities
liabilities
Borrowings,
Borrowings,representing
representingtotal
totalnon-current
non-currentliabilities
liabilities 2020 63,140,150
63,140,150 32,321,163
32,321,163
Total
Totalliabilities
liabilities 2,502,906,159
2,502,906,159 1,985,089,554
1,985,089,554

66
FIRST
FIRSTMYANMAR
MYANMARINVESTMENT
INVESTMENTPUBLIC
PUBLICCO.,
CO.,LTD.
LTD.
AND
ANDITS
ITSSUBSIDIARIES
SUBSIDIARIES(formerly
(formerlyFirst
FirstMyanmar
MyanmarInvestment
InvestmentCo.,
Co.,Ltd.)
Ltd.)
CONSOLIDATED STATEMENT OF FINANCIAL POSITION
CONSOLIDATED
CONSOLIDATEDSTATEMENT
STATEMENTOF
OFFINANCIAL
FINANCIALPOSITION
POSITION
AS
ASAT
ATMARCH
MARCH31,
31,2019
2019
AS AT MARCH 31, 2019
Group
Group
Note
Note 2019
2019 2018
2018
MMK’000
MMK’000 MMK’000
MMK’000
Capital
Capitaland
andReserves
Reserves
Share
Sharecapital
capital 21
21 93,762,054
93,762,054 25,825,076
25,825,076
Share
Sharepremium
premium 21
21 -- 67,936,978
67,936,978
Reserves
Reserves 23
23 30,821,043
30,821,043 32,938,132
32,938,132
Retained
Retainedprofits
profits 93,383,726
93,383,726 92,802,889
92,802,889
Equity
Equityattributable
attributabletotoowners
ownersofofthe
theCompany
Company 217,966,823
217,966,823 219,503,075
219,503,075
Non-controlling
Non-controllinginterests
interests 92,904,252
92,904,252 88,221,605
88,221,605
Total
Totalequity
equity 310,871,075
310,871,075 307,724,680
307,724,680
Total
Totalliabilities
liabilitiesand
andequity
equity 2,813,777,234
2,813,777,234 2,292,814,234
2,292,814,234

ON
ONBEHALF
BEHALFOF
OFTHE
THEDIRECTORS
DIRECTORS
UUTheim
TheimWai
Wai@@Serge
SergePun
Pun UUTun
TunTun
Tun
UExecutive
Theim Wai Chairman
Executive @Chairman
Serge Pun U Tun Tun Executive
ExecutiveDirector
Director
Executive Chairman Executive Director
Date
Date
Date: : :June
June June
28, 28,
28,2019
2019 2019
Seeaccompanying
See accompanyingnotes
notestotofinancial
financialstatements.
statements.
77 ANNUAL REPORT 2018-2019 | 87

AND ITS SUBSIDIARIES (formerly First Myanmar Investment Co., Ltd.)
CONSOLIDATED STATEMENT OF PROFIT OR LOSS Investment
AND OTHER Co.,
COMPREHENSIVE INCOME
CONSOLIDATED STATEMENT OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME
AND ITS SUBSIDIARIES (formerly First Myanmar
FOR THE YEAR ENDED MARCH 31, 2019
Ltd.)
CONSOLIDATED STATEMENT OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME

FOR THE
FOR THEYEAR ENDEDENDED
YEAR MARCH 31, 2019
MARCH 31, 2019 Notes 2019 2018
MMK’000 MMK’000
Notes 2019 2018
MMK’000 MMK’000
Revenue 24 279,735,934 205,619,926
Cost of sales
Revenue 24 (169,007,085)
279,735,934 (132,854,017)
205,619,926
Gross
Cost of Profit
sales 110,728,849
(169,007,085) 72,765,909
(132,854,017)
Administrative
Gross Profit expenses 25 (97,847,744)
110,728,849 (66,419,653)
72,765,909
Finance expenses
Administrative expenses 26
25 (6,861,297)
(97,847,744) (3,492,411)
(66,419,653)
Listing expenses
Finance expenses 26 (36,228)
(6,861,297) (36,951)
(3,492,411)
Other (losses)
Listing gains
expenses 27 (5,834,211)
(36,228) 13,340,197
(36,951)
Share (losses)
Other in profitsgains
of associates, net of tax 12,
2713 20,576,668
(5,834,211) 11,765,504
13,340,197
Profit before
Share income
in profits tax
of associates, net of tax 12, 13 20,726,037
20,576,668 27,922,595
11,765,504
Income
Profit tax expense
before income tax 28 (6,282,648)
20,726,037 (3,145,142)
27,922,595
Profit for
Income taxthe year
expense 28 14,443,389
(6,282,648) 24,777,453
(3,145,142)
Other for
Profit comprehensive
the year income 14,443,389 24,777,453
Fair value
Other adjustment of income
comprehensive available-for-sale investments 11, 23 (6,015,680) 2,192,103
Other
Fair comprehensive
value adjustment of (loss) income forinvestments
available-for-sale the year, 11, 23 (6,015,680) 2,192,103
net of tax (6,015,680) 2,192,103
Other comprehensive (loss) income for the year,
Total comprehensive
net of tax income for the year 8,427,709
(6,015,680) 26,969,556
2,192,103
Profitcomprehensive
Total attributable to:income for the year 8,427,709 26,969,556
Owners of the Company 9,011,337 18,617,449
Non-controlling
Profit interests
attributable to: 5,432,052 6,160,004
Owners of the Company 14,443,389
9,011,337 24,777,453
18,617,449
Non-controlling interests 5,432,052 6,160,004
Total comprehensive income attributable to: 14,443,389 24,777,453
Owners of the Company 2,995,657 19,990,760
Non-controlling
Total interests
comprehensive income attributable to: 5,432,052 6,978,796
Owners of the Company 8,427,709
2,995,657 26,969,556
19,990,760
Earnings per share
Non-controlling interests 5,432,052 6,978,796
Basic (MMK) 29 338
8,427,709 746
26,969,556
Earnings per share
Basic (MMK) 29 338 746

U Theim
U TheimWai Wai@ Serge Pun Pun
@ Serge U Tun Tun U Tun Tun
U Theim Wai @ Serge Pun U Tun Tun
Date : June
Date: June
Executive 28, 2019
28, 2019
Chairman Executive Director
See accompanying
Date notes to financial statements.
: June 28, 2019
8
See accompanying notes to financial statements.
8
CONSOLIDATED STATEMENT OF CHANGES IN EQUITY
SUBSIDIARIES
AND ITSFOR (formerly
THE YEAR ENDED MARCH First Myanmar Investment Co., Ltd.)
31, 2019
CONSOLIDATED STATEMENT OF CHANGES IN EQUITY

FOR THE YEAR ENDED MARCH 31, 2019 Attributable to owners of the Company
Non-
Note Share Share Retained controlling Total
capital premium Reserves profits Total interests equity
MMK’000 MMK’000 MMK’000 MMK’000 MMK’000 MMK’000 MMK’000
Balance at April 1, 2017 23,480,013 70,282,041 21,757,328 86,420,185 201,939,567 81,318,953 283,258,520
Total comprehensive income for the year
Profit for the year - - - 18,617,449 18,617,449 6,160,004 24,777,453
Other comprehensive income - - 1,373,311 - 1,373,311 818,792 2,192,103
Total - - 1,373,311 18,617,449 19,990,760 6,978,796 26,969,556
Capital reserve added 23 - - 9,807,493 (9,886,744) (79,251) (76,144) (155,395)
Transactions with owners, recognised
directly in equity
Bonus shares issued 21 2,345,063 (2,345,063) - - - - -
Dividends paid - - - (2,348,001) (2,348,001) - (2,348,001)
Total 2,345,063 (2,345,063) - (2,348,001) (2,348,001) - (2,348,001)
Balance as at March 31, 2018 25,825,076 67,936,978 32,938,132 92,802,889 219,503,075 88,221,605 307,724,680
Reclassification - - (134,283) 134,283 - - -
Total comprehensive income for the year
Profit for the year - - - 9,011,337 9,011,337 5,432,052 14,443,389
Other comprehensive loss - - (6,015,680) - (6,015,680) - (6,015,680)
Total - - (6,015,680) 9,011,337 2,995,657 5,432,052 8,427,709
Capital reserve added 23 - - 4,032,874 (5,982,275) (1,949,401) (1,872,954) (3,822,355)
Additional capital contribution from non-
controlling interests - - - - - 154,570 154,570
Additional non-controlling interest from
acquisition of subsidiaries - - - - - 968,979 968,979
Transactions with owners, recognised
directly in equity
Bonus shares issued 21 1,287,671 (1,287,671) - - - - -
Share premium transferred 21 66,649,307 (66,649,307) - - - - -
ANNUAL REPORT 2018-2019

Dividends declared 22 - - - (2,582,508) (2,582,508) - (2,582,508)
Total 67,936,978 (67,936,978) - (2,582,508) (2,582,508) - (2,582,508)
|
Balance as at March 31, 2019 93,762,054 - 30,821,043 93,383,726 217,966,823 92,904,252 310,871,075
89
9
CONSOLIDATED STATEMENT OF CASH FLOWS
FOR
FOR THE YEARYEAR
THE ENDEDENDED
MARCH 31,MARCH
2019 31, 2019
2019 2018
MMK’000 MMK’000
Cash flows from operating activities
Profit before income tax 20,726,037 27,922,595

Adjustments for:
Depreciation of property and equipment 8,378,494 6,798,664
Specific provision on non-performing loans
and repossessed properties 8,716,273 2,647,582
Finance expense 6,805,632 3,455,434
Write-off of unsuccessful business development 2,524,139 5,042
Unrealised forex loss 4,264,801 -
Amortisation of intangible assets 1,201,720 759,711
Available-for-sale investments written off 258,941 -
Property and equipment written off 161,173 974,250
Inventories written off 41,900 284
Provision for doubtful debts 34,510 13,560
Depreciation of investment properties 31,250 31,250
Loss (gain) on disposal of available-for-sale investments 4,151 (11,858,921)
Gain on disposal of property and equipment (44,538) (17,774)
Share of profit of associates and joint ventures, net of tax (20,576,668) (11,765,504)
Adjustment for unclaimed deposit (3,822,355) (155,395)
Adjustment for available-for-sale investments - (1,197)
Fair value gain on investment properties - (1,413,004)
Operating cash flows before movements in working capital 28,705,460 17,396,577
Trade and other receivables (8,465,625) 15,276,155

Deposits and balances from customers, by the bank subsidiary 457,859,844) 377,290,688
Inventories (111,632) (359,688)
Advances and prepayments 5,400,214 (9,235,178)
Trade and other payables 20,921,110 57,183,075
Loans and advances to customers, by the bank subsidiary (300,605,504) (292,056,102)
AFP foreign currency deposit, by the bank subsidiary 1,895,578 (2,302,160)
Cash generated from operations 205,599,445 163,193,367

Income tax paid (7,019,826) (3,381,987)
Net cash provided by operating activities 198,579,619 159,811,380
90 | FIRST MYANMAR INVESTMENT PUBLIC CO., LTD. 10

FIRST MYANMAR
FIRST MYANMAR INVESTMENT
INVESTMENT PUBLIC
PUBLIC CO.,
CO., LTD.
LTD.
AND ITS
AND ITS SUBSIDIARIES
SUBSIDIARIES (formerly
(formerly First
First Myanmar
Myanmar Investment
Investment Co.,
Co., Ltd.)
Ltd.)
CONSOLIDATED STATEMENT OF FINANCIAL POSITION
AS AT MARCH 31, 2019
FOR
FOR THE
THE YEARYEAR
ENDEDENDED
MARCH 31,MARCH
2019 31, 2019
2019 2018
Group
Note MMK’000
2019 MMK’000
2018
MMK’000 MMK’000
Cash flows from investing activities
Proceeds
Capital andfrom disposal of available-for-sale investments
Reserves - 25,966,200
Dividends
Share capitalfrom associates 21 -
93,762,054 9,349,500
25,825,076
Share premium
Proceeds from disposal of property and equipment 21 119,041 - 67,936,978
28,188
Reserves
Cash outflow from acquisition of subsidiaries 23 30,821,043
(4,601,500) 32,938,132
(735)
Retained profits
Additions to other non-current assets 93,383,726
(580,013) 92,802,889
(6,500,000)
Equity attributable
Additions to owners
to intangible of the Company
assets 217,966,823
(2,334,547) 219,503,075
(1,509,477)
Non-controlling interests
Investment in associates 92,904,252
(1,889,220) 88,221,605
(9,398,647)
Total equity
Additions to deferred investment 310,871,075
(2,111,755) 307,724,680
(4,616,496)
Additions to property and equipment (8,113,665) (13,528,760)
Total liabilities and equity 2,813,777,234 2,292,814,234
Investment in available-for-sales investments (536,696) (26,237,261)
Investment in government and other securities, by the bank
Subsidiary (132,336,907) (43,066,173)
Net cash used in investing activities (152,385,262) (69,513,661)
Cash flows from financing activities

Proceeds from borrowings and bank overdraft 31,676,988 7,500,000
ON BEHALF OF
Dividends THE DIRECTORS
paid (2,566,841) (2,348,001)
Interest paid (6,805,632) (3,455,434)
Repayment of borrowings (4,975,242) (8,282,562)
Proceeds from additional contribution from non-controlling
Interests 154,570 -
Net cash provided by (used in) financing activities 17,483,843 (6,585,997)
Net increase in cash and cash equivalents 63,678,200 83,711,722

Cash
U andWai
Theim cash
@equivalents
Serge Pun at beginning of the year 286,955,946
U Tun Tun 203,244,224
Cash and cash equivalents at end of the year 350,634,146
Executive Chairman Executive Director 286,955,946
Date : June 28, 2019
11
7 ANNUAL REPORT 2018-2019 | 91
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
1 GENERAL
First Myanmar Investment Public Co., Ltd. (formerly First Myanmar Investment Co., Ltd.)
(the “Company”) (Registration No. 121398001) is incorporated in Myanmar with its principal place
of business and registered office located at The Campus, 1, Office Park, Rain Tree Drive, Pun Hlaing
Estate, Hlaing Thayar Township, Yangon, 11401, Myanmar.
The Company is listed on the Yangon Stock Exchange Joint Venture Company Limited on March 25,
2016. The financial statements are prepared in Myanmar Kyats (“MMK”).
The principal activity of the Company is that of investment holding. The principal activities of its
subsidiaries, joint venture and associates are disclosed in Note 4, 12 and 13, respectively, to these
consolidated financial statements.
The Directors have a reasonable expectation that the Group has adequate resources to continue in
operational existence for the foreseeable future and, therefore, continue to adopt the going concern
basis in preparing these consolidated financial statements.
The consolidated financial statements of the Group for the year ended March 31, 2019 were
authorised for issue by the Board of Directors on June 28, 2019.
2 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
BASIS OF ACCOUNTING - The consolidated financial statements have been prepared in accordance
with the historical cost basis, except as disclosed in the accounting policies below, and are drawn up
in accordance with the provisions of the Myanmar Companies Law (“Law”) and Myanmar Financial
Reporting Standards (“MFRS”).
Historical cost is generally based on the fair value of the consideration given in exchange for goods
and services.
Fair value is the price that would be received to sell an asset or paid to transfer a liability in an
orderly transaction between market participants at the measurement date, regardless of whether
that price is directly observable or estimated using another valuation technique. In estimating the fair
value of an asset or a liability, the Company takes into account the characteristics of the asset or
liability which market participants would take into account when pricing the asset or liability at the
measurement date. Fair value for measurement and/or disclosure purposes in these financial
statements is determined on such a basis, except for leasing transactions that are within the scope of
MAS 17 Leases, and measurements that have some similarities to fair value but are not fair value,
such as net realisable value in MAS 2 Inventories or value in use in MAS 36 Impairment of Assets.
ADOPTION OF NEW AND REVISED STANDARDS - There have been no new/revised MFRSs and
Interpretations of MFRS adopted by the Myanmar Accountancy Council during the year.
12

BASIS OF CONSOLIDATION - The consolidated financial statements incorporate the financial

statements of the Company and entities (including special purpose entities) controlled by the
Company (its subsidiaries). Control is achieved where the Company has the power to govern the
financial and operating policies of an entity so as to obtain benefits from its activities.
The results of subsidiaries acquired or disposed of during the year are included in the consolidated
statement of profit or loss and other comprehensive income from the effective date of acquisition
and up to the effective date of disposal, as appropriate.
Where necessary, adjustments are made to the financial statements of subsidiaries to bring their
accounting policies in line with those used by other members of the Group.
All intra-group transactions, balances, income and expenses are eliminated on consolidation.
Non-controlling interests in subsidiaries are identified separately from the Group’s equity therein. The
interest of non-controlling shareholders that are present ownership interests and entitle their holders
to a proportionate share of the entity's net assets in the event of liquidation may be initially
measured (at date of original business combination) either at fair value or at the non-controlling
interests’ proportionate share of the fair value of the acquiree’s identifiable net assets. The choice of
measurement basis is made on an acquisition-by-acquisition basis. Other types of non-controlling
interests are measured at fair value or, when applicable, on the basis specified in another MFRS.
Subsequent to acquisition, the carrying amount of non-controlling interests is the amount of those
interests at initial recognition plus the non-controlling interests’ share of subsequent changes in
equity. Total comprehensive income is attributed to non-controlling interests even if this results in
the non-controlling interests having a deficit balance.
Changes in the Group’s interest in a subsidiary that do not result in a loss of control are accounted
for as equity transactions. The carrying amounts of the Group’s interests and the non-controlling
interests are adjusted to reflect the changes in their relative interests in the subsidiary. Any
difference between the amount by which the non-controlling interests are adjusted and the fair value
of the consideration paid or received is recognised directly in equity and attributed to owners of the
Company.
When the Group loses control of a subsidiary, the profit or loss on disposal is calculated as the
difference between (i) the aggregate of the fair value of the consideration received and the fair value
of any retained interest and (ii) the previous carrying amount of the assets (including goodwill), and
liabilities of the subsidiary and any non-controlling interests. Amounts previously recognised in other
comprehensive income in relation to the subsidiary are accounted for (i.e. reclassified to profit or
loss or transferred directly to retained earnings) in the same manner as would be required if the
relevant assets or liabilities were disposed of. The fair value of any investment retained in the former
subsidiary at the date when control is lost is regarded as the fair value on initial recognition for
subsequent accounting under MAS 39 Financial Instruments: Recognition and Measurement or, when
applicable, the cost on initial recognition of an investment in an associate or jointly controlled entity.

13

FOR THE FOR
YEARTHE YEAR ENDED MARCH 31, 2019
ENDED MARCH 31, 2019
BUSINESS COMBINATIONS – The acquisitions of subsidiaries and businesses are accounted for using
the acquisition method. The consideration for each acquisition is measured at the aggregate of the
acquisition date fair values of assets given, liabilities incurred by the Group to the former owners of
the acquiree, and equity interests issued by the Group in exchange for control of the acquiree.
Acquisition-related costs are recognised in profit or loss as incurred.
Where applicable, the consideration for the acquisition includes any asset or liability resulting from a
contingent consideration arrangement, measured at its acquisition-date fair value. Subsequent
changes in such fair values are adjusted against the cost of acquisition where they qualify as
measurement period adjustments (see below). The subsequent accounting for changes in the fair
value of the contingent consideration that do not qualify as measurement period adjustments
depends on how the contingent consideration is classified. Contingent consideration that is classified
as equity is not remeasured at subsequent reporting dates and its subsequent settlement is
accounted for within equity. Contingent consideration that is classified as an asset or a liability is
remeasured at subsequent reporting dates in accordance with MAS 39 Financial Instruments:
Recognition and Measurement, or MAS 37 Provisions, Contingent Liabilities and Contingent Assets, as
appropriate, with the corresponding gain or loss being recognised in profit or loss.
Where a business combination is achieved in stages, the Group’s previously held interests in the
acquired entity are remeasured to fair value at the acquisition date (i.e. the date the Group attains
control) and the resulting gain or loss, if any, is recognised in profit or loss. Amounts arising from
interests in the acquiree prior to the acquisition date that have previously been recognised in other
comprehensive income are reclassified to profit or loss, where such treatment would be appropriate
if that interest were disposed of.
The acquiree’s identifiable assets, liabilities and contingent liabilities that meet the conditions for
recognition under the MFRS are recognised at their fair value at the acquisition date, except that:
• liabilities or equity instruments related to share-based payment transactions of the acquiree or

the replacement of an acquiree’s share-based payment awards transactions with share-based
payment awards transactions of the acquirer in accordance with the method in MFRS 2 Share-
based Payment at the acquisition date; and
• assets (or disposal groups) that are classified as held for sale in accordance with MFRS 5 Non-
current Assets Held for Sale and Discontinued Operations are measured in accordance with
that Standard.
If the initial accounting for a business combination is incomplete by the end of the reporting period in
which the combination occurs, the Group reports provisional amounts for the items for which the
accounting is incomplete. Those provisional amounts are adjusted during the measurement period
(see below), or additional assets or liabilities are recognised, to reflect new information obtained
about facts and circumstances that existed as of the acquisition date that, if known, would have
affected the amounts recognised as of that date.
The measurement period is the period from the date of acquisition to the date the Group obtains
complete information about facts and circumstances that existed as of the acquisition date – and is
subject to a maximum of one year from acquisition date.
The accounting policy for initial measurement of non-controlling interests is described above.

14

ASSOCIATES - An associate is an entity over which the Group has significant influence and that is
neither a subsidiary nor an interest in a joint venture. Significant influence is the power to participate
in the financial and operating policy decisions of the investee but is not control or joint control over
those policies. FIRST MYANMAR INVESTMENT PUBLIC CO., LTD.

BUSINESS COMBINATIONS – The acquisitions of subsidiaries and businesses are accounted for using
the acquisition method. The consideration for each acquisition is measured at the aggregate of the
acquisition date fair values of assets given, liabilities incurred by the Group to the former owners of
the acquiree, and equity interests issued by the Group in exchange for control of the acquiree.
Acquisition-related costs are recognised in profit or loss as incurred.
Where applicable, the consideration for the acquisition includes any asset or liability resulting from a
contingent consideration arrangement, measured at its acquisition-date fair value. Subsequent
changes in such fair values are adjusted against the cost of acquisition where they qualify as
measurement period adjustments (see below). The subsequent accounting for changes in the fair
value of the contingent consideration that do not qualify as measurement period adjustments
depends on how the contingent consideration is classified. Contingent consideration that is classified
as equity is not remeasured at subsequent reporting dates and its subsequent settlement is
accounted for within equity. Contingent consideration that is classified as an asset or a liability is
remeasured at subsequent reporting dates in accordance with MAS 39 Financial Instruments:
Recognition and Measurement, or MAS 37 Provisions, Contingent Liabilities and Contingent Assets, as
appropriate, with the corresponding gain or loss being recognised in profit or loss.
Where a business combination is achieved in stages, the Group’s previously held interests in the
acquired entity are remeasured to fair value at the acquisition date (i.e. the date the Group attains
control) and the resulting gain or loss, if any, is recognised in profit or loss. Amounts arising from
interests in the acquiree prior to the acquisition date that have previously been recognised in other
comprehensive income are reclassified to profit or loss, where such treatment would be appropriate
if that interest were disposed of.
The acquiree’s identifiable assets, liabilities and contingent liabilities that meet the conditions for
recognition under the MFRS are recognised at their fair value at the acquisition date, except that:
• liabilities or equity instruments related to share-based payment transactions of the acquiree or

the replacement of an acquiree’s share-based payment awards transactions with share-based
payment awards transactions of the acquirer in accordance with the method in MFRS 2 Share-
based Payment at the acquisition date; and
• assets (or disposal groups) that are classified as held for sale in accordance with MFRS 5 Non-
current Assets Held for Sale and Discontinued Operations are measured in accordance with
that Standard.
If the initial accounting for a business combination is incomplete by the end of the reporting period in
which the combination occurs, the Group reports provisional amounts for the items for which the
accounting is incomplete. Those provisional amounts are adjusted during the measurement period
(see below), or additional assets or liabilities are recognised, to reflect new information obtained
about facts and circumstances that existed as of the acquisition date that, if known, would have
affected the amounts recognised as of that date.
The measurement period is the period from the date of acquisition to the date the Group obtains
complete information about facts and circumstances that existed as of the acquisition date – and is
subject to a maximum of one year from acquisition date.
The accounting policy for initial measurement of non-controlling interests is described above.
14
The results and assets and liabilities of associates are incorporated in these financial statements
using the equity method of accounting, except when the investment is classified as held for sale, in
which case it is accounted for under MFRS 5 Non-current Assets Held for Sale and Discontinued
Operations. Under the equity method, investments in associates are carried in the consolidated
statement of financial position at cost as adjusted for post-acquisition changes in the Group’s share
of the net assets of the associate, less any impairment in the value of individual investments. Losses
of an associate in excess of the Group’s interest in that associate (which includes any long-term
interests that, in substance, form part of the Group’s net investment in the associate) are not
recognised, unless the Group has incurred legal or constructive obligations or made payments on
behalf of the associate.
Any excess of the cost of acquisition over the Group’s share of the net fair value of the identifiable
assets, liabilities and contingent liabilities of the associate recognised at the date of acquisition is
recognised as goodwill. The goodwill is included within the carrying amount of the investment and is
assessed for impairment as part of the investment. Any excess of the Group’s share of the net fair
value of the identifiable assets, liabilities and contingent liabilities over the cost of acquisition, after
reassessment, is recognised immediately in profit or loss.
Where a Group entity transacts with an associate of the Group, profits and losses are eliminated to
the extent of the Group’s interest in the relevant associate.
JOINT VENTURE - A joint venture is a contractual arrangement whereby the Group and other parties
undertake an economic activity that is subject to joint control, that is when the strategic financial
and operating policy decisions relating to the activities require the unanimous consent of the parties
sharing control.
Where a Group entity undertakes its activities under joint venture arrangements directly, the Group’s
share of jointly controlled assets and any liabilities incurred jointly with other venturers are
recognised in the financial statements of the relevant entity and classified according to their nature.
Liabilities and expenses incurred directly in respect of interests in jointly controlled assets are
accounted for on an accrual basis. Income from the sale or use of the Group’s share of the output of
jointly controlled assets, and its share of joint venture expenses, are recognised when it is probable
that the economic benefits associated with the transactions will flow to/from the Group and their
amount can be measured reliably.
Joint venture arrangements that involve the establishment of a separate entity in which each
venturer has an interest are referred to as jointly controlled entities. The Group reports its interests
in jointly controlled entities using proportionate consolidation, except when the investment is
classified as held for sale, in which case it is accounted for under MFRS 5 Non-current Assets Held for
Sale and Discontinued Operations. The Group’s share of the assets, liabilities, income and expenses
of jointly controlled entities are combined with the equivalent items in the consolidated financial
statements on a line-by-line basis.
Any goodwill arising on the acquisition of the Group’s interest in a jointly controlled entity is
accounted for in accordance with the Group’s accounting policy for goodwill arising on the acquisition
of a subsidiary (see below).
Where the Group transacts with its jointly controlled entities, unrealised profits and losses are
eliminated to the extent of the Group’s interest in the joint venture.

15

FORYEAR
FOR THE THE YEAR ENDED MARCH
ENDED MARCH 31,31,
20192019
FINANCIAL INSTRUMENTS - Financial assets and financial liabilities are recognised on the Group’s
statement of financial position when the Group becomes a party to the contractual provisions of the
instrument.
Effective interest method
The effective interest method is a method of calculating the amortised cost of a financial instrument
and of allocating interest income or expense over the relevant period. The effective interest rate is
the rate that exactly discounts estimated future cash receipts or payments (including all fees on
points paid or received that form an integral part of the effective interest rate, transaction costs and
other premiums or discounts) through the expected life of the financial instrument, or where
appropriate, a shorter period. Income and expense is recognised on an effective interest basis for
debt instruments.
Financial assets
All financial assets are recognised and de-recognised on a trade date where the purchase or sale of
an investment is under a contract whose terms require delivery of the investment within the
timeframe established by the market concerned, and are initially measured at fair value.
(a) Classification
Financial assets are classified into following categories: “loans and receivables”, “held-to-
maturity investments” and “available-for-sale” financial assets. The classification depends on
the nature and the purpose for which the financial assets were acquired. Management
determines the classification of its financial assets at initial recognition.
(i) Loans and receivables
Loans and receivables are non-derivative financial assets with fixed or determinable
payments that are not quoted in an active market. They are presented as current
assets, except for those maturing later than 12 months after the year end which are
presented as non-current assets. Loans and receivables are presented as “trade and
other receivables”, “loans and advances to customers” and “cash and cash equivalents”
in the statement of financial position. Loans and receivables are measured at amortised
cost using the effective interest method less impairment. Interest is recognised by
applying the effective interest method, except for short-term receivables when the
effect of discounting is immaterial.
(ii) Held-to-maturity financial assets
Held-to-maturity financial assets are non-derivative financial assets with fixed or

determinable payments and fixed maturities that the Group has the positive intention
and ability to hold to maturity. Held-to-maturity financial assets are reported in the
statement of financial position as “government and other securities”.

16

FOR
FOR THE THE YEAR
YEAR ENDED MARCH
ENDED MARCH 31,31,
20192019
(iii) Available-for-sale financial assets
Available-for-sale financial assets are non-derivatives that are either designated in this
category or not classified in any of the other categories. They are presented as non-
current unless the investment matures or management intends to dispose of the assets
within 12 months after the end of the reporting period. Available-for-sale financial
assets are subsequently carried at fair value if the fair value can be reliably estimated
using valuation techniques supported by observable market data, otherwise, those
assets are carried at cost less impairment loss. Changes in the fair values of available-
for-sale equity securities (i.e. non-monetary items) are recognised in other
comprehensive income and accumulated in the investment revaluation reserve, together
with the related currency translation differences.
(b) Impairment
Financial assets, are assessed for indicators of impairment at the end of each reporting
period. Financial assets are impaired where there is objective evidence that, as a result of
one or more events that occurred after the initial recognition of the financial asset, the
estimated future cash flows of the financial asset have been impacted.
For available-for-sale equity instruments, a significant or prolonged decline in the fair value of
the investment below its cost is considered to be objective evidence of impairment.
For all other financial assets, objective evidence of impairment could include:
• significant financial difficulty of the issuer or counterparty; or
• default or delinquency in interest or principal payments; or
• it becoming probable that the borrower will enter bankruptcy or financial re-organisation.
For certain categories of financial assets, such as trade receivables, assets that are assessed
not to be impaired individually are, in addition assessed for impairment on a collective
basis. Objective evidence of impairment for a portfolio of receivables could include the
Group’s past experience of collecting payments, an increase in the number of delayed
payments in the portfolio past the average credit period, as well as observable changes in
national or local economic conditions that correlate with default on receivables.
For financial assets carried at amortised cost, the amount of the impairment is the difference
between the asset’s carrying amount and the present value of estimated future cash flows,
discounted at the original effective interest rate. The carrying amount of the financial asset is
reduced by the impairment loss directly for all financial assets with the exception of
receivables where the carrying amount is reduced through the use of an allowance account.
When a receivable is uncollectible, it is written off against the allowance account. Subsequent
recoveries of amounts previously written off are credited against the allowance account.
Changes in the carrying amount of the allowance account are recognised in profit or loss.
When an available-for-sale financial asset is considered to be impaired, cumulative gains or

losses previously recognised in other comprehensive income are reclassified to profit or loss.
With the exception of available-for-sale equity instruments, if, in a subsequent period, the
amount of the impairment loss decreases and the decrease can be related objectively to an
event occurring after the impairment loss was recognised, the previously recognised
impairment loss is reversed through profit or loss to the extent the carrying amount of the
investment at the date the impairment is reversed does not exceed what the amortised cost
would have been had the impairment not been recognised.

17

FORYEAR
ENDED MARCH 31,31,
20192019
In respect of available-for-sale equity instruments, impairment losses previously recognised in

profit or loss are not reversed through profit or loss. Any subsequent increase in fair value
after an impairment loss is recognised in other comprehensive income.
(c) Derecognition of financial asset
The Group derecognises a financial asset only when the contractual rights to the cash flows
from the asset expire, or it transfers the financial asset and substantially all the risks and
rewards of ownership of the asset to another entity. If the Group neither transfers nor retains
substantially all the risks and rewards of ownership and continues to control the transferred
asset, the Group recognises its retained interest in the asset and an associated liability for
amounts it may have to pay. If the Group retains substantially all the risks and rewards of
ownership of a transferred financial asset, the Group continues to recognise the financial asset
and also recognises a collateralised borrowing for the proceeds received.
Financial liabilities and equity instruments
(a) Classification as debt or equity
Financial liabilities and equity instruments issued by the Group are classified according to the
substance of the contractual arrangements entered into and the definitions of a financial
liability and an equity instrument.
(i) Equity instruments
An equity instrument is any contract that evidences a residual interest in the assets of
the Group after deducting all of its liabilities. Equity instruments are recorded at the
proceeds received, net of direct issue costs.
(ii) Financial liabilities
Financial liabilities are initially measured at fair value, net of transaction costs, and are
subsequently measured at amortised cost, using the effective interest method, with
interest expense recognised on an effective yield basis.
Interest-bearing borrowings are initially measured at their fair values and subsequently
measured at amortised cost, using the effective interest rate method. Any difference
between the proceeds (net of transaction costs) and the settlement or redemption of
borrowings is recognised over the term of the borrowings in accordance with the
Group’s accounting policy for borrowing costs (see below).
(b) Derecognition of financial liabilities
The Group derecognises financial liabilities when, and only when, the Group’s obligations are
discharged, cancelled or they expire.

18

PROPERTY AND EQUIPMENT – Property and equipment are carried at cost, less accumulated
depreciation and any accumulated impairment losses.
The cost of an item of property and equipment initially recognised includes its purchase price and
any cost that is directly attributable to bringing the asset to the location and condition necessary for
it to be capable of operating in the manner intended by management. Costs of a self-constructed
asset include material costs, labour costs and other direct costs used in the construction of the
asset. Other costs such as start-up costs, administration and other general overhead costs,
advertising and training costs are excluded and expensed as incurred. Cost also includes borrowing
costs (refer to Note on borrowing costs).
Depreciation is charged so as to write off the cost of assets, other than assets under construction,
over their estimated useful lives, using the straight-line method, on the following bases:
Land and building 20 – 67 years

Machinery and equipment 5 – 10 years
Renovation, furniture and office equipment 3 – 20 years
Motor vehicles 5–8 years
IT and computers 3–5 years
Facilities and infrastructure system 10 – 20 years
Rehabilitation cost 5 years
The estimated useful lives, residual values and depreciation method are reviewed at each year end,
with the effect of any changes in estimate accounted for on a prospective basis. The effects of any
revision are recognised in the profit or loss when the changes arise.
Fully depreciated property and equipment are retained in the financial statements until they are no
longer in use.
Assets-under-construction included in property and equipment is not depreciated as these assets are
not available for use. These are carried at cost, less any recognised impairment loss. Depreciation for
the assets, on the same basis as other assets, commences when the assets are ready for their
intended use.
The gain or loss arising on the disposal or retirement of an item of property and equipment is
determined as the difference between the sales proceeds and the carrying amount of the asset and
is recognised in profit or loss.
GOODWILL - Goodwill arising in a business combination is recognised as an asset at the date that
control is acquired (the acquisition date). Goodwill is measured as the excess of the sum of the
consideration transferred, the amount of any non-controlling interest in the acquiree and the fair
value of the acquirer’s previously held equity interest (if any) in the entity over net of the
acquisition-date amounts of the identifiable assets acquired and the liabilities assumed.
If, after reassessment, the Group’s interest in the fair value of the acquiree’s identifiable net assets
exceeds the sum of the consideration transferred, the amount of any non-controlling interest in the
acquiree and the fair value of the acquirer’s previously held equity interest in the acquiree (if any),
the excess is recognised immediately in profit or loss as a bargain purchase gain.

19

Goodwill is not amortised but is reviewed for impairment at least annually. For the purpose of
impairment testing, goodwill is allocated to each of the Group’s cash-generating units expected to
benefit from the synergies of the combination. Cash-generating units to which goodwill has been
allocated are tested for impairment annually, or more frequently when there is an indication that the
unit may be impaired. If the recoverable amount of the cash-generating unit is less than its carrying
amount, the impairment loss is allocated first to reduce the carrying amount of any goodwill
allocated to the unit and then to the other assets of the unit pro-rata on the basis of the carrying
amount of each asset in the unit. An impairment loss recognised for goodwill is not reversed in a
subsequent period.
On disposal of a subsidiary or the relevant cash generating unit, the attributable amount of goodwill
is included in the determination of the profit or loss on disposal.
INTANGIBLE ASSETS ACQUIRED IN A BUSINESS COMBINATION EXCLUDING GOODWILL - Intangible

assets acquired in a business combination are identified and recognised separately from goodwill,
where they satisfy the definition of an intangible asset and their fair value can be measured reliably.
The cost of such intangible assets is their fair value at the acquisition date.
The amortisation periods for the intangible assets are as follows:
Software 5 years
License 10 years
Subsequent to initial recognition, intangible assets acquired in a business combination are reported
at cost less accumulated amortisation and accumulated impairment losses, on the same basis as
intangible assets acquired separately.
INVESTMENT PROPERTIES - Investment properties include those portions of office buildings that are
held for long-term rental yields and/or for capital appreciation and land under operating leases that
is held for long-term capital appreciation or for a presently in determinate use.
These investment properties are measured initially at its cost, including transaction costs.
Subsequent to initial recognition, investment property is measured at fair value. Gains or losses
arising from changes in the fair value of investment property are included in profit or loss for the
period in which they arise.
Cost includes expenditure that is directly attributable to the acquisition of the investment property.
The cost of self-constructed investment property includes the cost of materials and direct labour, any
other costs directly attributable to bringing the investment property to a working condition for their
intended use and capitalised borrowing costs.
The Group’s investment properties also include properties taken over from loan defaulters by the
bank subsidiary and held until the Group identifies a potential buyer. These properties are measured
at the fair value at the time of initial recognition and are subsequently carried at cost less
accumulated depreciation. On disposal of an investment property, the difference between the
disposal proceeds and the carrying amount is recognised in profit or loss.
An investment property is derecognised on its disposal, or when it is permanently withdrawn from

use and no future economic benefits are expected from its disposal. The difference between the net
disposal proceeds and the carrying amount is recognised in profit or loss in the period in which the
items is derecognised.
20

IMPAIRMENT OF TANGIBLE AND INTANGIBLE ASSETS EXCLUDING GOODWILL - At the end of each
reporting period, the Group reviews the carrying amounts of its tangible and intangible assets to
determine whether there is any indication that those assets have suffered an impairment loss. If any
such indication exists, the recoverable amount of the asset is estimated in order to determine the
extent of the impairment loss (if any). Where it is not possible to estimate the recoverable amount of
an individual asset, the Group estimates the recoverable amount of the cash-generating unit to
which the asset belongs. Where a reasonable and consistent basis of allocation can be identified,
corporate assets are also allocated to individual cash-generating units, or otherwise they are
allocated to the smallest Group of cash-generating units for which a reasonable and consistent
allocation basis can be identified.
Recoverable amount is the higher of fair value less costs to sell and value in use. In assessing value
in use, the estimated future cash flows are discounted to their present value using a pre-tax discount
rate that reflects current market assessments of the time value of money and the risks specific to
the asset for which the estimates of future cash flows have not been adjusted.
If the recoverable amount of an asset (or cash-generating unit) is estimated to be less than its
carrying amount, the carrying amount of the asset (or cash-generating unit) is reduced to its
recoverable amount. An impairment loss is recognised immediately in profit or loss.
Where an impairment loss subsequently reverses, the carrying amount of the asset
(cash-generating unit) is increased to the revised estimate of its recoverable amount, but so that the
increased carrying amount does not exceed the carrying amount that would have been determined
had no impairment loss been recognised for the asset (cash-generating unit) in prior years. A
reversal of an impairment loss is recognised immediately in profit or loss.
INVENTORIES - Inventories consist of medicines and consumables which are purchased for the
purpose of sale in the ordinary course of business. Inventories are carried at the lower of cost and
net realisable value. Cost is determined using the weighted average basis and comprises of cost of
purchase and other costs incurred in bringing them to their existing location and condition. Net
realisable value is the estimated selling price in the ordinary course of business less all estimated
costs of completion and costs to be incurred in marketing, selling and distribution. The amount of
any write-down of inventories to net realisable value shall be recognised as an expense in the period
the write-down occurs.
PROVISIONS - Provisions are recognised when the Group has a present legal or constructive
obligation as a result of past events, and it is probable that the Group will be required to settle the
obligation and a reliable estimate can be made of the amount of the obligation.
The amount recognised as a provision is the best estimate of the consideration required to settle the
present obligation at the end of the reporting period, taking into account the risks and uncertainties
surrounding the obligation. Where a provision is measured using the cash flows estimated to settle
the present obligation, its carrying amount is the present value of those cash flows.
When some or all of the economic benefits required to settle a provision are expected to be
recovered from a third party, the receivable is recognised as an asset if it is virtually certain that
reimbursement will be received and the amount of the receivable can be measured reliably.
BORROWING COSTS - Borrowing costs directly attributable to the acquisition, construction or

production of qualifying assets, which are assets that necessarily take a substantial period of time to
get ready for their intended use or sale, are added to the cost of those assets, until such time as the
assets are substantially ready for their intended use or sale.
All other borrowing costs are recognised in profit or loss in the period in which they are incurred.
21

REVENUE RECOGNITION - Revenue is measured at the fair value of the consideration received or
receivable. Revenue is reduced for estimated customer returns, rebates and other similar
allowances.
Sales comprise the fair value of the consideration received or receivable for the sale of goods and
rendering of services in the ordinary course of the activities of the Group. Sales are presented net of
commercial tax, rebates and discounts, and after eliminating sales within the Group.
The Group recognises revenue when the amount of revenue and its related cost can be reliably
measured, when it is reasonably assured that the related receivables are collectable, and when the
specific criteria for each of the Group’s activities are met as follows:
Rendering of services – Financial services and healthcare services
Revenue from rendering of services is recognised in the period in which the services are rendered.
Dividend income
Dividend income is recognised when the right to receive payment is established.
Interest income
Interest income is accrued on a time basis, by reference to the principal outstanding and at the
effective interest rate applicable.
Rental income
The Group’s policy for recognition of revenue from operating leases is described below.
LEASES - Leases are classified as finance leases whenever the terms of the lease transfer
substantially all the risks and rewards of ownership to the lessee. All other leases are classified as
operating leases.
The Group as lessor
Rental income from operating leases is recognised on a straight-line basis over the term of the
relevant lease unless another systematic basis is more representative of the time pattern in which
use benefit derived from the leased asset is diminished. Initial direct costs incurred in negotiating
and arranging an operating lease are added to the carrying amount of the leased asset and
recognised as an expense over the lease term on the same basis as the lease income.
The Group as lessee
Rentals payable under operating leases are charged to profit or loss on a straight-line basis over the
term of the relevant lease unless another systematic basis is more representative of the time pattern
in which economic benefits from the leased asset are consumed. Contingent rentals arising under
operating leases are recognised as an expense in the period in which they are incurred.
In the event that lease incentives are received to enter into operating leases, such incentives are
recognised as a liability. The aggregate benefit of incentives is recognised as a reduction of rental
expense on a straight-line basis, except where another systematic basis is more representative of
the time pattern in which economic benefits from the leased asset are consumed.
22

INCOME TAX - Income tax expense represents the sum of the tax currently payable.
The tax currently payable is based on taxable profit for the year. Taxable profit differs from profit as
reported in the statement profit or loss and other comprehensive income because it excludes items
of income or expense that are taxable or deductible in other years and it further excludes items that
are not taxable or tax deductible. The Group’s liability for current tax is calculated using tax rates
(and tax laws) that have been enacted or substantively enacted by the end of the reporting period.
Current tax is recognised as an expense or income in profit or loss.
EMPLOYEE RETIREMENT BENEFIT COSTS – Payments to defined contribution retirement benefit plans
are charged as an expense when employees have rendered the services entitling them to the
contributions. Payments made to state-managed retirement benefit schemes, are dealt with as
payments to defined contribution plans where the Group’s obligations under the plans are equivalent
to those arising in a defined contribution retirement benefit plan.
FOREIGN CURRENCY TRANSACTIONS AND TRANSLATION - The individual financial statements of

each Group entity are measured and presented in the currency of the primary economic environment
in which the entity operates (its functional currency). The consolidated financial statements of the
Group are presented in Myanmar Kyats, which is the presentation currency for the consolidated
financial statements.
In preparing the financial statements of the individual entities, transactions in currencies other than
the entity’s reporting period, monetary items denominated in foreign currencies are retranslated at
the rates prevailing at the end of the reporting period. Non-monetary items carried at fair value that
are denominated in foreign currencies are retranslated at the rates prevailing on the date when the
fair value was determined. Non-monetary items that are measured in terms of historical cost in a
foreign currency are not retranslated.
Exchange differences arising on the settlement of monetary items, and on retranslation of monetary
items are included in profit or loss for the period. Exchange differences arising on the retranslation of
non-monetary items carried at fair value are included in profit or loss for the period. Exchange
differences arising on the retranslation of non-monetary items carried at fair value are included in
profit or loss for the period except for differences arising on the retranslation of non-monetary items
in respect of which gains and losses are recognised other comprehensive income. For such non-
monetary items, any exchange component of that gain or loss is also recognised in other
comprehensive income.
For the purpose of presenting consolidated financial statements, the assets and liabilities of the
Group’s foreign operations (including comparatives) are expressed in Myanmar Kyats using exchange
rates prevailing at the end of the reporting period. Income and expense items (including
comparatives) are translated at the average exchange rates for the period, unless exchange rates
fluctuated significantly during that period, in which case the exchange rates at the dates of the
transactions are used.
CASH AND CASH EQUIVALENTS IN THE STATEMENT OF CASH FLOWS - Cash and cash equivalents in
the statement of cash flows comprise cash on hand, cash at bank and demand deposits, bank
overdrafts, and other short-term highly liquid investments that are readily convertible to a known
amount of cash and are subject to an insignificant risk of changes in value.
23
FI
AN
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS NO
FOR THE YEAR ENDED MARCH 31, 2019 FO
EARNINGS PER SHARE - The Group presents basic earnings per share data for its ordinary shares
("EPS").
Basic EPS is calculated by dividing by profit or loss attributable to ordinary shareholders of the
Company by the weighted average number of ordinary shares outstanding during the period,
adjusted for own shares held.
3 CRITICAL ACCOUNTING JUDGEMENTS AND KEY SOURCES OF ESTIMATION UNCERTAINTY
In the application of the Group’s accounting policies, which are described in Note 2, management are
required to make judgements, estimates and assumptions about the carrying amounts of assets and
liabilities that are not readily apparent from other sources. The estimates and associated
assumptions are based on historical experience and other factors that are considered to be relevant.
Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to
accounting estimates are recognised in the period in which the estimate is revised if the revision
affects only that period, or in the period of the revision and future periods if the revision affects both
current and future periods.
(i) Critical judgements in applying the Group’s accounting policies
Management are of the opinion that any instances of application of judgements are not
expected to have a significant effect on the amounts recognised in the financial statements,
except as described below.
(ii) Key sources of estimation uncertainty
The key assumptions concerning the future, and other key sources of estimation uncertainty at
the end of the reporting period, that have a significant risk of causing a material adjustment to
the carrying amounts of assets and liabilities within the next financial year, are discussed
below.
a) Allowance for doubtful debts
The policy for allowance for doubtful receivables of the Group is based on the evaluation of
collectability and on management’s judgement. A considerable amount of judgement is
required in assessing the ultimate realisation of these receivables, including the current
creditworthiness, the past collection history and ongoing dealings. If the financial conditions
of the customer were to deteriorate, resulting in an impairment of its ability to make
payments, additional allowance may be required.
The carrying amounts of trade and other receivables are disclosed in Note 6.
24
IRST MYANMAR INVESTMENT PUBLIC CO., LTD.
ND ITS SUBSIDIARIES (formerly First Myanmar Investment Co., Ltd.)

OTES TO CONSOLIDATED FINANCIAL STATEMENTS
OR THE YEAR ENDED MARCH 31, 2019
b) Uncertain tax positions
The Group is subject to income taxes in Myanmar. In determining income tax liabilities,
management is required to estimate the amount of capital allowances and the deductibility
of certain expenses (“uncertain tax positions”).
There are many transactions and calculations for which the ultimate tax determination is
uncertain during the ordinary course of business. The Group recognises liabilities for
anticipated tax issues based on estimates of whether additional taxes will be due. Where
the final tax outcome of these matters is different from the amounts that were initially
recorded, the Group makes adjustment for such differences in the income tax of the period
in which such determination is made.
Information about the income tax calculation is disclosed in Note 28.
c) Impairment of goodwill
Determining whether goodwill is impaired requires an estimation of the value in use of the
cash-generating units to which goodwill has been allocated. The value in use calculation
requires the group to estimate the future cash flows expected to arise from the cash-
generating unit and a suitable discount rate in order to calculate present value. The
carrying amount of goodwill at the end of the reporting period was MMK 57,833 million
(2018 : MMK 52,731 million).
No impairment of goodwill is recognised as at March 31, 2019 and 2018.
d) Impairment of loans and advances, available-for-sale and held-to-maturity investments
Management reviews its loans and advances, available-for-sale and held-to-maturity

investments for objective evidence of impairment at each reporting period. Significant
financial difficulties of the debtor, the probability that the debtor will enter bankruptcy, and
default or significant delay in payments are considered objective evidence that a receivable
is impaired. In making this determination, management makes judgments as to whether
there is observable data indicating that there has been a significant change in the payment
ability of the debtor, or whether there have been significant adverse changes in the market,
economic or legal environment where the debtor maintains operations. In the case of equity
investments classified as available-for-sale, objective evidence of impairment includes
significant financial difficulty of the issuer and information about significant adverse
changes that have occurred in the technological, market, economic or legal environment
where the issuer maintains operations, indicating that the cost of the investment in the
equity instrument may not be recoverable.
Where there is objective evidence of impairment, management makes judgements as to

whether an impairment loss should be recorded in profit or loss. In making this
determination, management has used estimates based on historical loss experience for
assets with similar credit risk characteristics. The methodology and assumptions used for
estimating both the amount and timing of future cash flows are reviewed regularly to
reduce any differences between loss estimates and actual loss experience.
The carrying amounts of loans and advances, available-for-sale and held-to-maturity

investments as at March 31, 2019 are disclosed in Notes 7, 11 and 14, respectively.
Management has assessed that there is no objective evidence or indication that the
carrying amount of the Group’s loans and advances, held-to-maturity and available-for-sale
investments are not recoverable as at the end of the financial reporting period, and
accordingly impairment is not required. The credit risk assessment on the Group’s loans
and advances is also disclosed in Note 32 (b).
25
4 SUBSIDIARIES OF THE GROUP
Details of subsidiaries are as follows:
Place of Proportion of ownership

incorporation interest and voting power
Name of subsidiaries and operation Principal activities held
2019 2018
Yoma Bank Limited. 1 Myanmar Financial services 51.00% 51.00%

Pun Hlaing International
Hospital Limited. 2 Myanmar Investment holding 60.00% 60.00%
Yoma Siloam Hospital Pun
Hlaing Limited. 2 Myanmar Healthcare services 60.00% 60.00%
FMI Industrial Investment
Co., Ltd. 3 Myanmar Investment holding 100.00% 100.00%
(1) Audited by UTW (Myanmar) Limited, Certified Public Accountants, Myanmar.

(2) Audited by Myanmar Vigour & Associates Limited, Certified Public Accountants, Myanmar.
(3) Audited by Zaw Lwin & Associates Certified Public Accountants & Auditors, Myanmar.
5 CASH AND CASH EQUIVALENTS

2019 2018
MMK’000 MMK’000
Cash at bank and on hand 297,453 169,434

Cash on hand, by the bank subsidiary 42,670,778 82,334,344
Cash and placements with central
bank and others bank, by the bank subsidiary 307,665,915 204,452,168
350,634,146 286,955,946


FOR
FOR THE YEARYEAR
THE ENDED ENDED
MARCH 31,MARCH
2019 31, 2019
6 TRADE AND OTHER RECEIVABLES
2019 2018
Current MMK’000 MMK’000
Trade receivables
External parties 35,477,336 21,767,877
Less: Allowance for doubtful debts (48,070) (13,560)
Trade receivables, net 35,429,266 21,754,317
Non-trade receivables
External parties 634,620 -
Related companies (Notes 11 and 33) 3,970,153 5,870,366
Associates (Note 13) 13,441,482 11,862,743
18,046,255 17,733,109
Other receivables 10,079,735 7,374,050

Deposits 501,516 701,674
64,056,772 47,563,150
The average credit period from rendering of services is 30 days (2018 : 30 days). No interest is
charged on the outstanding balance.
The table below is an analysis of trade receivables as at the end of the reporting period:
2019 2018
MMK’000 MMK’000
Neither past due nor impaired 34,955,475 21,551,820

Past due but not impaired (i) 473,791 202,497
35,429,266 21,754,317
(i) Aging of receivables that are past due but not impaired
Past due 0 to 3 months 73,377 77,535

Past due 3 to 6 months 103,196 63,036
Past due over 6 months 297,218 61,926
473,791 202,497
Movements in the allowance for doubtful debts

2019 2018
MMK’000 MMK’000
Balance at beginning of year 13,560 -

Provision during the year 34,510 13,560
Balance at end of year 48,070 13,560

27

FOR
FOR THE YEARYEAR
THE ENDED ENDED
MARCH 31,MARCH
2019 31, 2019
7 LOANS AND ADVANCES TO CUSTOMERS, BY THE BANK SUBSIDIARY
2019 2018
MMK’000 MMK’000
Loans and advances 1,637,445,888 1,338,119,330

Trade financing 37,888,956 37,918,599
1,675,334,844 1,376,037,929
Less: Specific allowance (15,332,901) (9,688,435)
1,660,001,943 1,366,349,494
A reconciliation of the specific allowance for impairment losses for the loans and advances, is as
follows:
2019 2018
MMK’000 MMK’000
Balance at beginning of year 9,688,435 446,952

Provision for the year 6,953,055 2,647,582
Adjustment for foreign exchange differences 215,046 -
Adjustment for restructured loan/write off (60,566) -
Total allowance for impairment losses by collectability 16,795,970 3,094,534
Transferred from LIFT-AFP (1) (1,463,069) 6,593,901
Balance at end of year 15,332,901 9,688,435
(1) In 2018, the Bank subsidiary and the Fund has agreed to transfer AFP fund amounting to
MMK 6,593,901,144 as part of the specific provision. During the year, the Bank has used the
provision amounting to MMK1,463,068,848 for its HP AFP product.
The table below is an analysis of loans and advances as the end of the reporting period:
2019 2018
MMK’000 MMK’000
Neither past due nor impaired 1,506,577,662 1,313,783,198

Past due but not impaired (i) 153,424,281 52,566,296
1,660,001,943 1,366,349,494
(i) Aging of loans and advances that are past due but not impaired:
Past due 0 to 3 months 128,123,634 17,803,694

Past due 3 to 6 months 10,218,476 15,075,314
Past due over 6 months 15,082,171 19,687,288
153,424,281 52,566,296

28

8 INVENTORIES
2019 2018
MMK’000 MMK’000
Medical supplies 1,249,156 1,019,575
The cost of inventories recognised as expense amounted to MMK 8,248,311,168

(2018: MMK 5,899,426,564), of which MMK 41,899,672 (2018: MMK 283,993) pertains to write-off
of inventories.
9 ADVANCES AND PREPAYMENTS

2019 2018
MMK’000 MMK’000
Prepayments 18,394,606 26,938,093

Advance corporate income tax payment 7,051,365 3,253,757
Advance to suppliers and contractors 281,315 769,966
Advance to employees 16,514 31,843
Other assets 3,500,940 1,616,908
29,244,740 32,610,567
Prepayments mainly consists of prepaid office rental expenses.
Other assets include properties repossessed by the bank subsidiary with carrying amount of
MMK 3,500,940,380 and MMK 1,616,903,854 net of specific provision amounting to
MMK 1,914,039,813 and MMK 150,821,760 as at March 31, 2019 and 2018, respectively.
10 OTHER NON-CURRENT ASSETS
The Group’s other non-current assets consist of prepayments made to new projects undertaken by
the Group.

29

11 AVAILABLE-FOR-SALE INVESTMENTS
Details of the Group’s available-for-sale investments as at March 31, 2019 and 2018 are as follows:
2019 2018
MMK’000 MMK’000
Quoted equity shares, at fair value 5,572,338 11,588,018

Unquoted equity shares, at fair value 43,464,084 39,860,466
Total available-for-sale investments 49,036,422 51,448,484
The investments above include investments in quoted equity securities that offer the Group the
opportunity for return through dividend income and fair value gains. They have no fixed maturity or
coupon rate. The fair values of these securities are based on the quoted closing market prices on
the last market day of the financial year.
The investments in unquoted equity investments primarily represent investments in companies that
are in the early stages of development and the recoverability of these investment is uncertain and
dependent on the outcome of these activities, which cannot presently be determined.
Equity Fair Equity Fair

Name of companies Principal activities holding value holding value
2019 MMK’000 2018 MMK’000
Myanmar Parkson Co., Ltd.* Investment holding - - 10.00% 258,941

FMI Air Ltd.** Airline services - - 10.00% 6,274,099
Myanmar Thilawa SEZ
Holdings Public Ltd. Investment holding 1.65% 1,833,983 1.65% 1,833,983
Peninsula Yangon Holdings
Pte Ltd. Real estate developer 6.00% 4,521,824 6.00% 4,517,414
Digital Money Myanmar
Ltd. Mobile payments 10.00% 8,273,909 10.00% 7,588,824
Memories Group Ltd.*** Tourism 8.36% 3,738,355 11.90% 9,754,035
Meeyahta Development
Ltd. Real estate developer 12.00% 30,668,351 12.00% 21,221,188
49,036,422 51,448,484
*
As at March 31, 2019, the Company had written-off the investment in Myanmar Parkson Co., Ltd. which is
under winding up process.
**
On March 22, 2019, the Group entered into a conditional sale and purchase agreement with SPA Aviation
Holdings Ltd.(“SAH”) in relation to the sale of its entire 10% equity stake and associated rights in FMI Air
Ltd., to SAH, for a consideration of MMK 7,900 million.
***
The Company holds 8.36% effective equity interest in Memories Group Ltd. due to additional new shares
issued during the year.

30

FOR THE
FOR YEARYEAR
THE ENDEDENDED
MARCH 31, 2019
MARCH 31, 2019
During the year, the Group disposed of the below available-for-sale investments.
Name of companies Date of disposal Carrying value Disposal price Loss

MMK’000 MMK’000 MMK’000
FMI Air Ltd.** March 22, 2019 7,904,151 7,900,000 (4,151)
12 INVESTMENT IN JOINT VENTURE
The Group has the following joint venture:

2019 2018
MMK’000 MMK’000
Unquoted equity shares at cost:
Beginning of the year 3,358,901 2,775,833
Share of post-acquisition results (1,640) (6,972)
Additional investment - 590,040
At end of the year 3,357,261 3,358,901
The details of the interest in joint venture is as follows:

Name of joint venture and operation Principal activities held
2019 2018
LSC-FMI Co., Ltd (1)

Myanmar Property development 50.00% 50.00%
(1) Audited by Daw Me Me Than Certified Public Accountants, Myanmar.
Reconciliation of the above summarised financial information to the carrying amount of the interest
in the joint venture recognised in the consolidated financial statements:
2019 2018
MMK’000 MMK’000
Net assets of the joint venture 6,714,522 6,717,802

Ownership interest 50% 50%
Carrying amount of the Group’s shareholding interest 3,357,261 3,358,901

31

13 INVESTMENT IN ASSOCIATES
2019 2018
MMK’000 MMK’000
Cost of investment in associates:

Beginning of the year 58,743,603 61,962,481
Additional investment 2,789,220 8,812,360
Repayment of advances by associate (4,738,722) (14,454,215)
Share of post-acquisition results 20,578,308 11,772,477
Dividend income (3,000,000) (9,349,500)
At end of the year 74,372,409 58,743,603
Details of the Group’s associates are as follows:

Name of companies and operation Principal activities held
2019 2018
FMI Garden Development Property
Ltd. 2
Myanmar Development 47.50% 47.50%
FMIDecaux Co., Ltd 1,
Myanmar Advertising 40.00% 40.00%
Thanlyin Estate Property
Development Ltd. 3
Pun Hlaing Links Services Golf course
Co., Ltd 4
Chindwin Holdings Pte Ltd 3
Singapore/
Myanmar Investment holding 30.00% 30.00%
Myanmar Agri-Tech Ltd. 5
Myanmar Agricultural activities 30.00% 30.00%
Meeyahta International Property
Hotel Ltd. 5
1 Audited by UTW (Myanmar) Limited, Myanmar.

2 Audited by U Tun Ne Win Certified Public Accountants, Myanmar.
3 Audited by Nexia TS Public Accounting Corporation, Singapore.
4 Audited by Royal Treasure Audit Firm, Myanmar.
5 Audited by Excellent Choice Professional Company Limited, Myanmar.
32
FOR THE YEAR

NOTES ENDED MARCH 31, 2019FINANCIAL STATEMENTS
TO CONSOLIDATED
Reconciliation of the above summarised financial information to the carrying amount of the interest
in the associates recognised in the consolidated financial statements:
2019 2018
MMK’000 MMK’000
Asset and liabilities
Total assets 897,302,382 776,846,749

Total liabilities (320,002,293) (262,681,578)
Net assets 577,300,089 514,165,171
Group’s share of associates’ net assets 74,372,409 58,743,603
Revenue 35,468,645 23,562,545
Profit for the year 64,875,841 39,747,656
Group’s share of associates’ profit for the year, net of tax 20,578,308 11,772,477
14 GOVERNMENT AND OTHER SECURITIES, BY THE BANK SUBSIDIARY
2019 2018
MMK’000 MMK’000
Myanmar treasury bonds (1) 268,699,646 189,692,617

Myanmar treasury bills (1) 111,808,183 54,720,074
Money market (deposit auction (1)) 11,000,000 15,000,000
Digital Money Myanmar (2) 4,035,934 3,794,412
Myanmar Payment Union (3) 200,000 200,000
Myanmar ICT Park (3) 56,500 56,500
SWIFT (3) 6,209 5,962
Myanmar Credit Bureau (3) 1,040 1,040
395,807,512 263,470,605
(1) Yoma Bank’s investments in the Central Bank of Myanmar’s 5- year treasury bonds, 3-
year treasury bills and short term deposit auctions. Current interest rates for Myanmar
treasury bonds are 9.5% p.a for 5-year bonds and 9.0% p.a for 3-year bonds.
(2) Yoma Bank currently owns a 5% interest in Digital Money Myanmar.
(3) Yoma Bank’s other investments are as follows:
- MMK 200 million MPU card holders deposit fees.
- Pre-investment expenses in Myanmar ICT Park, SWIFT and Bank Association
membership fees for the Myanmar Credit Bureau.

33
15 INVESTMENT PROPERTIES
At fair value
2019 2018
MMK’000 MMK’000
Balance at beginning of year 2,767,701 1,385,947

Depreciation (31,250) (31,250)
Gain from fair value adjustment in profit and loss - 1,413,004
Balance at end of year 2,736,451 2,767,701
Included in investment properties is an office and retail location which is leased to Convenience
Prosperity Co., Ltd., an entity related by a common controlling shareholder, and land and buildings
held for investment.
The property rental income for the Group’s office and retail location which are leased out under
operating leases amounted to MMK 54,000,000 (2018: MMK 57,697,000).
The fair values of the Group’s investment property at March 31, 2019 have been determined on the
basis of fair value given by current prices in an active market for similar property in the same
location and condition and subject to similar leases and other contracts.
At March 31, 2019, the details of the Group’s investment properties are as follows:
Description/
Location existing use Tenure
Plot No.1159, Block No.7 & 8, Hlaing Thayar Townshhip, Yangon Region Office and retail
location 5 years
Field No. 404 / A & B, West Ywar Thit Village, Pyay Township , Pyay Land and Not
District, Bago Region building applicable
Field No. 1585,Ywar Thar Village, Naung Oo Township, Naung Oo District, Not
Mandalay Region Land (9 acres) applicable
34
NOTES TO THE YEAR ENDED MARCH

FOR CONSOLIDATED FINANCIAL
31, 2019 STATEMENTS
16 PROPERTY AND EQUIPMENT

Renovation,
furniture and Facilities and
Land and Rehabilitation office infrastructure Machinery and IT and Assets-under-
building cost equipment system equipment Motor vehicles computers construction Total
MMK’000 MMK’000 MMK’000 MMK’000 MMK’000 MMK’000 MMK’000 MMK’000 MMK’000
Cost
At April 1, 2017 75,629,334 2,296,090 19,396,272 978,105 9,755,524 3,349,480 806,250 7,807,995 120,019,050
Additions 1,089,381 - 5,546,158 19,813 3,255,847 228,985 136,847 3,251,729 13,528,760
Disposals - - (2,376) - - (81,555) (1,633) - (85,564)
Transfer - - 3,157,698 1,565 - - 285,473 (3,444,736) -
Write off (824,411) - (118,693) - (302,851) (630) (716) - (1,247,301)
At March 31, 2018 75,894,304 2,296,090 27,979,059 999,483 12,708,520 3,496,280 1,226,221 7,614,988 132,214,945
Additions 4,961,033 - 1,922,149 23,375 3,217,447 83,080 219,402 757,262 11,183,748
Disposals - - - - (3,991) (298,130) (1,545) - (303,666)
Transfer 7,063,678 - 781,157 88,938 - 19,000 - (7,952,773) -
Write off (6,840) - (320,404) - (218,030) (1,423) (825) - (547,522)
At March 31, 2019 87,912,175 2,296,090 30,361,961 1,111,796 15,703,946 3,298,807 1,443,253 419,477 142,547,505
Accumulated
depreciation
At April 1, 2017 4,077,431 459,218 9,004,364 650,627 2,710,244 1,436,393 376,543 - 18,714,820
Depreciation 413,942 459,218 3,603,026 40,314 1,591,995 399,606 290,563 - 6,798,664
Disposals - - (2,196) - - (71,335) (1,619) - (75,150)
Transfer (10,413) - 10,413 - - - - - -
Write off (7,908) - (52,276) - (211,521) (630) (716) - (273,051)
At March 31, 2018 4,473,052 918,436 12,563,331 690,941 4,090,718 1,764,034 664,771 - 25,165,283
Depreciation 1,031,233 459,218 4,223,942 42,989 1,920,295 391,227 309,590 - 8,378,494
Disposals - - - - (3,991) (225,017) (155) - (229,163)
Write off (321) - (214,550) - (169,833) (1,480) (165) - (386,349)
At March 31, 2019 5,503,964 1,377,654 16,572,723 733,930 5,837,189 1,928,764 974,041 - 32,928,265
Net book value

At March 31, 2018 71,421,252 1,377,654 15,415,728 308,542 8,617,802 1,732,246 561,450 7,614,988 107,049,662
At March 31, 2019 82,408,211 918,436 13,789,238 377,866 9,866,757 1,370,043 469,212 419,477 109,619,240
ANNUAL REPORT 2018-2019

|
115
35
NOTES TO FINANCIAL STATEMENTS
17 GOODWILL
2019 2018
MMK’000 MMK’000
Cost:
At April 1, 2017 and March 31, 2018 52,731,087 52,730,352
Arising from acquisition of subsidiaries (Note 35) 5,102,248 735
At March 31, 2019 57,833,335 52,731,087
Goodwill acquired in a business combination is allocated, at acquisition to the cash-generating

units (“CGU”) that are expected to benefit from that business combination.
Before recognition of impairment losses, the carrying amount of goodwill had been allocated as
follows:
2019 2018
MMK’000 MMK’000
Yoma Bank Ltd. 51,490,489 51,490,489

Pun Hlaing Siloam Taunggyi Hospital Limited 5,102,248 -
Yoma Siloam Hospital Pun Hlaing Limited 1,239,863 1,239,863
FMI Industrial Investment Co., Ltd. 735 735
57,833,335 52,731,087
The Group tests goodwill annually for impairment or more frequently if there are indications that
goodwill might be impaired.
18 INTANGIBLE ASSETS
Computer
software Licenses Total
MMK’000 MMK’000 MMK’000
Cost
At April 1, 2017 2,259,113 1,958,873 4,217,986
Additions 1,212,052 297,425 1,509,477
At March 31, 2018 3,471,165 2,256,298 5,727,463
Additions 2,334,547 - 2,334,547
At March 31, 2019 5,805,712 2,256,298 8,062,010
Accumulated amortisation
At April 1, 2017 374,469 115,120 489,589
Amortisation 558,850 200,861 759,711
At March 31, 2018 933,319 315,981 1,249,300
Amortisation 976,090 225,630 1,201,720
At March 31, 2019 1,909,409 541,611 2,451,020
Net book value

At March 31, 2018 2,537,846 1,940,317 4,478,163
At March 31, 2019 3,896,303 1,714,687 5,610,990
36
19 TRADE AND OTHER PAYABLES

2019 2018
MMK’000 MMK’000
Current
Trade payables
Non-trade payables
External parties 981,521 484,384
Related companies (Note 33) 26,360,858 21,950,132
Associates (Note 13) 13,748,521 18,705,637
41,090,900 41,140,153
Accrued operating expenses 4,607,612 1,953,453

Refundable deposits 208,535 179,808
Rental income received in advance 93,650 144,843
Interest income received in advance 7,620,566 11,513,153
Other payables 9,413,740 1,787,679
148,449,066 124,414,860
The average credit period on purchase of goods of the healthcare subsidiary is 30 days
(2018:30 days). No interest charged on the overdue trade payables.
Non-trade payables to related companies are unsecured, interest-free and repayable on demand.
20 BORROWINGS AND BANK OVERDRAFT

2019 2018
MMK’000 MMK’000
Bank overdraft 1,029,405 -

Bank borrowings 73,256,205 43,319,063
Less: Amount due for settlement within
12 months (shown under current liabilities) (11,145,460) (10,997,900)
Amount due for settlement after 12 months 63,140,150 32,321,163
The Group has six principal bank borrowings:

a) a loan of US$ 20.7 million (equivalent to MMK 31.2 billion) (2018 : equivalent to MMK 30.9
billion). The loan is secured by a guarantee and pledge of the Company’s shares by U Theim
Wai @ Serge Pun. The Company provided a back-to-back guarantee to U Theim Wai @ Serge
Pun in relation to this agreement. The loan carries an interest at an aggregate of 6% (2018 :
6%) and the London Interbank Offered Rate per annum. The loan is repayable in quarterly
instalments beginning from June 2018 to November 2023.
b) a convertible loan of MMK 4.9 billion. The bank subsidiary loan was advanced on
September 16, 2014 by the International Finance Corporation (“IFC”) and is due for repayment
on April 27, 2019. The bank loan carried a fixed interest rate of 8% (2017 : 8%) per annum.
Under the specified terms and conditions outlined in the loan agreement, IFC may convert the
loan to equity, subject to the governing laws of Myanmar.
c) a loan of MMK 13.5 billion raised during the year. The loan is secured by a guarantee and
pledge of the Company’s shares by Yangon Land Co.,Ltd . The bank loan carries an interest
rate of 13% per annum with a term of 3 years.
d) a loan of MMK 12 billion raised during the year. The loan is secured by the Company's share in
Yoma Siloam Pun Hlaing Hospital Ltd and the land of the Company's associate. The bank loan
carries an interest rate of 13% per annum with a term of 3 years.
e) a loan of MMK 7.7 billion raised by healthcare subsidiary. The bank loan carries an interest rate
of 13% per annum with a term of 3 years.
f) a loan of MMK 3.7 billion raised by the healthcare subsidiary on August 23, 2018. The loan
carries an interest rate of 13% per annum. The loan is secured by its land and building.
37
21 SHARE CAPITAL AND SHARE PREMIUM

Share capital Share premium
2019 2018 2019 2018 2019 2018
Number of ordinary shares MMK’000 MMK’000 MMK’000 MMK’000
At the beginning of year 25,825,076 23,480,013 25,825,076 23,480,013 67,936,978 70,282,041

Share premium transfer - - 66,649,307 - (66,649,307) -
Bonus shares issued 1,287,671 2,345,063 1,287,671 2,345,063 (1,287,671) (2,345,063)
At the end of year 27,112,747 25,825,076 93,762,054 25,825,076 - 67,936,978
In compliance with Myanmar Companies Regulations 2018, the Company transferred its share
premium amounting to MMK 66,649,307,700 as part of its share capital.
22 DIVIDENDS
2019 2018
MMK’000 MMK’000
Ordinary dividends paid:
Cash dividends of MMK 100 (2018:MMK 100) per share
paid with respect to prior financial year 2,582,508 2,348,001
23 RESERVES
2019 2018
MMK’000 MMK’000
Reserves
Capital reserve (1)
At the beginning of year 29,435,679 19,628,186
Add: Share of capital reserve for the year 4,032,874 9,807,493
At the end of year 33,468,553 29,435,679
Investment revaluation reserve (2)
At the beginning of year 3,502,453 2,129,142
Add: Revaluation (loss) gain (6,015,680) 1,373,311
Reclassification (134,283) -
At the end of year (2,647,510) 3,502,453
Total reserves 30,821,043 32,938,132
(1) In compliance with Section 35(a) of the Financial Institutions Law, 25% of the net profit
after tax of the bank subsidiary will be set aside as capital reserve at the end of the
reporting period and is not distributable as cash dividends.
(2) Investment revaluation reserve represents revaluation of available-for sale investments
of the Company to market value as at the end of the reporting period.
38
24 REVENUE
2019 2018
MMK’000 MMK’000
Rendering of services:
Financial services 254,597,729 186,586,355
Healthcare services 24,929,420 18,801,784
Rental income 54,000 57,697
Dividend income 154,785 174,090
279,735,934 205,619,926
25 ADMINISTRATIVE EXPENSES
2019 2018
MMK’000 MMK’000
Employee benefit expenses 44,002,657 31,637,669

Professional fees 10,776,316 5,851,574
Depreciation of property and equipment 8,378,494 6,798,664
Office rental expenses 6,521,268 5,659,053
Specific provision on non-performing loans 8,716,273 2,647,582
Marketing and promotion 3,916,217 1,154,657
IT and communication expenses 2,557,050 2,072,913
Travelling and related costs 1,945,307 1,525,869
Office supplies 1,838,900 1,836,063
Renovation and maintenance expenses 1,608,614 1,243,454
Utilities 1,393,122 1,342,402
Amortisation of intangible assets 1,201,720 759,711
Director’s remuneration 682,785 377,709
Annual general meeting expenses 82,878 92,586
Depreciation of investment property 31,250 31,250
Others 4,194,893 3,388,497
97,847,744 66,419,653
26 FINANCE EXPENSES
2019 2018
MMK’000 MMK’000
Interest expenses 6,805,632 3,455,434

Bank charges 55,665 36,977
6,861,297 3,492,411
39

FOR THE THE
FOR YEAR ENDED
YEARMARCH
ENDED31, 2019
MARCH 31, 2019
27 OTHER LOSSES OR GAINS

2019 2018
MMK’000 MMK’000
Gain on disposal of property and equipment 44,538 17,774

Write off of unsuccessful business development (2,524,139) (18,659)
(Loss) gain on foreign currency exchange, net (2,378,634) 1,394,343
Capital gains tax (551,168) (1,179,773)
Write off of investment in available-for-sale investments (258,941) -
Write off of property and equipment (161,173) (145,668)
(Loss) gain on disposal of available-for-sale investments (4,151) 11,858,921
Write off of investment in subsidiaries - 255
Fair value gain on investment properties - 1,413,004
Others (543) -
(5,834,211) 13,340,197
28 INCOME TAX EXPENSE
2019 2018
MMK’000 MMK’000
Current year tax expense 6,198,029 3,145,142

Under provision of current year tax in prior years 84,619 -
Total income tax expense 6,282,648 3,145,142
Domestic income tax is calculated at 25% (2018: 25%) of the estimated assessable profit for the
year.
The total charge for the year can be reconciled to accounting profit as follows:
2019 2018
MMK’000 MMK’000
Profit before income tax 20,726,037 27,922,595
Tax at Myanmar’s statutory income tax rate of 25% 5,181,510 6,980,649

Effect of non-deductible expense (non-taxable income), net 1,016,519 (3,835,507)
Under provision of current year tax in prior years 84,619 -
Total income tax expense 6,282,648 3,145,142


FOR
FOR THE YEARYEAR
THE ENDED ENDED
MARCH 31,MARCH
2019 31, 2019
29 EARNINGS PER SHARE
The calculation of the basic earnings per share attributable to the ordinary owners of the Company
is based on the following data:
2019 2018
Earnings
Net profit, including non-operating income,
attributable to equity holders of the Company (MMK’000) 9,011,337 18,617,449
Weighted average number of ordinary shares outstanding
for basic earnings per share (’000) 26,633 24,946
Basic earnings per share (MMK per share) 338 746
30 OPERATING LEASE ARRANGEMENTS
At the end of the financial year, the Group has the following commitments:
The Group as lessee
Payments recognised as an expense during the year:

2019 2018
MMK’000 MMK’000
Minimum lease payments under operating leases 6,521,268 5,659,053
At the end of the reporting period, the Group has no significant operating lease commitments
under non-cancellable operating leases as it has been prepaid as disclosed in Note 9. Operating
lease payments represents rentals payable by the Group for certain of its office premises. Leases
are negotiated and rentals are fixed for an average term of 5 years.
The Group as a lessor
The Group leases commercial and investment properties under non-cancellable operating lease
agreements. These leases have varying terms, escalation clauses and renewal rights. The payment
due are computed without the escalation clauses and renewal rights as the quantum has not been
determined. Property rental income earned during the year was MMK 54,000,000
(2018 : MMK 57,697,000).
At the end of the reporting period, the Group has contracted with tenants for the following future
minimum lease payments:
2019 2018
MMK’000 MMK’000
In the third to fifth years inclusive 108,000 146,144
41 ANNUAL REPORT 2018-2019 | 121

NOTES TOFINANCIAL
STATEMENTS
31 CONTINGENT LIABILITIES
The Group provided a back-to-back guarantee to secure a long-term bank loan on March 30, 2016.
No contingent liabilities are recognised on the statement of financial position date of the Group as
it is considered unlikely that there will be a significant outflow of the Group’s resources as a result
of the arrangement entered into by the Group and the respective counter party.
The Group has provided for tax expenses based on best efforts estimates, which may differ from
actual tax assessments levied by the Myanmar tax authority. As a result, the Group may incur
additional tax liabilities upon final assessment from tax authorities. Although commercial tax is
imposed to customers, there may be liabilities on commercial tax from the real estate sector.
32 FINANCIAL INSTRUMENTS, FINANCIAL RISKS and CAPITAL MANAGEMENT
(a) Categories of financial instruments
The following table sets out the financial instruments as at the end of the reporting period:
2019 2018
MMK’000 MMK’000
Financial assets
Loans and receivables:
Cash and cash equivalents 350,634,146 286,955,946
Trade and other receivables 64,056,772 47,563,150
Loans and advances to customer, by the bank subsidiary 1,660,001,943 1,366,349,494
Held-to-maturity investments:
Government and other securities, by the bank subsidiary 11,500,000 140,500,000
Available-for-sale investments 433,343,934 174,419,089
2,519,536,795 2,015,787,679
Financial liabilities
At amortised cost:
Trade and other payables 148,449,066 124,414,860
Deposits and balances from customers, by the
bank subsidiary 2,269,400,040 1,811,540,196
Fund restricted for LIFT-AFP, by the bank subsidiary 4,217,058 2,321,480
Borrowings and bank overdrafts 74,285,610 43,319,063
2,496,351,774 1,981,595,599
(b) Financial risk management policies and objectives
The Group’s activities expose it to market risk (including interest rate risk, foreign exchange risk
and equity price risk), credit risk, liquidity risk, operational risk and legal and compliance risk. The
Group’s overall risk management strategy seeks to minimize adverse effects from the
unpredictability of financial markets on the Group’s financial performance. The Group has adopted
the policies for managing each of these risks and they are summarized below.
The Group does not hold or issue derivative financial instruments for speculative purposes.
There has been no change to the Group’s exposure to these financial risks or the manner in which
it manages and measures the risk. Market risk exposures are measured using sensitivity analysis
indicated below:
42

OTES TO FINANCIAL STATEMENTS
(a) Market risk
(i) Interest rate risk management
Interest rate risk is the risk that the future cash flows of a financial instrument will
fluctuate because of changes in market interest rates. Fair value interest rate risk is
the risk that the fair value of a financial instrument will fluctuate due to changes in
market interest rates. As the Group has interest-bearing financial assets and
financial liabilities, the Group’s income and expense are dependent on changes in
market interest rates.
The Group’s interest-bearing financial assets pertain to short-term fixed deposits

placed with reputable financial institutions in Myanmar, held-to-maturity Myanmar
government and other securities and loans and advances to customers, which all
carry fixed interest rates. Management has assessed that any change in the interest
rate would not have significant impact to the Group’s interest income due to the
short-term maturity of fixed deposits and loans and advances to customers and the
three to five-year term of Myanmar government securities.
The Group’s interest-bearing financial liabilities pertain to deposits from customers

and certain borrowings which carry fixed interest rates and variable interest rates,
respectively. Management has assessed that any change in the interest rate would
not have a significant impact on the Group’s interest expenses as the Group aims to
obtain the most favourable interest rates available in the market, except on the
variable interest rate borrowings as described below.
Interest rate sensitivity
The sensitivity analysis below has been determined based on the exposure to
interest rates for non-derivative financial liability instruments at the end of the
reporting period and the stipulated change taking place at the beginning of the
financial year and held constant throughout the reporting period in the case of
instruments that have floating rates. A 50 basis point increase or decrease is used
when reporting interest rate risk internally to key management personnel and
represents management’s assessment of the reasonably possible change in interest
rates.
If interest rates had been 50 basis points higher or lower and all other variables were
held constant, the Group’s profit for the year ended March 31, 2019 would
decrease/increase by MMK 156,000,000 (2018 : MMK 154,500,000). This is mainly
attributable to the Group’s exposure to interest rates on its variable interest rate
borrowings.
(ii) Foreign exchange risk management
The Group operates mainly in Myanmar. Entities in the Group regularly transact in
various foreign currencies other than their respective functional currencies (“foreign
currencies”). Currency risk arises in the Group when transactions are denominated
in foreign currencies such as Euro (“EUR”), Singapore Dollar (“SGD”), and United
States Dollar (“USD”).
These exposures are managed primarily by using natural hedges that arise from
offsetting assets and liabilities that are denominated in foreign currencies.
At the end of the reporting period, the carrying amounts of significant monetary
assets and monetary liabilities denominated in currencies other than the Group’s
functional currency are as follows:
43

EUR SGD USD

MMK’000 MMK’000 MMK’000
March 31, 2019
Financial assets
Cash and cash equivalents 703,179 273,273 66,585,978
Trade and other receivables - - 10,758,330
Loans and advances to customers, by the
bank subsidiary - - 21,092,070
Available-for-sale financial assets 6,209 - -
709,388 273,273 98,436,378
Trade and other payables 690,745 256,933 29,622,011
bank subsidiary 50,713 13,074 53,082,445
Borrowings - - 31,204,039
Fund restricted for LIFT-AFP, by the bank
subsidiary - - 4,217,058
741,458 270,007 118,125,553
March 31, 2018
Financial assets
Cash and cash equivalents 906,226 410,142 71,365,360
Trade and other receivables - - 38,330
Loans and advances to customers, by the
bank subsidiary - - 23,022,445
Government and other securities, by the
bank subsidiary 5,962 - -
912,188 410,142 94,426,135
Trade and other payables 899,903 401,272 37,906,979
bank subsidiary 12,285 8,870 56,717,230
Borrowings - - 30,964,063
912,188 410,142 125,588,272
44
T MYANMAR INVESTMENT PUBLIC CO., LTD.
ITS SUBSIDIARIES (formerly First Myanmar Investment Co., Ltd.)
ES TO FINANCIAL STATEMENTS
THE YEAR ENDED MARCH 31, 2019
(ii) Foreign exchange risk management (cont’d)
Foreign currency sensitivity
The following analysis details the sensitivity to a 10% increase/decrease in the

relevant foreign currencies against the functional currency of the Group. 10% is the
sensitivity rate used when reporting foreign currency risk exposures internally to key
management personnel and represents management’s assessment of the possible
change in foreign exchange rates, which is the change in foreign exchange rate that
management deems reasonably possible which will affect outstanding foreign
currency denominated monetary items at period end. The sensitivity analysis
includes only outstanding foreign currency denominated monetary items and adjusts
their translation at the period end for a 10% change in foreign currency rates.
If the relevant foreign currency were to strengthen by 10% against the functional
currency of the Group, profit for the year will decrease by:
2019 2018
MMK’000 MMK’000
USD impact (1,968,918) (3,116,214)
If the relevant foreign currency were to weaken by 10% against the functional
currency, there will be equal but opposite impact on profit for the year.
(iii) Equity price risk management
The Group is exposed to equity risks arising from equity instruments classified as
available-for-sale. Available-for-sale equity instruments are held for strategic rather
than trading purposes. The group does not actively trade available-for-sale
investments.
Further details of these equity investments can be found in Notes 11 to the financial
statements.
Equity price sensitivity
The sensitivity analyses below have been determined based on the exposure to
equity price risks at the end of the reporting period.
In respect of available-for-sale equity instruments, if the inputs to the valuation

model had been 10% higher/lower while all other variable were held constant:
• The Group’s profit for the year ended March 31, 2019 would have been
unaffected as the equity investment are classified as available-for-sale and no
investments were disposed of or impaired; and
• The Group’s investment revaluation reserve would increase/decrease by
MMK 557,233,800 (2018 : increase/decrease by MMK 1,158,802,000)
The Group’s sensitivity to equity prices has not changed significantly from the prior
year.
45
(b) Credit risk management
Credit risk refers to the risk that a counterparty will default on its contractual obligations
resulting in a financial loss to the Group. The Group’s major classes of financial assets
are loans and advances from customers held by the bank subsidiary, Myanmar
government securities held by the bank subsidiary, bank deposits and trade receivables.
Cash and cash equivalents are placed with reputable financial institutions.
For trade receivables, the Group adopts the policy of dealing only with customers with
appropriate credit histories, and obtaining sufficient security where appropriate to
mitigate credit risk. For other financial assets, the Group adopts the policy of dealing
only with credit-worthy counterparties. The maximum exposure to credit risk for each
class of financial instruments is the carrying amount of that class of financial instruments
presented on the consolidated statement of financial position.
Trade receivables consist of a large number of customers. Ongoing credit evaluation is

performed on the financial condition of trade receivables. The Group does not have any
significant credit risk exposure to any single counterparty or any group of counterparties
having similar characteristics. The Group defines counterparties as having similar
characteristics if they are related entities.
The credit risk for trade receivables based on the information provided to management is
as follows:
2019 2018
MMK’000 MMK’000
By type of customers:
Further details of credit risks on trade receivables are disclosed in Note 6 to the
consolidated financial statements.
For loans and advances from customers held by the bank subsidiary, the Board of
Directors of the bank approves major policies and limits that govern credit risk. The
Board of Directors delegates authority to the Credit Risk Management Committee for
overseeing the credit risk of the bank. The bank structures the levels of credit risk it
undertakes by placing limits on the amount of risk acceptable in relation to one
borrower, groups of borrowers and industry segments. Such risks are monitored on a
regular basis and are subject to annual or more frequent review. The maximum
exposure to credit risk of loans and advances from customers held by the bank on the
consolidated statement of financial position is limited to the carrying amount on the
consolidated statement of financial position, without taking into account the fair value of
any collateral.
The credit risk for loans and advances by the bank entity based on the information
provided to management is as follows:
2019 2018
MMK’000 MMK’000
By type of customers:
Other companies 1,322,348,858 1,078,571,701
Individuals 336,838,029 286,896,461
Related companies (Note 33) 815,056 881,332
1,660,001,943 1,366,349,494
46
RST MYANMAR INVESTMENT PUBLIC CO., LTD.

(c) Liquidity risk management
Liquidity risk is the risk that the Group will encounter difficulty in meeting obligations
associated with financial liabilities. The Group manages liquidity risks by monitoring its
liquidity position through periodic preparation of cash flow and cash balance forecasts and
periodic evaluation of the ability of the Group to meet its financial obligations, measured
by a gearing ratio. The Group maintains sufficient cash and cash equivalents, and
internally generated cash flows to finance their activities.
At the end of the reporting period, the Group had net current liabilities of
MMK 334,579,252,000 (2018: MMK 218,269,659,000). The Directors are satisfied that
there is no going concern issue as the Group can easily convert government and other
securities held by the bank subsidiary of MMK 394,136,509,000 (2018: MMK
261,799,602,000) into cash and cash equivalents with no significant changes in fair
value.
Liquidity risk analyses
Non-derivative financial liabilities
The table below analyses the non-derivative financial liabilities of the Group in their
relevant maturity groupings based on the length of remaining period from the reporting
date to the contracted maturity date. The amounts disclosed in the table are the
contracted undiscounted cash flows. Balances due within 12 months are presented at
their carrying amounts as the impact of discounting is not significant.
Less than 1 Between 1 and More than

year 5 years 5 years
Total
MMK’000 MMK’000 MMK’000 MMK’000
2019
Trade and other payables 148,449,066 - - 148,449,066
Deposits and balances from
customers, by the bank
subsidiary 2,269,400,040 - - 2,269,400,040
Fund restricted for LIFT-AFP,
by the bank subsidiary 4,217,058 - - 4,217,058
Borrowings 15,879,988 1,500,187,839 - 1,516,067,827
2,437,946,152 1,500,187,839 - 3,938,133,991
Less than 1 Between 1 and More than

year 5 years 5 years
Total
MMK’000 MMK’000 MMK’000 MMK’000
2018
Trade and other payables 124,414,860 - - 124,414,860
Deposits and balances from
customers, by the bank - -
subsidiary 1,811,540,196 1,811,540,196
Fund restricted for LIFT-AFP,
by the bank subsidiary - 2,321,480 - 2,321,480
Borrowings 10,997,900 29,604,638 2,716,525 43,319,063
1,946,952,956 31,926,118 2,716,525 1,981,595,599
47
(d) Fair value of financial assets and financial liabilities
The carrying amounts of cash and cash equivalents, trade and other receivables and
trade and other payables, approximate their respective fair values due to the relatively
short-term maturity of these financial instruments. The fair values of other classes of
financial assets and liabilities are disclosed in the respective notes to consolidated
financial statements. The management considers the carrying amount of financial assets
and financial liabilities recorded at amortized cost in the consolidated financial statements
approximate their fair values, unless otherwise mentioned in the consolidated financial
statements.
(e) Operational risk
Operational risk is a risk that is inherent in all business activities. Financial losses and
business instability can result from failures in operational processes, internal policies or
support systems. The Group has established an appropriate operational risk
management framework to address operational risks within the risk appetite mandated
by management and align its risk management strategies to overall business objectives.
The Group’s bank subsidiary has risk policies and committees that are appropriate for a
large financial institution.
The Group recognizes that every operational risk cannot be entirely eliminated, and
strives to balance the cost of controls with the potential benefits of risk management.
The Group will continue to invest in appropriate risk management and mitigation
programs such as business continuity management and incident management.
(f) Legal and compliance risk
Legal risk is the risk to the Group's business activities resulting from unintended or
unexpected legal action. This risk could arise from insufficient authority of a
counterparty, uncertainty about the validity or enforceability of a contract, civil claims
against the Group's property or interpretation errors in taxation utilizes competent
internal and external counsel when entering into agreements.
Compliance risk is the risk of material financial loss or loss of reputation resulting from
the failure or inability of the Group to comply with relevant industry-specific laws,
regulations or procedures. The Group actively identifies and manages compliance risk
through effective use of its external and internal compliance advisers. Accordingly, the
Group also monitors its entities' compliance with relevant international regulatory
requirements.
48
(c) Capital risk management policies and objectives
The Group’s objectives when managing capital are to safeguard the Group’s ability to continue as a
going concern and to maintain an optimal capital structure so as to maximize shareholder value. In
order to maintain or achieve an optimal capital structure, the Group may adjust the amount of
dividend payment, return capital to shareholders, issue new shares, obtain new borrowings or sell
assets to reduce borrowings.
Management monitors the Group’s capital, excluding the bank entity, based on a gearing ratio.
During the year ended March 31, 2019, the Group's strategies remain unchanged from 2018 with
the gearing ratio maintained at not exceeding 40% for the Group.
The gearing ratio is calculated as net debt divided by total capital. Net debt is calculated as
borrowings (excluding loans from non-controlling interests) plus trade and other payables less
cash and cash equivalents. Total capital is calculated as net assets attributable to equity holders of
the Company (“total equity”) plus net debt.
2019 2018
MMK’000 MMK’000
Net debt 119,051,822 84,541,033
Total equity 187,145,780 186,564,943
Total capital 306,197,602 271,105,976
Gearing ratio 39% 31%
The Group’s bank subsidiary is subject to the capital adequacy requirements set out by the Central
Bank of Myanmar ("CBM") and the minimum regulatory capital adequacy ratio set for the year is
8% (2018: 8%). On July 7, 2017, the CBM issued an instruction on revised method of capital
adequacy ratio calculation, which increased the composition of the risk weighted assets with
majority of loans being subject to 100% risk weight. Total equity investment and related party
lending are also no longer included in the capital calculation.
The bank's capital adequacy ratio as at March 31, 2019 stands at 6.81% (2018:6.15%) and the
bank had since then issued a capital improvement plan to the CBM, outlining its short-term and
long term plans to further increase the Tier 1 capital to meet the minimum regulatory capital
adequacy ratio of 8%.
49
33 RELATED COMPANY AND RELATED PARTY TRANSACTIONS
Related companies in these consolidated financial statements refer to members of the

shareholder’s group of companies.
Some of the Group’s transactions are between members of the shareholders and the Group. The
effect of these on the basis determined between the parties are reflected in these consolidated
financial statements.
2019 2018
MMK’000 MMK’000
With associates:
Rental expenses (57,750) (67,521)
Other expenses (14,374) (11,797)
With entities related by common controlling shareholders:

Rental expense (92,516) (10,656)
(Loss) gain from sale of investment (4,151) 1,881,204
Other expenses 1 (1,115,322) (657,531)
1 Other expenses relate to net expenditures on inter- group operating activities.
During the financial year, Directors' remuneration amounted to MMK 599,452,020

(2018: MMK 377,709,091) which includes the Executive Chairman's remuneration as follows:
2019 2018
MMK’000 MMK’000
Other allowance 60,000 60,000

Bonus 458,452 236,209
518,452 296,209
34 SEGMENT INFORMATION
Management determines operating segments based on the reports reviewed by the key
management team that are used to make strategic decisions. The key management team
comprises of the Executive Chairman, the Chief Executive Officer, the Chief Financial Officer and
the heads of each business who directly report to the Executive Chairman on their respective
entity’s business.
The Group’s reportable segments under MFRS 8 are as follows:
i) The real estate services segment is in the business of property development, sale of
development properties, providing project management, design and estate management
services as well as property leasing.
ii) The financial services segment is in the business of carrying out banking business,
including domestic remittance business and financial services.
iii) The healthcare services segment is in the business of owning and operating hospitals,
clinics and the provision of healthcare related services.
iv) The investment holding segment is in the business of investing in associates and joint
venture.
50
The Group’s reportable segments operate in Myanmar.
The segment information provided to the key management team for the reportable segments are
as follows:
Real estate Financial Healthcare Investment

services services services holding Total
MMK’000 MMK’000 MMK’000 MMK’000 MMK’000
March 31, 2019
Revenue - 254,604,509 25,040,631 202,005 279,847,145
Elimination of inter-segment
revenue - - (111,211) - (111,211)
- 254,604,509 24,929,420 202,005 279,735,934
Cost of sales - (154,283,430) (14,723,655) - (169,007,085)
Gross profit - 100,321,079 10,205,765 202,005 110,728,849
Administrative expenses - (76,468,848) (15,301,006) (6,077,890) (97,847,744)
Finance expenses - - (1,371,669) (5,489,628) (6,861,297)
Listing expenses - - - (36,228) (36,228)
Other gains or losses - 1,010,880 (2,690,481) (4,154,610) (5,834,211)

(75,457,968) (19,363,156) (15,758,356) (110,579,480)
Share of profit of associates 20,816,468 - - (239,800) 20,576,668

Profit (loss) before income tax 20,816,468 24,863,111 (9,157,391) (15,796,151) 20,726,037
Income tax expense - (6,198,029) (28,380) (56,239) (6,282,648)
Net profit (loss) 20,816,468 18,665,082 (9,185,771) (15,852,390) 14,443,389

March 31, 2019
Segment assets - 2,509,305,270 49,756,812 254,715,152 2,813,777,234
Segment assets include:

Additions to:
Property, plant and
equipment - 5,888,095 5,247,595 48,058 11,183,748
Intangible assets - 1,552,589 777,052 4,906 2,334,547
Segment liabilities 2,383,316,625 24,828,749 94,760,785 2,502,906,159
51


March 31, 2018
Revenue - 186,593,135 18,922,942 225,007 205,741,084

Elimination of inter-segment (121,158)
revenue - - (121,158) -
- 186,593,135 18,801,784 225,007 205,619,926
Cost of sales - (122,013,078) (10,840,939) - (132,854,017)
Gross profit - 64,580,057 7,960,845 225,007 72,765,909
Administrative expenses - (52,594,140) (10,902,058) (2,923,455) (66,419,653)
Finance expenses - - (687,812) (2,804,599) (3,492,411)
Listing expenses - - - (36,951) (36,951)
Other gains or losses - 6,809,797 (143,413) 6,673,813 13,340,197

- (45,784,343) (11,733,283) 908,808 (56,608,818)
Share of profit of associates 8,308,848 - - 3,456,656 11,765,504
Profit (loss) before income tax 8,308,848 18,795,714 (3,772,438) 4,590,471 27,922,595
Income tax expense - (3,144,733) - (409) (3,145,142)
Net profit (loss) 8,308,848 15,650,981 (3,772,438) 4,590,062 24,777,453
March 31, 2018
Segment assets - 2,004,708,112 45,973,966 242,132,156 2,292,814,234
Segment assets include:

Additions to:
Property, plant and
equipment - 6,770,554 6,737,310 20,896 13,528,760
Intangible assets - 1,509,477 - - - 1,509,477
Segment liabilities - 1,899,362,391 16,819,273 68,907,890 1,985,089,554
52
FORYEAR
ENDED MARCH 31, 31,
20192019
(a) Reconciliation
(i) Segment profit before income tax
2019 2018
MMK’000 MMK’000
Segment gross profit 110,728,849 72,765,909

Administrative expenses (97,847,744) (66,419,653)
Finance expenses (6,861,297) (3,492,411)
Listing expenses (36,228) (36,951)
Other gains or losses (5,834,211) 13,340,197
Share of profit of associates 20,576,668 11,765,504
20,726,037 27,922,595
(ii) Segment assets
The amounts provided to management with respect to total assets are measured in a
manner consistent with that of the financial statements.
2019 2018
MMK’000 MMK’000
Segment assets for reportable segments 2,559,062,082 2,050,682,078

Investment holding segment assets 254,715,152 242,132,156
2,813,777,234 2,292,814,234
(iii) Segment liabilities
2019 2018
MMK’000 MMK’000
Segment liabilities for reportable segments 2,408,145,374 1,916,181,664

Investment holding segment liabilities 94,760,785 68,907,890
2,502,906,159 1,985,089,554
(b) Revenue from major products and services
2019 2018
MMK’000 MMK’000
Financial services 254,604,509 186,593,135

Healthcare services 24,929,420 18,801,784
Investment holding 202,005 225,007
279,735,934 205,619,926
53 ANNUAL REPORT 2018-2019 | 133


35 ACQUISITION OF BUSINESS
Taunggyi Hospital Assets Limited
On October 1, 2018, Pun Hlaing International Hospital Limited, subsidiary, acquired 70%
ownership interest in Taunggyi Hospital Assets Limited for a total consideration of
MMK 2,102,209,200. This transaction was accounted for using the purchase method of accounting.
No goodwill arose from the acquisition as the business was acquired at its fair value. The principal
activity of the subsidiary is property investment.
Impact of acquisition on the results of the Group
Had the above business combination been effected on April 1, 2018, the revenue and profit of the
Group for the year ended March 31, 2019 would not have any changes as the business has not yet
started its operations.
Pun Hlaing Siloam Taunggyi Hospital Limited
On October 1, 2018, Yoma Siloam Hospital Pun Hlaing Limited, subsidiary, acquired 70%
ownership interest of Pun Hlaing Siloam Taunggyi Hospital Limited. This transaction was accounted
using the purchase method of accounting. The principal activity of the subsidiary is operating
hospitals and provision of medical services.
The fair value of the identifiable assets acquired and the cash flow effect on the acquisition are as
follows:
Total
MMK’000
Current asset
Inventories 159,848
Non-current asset
Vehicles and equipment 66,927
Total Assets 226,775
Identifiable net assets acquired (70%) 158,743

Goodwill arising on acquisition (Note 17) 5,102,248
Cash consideration paid (5,260,991)
Less: cash and cash equivalent in the subsidiary acquired -
Net cash outflow on acquisition (5,260,991)
The goodwill arising from the acquisition of MMK 5,102,248,236 is attributable to the anticipated
profitability from the acquirees’ existing business and growth in new markets.
As at March 31, 2019, the initial accounting for the acquisition of Pun Hlaing Siloam Taunggyi
Hospital Limited has only been provisionally determined as the fair value of the net assets included
in the acquisition had not been finalised by management and have therefore only been
provisionally determined based on management’s best estimate of the likely values.
Impact of acquisition on the results of the Group
Had the above business combination been effected on April 1, 2018, the revenue and profit of the
Group for the year ended March 31, 2019 would not have any changes as the business has not yet
started its operations.

NOTES
AND ITSTO CONSOLIDATED
SUBSIDIARIES FINANCIAL
(formerly STATEMENTS
First Myanmar Investment Co., Ltd.)

36 NON-CASH TRANSACTIONS
During the period, the Group has the following non-cash investing and financing activities which
are not reflected in the consolidated statement of cash flows:
2019
MMK’000
Decrease in fair value of available-for-sale investments 6,015,680

Repayment of advances to associate through off-setting of payable to related
company 4,738,722
Additional available-for-sale investments through payables to related company 3,504,894
Sale of available-for-sale investments through receivables from related company
and off-setting payable to related company 3,950,000
Dividends from associate through receivables from related company 3,000,000
Additional investments in associates through payables to related company 900,000
Increase in other non-current assets through payables to related company 1,456,369
Outstanding dividends payable 15,667
37 EVENTS AFTER THE REPORTING PERIOD
On June 17, 2019, the Group has announced that its subsidiary, Yoma Bank had, on 23 May 2019,
agreed to convert certain portions of the outstanding International Finance Corporation’s
convertible loan into 5% of the share capital of Yoma Bank (“Transaction 1”). After Transaction 1
is completed, the Company’s shareholding in Yoma Bank will be 48.45% from 51%. The Company
has entered into a conditional share swap agreement (“Share Swap Agreement”) with Yangon
Land on 3 June 2019, to acquire 669,553 shares of Yoma Bank owned by Yangon Land by way of
(a) a share swap issuance of 9,091,170 new ordinary shares in the capital of the Company with
the nominal issue price of MMK 10,000 and (b) cash payment of MMK 10,101,300,000 to Yangon
Land (“Cash Payment”) (“Transaction 2”). Pursuant to the Share Swap Agreement, the shares of
Yoma Bank will be transferred to the Company upon receipt of the approval from relevant
regulatory authorities. The Cash Payment will be made within 6 months of the completion of the
transfer of the shares of Yoma Bank to the Company and the long stop date for the satisfaction of
the conditions of the Share Swap Agreement is 31 December 2019. Upon completion of
Transaction 1, Transaction 2 and capital expansion which will be intended to undertake further
planned activities by Yoma Bank (“Capital Expansion”), the Company’s proposed shareholding in
Yoma Bank will be 62.52% subject to finalisation of the Capital Expansion.
55 ANNUAL REPORT 2018-2019 | 135

CORPORATE INFORMATION
BOARD OF DIRECTORS AUDIT AND RISK MANAGEMENT COMMITTEE

U THEIM WAI U KYI AYE
EXECUTIVE CHAIRMAN CHAIRMAN
U TUN TUN PROFESSOR DR. YI YI MYINT

EXECUTIVE DIRECTOR
CHIEF OPERATING OFFICER U THAN AUNG
DAW ZARCHI TIN

EXECUTIVE DIRECTOR NOMINATING COMMITTEE
HEAD OF FINANCE AND INVESTMENT
U MYAT THIN AUNG CHAIRMAN
NON-EXECUTIVE VICE-CHAIRMAN
U THAN AUNG
U LINN MYAING
NON-EXECUTIVE DIRECTOR &
SPECIAL COUNSEL TO THE EXECUTIVE CHAIRMAN REMUNERATION COMMITTEE
U THAN AUNG U MYAT THIN AUNG
NON-EXECUTIVE DIRECTOR CHAIRMAN
PROFESSOR DR. YI YI MYINT PROFESSOR DR. YI YI MYINT

U KYI AYE
U KYI AYE
COMPANY REGISTRATION NUMBER INDEPENDENT AUDITOR

NO. 121398001 MYANMAR VIGOUR & ASSOCIATES LIMITED
(Member of Deloitte Touche Tohmatsu Limited)
#411, Level 4, Strand Square, No 53, Strand Road
Pabedan Township, Yangon, Myanmar.
REGISTERED OFFICE
PARTNER IN CHARGE
The Campus Daw Cho Cho Aung
1 Office Park, Rain Tree Drive, Pun Hlaing Estate
Hlaing Thayar Township, Yangon 11401, Myanmar
Tel: +95-1-3687766 | Fax: +95-1-3687687
Email: [email protected] | Web: www.fmi.com.mm
The Campus
1 Office Park, Rain Tree Drive
Pun Hlaing Estate, Hlaing Thayar Township
Yangon 11401, Myanmar
Tel: +95-1-3687766
Fax: +95-1-3687687
Email: [email protected]
Web: www.fmi.com.mm

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Your blueprint for

FMI is proud to present its Annual Report for FY2019. During

Corporate Profile 4 FY2019 Group's Financial Highlights 26

GOVERNANCE & SUSTAINABILITY FINANCIAL REPORT

2 | FIRST MYANMAR INVESTMENT PUBLIC CO., LTD.

ျမန္မာနိုင္ငံရဲ႕ဘ႑ာေရးက႑တိုးတက္မႈမွာ အဓိကထားေဆာင္႐ြက္ေနၿပီး သံုးစြဲသူျပည္သူမ်ား အေကာင္းဆုံး

ZAW WIN SANDY

႐ိုးမအုုပ္စုရဲ႕ မ႑ိဳင္တစ္ခုျဖစ္တဲ့ ပန္းလိႈင္စီလံုေဆး႐ံု က်န္းမာေရးေစာင့္ေ႐ွာက္မႈက႑တြင္ ႏုိင္ငံတကာအသိ

႐ုိးမကုုမၸဏီအုပ္စုမွာ အလုုပ္လုပ္ခြင့္ရ႐ွိျခင္းဟာ ကၽြန္မအတြက္ အထူးအခြင့္အေရးတစ္ရပ္ ျဖစ္လာခဲ့ပါတယ္။ ျမန္

႐ိုးမကုမၸဏီအုပ္စုဝင္ Memories Group က လူမႈအဖြဲ႕အစည္းအေပၚ တာဝန္ယူမႈ႐ွိတဲ့ ရည္မွန္းခ်က္မ်ားထား႐ွိၿပီး

ANNUAL REPORT 2018-2019 | 3

INVESTOR SATISFACTION CUSTOMER SATISFACTION EMPLOYEE SATISFACTION

4 | FIRST MYANMAR INVESTMENT PUBLIC CO., LTD.

U THEIM WAI @ SERGE PUN

Build a Better Myanmar for its People

TEAMWORK INVESTORS CUSTOMERS EMPLOYEES

Good Governance, Good Ethos,

ANNUAL REPORT 2018-2019 | 5

Our mission is “To Build a Better Myanmar

6 | FIRST MYANMAR INVESTMENT PUBLIC CO., LTD.

Myanmar must also enforce strict rules to mitigate the

ANNUAL REPORT 2018-2019 | 7

8 | FIRST MYANMAR INVESTMENT PUBLIC CO., LTD.

FMI သည္ ျပည္သူမ်ားအတြက္ ပိုမိုေကာင္းမြန္ေသာ ျမန္မာႏိုင္ငံတည္ေဆာက္

၂၀၁၈ ခုႏွစ္၊ မတ္လ(၃၁)ရက္ေန႔တြင္ ကုန္ဆံုးသည့္ဘ႑ာႏွစ္တြင္ ကုမၸဏီ

လြန္ခဲ့သည့္ တစ္နွစ္အတြင္း ျမန္မာနုုိင္ငံတြင္ ေကာင္းမြန္ေသာ ဖြံ႕ၿဖိဳးတိုးတက္မႈ

ANNUAL REPORT 2018-2019 | 9

10 | FIRST MYANMAR INVESTMENT PUBLIC CO., LTD.

အိမ္ရာေဖာ္ထုတ္တည္ေဆာက္ေရးက႑တြင္ ျပဳျပင္ေျပာင္းလဲမႈမ်ား ျပဳလုပ္ၿပီး အနာဂတ္

ဦးသိမ္းေ၀ (ခ) Serge Pun

ANNUAL REPORT 2018-2019 | 11

Named one of the

INITIATIVES INTO EQUALITY

PHSH is the first EDGE (Economic

FMI has gained EDGE Certification

The theme of the year-long

25 acts of kindness events were

Bringing a luxury dive resort

12 | FIRST MYANMAR INVESTMENT PUBLIC CO., LTD.

PUN HLAING SILOAM

OPENING DOORS ACROSS

Successfully launched 4 hotels

LAUNCHING CITY LOFT

The public launch ceremony of

ANNUAL REPORT 2018-2019 | 13

U MYAT THIN AUNG

14 | FIRST MYANMAR INVESTMENT PUBLIC CO., LTD.

PROFESSOR DR. AUNG TUN THET

ANNUAL REPORT 2018-2019 | 15

16 | FIRST MYANMAR INVESTMENT PUBLIC CO., LTD.

Yoma Strategic Holdings Ltd. (Singapore)

Memories Group Limited (Singapore) U TUN TUN

Present Directorships in listed companies:

returned to Myanmar, the country of his birth, to establish SPA

ဦးသိမ္းေဝ သည္ ျမန္မာႏိုင္ငံသားတစ္ဦးျဖစ္ၿပီး FMI ၏ အမႈေဆာင္ဥကၠ႒

First Myanmar Investment Public Co., Ltd.

၂၀၁၆ ခုႏွစ္၊ မတ္လ (၂၅)ရက္ေန႔တြင္ အသစ္ဖြင့္လွစ္ခဲ့ေသာ ရန္ကုန္စေတာ့

ANNUAL REPORT 2018-2019 | 17

Thailand and Myanmar. First Myanmar Investment Public Co., Ltd.