Global technology-hub-blueprint

CYBERJAYA
Global Technology Hub
Blueprint

CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT
INTRODUCTION
The Global Technology Hub Blueprint study was commissioned to carve out the technology strength in Malaysia,
to be strategically developed and to strengthen its core competency for innovative technology development
within Cyberjaya. The development of specific technology focus is to consolidate key resources and distinctive
capabilities of Cyberjaya, for developing new opportunities to invoke and foster innovative values in technology as
a driver for the country. The study undertook benchmarking of the best technology parks and start-up ecosystems
across the globe that played a pivotal role in the success of their own technology driven economies. This strategic
approach brings to light a broader perspective in using global practices to work with various agencies across the
ecosystem. This includes collaborative industry partnership and commercialisation in the technology value chain
of Malaysia. The blueprint provides a conceptual framework to evaluate the impact of innovation and technology
at a global level; to benchmark local technology integration competency and a yardstick for resources efficiency to
develop a competitive edge for achieving the digital aspirations of Malaysia
No part of this document may be reproduced in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without prior written
permission of Cyberview Sdn Bhd (CSB). This document has been compiled for the exclusive use of the Global Technology Hub committee and stakeholders and is
not complete without the underlying detail analyses and the oral presentation. CSB does not assume any responsibility for the completeness and accuracy of the
statements made in this document.
© 2014 by Cyberview Sdn Bhd. All rights reserved.

FOREWORD
Technology, beyond the spectrum of
Information Communication Technology is
rapidly becoming a key resource to foster
innovation and boost economic and social
prosperity for Malaysia. The contribution to
the national GDP from the digital economy
is expected to reach 17% as we move
towards year 2020. Technology is a major
contributor and key driver to the national
economic development. It is an area
where innovation and creativity that can
consolidate growth, generate new
employment and create business
opportunities. The role of technology has
globally made a paradigm shift to become
a critical enabler, a demand driver and
taking the centre stage in some of the
leading economies and enterprises today.
In the economic sense, technology have become a new form of asset class,
equivalent to data or oil. The competitive advantage for many countries has shifted
towards process technology which are man-made and in replacement of natural
comparative advantage. That is the power and opportunities driven in this era of
technology and internet
As the government puts in place many digital measures under the New Economic
Model, Economic Transformation Plan, Government Transformation Plan and Digital
Malaysia to place Malaysia firmly on the global digital map, we must ensure that we
have a complete ecosystem that continues to progress in tandem with our national
digital agenda. With this strategic injection of push to our national initiatives, it
realigns our national initiatives to a leaner and stronger approach to work inclusively
across all agencies. By doing so, our country will keep in pace with the much
competitive global economy.
Yang Berbahagia Tan Sri Dr. Mohd Irwan Serigar Abdullah
Treasury Secretary General
Malaysia Ministry of Finance

FOREWORD
Economic growth will be more targeted with efficient use of
resources by converting to technology-led industries in
sectors that Malaysia has the competitive advantage.
Development of a Global Technology Hub into a vibrant,
productive and liveable city comparable to major cities in the
world is critical in our mission to attract talent, businesses and
investments to Malaysia. This investment in technology
advancement will set an example for Malaysia’s very own
Global Technology Hub to be replicated for sharing of
economic benefits in other urban cities to create a robust and
vibrant community in line with the current global environment
and national priorities.
To develop Malaysia with a mission towards a progressive
and high-income nation, we must consistently keep our sights
set on making sure we deliver and occasionally adjusting as
needed to achieve it. Our past strategies of driving economic
development needs to be consistently injected with strategic
approaches to keep the economic development resilient and
the determination drive forging. This collaborative study
initiated for pushing technology and the idea of a Global
Technology Hub in Cyberjaya is timely and brings new focus
to technology for Malaysia.
I would like to take this opportunity to express my
appreciation to all Regulators, Agencies and Ministry
departments who contributed towards the development of this
Global Technology Hub blueprint. The successful completion
of the study has only earmarked the beginning of our
transformation journey for fast-tracking our technology
innovation. It will not be easy and we must work inclusively to
brace the challenges.
I have full confidence that the Global Technology Hub
blueprint will bring about positive changes which will benefit
all Malaysians. The Government and Ministry of Finance is
committed to ensure delivery of goals underpinned by the
blueprint and I am personally committed. Let’s take this
journey with a mighty stride as a nation – together for
Malaysia.

EXECUTIVE SUMMARY
In 2013, Cyberview Sdn Bhd received a new mandate from
the Malaysian government to transform Cyberjaya into a
Global Technology Hub. This new hub shall not be limited to
ICT and at the same time accelerate Cyberjaya’s global
leadership in Information Communications Technology.
This initiative aims to create high technology jobs for
Malaysians and to make Cyberjaya a preferred investment
hub for technology companies while reaffirming Cyberjaya's
existing position as a premier ICT location.
Committed to the new duties given, Cyberview’s team set
out on a study to formulate a strategic blueprint. This
blueprint will identify common key success factors of global
technology cities to develop focus areas that will expedite
achievement of the aspirations from the new mandate.
As part of the Strategic Blueprint, Cyberjaya will focus on
drawing investments to and developing the ecosystem for 5
technology focus areas, in close collaboration with all
relevant agencies :
The Strategic Blueprint also developed the various
positioning strategies for Cyberjaya as well as potential
target companies to attract in each technology focus areas.
Cyberjaya will seek to secure, in close collaboration with all
other relevant agencies, a set of key enablers to nurture an
attractive ecosystem for targeted investments, for instance,
talent, infrastructure, R&D institutions and platforms,
incentives and funding, networks, broadband access and
liveability.
The Strategic Blueprint is expected to have a significant
impact in terms of GNI creation, job creation, development
of new industries and industry specific ecosystems as well as
technology transfer.
ICT
(consists of 5 selected sub-areas)
NON-ICT
Information Security Green Technology
Creative Content Technologies Biotechnology
Mobile Internet Wearable Technologies
Cloud Computing Smart Grid Technology
Big Data Analytics

A Context 5
A1. Technology in the national agenda 6
A2. Cyberjaya's current situation 11
A3. Technology trends that are shaping Asia Pacific 20
A4. Benchmarking of other technology hubs 25
B Key technology areas 38
B1. Overview of selected technologies 39
B2. Technology and competition overview: ICT-related technologies 42
B3. Technology and competition overview: Other technologies 53
C Positioning strategy & action plan 62
D Impact 81
E Appendix 84
E1. Benchmarking: Technology parks 85
E2. Benchmarking: Start-up hubs 98
Contents Page

A1.
Technology in the national agenda

As a first step, we analyzed relevant policy documents to gain
deeper insights into technological priorities at the national level
3rd Industrial
Master Plan
2006-2020
(2006)
SME Master
Plan 2012-2020
(2012)
Strategic
ICT Roadmap
(2013)
10th Malaysia
Plan 2011-2015
(2010)
9th Malaysia
Plan 2006-2010
(2006)
Government
Transformation
Program (GTP)
(2013)
Economic
Transformation
Program (ETP)
(2010)
New Economic
Model (NEM)
(2009)
S&T Master
Plan
(2003)
Digital Malaysia
354 Roadmap
(2014)
Conceptual
blueprints
Vision
documents
Operational
roadmaps
Sector-specific
action plans
• Malaysia's national development plans

By doing this, we had to reconcile the different priority areas
defined in each national policy document
Strategic
ICT Roadmap
(2013)
New Economic
Model (NEM)
(2009)
Conceptual
blueprints
Vision
documents
Operational
roadmaps
Sector-
specific
action plans
Economic
Transformation
Program (ETP)
(2010)
Digital Malaysia
354 Roadmap
(2014)
8 Strategic
Reform
Initiatives
(SRIs)
> Re-energising the private sector
> Developing a quality workforce and
reducing dependency on foreign
labour
> Creating a competitive domestic
economy
> Strengthening the public sector
> Transparent and market-
friendly affirmative action
> Building the knowledge base
and infrastructure
> Enhancing the sources of
growth
> Ensuring sustainability of
growth
12 National
Key Econo-
mic Areas
(NKEAs)
> Greater Kuala Lumpur/Klang
Valley
> Oil, Gas & Energy
> Palm oil & Rubber
> Wholesale & Retail
> Financial Services
> Tourism
> Electronics & Electrical
> Business Services
> Communication content &
Infrastructure
> Education
> Agriculture
> Healthcare
6 ICT FAs1)
> Cloud Computing
> Wireless Intelligence
> Big Data & Analytics
> Security
> E-services
> Ubiquitous connectivity
1) Focus Areas
3 ICT FAs 1)
5 Sub-sectors
4 Digital
communities
> Access, Adoption, Use
> ICT services, eCommerce, ICT manufacturing, ICT trade, content &
media
> Digital entrepreneur, B40, Youth, SME
• Development plans focus areas

The national reports emphasize the need to identify specific niches
where Malaysia can leverage its strengths to develop an edge
• Key findings: Vision documents & conceptual blueprints
New Economic
Model
> Shift focus from importing foreign
technology to encouraging homegrown
innovation
> Need for niche-focused development
> Need for a closer collaboration between
private sector, academia and R&D centers
> Lack of support for innovative SMEs
> Need for more incentives towards ICT
companies to relocate into clusters
> Need for broadband expansion to leverage
advanced infrastructure by :
– Attracting data and processing centers
– Focusing on content development
(mainly eGovernment, eLearning and
eHealth)
> High-value green industries and services
> Renewable energies (photovoltaic, biomass-
using technologies), biodegradable products
> Oils, cosmetics, nutraceuticals
> High-value added products for palm oil
(e.g: Mechanization, biotech seed research)
> Shift from a low-cost to a knowledge-based
economy to avoid 'the middle-income trap'
> Need for a cluster development approach
> Need for private sector-led growth and
more private-public partnerships
> Need for latest infrastructure rollout (e.g: 4G)
> Shift from providing infrastructure and
access to applications and content
> Need for strengthened advanced services
(e.g: Creative content, payments, e-
commerce)
ETP
> N/A
General perspectives on
technology
Perspectives on ICT and
ICT-related sectors
New technology niches
identified
GTP
> Sub-segments within education and
healthcare sectors where modern
telecommunications can be applied
Key implications for Cyberjaya
> Need to shift from previous focus on infrastructure to value-added activities such as the development of content and
applications
> Need for a nimble, targeted approach to identify niches where Cyberjaya has a competitive edge
> Need for increased availability and usage of
Mobile Computerized Access Devices
(MCADs)
> N/A

They also spelt out the need for technology clusters in Malaysia to
serve as local catalysts for commercially-oriented technologies
• Key findings: Operational roadmaps
9th Malaysian
Plan
> Need for 'technology-oriented incubators'
> Need for incentives for market-oriented
R&D to increase the commercialization rate
> Lack of S&T programs for students
> Lack of industry involvement in academic
programs and research
> Need for flexible approach towards
researchers' equity ownership in spin-off
companies
> Need to enhance ICT-related skills
> Lack of linkages between local and world
class research institutions
> Potential niche areas: Semiconductors,
microelectronics, grid computing, language
engineering, information security
> Agriculture: Biotech, ICT applications
> Rubber: Processing, biotech (new products)
> Oil palm biomass & biofuel: Oleochemical,
biotech (e.g: Nutraceutical, pharmaceutical)
> Oil & gas : Oil recovery technologies
> Advanced materials: Photonics, polymer
composites, energy storage devices
> Advanced manufacturing: Robotics, smart
sensors, high-technology packaging
> Aerospace: Small aircrafts, MRO1), NSP2)
> Nanotechnology: Nanoparticles, machining,
nanostructured catalysts and membranes> Need for more venture capital activity
and improvement in access to financial
support for SMEs
> Lack of incentives for knowledge transfer
> Need for refocused corridors on key
industry clusters attracting both
competitive MNCs and SMEs
> Lack of product acceptability, branding and
cross-discipline expertise
> Potential niche areas : Digital content
development, e-commerce, SSO, e-
solutions, bioinformatics
10th
Malaysian
Plan
General perspectives on
technology
Perspectives on ICT and ICT-
related sectors
New technology niches identified
1) Maintenance, Repair and Overhaul , 2) National Satellite
Program
Key implications for Cyberjaya
> Cyberjaya has to build a comprehensive ecosystem conducive for the transfer of knowledge from overseas
MNCs to local firms
> Innovation efforts should be geared towards developing potential commercialization opportunities

A2.
Cyberjaya’s current situation

 Overview of Cyberjaya land developments
Cyberjaya has undergone significant development since its
establishment in 1996 – It now faces a depleting land bank
> Spanning approximately 7,000 acres, Cyberjaya was
developed with high-tech infrastructure and infostructure to
encourage global corporations to set up ICT operations – ~800
companies and ~35,000 knowledge workers
> Home to 6 colleges/universities and ~23,000 students
> Notable features: Dedicated backup electricity supply, high
speed fiber connectivity, district cooling system, carrier
neutral data centers
Developments
Cyberjaya – the nucleus of MSC Malaysia
Multimedia
University
Lim Kok Wing
University
Cyberview Resort
& Spa
Cyberjaya
Lake
Gardens
Undeveloped land Land under construction Existing buildings
Green lung/parks Schools/universities/public services buildings
> However, following significant developments within the
township, Cyberjaya now faces depleting land bank
> Cyberview will need to strategize its future development
plans taking into account the remaining land bank available

Cyberjaya has grown steadily, with rapid growth in office
occupancy and number of companies operating
35,000
20132011
29,979
2013
23,000
2011
21,986
Student population
Knowledge workers
2012
E
7.1
2011
6.9
Office space
2013
815
2011
621
70%
65%
8%
2%
CAGR
3%
15%
8%
Occupancy
Number of knowledge
workers [#] Office space [m sq ft] & occupancy [%]
Number of companies
Student population [#] Number of companies operating [#]
CAGR
CAGR CAGR

Key
developments
in Cyberjaya
Establishment of
physical infrastructure
(e.g. fibre optic cabling,
dual feed power
system)
Growth in number of MNCs
(e.g. Dell, IBM, Ericsson),
local companies and start-
ups in Cyberjaya
Sustaining competitiveness
amidst aggressive rollout of new
cybercentres nationwide
Aspiration to transform into a
global technology hub in the
face of competition locally and
overseas
Cyberview's
role
Landowner
Develop basic
infrastructure to
enhance attractiveness
Facilitator
Sell and lease land,
construct buildings, support
MSC via Cyberjaya dev't
Cyber City Manager
Drive growth of Cyberjaya to transform it from a premier global
ICT hub into a global technology hub
Multimedia
Super
Corridor:
Key strategic
thrusts
> Developing the local
ICT industry
> Establishing 1 corridor
(i.e. Cyberjaya)
> Launch of 7 flagship
applications1)
> Building ICT as an enabler
for growth
> Rollout of MSC cyber-
centre/city status to 14
new qualified locations2)
> Deeper implementation of
7 flagship applications
> Creating global test bed for
new multimedia/IT
applications
> Aggressive rollout to 19 new
qualified locations
nationwide3)
> Focusing on 4 new clusters
(creative multimedia, SSO,
infotech, IHL4) & incubators)
> Expanding MSC Malaysia to
encompass the whole of
Malaysia
> Linkage of MSC cyber-cities
to global cities
 Cyberjaya development: Timeline
Over its short 18-year history, Cyberview has evolved from a
landowner to becoming an active Cyber City Manager
1) E-goverment, MyKad, Smart School, Telehealth, R&D cluster, E-business and Technopreneur Development; 2) in KL, Perak, Johor and Melaka;
3) Klang Valley, Penang, Kedah, Melaka, Perak, Johor and Pahang; 4) Institutions of higher learning
1996 2010 / 20112003 / 2004 2020Today
Phase I:
Establishment
of an ICT hub
Phase II:
Growing into a
global ICT hub
Phase III:
Sustaining
competitiveness
Phase IV:
Transition to Global
Technology Hub

 Changes to vision, mission statement & objectives
Cyberview's official vision, mission and objectives have
recently been adjusted to reflect the new strategic direction
for Cyberjaya
Vision
Mission
statement
Objectives
Previous
"To become the preferred investment location
in the region for technology companies that
harmonises the dynamics of human,
environment and technology."
"To realize Cyberjaya as a premier ICT hub and
to be preferred location for ICT, Multimedia
and Services innovation and operations; and
to fulfill specific Government initiatives in
support of the innovation economy by 2020."
"Cyberview's main objective is to ensure the
development of Cyberjaya in accordance with
the Government guidelines and aspirations
and to also advise the Government on
MSC/Cyberjaya development matters."
As of 6 Dec 2013
"Leader in the development of Global Technology
Hubs."
"To provide the ecosystem in creating a preferred
investment location for technology companies,
with Cyberjaya as the showcase."
Primary Objective: Elevate Cyberjaya into a
Global Technology Hub
Secondary Objective: Strengthen Cyberview’s
position to become Leader in the development of
Global Technology Hubs

 Cyberview: Potential roles in technology promotion
Cyberview needs to play different roles depending on the life-cycle
stage of the technologies it wishes to promote in Cyberjaya
More
passive
More
active
I
II
III
Driver
Champion
Facilitator
> Single agency currently does not exist to nurture
technology
> Cyberview can play a galvanizing role to form
agency and serve as key driving force to transform
Cyberjaya into a hub for the emerging technology
> Relevant agencies exist but technology cuts across
multiple
> Roles not clearly delineated among agencies
> Cyberview can serve as active advocate to promote
the technology among relevant agencies
> Established agencies with clearly defined roles and
action plans to develop the technology
> Cyberview can serve as intermediary to facilitate
discussions among stakeholders, incl. companies
looking to set up, investors and property owners
Technology
life-cycle stage
Emerging
(Innovation)
Early stage
(Syndication)
Mature
(Diffusion &
Substitution)

To achieve its vision, Cyberjaya must overcome certain
challenges to develop a competitive edge and build up the
necessary resources
Lack of skilled manpower
especially in high technology
applications
Stiffening competition from
local and foreign innovation
hubs
Area Description/implication
> Liberalization of cyber-centre status to more locations nationwide has
increased competition, leading to certain lost accounts for Cyberjaya
> Financial incentives and relocation requirement no longer sufficient to
support Cyberjaya's growth – Need to build a competitive edge
> Cyberjaya also faces competition from regional science and technology
parks, e.g. Biopolis in Singapore (healthcare) and Hsinchu in Taiwan (high-
tech)
> Significant challenge in attracting the right talent to Cyberjaya has been a
major deterrent to high tech foreign investors looking to set-up high-value
operations
> Talent retention is also an issue with high staff poaching
> Further alignment with universities required in order to ensure programs
that produce the required talent and skills to meet Cyberjaya's demands
Competition
Resources
Lack of funds for investments,
and the risk of having low
investor take-up
> Meaningful seed funding is required for start-ups in new technology areas
– Need to attract angel investors and venture capital
> Developing Cyberjaya to a global technology hub also requires significant
financial investments for infrastructure upgrade
Lack of "soft" infrastructure
for a "livable township" –
"Hard" infrastructure in need
of upgrade
> To be a complete and livable city, Cyberjaya requires investments in
additional infrastructure such as hospitals, mosques, and other amenities
> Its vision of being a global technology hub also necessitates upgrades to its
existing infrastructure including wi-fi enhancements and ultra-broadband
Growing
competition
Challenge
Talent
shortage &
mismatch
Lack of infra-
structure
Lack of
funding
• Cyberjaya: Key challenges for the future
A
B
1
1
2
3
> These challenges will serve as a guide for the team to develop shortlisting criteria for the technology selection phase
> They will also be treated as gaps to bridge in Phase III (Strategy & Requirements)

Poor link
bet. R&D &
business
Poor
knowledge
transfer
Inadequate
SME support
Unclear
role
definitions
Lack of
clear vision
These challenges were taken into account in the technology
selection phase and treated as gaps to bridge
Lack of support and
opportunities for SMEs
> Poor linkages between SMEs and government agencies – Malaysian
government is the largest spender on high-technology products, yet there is
limited use of local technologies by the government
Potential conflict of interest
among main stakeholders in
Cyberjaya
> Clear distinction of roles required between multiple entities governing
Cyberjaya's development, e.g. Cyberview, local state authority, Setia Haruman
and MDEC, to avoid potential conflicts
Networks
Incomplete ecosystem for
high-value research
Lack of success in technology
transfer from MNCs to local
counterparts
> The ecosystem for high-value applied R&D is still immature – Lack of
university-industry commercial partnerships to perform research that is
commercially viable
> Local companies do not sufficiently engage in meaningful R&D
> Limited interaction between MNCs and local companies to allow for
technology transfer
> Lack of sharing culture between MNCs and GLCs with local companies in
Cyberjaya
Governance
& regulation
Need for clarity of positioning
and stakeholder buy-in
> Need for translation of Cyberview's vision into clear actionable plans and KPIs
> The new vision must be cascaded to all staff members via communication
programmes to ensure buy-in
Cyberjaya: Key challenges for the future (cont'd)
C
D
1
2
3
1
2
Area Description/implicationChallenge
> These challenges will serve as a guide for the team to develop shortlisting criteria for the technology selection phase
> They will also be treated as gaps to bridge in Phase III (Strategy & Requirements)

 Township elements: Assessment of Cyberjaya
In addition, Cyberjaya still has considerable room for
improvement in developing itself into a holistic, liveable
township
Comments
> Hard infrastructure is
mostly in place – But
improvements needed
in physical & digital
connectivity to make
city more attractive
> Still lagging in softer
infrastructure – Need
to increase commercial
vibrancy and improve
access to healthcare &
other amenities
> Chicken-and-egg
problem: How to
attract critical mass of
residents to entice
service providers to set
up facilities?
Hard infrastructure Soft infrastructure
Physical connectivity
> Good highway access
> Lack of public
transportation into
and within Cyberjaya
Elements of a
Comprehensive
township
Physical amenities
> Dual feed power supply
> Proper water supply and
sewerage systems
> Centralised district cooling
system
Digital connectivity
> Slow speed of fixed
broadband network
> Inadequate wireless
network connection
and speed
Residential property
> Prevalence of homes for
mid-high income levels
> Lack of affordable housing
Commercial activity/
Entertainment
> Growing number of
F&B outlets
> Insufficient retail
outlets, malls and
entertainment
Healthcare
services
> No hospital within Cyberjaya
> Lack of clinics / doctors
  

 
Recreational space
> Cyberpark
> Putrajaya lake
> Community club
house
Education system
> Several public and
private schools
> Several colleges and
universities (e.g. MMU,
LimKokWing, CUCMS)
 Good or adequate
 Lacking



A3.
Technology trends that are shaping
Asia Pacific

Six key drivers are shaping the landscape of technology
trends in Asia Pacific
Asia Pacific key drivers of technology trends
Everything from consumers, cities, supply chains, homes, commerce and
enterprises will be connected through the internet, fundamentally changing how
we conduct our daily lives
Connected intelligence
Future innovations will be developed and adopted first in emerging markets, as
opposed to being adopted first in matured markets before being trickled down to
the emerging markets
Reverse innovation
Life sciences will be a prime focus of research in the coming decades and will
provide solutions to many health and resource-based problems of the worldLife science solutions
Sustained pressure to stem climate change will necessitate investments into the
fields of sustainable development, renewables and green technologyClimate change
The scarcity of energy and resources, fueled by strong demand in emerging
markets, will drive a push for new energy management solutionsScarcity of resources
The digital age continues to drive a surge in data generation – The strive to gain
more granular insights from this influx of data will be a crucial competitive
differentiator
Data to insights

Data to insights2
> Trend description:
– The digitalization of data
is increasingly driven by
internet usage growth,
increased mobility, social
media, digitalization of
conventional formats and
improved technology
performance
– More sophisticated
analytics today helps to
make sense out of the
data influx and create
economic value
> Businesses evolve to
leverage available data to
yield insights into their
customer base and make
more informed data-based
decisions and achieve a
competitive edge
> Yields many new
technology opportunity
areas e.g., data centers,
analytics services,
consulting services etc.
> Broad based sector
applications e.g., retail,
manufacturing, banking,
health care, public sector
administration, personal
location data applications
etc.
Implications
A hyper-connected world and the increased influx of data will
present new technological innovations and possibilities
Key drivers (1/3)
Connected intelligence1
– Various computing
devices will be
connected together
through the internet
– This will connect
consumers, cities,
supply chains, homes,
commerce and
enterprises and
revolutionize the way
we conduct our daily
business
> Various new opportunities
exist in the onset of
connected intelligence, for
example:
– Cities: Traffic monitoring,
infrastructure
management
– Supply chains: Speed to
market, streamlined
process
– Homes: Lighting and
energy management,
smart meters
– Commerce: Digital media
signage, vending machines
– Enterprises: Connected
workforce, automated
business processes
– Consumers: Wearables
Source: Gartner; IDC
Implications

Climate change4
– Increasing
concentrations of
greenhouse gases have
been a main driver of
rising temperatures
resulting in various
environmental
implications
– Sustained dominant
share of hydrocarbon
fuels in the energy mix
and rapid economic
growth in developing
nations sustain CO2
emissions
> Smart urbanization needed
in the developing world –
balancing economic
growth imperatives with
environmental
sustainability
> Commercialization of
green and sustainable
technologies, renewable
energy technologies e.g.,
solar, wind, energy storage,
smart grids etc. will need
to be accelerated
> New green mobility
concepts will be ground-
tested and adopted
Implications
Strong economic growth in emerging markets will intensify
the scarcity of resources and issues of climate change issues
Key drivers (2/3)
Scarcity of resources3
– Population and economic
growth, urbanization and
expanding middle class
will increase demand for
energy and resources
– Securing reliable and
economically viable
access, promoting
efficient usage, demand
management and
formulating new energy
and resource paradigms
will be on top of the
agenda
> New innovations and
technological paradigms
will be needed to better
manage the scarcity of
energy and resources
> This would include
research and
commercialization of green
and sustainable
technologies, energy
efficient technologies e.g.,
smart grids, recycling and
new energy supply and
delivery methods e.g., bio-
based fuels
Source: RBSE Trend Compendium 2030
Implications

Life science solutions5
– Basic technological
innovations often come
in certain cycles e.g., the
invention of the steam
engine, telegraphy,
automobile, nuclear,
aerospace, ICT
– The theme of the next
cycle will be life sciences
– and will drive solutions
to various health and
resource problems
> The life sciences can
potentially offer novel
solutions to major
problems faced by the
world today e.g., energy
scarcity, poverty, food
security, climate change
etc.
> Research and development
in life sciences will spur
new discoveries and
technologies in the fields
of pharmaceuticals,
medicine, biotechnology
(agricultural, industrial,
medical) etc.
Implications
Asia Pacific will become a hub for innovation while the life
sciences will open the door to new technological innovations
Key drivers (3/3)
Reverse innovation6
– A reverse innovation is
any innovation that is
adopted first in the
developing world
– Traditionally, innovations
flow from the developed
world to the developing
world – this no longer
holds true, and in fact,
the reverse is occuring
> The traditional strategy of
innovating for home
markets (developed
countries) and exporting
with minor modifications
to local market needs no
longer works
> To win in emerging
markets – the innovation
of technology must be
local and may even later be
exported from the
developing world to the
developed world
> Innovation must today
happen in close proximity
to its market base
Implications
Source: RBSE Trend Compendium 2030; "Reverse Innovation" – Vijay Govindarajan & Chris Trimble

A4.
Benchmarking of other
technology hubs

 Stages of innovation centre development
Tech hubs go through several stages in their development – Global
innovation hubs are holistic, set trends and are linked to other hubs
Source: "Understanding Research, Science & Technology Park – Global Best Practices" – National Academies Press
Uncoordinated
innovation
activities
> Spontaneous "green
shoots" of R&D activity –
No centralized planning
> Growth typically stems
from proximity to
universities and other
institutes
Complexity/
Developmental
Maturity
Age
Science &
technology park
> Well-defined area with
dedicated infrastructure
and resources
> Proactive policy to attract
talent and companies
> Linkages to other hubs
may not be strong
Global innovation
hub
> Trend-setter – Model for
other hubs
> Complete eco-system –
Symbiosis of start-ups,
SMEs and big business
(local & foreign)
> End-to-end support for
whole value chain
(research to
commercialization)
> Strong links to other
hubs
Regional cluster
program
> Beginnings of central
coordination by state or
private enterprise
> Lack of dedicated
infrastructure and end-
to-end eco-system
Phase I Phase II Phase III Phase IV
Completeness of innovation eco-system
Infrastructure development
(Phase I may be skipped if
development is heavily state-led)

 Alternative innovation hub models
There is no single path to success for innovation hubs – Whatever
the model, there needs to be active enterprise champions
Role of government
Comments
Enterprise-led State-driven
Organic growth Mixed approach
Government-led
innovation
Model
Description
Example
s
> Hub organically forms
over time due to
naturally conducive
environment
> E.g. around research
institutes that attract an
entrepreneurial
community
> No active push by
government initially
> Broad category with
varying combinations of
involvement from state,
academia and private
sector
> State involved in some
aspects, but not the key
driving force
> Construction of
infrastructure results
from deliberate
government planning
> State-sponsored
research programs form
the main organizational
kernel
> Incentives proactively
used to attract talent
> Paths of successful hubs vary
widely – No single recipe for
success
> Models involve varying
degrees of involvement from
the state, academia and the
private sector
> Whatever the model, each
hub invariably involves
participation of large
enterprises as hub champions
> Champions serve critical roles
e.g. provide capital and talent,
offer inter-regional and –
national connections, help
bridge commercialization gap
San Diego Dhahran Techno-
Valley
I II III
Enterprise champions
London's Tech city
Qualcomm Google

 Innovation hub value chain
For an innovation hub to be successful, it also needs to create a
conducive ecosystem for the entire span of the tech value chain
An effective innovation hub needs to:-
+ Enable efficient access to capital and expertise
+ Ensure strong intellectual property protection
+ Establish a self-sustaining eco-system to support advanced R&D
+ Attract world-class business and scientific talent, and leverage local talent pool
+ Build a leading business and regulatory environment supportive of new ventures
+ Generate external market demand
Research Development
Commercialization
Early
stage (pre-
market)
Late stage
(market
entry)
Operations
Early-stage
basic
research
Advanced,
focussed
research
Technology
development
Prototype
development
Prototype
production
Market
launch
Source: 2013 Global Innovation Index Report (INSEAD, WIPO,)
Sales &
marketing
Product
refinement
✓
✓
✓
✓
✓
✓

CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINTSource: UNESCO
 Shortlisted science & technology parks
We identified 6 leading science & technology parks around
the world to draw insights and distill key success factors
China
(>100 parks)
Japan
(>100 parks)
U.S.
(>150 parks)
Europe (>125
parks)
Daedok
Innopol
is
One-North5
4
Cambridge
Science
Park
3
Cyberjaya
Shortlisting
criteria
> Degree of "self-
contained"-
ness (hard &
soft
infrastructure)
> Sectoral focus
& niche
technologies
> Perceived
standing
among other
tech parks in
the world
> Geographic
diversity
Research
Triangle
Park 1)
1
Sophia
Antipolis1)
2
6 Zhangjian
g Hi-Tech
Park

Overall
assessment
A benchmarking study was conducted to identify the best practices
required to provide the right environment to foster innovation
Criteria
Research
Triangle
Park
Cambridg
e Science
Park
Sophia-
Antipolis
One-
North
Daedok
Innopolis Cyberjaya
Resources1
Network2
Regulation &
Governance3
Content
> Access to talent
> Funding
opportunities
> Quality of
infrastructure
> Linkage between
research institutes
and industry
> Knowledge transfer
between players
> Support systems
> Clarity of roles in STP
development
> Clear vision for the
STP
> Incentives
> Overall quality of the
environment
 Outcome of benchmarking study: Summary
Zhang-
Jiang
Park
Excellent Very good Good Fair

Biotech & Life Science Information
Technologies
We studied the background and developments in each
benchmark science and technology park…
> The Research Triangle Foundation announced it has been buying up
several adjacent properties for mixed-use growth and focusing on
providing improved living conditions to local workers and scientists
> Park management wants to focus on making park more attractive to
smaller entrepreneurial firms
Concept
> World's largest university-related research park, situated
between UNC-Chapel Hill, Duke & N.C. State University
> Initially grew by attracting branches of Fortune 500 firms
Focus area(s)
> Biotechnology & Life Sciences
> Information Technologies
> Nanotechnologies
> Wireless Telecommunications
Examples of major tenantsLatest developments
Key
characteristics
> Established in 1959
> Park size: Total of 7,000 acres
> Mixed model of growth – Govt was a key driver in
initial stage but minimal federal intervention today
Overview of Research Triangle Park
Source: RTP Concise Public Master Plan
ILLUSTRATIVE EXAMPLE1)
1) Other benchmark slides are included in the Appendix

… and assessed their strengths and weaknesses according to
the benchmarking criteria
Resources Talent
Network
> Steady flow of talented graduates from the 3 funding universities
Regulation
& Governance
Infrastructure
Funding
Linkage between research
institutes and industry
Knowledge transfer
Support systems
Clear vision
Clear incentives
> Conference center, high-quality broadband, recreational activities
> A new regional tram system to be built, and new housing and residential spaces
> 5 incubators available on-site, providing services and advice
> Numerous venture capital firms implanted
> Presence of organization offering research financing support (e.g: Biotechnology Center)
> Numerous invention disclosures and licence agreements with university departments
> Public-private partnerships remain very common in the park's activities, especially with
universities
> Efforts made to introduce multi-use, cooperative spaces and shared amenities designed to
foster collaboration and unity
> Networking events organized to foster open exchange of ideas (e.g: Get connected @ RTP)
> Host several iconic organizations and networks (e,g: IUPAC, the Hamner, the William
Burroughs Welcome Fund, or Sigma Xi) to help recently created companies
> Clear vision mapped out in the Master Plan 2011
> However, lack of measurable objectives in the Master plan
> No funding for potential tenants / specific grants for locating within the boundaries of RTP
> Incentives to be found through state and regional agencies, especially for specific
industries, such as digital media and biotechnology
> Stable management by The Research Triangle Foundation of North Carolina, a non-profit
organization
Assessment of Research Triangle Park
Source: RTP Concise Public Master Plan
Clarity of roles & objectives
for STP development

Public-Private Partnerships
Presence of committed champions
(leaders)
Existing networks & communities
 Key Success Factors
We identified that multiple factors can contribute to the
success of different STPs around the globe
Source: Team analysis
The close collaboration of industry, academia and government to
invest in science parks and create co-development programs
Key leader/advocate of science park can foster the park's
innovation capabilities and technology knowledge
Official and unofficial networks can improve knowledge circulation
and support growth of innovative ideas
Essential value chain components for higher-end R&D
Encouraging collaboration and use of shared spaces is key to retain
value-added activities within the park
Management organized with clear roles and a strong vision of the
direction the park should follow for its expansion
Proximity of R&D institutes and a high
collaboration of research resources
Focus on knowledge transfer
Excellent park management
Liveable city Improvement of the quality of life offered for workers is key to
attracting and retaining talent

 Top 20 start-up ecosystems, 20121)
We also selected 7 leading start-up city hubs across different regions to learn how
each one nurtured its own start-up community
181614121084 6
24
20
16
12
8
20
0
4
2220
Chicago
Vancouver
Toronto
London
Boston
New York City
Seattle
Melbourne
Bangalore
Singapore
Los Angeles
WaterlooBerlin
Moscow
Sao Paulo
Paris
Talent index2)
Support Index3)
Tel Aviv
Silicon Valley
Santiago
Sydney
AsiaEurope South AmericaAustraliaMiddle EastNorth America
1) Bubble size indicates ranking of each city, where Silicon Valley ranks as 1st and Santiago as 20th; 2) Talent index measures the skills of the start-up founders in each
start-up ecosystem, taking into account age, education, startup experience, etc; 3) Support index measures the quality of the startup ecosystem support network
Source: Startup Ecosystem Report 2012 (Startup Genome)
#2: Tel Aviv (Middle East)
#3: Los Angeles (North America)
#7: London (Europe)
#12: Sydney (Australia)
#13: Sao Paulo (South America)
#17: Singapore (Asia)
#19: Bangalore (Asia)
Selected start-up ecosystems for
benchmarking:

Talent
index
Trendsetting
index
Funding
index
Support
index
 Benchmarking criteria
The selected start-up hubs were benchmarked from four
different angles – Funding, talent, support and trendsetting
Measures how active and how comprehensive the risk capital is in a startup
ecosystem
Measures how quickly a startup ecosystem adopts new technologies,
management processes, and business models, where startup ecosystems that
stay on the cutting edge are expected to perform better over time
Measures how talented the founders in a given startup ecosystem are, taking into
account age, education, startup experience, industry domain expertise, ability to
mitigate risk and previous startup success rate
Measures the quality of the startup ecosystem’s support network, including the
prevalence of mentorship, service providers and types of funding sources
Source: Startup Ecosystem Report 2012 (Startup Genome)

> No funding gap – Healthy mix of capital
sources
> Prevalence of early-stage funds (Lowercase
Capital, Karlin Ventures, SV Angel, Plus Capital,
and Double M Capital)
Los Angeles Start-up Ecosystem
0
5
10
15
20
Funding
Index
Talent index
Support
index
Trendsetter
Index
We assessed and profiled each benchmark start-up ecosystem
> Large supply of technology-qualified talent
from L.A.'s local universities
> Talent is honed via entrepreneurship programs
in universities in partnership with local
accelerators
> Exemplary accelerator and incubator
infrastructure – Influx since 2011 has provided
educational, collaborative and supportive
environments for entrepreneurs and start-ups
> Strong in creative content creation, particularly
in entertainment, aerospace, fashion, and
advertising
> Quick to adopt new technology (e.g.
programming languages like Python and Ruby)
> Ranked 3rd in global start-ups ranking,
with approximately 800 start-ups
> USD500 million raised in funding in H1
2013
> e-Commerce
> Digital media
> Crowdsourcing
> Online apps
Source: Startup Ecosystem Report 2012 (Startup Genome); LA Startup Ecosystem 2013 (Be Great Partners)
Funding
14
Talent
19
Support
17
Trend-
setting
10
Overview
Description
Notable
start-ups
Index scoring

 Key success factors
We found that several key factors contribute to the success of
start-up cities around the world
Talent pool with entrepreneurial culture
Strong support network and communities
Regulatory incentives
1
2
3
Pool of highly skilled talent with entrepreneurial mindset
Active accelerators and incubators to provide mentorship and
networking support to entrepreneurs and start-ups
Government grants to facilitate startups and incentives to
promote angel investments
Ease of doing business environment, including supportive legislation
for starting new businesses and new funding structures, as well as
minimal bureaucracy
Holistic and dynamic city and living environment to attract the
best global talent as well as diversity of talent
Availability of angel and venture capital funding to provide the
seed capital for start-ups
Conducive business environment
Vibrant city with complete infrastructure and
ecosystem
Availability of funding
Established technology sector or niche Established technology sector or niche provides strong base of
technology talent and entrepreneurial spin-offs
(applies to a nascent start-up city)
4
6
7
5

B1.
Overview of selected technologies

Filter 3Filter 1
 Selection approach
The Blueprint concluded with the selection of 5 carefully
selected technology areas
Universe of
relevant
technology areas
30
technologies
15
technologies
5
technologies
Focus industries
159
technologies
9
add-ons
11
NKEAs
+
% Weightage of criteria
Relevance and fit with Malaysia
Relevance to national economic strategy,
alignment & fit with capabilities, talent and
resource
Current size
Market size, global R&D spend, number of local
and international players
Overall development potential
Future market growth, 'spillover' effect,
commercial viability of final output
Breadth of application
Number of applicable industries, importance of
industries to Malaysian economy
30%
25%
25%
20%
Leverage of internal capabilities
Availability of talent base, access to raw
materials, local ecosystem & size of applicable
industries
Fit with CJ context /
environment
Relevance to ICT, pre-existing infrastructure and
ecosystem, barriers to building infrastructure in CJ
CJ's competitive proposition
Existence / strength of regional competition,
competitive advantages, spillover potential
Technology potential /
readiness
Technology maturity, commercialization
potential, complexity of value chain
30%
25%
25%
20%
Demand for technology
Size and growth, amount of VC funding, number
of global patents
Relevant companies
Number and strength of large companies in the
technology space globally
Key enablers
Number of companies in CJ and availability of
talent
Point of differentiation
Differentiation against local and regional
competition
20%
10%
35%
35%
Filter 2
Filter 1 Filter 2 Filter 3

The 5 technology focus areas comprise of ICT related technologies
and 4 non-ICT technologies, beyond Cyberjaya's traditional core
Focus technology areas
5 technology focus areas 5 ICT technology sub-segments
ICT technologies
Green technology
Biotechnology
Wearable technologies
Smart grid technology
Creative content technologies
Information security
Mobile internet
Cloud computing
Big data analytics
ICT
Other
technologies

The final portfolio of technologies have strong synergies
with ICT core, as well as linkages with one another
> Portfolio emphasizes key
role of ICT in Cyberjaya
> 4 new technologies are
not directly ICT-related
and allows Cyberjaya to
diversify
> However, linkages with
ICT still exist (e.g.
bioinformatics combines
biotech & IT; AR2) is
relevant in creative
multimedia and
wearable technologies)
> Balance between
mature tech (e.g.
creative content) &
cutting edge (e.g.
wearables)
Not directly ICT-relatedDirectly ICT-relatedMSC focus areas
1) Big data analytics 2) Augmented reality 3) Focus is on higher-value SSO activities e.g. KPOs
SSO 3)
Creative
multimedia
IT
Mobile
internet Creative content
technologies
Wearable technologies
Mobil
e apps
AR2)Bio-
Tech-
nology
Green technology
Bio-
fuels
Bio-
info
Renewa
ble
energies
Smart
grids
Smart
sensors
Cloud
data
BDA1)
Cloud
computing
Networ
k
security
Infor-
matio
n
secu-
rity
Fraud
detecti
on
 Mapping of final technology portfolio

B2.
Technology and competition
overview: ICT-related technologies

Global sales revenue for information security market [USD bn], 2012 – 2016E
Source: Gartner
Global market for info security could reach USD 93 bn in 2017
Description
> Technologies aimed at protecting integrity & safety of information
system resources & activities, and defending against unauthorized access
> With IT systems' thorough infusion into government organizations, busi-
ness and infrastructure, security has risen to the forefront of concerns
Size &
potential
Sub-
categories
> Access Control Systems
> Application security (e.g.
antivirus, secure coding)
Profile: Information security
Source: Gartner
Applicable
sectors
> Strongly supported by MOSTI (e.g. named as a
focus area for the country in ICT, creation of
CyberSecurity Malaysia in 2007)
> Existing programs to supply talent (e.g. UTM,
MMU)
> Establishment of MyCC Scheme 1)
> Strong fit – Concentration of data centres and
highly relevant to ICT activities
> IMPACT is headquartered in Cyberjaya, and
MOSTI also plans to site its CyberSecurity HQ
> CIS, Centre for Information Security (Center of
Excellence) is housed by the FIST2) in MMU
> Currently no specific hub in Malaysia
> Existing regional competition – S'pore with
attractive incentives under Infocomm
Roadmap, or Ochang Park (Korea)
> Data centres & IMPACT can serve as test-beds
for commercial applications
> Info security solutions already being
commercialized
> Strong demand growth benefiting from growth
of e-commerce, big data and the increasing
number of personal devices
> Growing interest, as seen with recent deal activities (e.g. Q1 Labs by IBM,
SonicWALL by Dell, or nCircle by Tripwire in 2013)
> Healthy growth driven by the increasing complexity & volume of
targeted attacks, and the necessity of companies to address regulatory
issues
Financial
Services
Electronics
&Electrical
Business
Services
Comms
content &
infra
Defence &
Security
> Authentication & authorization
> Intrusion detection &
prevention
93866762
CAGR: +8.5%
Key global companies Homegrown
companies
1) M'sian Common Criteria Evaluation & Certification, 2) Faculty for Information Science & Technology
2012 2013 2016 2017
Internal
capabilities
in Malaysia
Competitive
value
proposition
Fit with
Cyberjaya
Technology
potential &
readiness
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
Excellent Very good Good Fair5 4 3 2 1 PoorNational Key Economic Area (NKEA) Additional sectors proposed by RB
Technology profile: ICT – Information security

 Information security: Level of regional activity
S'pore becoming a hub for business IT security – Northern Asian
countries already have well-developed cyber-security sectors
Singapore
> Core area of IDA's National Cyber
Security Masterplan 2018 (e.g.
scholarships for information
security students, creation of
AISP1))
> Several cyber security centers
(e.g: FireEye, KPMG)
> MOUs inked with Japan and
South Korea to collaborate in
cyber security matters
South Korea
> Recognized expertise in the field
of data security and recovery
(e.g. Myung Information
Technologies)
> Technavio expects the cyber
security market in Korea to post
a CAGR of 21% during the period
2013-2018 due to rising security
threats
> Highly-skilled workforce
available
Japan
> Japan aims to double the size of
its domestic information security
market by 2020 as part of its
national cyber-security strategy
(Source: NISC)
> NISC2) aims to improve the
overall level of information
security in Japan (e.g. set to sign a
cyber-security agreement with
the European Union)
China
> Cyber security market revenues
up to USD 4.9 bn in 2012, and
could double by 2017 (Source:
ABI Research)
> Financial Incentives for R&D
investments in the information
security industry offered by the
Chinese Ministry of Commerce
(MOFCOM)
> Growing pool of local companies
(e.g. CIST3))
1) Association for Information Security Professionals 2) National Information Security
Centre 3) China Information Security Technology
Brunei
China
Indonesia
India
Japan
Cambodia
South Korea
Laos
Myanmar
Malaysia
Philippines
Singapore
Thailand
Taiwan
Vietnam
Aspiring technology hub
Intensity of regional competition: Moderate
> China, S. Korea & Japan already have advanced information security industries
> Within SEA, Singapore fast establishing itself as a regional hub for business information
security
Regional competition: ICT – Information security
Low
competition
Extremely high
competition
High competition
Moderate
competition

Creative content technologies relate to the development and
production of multimedia content
Description
> Refers to all technologies related to the development & production of
multimedia content
> Includes both conventional technology (e.g. 3D animation; interactive
media) and more avant-garde areas like virtual & augmented reality
Size &
potential
Sub-
categories
> Animated content production
> Augmented Reality (AR)
> Virtual Reality (VR)
Profile: Creative content technologies
Source: PwC
Applicable
sectors
> Strong national support: FINAS1) (agency
responsible of developing the film industry),
"Film in Malaysia Incentive" (FIMI) and the
Creative Industry Development Fund
> MSC Malaysia already focuses on creative
content development, and set up the CMC2)
> Strong synergies between ICT and AR/VR (e.g :
in e-learning field)
> Talent available (e.g. MMU, Limkokwing)
> Existing production facilities and animation
companies (e.g. Giggle Garage, or KRU, co-
producer of the 3D animated comedy Ribbit)
> Currently no specific designated hubs or zones
in Malaysia
> Competition with Mediapolis in One-North
Singapore – Already attracted Lucasfilm
> Can benefit from the close collaboration of
digital content industry and MSC
> Technology already developed and widely
commercialized (e.g. apps, location-based
services, Google Glass)
> Strong potential for new applications of AR/VR
(e.g. consumer electronics; auto)
> Increased interest in AR/VR start-ups companies globally (e.g. acquisition
of Oculus Rift by Facebook for USD 2 bn)
Tourism
Electronics
&Electrical
Education
Comms
content &
infra
Aviation &
Avionics
Healthcare
Automotive
Defence &
Security
Shipping
> Multimedia gaming (e.g.
alternate reality gaming)
> Interactive media
companies
Global sales revenue for Video Games and Filmed Entertainment
[USD bn], 2012 – 17e
Source: PwC Global Media Report
8763
CAGR: +6.5%
20172012
10689
2012 2017
CAGR: +3.7%
1) National Film Development Corporation Malaysia, 2) Creative Multimedia Cluster
Video games Filmed entertainment
Internal
capabilities
in Malaysia
Competitive
value
proposition
Fit with
Cyberjaya
Technology
potential &
readiness
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
Technology profile: ICT – Creative content technologies

 Creative content technologies: Level of regional activity
Singapore making big push in creative content, while other countries
have ready markets for content – Cyberjaya needs niche positioning
Singapore
> IDA1) initiated the Digital
Marketplace Programme to
support the content industry
> Heavyweights attracted incl.
LucasFilms, Walt Disney,
Electronic Arts Asian HQ
> Mediapolis seeks to be a
regional digital content hub
> DigiPen, a leading institute for
gaming and animation has a
campus in Singapore
South Korea
> Strong consumption of online
computer games (e.g. Nexus)
> KOOCA2) offer loans for co's to
finance content development
> Global leader in 4G penetration
& LTE subscription, USD 1.7 bn
plan to roll-out 5G network –
attractive for new media
services such as mobile movie
streaming or mobile TV
Japan
> Pioneer in mobile content
services (e.g. NTT DoCoMo)
> Very attractive market: World’s
#1 country in app store revenue,
USD 5.4 bn of mobile gaming
sales in 2013 (Source:
CyberAgent Tokyo)
> Key strengths of Japan: Well-
established creative content
players (e.g. Nintendo, Sony),
highly-skilled workforce
India
> Filmed entertainment revenue is
expected to expand by a CAGR
of 9.9% from 2012 to 2017, and
video games sales by 18% for the
same period (Source: PwC)
> Strong IT-skilled workforce to
support the digital content
development industry
1) Infocomm Development Authority, 2) Korea Creative Content Agency
Brunei
China
Indonesia
India
Japan
Cambodia
South Korea
Laos
Myanmar
Malaysia
Philippines
Singapore
Thailand
Taiwan
Vietnam
> Singapore making an aggressive play in this space and attracted heavyweights
> S. Korea content enjoys mass Asian appeal; India enjoys huge domestic market
> Need for Cyberjaya to have niche positioning (e.g. animation production)
Regional competition: ICT – Creative content technologies
Low
competition
Extremely high
competition
High competition
Moderate
competition

Mobile internet usage will witness significant medium term growth
Description
> Also known as Web 3.0, Mobile Internet refers to access to the Internet
via a cellular telephone service provider
> It involves a combination of mobile computing devices, high-speed
wireless connectivity, and applications
Size &
potential
> According to McKinsey, no. of smartphones in use grew 50% in 2012 and
currently >1.1 billion people use smartphones and tablets
> Sales of smartphones projected to reach 1.3 bn units per year in 2013;
tablet sales expected to reach 200 m units
Sub-
categories
> Smartphones, tablets & other
handheld devices
> Mobile software & applications
Profile: Mobile internet
Source:McKinsey; Cisco
Applicable
sectors
> Limited capabilities in the design and
development of new mobile devices
> However, capabilities exist in mobile software
and applications development (e.g.
GoodCore Software, Techno Softwares, iPluz,
etc)
> High fit with Cyberjaya given the direct ICT
relevance
> Require further growth in high value ICT
activities including new mobile software and
application R&D
> Co's in Cyberjaya incl. GoodCore Software
> Strong competitive value proposition given
Cyberjaya's position as the nucleus of MSC
Malaysia; however, growing competition from
other cyber-cities & centres nationwide
> Regional competition is also strong from
Indonesia and China as mobile internet hubs
> Relatively low technology-specific risk given
high level of technology maturity
> Numerous commercial applications already in
existence
> High-speed mobile connectivity
Source: Cisco
16
11
7
432
201820172016201520142013
Global mobile data traffic (exabytes per month), 2013 – 2018e
Wholesale
& retail
Financial
service
Comms
content &
infra
Education
companies
Internal
capabilities
in Malaysia
Competitive
value
proposition
Fit with
Cyberjaya
Technology
potential &
readiness
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
Technology profile: ICT – Mobile internet

 Mobile Internet: Level of regional activity
Active R&D programs have been launched on mobile networks and
devices in Northern Asia – Moderate level of competition within SEA
Singapore
> One of the leading countries
with 87% smartphone
penetration (Source: Nielsen)
> IDA is driving cross-sectoral
application of innovative mobile
services (e.g. mGov initiative
drives the delivery of m-govt
services)
> Chosen by Qualcomm as a
regional hub for R&D on next-
generation mobile chipsets
South Korea
> Leader in 4G penetration -
Science Ministry will invest USD
1.7 bn to develop and roll-out a
new 5G network
> R&D collaboration between state
institutes, telco players &
smartphones manufacturers
> Influential research centers in
Daedeok Innopolis (e.g. KAIST1),
ETRI2) which developed WiBro
technology3))
Indonesia
> Explosive growth of mobile
Internet due to cheap
smartphones & data packages
(e.g. #2 market for mobile ads in
the world in 2013)
> Heavy investments from Asian
messaging apps (e.g. LINE,
WeChat), and sprouting local
start-ups (e.g. Ruma)
China
> > 500 m web mobile users
according to China Internet
Network Information Center
> Leading telco equipment
manufacturers (e.g. Huawei, ZTE)
conducting heavy R&D in mobile
internet
> Attracted global players to
conduct R&D in the country (e.g.
Microsoft in Shenzhen,
Qualcomm in Shanghai)
1) Korea Advanced Institute of Science and Technology, 2) Electronics & Telecomm.
Research Institute, 3) World's first high-speed mobile internet
Brunei
China
Indonesia
India
Japan
Cambodia
South Korea
Laos
Myanmar
Malaysia
Philippines
Singapore
Thailand
Taiwan
Vietnam
> Significant R&D being done on mobile networks & connectivity region-wide
> Cyberjaya can either focus on innovative mobile services, or become the test-bed for
next-generation networks in SEA
Regional competition: ICT – Mobile internet
Low
competition
Extremely high
competition
High competition
Moderate
competition

Cloud-based platforms will form the bulk of future IT spending
Description
> Involves distributed computing over a network, where a program or
application may run on many connected computers at the same time
> Relies on a group of computing hardware machines connected through a
communication network (e.g. internet, intranet, LAN, WAN)
Size &
potential
> Gartner predicts bulk of new IT spending by 2016 will be for cloud
platforms, with nearly half of large enterprises using cloud by end 2017
> In M'sia, cloud computing may contribute about RM5.0 billion of GNI
and create approx. 11,500 jobs (Strategic ICT Roadmap)
Sub-
categories
> Infrastructure as a service
(IaaS)
> Software as a service (SaaS)
Profile: Cloud computing
Source: Garner; McKinsey
Applicable
sectors
> One of the 6 focus areas of the Strategic ICT
Roadmap
> Government is promoting development of
cloud computing to provide SMEs with critical
software applications for enterprise
management
> Highly relevant given Cyberjaya's ICT focus
> SME Cloud Computing Adoption Prog incentive
by MDeC to promote adoption of cloud
computing by local SMEs
> Use of cloud by a number of large ICT co's in
Cyberjaya currently, e.g. NTT, Cisco, HP
> Strong competitive advantage locally given
Cyberjaya's focus on ICT compared to other
domestic technology parks
> Competition from Singapore and HK as cloud
computing hubs – Countries with the most
data centres in Asia Pacific region
> Relatively mature technology with broad
applications, including application hosting,
and network storage
> Leading constraints to the use of cloud include
information security, data ownership/
custodian responsibility, and legal issues
> Platform as a service (PaaS)
> Cloud security
> Cloud engineering
Cloud services by market segments [USD bn], 2010 – 2016E
Financial
services
Electronics
&Electrical
Business
services
Comms
content &
infra
Aviation &
Avionics
companies
Internal
capabilities
in Malaysia
Competitive
value
proposition
Fit with
Cyberjaya
Technology
potential &
readiness
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
0
100
200
300
71
39 24
13
201
3
61
35 20
9
83
24
95
33
48
201
6
201
2
201
5
43
28
18
201
4
53
31 16
6
201
1
43
29
13
4
201
0
34
27
11
3
Cloud Advertising
Cloud ApplicationInfrastructureServices (PaaS)
Cloud Management and SecurityServices
Cloud Business Process Services (BPaaS)
Cloud ApplicationServices (SaaS)
Cloud System InfrastructureServices (IaaS)
Technology profile: ICT – Cloud Computing

 Cloud computing: Level of regional activity
The cloud computing market is increasing in competition – Major
global players have opened R&D labs in China, India & Singapore
India
> Bangalore is a hub for
innovative cloud solutions
(e.g. 'HANA' from SAP, 'Cloud
Ecosystem Hub' from
Infosys), fostering the
development of local players
(e.g. Netmagic)
> Active gov't efforts in cloud
services (e.g. ‘MeghRaj’
project1), use of Microsoft's
platforms for Jammu &
Kashmir e-govt services)
Japan
> Fast adoption of cloud
solutions due to excellent IT
infrastructure and
broadband
> Japan should remain Asia's
largest cloud services market
until 2020 (Source: Forrester)
> Growing demand for PaaS2)
solutions (e.g. Microsoft
increasing the capacity of
Azure, IBM's new data centre
for BlueMix solutions)
China
> Attractive market supported
by the government (e.g.
Amazon partnership with
Beijing's municipality, IBM &
21Vianet)
> Local players in cloud
services (e.g. Alibaba, Wuxi
China)
> Several R&D labs in Beijing
(e.g. IBM, Microsoft, Yahoo!)
> China Mobile & China Unicom
will build 2 cloud computing
parks in Guizhou Province
Singapore
> IDA3) offer financial incentives
for companies adopting cloud
solutions, or investing in R&D
activities in cloud computing
Singapore
> Several R&D labs in cloud
computing opened in
Singapore (e.g. IBM, Intalio),
and university research
centers (e.g. in NUS, or in
Singapore Polytechnic)
1) India's government cloud infrastructure 2) Platform-as-a-service
3) Infocomm Development Authority 4) National University of S'pore
Brunei
China
Indonesia
India
Japan
Cambodia
South Korea
Laos
Myanmar
Malaysia
Philippines
Singapore
Thailand
Taiwan
Vietnam
Intensity of regional competition: High
> India, China and Japan have already attracted MNCs research activities due to their large
and mature markets for cloud solutions
> Growing pool of domestic companies offering cloud services e.g. China
Regional competition: ICT – Cloud Computing
Low
competition
Extremely high
competition
High competition
Moderate
competition

Description
> BDA is the analysis of data sets so large and complex that it becomes
difficult to process using on-hand database management tools or
traditional data processing applications
Size &
potential
> IDC predicts that the global market for big data technology and services
will grow to USD 16.9 bn by 2015 (39% CAGR)
> Growth of individual segments of the market varies from 27% for servers
to 61% for storage
Sub-
categories
Source: Desktop research; IDC
Applicable
sectors
> BDA's applications cut across multiple NKEAs
> BDA is one of the pillars of "Digital Malaysia"
> Events like the annual Big Data Worldshow
help to increase M'sia's profile as a BDA hub
> Other strengths: Low electricity tariffs; existing
talent pool; presence of agencies (MDeC)
> Strong potential to build on established data
centre business in Cyberjaya
> Aligned with MDeC's objective to move up
value chain toward more KPO activities
> Many existing homegrown companies e.g.
Pulse Group, Web Bytes
> Currently no designated BDA hub in M'sia
> Closest competitor is S'pore, which has
announced ambitions to become a regional
BDA hub – Appointed a Chief Data Scientist
> S'pore Economic Devt. Board is focusing on
attracting data-centric companies
> Very mature – Broad commercial applications
already exist
> Big part of value chain already present in the
form of data centre activity in Cyberjaya
The global big data market is expected to reach USD 17 bn by 2015
Profile: Big Data Analytics (BDA)
> Big data infrastructure
> Capture & storage
> Data search & mining
> Data sharing & transfer
> Data analytics & visualization
Oil, Gas &
Energy
Palm Oil &
Rubber
Electronics
&Electrical
Consumer
products
Aviation &
avionics
Wholesale
& Retail
Healthcare Biotechnology
Automotive
Chemicals
Shipping
Public
transport
Waste mgt
Defence &
Security
Business
services
Comms
content &
infra
Healthcare
4.8
20122010 2011
3.2 6.8
CAGR: +39%
20152013 2014
9.7 12.9 16.9
Storage NetworkingServers Software Services
companies
Internal
capabilities
in Malaysia
Competitive
value
proposition
Fit with
Cyberjaya
Technology
potential &
readiness
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
Global big data market [USD bn],
2010-15e
Technology profile: ICT – Big Data Analytics

 Big Data Analytics (BDA): Level of regional activity
Singapore and China have been actively attracting major players in
BDA to locate in their country by offering attractive incentives
Singapore
> IDA1) hired Chief Data
Scientist Prabir Sen to lead
its Data Sciences Group
> Events to bring together data
providers and specialists (e.g.
Data Innovation Challenge)
> IDA collaborates with
Institutes of Higher Learning
to provide academic
programs and facilitate
industry attachments
Thailand
> IBM decided to open its new
business innovation analytics
centre in BKK last year –
Serves as its SEA data hub
> Other strengths: educated
workforce, well developed
infrastructure and steady
growth in high-tech industry
China
> Market generates huge
amount of data due to size
> Leading local firms starting
to include BDA into
corporate strategy (e.g.
Alibaba)
> Guizhou aggressively
positioning itself as BDA hub
> China's top 3 telco carriers
building big data facilities in
Guiyang, Guizhou's capital,
investing > RMB 15 bn
Source: Desktop research
India
> Market generates huge
amount of data due to size
> Nasscomm predicts BDA mkt
to be worth USD 1 bn by '15
> Many local BDA start-ups are
sprouting e.g. Bizosys,
Crayon Data
1) Infocomm Development Authority
Brunei
China
Indonesia
India
Japan
Cambodia
South Korea
Laos
Myanmar
Malaysia
Philippines
Singapore
Thailand
Taiwan
Vietnam
Intensity of regional competition: Extremely high
> Singapore making aggressive play, while Thailand has cheaper cost base
> China and India have more massive big data potential – More attractive to co's
> Singapore and China (Guizhou) actively attracting big names using incentives
Regional competition: ICT – Big Data Analytics
Low
competition
Extremely high
competition
High competition
Moderate
competition

B3.
Technology and competition
overview: Other technologies

Green technology applies environmental science to conserve
the environment
Profile: Green technology
Source: Plunkett Research, Clean Edge, Inc
> Strong focus via National Green Technology
Policy (NGTP) in 2009
> Malaysian Green Technology Corporation
(under KeTTHA) as champion
> Green Technology Financing Scheme for co's
which are producers/users of green tech
> Cyberjaya embarked on green tech agenda in
2010 in sync with NGTP
> Sepang Municipal Council offers tax incentives
for green buildings
> Aims to be a green township – However,
lacking in terms of implementation
> Competition exists from other parks with
green technology focus e.g. Technology Park
Malaysia, Senai Hi-Tech Park and Kulim Hi-Tech
Park
> Regional competition, e.g. HK Science & Tech
Park, Singapore's CleanTech One
> Wide breadth of commercial applications with
mix of established technologies (e.g. green
buildings) and emerging technologies areas
(e.g. biofuels; solar photovoltaics)
Key global companies Homegrown companies
Description
> Application of environmental science to conserve the environment and
and to curb negative impacts of human involvement
> E.g. Biofuels – fuels produced from biomass conversion; Solar
photovoltaics - generating electrical power from solar radiation
Size &
potential
> Clean Edge estimates the global clean-energy industry to be worth
USD248 bn in 2013, and will grow to USD398 bn in 2023
– Biofuel market to grow from USD98 bn in 2013 to USD146 bn by 2023
– Solar market to grow from USD91 bn in 2013 to USD158 bn by 2023
Sub-
categories
> Biofuels
> Carbon capture
> Clean coal
Applicable
sectors
Oil, Gas &
Energy
Tourism
Consumer
products
Aviation &
avionics
> Hybrid and electric technologies
> Solar photovoltaics
> Hydropower / wind power
Biotech-
nology
Public
transport
Shipping
Waste mgt
248
91
98
398
158
146
Biofuels
Solar
TOTAL
2013 2023
Global clean energy projected size [USD bn], 2013 – 2023E
Source: Clean Edge
Automotive
Internal
capabilities
in Malaysia
Competitive
value
proposition
Fit with
Cyberjaya
Technology
potential &
readiness
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
Technology profile: Green technology

Japan
> World's fastest growing clean
energy market in 2013 - ranks
3rd in clean energy investment
after China and US ($28.6 bn in
2013)
> Long history with solar – Sharp
has been developing solar tech
for >50 years
> Ongoing efforts to displace
nuclear energy has propelled
nation's clean energy sector
India
> Investing in clean technology to
keep up with demand from a
growing population
> Within the G-20, the Indian
renewables market remained
the eighth largest for the second
year in a row
> Ambitious clean energy target in
India’s 12th five-year plan
 Green technology: Level of regional activity
Fast growing markets of China and India are investing aggressively
in green tech – Japan and South Korea among market leaders
China
> World's largest investor in clean
energy ($54 bn in 2013)
> Govt provides low-interest loans,
funds industry-wide R&D and
provides subsidies for private
co's to purchase clean tech
> Biggest exporter of solar power
components and has one of the
biggest wind turbine manuf.
industries
South Korea
> Targets 11% renewable energy
share in final energy
consumption by 2030
> In 2013, USD600 m was invested
in the solar sector, and USD100
m in wind sector
> Samsung is competing
aggressively in green tech,
growing its solar manufacturing
capacity from 150 MW now to 3
GW by 2015
Brunei
China
Indonesia
India
Japan
Cambodia
South Korea
Laos
Myanmar
Malaysia
Philippines
Singapore
Thailand
Taiwan
Vietnam
> China continues to invest heavily in clean energy driven by government incentives
> Japan is investing significantly in clean energy to diversify from nuclear
> Cyberjaya may be able to position itself to compete in South East Asia
Regional competition: Green technology
Low
competition
Extremely high
competition
High competition
Moderate
competition

Biotech uses biological systems or their derivatives to produce
useful products and processes
Profile: Biotechnology
Source: EY Biotechnology Industry Report 2013
> Strong emphasis via the National Biotech
Policy ('05) and Bioeconomy Transformation
Programme ('12) and dedicated agency,
BiotechCorp, to drive growth of biotech ind'y
> 225 BioNexus status companies; foreign co's
present incl. Arkema, Gevo and MetEX
> Not ICT related, save for bioinformatics,
(develop't of methods for storing, retrieving,
organizing and analyzing biological data)
> Lack of existing facilities for biotech (e.g.
biotech laboratories; hospitals)
> Not a focus area of study in universities
> Competition from Bio-Xcell, dedicated biotech
park in Iskandar and other parks with biotech
co's e.g. Techpark @ Enstek, Technology Park
M'sia & Kulim Hi-Tech Park
> Regional competition from Biopolis (S'pore)
and Hong Kong Science Park
> Developed technology area with breadth of
applications
> Sizeable domestic markets in place to use
outputs arising from the biotechnology
industry e.g. use of genetic R&D for yield
improvement within palm oil and rubber
companies
Description
> Technological application that uses biological systems, organisms, or
derivatives thereof, to make or modify products and processes for
specific use, e.g. to combat diseases, reduce carbon footprint and feed
the world
Size &
potential
> Ernst & Young (EY) estimates that there are 598 listed companies
globally, with market capitalisation of USD477.3 billion as at 2012
> EY also estimates global R&D expenses of USD25.3 billion in 2012
Sub-
categories
> Genomics & genetic modif'n
> Bioinformatics
> Bioelectricity
Applicable
sectors
Oil, Gas &
Energy
Palm Oil &
Rubber
Agriculture
Consumer
products
Automotiv
e
> Biomass
> Tissue culture
> Bioengineering
Source: EY
Healthcare
Biotech-
nology
Waste mgt
0
20
40
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Total Capital Raised in North America and Europe [USD bn], 2002-2012
Internal
capabilities
in Malaysia
Competitive
value
proposition
Fit with
Cyberjaya
Technology
potential &
readiness
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
Technology profile: Biotechnology

Thailand
> Attractive tax incentives
offered by the BOI2) for
biotech-related activities
(R&D, manufacturing),
additional ones for locating in
Thailand Science Park3)
> BIOTEC (a research centre
under the Ministry of Science
&Tech), active in co-research
programs (e.g. with Novartis)
> High-quality hospitals,
offering testing facilities for
biotech co's
China
> Ministry of Science & Tech-
nology offers tax incentives
for R&D activities in
biotechnology
> Significant research been
done in ZhangJiang Science
Park, Shanghai, with both
MNCs (e.g. Roche, Pfizer),
and development contractors
(e.g. Hutchison MediPharma,
Wuxi)
> Attractive market due to its
very large population
Japan
> Highly-skilled scientific
workforce, and leading local
biopharma companies (e.g.
Takeda, Eisai)
> Companies can conduct co-
research programs with
government agencies (e.g.
Ministry of Health and
Welfare)
> World's #2 pharma market
for sales revenue, USD 111 bn
in 2011 (Source: IMS Health)
Singapore
> Talent availability, world-class
research institutes (e.g. NUS
Cancer Science Institute) and
testing facilities offered by
the surrounding hospitals
attracted several influential
R&D centers in Biopolis (e.g.
Abbott, GSK)
> Strong support from the gov't
(e.g. R&D incentives, public
research initiatives, funds
available from the EDB1))
 Biotechnology: Level of regional activity
Japan and China are very competitive in biotechnology due to their
large markets – S'pore becoming an R&D hub for Southeast Asia
1) Economic Development Board, 2) Board of Investment, a government
agency under the ministry of Industry, 3) Located in Rangsit, north of Bangkok
Brunei
China
Indonesia
India
Japan
Cambodia
South Korea
Laos
Myanmar
Malaysia
Philippines
Singapore
Thailand
Taiwan
Vietnam
Intensity of regional competition: High
Low
competition
Extremely high
competition
High competition
Moderate
competition
> Several leading companies have opened their Asian R&D labs in Singapore or in China,
mainly for their skilled workforce and significant incentives offered
> Thailand also making push in biotech, leveraging on its strong healthcare system
Regional competition: Biotechnology

The global wearables technology market is expected to grow
at 25% CAGR between 2012-2018
Description
> Wearable technology (or "fashion electronics") refers to clothing &
accessories incorporating computer and advanced electronic
technologies
> Designs often incorporate practical functions and features, but may
also have a purely aesthetic agenda
Size &
potential
Sub-
categories
> E-textiles & intelligent clothing
> Health-related devices (e.g.
activity trackers, heart monitors)
Profile: Wearable technologies
Source: IHS, CBN Insights
Applicable
sectors
> Wearables are mentioned as one of the hot
topics for development under Digital M'sia
roadmap – However, no specific blueprint
exists
> Lack of local companies investing into
wearable R&D
> Can potentially leverage on key IT companies
located in Cyberjaya (e.g. HP, Dell)
> Higher-value add activity within ICT, fully aligned
with MDeC's objectives
> May require experience in electronics
development, which Cyberjaya does not have
> No designated hub for wearable tech in M'sia
> Penang could be potential hub given Intel's
strong presence there
> Strong competition from other Asian cities (e.g.
Tianjin Economic park in China, or Singapore for
healthcare-oriented wearables)
> Globally recognized as a very high potential
group of technologies
> Strong demand outlook especially for health &
fitness wearables (e.g. blood pressure
monitors, hearing aids)
> Juniper Research identified 2014 as key year for wearable tech in terms
of roll-outs and market traction – Predicts 70 m items to be sold by
2017
> ABI Research is even more bullish, expecting more than 485 m wearable
devices shipping by 2018
Electronics
& Electrical
Education
Comms
content &
infra
> Digital accessories (e.g. smart
watches, glasses, headgear)
> Embedded technologies
companies
Healthcare
Consumer
products
Biotech-
nology
Defence &
Security
Internal
capabilities
in Malaysia
Competitive
value
proposition
Fit with
Cyberjaya
Technology
potential &
readiness
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
0
40
20
2018201720162015201420132012
CAGR: +25.3%
Source: IHS, CBN Insights
Global wearable technology market [USD bn], 2012-16e
Technology profile: Wearable technologies

 Wearable technology (WT): Level of regional activity
Activity on wearables is currently concentrated in more advanced
countries in the northeast – Competition in SEA mainly from S'pore
Singapore
> Poised to ride the wave with its
expertise in manufacturing,
electronics & software
application
> A*STAR's Exploit Technologies
(tech transfer arm) actively
nurtures devt of homegrown WT
prototypes
> Host of global conferences e.g.
Startup Asia 2014
Japan
> NTT Corp / Toray Industries will
soon release shirts that can
monitor people’s heart rate &
take electrocardiograms
> Sony will push wristbands that
digitally record and data on daily
activities
> Smaller local start-ups also
entering into the fray e.g. MOFF1)
Taiwan
> Flagship brands like Acer, HTC
not major players – Taiwan's
focus will be in parts supply and
device assembly
> That said, Google actively
investing in / buying WT patents
from local tech co's e.g. Himax,
Hon Hai
> Regular host of global WT events
e.g. Wearable Technology
Conference 2013
South Korea
> Samsung is a global WT leader
with offerings like Samsung Gear
– LG also entering the fray with
G-watch
> Local universities and institutes
carrying out cutting-edge
research e.g. body heat to
charge WT devices (Korean
Advanced Institute of Science
and Technology, or KAIST)
1) Wristband toy gadget equipped with acceleration sensors and gyros, that detects
childrens’ arm movements and translates them as sounds
Regional competition: Wearable technologies
Brunei
China
Indonesia
India
Japan
Cambodia
South Korea
Laos
Myanmar
Malaysia
Philippines
Singapore
Thailand
Taiwan
Vietnam
> Research activity concentrated in more advanced countries in northeast Asia
> Taiwan set to serve as a key WT device assembly hub for the world
> Moderate competition within SEA itself, primarily from S'pore
Low
competition
Extremely high
competition
High competition
Moderate
competition

Source: Copenhagen Cleantech Cluster; MEC Intelligence
The global smart grid market is expected to be worth
USD 100 bn by 2016
Description
> Modernized electrical grid that uses analog or digital ICT to gather and
act on information (e.g. info about behavior of suppliers and
consumers) in an automated way to improve efficiency, reliability and
economics of the production and distribution of electricity
Size &
potential
Sub-
categories
> Integrated communications
> Sensing & measurement (e.g.
smart meters)
Profile: Smart grid technology
Source: Copenhagen Cleantech Cluster; MEC Intelligence
Applicable
sectors
> Strong fit with government's aim to reduce
energy consumption and carbon footprint
> Existing national projects (e.g. Melaka Smart
City 2030) & local players conducting R&D (e.g.
TNB collaboration with Trilliant in Selangor,
GreenTech M'sia partnership w/ GE)
> ICT is core technology behind smart grids
> Some companies with smart grid expertise
located in Cyberjaya (e.g. Shell, Fujitsu,
Mahindra Satyam) – But no R&D activities
conducted here
> Melaka earmarked to be a "showcase" city
for smart grid technology by 2030
> Existing regional competition to attract R&D
players (e.g. IES pilot project or EPGC2) in
Singapore, State Energy Smart Grid R&D
Center in Shanghai)
> Strong demand outlook due to global efforts
to reduce energy consumption
> Solutions already commercialized, used and
providing encouraging results (e.g : in
Massachusetts, Telegestore in Italy)
> Healthy growth due to improvements in ICT (e.g. smart sensors, intelligent
networks) and global willingness to reduce energy consumption
> Growing interest from VC funds and large MNCs ( e.g. Consert acquired by
Toshiba, Nest by Google, Cisco large investment in AMI 1))
Oil & Gas
Electronics
&Electrical
Defence &
Security
> Variable Frquency mode of ops
> Smart power generation (match
production with demand)
> …
817157
CAGR: +25%
100887259
45
44
34
33
25
26
19
Key global companies Homegrown companies
1) Advanced Meter Infrastructure, 2) Experimental Power Grid Centre
Global sales revenue for smart grid [USD bn], 2010– 2016E
Asia
Europe
+ America
2010 2011 2012 2013 2014e 2015e 2016e
Internal
capabilities
in Malaysia
Competitive
value
proposition
Fit with
Cyberjaya
Technology
potential &
readiness
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
5
4
3
2
1
Technology profile: Smart grid technology

Thailand
> Energy agencies launched Smart
Grid roadmap in 2011 –
Investing USD 4bn over 16 yrs
> Smart Grid pilot in Mae Hong
Son began last year and
expected to be completed by
Dec 2015 – If successful, to be
rolled out nationwide
> Chulalongkorn University also
launching a Smart Grid pilot
project in several provinces
India
> In the midst of its R-APDRP2)
programme which directs USD
10 bn over coming yrs to grid
modernization – Tata
Consultancy Services playing a
lead role
> Ministry of Power shortlisted 14
Smart Grid Pilot Projects to be
implemented by state-owned
distribution utilities
 Smart grid technologies: Level of regional activity
Countries in the region are embarking on smart grid pilots for nation-
wide roll-out – Cyberview can still serve as a "showcase" for M'sia
Singapore
> EMA1) conducting Intelligent
Energy System pilots in new
public housing estates in
Punggol – Testing smart meters,
in-home displays, etc
> EMA also embarked on a micro-
grid test-bed on Pulau Ubin
using intermittent renewable
energy
China
> According to State Grid
Corporation, 2011-15 will be
dedicated to promotion of smart
grid construction
> China spent more on smart grids
than the U.S. for the first time in
2013 – USD 4.3 bn invested
accounts for ~1/3 of world total
> China has installed ~250 m smart
meters nationwide
1) Energy Market Authority, 2) Restructured Accelerated Power Development and Reform
Programme
Regional competition: Smart grid technology
Brunei
China
Indonesia
India
Japan
Cambodia
South Korea
Laos
Myanmar
Malaysia
Philippines
Singapore
Thailand
Taiwan
Vietnam
> Many countries in region already conducting state-led pilots for smart grids
> Cyberjaya can still serve as a test-bed for smart grid technology, to be rolled out on a
national level once proven successful
Low
competition
Extremely high
competition
High competition
Moderate
competition

C. POSITIONING STRATEGY
AND ACTION PLAN

Cyberjaya could position itself as a centre for regional
collaboration on cybersecurity in South East Asia
Target companies
Information security: Positioning strategy for Cyberjaya
SWOT analysis for Cyberjaya
Threats
Weaknesses
Opportunities
Strengths
> Strongly supported by
MOSTI (e.g. CyberSecurity
M'sia created in '07)
> Existing programs to supply
talent (e.g. UTM, MMU)
> IMPACT is headquartered in
Cyberjaya; MOSTI also plans
to site its CyberSecurity HQ
here
> CIS (Centre for Information
Security) is housed in MMU
> No weaknesses identified at
present
> Strong demand growth
benefiting from growth of e-
commerce, big data and the
increasing number of
personal devices
> Existing regional
competition – S'pore with
attractive incentives under
Infocomm Roadmap, or
Ochang Park (Korea)
4 FireEye
5 Check Point
6
Barracuda
Networks
Cyberview's role
Positioning strategies
Market CJ as centre for regional collaboration within SEA on cybersecurity,
leveraging presence of IMPACT and Cybersecurity HQA.
Emphasize talent pool from universities like MMU that can provide ready,
high-skilled labor to information security companies relocating to CJB.
Stress financial incentives from govt agencies for information security
companies located in CJ (to be worked out with MDeC, MOSTI, MIDA etc)C.
> Specific agencies already set up (e.g. MDeC,
Cybersecurity Dept in MOSTI) – Cyberview to engage
agencies on CJ's focus areas & jointly develop plans
> Cyberview to serve as intermediary to facilitate
discussion among stakeholders, incl. companies
looking to set up, investors & property owners
7 -
8 -
9 -
10 -
Driver
Champion
Facilitator
Cisco
IBM
Symantec
1
2
3
1) Positioning strategy slides for all other shortlisted technologies are included in the Appendix
Positioning strategy: ICT – Information security

Related agencies such as MIMOS and IMPACT will need to be
engaged during the action plan implementation
Information security: Action plan (High-level)
Initiating
contact with
companies
Establishing
regulatory
framework
Fostering
technology
platforms
2014 2015 2016 2017
Strategic
Thrust
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
First contact with top 5 companies
(Round 1)
Trigger discussions & align
with relevant agencies
> Companies to be contacted: Cisco, IBM,
Symantec, FireEye, Check Point
> To align with MDeC, MIDA if there are
ongoing discussions with target companies
> (If required)
> To be "activated" if
negative replies
received from 1st
tier companies
> Initiate talks with MIDA,
InvestKL
> Meet with MOSTI, KKMM,
MDeC to discuss possibility of
coming up with customized
fiscal incentives
Talk to MIMOS
> Understand MIMOS'
existing platforms
Define strategic R&D plan
> Set quantitative long-term program of
public investment for R&D required
Assemble and present incentive package to attract target companies
> E.g. tax benefits, research grants, discount on office rentals / land sales, training grants
Develop talent development
programs
> Discuss with Education Ministry & relevant
universities to develop suitable programs
Seek Cabinet approval for
proposed plans
> Sector-specific incentives may
require approval from Cabinet
> Approval process expected to
take ~9-12 months
Approach 2nd
priority companies
(Round 2)
Talk to IMPACT
> Stocktake to clarify
activities to leverage
Relevant
agencies to be
consulted
before
approaching
companies
Execute R&D and talent development plans
> MOSTI & MIDA to serve as lead agencies
> Establish collaboration with MIMOS and other relevant agencies (e.g. Cybersecurity M'sia)
or industry players to make available existing technology platforms in Cyberjaya
Reassess & update shortlist of target
technology areas & companies
> To factor in new emerging areas and
companies
> Roland Berger can assist in steering this
process
Follow-up with
Round 1 co's
> 2nd round of
meetings where
incentive packages
will be presented
and discussed
Initiatives
A
B
C
1) Positioning strategy slides for all other shortlisted technologies are included in the Appendix
Action plan: ICT – Information security

Threats
Weaknesses
Opportunities
Strengths
Cyberview should facilitate the development of the creative content
industry & develop CJ as a national hub for creative industries
Creative content technologies: Positioning strategy for Cyberjaya
> Strong national support:
FINAS1), which offers
financial incentives (FIMI2)),
CMC3) under MSC Malaysia
– one of MDeC's main focus
areas
> Presence in Cyberjaya of
universities specialized in
this area (MMU, Limkokwing
Uni.)
> Established local creative
co's in Cyberjaya (e.g. KRU
Studios, Giggle Garage)
> Besides animation studios
and mobile apps developers,
lack of a strong industry
base (e.g. gaming industry,
filmed entertainment)
> Shortfall of talent in 2013
(based on MDeC statistics)
> Strong demand outlook for
all the sub-segments:
augmented reality, gaming
industry, etc.
> Increasing focus on
developing content adapted
to specific geographic areas
– most global players are not
very present in SEA
> Singapore made a strong
push in creative content
and already attracted
leading players (e.g.
LucasFilm, EA)
> Competition from
Northern Asian markets
due to their size & skilled
workforce (e.g. Japan for
mobile apps, India for
films)
Bring the main players of the industry (e.g. FINAS) in Cyberjaya, market it as
the national hub for creative people where synergies are created
Emphasize talent pool from universities like MMU that can provide a
creative workforce with the right mindset for companies in Cyberjaya
Stress financial incentives from govt agencies for creative multimedia
companies located in CJ (to be worked out with MDeC, FINAS, etc)
> The ecosystem to develop creative content already
exists in Malaysia (gov't agencies providing incentives,
universities, local companies) – Cyberview should
encourage closer collaboration
> Cyberview should be able to sell and advocate this
creative ecosystem to attract foreign companies
1) National Film Development Corporation Malaysia, agency and authority entrusted with the responsibility of developing film industry in Malaysia, 2) Film in Malaysia Incentive,
3) Creative Multimedia Cluster
Driver
Champion
Facilitator
Target companies
SWOT analysis for Cyberjaya Cyberview's role
Positioning strategies
A.
B.
C.
4 Electronic Arts
5 Studio Ghibli
6
(Back-up) Moving
Picture)
7 (Back-up) Frog Design
8 -
9 -
10 -Dreamworks
Blizzard
Disney
1
2
3
Positioning strategy: ICT – Creative content technologies

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