In the overall journey of the development and writing of national policy, there are, generally speaking, three phases:

1. Phase 1: Where those with the know-how come together to form the underlying idea behind what needs to be accomplished.
2. Phase 2: Where those ideas are refined, packaged and conveyed to relevant parties in a strategy document.
3. Phase 3: Where this strategy document gets transformed into tangible policy through successful (or unsuccessful) implementation.

Phase 3 is undoubtedly the most important. Today, however, I want to focus on Phase 2. Phase 2 often gets forgotten. Without Phase 2, there is no foundation for Phase 3. So, it is worth focusing on the human effort it takes to convert seemingly disjointed pieces of policy ideation into an executable strategy document.

To set the stage for Phase 2, I need to start with a little bit of context from Phase 1. So as not to be a closed exercise among policy specialists, the Ministry sought guidance from education experts within and outside the system. It also reached beyond the usual circles, seeking input from industry leaders, parents, uncles, and aunties. Students from public and private schools, across primary, secondary and tertiary levels, added their voices. The intent was deliberate. The Blueprint has to reflect the system as people experience it, not only as Ministry officials design it. Education policy shapes the daily experience of millions of students, the careers of teachers across the country, and the expectations of families who see education as the primary driver of social mobility. On a macro scale, it influences workforce readiness, national cohesion, and long-term economic competitiveness. The choices made in its pages determine which skills are emphasised, which gaps are addressed, and which communities receive attention or neglect. Tens of thousands of these voices were heard and gathered through Sesi Libat Urus (SLU) sessions, labs, syndications and roadshows, alongside structured focus group discussions and consultations with dozens of agencies, education leaders and public servants. The outputs of these thus bring us to Phase 2. For us, this meant inheriting not just slides and reports, but expectations that the eventual Blueprint would feel coherent to those who had spoken into it.

You Cannot Write It Alone

Data and word salad alone do not make a Blueprint. We are not writers. We are not designers. We’re consultants. We are facilitators, first and foremost. We know our limitations and so the first step towards a Blueprint is to bring in and manage a team who can cover these limitations. Fortunately, the right expertise was within reach.

First, our writers. A group of seasoned experts from award-winning social enterprises, leading education non-profits, and education policy experts formerly from the civil service were asked to lend a hand. The goal was to package policy such that its form became its function. If the Blueprint groups initiatives by theme, implementers align around themes. If it sequences reforms by phase, agencies plan budgets by phase. If KPIs and non-negotiable goals sit at the front, performance becomes central. Form directs attention, and attention drives action. 

For our writers, this means translating technical policy into language the public can understand while preserving policy specificity and impact. This means mediating between divisions with competing priorities, ensuring that one unit’s ambition does not contradict another unit’s responsibility. This means arguments and evidence structured with precision and deliberate language, leaving no room for ambiguity, leaving no room for confusion in implementation and accountability. This also means navigating political considerations, unavoidable in a national project of this scale. The choice behind every single word matters.

Second, our designers. It would be a mistake to see their work as mere decoration. Presentation in a national policy document is never an afterthought. Every layout decision is consequential. Policy buried in dense pages risks neglect. What is placed in a highlight box signals priority. A cluttered page weakens confidence while clear visual language demonstrates authority. Hundreds of pages of drafts, rough charts, and rudimentary tables – these had to be translated into a document that reads with coherence from cover to cover. 

A Minister must be able to identify the direction within seconds. A district officer must be able to understand operational detail without frustration. A member of the public must not feel excluded by technical density. Yes, the  Blueprint must look pretty, but aesthetic choices go beyond ornament. The cover must deliver a thousand words in one image. The typography signals professionalism. The charts must convey clarity. The pictures must speak to the people who will be affected by the execution of the words on the page. In a document that will be debated, quoted, and scrutinised for years to come, institutional credibility is built as much through visual clarity as through content.

Coordination Is Never Just Administrative

Third, our team, the consultants. We are neither the authors of policy nor the designers responsible for visual language, but rather the keepers of time and movement. In any project – let alone one of this scale – ideas expand and multiply, stakeholders add layers, and timelines compress. Without disciplined project management, complexity morphs into blockers that stall progress. Our responsibility was to manage that complexity and keep things moving. That meant not only tracking timelines and deliverables, but ensuring that discussions converged toward action. In rooms filled with strong and well-founded views, someone has to call for resolution, to ensure that direction is agreed, progress does not stall, and that not a single minute is wasted. We set cadence for regular and timely submissions and ensured decisions were made. We managed scope, preventing suggestions from expanding into unmanageable derailments. We aligned expectations between writers, designers, and clients, escalating when necessary. Momentum is fragile and once lost, it is hard to recover. In large national projects, coordination therefore goes beyond administration. It is the difference between movement and stagnation.

Writers shaped meaning. Designers shaped form. And the consultants ensured the entire effort moved forward as one coherent whole.

A month after kickoff, we had in our hands extremely preliminary rough drafts of the core content chapters. A decision was made to hold a week-long writers’ workshop away from the usual pace of the city, meant to hold us, our writers, and their Ministry counterparts in one place, dedicated to churning out refined material while also setting time to subject the material to wider feedback. Removed from daily routines, it was expected that we would work from dusk till dawn. In a tower atop the hills, surrounded by rain and fog, one of our writers remarked on the pathetic fallacy of it all. Low visibility, an unclear path, and a steep climb ahead. The chapters we had were substantial but uneven, with some sections rich in argument but thin on evidence, while others were technically sound but inaccessible to a broader audience – clearly shaped by different hands and not yet speaking in one voice. Time did not allow for leisurely refinement. We had to circulate refined drafts to eminent voices across the system. Former senior civil servants, education leaders, non-profit figures – each carried views that added clarity, sharpened arguments, but also questioned fundamental framing. Some suggested scope expansion at the precise moment we were trying to contain it. Every endorsement was heartening, while every objection required addressing. This workshop went beyond writing. It was a sequence of snowballing decisions. What do we stand by? What do we cut? How do we manage all these tensions to produce one coherent draft? Clarity came as the week progressed. We left with better drafts, more chapters, and integrated expert feedback. The first full draft was in hand, and we had begun shipping them off for design. That week set the tone for the remaining months ahead. Alignment must be built, not assumed, decision by decision.

No Thing Too Small

If that week was about ensuring the broad strokes were sound, the next couple months were about precision. The drafts we sent to the designers returned as designed chapters awaiting review. Arguments about direction became arguments about diction. The client reviewed these, and comments returned line by line, even word by word. Often, we went to the Ministry and parsed these lines together, questioning, redlining, and replacing words and phrases. Certain terms were deemed too technical for public comprehension, while others were seen as too casual where increased specificity would be welcome. Sentences that seemed settled reopened under fresh interpretation. Paragraphs were tightened, expanded, reordered. References were checked and rechecked. Definitions were aligned across chapters to prevent contradictions. Initiative titles were changed then changed again. The work was incremental but relentless – version numbers climbed steadily, and a single chapter could go through multiple iterations in a week. Debates were convened on whether one word conveyed intent more accurately than another. Minor revisions carried larger implications for tone, authority, and implementation ownership. An adjustment of a word in a paragraph in a section of a chapter often necessitated a consistent reflection across headings, diagrams, charts, the table of contents, the glossary. Nothing existed in isolation, and a small shift in one place required ripple edits somewhere else. This stage carried with it no singular crisis, but rather an accumulation. An accumulation of edits. Of clarifications. Of expectations. There was not a single day we didn’t wake up to a flurry of messages from the clients, writers, or designers. The discipline required here was different from the early sprint in the week-long workshop. It demanded patience, it demanded endurance. The Blueprint had to be read as if it had emerged fully formed, in one coherent voice, even though it had been stretched and tested through countless rounds of scrutiny. Precision was non-negotiable.

When Authority Enters the Room

With the launch ceremony imminent, there was not much time left, with numerous attritional changes still to be made. Nevertheless, we were one with the client in pushing through these final few days. It simply had to be done. We were almost at the finish line, and while no one wanted to say it, we were waiting for the other shoe to drop. At this stage, what could go wrong?

The other shoe dropped. A decision had been made to make systematic changes to key terms across the entire document. A political decision, but a necessary one nevertheless. Words that had been debated, defended, and aligned over months had to be replaced with alternatives. These substitutions were not isolated. They appeared in body text, in the table of contents, in diagrams, in the appendix. The consultants spent those days marking these changes on the latest PDF version. The writers and their Ministry counterparts did the same while also making the accompanying changes in sentence structure, ensuring the appropriate prefixes and suffixes were used, and that context was preserved. The designers had to apply these changes in their InDesign file, reflowing layouts where longer words altered spacing. The launch date did not move. What could have unsettled the entire process instead forced clarity of roles. All involved did their part with renewed focus, without complaint, making sure nothing slipped through. This episode reinforced a simple truth – in national policy work, political judgment is inseparable from technical design. The strength of a team lies in its ability to respond with composure when that judgment asserts itself, and that clarity of roles matters most when complexity peaks. When everyone understands their responsibility, even compressed timelines are navigable. Those final days were not elegant, but we had the Blueprint finalised for the launch in good time. A few hardcover copies, to be displayed at the ceremony, were to be printed. We were now ready to launch. 

At Some Point It Leaves You

Tuesday, 20th January 2026. Finally, the Blueprint was to be unveiled to the nation. The Prime Minister gave his speech to a room of over a thousand, surrounded by ministers, senior officials, education leaders, teachers and students. As with many of these official launch events, there is a gimmick involved – in this launch, for example, there was a person dressed as a robot who ran towards the stage holding a glowing cylinder. This cylinder was passed to the Prime Minister, who placed it into a receptacle on his rostrum, and on the big screen appeared the cover of the Blueprint. Standing on stage alongside him were the Deputy Prime Ministers, the Minister of Education, and the Minister of Higher Education. Printed hardcovers of the Blueprint were distributed between them. I have never been fond of these gimmicks. But as I watched the cover flash across the screen, and the hardcovers being flipped through on stage, knowing the pages we had debated and revised and worked on for what seems like an endless period of time were now tangible, I felt simultaneously a sense of pride and relief. I know my team felt the same. At this moment, the document ceased to be a draft. It had become a national commitment.

With the launch, Phase 2 came to an end. In the weeks that followed, many voices spoke and opined on the Blueprint. Friends and family sent messages, podcasts and radio shows debated its merits. Some views I agreed with. Others I did not. What was unmistakable, however, was that people across this nation care deeply about education and its beneficiaries. As I wrote at the beginning of this essay, the true test of the Blueprint lies in its implementation, and this responsibility now rests in the hands of those who will carry it into classrooms, departments, and budgets. The Blueprint is written. The real work begins.

Written by:  

Aaron Lugun Raj, Senior Associate

———- 

Let’s transform together. Contact us at: https://pemandu.org/contact-us/  

The post Inside The Making of a National Blueprint appeared first on PEMANDU Associates.

Entering its next phase of development from a position of strength, Johor is already among Malaysia’s largest economic contributors and serves as the nation’s southern gateway, deeply integrated into regional and global value chains. Anchored by long-term initiatives such as Maju Johor 2030 and the Johor–Singapore Special Economic Zone, the state has both a clear ambition and strong economic momentum. 

As Johor’s investment pipeline expanded rapidly in both scale and complexity, a defining strategic question naturally emerged – one that would shape the state’s next chapter of transformation. 

A Strategic Inflection Point 

As the state government assessed Johor’s economic trajectory, a critical opportunity became clear: the need to complement strong investment attraction with faster and broader realisation of the capital already committed. While Johor had been highly successful in securing approvals, the pace at which projects translated into operational outcomes began to lag the scale of new commitments. 

This was not a reflection of weak fundamentals or institutional shortcomings. Rather, it was the result of success outpacing existing delivery mechanisms. As approval volumes grew, the demands on infrastructure readiness, regulatory coordination, and cross-agency execution intensified. 

Without a deliberate shift in strategy, organic growth alone would be unlikely to close the gap to Johor’s RM260 billion GDP target by 2030. Investment approvals could continue to rise, but without accelerated realisation, their full contribution to GDP expansion, quality job creation, and income growth would remain constrained. 

More critically, Johor faces a time-sensitive opportunity to fully capitalise on transformational catalysts already in motion, most notably the Johor–Singapore Special Economic Zone and the growing influx of hyperscale data-centre investments by global technology leaders such as Microsoft, AirTrunk, and BridgeDC. Coordinated action would be required to ensure these developments deliver their intended economic and multiplier effects. 

The Cost of Inaction 

In the absence of targeted intervention, there was a risk that existing structural patterns would persist. Economic activity could remain concentrated around Johor Bahru, limiting the pace at which benefits diffuse across districts and weakening inter-district economic linkages.  

At the same time, rising demand for power, industrial land, water, and approvals capacity could place increasing pressure on infrastructure and utilities systems, creating bottlenecks that slow project mobilisation and discourage higher-value investments. 

From a longer-term competitiveness perspective, the implications were even more significant. In an increasingly competitive global environment, investors assess not only fundamentals, but also execution capability. Jurisdictions that consistently demonstrate speed, coordination, and delivery gain a durable edge. 

The opportunity at stake, therefore, was not merely incremental growth, but Johor’s ability to secure its future as a high-income, technology-driven regional economic powerhouse—one where prosperity extends across districts and communities. 

Execution as the Differentiator 

As Johor reached a strategic inflection point driven by the Johor–Singapore Special Economic Zone and rising high-value digital and industrial investments, it became clear that ambition and approvals alone were no longer sufficient. The real determinant of success was execution: the ability to convert commitments into operational projects that deliver sustained economic impact. 

Crucially, the analysis showed that these challenges were not isolated or structural constraints beyond the state’s control. Instead, they were systemic and cross-cutting, spanning infrastructure readiness, regulatory processes, investment facilitation, and talent availability, highlighting the need for coordinated, end-to-end solutions rather than isolated fixes. 

This realisation marked a turning point in the programme’s direction. It underscored the need for a coordinated, whole-of-government approach focused on investment realisation, supported by targeted Flagship Initiatives to remove systemic bottlenecks. Ultimately, the ‘aha’ moment was empowering. Johor already possesses strong foundations—strategic location, industrial depth, institutional capability, and investor trust. By re-orienting its focus from attraction to delivery, the state is well positioned to unlock tangible, inclusive prosperity for all Johoreans. 

The Needle Mover 

The Johor Economic Transformation Programme (JETP) required deliberate prioritisation. Johor’s economy is diverse and dynamic, with momentum across advanced manufacturing, digital infrastructure, healthcare, logistics, tourism, aerospace, and agriculture. The initial assessment surfaced a vast universe of opportunities drawn from state and federal plans, agencies, and industries. 

Yet, in a volatile global environment, characterised by macroeconomic uncertainty, shifting trade regimes, and rapid technological disruption, attempting to pursue everything at once risked diluting focus and overwhelming institutional capacity. 

The challenge was to prioritise decisively without constraining ambition. 

To guide this choice, each potential initiative was evaluated through a structured prioritisation lens. Key considerations included alignment with Johor’s long-term economic vision and priority sectors; the ability to unlock systemic change and multiplier effects; impact on critical bottlenecks such as infrastructure readiness, regulatory efficiency, talent availability, and investment realisation; and readiness for rapid mobilisation within the 2030 horizon. Just as importantly, initiatives were assessed on their contribution to resilience and diversification in the face of external shocks.  

These choices fundamentally shaped JETP’s trajectory. By narrowing the agenda to a targeted set of high-impact projects and flagship initiatives, JETP shifted from a broad catalogue of ideas to a focused, execution-oriented transformation agenda. This clarity enabled stronger coordination across government, state-linked companies, and the private sector, accelerated mobilisation, and ensured that Johor’s transformation is not only ambitious, but deliverable – positioning the state to compete, adapt, and thrive in an increasingly complex global economy. 

Johor’s experience demonstrates that the true differentiator between good economies and great ones is the ability to convert approved capital into realised outcomes through disciplined prioritisation, whole-of-government coordination, and relentless execution. This is where transformation takes hold. 

This is the work that defines PEMANDU Associates: not just advising governments, but partnering with them to turn ambition into reality, ensuring that every Johorean, and every Malaysian, benefits from the prosperity that strategic transformation can deliver. 

Written by:  

Mohamad Razeen bin Amran, Vice President
Jeriel Ding Kai Shen, Senior Associate

———- 

Let’s transform together, contact us at: https://pemandu.org/contact-us/ 

The post From Attraction to Delivery: Johor’s Next Chapter of Economic Transformation  appeared first on PEMANDU Associates.

The energy transition is often framed around the technologies we build: more wind farms, more battery storage, more interconnectors. But the next frontier may lie in how we value and monetise the performance of what we already have. This shift would transform asset management from a defensive discipline to a proactive engine for revenue, resilience, and sustainability.

Background: Why the Current Model Falls Short

Asset management in the energy sector has historically been concerned with reliability, life extension, and cost control. This focus is essential, but it is also narrow. Exceptional resilience under stress is not rewarded. Preventing an outage through predictive analytics does not create a new line item in revenue. Sustainability reporting is often a compliance exercise rather than a core driver of valuation. In effect, we manage assets to keep them running, not to make them more valuable.

Three Linked Innovations for the Future 

The emerging vision for energy infrastructure rests on three linked innovations that work best together. 

First, Energy Reduction Assets (ERAs) create a financial value for energy efficiency. Think of ERAs as “white certificates 2.0”: instead of generic offsets like carbon offsets that compensate for emissions elsewhere, ERAs monetise measured, metered demand reduction at source against an agreed baseline. Precedents exist; Italy’s White Certificates scheme (Titoli di Efficienza Energetica) obligated distributors to meet quantified efficiency targets and certified millions of toe of primary energy savings, demonstrating that verified efficiency can be traded at scale. For instance, if a city upgrades its street lighting to ultra-efficient LEDs, the verified difference between baseline and actual consumption can be packaged into ERA credits and sold. This is a direct reward for reducing demand, not a balancing act for emissions produced elsewhere. 

Second, blockchain-secured digital twins provide the verification backbone for this model. Digital twins are virtual replicas of physical assets that already help operators optimise maintenance and performance. Digital twins are moving from pilots to a real market: estimates place the global digital twin market at ~USD 25B in 2024, with projections above USD 150B by 2030, driven in part by energy and utilities use cases. When paired with blockchain, their data becomes tamper-proof and auditable in real time. This ensures that ERA credits or other performance-linked revenues are backed by trustworthy records, accessible to regulators, investors, and insurers without dispute. 

The consequences of underinvesting in modern energy infrastructure are already visible. In the first half of 2025, Scottish wind farms were forced to curtail 37% of their potential output, with operators compensated to switch off, a decision that ultimately cost UK households an estimated £810 million. Across the wider UK, almost 10% of wind generation was curtailed in 2024, rising to 30% in Northern Ireland, due to grid capacity constraints. This is clean, low-cost energy being wasted, not because the technology failed, but because the supporting infrastructure could not keep pace. Effective asset management coupled with valuation models that reward resilience and performance, such as Energy Reduction Assets could transform these losses into measurable, tradable value streams that incentivise timely upgrades rather than payouts for wasted potential. 

Third, NAC-inspired valuation reframes infrastructure as a provider of ongoing services rather than as depreciating hardware. In the environmental space, Natural Asset Companies value ecosystems for the services they deliver, such as water purification or carbon sequestration. In the energy sector, a transmission network might be valued for the stability it provides to the grid, or a battery system for the resilience it offers during extreme weather. These services, once measured and verified through digital twins, could themselves become monetisable attributes. Service-based valuation is gaining mindshare, pricing stability and resilience services (e.g., frequency regulation or storm-season capacity) rather than just capex. Markets like California’s show batteries delivering far beyond the minimum regulation requirements, signalling that service markets can scale and be monetised independently of energy sales. 

How Would It Work?  

Figure 2 The Layered Value Stack – how blockchain verification, Energy Reduction Assets, and service-based valuation build into a diversified revenue model for energy infrastructure investors 

Consider a coastal wind farm approaching mid-life. With targeted upgrades and predictive maintenance, it runs more efficiently and with fewer outages than its peers. A blockchain-secured digital twin provides continuous proof of these gains. Reduced backup power needs are quantified as avoided energy demand, converted into ERA credits, and sold into a regional market. The farm’s stability during seasonal storms is also monetised as a resilience service, attracting investment from grid operators seeking guaranteed capacity. 

For investors, this creates complementary revenue streams. First, verified ERA credits generate sales proceeds, shared with investors via equity or tokenised performance rights. Buyers may include corporates pursuing efficiency targets, utilities under regulatory pressure, or municipalities seeking sustainable capacity without new builds. 

Second, service-based contracts allow resilience capacity to be sold like a capacity market product, with fixed payments tied to agreed service levels. Finally, tokenised performance rights can be traded, offering capital gains as demand for high-quality verified assets grows. This blend of operational income, credit sales, and tradable rights can deliver stronger returns than conventional infrastructure, which is often long-term and illiquid. 

Why This Changes the Game 

Crucially, it changes incentives. Instead of maintaining assets to avoid loss, owners would have reason to enhance performance continuously — not only for environmental or operational reasons but because it pays. 

This model shifts value creation from pure output to performance. Asset owners monetise operational excellence; investors gain fractional access to diverse revenue streams; regulators link returns to efficiency and resilience. Incentives change: owners enhance performance continuously, not just to avoid losses but because it pays. 

Challenges remain; tokenisation infrastructure is nascent, ERA market rules are incomplete, and poorly designed blockchain can be energy-intensive. Equity concerns also risk favouring large players over smaller owners. These can be addressed through regulatory sandboxes, low-energy blockchain protocols, shared ownership models, and clear governance. 

The energy transition will demand more than new technology; it will require new ways of valuing what we already have. Linking ERAs, blockchain-secured digital twins, and NAC-inspired valuation offers a pathway to make performance itself a tradeable commodity. This is not carbon offsetting by another name, it is a direct monetisation of measured efficiency, resilience, and service quality. 

Consultants and industry leaders could shape the frameworks that make this possible, bridging technical innovation with market design and regulation. If we succeed, asset management will move from the background of the energy sector to its forefront — not just keeping the lights on but helping fund the very future of the grid. The question is no longer if such a transformation can happen, but who will lead it. 

Written by: 

Nicolette Cross, Senior Associate 

References 

CAISO. (2023). 2023 Special Report on Battery Storage. California Independent System Operator. Retrieved from https://www.caiso.com 

CAISO. (2024). 2024 Special Report on Battery Storage. California Independent System Operator. Retrieved from https://www.caiso.com 

CAISO. (2024). Q3 2024 Market Issues & Performance Report. California Independent System Operator. Retrieved from https://www.caiso.com 

Energy Efficiency 2023. (2023). IEA Energy Efficiency 2023 Report. International Energy Agency. Retrieved from https://www.iea.org/reports/energy-efficiency-2023 

Grand View Research. (2024). Digital Twin Market Size, Share & Trends Analysis Report. Retrieved from https://www.grandviewresearch.com 

Italian National Institute for Environmental Protection and Research (ISPRA). (2023). White Certificates – Energy Efficiency Titles. Retrieved from https://indicatoriambientali.isprambiente.it 

MarketsandMarkets. (2024). Digital Twin Market for Energy & Utilities. Retrieved from https://www.marketsandmarkets.com 

Murray, J. (2025, January 23). UK wind farms paid to switch off, costing households £810m. Financial Times. Retrieved from https://www.ft.com 

Sifat, M. M. H., Choudhury, S. M., Das, S. K., Ahamed, M. H., Muyeen, S. M., Hasan, M. M., Ali, M. F., Tasneem, Z., Islam, M. M., Islam, M. R., Badal, M. F. R., Abhi, S. H., Sarker, S. K., Das, P. (2023). Towards electric digital twin grid: Technology and framework review. Energy and AI, 11, 100213. 

Yale Climate Connections. (2022, October 10). Energy loss is single biggest component of today’s electricity system. Retrieved from https://yaleclimateconnections.org

The post The Infrastructure That Pays for Itself: Monetising Performance in the Energy Transition  appeared first on PEMANDU Associates.

To become a high-income, digitally enabled nation and regional leader in the digital economy, Malaysia must look beyond treating telecommunications as a utility and start treating it as a national competitiveness driver^[2]. 

The Infrastructure Multiplier: Beyond Connectivity 

Nations compete for economic leadership, and strategic telecommunications infrastructure has become one of the most powerful levers for transformation. Unlike traditional infrastructure that serves specific sectors, modern telco infrastructure is sector-agnostic, a force multiplier for healthcare, education, agriculture, manufacturing, services, and more. 

Modern telecommunications infrastructure functions as an “enabling technology,” a foundational capability that unlocks productivity gains across multiple sectors simultaneously. Every ringgit invested in strategic telco infrastructure generates compounding economic benefits that ripple across the economy. 

Global studies highlight the scale of this effect. The World Bank found that a 10% increase in fixed broadband penetration correlates with 1.38% GDP growth in developing economies and 1.21% in developed economies ^[3]. Huawei’s 2024 Global Digitalisation Index (GDI) shows that in frontrunner countries, each one-point GDI gain creates 5.4 times more economic value than in starters. They also found that every US$1 invested in digital transformation returns US$8.3 to the digital economy^[4]. 

For Malaysia, the takeaway is clear. When nations pair robust digital foundations with ubiquitous connectivity, they reinforce each other. That is the true multiplier, and it is how we bridge divides and drive inclusive growth.  

Where Malaysia stands in Digital Competitiveness 

The IMD World Digital Competitiveness Ranking ^[5] measures the capacity and readiness of economies to adopt and explore digital technologies for economic and social transformation evaluated across three main factors, namely, knowledge, technology, and future readiness. 

In 2024, Singapore ranked #1 globally, climbing two spots from previous year. Malaysia, by contrast, ranked ninth (9^th) in Asia-Pacific, positioning us as a mid-tier player in one of the world’s most digitally dynamic regions.  

Huawei’s GDI ^[5a] puts Malaysia in the “Adopter” tier, with a score of 49.9 trailing “Frontrunners” like the US and Singapore. This shows that while we have built decent foundations, we have not yet translated connectivity into competitiveness. 

Malaysia has built strong digital foundations but has yet to fully translate connectivity into competitive advantage. Targeted infrastructure investments can turn Malaysia from an adopter into a frontrunner. 

Regional Benchmarks: Strategic Infrastructure as Development Catalyst 

1) Singapore’s Smart Nation Integration Model  

Singapore’s approach to telecommunications infrastructure demonstrates how strategic coordination can maximize economic impact despite geographic constraints. Singapore’s integrated strategy has generated: 

• A digital economy contributing 17.3% of GDP, significantly above regional averages ^[6] 

• Ranked third (3^rd) in the world as part of United Nations e-Government Survey on government digital services across 193 member states ^[7] 

• A leading fintech in the region with over 1,300 FinTech firms and over US$4.1B in FinTech investment in 2022 ^[8], enabled by robust digital infrastructure and proactive support from Monetary Authority of Singapore ^[9] 

Singapore’s success stems from treating telecommunications infrastructure as an integrated economic development platform rather than a standalone utility, creating synergies between government digitalisation, business innovation, and citizen services. 

2) South Korea’s Next Generation Infrastructure Leadership ^[10] 

South Korea’s strategic telecommunications infrastructure investments during the 1990s and 2000s did not just create a telecommunications sector, it enabled the emergence of global technology champions like Samsung Electronics, LG, and Hyundai’s digital transformation. As the world’s first country to launch nationwide 5G services, South Korea’s approach demonstrates the multiplier effects of investing in next-generation telecommunications infrastructure as it provides a compelling case study to leapfrog industry development: 

• Government investment commitment of more than KRW30 trillion (approximately RM91.1 billion) through public-private collaboration to build its 5G ecosystem^[11] 

• Projected domestic economic impact of US$30.3 billion by 2025 and economy is predicted to grow to at least USD 47.8 billion by 2030 ^[12] 

• Healthcare innovation with 5G-powered telemedicine such as machine learning capabilities for operation data analysis, and ICT-based chronic disease management service ^[13] 

• Smart factory solutions such as 5G-AI machine vision for product defect detection ^[14] 

South Korea’s 5G-first approach bypassed incremental 4G investments, instead building infrastructure capable of supporting applications that were not possible with previous generation technologies. This strategic choice positioned South Korea as a global testbed for 5G applications while attracting international technology companies and research investments. 

3) Hong Kong’s Data Infrastructure Hub Model: Leveraging Strategic Position  

Hong Kong’s telecommunications infrastructure strategy demonstrates how geographic positioning and sector-specific focus can create outsized economic impact despite limited physical space. Hong Kong’s approach provides particularly relevant lessons for Malaysia given similar roles as regional business hubs. Hong Kong has developed into one of Asia-Pacific’s most strategic data-centre hubs driven by its dense submarine cable networks^[15] and one of Asia-Pacific’s most established data centre hubs with total data centre capacity per capita of USD 81.6 billion, second only to Singapore’s USD 166.8 billion ^[16]. Hong Kong’s strategic investments generated measurable benefits: 

• Hong Kong’s SuperTerminal 1, Hactl and HKT deployed a 5G private network enabling Autonomous Electric Tractors to operate with real-time coordination, dynamically adapting to traffic and safety conditions while minimizing human intervention and boosting automation. ^[17] 

• Hutchison Port Holdings Trust implemented 5G-linked systems controlling remote rubber-tyred gantry cranes (RTGCs) and AI-enhanced CCTV with intrusion detection, enabling greater automation, reduced costs, and improved accuracy and safety. ^[18] 

• 75% of financial institutions in the city have already implemented at least one generative AI (GenAI) use case or are actively piloting one with projected adoption to reach 87% within the next 3–5 years, signalling robust momentum in leveraging AI across banking operations.^[19] 

Hong Kong’s approach offers clear lessons for Malaysia. By maximising its geographic advantage to become a regional gateway, aligning telecommunications infrastructure with its core strengths in finance and trade, and building cross-border capabilities to facilitate regional business operations, Hong Kong has positioned itself as a digital hub. These strategic principles, location leverage, sector-specific alignment, and seamless regional facilitation provide valuable insights for Malaysia as it seeks to harness its own diverse economy for digital competitiveness. 

From Advantage to Action  

Regional examples show that nations that win in digital competitiveness do not just expand coverage, they convert infrastructure into productivity and new industries. Malaysia is no different. Like Singapore, South Korea, and Hong Kong, we hold clear advantages – a central location in ASEAN’s trade routes, a diverse economy spanning agriculture, manufacturing, and services, and a skilled workforce ready to adopt modern technologies. Add to this a proven record of executing national programmes, and the foundations are already strong. 

But advantages alone do not create competitiveness. The real test is whether Malaysia can align its many stakeholders, ministries, regulators, telecommunications providers, enterprises, SMEs, and citizens behind a single True North to turn connectivity into higher productivity, better services, and higher-value jobs which contributes to the nation’s economy. Too often, infrastructure is deployed without clear links to sectoral outcomes, or initiatives move in silos without shared ownership. 

This is where discipline matters. PEMANDU’s transformation approach, honed through its 8-step BFR methodology, helps solve this problem by providing a way to convene diverse actors, co-design solutions, and lock in measurable outcomes. The power of this discipline is not in rigid process, but in ensuring that multiple efforts add up to one ambition and that progress is tracked, validated, and adjusted when needed. 

Each stakeholder has a pivotal role. Government must act as the enabler, integrating infrastructure deployment with economic policy, streamlining permits, and embedding cross-sector coordination. Telecommunications providers must shift from selling bandwidth to offering solutions tied to sector needs. Large enterprises and anchor institutions like ports, hospitals, and universities must pilot and adopt new workflows to show what is possible, and SMEs and citizens must be empowered as adopters through affordable, plug-and-play bundles that combine connectivity, applications, and support. 

When these efforts are aligned and measured, Malaysia can convert its latent advantages into tangible outcomes such as healthcare systems that reduce waiting times, education networks that broaden access, IoT-enabled farming that boosts yields, and 5G-ready industrial parks that anchor Industry 4.0. The discipline of the BFR approach ensures these ambitions do not drift into policy statements without impact but are delivered with accountability and transparency. 

Conclusion 

The region shows that those who treat telecommunications as a driver of competitiveness surge ahead. Malaysia must ensure investments are guided by transparency and measured by the outcomes. As Prime Minister Anwar Ibrahim cautioned, we must avoid the “trough of disillusionment” ^[20], where large allocations fail to deliver real change. Malaysia must now focus on outcomes, not just inputs. Acting with urgency and discipline will decide if Malaysia moves from coverage to competitiveness, or risks being overtaken by its peers. 

Written by: 

Atiqah Shazlin: Senior Manager 

References: 

[1] Ministry of Economy Department of Statistics Malaysia. (2025). ICT Use and Access by Individuals and Households Survey Report, 2024. Retrieved from https://www.dosm.gov.my/site/downloadrelease?id=ict-use-and-access-by-individuals-and-households-survey-report-2024&lang=English&admin_view= 

[2] Ministry of Economy. (2021). Malaysia Digital Economy Blueprint. Retrieved from https://ekonomi.gov.my/sites/default/files/2021-02/malaysia-digital-economy-blueprint.pdf 

[3] Michael Minges. (2015). Exploring the Relationship Between Broadband and Economic Growth. Retrieved from https://documents1.worldbank.org/curated/en/178701467988875888/pdf/102955-WP-Box394845B-PUBLIC-WDR16-BP-Exploring-the-Relationship-between-Broadband-and-Economic-Growth-Minges.pdf 

[4] Huawei. (2024). Global Digitalization Index 2024. Retrieved from https://www-file.huawei.com/-/media/corp2020/gdi/pdf/gdi-2024-en.pdf?la=en  

[5] IMD World Digital Competitiveness Ranking 2024 World Competitiveness Center. (2024). The digital divide: risks and opportunities. Retrieved from https://imd.widen.net/s/xvhldkrrkw/20241111-wcc-digital-report-2024-wip  

[6] Infocomm Media Development Authority & Lee Kuan Yew School of Public Policy, National University of Singapore. (2023). Singapore Digital Economy Report 2023. Retrieved from https://www.imda.gov.sg/-/media/imda/files/infocomm-media-landscape/research-and-statistics/sgde-report/singapore-digital-economy-report-2023.pdf  

[7] GovTech Singapore. (2025). Our digital government rankings. Retrieved from https://www.tech.gov.sg/about-us/our-achievements/our-digital-government-rankings 

[8] Monetary Authority of Singapore. (2024). FinTech and Innovation. Retrieved from https://www.mas.gov.sg/development/fintech 

[9] FIDE Forum. (2023). Event Report Observations from FIDE FORUM. Retrieved from https://fideforum.org/FideForum/media/documents/Singapore-Fintech-Festival-2023-Report-by-FIDE-FORUM.pdf  

[10] OECD. (2021). Korean Focus Areas: A global powerhouse in science and technology. Retrieved from https://www.oecd.org/en/publications/korean-focus-areas_f91f3b75-en/a-global-powerhouse-in-science-and-technology_61cbd1ad-en.html#:~:text=Korea’s%20rapid%20digital%20transformation,high%2Dquality%20connectivity%20becomes%20essential.  

[11] Ministry of Science and ICT. (n.d.). Science, Technology & ICT Newsletter( NO.41 ). Retrieved from https://www.msit.go.kr/eng/newsLetter/view.do?sCode=&mId=&mPid=&pageIndex=3&newsLetterSeqNo=41&searchOpt=#:~:text=Also%2C%20the%20Korean%20government%20announced,nationwide%205G%20network%20by%202022.  

[12] Eastspring Investments. (2020). 5G & South Korea: Beyond the hype. Retrieved from https://www.eastspring.com/hk/insights/5g-south-korea-beyond-the-hype 

[13] STL Partners. (n.d.). Digital health in South Korea: five examples of digital health beyond telemedicine. Retrieved from https://stlpartners.com/articles/digital-health/digital-health-in-south-korea-five-examples-of-digital-health-beyond-telemedicine/  

[14] World Bank Group Korea Office. (2021). Entering the 5G Era: Lessons from Korea. Retrieved from https://documents1.worldbank.org/curated/en/852791623927787358/pdf/Entering-the-5G-Era-Lessons-from-Korea.pdf  

[15] Submarine Cable Networks. (2025). Hong Kong. Retrieved from https://www.submarinenetworks.com/en/stations/asia/hongkong  

[16] KPMG. (2025). The Asia Data Centre Landscape. Retrieved from https://assets.kpmg.com/content/dam/kpmg/cn/pdf/en/2025/03/the-asia-data-centre-landscape.pdf  

[17] TELECOM Review. (2025). HKT, Hactl Unveil Hong Kong’s First 5G-Enabled Air Cargo Terminal. Retrieved from https://www.telecomreviewasia.com/news/network-news/13090-hkt-hactl-unveil-hong-kongs-first-5g-enabled-air-cargo-terminal/#:~:text=Autonomous%20Electric%20Tractor%20(AET)%20Operations,leader%20in%20smart%20cargo%20operations.%E2%80%9D  

[18] Ionna, K. (2023). HPH Trust implements 5G technology at its Hong Kong container terminals. Container News. Retrieved from https://container-news.com/hph-trust-implements-5g-technology-at-its-hong-kong-container-terminals/ 

[19] The Government of the Hong Kong Special Administrative Region. (2025). Report on “Financial Services in the Era of Generative AI: Facilitating Responsible Adoption”. Retrieved from https://www.info.gov.hk/gia/general/202504/09/P2025040900279.htm  

[20] Bernama. (2025). Anwar cautions against ‘AI Productivity Paradox’ in digital transformation. The Edge Malaysia. Retrieved from https://theedgemalaysia.com/node/766915 

The post From Connectivity to Competitiveness: Making Malaysia’s Digital Infrastructure Deliver appeared first on PEMANDU Associates.

While the statistic that approximately 24% of key plastic resins were recycled in 2019 offers a glimmer of hope, the accompanying information reveals critical shortcomings in the recycling ecosystem [3]. The reliance on limited collection systems, the voluntary nature and limited coverage of recycling initiatives, and the tendency for the informal sector to focus on high-value plastics leave a substantial amount of low-value plastics susceptible to leakage into the environment. Furthermore, the loss of 81% of the material value of disposed plastics represents a significant economic inefficiency and a missed opportunity for a circular economy [3].  

A Global Movement Toward a Plastics Treaty 

The issue of plastic pollution is not unique to Malaysia—it is a global crisis that has prompted international action. The United Nations Environment Programme (UNEP) has spearheaded negotiations for a legally binding Global Plastic Treaty, with the goal of addressing plastic pollution across its entire lifecycle, from production to disposal. The treaty, expected to be finalized by 2024, is being hailed as the most significant international environmental agreement since the Paris Climate Accord.  

Key discussions within the treaty negotiations highlight the need for extended producer responsibility (EPR), restrictions on harmful plastic additives, and harmonized global standards for recyclability. Malaysia’s participation in the treaty negotiations is a step in the right direction, but without robust domestic legislation, the nation risks falling behind in implementation, undermining its commitments to sustainability and responsible waste management.  

Why Malaysia Needs Comprehensive Legislation 

Despite the commendable development of two national roadmaps by the Ministry of Natural Resources and Environmental Sustainability (NRES)—the “National Roadmap Towards Zero Single-Use Plastics 2018-2030” and the “Malaysian Plastics Sustainability Roadmap 2021-2030″—the pace of implementation seems to be at a standstill. The Circular Economy Blueprint for Solid Waste in Malaysia (2025-2035) by the Ministry of Housing and Local Government (KPKT) was also released with the intent to address the value chain and waste generated towards a circular economy. However, key milestones such as the mandatory Extended Producer Responsibility (EPR) scheme and the phase-out of problematic plastics, have been delayed until 2030, leaving Malaysia with an unregulated plastic market for the foreseeable future.  

Without binding legislation, these roadmaps risk being aspirational rather than actionable. Enforceable regulations are necessary to close enforcement gaps, provide legal certainty for businesses transitioning away from virgin plastic dependency, and prevent the unchecked proliferation of plastic waste. Moreover, the instability within Malaysia’s environmental policy landscape has hindered continuity, making legislation an essential mechanism for ensuring long-term policy adherence.  

Managing Plastics Across the Value Chain 

Addressing plastic pollution requires a systemic approach that manages plastics across their entire lifecycle. Malaysia’s plastic value chain is complex, involving petrochemical producers, plastic manufacturers, retailers, consumers, waste management companies, and recyclers. Effective legislation must tackle all these stages, starting with production, where eco-friendly product design should be incentivized and the use of recycled content in plastic packaging mandated. On the consumption side, bans or levies on single-use plastics should be enforced while promoting reusable alternatives. Waste management must be standardized with an efficient collection and recycling system to ensure that all plastic waste is captured and processed effectively. Additionally, Extended Producer Responsibility (EPR) should be mandated, requiring producers to take responsibility for the end-of-life management of their products. This shift in accountability away from consumers and local governments would encourage industry-wide sustainability efforts and innovation in plastic waste reduction.  

Effective legislation should target all these stages: 

1. Production: Incentivizing eco-friendly product design and mandating the use of recycled content in plastic packaging. 

2. Consumption: Enforcing bans or levies on single-use plastics and promoting reusable alternatives. 

3. Waste Management: Establishing a standardized collection and recycling system, ensuring that all plastic waste is captured and processed efficiently. 

4. Extended Producer Responsibility (EPR): Mandating that producers take responsibility for the end-of-life management of their products, thus shifting the burden away from consumers and local governments. 

Lessons from Japan’s Plastics Legislation 

Japan’s “Plastic Resource Circulation Act,” enforced in 2022, offers a compelling case study for Malaysia. The law takes a holistic approach by addressing the entire lifecycle of plastics, promoting the 3Rs (Reduce, Reuse, Recycle), and enhancing circularity. The legislation mandates that manufacturers incorporate sustainability into product design, with incentives for eco-friendly materials, while retailers are required to reduce disposable plastics under strict government oversight. Businesses must comply with recycling targets, and municipalities collaborate with private recyclers to improve efficiency. Furthermore, companies are held accountable for the collection and recycling of plastic waste generated by their operations. Japan’s model demonstrates that comprehensive, enforceable policies can significantly reduce plastic waste and promote a circular economy. Malaysia should consider adopting similar legislative measures to align with its sustainability goals and global best practices. 

Key provisions from Japan’s Plastic Resource Circulation Act: 

• Design for the Environment: Manufacturers are required to incorporate sustainability into product design, with incentives for eco-friendly materials. 

• Single-Use Plastics Reduction: Retailers are mandated to reduce disposable plastics, with strict oversight from the government. 

• Mandatory Recycling: Businesses must comply with recycling targets, while municipalities collaborate with private recyclers to improve efficiency. 

• Corporate Responsibility: Companies must establish collection and recycling plans for plastic waste generated by their operations. 

The complexity of Malaysia’s plastic value chain, involving numerous stakeholders from raw material production to end-of-life treatment, significantly contributes to the challenges in implementing the national sustainability roadmaps. The sheer number and diverse interests of these actors necessitate a highly coordinated and collaborative approach, which the forthcoming act could potentially facilitate through clearer mandates and responsibilities. Japan’s move to legislate plastic circulation offers a compelling example of a comprehensive legal framework addressing the entire lifecycle of plastics, promoting the 3Rs and increasing circularity. Its blend of design incentives, reduction mandates, and facilitated recycling pathways holds valuable lessons for Malaysia as it embarks on developing its own dedicated legislation. The introduction and robust enforcement of such a law could indeed facilitate the alignments, enhancements, and improvements critically needed to propel Malaysia towards a truly sustainable future for plastics.   

A Call to Action: The Path Forward 

The Malaysian Government has signaled its intent to develop an act to tackle plastic pollution [4]. By enacting a comprehensive legislation that establishes legally binding targets for plastic reduction, recycling, and reuse, coupled with implementation of a mandatory EPR system that holds producers accountable, Malaysia can move from ambition to action. In addition, the act should also strengthen waste management infrastructure with clear funding mechanisms, and aligns with global treaty obligations to ensure compliance with international standards and enable a truly effective circular economy for the plastic lifecycle. The time to act is now, before plastic pollution further threatens our environment, economy, and future generations. 

Written by:   

Abdulmuiz Abd Aziz: Senior Vice President, Head of PA Lestari   

Anwar Azmi: Senior Associate  

Members of PA Lestari, a specialised unit of PEMANDU Associates for Sustainability & Climate Change 

Sources: 

[1] World Wide Fund for Nature (WWF). (2019). Study on Extended Producer Responsibility (EPR) Scheme Assessment for Packaging Waste in Malaysia. Retrieved from https://www.wwf.org.my/?28886%2FStudy-on-Extended-Producer-Responsibility-EPR-Scheme-Assessment-for-Packaging-Waste-in-Malaysia= 

[2] Fong, F. (2024, February 24). Malaysia Ranks Third In Ocean Pollution: A Rising Tide Of Plastic Peril. The Rakyat Post. Retrieved from https://www.therakyatpost.com/news/malaysia/2024/02/24/malaysia-ranks-third-in-ocean-pollution-a-rising-tide-of-plastic-peril/ 

[3] World Bank Group. (2021). Plastics Market Study for Malaysia: Plastics Circularity Opportunities and Barriers. Retrieved from https://www.worldbank.org/en/country/malaysia/publication/market-study-for-malaysia-plastics-circularity-opportunities-and-barriers 

[4] Malay Mail. (2024, June 6). Nik Nazmi: Malaysia to consider dedicated law to address plastic disposal and pollution. Retrieved from https://www.malaymail.com/news/malaysia/2024/06/06/nik-nazmi-malaysia-to-consider-dedicated-law-to-address-plastic-disposal-and-pollution/138391 

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  – Usain Bolt 

In 2017, Usain Bolt spoke at PEMANDU Associates’ Global Transformation Forum in Kuala Lumpur about what it takes to effect change. In this interdisciplinary conference on personal and professional transformation, he chose “consistency” and “ecosystem development” as the drivers of his success.   

Sports can unite nations, inspire generations, and build legacies. Around the world, countries have leveraged sports as a vehicle for national pride, economic growth, and social transformation. However, for any sport to truly thrive, it must go beyond individual player performance and cultivate a sustainable ecosystem that fosters long-term success. 

At PEMANDU Associates, we believe that success in sports is not solely determined by athletic talent—it is also shaped by institutional strength, effective governance, and strategic investment. To remain competitive on the world stage, sports organisations must embrace modernisation, financial sustainability, and high-performance culture. 

Drawing on our experience working with sports organizations, associations, and councils locally and internationally, we understand that meaningful change requires a long-term, strategic approach from the grassroots level. True transformation doesn’t start at the top—it’s built from the ground up, where future champions are born. 

Case Study: Building A Strong Foundation For A Racket Sports Association In Malaysia 

We assisted a national racket sports association in Malaysia in strengthening its foundation across three core pillars: financial management, technical development, and governance reform. We guided the association in identifying initiatives to enhance its revenue streams and improve the organization’s financial sustainability. 

In parallel, we supported identifying initiatives to enhance the talent development pipeline system and foster a better environment to nurture future athletes.  

To further institutionalize progress, we helped refine governance processes and prioritise areas of operational efficiencies to drive long-term excellence. Through a long-term change management program, our shared vision is to enable the national sports association to operate with greater agility, transparency, and financial independence, setting the foundation for sustained sporting success. 

Case Study: Accelerating Sustainable Growth For A Leading State Football Club In Malaysia 

PEMANDU Associates also assisted in supporting the ambition of a leading state football club in Malaysia, driving structural and financial reforms to enhance long-term competitiveness.  

The transformation effort focused on five critical areas: governance, first-team performance, player development, infrastructure, and revenue sustainability. Streamlining management structures and strengthening internal controls helped establish a more efficient and accountable leadership framework.  

On the field, we facilitated developing initiatives to improve scouting methodologies to enhance team quality. In parallel, we reinforced the club’s player development pipeline, ensuring a structured talent identification program that nurtures athletes from the youth system to the first team.  

Beyond football operations, we supported the modernisation of commercial strategies, enabling the club to maximize sponsorship potential, optimize matchday revenue, and develop sustainable financial models. By embedding these changes, the state football club is better positioned to achieve competitive success while maintaining long-term financial stability. 

Beyond Performance: Strengthening the Sports Ecosystem 

While great athletes and teams capture headlines, the real backbone of sports success lies in how well the system behind them is structured. Nations that dominate global sports, whether in football, basketball, cricket, or badminton, have invested in four key pillars that drive transformation: 

1. GRASSROOTS DEVELOPMENT & THE TALENT PIPELINE 

Sporting dynasties are built from the ground up. Investing in grassroots programs ensures that the next generation of athletes is identified, nurtured, and developed for long-term success. 

• European Football Academies: European football clubs, including Barcelona, Bayern Munich, and Ajax, have made substantial investments in their youth academies, which serve as a continuous pipeline of talent for the first team. These comprehensive programs emphasize physical development, mental resilience, tactical acumen, and teamwork. Furthermore, for clubs like Ajax, the sale of homegrown players represents a significant revenue stream, with proceeds often reinvested into the club’s operations, infrastructure, and further development initiatives.  

• Community & School Programs: Successful sporting nations integrate sports into the national education system, making identifying and developing talent easier. Programs in the United States, China, and Australia strongly emphasize school-based sports competitions that feed into national leagues. 

• Comprehensive Athlete Development: Producing elite athletes is not just about physical training. Countries like the United Kingdom and Canada have invested in sports science, providing athletes with psychological support, nutritional guidance, and recovery programs to prolong careers and prevent burnout. 

Case Study: A Model for Integrating Sports into Education in Malaysia 

Nicol David’s journey in squash showcases how integrating sports into Malaysia’s education system can identify and nurture talent from an early age. 

• Early Talent Identification: She was scouted at age eight and won national titles by nine, benefiting from structured junior development programs. 

• Balancing Education & Training: She followed a rigorous training schedule while attending a public school, demonstrating a harmonious mix of academics and sports. 

• Comprehensive Support System: With backing from the Squash Rackets Association of Malaysia and the National Sports Institute, she had access to elite coaching, nutritionists, and sports psychologists. 

• Global Success: Nicol became the youngest Women’s World Junior Champion at 15 and later dominated the world stage as a professional player. 

Her story highlights the importance of early scouting, balanced education, and structured athlete development programs in producing world-class sports talent.  

2. STRENGTHENING GOVERNANCE & INSTITUTIONAL INTEGRITY 

A well-governed sports organisation fosters transparency, accountability, and long-term planning. Strong leadership and structured policies ensure that athletes, coaches, and administrators operate within a high-performance culture. 

• Lessons from Global Sports Bodies: Badminton Denmark has established robust governance models focusing on financial transparency, ethical leadership, and strategic planning. These structures ensure fair competition, sustainable funding, and long-term athlete development. 

• Building Effective Leadership: The most successful sports federations have clear governance frameworks that define roles, responsibilities, and performance metrics for leaders, coaches, and support staff. Establishing a culture of accountability—where decisions are made in the best interest of the sport rather than individual gain—is crucial. What does world-class governance look like in action? Denmark’s badminton ecosystem holds the answer. 

Case Study: Lessons from Badminton Denmark’s Governance Model 

Badminton Denmark is a leading example of strong sports governance, overseeing 700+ clubs through a structured, transparent, and accountable system. Key takeaways include: 

• Democratic Governance & Clear Role Definition: A multi-tiered structure ensures inclusive decision-making (assembly), strategic leadership (board), and efficient execution (administration). 

• Financial Sustainability: Diversified revenue streams (sponsorships, memberships, broadcasting) ensure long-term financial stability and reduce reliance on external funding. 

• Elite Athlete Development: Centralized high-performance training centres create a structured pipeline from grassroots to professional levels, producing world-class players. 

• Ethical Leadership & Accountability: Clear KPIs for coaches, administrators, and executives ensure decisions are made in the best interest of the sport, prioritizing transparency and performance. 

Badminton Denmark has built a world-class badminton ecosystem as a model for other federations by focusing on governance, financial sustainability, talent development, and ethical leadership. 

3. FINANCIAL SUSTAINABILITY & COMMERCIAL INNOVATION 

Relying solely on government support is not a viable long-term strategy for sports development. Successful sports ecosystems have found ways to diversify revenue streams and create self-sustaining models. 

• Sponsorship & Media Rights: Established sports maintain dominance through commercialisation and broadcasting deals that inject significant sports investments. European football clubs generate billions through broadcasting deals, sponsorships, and merchandise sales.  

• Merchandising & Fan Engagement: American sports leagues such as the NFL and NBA have turned merchandising into a multi-billion-dollar industry. Sports organisations worldwide must explore ways to commercialise their brand, engage fans digitally, and create new revenue streams beyond ticket sales. 

• Investment in Infrastructure: Countries like Japan, Qatar, and Germany have demonstrated that world-class training facilities and modern stadiums improve athlete performance and attract international sporting events and tourism revenue. 

Case Study: ONE Championship And Its Meteoric Rise In The 2010s 

ONE Championship is a notable success story in mixed martial arts (MMA), particularly in Asia, where it has seen explosive growth over the past decade. Capitalizing on the global surge in MMA’s popularity, driven mainly by the success of the Ultimate Fighting Championship (UFC), ONE Championship strategically targeted an underserved market by promoting Asian fighters to passionate audiences across the region. 

• Regional Broadcasting Partnerships: ONE Championship prioritized securing strategic broadcasting agreements with regional and international networks, ensuring its presence in key markets such as China, Thailand, Indonesia, and the Philippines. 

• Commercial Partnerships & Enhanced Production: As the sport’s viewership grew, so did its commercial appeal. ONE Championship attracted sponsorships and commercial partnerships that enabled significant investments in event production, including world-class arenas, dramatic fighter entrances, and the recruitment of globally recognized stars. These efforts significantly elevated the organization’s entertainment value, drawing in even more audiences.  

• Audience Engagement & Digital Access: Understanding the importance of reaching younger, tech-savvy audiences, ONE Championship leveraged digital platforms, streaming services, and social media to engage fans and increase accessibility. 

ONE Championship’s success lies in its keen understanding of the commercial landscape surrounding MMA. The organization effectively capitalized on the sport’s rising popularity, expanding its influence beyond Asia to become a globally recognized brand. Through strategic investments in production, broadcast, and fan engagement, ONE Championship enhanced its entertainment value, engaging audiences across multiple touchpoints. 

4. A CULTURE OF ACCOUNTABILITY & EXECUTION 

Great strategies and policies are meaningless without effective execution. The difference between success and failure in sports transformation often comes down to leadership buy-in, rigorous implementation, and continuous monitoring. 

As Idris Jala, our leader at PEMANDU Associates, puts it:

“An organisation that wants to change first must acknowledge the need to change. It also needs to believe in the possibility of change and wholeheartedly embrace the hope for change. Then, it needs to put in place concrete actions towards implementing that change, in order for anything to change. Ownership and accountability are critical.” 

• Performance-Based Governance: Sports organisations should be evaluated using key performance indicators, such as athlete development, financial stability, and international competitiveness. 

• Stakeholder Engagement: True transformation requires buy-in from all levels—government officials and private investors to coaches, players, and fans. Inclusive decision-making creates a shared vision for progress. 

• Adapting to Change: The world of sports is evolving rapidly with technology, analytics, and new training methodologies. Countries that adapt and embrace innovation will maintain their competitive edge. 

CONCLUSION: THE ROAD AHEAD FOR GLOBAL SPORTS DEVELOPMENT 

The transformation of sports is not just about winning medals or trophies—it’s about creating a sustainable ecosystem where athletes, organisations, and stakeholders can thrive together. The nations and organisations that embrace governance reform, financial innovation, and grassroots development will produce champions and leave a lasting legacy in sports history. 

Key Takeaways for the Future of Sports: 

• Governance structures must ensure transparency, efficiency, and long-term vision. 

• Financial independence through sponsorships, media rights, and merchandising is key. 

• Grassroots programs must be expanded to identify and develop young talent early. 

• Accountability and execution will define whether reforms lead to real transformation. 

As we look ahead, the question remains: Is the sports industry ready to embrace change? Transformation is never easy, but with the right mindset, investment, and leadership, the future of sports can be brighter than ever.  

Written by:  

Adam Malik: Associate Vice President  

Basil Lim: Vice President 

Dominic Ng: Senior Manager  

Jasmin Johnson: Executive Vice President 

Core members of PEMANDU Associates’ Sports Management Consulting

The post Transforming Sports Governance: A Roadmap for Sustainable Success appeared first on PEMANDU Associates.

True high stakes were probably what Goose dealt with every time he was in air. I cannot imagine myself being as funny or cavalier if I was wingman to Maverick. Pete “Maverick” Mitchell was the person at the controls – leaving Goose with very little power if he decided to disobey central command, fly below deck, fly inverted or ignore Goose’s warnings from the back seat.

Being a consultant is the far less-cool, less-glamorous, less high-stakes equivalent of being Goose. Besides the lack of F-18s to fly and having Val Kilmer as a colleague, there are similarities that us consultants and Goose share.

We too, have our Mavericks, except our Maverick changes with every client. The most important similarity is however: Goose existed for Maverick’s character development. Like Goose, we are present for a short blip in the lifetime of our clients (almost the equivalent of being killed off mid-movie), but that doesn’t stop us from doing our all to make sure our Maverick, whoever it is, shines.

Always the Wingman

“Your job isn’t to show off. It’s to make sure you do all that you can to make the client succeed.”

At the start of my career, I had thought of myself as the 1986 Maverick (or 2022 Hangman for those of you who skipped the original). My goal was to hit my markers of success, and that I did. Despite doing all that I thought I could do to be a Superstar, it was painful to see that I was one stop short of being stellar.

My moment of clarity came to me in 2021. After having worked in consulting, equity crowdfunding, and change management and playing the support role for multiple different clients did the chasm close. A consultant is always the wingman. Never the star.

Most PEMANDU consultants will be placed in implementation projects. It is these projects where we are baptised, truly by fire. And it is in these projects that we bear witness to the success of the 8-step methodology. As our chairman would remind us, we are the only people on the ground who know the process, and it is our job to bridge the gaps that the clients have (whether in terms of buy-in, capacity or capability) so we can see them succeed.

One of the greatest moments that challenged us was perhaps in a project in an East African country. In addition to our list of initiatives to deliver on, the new financial year was dawning on our tight-knit unit on the ground. Every day we woke up to the importance of making sure the initiatives and budgets the clients had worked so hard on during the PEMANDU Labs were captured in the plans for the new year and approved by the Board.

On the ground, we knew that we had to step in as comrades in arms to make sure the plans and budgets for the year were air-tight and lived up to the expectations for the Board. Our intention was not to make PEMANDU a hero, but to ensure our clients were given everything (approvals, the budget, and the endorsement) to succeed.

During this period, we had received instructions from HQ to focus on what we needed to deliver. As the people who worked, laughed, and ate with the clients – we knew that our role was far greater than HQ wanted us to play. Much like how every great movie needs conflict, it was also during this period that we were short on men. Two of our team members were required to fly back due to terrible circumstances, and I tried my best to ignore all the warning signs that I was going to need surgery, and soon.

“You’re not going to be happy unless you’re going Mach 2 with your hair on fire”

My boss had warned me before taking on a leadership position within the team: “The hardest moments aren’t going to be work, the hardest moments are when you’ll need to deal with the human side of the team. How will you deal with burnout? With low morale? With break-ups and loss of family? These aren’t in your job description, but these are things that you’ll need to learn how to navigate.”

By this point, the team had just concluded a rapid-fire Lab period. We had moved almost instantly into implementation and had just unpacked the last few boxes from moving to the country long-term. Most of us were married and have families back home – and perhaps it was our luck that some of us became new parents, some lost family members, and some of us fell sick within the period of two weeks.

I conceded to the team. In moments like this – it wasn’t directional leadership that was needed, I needed the conviction to come from each of us. The decision was the teams to make, would we bite the bullet and help the client? Or keep our heads down and focus on our success markers?

My anxiety grew in the teams’ silence.

But the answer the team provided renewed my conviction in the spirit of PEMANDU Associates. Where we fight for the clients like our own. “We might as well make our time here worth it”, said one of my team members.

A point to make here is also that the client was working on a skeleton crew with multiple hats. Additionally, an institution, our client had welcomed a new Board less than 2 years before we came in. This Board came in with high expectations, which the CEO worked hard towards achieving. Most of you will resonate with moments where you were resource strapped, but still had the heart to kick-it out of the park.

It was this scrappy mindset that led us to diving headfirst to bring the clients’ expectations to fruition. The decision to jump in and assist, despite this being an event that we were contractually not obliged to deliver, came as second nature to us. Just like Goose, we knew that the success isn’t ours to claim, but it was ours to support. Once again we were reminded, we are always the wingman, never the star.

This isn’t to say that we didn’t deal with burnouts and all-nighters while binging KFC.

Know your True North

The thing about PEMANDU is, our DNA had come to life naturally. With team members who are willing to go the extra mile for the clients, and who slide each other that extra cup of coffee when our energy levels are depleting.

This is what makes us incredible Wingmen. We know that our roles are short-lived, and we know that we merely exist as a launchpad for the client to achieve their strategic plans and shine as bright as they can. As a new generation of ‘Goose’ are recruited into the company, we only hope to teach them what we hope to have learned sooner: There is all the glory, in being a wingman.

To those who read this, know that we will always be ready to be your Wingman, whether you’re Abdul “Maverick” Sulaiman or Maksim “Maverick” Sidorov. This is Goose, still supportively screaming in the backseat of an F-18 in East Africa.

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A super app, which unifies many different app functions into one easy user experience, provides a service ecosystem by integrating a plethora of ‘mini app services’.

The question that I will address is this: Is the lack of super apps in the United States indicative of a difference in mindsets between people in Southeast Asia and the United States in terms of what it means for digital economic growth?

Asia is on track to account for 50% of global GDP by 2040 and 40% of global consumption, representing a significant shift in the centre of gravity of the world’s economy¹. Western observers and media have long discussed Asia’s rise in terms of its enormous potential for the future. It is time for the rest of the world to change its perspective even more as Covid-19 has propelled us further into the future.

The question now becomes, are we Asians (particularly Malaysians), prepared for this inevitable shift? I was completing an international professional certification course when I discovered that the term “super app” is almost non-existent in the United States. My classmates, who consisted mostly of working professionals from the United States, have never encountered the term “super app.” The course trainer had a rough idea of what a super app is but had never actually used one.

In the meantime, we Asians are already very much accustomed to the concept of super apps, integrating them into our daily lives seamlessly. This realisation sparked my curiosity to research the East-West digital divide further. Our cultures and behaviours from both sides of the world can be so deeply embedded that they profoundly influence the direction of our digital growth whether we realise it or not.

Market trends in the East have displayed strong growth within the super app industry, as consumers are increasingly dissatisfied with having to manage multiple apps, constant updates, and the extensive use of device memory space. Super apps such as Gojek, Wechat, Grab, Paytm, AliPay and Kakao combat app fatigue by providing supplementary services that go beyond the app’s primary purpose.

Super apps today combine more than four features including but not limited to e-commerce, delivery services, e-hailing, fintech solutions, and social media integration. Naturally, we begin to question why META, owner of WhatsApp, Facebook, Instagram, Giphy, and Packagd, has yet to adopt super app features. Facebook, which is considered to be the world’s most popular social media platform, may very well be the closest Western platform to having the tools to create a super app, but it has yet to do so.

This leads us to explore the various differences in mindsets about super apps between entities in Southeast Asia, specifically Malaysia, and the United States. To begin with, data privacy, policy and regulatory readiness, market demand and user behaviour are among the factors contributing to the disparity in growth in the digital economy between both regions.

User data privacy is not a priority in Malaysia. Companies that own super apps collect a large amount of personal user data to tailor services to individual user preferences. Western governance tends to place strict limits on the amount of consumer data that businesses can access. These restrictions make it more difficult for the likes of Facebook to collect relevant user data in order to meet their business needs.

Malaysia’s Personal Data Protection Act (PDPA) 2010 is intended to be at the forefront of protecting information collected about an individual. However, the PDPA contains no provisions addressing the issue of online privacy, which includes data such as geolocation and cookies, among other things.

In comparison, Europe prioritised data privacy, which resulted in the adoption of the General Data Protection Regulation (GDPR) by the European Union in May 2018. The GDPR, which replaced the 20-year-old Data Protection Directive, imposes stricter rules than before, governs how businesses harvest and manage data, and imposes severe penalties on violators.

Malaysians have grown so accustomed to scammers and unwanted phone calls or texts that we have unfortunately normalised these violations of data privacy and are no longer prioritising or demanding tighter data security. Between 2021 and 2022, reported cases of data breaches show the extent of this problem.

Malaysia recorded over 20,000 cyber crime cases in 2021 with losses amounting to RM560 million, deputy secretary-general (Security) of the Home Ministry, Datuk Abdul Halim Abdul Rahman, was quoted as saying in a news report². He said the cases recorded included cyber bullying, falsification, hacking, phishing and e-mail scams which were increasing each year.

A total of 11,367 cases of cybercrime were reported from January to July last year, Commercial Crime Investigation Department (CCID) deputy director (cybercrimes and multimedia) Senior Assistant Commissioner Victor Sanjos was reported to have said.³

He said the trend of cybercrimes from 2016 till July 2022 showed an increase from 39% of commercial crime cases to 61%. From 2019 to 2021, nearly 70% of all business crime cases were classified as cybercrimes. The figures are incredible! From 2019 to June 2021, the police received reports of losses totaling RM2.23 billion. The government continues to make advances in terms of cybersecurity governance and cooperation, Sanjos said.

Malaysians favour easy access over strict financial policy and regulation

One primary feature for an app to be considered a super app is the provision of financial services, which Facebook does not offer. This could potentially be due to the contrast between the West and Southeast Asia, where Western governments have imposed strict financial service regulations. Fintech companies in the United States tend to face major scrutiny as they are held to the same standard as any other financial institution; and similar to a bank, they must place a primary focus on customer protection.

Recently, there are rising concerns in Malaysia regarding the increase of ‘Buy Now, Pay Later’ (BNPL) services. Platforms such as Atome, Rely, FavePay, Hoolah, MrPay Later, myIOU, PayLater Grab and SPayLater Shopee, are all easily accessible online credit services. These payment options made available through super apps are often targeted at young users with limited financial management knowledge. Worryingly, unlike a credit card, there is no need to fill out a detailed application form or submit documents proving your income or ability to repay outstanding amounts when you choose a BNPL service. Most BNPL providers do not conduct credit checks as part of the application process. The ease of access could become the BNPL service’s biggest disadvantage, as unreliable credit records introduce more risks both for businesses and naïve users alike.

In view of this, we need to press the authorities to take responsibility for the regulation and monitoring of financial services that could jeopardise the welfare of future generations of users and businesses. If left unchecked, this easy access to a myriad of financial services has the potential to create a new generation of debt trap victims and young bankrupts.

Monopoly vs oligopoly markets

The readiness of super apps to pursue third-party integration enables them to expand the range of features they can offer. Third-party developers, for example, can create mini apps that are then integrated into the wider app ecosystem. WeChat is a prime example of mini-app integration into a single super app. However, third-party integrations are not common in the United States and Facebook, for example, strictly prohibits any third-party integration, limiting the types of services it offers. This is visible in how the video service on Facebook was created independently of YouTube.

While this strategy works well for Facebook, it limits its potential to become a super app. On the other hand, the absence of super apps increases competition between apps of a specific nature, minimising the creation of monopoly markets in the United States. For example, both Lyft and Uber focus on e-hailing, giving other app providers the opportunity to fill market gaps such as grocery delivery, QR pay solutions and e-commerce. Compare this to the market in Southeast Asia, where dominant market players such as Grab, Shopee, Gojek, and WeChat are able to monopolise their users’ attention. Small apps cannot compete in this hostile market dominated by large players. The nature of this monopoly market poses the risk of uncompetitive consumer prices, fewer consumer choices, market over-reliance and collapse, and potentially opens the door to monopoly markets gaining political power to protect their interests, which increases the risk of diseconomies of scale.

The greater the market hold of super apps in general, the greater the risk of a collapse; for example, Shopee announced several waves of employee layoffs recently, and Carsome announced a retrenchment exercise just last week. These developments should push us to reflect — can this be due to a lack of proper planning and rapid digital growth? Why did this occur in the face of a large returning active consumer database? As the poisonous cherry on top, monopolies in the market may even have a negative impact on a country’s economy and employability, causing instability.

Differences in user behaviour and cultural influences

Differences in user behaviour and cultural influences have played a significant role in the rise of super apps. Market demand has been the driving force behind this trend. In many Asian cultures, time is money, and people value quick and efficient services. Super apps provide convenience at our fingertips, requiring minimal effort, and offering highly convenient services. This convenience has made us forget about the real cost of this service.

Similar cultural practices can be found across many Asian nations, resulting in similar consumer habits. This has allowed various businesses to operate and provide the same services in different countries throughout the region. For example, Super apps like Shopee and Grab quickly spread across national borders, boosting their popularity and success. GoTo Group, which owns Gojek and Tokopedia, is a prominent example in the region and is accountable for 2% of Indonesia’s GDP. It is also the highest-valued tech unicorn in the world. Similarly, about 87% of South Koreans use the Kakao platform.

What these nations share in common is a young population that is accustomed to using digital tools and services. Whenever they need something, all they need to do is grab their mobile devices and open a super app. This behaviour is driving the growth of the digital economy and the demand for super apps in the market.

Moreover, when we look at world trends outside the US, we can see that in countries like China, the environment is awash with sensory inputs. For example, walking down a San Francisco street may seem like a quiet experience with minimal colours and no neon lights, a contrast to Beijing. Chinese graphic design, especially posters and packaging, follows the principle that the more stuff you add, the better. It has to be full. Additionally, Chinese and Asian cultures tend to have a table full of food during dinner time while Western cultures have minimal plates on the table in comparison. In a nutshell, culturally, Chinese or Asian super apps very much reflect our day-to-day behaviour.

The case for strong awareness, policies and enforcement for long-term sustainability

For Malaysia to remain on track to become a high-income nation, digital growth is essential. Our digital economy and the rise in online users are largely attributed to the usage of super apps. But it is important to recognise that being digitally literate should be a top focus of all users as they utilise these services. To protect users, businesses and ultimately, the economy itself, policymakers must ensure that digital growth is secure and sustainable in the long term. We must constantly keep an eye on how our digital growth is progressing. Is the digital economy expanding in tandem with effective regulations, enforcement, public awareness and understanding, and sustainability?

Undoubtedly, rapid digital growth comes at a price. The lack of super apps in the US has definitely cost them in terms of economic advantages, digital advancement and new innovations that are afforded by digital development. The Covid-19 pandemic has brought into sharp focus the value of the digital economy in maintaining stability in the economy. Data is the commodity of the future, and both the use of the internet and technological advancements are causing its rapid growth.

However, if nations do not manage and balance their responses to digitalisation, they run the risk of fostering an irreconcilable digital divide. All things considered, there are no superior solutions or approaches between the East and West; each has benefits and drawbacks. Now more than ever, it is crucial to observe and study the various mindsets related to sustainable digitisation. Ideally, this will enable us to examine the gaps and ensure a better digital future.

Syafa Mustaffa is a manager at PEMANDU Associates.
Edited by Rash Behari Bhattacharjee

This article was featured on The Edge Markets and KLSE Portal, 29 March 2023

References :

1. Asia’s Future is Now

2. Malay Mail : 11 August 2022, title : Home Ministry Malaysia recorded RM 560m in losses from cyber crime in 2021

3. News Wav : Article Title : Over 11,000 cybercrime cases reported from Jan – July 2022 – Police

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“There is no breakthrough without a breakdown” – Dato’ Sri Idris Jala.

At the recent A TGP Inspirational Leadership Podium 01/2023, our esteemed Chairman, Dato’ Sri Idris Jala, delivered a thought-provoking talk on Leadership Resilience in the face of uncertainty and setbacks. The discussion centered on the unprecedented challenges that political leaders and healthcare systems worldwide had to confront during the pandemic, including deficits in crisis communication, leadership, preparedness, and flexibility. However, the conversation also highlighted the invaluable lessons and opportunities that arose from these challenges for leaders and researchers to learn from, paving the way for a more prepared future.

In his address, Dato’ Sri Idris shared 6 Secrets of Transformations, underscoring the critical role of healthcare leaders in adapting and transforming their approaches to new ways of working. Dato’s Sri Idris also end the session with a suggestions on The Way forward for transformation in Malaysian Healthcare.

Learn more about our 6 Secrets of Transformation

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Raising that rate has consistently been a national priority, and Malaysia has undertaken all sorts of initiatives to that end, from return-to-work corporate tax deductions to skilling programs to childcare subsidies and vouchers. As another International Women’s Day rolls around the corner, we take a quick look at how the country has fared in that regard over the last ten years.

Clear strides forward in labour force participation

The 2013-2023 decade brought with it a global pandemic, several wars, and other economic shocks. And yet: Malaysian women seem to have still made some gains in terms of their labour market participation rate.

The overall labour force participation rate increased from 52.4% to 56.2% in this ten-year period, and while the gain of 3.8% may seem small, every incremental increase is hard fought. It means an additional 1,358,000 women are participating in the workforce in 2023 as compared to ten years before; the net gain (discounting population growth) is estimated to be circa 440,000 women.

Participation in the youngest age group (15-24 years) seems to have made no gains at all, likely affected disproportionately by the pandemic and related economic effects. In any case, this is a hard group to get a handle on, as it includes a diverse set of youth profiles: out-of-school children, recent graduates, etc. Labour force participation has always been lower in this age group compared to the two groups that come after.

However, in 2023, women aged 25 to 44 years of age saw higher rates of participating in the workforce than in the decade prior. The 2023 25-34 age cohort outdid the previous age cohort by almost 10 percentage points, and the 2023 35-44 age cohort outdid the previous cohort by almost 8 percentage points (Figure 2).

Looking at the data longitudinally (and assuming that the individuals in each age cohort remain roughly the same and disregarding any significant cohort changes as a result of Covid-19), we not only see that subsequent cohorts seem to be making larger gains than the previous, we also see indications of some gains in the same age group over time. For example, the 35–44 age cohort’s labour force participation rate went from 69.3% to 72.4% between 2013 and 2023 (Figure 3). It’s unclear how to interpret that number in the abstract, but perhaps we are seeing that first glimpse of that “second wave” of labour force re-entry, and at the very least, it seems like a sign that this cohort is not going to leave the labour force as rapidly as previous ones.

“Return to Work” remains a challenge

The overall pattern of labour force participation remains the same, with labour participation rising and then falling over the course of the female population’s working years. Our nation continues to be eluded by the second “wave” of labour force participation — the return to work after initial exit during the “child-bearing years” — that is observable in peer nations.

Graphically, this would be typically represented by a rough inverted “W” shape in labour market participation over time, but in Malaysia’s case, we see, at best, an inverted “U,” with the hope of a flattening labour force participation rate for the 35-54 age ranges.

May the future hold more choices for Malaysian women

As policy analysts, we are taught to look for broad patterns in data and generalisable, evidence-driven conclusions that can inform next steps. However, having spent a considerable amount of time working in programs and policy initiatives aiming to increase female labour force participation, I cannot help but look at the absolute number of unemployed women in Malaysia at the present moment: ca. 240,000 women. That number, accounting for ~3.5% of the female work force, represents the women who want to work, are looking for work, but are unable to secure employment.

Economically, that’s not a worrying number. It’s not far from the male unemployment rate, and almost exactly what economists would call “optimal.” Within the epistemic limitations of survey data, we can conclude that: the female labour force has grown, there are more women who can and want to work, and almost expectedly, there are more women who do not have jobs.

However, that’s still a quarter of a million women, most likely under 24 years old, and most likely struggling to navigate both the confusing world of job searching as well as cultural and familial pressures in their effort to find a job. My heartfelt hope is that these 240,000 women don’t give up.

The solutions for women who are not actively seeking work are less clear. These women considered “outside the labour force,” consistently cite household/family responsibilities as the cause of their non-participation (regularly 40-60% in each labour force survey). Addressing this issue involves affecting change in our entire approach to the “care economy”, i.e. the way our society organises the (paid and unpaid) care work on which it depends for its very survival.

As we celebrate International Women’s Day, we salute all Malaysian women: those who work, those who don’t, those who made hard choices to be able to work or not to work, and those who never had those choices to begin with.

If the gains we have made on the whole over the past decade are any indication, there is reason for hope that ten years down the line more Malaysian women will be able to make those choices for themselves.

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