What are the opening hours?

Monday 09:00 - 17:00 Tuesday 09:00 - 17:00 Wednesday 09:00 - 17:00 Thursday 09:00 - 17:00 Friday 09:00 - 17:00

KTP, 53, 53-01 & 53-02, Jalan Molek 1/8 Taman Molek, Johor Bahru (2026)

12/06/2026

(Valuation) He Rejected a 5x Offer. 18 Months Later, The Market Gave Him Lower.

Last year, one boss sat in front of us.
On the table, there was a real buyer.

Not those simply ask ask only type.
Real money.
Strategic buyer.
Terms also quite clean.

The buyer was willing to offer around 5 times PAT.
The boss looked at it and said very calmly:

“My industry is 8 times PAT. This offer only 5 times. Buyer is pressing my price.”

When I heard that, inside my heart, I was a bit worried.
The most expensive thing is the number inside the boss’ head that nobody has tested before.

Eighteen months later, the buyer went and acquired his competitor.
After that, when other people came to ask, the terms were already lower than the original offer.

The boss is still doing business today.
And he is still waiting for his 8 times.
The market has already moved on.

Many SME bosses are not purposely unrealistic.
They just worked too hard to build the company.

Ten years.
Twenty years.
Thirty years.

Customers, they chased themselves.
Bankers, they negotiated themselves.
Staff problems, they carried themselves.
Cash flow gap, they covered themselves.
So when a buyer gives one number, the boss will naturally think:

“My whole youth only worth like this?”

I understand that feeling.

But buyer is buying future cash flow.
Not the boss’ past hardship.
The question is, where did this 8 times come from?

Most of the time, the answers are quite similar.
Listed company in the same industry.

Some acquisition news headline.
Something heard during dinner.
Or another boss simply blow water.

Here is the problem.
Listed companies have liquidity.
Their shares can be sold tomorrow.
Your Sdn Bhd shares cannot be sold like that.
Listed companies have scale.
Customers are more diversified.
Management team is more complete.
Governance is more mature.
Accounts are more transparent.

Many SMEs are different.
Customers are inside the boss’ handphone.
Pricing depends on the boss.
Bank facility depends on the boss’ face.
When staff have problems, they still look for the boss.

This kind of company got no value?
Got.

But the buyer will ask one very realistic question:
“Am I buying the company, or am I buying this boss?”

If the business depends too much on one person, the valuation will definitely be discounted.

Not because the buyer is bad.
It is because the risk is really high.

Let us use Ringgit to calculate. More painful.

Assume the company earns RM2 million PAT a year.
The boss heard that the industry is 8 times.

So in his mind, the company is worth:
RM2 million x 8 = RM16 million.

Sounds very beautiful.
But once the buyer’s adviser looks at it, the adjustment starts.

Company too small, discount a bit.
Private company shares hard to sell, discount again.
Customers too concentrated, discount again.
Boss’ personal relationship too important, discount again.
In the end, it may only be 4 times to 5 times.

That means around RM8 million to RM10 million.

If key-person risk is too high, part of the price may even become earn-out.

Meaning, after selling the company, the boss still has to stay back for a few years and hit certain targets before he can receive the money.

At this point, the boss will feel very unhappy.
“Why my RM16 million become like this?”

The answer is simple.
Because RM16 million is the number inside the boss’ head.
RM8 million to RM10 million may be the number the market is willing to pay.

So next time someone tells you:
“Your company is worth 8 times.”

Do not get happy too fast.
Ask him three questions first.
8 times of what?
PAT or EBITDA?

Compared with who?
Listed company, news headline, or real private company transaction?

What adjustment has been made?
Size, illiquidity, key-person dependence?

If he cannot answer, that is not valuation.
That is only a wish.
But this is also not bad news.
Because many discounts can actually be fixed early.

If you want to sell your company three years later, do not only start preparing three years later.

Start now.
Move customer relationships from the boss’ handphone into the company system.
Build the second layer of management.
Reduce the risk of one customer contributing too much revenue.
Clean up the accounts.
Do not put private expenses into the company account.
Make sure the management account is reliable.

All these things are boring.
But on exit day, they are worth real money.
The most dangerous number in selling a company is the number inside the boss’ head.

I have seen good offers die because of one borrowed multiple.
I have also seen bosses prepare their company a few years earlier and reduce the discounts one by one.

In the end, they did not get better terms by shouting a higher price.
They got better terms because they were prepared.
Multiple is only a reference.
Valuation is real work.

The best exit is not negotiated in the last month.
It is prepared a few years earlier.

If selling your company, raising funds, or succession planning is already in your next three-year plan, start asking this question now:

“What discount in my company can I fix before the buyer uses it to cut my price?”

Read the full story in our blog
https://www.ktp.com.my/chineseblog/multiple-in-business-valuation/12june2026

(Valuation) 他拒绝了5倍Offer. 18个月后, 市场给他更低.

去年, 一个老板坐在我们面前.
桌上有一个真买家.

不是随便问问.
是真金白银.
策略性买家.
条件也算干净.

买家愿意出大概5倍PAT.

老板看了之后, 很冷静讲一句话:
“我的行业是8倍PAT. 这个offer才5倍. 买家在压我价.”

我听了之后, 心里有一点怕.
最贵的是老板脑中那个没有人验证过的数字.
十八个月后, 买家转头收购了他的竞争对手.

后来再有人来问价, 条件已经比当初那个offer更低.
老板今天还在做生意.
也还在等他的8倍.

市场已经走了.
很多SME老板不是故意unrealistic.
他们只是太辛苦把公司做起来.
十年, 二十年, 三十年.

客户自己追.
银行自己谈.
员工问题自己扛.
cash flow gap自己顶.

所以当买家给一个数字, 老板心里会想:
“我的青春才值这样?”

我明白这个感觉.
但是buyer买的是未来cash flow.
不是老板过去的辛苦.
问题是, 这个8倍到底哪里来的?

很多时候, 答案都差不多.
同行上市公司.
某个收购新闻标题.
饭局上朋友讲的.
或者某个老板吹水讲的.

问题来了.
上市公司有liquidity.
股票明天可以卖.

你的Sdn Bhd股份, 不可以这样卖.
上市公司有规模.

客户比较分散.
管理层比较完整.
governance比较成熟.
账目比较透明.

很多SME不一样.
客户在老板handphone里面.
价格靠老板谈.
银行额度看老板的脸.
员工遇到问题, 还是找老板.

这种公司不是没有价值.
有.

但是买家会问一个很现实的问题:
“我买的是公司, 还是买这个老板?”

如果生意太靠老板一个人, 估值一定会被打折.
不是因为买家坏.
是因为风险真的高.

讲到这里, 用Ringgit算比较痛.

假设公司一年赚RM2 million PAT.
老板听说行业是8倍.
所以心中估值是:
RM2 million x 8 = RM16 million.

听起来很美.
但是买家顾问一看, 就会开始调整.
公司规模小, 砍一点.
私人公司股份难卖, 再砍一点.
客户太集中, 再砍一点.
老板个人关系太重, 再砍一点.

最后可能只剩4倍到5倍.
也就是RM8 million到RM10 million.

如果key-person risk太高, 一部分价钱还可能变成earn-out.
意思是老板卖了公司, 还要留下来做几年, 达到业绩才拿得到钱.

这时候老板很不爽.
“做么我的RM16 million变成这样?”

答案很简单.
因为RM16 million是老板心中的数字.
RM8 million到RM10 million, 才可能是市场愿意付的数字.

所以, 下次有人跟你讲:
“你的公司值8倍.”
你不要太快开心.

你先问他三个问题.
8倍的什么?
PAT还是EBITDA?

跟谁比?
上市公司, 新闻标题, 还是真实私人公司交易?

调整了什么?
Size, illiquidity, key-person dependence?

答不出来, 那不是估值.
那只是愿望.
但是也不是坏消息.

因为很多discount, 其实可以提前修.

如果你想三年后卖公司, 不要三年后才开始整理.
现在就要开始.
把客户关系从老板handphone搬到公司系统.
建立第二层管理团队.
减少一个客户占太大revenue的风险.
把账目做干净.
不要私人开销放公司账.
Management account要reliable.

这些东西很闷.
但是exit那一天, 它值真钱.

卖公司最危险的数字, 是老板脑中那个数字.

因为没有人test过.
没有人defend过.
也没有人保证会付.

我见过好好的offer, 死在一个借来的倍数上.
我也见过老板提前几年整理公司,
把discount一个一个修小.
最后, 他不是靠喊价拿到更好条件.

他是靠准备.
倍数是参考.
估值是功夫.
最好的exit, 不是最后一个月谈出来的.
是提前几年整理出来的.

如果卖公司, 融资, 或接班已经在你未来三年的计划里, 现在就要开始问一个问题:
“我的公司有什么discount, 是可以先修掉的?”

完整内容, 可以阅读我们的 blog.
https://www.ktp.com.my/chineseblog/multiple-in-business-valuation/12june2026

𝐕𝐢𝐬𝐢𝐭 𝐮𝐬
Wisma 𝐊𝐓𝐏, 53 Jalan Molek 1/8, Taman Molek, 81100 Johor Bahru
Wisma 𝐓𝐇𝐊, 41, Jalan Molek 1/8, Taman Molek, 81100 Johor Bahru

𝐊𝐓𝐏 (𝐀𝐮𝐝𝐢𝐭,𝐓𝐚𝐱, 𝐀𝐝𝐯𝐢𝐬𝐨𝐫𝐲)
KTP & Company PLT (AF1308) (LLP0002159-LCA)
An approved audit firm and licensed tax firm operating under the KTP group based in Johor Bahru providing audit, tax planning, advisory and compliance services to clients
Website www.ktp.com.my
Instagram https://bit.ly/3Rko5kN
LinkedIn https://bit.ly/3sapf4l
Telegram http://bit.ly/3ptmlpn

𝐓𝐇𝐊 (𝐒𝐞𝐜𝐫𝐞𝐭𝐚𝐫𝐢𝐚𝐥, 𝐀𝐜𝐜𝐨𝐮𝐧𝐭/𝐏𝐚𝐲𝐫𝐨𝐥𝐥, 𝐀𝐝𝐯𝐢𝐬𝐨𝐫𝐲)
THK Management Advisory Sdn Bhd 200401000220 (638723X)
A licensed secretarial firm in Johor Bahru providing fast reliable incorporation, secretarial services, corporate compliance services, outsource booking, accounting and payroll services to clients
Website www.thks.com.my
Facebook https://bit.ly/42XKWsk
Instagram https://bit.ly/42Uqf0e
LinkedIn https://bit.ly/3EH885M

𝐊𝐓𝐏 𝐋𝐢𝐟𝐞𝐬𝐭𝐲𝐥𝐞
An internal community for our colleagues on work and leisure.
Tiktok http://bit.ly/3u9LR6Q
Youtube http://bit.ly/3ppmjyE
Facebook http://bit.ly/3ateoMz
Instagram https://bit.ly/3jZpKLo

𝐊𝐓𝐏 𝐂𝐚𝐫𝐞𝐞𝐫
An external job community on vacancy in Johor Bahru for interns, graduates & experienced candidates.
Instagram https://bit.ly/3u2PxHg
Facebook http://bit.ly/3rPxz9o

11/06/2026

14 Properties Also Not Enough. LHDN Still Said It Was Not Rental Business.

Many SME landlords think like this.

“I got shop lot.”
"I got tenant.”
“Every month got rental.”
“Sure this is rental business lah.”

Not so fast.

What 99% of landlords are not aware of is that there are actually two different tax treatments for rental income in Malaysia.

The same rental income can be taxed under different provisions depending on the facts. And the tax consequences can be very different.

In tax, collecting rental and running a rental business are not always the same thing.

Two landlords can own similar shop lots.
Same street.
Same rental.
Same tenant type.
But one may get better tax treatment.
The other may not.

Why?
Because the issue is not only what property you own.
The issue is what you actually do, and what you can prove.

Rental income in Malaysia can fall under Paragraph 4(a), business income, or Paragraph 4(d), investment income of the Income Tax Act 1967.

Of course, many landlords prefer 4(a).

Because business income treatment may allow better deductions, possible capital allowance, and business losses may be carried forward.

Sounds good.

But 4(a) is not something you simply choose.

LHDN will not just ask:
“How many properties you own?”

They will ask:
“What services did you provide?”
“Was it comprehensive?”
“Was it active?”
“Where is your evidence?”

This is why the Glenmarie case is a big reminder.
On 22 April 2026, the High Court dismissed Glenmarie Estates Sdn Bhd’s appeal against LHDN.

Glenmarie owned 14 properties.
Many people would think:
“Wah, sure business income already.”

But the court looked at evidence, not feeling.
The company mainly responded when tenants complained.
That is reactive.
Not active.

The tenancy agreements also did not clearly require comprehensive maintenance.

That made the tax position weak.

In the end, the rental income remained under Paragraph 4(d), not 4(a).

So the painful lesson is this.
Owning many properties does not automatically make your rental income business income.
Replying tenant WhatsApp when pipe leaks also does not make you active service provider.

For SME landlords, your file must look like your tax position.
Your tenancy agreement must support it.
Your maintenance practice must support it.
Your invoices, service contracts, photos and records must support it.

Because during LHDN audit, the most dangerous answer is:
“Got lah, I think got.”

Before you say “my rental is business income”, ask yourself:
“If LHDN asks tomorrow, can my file prove it?”

General sharing only. Please seek proper tax advice based on your own facts.

Read the full content in our blog
https://www.ktp.com.my/blog/tax-on-rental-income-4a-or-4d/11june2026

(Tax Update) 14 间产业也不够. LHDN 还是说这不是 Business Rental Income.

很多 SME 地主都是这样想的.
“我有 shop lot.”
“我有 tenant.”
“每个月都有 rental.”
“当然是 rental business lah.”

先不要太快开心.

很多地主不知道, 在马来西亚, rental income 其实可以有两种不同的 tax treatment.

同样是 rental income, 根据不同事实, 可能会被归在不同的税务条文下面.
而税务后果, 可以差很远.
在税务上, 收租和经营 rental business, 不一定是同一回事.

两个地主可以拥有差不多一样的 shop lot.
同一条街.
同样租金.
同样 tenant 类型.

可是一个可能有比较好的 tax treatment.
另一个可能没有.

为什么?
因为重点不只是你拥有什么产业.
重点是你实际做了什么, 还有你可以证明什么.

在 Malaysia Income Tax Act 1967 下面, rental income 可以归在 Paragraph 4(a), business income, 或者 Paragraph 4(d), investment income.

当然, 很多地主都比较喜欢 4(a).
因为 business income treatment, 可能可以扣更多 expenses, 可能可以 claim capital allowance, 如果有 business loss, 也可能可以 carry forward.

听起来很好.
但是 4(a) 不是你自己喜欢就可以选的.

LHDN 不会只是问:
“你有几间产业?”

他们会问:
“你提供了什么 services?”
“这些 services 是不是 comprehensive?”
“你是不是 active 提供?”
“你的 evidence 在哪里?”

这就是为什么 Glenmarie case 是一个很大的提醒.
2026 年 4 月 22 日, High Court 驳回 Glenmarie Estates Sdn Bhd 对 LHDN 的上诉.
Glenmarie 拥有 14 间产业.

很多人会想:
“Wah, 14 间, 一定是 business income already lah.”

但是法庭看的是证据, 不是感觉.
公司主要是在 tenant 投诉后才回应.

这个是 reactive.
不是 active.

而且 tenancy agreement 也没有清楚写明 landlord 必须提供 comprehensive maintenance.

这让整个 tax position 变得很弱.
最后, rental income 还是被归在 Paragraph 4(d), 不是 4(a).

所以这个 painful lesson 是什么?
拥有很多产业, 不会自动让你的 rental income 变成 business income.

Tenant WhatsApp 你说水管漏水, 你回复一下, 也不会自动让你变成 active service provider.
对 SME 地主来说, 你的 file 必须看起来像你的 tax position.
你的 tenancy agreement 要支持.
你的 maintenance practice 要支持.
你的 invoices, service contracts, photos, records, 都要支持.

因为在 LHDN audit 的时候, 最危险的答案就是:
“有 lah, 我记得有.”

在你说 “my rental is business income” 之前, 先问自己一句:
“如果 LHDN 明天问我, 我的 file 可以证明吗?”

以上只是一般分享. 请根据你自己的实际情况, 寻求专业 tax advice.

完整内容, 可以阅读我们的 blog.
https://www.ktp.com.my/chineseblog/tax-on-rental-income-4a-or-4d/11june2026

𝐕𝐢𝐬𝐢𝐭 𝐮𝐬
Wisma 𝐊𝐓𝐏, 53 Jalan Molek 1/8, Taman Molek, 81100 Johor Bahru
Wisma 𝐓𝐇𝐊, 41, Jalan Molek 1/8, Taman Molek, 81100 Johor Bahru

𝐊𝐓𝐏 (𝐀𝐮𝐝𝐢𝐭,𝐓𝐚𝐱, 𝐀𝐝𝐯𝐢𝐬𝐨𝐫𝐲)
KTP & Company PLT (AF1308) (LLP0002159-LCA)
An approved audit firm and licensed tax firm operating under the KTP group based in Johor Bahru providing audit, tax planning, advisory and compliance services to clients
Website www.ktp.com.my
Instagram https://bit.ly/3Rko5kN
LinkedIn https://bit.ly/3sapf4l
Telegram http://bit.ly/3ptmlpn

𝐓𝐇𝐊 (𝐒𝐞𝐜𝐫𝐞𝐭𝐚𝐫𝐢𝐚𝐥, 𝐀𝐜𝐜𝐨𝐮𝐧𝐭/𝐏𝐚𝐲𝐫𝐨𝐥𝐥, 𝐀𝐝𝐯𝐢𝐬𝐨𝐫𝐲)
THK Management Advisory Sdn Bhd 200401000220 (638723X)
A licensed secretarial firm in Johor Bahru providing fast reliable incorporation, secretarial services, corporate compliance services, outsource booking, accounting and payroll services to clients
Website www.thks.com.my
Facebook https://bit.ly/42XKWsk
Instagram https://bit.ly/42Uqf0e
LinkedIn https://bit.ly/3EH885M

𝐊𝐓𝐏 𝐋𝐢𝐟𝐞𝐬𝐭𝐲𝐥𝐞
An internal community for our colleagues on work and leisure.
Tiktok http://bit.ly/3u9LR6Q
Youtube http://bit.ly/3ppmjyE
Facebook http://bit.ly/3ateoMz
Instagram https://bit.ly/3jZpKLo

𝐊𝐓𝐏 𝐂𝐚𝐫𝐞𝐞𝐫
An external job community on vacancy in Johor Bahru for interns, graduates & experienced candidates.
Instagram https://bit.ly/3u2PxHg
Facebook http://bit.ly/3rPxz9o

10/06/2026

(Tax Update) Sdn Bhd Did Not Pay EPF. Why Was the Director Personally Sued?

Many SME bosses believe one thing.
“Sdn Bhd means limited liability.”

The company owes money, that is the company’s problem.
The company closes down, gets wound up, and the director should be safe already.

Sorry.
When it comes to EPF, it may not be that simple.

In a Malaysian Federal Court case, Mohd Abdul Karim Abdullah & Ors v Lembaga Kumpulan Wang Simpanan Pekerja, a company failed to pay EPF contributions from September 2021 to July 2022.

Later, the company went into liquidation.
After that, the company was wound up.

The directors may have thought.
“The company is already gone. EPF should go after the company or the liquidator.”

But EPF did not sue the company.
EPF sued the directors directly.

Of course, the directors disagreed.
Their argument sounded quite reasonable.
“The company is the one owing EPF.”
“Why was the company not sued together, but the directors were made responsible?”

The High Court did not accept it.
The Court of Appeal did not accept it.
The Federal Court also did not allow them to continue with the appeal.

The reason was simple.
Section 46 of the EPF Act 1991 provides that when a company fails to pay EPF, the persons who were directors during the period when the contributions were due may be held liable together with the company.

And the liability is jointly and severally.

In simple SME language.
EPF can go after the company.
EPF can go after all the directors.
EPF may even go after only one director and demand the full amount from that person.

At that point, you may bring out the most famous company law sentence.
“Sdn Bhd is a separate legal entity.”

But that may not save you.
This is because the law places the liability directly on the director.

More importantly.
Resigning later does not mean your earlier liability also resigns.
The company being wound up later does not mean the EPF debt disappears together with the company.

The real question is not.
“Am I still a director now?”
The real question is.
“Was I a director during the months when the company failed to pay EPF?”

For many SMEs, an EPF problem does not start because the boss wants to run away from responsibility.
Usually, it starts because cash flow is tight.
This month, pay a bit late first.
Next month, when money comes in, then settle.
The following month, business is still not improving.
Slowly, one month of arrears becomes three months.
Three months becomes six months.

The boss thinks it is only the company’s cash flow problem.
Later, the boss discovers that it has become the director’s personal liability problem.
Sdn Bhd can protect a director from being automatically liable for normal company debts.

But the corporate veil is not bulletproof glass.
When EPF is involved, the law may open a door through that glass.

Then it tells you.
“Director, please come out and take personal responsibility.”

A company that cannot pay EPF has a business problem.
A director who does not know EPF was not paid has a governance problem.
A director who knows but continues delaying payment may eventually face a personal liability problem.
Do not wait until you receive an EPF legal letter before checking the contribution records properly for the first time.

By then, you may no longer be dealing only with the company’s debt.
You may be dealing with a risk to your own assets.

Read the full content in our blog
https://www.ktp.com.my/blog/epf-sue-director/10june2026

Sdn Bhd 没有缴 EPF. 为什么最后被告的是 Director 个人

很多 SME 老板都相信一句话.
“Sdn Bhd 是 limited liability.”

公司欠钱, 是公司的事.
公司倒了, wound up 了, director 应该就安全了.

很抱歉.

EPF 这件事, 可能没有这样简单.

在一宗马来西亚 Federal Court 案件里 Mohd Abdul Karim Abdullah & Ors v Lembaga Kumpulan Wang Simpanan Pekerja, 一家公司在 2021 年 9 月至 2022 年 7 月期间, 没有缴 EPF contributions.

后来, 公司进入 liquidation.
再后来, 公司被 wound up.

几位 director 可能以为.
“公司都没有了, EPF 应该去找 company 或 liquidator.”

结果, EPF 没有告公司.
EPF 直接告 directors.

Director 当然不服.
他们的理由听起来也很合理.
“公司才是欠 EPF 的人.”
“为什么公司没有一起被告, director 却要负责?”

High Court 不接受.
Court of Appeal 不接受.
Federal Court 最后也没有让他们继续上诉.

原因很简单.
EPF Act 1991 的 Section 46 规定, 如果公司没有缴 EPF, 在欠款期间担任 director 的人, 可以和公司一起承担责任.
而且是 jointly and severally liable.

翻译成 SME 老板听得懂的话就是.
EPF 可以追公司.
也可以追全部 directors.
甚至可能只追其中一位 director, 要他承担全部欠款.

这时候, 你再拿出那句最出名的话.
“Sdn Bhd 是 separate legal entity.”
也未必救得到你.
因为这项责任, 是法律直接放在 director 身上的.

更重要的是.
你后来辞职, 不代表以前的责任一起辞职.
公司后来 wound up, 也不代表 EPF 欠款跟着公司一起消失.

真正的问题不是.
“我现在还是不是 director?”

而是.
“公司拖欠 EPF 的那几个月, 我是不是 director?”

很多 SME 的 EPF 问题, 一开始都不是因为老板想逃避责任.
通常只是 cash flow 紧张.
这个月先迟一点.
下个月有钱再补.
再下个月, 生意还是没有好转.
慢慢地, 一个月的欠款, 变成三个月.
三个月, 变成半年.

老板以为这只是公司的 cash flow problem.
最后才发现.
它已经变成 director 的 personal liability problem.

Sdn Bhd 的确可以保护 director, 不必为一般公司的债务自动负责.
但这道 corporate veil, 并不是万能防弹玻璃.
遇到 EPF, 法律可能直接在玻璃上开一扇门.

然后告诉你.
“Director, 请你个人出来负责.”
公司没有钱缴 EPF, 是一个 business problem.
Director 不知道公司没有缴 EPF, 是一个 governance problem.
Director 知道了还继续拖, 最后可能就是 personal liability problem.
不要等到收到 EPF 的 legal letter, 才第一次认真检查 contribution record.

到那个时候, 你面对的可能已经不是公司的债务.
而是你自己的资产风险.

Read the full content in our blog
https://www.ktp.com.my/blog/epf-sue-director/10june2026

𝐕𝐢𝐬𝐢𝐭 𝐮𝐬
Wisma 𝐊𝐓𝐏, 53 Jalan Molek 1/8, Taman Molek, 81100 Johor Bahru
Wisma 𝐓𝐇𝐊, 41, Jalan Molek 1/8, Taman Molek, 81100 Johor Bahru

𝐊𝐓𝐏 (𝐀𝐮𝐝𝐢𝐭,𝐓𝐚𝐱, 𝐀𝐝𝐯𝐢𝐬𝐨𝐫𝐲)
KTP & Company PLT (AF1308) (LLP0002159-LCA)
An approved audit firm and licensed tax firm operating under the KTP group based in Johor Bahru providing audit, tax planning, advisory and compliance services to clients
Website www.ktp.com.my
Instagram https://bit.ly/3Rko5kN
LinkedIn https://bit.ly/3sapf4l
Telegram http://bit.ly/3ptmlpn

𝐓𝐇𝐊 (𝐒𝐞𝐜𝐫𝐞𝐭𝐚𝐫𝐢𝐚𝐥, 𝐀𝐜𝐜𝐨𝐮𝐧𝐭/𝐏𝐚𝐲𝐫𝐨𝐥𝐥, 𝐀𝐝𝐯𝐢𝐬𝐨𝐫𝐲)
THK Management Advisory Sdn Bhd 200401000220 (638723X)
A licensed secretarial firm in Johor Bahru providing fast reliable incorporation, secretarial services, corporate compliance services, outsource booking, accounting and payroll services to clients
Website www.thks.com.my
Facebook https://bit.ly/42XKWsk
Instagram https://bit.ly/42Uqf0e
LinkedIn https://bit.ly/3EH885M

𝐊𝐓𝐏 𝐋𝐢𝐟𝐞𝐬𝐭𝐲𝐥𝐞
An internal community for our colleagues on work and leisure.
Tiktok http://bit.ly/3u9LR6Q
Youtube http://bit.ly/3ppmjyE
Facebook http://bit.ly/3ateoMz
Instagram https://bit.ly/3jZpKLo

𝐊𝐓𝐏 𝐂𝐚𝐫𝐞𝐞𝐫
An external job community on vacancy in Johor Bahru for interns, graduates & experienced candidates.
Instagram https://bit.ly/3u2PxHg
Facebook http://bit.ly/3rPxz9o

09/06/2026

做 Tax Agent 做累了 ....

上个月一大早.
Manager 很紧张地走进我房间.

那种表情,
通常不是 client 被 audit.
就是我被 audit.

我看着他说:
“不要这样啦, 才刚开工.”
“不要一大早 prank 我.”

结果不是 prank.
manager 说:
“Boss, client personal tax on business ### 要用 cash basis.”

我愣了两秒.
然后问:
“什么 basis?”

他说:
“Cash basis.” "收到錢再進帳!"

那一刻,
因为他已经问过最信任的人.
他的做account 的小姐 cum制账法师.
他的几个好朋友.

他说得很有信心.
好像 Income Tax Act 是他们一起写的.

我跟 manager 讲:
“没关系.”
“我亲自打给他.”
“如果三天后还是坚持.”
“我们 resign.”

电话接通后.
剧情完全没有让我失望.
先请出做account 的小姐 cum制账法师.
然后请出 supplier.
接着请出朋友.

我发现,
有些 tax discussion 很像连续剧.
每一集都有新角色.

最神奇的是替身.
做account 的小姐 cum制账法师讲的.
Supplier 讲的.
朋友讲的.
别人也是这样做的.

总之,
不是他讲的.
讲到最后,

我终于打断他.
我说:
“Sir, 我不是你的 supplier.”
“我不是你的朋友.”
“我也不是你的 account preparer.”

“我是你的 tax agent.”
“我的 duty, 是告诉你什么是对, 什么是错.”
“你最后怎样决定, 我尊重.”

结果不到一分钟.
他又说:
“可是我的 account preparer 是 qualified accountant.”

我停了两秒.
然后回答:
“我明白.”
“但我是你的 tax agent.”

电话很快结束.
没有吵架.
没有翻脸.
没有 drama.

第 3 天.
manager 又走进我房间.

这次脸上有笑容.
他说:
“Boss, client 改 accounts 了.”

那一刻我突然明白.
做这一行最难的,
从来不是 tax law.
也不是 public ruling.

最难的是,
当 client 已经决定相信全世界的时候,
我还要坚持做那个讲真话的人.

因为到了 IRB audit 的时候,
Supplier 不会陪你.
朋友不会陪你.
做account 的小姐 cum制账法师也未必会陪你.

最后留下来的,
只有那个 tax agent.

很多人以为 tax agent 的工作,
是帮 client 省税.
做久了才知道.
tax agent 真正的工作,
是在 client 坚持要错的时候,
还愿意告诉他什么是对.

所以看了一圈.
我还是喜欢这个法号.
护法法师.

因为有些真话,
client 不一定喜欢听.
但不喜欢听,
不代表风险不存在.
这才是真正的修行.

PS : Authored by Mr Koh Teck Peng, the group prinicipal, in his personal LinkedIn post .

#护法法师
#修行系列

08/06/2026

Last Time Need 10 Staff. Now Maybe 1 Good Enough Already.

During our May 2026 AI automation project team progress meeting, Arthur Yong, our senior manager, shared one story that made the whole room quiet.

He had just attended a recent closing meeting with one of our audit/tax client.

The client casually shared that he had built his own AI company system.

Not one chatbot.
Not one simple automation.

He had AI junior, AI senior, AI manager, and even AI CEO.

When Arthur shared this, I looked at my project team and smiled.

Because three months ago, I started learning AI mainly to improve our own work efficiency.

Use Claude to clean data, analyse documents, structure reports, and help with appraisal systems.

Later, we explored n8n and managed to automate a few workflows.

Honestly, at that point, I was already quite happy.

Inside my heart, I was thinking,
“Eh, not bad. Quite pro already wor.”

Then Arthur continued the client’s story.

Marketing posts can auto generate and auto post every day.
WhatsApp can automate.
Calls can automate.
Video calls can automate.
Accounting can automate.
Even an accounting app can be generated and sold to other people for monthly subscription.

Then came the part that really humbled us.

The person is not from IT background.
Marketing background only.

That one really hit differently.
The client said, whatever language the customer speaks, AI can handle.
Message, audio, video, different languages, all can.

Almost everything in his workflow is automated.

Except one thing.
Payment approval.
That one still needs human.
Very Malaysian also.

Then came the most painful line.

“Last time need 10 staff. Now maybe 1 staff enough already.”

And he said this is only level 3 automation.
More is coming.

That story changed my perspective.
AI automation is no longer something far away in Silicon Valley.

It is no longer just a YouTube video.
It is no longer only for big tech companies.
It is happening now.

Close to you and me.

Inside SME businesses.
Inside our clients’ companies.
Inside normal meeting rooms.

At KTP, we are still learning.

Still testing.
Still failing.
Still wondering why the workflow can run yesterday but cannot run today.
Still discovering that what looks easy on YouTube can become very painful in real life.

But one thing is clear.
AI automation is not coming.
It is already here.

The question is no longer whether AI will affect our work.

The real question is:
When AI reaches your industry, are you already learning?
Or are you still saying,
“Wait first lah. Busy now.”

Read arthur yong reflection on this story in his personal LinkedIn post https://lnkd.in/gyZyaUQb

以前需要 10 个员工. 现在可能 1 个就够了.

在我们 2026 年 5 月的 AI automation project team progress meeting 里面, Arthur Yong, 我们的 senior manager, 分享了一个故事.

整个会议室突然安静下来.

他刚刚参加了一个 client 的 audit & tax closing meeting.

那个 client 很轻松地分享,
他自己已经做了一套 AI company system.

不是一个 chatbot.
不是一个简单 automation.
而是有 AI junior, AI senior, AI manager,
甚至还有 AI CEO.

Arthur 分享到这里的时候,
我看着我的 project team,
然后笑了一下.

因为三个月前,
我们开始学 AI,
主要只是想提升我们自己的工作效率.

用 Claude 清理资料, 分析文件, 整理 report structure, 还有帮忙做 appraisal system.

后来, 我们开始摸 n8n, 也成功 automate 了一些 workflow.

老实讲, 那个时候我已经很开心.
心里面还想,
“Eh, 不错哦. 好像很 pro 了 wor.”

结果 Arthur 继续讲那个 client 的故事.

Marketing posts 可以自动 generate, 自动每天 post.
WhatsApp 可以 automate.
Calls 可以 automate.
Video calls 可以 automate.
Accounting 可以 automate.
甚至 accounting app 都可以 generate 出来, 然后卖给别人收 monthly subscription.

然后, 最 humbling 的部分来了.

这个人不是 IT background.
只是 marketing background.

这个真的打到我.

Client 说, customer 讲什么语言, AI 都可以 handle.
Message, audio, video, 不同语言, 全部都可以.

他的 workflow, 差不多全部都 automate 了.

只剩下一样东西.
Payment approval.

这个还是要 human approve.
很 Malaysia, 对吗?

然后, 最痛的一句话来了.
“以前需要 10 个员工. 现在可能 1 个员工就够了.”

而且他说, 这个只是 level 3 automation.
后面还有更多东西会来.

这个故事, 改变了我的看法.

AI automation 已经不是什么 Silicon Valley 很远的东西.

它不再只是 YouTube video.
它不再只是 big tech company 的玩意.
它现在已经发生了.

就在你我身边.

在 SME business 里面.
在我们 client 的公司里面.
在普通的 meeting room 里面.

在 KTP, 我们还在学习.

还在 testing.
还在失败.
还在奇怪, 为什么昨天可以 run 的 workflow, 今天突然不能 run.
还在发现, YouTube 看起来很简单的东西, 做起来可以很痛苦.

但是有一件事很清楚.

AI automation 不是 coming soon.
它已经来了.

现在的问题已经不是 AI 会不会影响我们的工作.
真正的问题是:

当 AI 来到你的行业时, 你已经开始学习了吗?

还是你还在讲,
“等先啦. 现在很忙.”

可以去看 Arthur Yong 在他个人 LinkedIn post 故事 : https://lnkd.in/gyZyaUQb

08/06/2026

𝗣𝗘𝗥𝗞𝗘𝗦𝗢 𝗥𝗲𝗰𝗲𝗻𝘁 𝗨𝗽𝗱𝗮𝘁𝗲: 𝗦𝗸𝗶𝗺 𝗟𝗜𝗡𝗗𝗨𝗡𝗚 𝟮𝟰 𝗝𝗮𝗺

Sometimes in HR, the important updates are not always loud.

They come in the form of a circular, a payroll change, or a new contribution requirement that we need to understand properly before payroll closing.

Recently, PERKESO released an update on the expansion of Skim LINDUNG 24 Jam, which is expected to take effect from 1 June 2026. This scheme provides protection for employees against non-work-related accidents, including certain accidents outside working hours and road accidents not directly connected to employment.

For HR, accounts and payroll teams, this is something we need to take note of early not only when salary processing starts.

𝗪𝗵𝗮𝘁 𝗛𝗥 𝗡𝗲𝗲𝗱𝘀 𝘁𝗼 𝗞𝗻𝗼𝘄

✅ Effective date
Skim LINDUNG 24 Jam is expected to take effect from 1 June 2026.

✅ Who is covered
Employees, including local and foreign employees, who are covered under Akta Keselamatan Sosial Pekerja 1969 [Akta 4] are eligible for this protection.

✅ What it covers
The scheme covers accidents that are not work-related and happen in Malaysia, outside working hours, including journeys not connected to work.

✅ Contribution rate
The first phase contribution rate is 0.75% of monthly wages, subject to the current insured wage ceiling of RM6,000. This contribution is borne fully by the employee.

✅ Payroll preparation
Payroll teams should check whether their payroll software is updated to reflect the new deduction before processing June 2026 contribution.

𝗠𝘆 𝗛𝗥 𝗥𝗲𝗺𝗶𝗻𝗱𝗲𝗿

This is not just a PERKESO announcement.

It is a reminder for HR to prepare early, check with payroll vendors, brief the payroll person in charge, and make sure staff deductions are clearly reflected when the scheme starts.

Small updates in payroll can become big issues when missed.

So for HR teams, the best time to check is not after payroll is processed.

It is before.

📌 Official PERKESO Release & References:
🔹 PERKESO Official – Lindung 24-Jam:
https://lnkd.in/gGY2rnNN

🔹 FAQ Reference: https://lnkd.in/gEpnyR8y

PS : Authored by Angela Fong, our group HR manager, in her personal LinkedIn post

05/06/2026

My Receptionist Left Today. I Asked Her for One Serious Favour.

Today is Aisyah’s last day at KTP.

Before she left, I asked her one very serious favour.

“Aisyah, if your airline company has vacancy for air steward, please recommend me.”

At 57 years old, after 35 years in audit and tax, I think I am ready for a career change.

No more asking clients for documents.
No more chasing directors.
No more explaining tax deadlines.

Just smile and ask:
“Chicken or fish, sir?”

Actually, I knew Aisyah before she joined KTP.

Many years ago, I organised an indoor cycling event. She was one of the staff there.

At that time, I never imagined that one day she would become our receptionist at KTP.

Life is quite funny.

One day you meet someone at a cycling studio.

Another day, she is sitting at your front counter, answering calls, receiving documents, dealing with clients, and protecting the boss from salespeople.

Many people say I look like a fierce boss.

I suspect Aisyah also heard the market rumour before joining us.

But after working here,
she discovered the truth.

Maybe I am not that fierce.
Or maybe she is just very brave.
For more than one and a half years, she handled her work professionally.

Always smiling.
Always polite.
Always steady at the front line.

People may think a receptionist only answers phone calls.

Actually, a good receptionist is the first filter of the office.

She receives clients.
She handles documents.
She stops visitors without appointments.
She protects the boss from unnecessary interruptions.

And when she does the job well, everything looks normal.

That is the quiet value of a good support team member.

Today, Aisyah is moving on to the airline industry.

I am happy for her.

Staff will come and go.
That is normal in every firm.

But when a colleague leaves with respect, gratitude, and good memories, that is something worth celebrating.

Good luck, Aisyah.
Thank you for being part of KTP.

And please remember my air steward application.

At 57, should I really change career to airline crew, or should I stay safely inside audit and tax?

PS : Authored by Mr Koh Teck Peng, the group principal, in his personal LinkedIn post.

我的 Receptionist 今天离职了。我拜托她一件很重要的事。

今天是 Aisyah 在 KTP 的最后一天。
临走前，我拜托了她一件很重要的事。

“Aisyah，如果你们航空公司有 Air Steward 的空缺，记得介绍我进去。”

57 岁了。
做了 35 年 audit 和 tax。

我觉得自己差不多可以转行了。
不用再跟 client 追文件。
不用再跟 director 追资料。
不用再解释 tax deadline 为什么不能拖。

每天只要微笑，然后问：
“Sir，Chicken 还是 Fish？”

其实，我认识 Aisyah 比她加入 KTP 还早。

很多年前，我办过一场室内脚车活动。
当时她就在那边工作。
那时候我完全没想到，
多年后她会坐在 KTP 的前台。

人生有时候真的很奇妙。
今天在 cycling studio 认识的人。

几年后，却坐在你的办公室前台。
接电话。
收文件。
接待客户。
顺便帮老板挡掉一堆推销员。

很多人都说我看起来像个很凶的老板。
我怀疑 Aisyah 来 KTP 之前，
也听过这些江湖传闻。

不过进来工作之后，
她发现了真相。
可能我没有那么凶。
也可能她真的很勇敢。

过去一年半，
她一直都很专业地完成自己的工作。
永远带着笑容。
永远客客气气。
永远稳稳守在前线。

很多人以为 Receptionist 只是接电话而已。
其实，一个好的 Receptionist，
是公司的第一道关卡。
接待客户。
处理文件。
挡下没有预约就直接上门的人。
保护老板免受不必要的打扰。

而最厉害的是，
当她把工作做好时，
大家都会觉得一切本来就应该这么顺利。

这就是优秀 support team 最容易被忽略的价值。
今天，Aisyah 即将到航空业展开新的旅程。

我真心替她开心。
员工来来去去，
每家公司都会经历。

但如果一个同事离开时，
留下的是感激和美好的回忆，
那就是一件值得庆祝的事情。

Aisyah，祝你前程似锦。
谢谢你曾经是 KTP 的一份子。

还有，
千万不要忘记我的 Air Steward 申请。

57 岁了，
你们觉得我应该转行去航空业当 air steward，
还是乖乖留在 audit 和 tax 继续奋斗呢？

PS : Authored by Mr Koh Teck Peng, the group principal, in his personal Meta post.

KTP

12/06/2026

11/06/2026

10/06/2026

09/06/2026

08/06/2026

08/06/2026

05/06/2026

Address

Opening Hours

Website

Alerts

Contact The Business

Shortcuts

Share

Monday	09:00 - 17:00
Tuesday	09:00 - 17:00
Wednesday	09:00 - 17:00
Thursday	09:00 - 17:00
Friday	09:00 - 17:00