This document provides an overview of Iskandar Malaysia's progress over the past 5 years since its launch. Some key points:
- Iskandar Malaysia has achieved great strides towards becoming a world-class and dynamic metropolis, in line with the Malaysian government's goal of decentralizing development.
- The development of Iskandar Malaysia is geared towards being inclusive and sustainable, providing opportunities for all stakeholders.
- Over the past 5 years, Iskandar Malaysia has recorded a total committed investment of RM77.82 billion, surpassing initial targets and bringing in foreign investment.
- Several major infrastructure projects have been completed and catalytic projects are set to launch in 2012, marking an important phase
The document provides an overview of Iskandar Malaysia, a development region in southern Johor, Malaysia. It discusses the roles of the Iskandar Regional Development Authority in planning, promoting, and facilitating development in the region. It highlights achievements such as completed infrastructure projects and investments in education and healthcare. It also outlines ongoing and planned projects across five flagship zones, focusing on developments in industries like tourism, logistics, manufacturing, and education. Total committed investments in Iskandar Malaysia have grown from RM1 billion in 2006 to over RM106 billion as of 2011.
The document discusses Iskandar Malaysia, a development region in southern Johor, Malaysia. It provides an overview of Iskandar Malaysia, including its strategic location near Singapore, investment opportunities across various economic sectors, and progress on major development projects. It also outlines the roles and responsibilities of the Iskandar Regional Development Authority in facilitating the region's development goals.
Octavianus Mamahit is an Indonesian national born in 1975 in Tulap, Indonesia. He has worked in various roles such as rigger, roustabout, and master on fishing and oil vessels since 1995. His education includes completing primary and secondary school in Indonesia and marine high school. He holds several competency and safety certificates. His most recent work experiences were as a rigger for Jascon from 2008-2010 in Nigeria and PT. AdiDaya Energy in 2011 in Indonesia, and as a roustabout for PT. Brahmana Karya from 2012-2013 in Indonesia.
Sustanability and csr-way forward for HNB- SHANEL PERERA -07445.shanel perera
The document discusses corporate social responsibility (CSR) initiatives of HNB, a large bank in Sri Lanka. It provides details of HNB's CSR programs focused on education, health, environment and entrepreneurship. It also discusses how CSR can increase profits by promoting a company's reputation and enhancing employee loyalty. The document analyzes HNB's strengths, weaknesses, opportunities and threats and proposes recommendations to further enhance the bank's sustainability and CSR strategies, such as expanding its microfinance program and investing in environmental management systems.
Radin Ahmad is a 29-year-old civil engineering graduate from Selangor, Malaysia seeking a position as a Site Supervisor with expected salary of RM 2,600. He has a Certificate of Safety and Health Officer and experience in roles such as Junior Site Supervisor, Site Agent, Projectionist, and Project Coordinator utilizing skills in areas like hazard identification, risk assessment, and MS Office.
Muhammad Bilal is a certified associate engineer surveyor with 8 years of experience in surveying projects in Saudi Arabia and Pakistan. He has experience operating surveying instruments, AutoCAD software, and Microsoft Office programs. Some of his responsibilities have included marking site plans, taking elevation measurements, preparing sites, and supervising civil works for various infrastructure projects such as roads, housing developments, and sewer systems. He holds a three-year diploma in associate engineering and is seeking new opportunities in the United Arab Emirates.
The document provides an overview of Iskandar Malaysia, a development region in southern Johor, Malaysia. It discusses the roles of the Iskandar Regional Development Authority in planning, promoting, and facilitating development in the region. It highlights achievements such as completed infrastructure projects and investments in education and healthcare. It also outlines ongoing and planned projects across five flagship zones, focusing on developments in industries like tourism, logistics, manufacturing, and education. Total committed investments in Iskandar Malaysia have grown from RM1 billion in 2006 to over RM106 billion as of 2011.
The document discusses Iskandar Malaysia, a development region in southern Johor, Malaysia. It provides an overview of Iskandar Malaysia, including its strategic location near Singapore, investment opportunities across various economic sectors, and progress on major development projects. It also outlines the roles and responsibilities of the Iskandar Regional Development Authority in facilitating the region's development goals.
Octavianus Mamahit is an Indonesian national born in 1975 in Tulap, Indonesia. He has worked in various roles such as rigger, roustabout, and master on fishing and oil vessels since 1995. His education includes completing primary and secondary school in Indonesia and marine high school. He holds several competency and safety certificates. His most recent work experiences were as a rigger for Jascon from 2008-2010 in Nigeria and PT. AdiDaya Energy in 2011 in Indonesia, and as a roustabout for PT. Brahmana Karya from 2012-2013 in Indonesia.
Sustanability and csr-way forward for HNB- SHANEL PERERA -07445.shanel perera
The document discusses corporate social responsibility (CSR) initiatives of HNB, a large bank in Sri Lanka. It provides details of HNB's CSR programs focused on education, health, environment and entrepreneurship. It also discusses how CSR can increase profits by promoting a company's reputation and enhancing employee loyalty. The document analyzes HNB's strengths, weaknesses, opportunities and threats and proposes recommendations to further enhance the bank's sustainability and CSR strategies, such as expanding its microfinance program and investing in environmental management systems.
Radin Ahmad is a 29-year-old civil engineering graduate from Selangor, Malaysia seeking a position as a Site Supervisor with expected salary of RM 2,600. He has a Certificate of Safety and Health Officer and experience in roles such as Junior Site Supervisor, Site Agent, Projectionist, and Project Coordinator utilizing skills in areas like hazard identification, risk assessment, and MS Office.
Muhammad Bilal is a certified associate engineer surveyor with 8 years of experience in surveying projects in Saudi Arabia and Pakistan. He has experience operating surveying instruments, AutoCAD software, and Microsoft Office programs. Some of his responsibilities have included marking site plans, taking elevation measurements, preparing sites, and supervising civil works for various infrastructure projects such as roads, housing developments, and sewer systems. He holds a three-year diploma in associate engineering and is seeking new opportunities in the United Arab Emirates.
Economic Transformation Plan Executive Summary_bookletVoice Malaysia
The document provides an executive summary of Malaysia's Economic Transformation Programme (ETP). The ETP aims to transform Malaysia into a high-income nation by 2020 through targeted investments and policy reforms. It will focus on 12 National Key Economic Areas identified as growth drivers. The ETP represents a change in approach led by the private sector and prioritizing specific projects to boost productivity and create new jobs. It builds on past economic planning but aims to address challenges like slowing growth and global competition through concrete actions outlined in the ETP.
Abdullah Hashmi is a highly experienced health, safety, and environment (HSE) professional from Pakistan with over 10 years of experience in safety roles. He has extensive training in areas such as safety, firefighting, risk assessment, and environmental protection. Hashmi seeks new opportunities as a safety officer where he can apply his skills and experience to ensure safety standards and mitigate risks.
Ahmed Nazim is applying for the position of Camp Boss. He has over 26 years of work experience, including 16 years of experience working in Gulf countries. Currently, he works as a Camp Boss for International Inspection Services in Abu Dhabi, where his responsibilities include maintenance of staff accommodation, employee documentation, and coordinating with HR. Previously, he held similar Camp Boss roles at RELIANCE Electro Mechanical Company from 2004-2009 and Contraco Engineering Works in Qatar from 2000-2003. Nazim completed a two-year diploma in diesel mechanics in 1988 and holds various valid driving licenses in UAE.
Maideen Abdul Kader is a driver and administrative assistant with over 8 years of experience. He is proficient in English, Arabic, Hindi, Tamil, and Malayalam. He has a valid UAE, Qatar, and Indian driving license and extensive knowledge of UAE routes. In addition to his driving duties, he provides administrative support including managing office tasks, events, travel arrangements, record keeping, and using Microsoft Office programs. His professional experience includes roles as a driver and admin assistant for ITROM Trading Drug Store in Dubai since 2015, a driver and sales executive for Family Foods & Supermarket in India from 2013-2014, and personal driver to the CEO of Al Mazrooei Group in Dubai
Ramly Food Processing Sdn Bhd is a Malaysian food manufacturer founded in 1984 that produces meat-based products like beef, chicken, and seafood. It aims to provide jobs and become a household name in Malaysia and internationally. Ramly is now a major player in the frozen food industry in Malaysia and exports products to Singapore, Indonesia, and Thailand. It faces competition from companies like Ayamas but has maintained strong market dominance.
Kabeersha is applying for a safety officer position with over 6 years of experience in health and safety roles in the power, oil & gas, and construction industries. He has a diploma in civil engineering and fire safety engineering, and holds NEBOSH and defensive driving certifications. His responsibilities have included risk assessment, safety training, audits, and ensuring compliance with regulations. He is looking for a growth opportunity where he can further develop his qualifications, experience, and talents.
This document is a CV for Ezeldeen Saddat Nemer AlShadafan, a Jordanian national born in 1990 in Saudi Arabia. He received a Bachelor's degree in Mechatronics Engineering from Al Balqa' Applied University in 2015, and has skills in areas like problem solving, electrical motor drive systems, PLC systems, AutoCAD, MATLAB and Microsoft Office. He is looking for an opportunity with an organization that offers career advancement and encourages teamwork.
This document discusses a final project on urban transportation planning for Kuala Kangsar, Perak. It describes the existing transportation types in Kuala Kangsar, which includes public transportation like buses. It identifies issues with current public transportation, such as inconvenience and lack of connectivity. It then proposes both short-term measures within 3 years, such as working with police to improve traffic, as well as long-term plans for the next 30 years, which could involve expanding transportation infrastructure. The goal is to develop recommendations to improve urban transportation in Kuala Kangsar.
Royal Garden Residence adalah perumahan baru di Nusa Dua, Bali yang terdiri dari 299 unit rumah yang akan dibangun dalam dua tahap antara November 2012 hingga April 2013 dengan berbagai fasilitas. Perumahan ini menawarkan berbagai pilihan tipe rumah mulai dari satu lantai hingga dua lantai.
This document provides information about transportation in Kuala Lumpur, Malaysia. It discusses the active public transportation options including the Kelana Jaya LRT, Sri Petaling LRT, and Monorail. It identifies issues like traffic jams during peak hours and station overcrowding during mornings and evenings. It proposes solutions such as building multi-level highways and a smart phone app providing train arrival times at each station. It also mentions the upcoming Sungai Besi-Ulu Kelang Highway expected to complete in 2022.
Sajid Hasan is a civil engineer from Rajasthan, India seeking a challenging professional role. He has over 5 years of experience as a site engineer in Saudi Arabia and India. His experience includes supervising civil construction works like sheet piling, jet grouting, and concrete works. He holds a Bachelor's degree in Civil Engineering and is skilled in areas like site management, quality control, planning, and coordination.
1) Amreli district in Gujarat has a focus on industries like engineering, ports and ship building, and cement due to large reserves of limestone.
2) Pipavav port located in Amreli is a major economic driver and India's first private sector port. Large industries like Ultra Tech Cement have manufacturing facilities in Amreli.
3) Amreli has over 5,000 small and medium enterprises and is known for production of engineering equipment, textiles, and agricultural crops like groundnuts, cotton and oilseeds. Minerals like limestone are abundantly available.
This document is a curriculum vitae for Sheik Dawood.M that outlines his professional experience and qualifications. It details his past roles as a collection person, driver, and sales person for companies in Dubai and Kuwait from 2002 to the present. It also lists his educational background, personal details like nationality and languages spoken, and technical skills in MS Office and various operating systems. The CV aims to showcase Sheik Dawood.M's experience in customer service, logistics, and administrative roles to support his objective of obtaining a challenging new position.
The document discusses a case study of SUNWAY GROUP, a large Malaysian conglomerate, and their use of leadership coaching to develop managers for senior roles. CELSIM designed a program combining workshops, coaching, projects and e-learning to help managers improve coaching, communication, and influence skills. Participants gained confidence and knowledge to create sustainable change and motivate their teams to achieve goals. Feedback from a participant noted the program provided insight into improving effectiveness and priorities.
K. Sailesh is a planning engineer currently working for Desert Landscape Company in Dubai with over 3 years of experience. His responsibilities include project planning, monitoring, and tracking using Primavera P6 software. He prepares monthly plans and tracks projects on a weekly basis to highlight critical activities. Additionally, he tracks budgets, visits sites, and assists with progress reports and extension of time claims. He has a Bachelor's degree in Civil Engineering and certifications in project management, AutoCAD, 3D modeling, and structural analysis software.
1) Land use density is closely related to transportation demand, as transportation generated is directly proportional to land use density.
2) Different types of land use such as condominiums, offices, and shopping centers generate different transportation patterns, with condominiums mainly generating morning trips, offices mainly generating morning and evening trips, and shopping centers generating many trips on weekends.
3) Examples are given of morning and evening trip generation from condominiums and offices, as well as of typical daily trip generation rates from different types of housing such as terrace houses, semi-detached houses, apartments, and low-cost flats.
Masterplan Acceleration and Expansion of Indonesia Economic Development 2011-...Parivartin
This is the English translation of the "Masterplan Acceleration and Expansion of Indonesia Economic Development 2011-2015" or the "Masterplan Percepatan dan Perluasan Pembangunan Ekonomi Indonesia 2011-2025 (MP3EI)" in Bahasa Indonesia, authored and published by the Coordinating Ministry for Economic Affairs, Ministry of National Planning & Development, and the National Development Planning Agency.
This has been uploaded by Parivartin to provide wider availability to the economic planning and policy direction of the Indonesia Government to wider English-speaking audience. All copyright is held by the Indonesian Government's respective ministries and agencies.
This publication was originally published at the Coordinating Ministry for Economic Affairs website: http://www.ekon.go.id/
Economic Transformation Plan Executive Summary_bookletVoice Malaysia
The document provides an executive summary of Malaysia's Economic Transformation Programme (ETP). The ETP aims to transform Malaysia into a high-income nation by 2020 through targeted investments and policy reforms. It will focus on 12 National Key Economic Areas identified as growth drivers. The ETP represents a change in approach led by the private sector and prioritizing specific projects to boost productivity and create new jobs. It builds on past economic planning but aims to address challenges like slowing growth and global competition through concrete actions outlined in the ETP.
Abdullah Hashmi is a highly experienced health, safety, and environment (HSE) professional from Pakistan with over 10 years of experience in safety roles. He has extensive training in areas such as safety, firefighting, risk assessment, and environmental protection. Hashmi seeks new opportunities as a safety officer where he can apply his skills and experience to ensure safety standards and mitigate risks.
Ahmed Nazim is applying for the position of Camp Boss. He has over 26 years of work experience, including 16 years of experience working in Gulf countries. Currently, he works as a Camp Boss for International Inspection Services in Abu Dhabi, where his responsibilities include maintenance of staff accommodation, employee documentation, and coordinating with HR. Previously, he held similar Camp Boss roles at RELIANCE Electro Mechanical Company from 2004-2009 and Contraco Engineering Works in Qatar from 2000-2003. Nazim completed a two-year diploma in diesel mechanics in 1988 and holds various valid driving licenses in UAE.
Maideen Abdul Kader is a driver and administrative assistant with over 8 years of experience. He is proficient in English, Arabic, Hindi, Tamil, and Malayalam. He has a valid UAE, Qatar, and Indian driving license and extensive knowledge of UAE routes. In addition to his driving duties, he provides administrative support including managing office tasks, events, travel arrangements, record keeping, and using Microsoft Office programs. His professional experience includes roles as a driver and admin assistant for ITROM Trading Drug Store in Dubai since 2015, a driver and sales executive for Family Foods & Supermarket in India from 2013-2014, and personal driver to the CEO of Al Mazrooei Group in Dubai
Ramly Food Processing Sdn Bhd is a Malaysian food manufacturer founded in 1984 that produces meat-based products like beef, chicken, and seafood. It aims to provide jobs and become a household name in Malaysia and internationally. Ramly is now a major player in the frozen food industry in Malaysia and exports products to Singapore, Indonesia, and Thailand. It faces competition from companies like Ayamas but has maintained strong market dominance.
Kabeersha is applying for a safety officer position with over 6 years of experience in health and safety roles in the power, oil & gas, and construction industries. He has a diploma in civil engineering and fire safety engineering, and holds NEBOSH and defensive driving certifications. His responsibilities have included risk assessment, safety training, audits, and ensuring compliance with regulations. He is looking for a growth opportunity where he can further develop his qualifications, experience, and talents.
This document is a CV for Ezeldeen Saddat Nemer AlShadafan, a Jordanian national born in 1990 in Saudi Arabia. He received a Bachelor's degree in Mechatronics Engineering from Al Balqa' Applied University in 2015, and has skills in areas like problem solving, electrical motor drive systems, PLC systems, AutoCAD, MATLAB and Microsoft Office. He is looking for an opportunity with an organization that offers career advancement and encourages teamwork.
This document discusses a final project on urban transportation planning for Kuala Kangsar, Perak. It describes the existing transportation types in Kuala Kangsar, which includes public transportation like buses. It identifies issues with current public transportation, such as inconvenience and lack of connectivity. It then proposes both short-term measures within 3 years, such as working with police to improve traffic, as well as long-term plans for the next 30 years, which could involve expanding transportation infrastructure. The goal is to develop recommendations to improve urban transportation in Kuala Kangsar.
Royal Garden Residence adalah perumahan baru di Nusa Dua, Bali yang terdiri dari 299 unit rumah yang akan dibangun dalam dua tahap antara November 2012 hingga April 2013 dengan berbagai fasilitas. Perumahan ini menawarkan berbagai pilihan tipe rumah mulai dari satu lantai hingga dua lantai.
This document provides information about transportation in Kuala Lumpur, Malaysia. It discusses the active public transportation options including the Kelana Jaya LRT, Sri Petaling LRT, and Monorail. It identifies issues like traffic jams during peak hours and station overcrowding during mornings and evenings. It proposes solutions such as building multi-level highways and a smart phone app providing train arrival times at each station. It also mentions the upcoming Sungai Besi-Ulu Kelang Highway expected to complete in 2022.
Sajid Hasan is a civil engineer from Rajasthan, India seeking a challenging professional role. He has over 5 years of experience as a site engineer in Saudi Arabia and India. His experience includes supervising civil construction works like sheet piling, jet grouting, and concrete works. He holds a Bachelor's degree in Civil Engineering and is skilled in areas like site management, quality control, planning, and coordination.
1) Amreli district in Gujarat has a focus on industries like engineering, ports and ship building, and cement due to large reserves of limestone.
2) Pipavav port located in Amreli is a major economic driver and India's first private sector port. Large industries like Ultra Tech Cement have manufacturing facilities in Amreli.
3) Amreli has over 5,000 small and medium enterprises and is known for production of engineering equipment, textiles, and agricultural crops like groundnuts, cotton and oilseeds. Minerals like limestone are abundantly available.
This document is a curriculum vitae for Sheik Dawood.M that outlines his professional experience and qualifications. It details his past roles as a collection person, driver, and sales person for companies in Dubai and Kuwait from 2002 to the present. It also lists his educational background, personal details like nationality and languages spoken, and technical skills in MS Office and various operating systems. The CV aims to showcase Sheik Dawood.M's experience in customer service, logistics, and administrative roles to support his objective of obtaining a challenging new position.
The document discusses a case study of SUNWAY GROUP, a large Malaysian conglomerate, and their use of leadership coaching to develop managers for senior roles. CELSIM designed a program combining workshops, coaching, projects and e-learning to help managers improve coaching, communication, and influence skills. Participants gained confidence and knowledge to create sustainable change and motivate their teams to achieve goals. Feedback from a participant noted the program provided insight into improving effectiveness and priorities.
K. Sailesh is a planning engineer currently working for Desert Landscape Company in Dubai with over 3 years of experience. His responsibilities include project planning, monitoring, and tracking using Primavera P6 software. He prepares monthly plans and tracks projects on a weekly basis to highlight critical activities. Additionally, he tracks budgets, visits sites, and assists with progress reports and extension of time claims. He has a Bachelor's degree in Civil Engineering and certifications in project management, AutoCAD, 3D modeling, and structural analysis software.
1) Land use density is closely related to transportation demand, as transportation generated is directly proportional to land use density.
2) Different types of land use such as condominiums, offices, and shopping centers generate different transportation patterns, with condominiums mainly generating morning trips, offices mainly generating morning and evening trips, and shopping centers generating many trips on weekends.
3) Examples are given of morning and evening trip generation from condominiums and offices, as well as of typical daily trip generation rates from different types of housing such as terrace houses, semi-detached houses, apartments, and low-cost flats.
Masterplan Acceleration and Expansion of Indonesia Economic Development 2011-...Parivartin
This is the English translation of the "Masterplan Acceleration and Expansion of Indonesia Economic Development 2011-2015" or the "Masterplan Percepatan dan Perluasan Pembangunan Ekonomi Indonesia 2011-2025 (MP3EI)" in Bahasa Indonesia, authored and published by the Coordinating Ministry for Economic Affairs, Ministry of National Planning & Development, and the National Development Planning Agency.
This has been uploaded by Parivartin to provide wider availability to the economic planning and policy direction of the Indonesia Government to wider English-speaking audience. All copyright is held by the Indonesian Government's respective ministries and agencies.
This publication was originally published at the Coordinating Ministry for Economic Affairs website: http://www.ekon.go.id/
The Need for Strategic Training and Development of Iskandar Malaysia Workforceinventionjournals
The success of any organization largely depends on the knowledge, skills, and abilities of their workers. Therefore, strategic training and development of Iskandar Malaysia (IM) workforce is of paramount importance, as this will enable it to execute quality product. Although there have been initiatives to improve training and development of the construction workforce in IM, yet many researchers argue that these efforts are inadequate. To enhance the development of good products and excellent services in IM, adequate planning, designing, implementing, and evaluating of training programs is required. The objective of this conceptual paper is to critically analyze the current situation of Iskandar Malaysia as regards to strategic training and developments of its workforce, to enable us to recommend a new approach to this effect. This will be achieved through review of previous publications, such as published professional journals, academic works, internet search, and other relevant literature. After a detailed review, it was discovered that the training and skill development programs available for IM workforce have not been able to tackle the issue of skilled labour shortage, resulting to low productivity. Hence, this study proposes the Strategic Training and Development Process (STDP) to the management of IM, for the purpose of workforce development and organizations’ growth
A study on the role of small – scale industries in An emerging economy of Sr...Ragulan Rex
This document summarizes a study on the role of small-scale industries in Sri Lanka's emerging economy. It finds that small and medium enterprises (SMEs) make up the majority of industrial establishments in Sri Lanka and contribute significantly to employment, income generation, and regional development. The government of Sri Lanka recognizes SMEs as important for economic and social development through various policies and initiatives aimed at supporting the growth and competitiveness of SMEs. These include industrial parks, training programs, and clustering strategies to help SMEs address economic and social objectives as key contributors to realizing Sri Lanka's vision of becoming the "Wonder of Asia."
The document is the 1st Quarter Report 2010 from the Putera Sampoerna Foundation. It summarizes the Foundation's progress and achievements in the first quarter of 2010. Key points include:
- The Sampoerna Academies in Malang and Palembang successfully completed their first semester and will recruit for their second intake of students. Another Academy will open in Bali.
- The Sampoerna School of Education is making excellent progress, including successes of its lecturers and students.
- The Sampoerna School of Business recently opened and will create a pathway for a world-class university in Indonesia.
- Partnerships and donors continue to support the Foundation's programs,
The Development Of Economic Corridors Will Increase Malaysian Competitivene...annesunita
The development of economic corridors in Malaysia over the next 10 years will increase its competitiveness in several key ways:
1) Investments into corridors like Iskandar Malaysia have already exceeded targets, attracting diverse investors and development projects.
2) Corridors are complementing economic growth between Malaysia and Singapore as an regional economic hub.
3) Promoting Malaysian halal food products in international markets like the UK is increasing tourism into Malaysia.
4) Corridors are focusing on sustainable tourism projects that will further boost the economy.
This document summarizes the Pakistan Vision 2025 plan. It includes statements from the President of Pakistan, Prime Minister of Pakistan, and Minister for Planning, Development & Reform endorsing the plan. The President notes the plan provides a roadmap and implementation strategy for Pakistan over the next decade. The Prime Minister praises the extensive consultation process and sees the plan guiding Pakistan to its rightful place among nations. The Minister for Planning provides context on the need for a shared vision to address challenges and put Pakistan on a trajectory of development and prosperity by 2025.
1) The report summarizes Bangladesh's economic growth and development, noting that GDP grew 6.5% in 2015. Key sectors driving growth include exports, remittances, agriculture and industry.
2) Challenges to maintaining and increasing growth include inadequate infrastructure like power and ports, governance issues like corruption, rapid urbanization, and lack of export competitiveness.
3) The report outlines recent economic performance and prospects, highlighting continued GDP growth projected at 6.7% in 2016, moderating inflation, and a narrowing trade deficit. Achieving higher growth will require addressing infrastructure deficits and pursuing institutional and policy reforms.
Function, Performance & significant role of Islami Bank Bangladesh LimitedMoin Sarker
This document summarizes the acknowledgements and authors of a project paper on Islami Bank Bangladesh Limited (IBBL). It thanks the course instructor and faculty for their guidance and support throughout the project. It also thanks the authors' parents and friends for their assistance in finalizing the project within the timeframe. The authors are identified as Moin Sarker and Melon Fakir.
M.B.A FINISHING SCHOOL,Nizamabad,Telangana state,offers an innovative in initiative "PROJECT INSPIRIT", is a one-day work shop aimed at creating new generation entrepreneurs in Telangana. This initiative is especially a motivation development programme aimed at creating self awareness and self-confidence among the students of degree, post graduation, engineering, M.B.A etc, to undertake entrepreneurship as their career.
Development of sri lanka in South Asian contextJ Wanniarachchi
Sri Lanka is still a developing country. We have to learn lot from other Asian Countries who are already in great development. so through this presentation it compared the economic situation of Sri Lanka with Malaysia. And imply what are the lessons that we can gain from Malaysian economy.
Prestasi Junior Indonesia implemented two financial literacy programs for elementary school students in 2015:
1) The SMART KIDS program taught over 1,700 students in 7 cities about earning, saving, spending, and donating.
2) The Cha-Ching Goes to School program worked with 10 schools in Jakarta to improve money management skills through fun activities teaching the four concepts of earning, saving, spending, and donating. The goal was to help students develop better financial well-being.
This document is a curriculum vitae for Muhammad Owais. It includes his personal details like name, date of birth, nationality, contact information and permanent address. It outlines his objectives to utilize his skills and work in a competitive environment. It details his academic qualifications including a Bachelor's degree in Commerce. It lists his work experience in roles like Account Assistant, Grants Intern and Senior Accountant at various organizations. It also provides additional skills and qualifications in areas like accounting software, computer skills, languages and hobbies. References are available upon request.
The document discusses Malaysia's efforts to promote entrepreneurship through higher education. It outlines several initiatives and policies launched by the Ministry of Higher Education between 2010-2020 to embed entrepreneurship in university curriculums. This includes making entrepreneurship modules and activities compulsory, providing funding for student entrepreneurs, and recognizing top student enterprises. The efforts have led to increases in the percentage of graduate and student entrepreneurs in Malaysia from 2012 to 2017. The document also highlights several successful student start-ups that have emerged from these entrepreneurship programs.
This document discusses the need for Smart ASN and digital-based public services in Indonesia. The Covid-19 pandemic highlighted the importance of digital transformation in government. Smart ASN are civil servants that have technology skills and can provide digital-based public services. The document outlines how 40% of civil servant jobs are currently administrative and repetitive in nature, making them vulnerable to automation. It argues that Indonesia needs to shift these jobs to more substantive roles to realize the vision of Smart ASN and provide world-class digital public services.
This document discusses Indonesia's economic growth and development, as well as Japan's significant investment and partnerships in Indonesia. It profiles several Indonesian companies that have benefited from collaborations with Japanese firms.
The key points are:
1) Indonesia is focusing on becoming the leader of Southeast Asia through investments in education and infrastructure under its new president. Japan is Indonesia's second largest investor after Singapore.
2) Pupuk Indonesia has expanded fertilizer production through technology transfers from Japanese companies like Toyo Engineering. It aims to increase exports to countries like the Philippines and markets like Japan.
3) Bank Mandiri has diversified into retail banking and aims to reach more of Indonesia's population through new mobile banking services,
The World Bank endorsed a new Country Partnership Strategy for Indonesia to support its development priorities from 2009-2012, with an emphasis on strengthening national institutions. Indonesia has emerged as a middle-income country after economic reforms, but more effective institutions are still needed to deliver development results. The strategy aims to help the government improve existing programs and institutions involved in areas like education, poverty reduction, and infrastructure. Over four years, the World Bank will provide $2 billion annually to build institutional capacity in these and other sectors.
The World Bank endorsed a new Country Partnership Strategy for Indonesia to support its development priorities from 2009-2012, with an emphasis on strengthening national institutions. Indonesia has emerged as a middle-income country after economic reforms, but needs more effective institutions to deliver development results. The strategy aims to help improve existing programs and institutions involved in areas like education, poverty reduction, and infrastructure. Over four years, the World Bank will provide $2 billion annually for these goals.
The document presents the Regional Development Plan for SOCCSKSARGEN Region for 2017-2022. It outlines the plan's goals of laying the foundation for inclusive growth, a high-trust and resilient society, and a globally competitive knowledge economy by 2022. The plan was developed through collaboration between the Regional Development Council and local stakeholders. It contains strategies across sectors like agriculture, industry, human capital development, and infrastructure to achieve the region's development targets and contribute to national development goals as outlined in the Philippine Development Plan.
Since Indonesia became a Key Partner in 2007, the country’s engagement with the OECD has deepened significantly. In 2009, Indonesia became a member of the OECD Development Centre to engage in knowledge sharing on innovative policies to boost development. It was the first Key Partner to sign both a Framework of Co-operation Agreement (2012) and a Privileges and Immunity Agreement (2013), and more recently it welcomed the OECD’s first regional office in Southeast Asia, opened in Jakarta in March 2015.
Similar to Five year-progress-report iskandar (20)
The document provides information on the Centum Lifestyle Flexi Suites development located in Ara Damansara, Petaling Jaya. It is a mixed commercial development comprising an 11-storey office tower with 330 flexi office suites ranging from 739 to 4,157 square feet. The development is situated on 2 acres of freehold land and is easily accessible via major highways. It offers facilities such as a landscaped garden, parking, retail outlets, and recreational amenities. Special purchase packages include rebates, interest subsidies, and renovation packages.
The SVN® organization shares a portion of their new weekly listings via their SVN Live® Weekly Property Broadcast. Visit https://svn.com/svn-live/ if you would like to attend our weekly call, which we open up to the brokerage community.
Dholera Smart City Latest Development Status 2024.pdfShivgan Infratech
Explore the latest development status of Dholera Smart City in 2024. Discover the progress, infrastructure, and future plans of India's first greenfield smart city.
AVRUPA KONUTLARI ESENTEPE - ENGLISH - Listing TurkeyListing Turkey
Looking for a new home in Istanbul? Look no further than Avrupa Konutlari Esentepe! Our beautifully designed homes provide the perfect blend of luxury and comfort, making them the perfect choice for anyone looking for a high-quality home in the city.
With a wide range of apartment types available, from 1+1 to 4+1, we have something to suit every need and budget. Each apartment is designed with attention to detail and features spacious and bright living areas, making them the perfect place to relax and unwind after a long day.
One of the things that sets Avrupa Konutlari Esentepe apart from other developments is our focus on creating a community that is both comfortable and convenient. Our homes are surrounded by lush green spaces, perfect for enjoying a peaceful stroll or having a picnic with friends and family. Additionally, our complex includes a variety of social and recreational amenities, such as swimming pools, sports fields, and playgrounds, making it easy for residents to stay active and socialize with their neighbors.
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3. AcKnowledgements
YAB Prime Minister, Malaysia
YAB Chief Minister, Johor
Prime Minister’s Department
Prime Minister’s Office
Chief Minister of Johor’s Office
Johor Corporation Berhad
MMC Corporation Berhad
UMLand Berhad
Iskandar Regional Development Authority
Khazanah Nasional Berhad
UEM Land Holdings Berhad
Iskandar Investment Berhad
Ernst & Young Advisory Services Sdn Bhd
X2 Sdn Bhd
Text 100 Pte Ltd
Salt Media Consultancy Sdn Bhd
DC Print Sdn Bhd
Amir Hafizi
The people of Johor Darul Ta’zim
11 DECEMBER 2011
ISKANDAR MALAYSIA - FIVE Year Progress Report 2
5. Foreword from
the Prime Minister of Malaysia
W hen the Government
of Malaysia set out
to transform southern
The rakyat is the ultimate
beneficiary of Iskandar
Malaysia, and even in the
Johor by tapping into the five short years since its
region’s strategic location, launch, the benefits from
its vibrant population the changes for the good
and strong logistical that have been set in
infrastructure, it was with motion can already be felt
the idea of developing a through improved public
world-class and dynamic infrastructure, thousands
metropolis that would be a of new jobs, and enhanced
key growth corridor for the safety and security, to
country. name a few.
Today, five years on, Alhamdulillah, the progress
Iskandar Malaysia has that has been achieved so
made great strides towards far in Iskandar Malaysia
achieving that goal. The is highly laudable but it is
region is a manifestation of just the beginning, with
the Government’s plan to more key developments “The development in Iskandar
decentralise development to be launched next year
and spread it out to all and many others over the
Malaysia is geared towards
corners of Malaysia, duration of the region’s being inclusive and sustainable,
thereby helping to ensure 20-year development
that no Malaysian is horizon. The Government
providing a multitude of
left behind in reaping of Malaysia for its part is prospects for growth and
the benefits from, and committed to ensuring
seizing the opportunities the continued progress
prosperity to be enjoyed by all
generated by, our nation’s and ultimate success of stakeholders.”
economic growth. Iskandar Malaysia.
In line with the principles As co-chairman of
of Malaysia’s on-going the Iskandar Regional
transformation into a Development Authority
high-income economy, (IRDA), I would like to take
the development in this opportunity to thank
Iskandar Malaysia is geared everyone involved for their YAB Dato’ Sri Mohd Najib bin
towards being inclusive passion, perseverance and Tun Abdul Razak
and sustainable, providing hard work that has brought Prime Minister of Malaysia
a multitude of prospects Iskandar Malaysia this far
for growth and prosperity and undoubtedly will take
to be enjoyed by all it further.
stakeholders.
ISKANDAR MALAYSIA - FIVE Year Progress Report 4
6. Message from
the Chief Minister of Johor
Iskandar Malaysia is of huge significance and importance
to the socioeconomic progress of Johor, with
development in the region founded upon fundamental
principles that will have a positive impact on the people in
the state.
Through Iskandar Malaysia, Johor is given a key role in
nation-building, which is a natural role for a state that has
a rich, centuries-old history and tradition in being at the
forefront of social, economic and political development in
the Malay Peninsula.
The factors of growth and value creation lie at the heart
of the development of an internationally-competitive
Iskandar Malaysia, with strong regional and global linkages
that together with domestic strengths and advantages will
drive creativity and innovation.
Most important of all, the development of Iskandar
Malaysia is anchored upon the fair and equitable
distribution of the fruits of our collective labour among
stakeholders, so that the value and wealth generated is “Through Iskandar Malaysia,
shared across all segments of society. This principle is
paramount as the final outcome sought is for the rakyat to
Johor is given a key role in
enjoy an enhanced standard of living, with good access to nation-building, which is a
quality education, high-value employment and business
opportunities, and an enriched quality of life.
natural role for a state that has
a rich, centuries-old history
It is indeed heartwarming and encouraging to see the
growth of Iskandar Malaysia thus far, with good progress
and tradition in being at the
made in areas such as its physical and soft infrastructure, forefront of social, economic
key catalytic projects and social development initiatives.
and political development in the
The Government of Johor remains steadfast in its efforts Malay Peninsula.”
towards Iskandar Malaysia’s success and is continuously
committed to working hand-in-hand with the Federal
Government, the private and public sectors, and most
importantly, the people of Johor in ensuring the region’s
further growth. The state government is grateful to all
who have contributed through this collaborative approach,
which is pivotal to Iskandar Malaysia’s achievements to Dato Haji Abdul Ghani Othman,
date and in the future. YAB Menteri Besar Johor
As co-chairman of the Iskandar Regional Development
Authority (IRDA), I would like to say that truly, the rakyat,
both in Johor and throughout our nation, have much to
look forward to in Iskandar Malaysia, Insya-Allah.
5 ISKANDAR MALAYSIA - FIVE-Year Progress Report
7. Message from
the Chief Executive of IRDA
Iskandar Malaysia is well and truly off the ground and
we are now starting to see growth and development
throughout the region.
Much has been done in the five years since the launch of
Iskandar Malaysia and several important milestones that
were set for the development of the region have been well
met. Key road infrastructure projects have been completed
or are nearing completion, as are several catalytic projects
that will further spur growth and investment.
Cumulatively, Iskandar Malaysia has recorded a total
committed investment of RM77.82 billion, surpassing the
target set for the first phase of development. About 40%
of the total is from foreign investment and more than
RM30 billion have been realised.
Iskandar Malaysia is now into the second phase of its
20-year development period, with 2012 set to be a tipping
point for the region as several catalytic projects are set to
come on stream.
“Iskandar Malaysia has recorded
In this context, this report is timely as a progress update of
what has been implemented and achieved in the five years
a total committed investment of
of Iskandar Malaysia. RM77.82 billion, surpassing the
Indeed, these achievements were a result of tight
target set for the first phase of
collaboration and cooperation from many parties involved development”
in bringing the Iskandar Malaysia vision closer to reality.
The Federal Government and Johor State Government
have been pivotal in the progress of Iskandar Malaysia we
see so far, and on behalf of IRDA, I would like to record our
gratitude to them.
There is more to be done and IRDA is unwavering in its
commitment to ensuring the success of Iskandar Malaysia. Ismail bin Ibrahim
Chief Executive of Iskandar Regional
Development Authority (IRDA)
ISKANDAR MALAYSIA - FIVE-Year Progress Report 6
8. mEssAgE FRom THE mAnAgIng dIRECToR
oF KHAZAnAH nAsIonAl BERHAd
F ive years have passed since the launch of the
Comprehensive Development Plan (CDP) for what was
then known as the South Johor Economic Region. the CDP
guides the holistic development of Iskandar Malaysia over
a period of 20 years from 2006 to 2025.
Covering a multitude of aspects including socioeconomic,
physical, legal and institutional, as well as environmental
planning, the CDP envisaged the creation of a solid and
sustainable conurbation of international standing that
would also ensure fair and equitable distribution of
benefits to its stakeholders.
Alhamdulillah, we have witnessed much progress not
only in terms of investments that have been made and
the physical development that is evident on the ground
but also in efforts to ensure that the people of Johor, the
ultimate beneficiaries of Iskandar Malaysia, would fully
share in its growth and progress.
Khazanah is very honoured to be given the opportunity to
participate in this landmark development of the shaping of “There is more to be done and
not just Iskandar Malaysia but indeed the future landscape
of Malaysia itself.
we must double our efforts to
make it a magnet for investment,
I would like to thank and congratulate all who have been
involved in transforming Iskandar Malaysia from the idea
talent and economic activity,
that it was into the reality that it is today, in particular regionally and internationally.”
the Federal government and the Johor State government
for the strong and solid support that has been extended
throughout.
these achievements however should not be a reason
for us to rest on our laurels but rather serve to motivate
and drive us further to ensure that Iskandar Malaysia
continues to progress as planned. there is more to be Tan sri dato’ Azman Hj. mokhtar,
done and we must double our efforts to make it a magnet managing director, Khazanah nasional Berhad
for investment, talent and economic activity, regionally
and internationally. god-willing, through our continuous
commitment and endeavor, Iskandar Malaysia will succeed.
7 ISKANDAR MALAYSIA - FIVE-YEAR PRogRESS REPoRt
11. TABLE OF CONTENTS
CHAPTER 1:
12 ISKANDAR MALAYSIA – CONTINUATION OF A
HISTORY AND TRADITION OF PROGRESS
Johor: At the Forefront of Change
The Iskandar Malaysia Premise
CHAPTER 2:
22 FIVE YEARS OF ISKANDAR MALAYSIA –
HIGHLIGHTS AND MILESTONES
CHAPTER 3:
26 THE FLAGSHIP ZONES – A PROGRESS UPDATE
Overview of Progress
Flagship Zone A: Johor Bahru City
Flagship Zone B: Nusajaya
Flagship Zone C: Western Gate Development
Flagship Zone D: Eastern Gate Development
Flagship Zone E: Senai-Skudai
TABLE OF CONTENTS
CHAPTER 4:
58 SOCIAL DEVELOPMENT –
GROWTH THROUGH INCLUSION
I. Human Capital Development
II. Social Inclusion
III. Economic Inclusion
IV. Housing and Spatial Development
V. Safety and Security
CHAPTER 5:
66 WAY FORWARD
Strategies for the Next 5 Years
APPENDIX
72 Acronyms & Abbreviations
13. Chapter 1:
ISKANDAR MALAYSIA -
CONTINUATION OF A HISTORY
AND tRADITION of progress
Iskandar Malaysia is situated in south Johor, which has a centuries-old tradition of being at the forefront
of social, economic and political developments in Peninsular Malaysia and the region. Through its
strategic location, abundant resources, strong leaders and progressive communities, the great strides
made by Johor throughout history have generated waves of impact and influence on its surroundings. A
prime example is the Johorean influence in language: before the standard use of Bahasa Baku, it was Johor
Malay that was the lingua franca both in British Malaya and the Dutch East Indies, and it was Johor Malay
that would become the national language of independent Malaya.
In this context, Iskandar Malaysia is the continuation of the open and outward-looking spirit that has
characterised centuries of Johor’s history. It is the extension of the innovation and imagination that
moved celebrated sons of Johor the likes of Temenggong Ibrahim, Sultan Abu Bakar, Dato’ Abdul Rahman
Yassin, Dato’ Onn and Tun Dr Ismail to undertake great and ambitious tasks for the public good with
practicality, wisdom and principle. It is the enterprise of Wong Ah Fook and the Kuoks, the hard work and
the commitment of the Alsagoffs and other Hadhrami families, and it is the courage and conviction of the
Puthuchearys. Above all, it is the evolution of the deep and binding friendship of once-different peoples
from many lands and of many faiths.
It is this tradition of leadership and dynamism has put Johor at the forefront in the past, and provides the
seeds of great potential for its success in the future. Knowingly or not, the leaders of Johor in its early
history were building the foundations of a state based on the modern economic principle of generating
GDP by employing the productive use of labour and capital. Through being open and welcoming
of external talent and investment, armed with foresight and vision, and boldly exploiting Johor’s
comparative advantages, they put into practice a formula for economic growth and prosperity that
remains valid to this day.
The legacy of Johor’s political, social and economic leadership provides both a challenge and an
opportunity for the people of Johor to continue this tradition and realise the potential that is
Iskandar Malaysia.
ISKANDAR MALAYSIA - FIVE-Year Progress Report 12
14. Johor: At the Forefront of Change
It is often said in Peninsular Malaysia that the people of
Johor are “a little different”: highly refined, educated and The Golden Chersonese
fiercely independent.
When thinking of the early
Johor is, after all, the birthplace of the post-war Malay trading kingdoms of the Malay
nationalism that would lead quickly to the independence world, the Srivijaya Empire with
of Malaya, and even today it is regarded as the last and its capital at Palembang, or the
greatest bastion of that political tradition. At the same later Sultanate of Malacca from
time, however, Johor enjoys a liberal and cosmopolitan which the state of Johor is
reputation unrivalled either in the peninsula’s long history directly descended, often
comes to mind. And yet, early
or in the glittering landscape of modern Malaysia.
Western maps such as the
Geographia attributed to
It was a Johorean, Dato’ Onn Ja’afar, who founded the Claudius Ptolemy, suggests
United Malays National Organisation (UMNO), and it was something quite different. Compiled under various hands in the
also he who first demanded that the party open its doors to first millennium of the Common Era, it is in this work that the
all Malayans regardless of creed or colour. It was another Chersonesus Aurea or Golden Chersonese – “Chersonese”
Johorean, Tun Dr Ismail Abdul Rahman, who would agitate meaning “Peninsula” – is first mentioned (Wheatley, P., The
in favour of citizenship for all those resident in Malaya to Golden Khersonese, University of Malaya Press, Kuala Lumpur,
make them loyal citizens of the new independent nation. 2010). The name has long been considered to show how
important the Peninsula’s gold trade had been to the West, and
Such sentiments did not emerge overnight nor were they especially to the Roman Empire.
peculiar to a handful of individuals who existed in isolation There are some recognisable names: on the northwest of the
or happened by accident to be Johorean. Indeed it is Golden Chersonese the compilers of the Geographia identified
possible—even likely—that the historical inhabitants of a city called Cocconagora, which might correspond to the lost
Johor have had as much close contact with other peoples kingdom of Gangga Negara (what is now thought to be Beruas
and cultures as anyone in the Peninsula. and Manjung in Perak), while further north is the town of Kalonka
on what might be the lower Pahang River today.
A jewel in the south To the south, however, there is a major river, the Palandas, that
ran north through the peninsula from what is today the Tebrau
In the Sejarah Melayu (the Malay Annals) of 1612, Tun Sri Strait. On the banks of this river, just inland from the sea, was
Lanang tells of the land of Gangga Ayu and its great fort a city of the same name, and nearby was the market town of
of black stone on the banks of the Johor River. Ruled by a Sabanda. These names and cities are lost to us, but nonetheless
certain Raja Chulan, Gangga Ayu was thought by Tun Sri scholars believe that Palandas is the Johor River and that the
Lanang to have been the Malay equivalent of an ancient city of Palandas was established on the site of what is now Kota
Tinggi. The market of Sabanda might well have been a trading
Siamese expression (khlang khiaw) signifying “the Treasury
post on the island of Singapore—its specific designation as an
of Jewels”. This is borne out by the old Javanese name for emporium on the map implied that it was operated by non-
Johor—Galuh—which in literary Javanese today still means Roman authorities who charged non-Roman levies.
“diamond” or “jewel”. Also, contemporary Arabs referred to
Gangga Ayu as Jauhar (Arabic for “jewel”), and it is entirely Scholars generally accept that the cartographers of the
possible that Jauhar gives us the modern name “Johor”. Geographia marked only the waterways that featured
prominently in trade—in this case, the gold trade—and if the
Many historians believe that the Arab community, Golden Chersonese was indeed the Malay Peninsula, then the
originally merchants and teachers from Hadhramaut in ancient peoples of Johor and Rome (whether the Western Empire,
Yemen, began to settle in Johor in the 14th century. It which fell by the end of the fifth century CE, or the Eastern
was through this community that the Johorean artistic Byzantine Empire, which fell in 1453) were almost certainly
known to each other.
traditions of the zapin and hamdolok, as well as the use of
the gambus in music, first took root. There are still Arabic
place-names in Johor Baru today, such as Wadi Hana
and Wadi Hassan, and there is also a strong Hadhrami
13 ISKANDAR MALAYSIA - FIVE-Year Progress Report
15. ISKANDAR MALAYSIA - CONTINUATION OF A HISTORY AND TRADITION OF PROGRESS CHAPTER 1
community in Batu Pahat. was given written authority to establish and supervise the
Early Recognition The Javanese, meanwhile, plantation and to collect taxes for the state. In this way
influenced the development the system promoted both infrastructural development
Johor was known to the of kuda kepang, as well as and trade as more and more Chinese workers established
Chinese at least as early Johorean cuisine in delicacies tax-exempt shops and services for the residents of the new
as the middle of the Tang such as nasi ambeng, lontong, settlements. Temenggong Ibrahim first put the kangchu
dynasty (around the ninth and ungkep. system in place at the settlement of Kangkar Tebrau
century CE), and there are in 1844, and by the 1860s there would be some 1,200
map references to a kingdom
By far the most obvious kangchu plantations employing 15,000 workers.
the Chinese knew as Lo-Yue,
corresponding to the location
example of Johor’s outward-
of Palandas in Ptolemy’s looking spirit can be seen in Moving forward
Geographia. It is in Lo-Yue, the commerce and industry
for example, that Prince of the mid-19th century, and In 1855 Temenggong Ibrahim shifted his capital from
Takaoka (799CE–865CE), the it has been said by historians Teluk Belanga to what was then the small fishing village of
third son of Emperor Heizei that the best examples of Tanjung Puteri, but it was his son Temenggong Abu Bakar
(773CE–824CE) of Japan, is Malay co-operation with (the great-great grandfather of the present ruler, Sultan
recorded in official Japanese Chinese investors and labour Ibrahim Ismail) who would build on these early foundations
annals to have been killed by was undoubtedly in Johor. to make the state of Johor what it is today.
a tiger while en route to India.
A memorial to Prince Takaoka
Welcoming to all It is a testament to the rule
stands today in the Japanese
cemetery at Jalan Kebun Teh
of Sultan Abu Bakar, as he “A Man of Exceptional
in Johor Baru, and this and The state’s first Chinese would later become, that at Intelligence”
other factors give credence settlers arrived in the early various times the Chinese
to the idea that Johor was the 1840s. They were Teochew subjects in his state would Described by the English
site of the lost city of Kota from Swatow (now Shantou) outnumber the Malays by as “a man of exceptional
Gelanggi. and Chaozhou in China and as much as four to one, and intelligence”, Sultan Abu Bakar
they arrived when the young yet—unlike the experience was born on 3 February 1833
Raja Temenggong of Johor, of other Malay states—there in Teluk Belanga, Singapore.
The Governor of the Straits
Tun Daeng Ibrahim Abdul Rahman (1810–1862), had just were almost no instances
Settlements, William
been appointed officially to his post. The Temenggong was of friction (although there Butterworth, suggested that
a high political office within the Majlis Orang Kaya, and the were cases where different the young boy be sent to
Temenggong of Johor, centred in Teluk Belanga, Singapore, Chinese dialect groups England for his education but
held as a personal fiefdom what is today effectively the fought each other). Quite the Temenggong Ibrahim replied
state of Johor and the island of Singapore. This excluded contrary: it was under the with a firm “no”. Instead, Abu
Muar, which was held by its own Temenggong centred in rule of the Father of Modern Bakar would learn Islam and
Segamat, while Pahang was held by the Bendahara, Riau by Johor, as Abu Bakar would adat (Malay customary law)
the Yam Tuan Muda, and the rest of the Empire of Johor by be known, that the state from private tutors before
the Sultan who resided in Linggi (in Negri Sembilan today). leapfrogged economically, being sent to the local mission
socially and politically into school, the Teluk Belanga Malay
School. The school was run by
Sir Stamford Raffles had taken control of Singapore the modern world, and it did
the Rev Benjamin Keasberry,
for the East India Company in 1819, and what began as so comparatively free from an expert in Malay and whose
experimental pepper and gambier plantations had, by colonial interference. Johor staff included Munshi Abdullah
the time of Temenggong Ibrahim’s accession, resulted was the only state to maintain Abdul Kadir.
in a shortage and exhaustion of land on the island. its complete autonomy even
Temenggong Ibrahim persuaded the Chinese to open up as late as the end of the 19th
more plantations in the dense jungle along the rivers of century when the British administration sought to promote
Johor, and here he devised an innovative system in which a direct control over the Malay states. How Johor achieved
senior Chinese, called a kangchu (head of the river), would all this is a testament to the skill and wisdom of Abu Bakar
be given charge of a particular river where the plantation and the multiracial officers of his Government.
was to be established. With what were effectively a
renewable tenancy and a business licence, the kangchu
ISKANDAR MALAYSIA - FIVE-Year Progress Report 14
16. Abu Bakar’s vision kangchu system, and it was through this that luminaries
such as Muhamad Salleh Perang (1841–1915) helped to
Abu Bakar ascended as Temenggong on the death of his transform the state economically. Muhamad Salleh was
father on 31 January 1862. He was just 29 years old but fluent in both written Chinese and spoken Teochew, as
immediately set about developing the kangchu system well as Chinese traditions, and was so close to the Chinese
into a legal contract based on a European model. Under community that he is credited with the establishment
the new rules, a contract would be issued to individual of Batu Pahat and its development as a trading and
merchants living in Singapore or else to combines (or agricultural centre. He accompanied Abu Bakar to China
kongsi) of several merchants who could raise the capital in 1880 and rose to the position of Dato’ Bentara Luar of
for developing their plantations and the necessary the royal court, and there were often times when the Court
infrastructure. The kangchu himself became a site of Johor had more Chinese-speakers than the Colonial
supervisor reporting to the concessionaire or kongsi, and Government in Singapore.
the Chinese community as a whole were represented by a
Kapitan Cina, of which there would eventually be three Abu Bakar also struck a close friendship with a young
in Johor. contractor called Wong Ah Fook, who left his home in
Taishan County, Guangdong, as a result of the clan wars
The leading concessionaire and Kapitan at the time was of the time. As a young builder in Singapore he earned the
Tan Hiok Nee (1827–1902), a Teochew. In his early years notice of Hoo Ah Kay (better known as Whampoa, the
as a cloth peddler, he was a frequent visitor to Abu Bakar’s Anglicisation of Huangpu, the district in Guangzhou where
house and became his friend. Tan grew to be a prominent he was born) who was a prominent merchant—the only
cloth merchant with businesses in Johor by the time he Asian chandler to the Royal Navy—and Consul of Russia,
received his first kangchu contract in 1853, and eventually China and Japan in Singapore. As a result of Whampoa’s
he rose to become the leader of the Ghee Hin (or Ngee patronage, Wong received his first major commission in
Heng) Kongsi around 1964. Tan grew to become one of the 1863 building godowns for the firm Paterson & Simons
wealthiest and most influential Chinese in Johor with the on behalf of the Johor Government. Abu Bakar was so
largest number (nine) of kangchu concessions and a post of impressed with the work that he commissioned Wong to
Kapitan created especially for him. This post in Johor was build the new palace, the Istana Besar, at Tanjung Puteri
a civil service appointment assisted by a treasurer, a chief (which would soon be renamed Johor Baru). With Abu
clerk, and a chief inspector. Under Abu Bakar’s leadership Bakar’s trust, Wong rose to become the main Government
and through combined effort, the people of Johor, both contractor and he completed at least 20 major public
old and new, grew the 1,200 plantations and 15,000 works projects, including the splendid state mosque (now
workers of the 1860s to some 100,000 Chinese working on the Sultan Abu Bakar Mosque) as well as other landmark
plantations that together accounted for the largest supply buildings that have since come under heritage protection.
of pepper and gambier in the world by 1911.
Abu Bakar was careful to cultivate friendships with other
Abu Bakar also created a local civil service staffed by communities as well, the most notable of which was
prominent Malay meritocrats, which would set the the influential Hadhrami community. Syed Mohammed
foundation for Johor’s domination of Independence politics Alsagoff (1836–1906) was a key member of this group.
later, and it was through this system that the families of The grandson of the patriarch Syed Abdul Rahman, who
Onn Ja’afar, Dr Ismail Abdul Rahman and others would came out to Singapore as a spice trader in 1824, Syed
rise to prominence. However, Abu Bakar remained acutely Mohammed was a wealthy member of the colonial upper
aware of the importance of the Chinese community in the class, a great philanthropist, and Consul-General for Turkey
development of his state, and so he included two Chinese in Singapore. The trust Abu Bakar placed in him brought
in his 24-member Council of State, one of whom was his him land concessions in Nong Chik, Johor Baru, and some
trusted official Tan Hiok Nee. 14 square miles at Kukup where on his newly established
Constantinople Estate Syed Mohammed would cultivate
Forging collaborations rubber, sago, pepper and more, as well as print his own
banknotes which uniquely featured lettering in Jawi,
Abu Bakar also encouraged the involvement of many Chinese and English.
Malays in partnership with the Chinese in developing the
15 ISKANDAR MALAYSIA - FIVE-Year Progress Report
17. ISKANDAR MALAYSIA - CONTINUATION OF A HISTORY AND TRADITION OF PROGRESS CHAPTER 1
Syed Mohammed was not the only member of the Arab his greatest contribution, however, was the state’s 1895
community to help develop Johor. For example, Syed Constitution—the first in Malaya—which established
Abdullah Umar, Syed Junid Umar and Syed Abu Bakar of a constitutional monarchy. This development was
the al-Junids, together with Syed Salim Mohsain al-Attas particularly noteworthy in that it bucked the trend of the
were licensed and provided tax incentives to mine tin in other Malay states, which went deeper into Muslim and
Ayer Puteh. There is also record of an al-Tawi being granted customary law in response to increasing British influence.
a kangchu concession to open up plantation land in Skudai Indeed the Constitution would prove so successful that
Ulu, and an al-Khatib likewise in Tebrau. While the 1911 it would later serve as the model for the other states
Census placed the Arab community in Johor at a small of Malaya—but even here Johor remained different:
the Undang-Undang Tubuh Negeri Johor (literally, Laws
Embodying the State of Johor), unlike the conventional
The Maharaja of Johor term “Perlembagaan”, showed Johorean nationhood to
be legitimate only under the operation of law. Drafted by
As Sultan Abu Bakar registered success Dato’ Amar diRaja Abdul Rahman Andak at the command
after success, his political influence grew of the Sultan, the Constitution also declared that no
not only within the colonial community subject of Johor should be bound to any Sultan who ceded
but throughout the world. In the course of
the integrity of the state to a foreign power. This implied
his reign he became a close personal friend
of Queen Victoria and leading English
a contractual duty that was to become a major point of
nobles, and elsewhere he was very contention during the Malayan Union protests after the
welcome in the courts of Emperor Meiji of end of the Second World War.
Japan, Emperor Franz Josef of Austria, Pope
Leo XIII, Sultan Abdulaziz of Turkey, King Kalakaua of Hawaii, and The people of Johor argued that entering the Union
most of all Guangxu the Emperor of China, who was strongly would, according to the Constitution, endanger the
impressed by Abu Bakar’s support for the Chinese of Johor.
sovereignty of the state. It would be leading Johoreans
This aroused the professional jealousy of the Sir Frederick Weld, such as Dato’ Abdul Rahman Yassin (the father of Dr
the Governor of the Straits Settlements, and Weld sought Ismail), Dato’ Sulaiman Abdul Rahman (Dr Ismail’s
hard to bring Johor into the colonial fold by imposing on her a brother), Dr Awang Hassan (later Tun and Governor
British Resident who would be in complete control of the state’s
of Penang), and Dato’ Onn Ja’afar who would organise
administration. Abu Bakar resisted this move through skilful
manoeuvring: proclaimed Maharaja of Johor in 1868, he was now
the first resistance to the Malayan Union. And it
(in 1885) recognised as Sultan of all Johor by Queen Victoria. This would also be in Johor Baru—at the Istana Besar of
masterstroke gave him considerable moral authority and allowed Sultan Ibrahim (the son of Sultan Abu Bakar)—that
him to maintain the state’s sovereignty and independence from UMNO would come into being on 11–12 May 1946.
Britain. It is noteworthy that Johor, the Malay kingdom closest to
the seat of British colonial power in the region, managed to resist Open to all
incorporation into British Malaya until 1914, and it was the last
state to do so.
And yet these leaders were not motivated merely by
narrow considerations of nationalism. The young Dr Ismail
699 people, they more than made up for that in industry, wrote at the time that “Johor, I suppose, is still under
enterprise, hard work and success. Several families, such Military Occupation. When the Civil Administration takes
as the Alsagoffs, al-Attas’ and Alaydrus’, would over time its place again, the old order must go. People, irrespective
become connected to the royal family by marriage, and of nationality and colour must be judged according to their
many, such as Datuk Sheikh Abdullah Ahmad Bakhbereh own ability and only then can peace be assured.”
(popularly known as Datuk Shake), would make strong
marks Malaysian on culture and society later in history. Dr Ismail’s family possess the values and outlook typical
of Johoreans. The best friend of his father, Dato’ Abdul
Driven by innovation Rahman, was the Chinese medical doctor Cheah Tiang
Eam, and it would be through Cheah’s daughters Eileen and
As Sultan, Abu Bakar quickly instituted several innovations Joyce that Dr Ismail would in turn meet his best friends
such as postal and judicial systems as well as the Royal Philip and Robert Kuok (who married the two sisters).
Johor Military Force (or Timbalan Setia Negeri). Perhaps The Abdul Rahmans, Cheahs and Kuoks were in turn close
ISKANDAR MALAYSIA - FIVE-Year Progress Report 16
18. friends with the Puthuchearys (two of whom, James and Continuing the tradition
Dato’ Dominic, were founders of the People’s Action
Party), as well as Dato’ Onn. It was Onn, for example, Therefore, it can be argued that Iskandar Malaysia is a
who tipped off the third Kuok brother, William, that the continuation of Johor’s history of being at the forefront
British authorities were after him, and it would be James of change. Nearly half a century after Merdeka, it
Puthucheary who would bring the sad news of his death represents a significant thread to be added to Johor’s rich
back to the Kuok family. socioeconomic tapestry, tapping into the state’s heritage
of openness as well as leveraging on South Johor’s strategic
Philip Kuok (later Tan Sri) would serve as the Malaysian location at the southernmost tip of continental Asia.
Ambassador in Germany, the former Yugoslavia,
Netherlands, Belgium, Luxembourg and Denmark. Tan Clearly, it is well-positioned to take advantage of global
Sri Robert Kuok—long before he became the “Sugar developments since the new millennium. The world has
King”—would serve his nation in many capacities, come full circle over the past millennia. From 10th to the
helping to establish the Malaysian International the 15th century AD, China was the economic powerhouse
Shipping Corporation and Malaysian Airlines, amongst of the world until its position was usurped by the Western
other things. The two brothers built a massive world due to the isolationist policies pursued during the
worldwide business conglomerate and both would Qing Dynasty. Today, China, along with India – the two
remain deeply committed to a multiracial Malaysia. countries with more than one billion in population and
a history of great empires behind them – are reclaiming
At the forefront of change their global economic and political leadership. At the
same time, the West is imploding in the aftermath of
Regardless of their accomplishments, these individuals the worst financial crisis since the Great Depression.
are but threads in the great tapestry that is the social
and cultural milieu of Johor. The state has produced The centre of economic gravity is shifting inexorably
generations of Malayan and Malaysian leaders in politics, to the East, along with the formation of a ‘New Silk
government, commerce, society, sports, academia and the Road’ stretching from the Philippines to Africa. The
arts, and they have been able to do so because of a breadth New Silk Road is based on maritime, rather than the
of vision formed over centuries of embracing difference overland routes of old, and Johor (through Iskandar
for the common good. Throughout history, and even in Malaysia) with its maritime trading history, has the
the “pre-history” of the Malay Peninsula, Johor has been potential to be a significant part of this new route.
a gateway to international trade and cultural exchange. Regionally, Iskandar Malaysia is at the centre of Southeast
Whether it was known as Palandas, Gangga Ayu, Lo-Yue, Asia, located in between the Malacca Straits and the
Galuh or Jauhar, the state has been at the forefront of the South China Sea, with links to the Indian Ocean.
Peninsula’s social, political and economic development. It
is this unique perspective that continues to enrich Johor’s Indeed, Iskandar Malaysia possesses strategic positioning
strong traditions of openness and understanding. and economic potential. Johor has strong economic and
historical links with neighbouring Singapore, and this
Sultan Abu Bakar and those like him could not have can be seen in the 50,000 commuters who travel from
existed in isolation, and even if they did the measures they Johor Bahru to Singapore daily for work and education.
introduced—revolutionary at the time—could not have Together, Iskandar Malaysia and Singapore form a
taken root in unfertile soil. In more modern times, the birth conurbation of six million people, three maritime ports,
of Malay nationalism was already tempered by Johorean two airports as well as overland links to the rest of Asia.
maturity when it spread to the rest of the country, and it
is this Johorean maturity and welcoming of difference that With these key advantages, Iskandar Malaysia has
gave momentum to the multiracialism that has formed the opportunity to re-establish Johor’s economic and
the bedrock of all Malaysian politics even to this day. In historical leadership within the region, by keeping to the
Iskandar Malaysia today, as in Johor throughout the ages, it traditions of openness and pragmatism and leveraging
is the diversity of the many that gives strength to all. on existing strengths as well as develop complementary
advantages with Singapore and the rest of the region.
17 ISKANDAR MALAYSIA - FIVE-Year Progress Report
19. ISKANDAR MALAYSIA - CONTINUATION OF A HISTORY AND TRADITION OF PROGRESS CHAPTER 1
THE ISKANDAR MALAYSIA PREMISE
Iskandar Malaysia, with an area of 2,217 square-kilometers, These foundations for development are:
is three times the size of Singapore and is the single largest
development project ever to be undertaken in the region. 1. Nation Building
As envisaged by the Comprehensive Development Plan Development is consistent in spirit with national and
(CDP) launched in 2006, Iskandar Malaysia will be a place state level plans and aspirations while aspiring to drive
where living, entertainment and business would seamlessly further innovation and reforms in the nation building
converge in a vibrant and sustainable metropolis of process.
international standing. A great deal of careful planning
has also gone into ensuring that the development would 2. Growth and value creation
be sustainable, taking into consideration the direct and
indirect needs of its respective stakeholders. Development emphasises growth, productivity and
value creation in line with globalisation and increased
As part of the Indonesia-Malaysia-Singapore Growth competition.
Triangle, Iskandar Malaysia’s strategic location and
proximity to some of the world’s most dynamic economies 3. Equitable and fair distribution among
is a key differentiating factor for the development. Located stakeholders
at the cross-roads of the important East-West trade
routes, it is mid-way between the region’s two economic Development is consistent with the tenets of growth
power-houses, China and India, and is easily accessed by with equity, to ensure that the local and Bumiputera
air, land and sea. Other advantages include a multi-lingual population in particular participate in the growth and
and educated work-force and a vast land-bank. It is also value creation in a meaningful manner.
positioned as an international metropolis to decrease trade
barriers and increase human mobility. The five pillars in the strategic framework for Iskandar
Malaysia is a broad-based approach that encompasses
Since its official launch in November 2006, the vision the regulatory, social, physical, infrastructure and
of Iskandar Malaysia has gone off the drawing board commercialisation areas.
and is rapidly being transformed into a next generation
metropolis. With Phase 1 (2006-2010) completed, a 1. International Rim Positioning
critical mass has been established with the timely delivery
of major infrastructure and several iconic investment The development of a regionally and globally-
projects. Iskandar Malaysia has now progressed into Phase competitive Iskandar Malaysia propelled by efficiency
2 of the Comprehensive Development Plan. and innovation besides being factor and investment-
driven.
Consistent with the Iskandar Malaysia vision of becoming
“A Strong, Sustainable Metropolis of International 2. Establishing hard and soft infrastructure
Standing”, the development of the region is being enablers
undertaken upon five strategic pillars anchored in three
foundations, as identified by the CDP. The required infrastructure includes physical
infrastructures such as roads, airport and ports, and
public utilities, as well as security, river cleaning and
proper sewerage. In addition, soft infrastructure such as
fiscal and financial incentives, human capital, efficient
and business friendly institutions are necessary.
ISKANDAR MALAYSIA - FIVE-Year Progress Report 18
20. 3. Investment in catalyst projects
CHART 1.1:
Catalytic projects to help spur further economic TRAVEL TIMES BETWEEN Iskandar Malaysia
activities in the region. This encompasses projects AND REGIONS
in logistic services, financial services, health and
education services, agricultural, manufacturing,
leisure and tourism, creative services and emerging
technologies.
4. Establishing a strong institutional
framework and the creation of a strong
regulatory authority
The creation of an Authority to plan, facilitate
approvals through a one-stop centre and address
social development. The Authority is also tasked to
ensure that approval times and government delivery
systems especially in respect to investments are to be
significantly improved in order to be internationally
competitive.
Over a 20-year period until 2025, the region is expected to
5. Ensuring socio-economic equity and buy- record Gross Domestic Product growth of 8% per annum,
in from the local population resulting in nominal GDP of USD93.3 billion in 2025 and
GDP per capita of USD31,100. A total of 1.43 million jobs
The people in Iskandar Malaysia fully benefits from will be created for a population that is expected to reach
the region’s development, through property and three million in 2025. The rest of Johor will also benefit
equity ownership, local and Bumiputera participation with significant spillover effects.
in various business and economic activities, income
generation programmes for the youth and abundant The successful development of Iskandar Malaysia will
employment opportunities generated from the enable the people within the region and its surroundings
development within the region. to enjoy a better quality of life, with environmental
preservation, learning and knowledge, social cohesion,
Via a development approach that is consistent with better income and wealth distribution, and greater
the five strategic pillars and grounded upon the opportunities for future generations to advance through
three foundations, it is envisaged under the CDP that better education, healthcare, employment and
Iskandar Malaysia will make a significant impact on business potential.
several key economic fronts.
19 ISKANDAR MALAYSIA - FIVE-Year Progress Report
23. CHAPTER 2:
FIVE YEARS OF ISKANDAR MALAYSIA –
HIGHLIGHTS AND MILESTONES
Iskandar Malaysia has been identified as one of the key catalysts and high-impact developments under the
Ninth and Tenth Malaysia Plans. The CDP provides a framework for the comprehensive development of
Iskandar Malaysia in a holistic and sustainable fashion, placing emphasis on creating a healthy investment
climate that is attractive to local and foreign investors.
To achieve these aspirations, Iskandar Malaysia would need to generate sufficient momentum by
sustaining a GDP growth of 8.0% annually up to the year 2025. A total investment of RM383 billion
(USD115.7 billion) would be required over the 20-year period. The target of RM47 billion for first phase has
already been achieved, with total committed domestic and foreign investments amounting to more than
RM70 billion.
Since its launch in 2006, Iskandar Malaysia has progressed rapidly, with several key developments
completed and many more nearing completion. Progress is being achieved across multiple sectors
including education, healthcare, leisure and tourism, property, creative and retail. In addition, critical
enablers such as physical infrastructure, safety and security, public housing, and social development
initiatives are also moving forward.
The growth over the past five years has put Iskandar Malaysia on a strong footing in its second phase of
development (2011 to 2015), with 2012 seen as a banner year with more catalyst projects coming on
stream. While much has been achieved, more will need to be done to drive Iskandar Malaysia forward.
ISKANDAR MALAYSIA - FIVE-Year Progress Report 22
24. the following is a timeline of highlights and milestones over
the five years since Iskandar Malaysia’s inception in 2006.
Iskandar Regional New Iskandar Malaysia brand is launched
Development Authority by the Prime Minister of Malaysia
(IRDA) is established via an
Iskandar Malaysia (then known as the South Act of Parliament, New road infrastructure projects
Johor Economic Region) is officially launched IRDA ACt 2007 for Iskandar Malaysia worth a total
by His Royal Highness the Sultan of Johor of RM3 billion is announced by the
IRDA holds inaugural meeting, Menteri Besar of Johor
co-chaired by the Prime Minister of
Comprehensive Malaysia and the Menteri Besar of An allocation of RM200 million
Development Plan for Johor to implement public housing in
Iskandar Malaysia is Iskandar Malaysia is announced by
released the Prime Minister of Malaysia
the Malaysian Six Iskandar Malaysia
Iskandar government announces development blueprints out of
Investment a range of financial the 32 planned are completed
Berhad, incentives, including
the catalytic developer tax exemptions, for Medini Iskandar Malaysia
for Iskandar Malaysia, is companies that invest in is launched
incorporated specific sectors in Iskandar
Malaysia
2006 2007 2008
Phase 1 of SiLC
in Nusajaya is
launched
Agreement to develop
Newcastle University
campus is signed
Agreement
to develop
LEgoLAND
Malaysia is signed
Construction of
Coastal Highway
commences
Work on Perumahan Rakyat Iskandar
Malaysia (PRISMA) public housing
project begins
Iskandar Malaysia records RM16 billion
in committed investments; cumulatively,
more than RM41 billion in investments
have been committed since its launch
23 ISKANDAR MALAYSIA - FIVE-YEAR PRogRESS REPoRt
25. FIVE YEARS OF ISKANDAR MALAYSIA – HIGHLIGHTS AND MILESTONES CHAPTER 2
Agreement for University of
Southampton campus is signed
Kota Iskandar, the new Johor State EduCity stadium Five Iskandar Malaysia development
administrative centre, and sports complex blueprints are completed. In total 21
is officially opened construction begins out of the 32 blueprints planned have
been completed
Agreement to develop Agreement for
Pinewood Iskandar Netherlands Maritime Newcastle University
Malaysia Studios is Institute of Technology is campus is launched
signed signed
Johor Premium
Agreement for Marlborough Agreement for Outlets is
College Malaysia is signed Gleaneagles launched
Medini Hospital
Agreement to develop is signed PRISMA, the benchmark-
Puteri Harbour Family setting public housing
Indoor Theme park is Columbia Asia Hospital project in Iskandar
signed commences operations Malaysia, is launched
2009 2010 2011
Agreement to develop 12 Community Police
Johor Premium Outlets Posts established
signed Agreement for Raffles
University Iskandar is
Bas Iskandar signed
Malaysia service
is launched 11 drainage projects and 5 river-
cleaning projects completed
10 Iskandar Malaysia development
blueprints are completed. In total Iskandar Malaysia records RM13.92
16 out of the 32 blueprints planned billion in committed investments;
have been completed cumulatively, more than RM69 billion
in investments have been committed
Iskandar Malaysia records RM13.81 billion since its launch
in committed investments; cumulatively,
more than RM55 billion in investments Khazanah Nasional and Temasek Holdings
have been committed since its launch announce a joint-venture to develop an
iconic wellness township project
ISKANDAR MALAYSIA - FIVE-Year Progress Report 24
27. Chapter 3:
THE FLAGSHIP ZONES
A PROGRESS UPDATE
The Iskandar Malaysia region is located in south N
JOHOR
Johor and covers Johor Bahru District as well as W E
several Mukims – Jeram Batu, Sungai Karang, S
Serkat – and Pulau Kukup in Mukim Ayer Masin,
that are all within the district of Pontian. It
comprises five component areas designated
as Flagship Zones A to E, with Johor Bahru, the
state capital of Johor, located in Flagship Zone A.
The Flagship Zones were formed based on
their roles as developmental focal points, with
emphasis on further strengthening existing
economic clusters as well as diversifying and Key landmarks and developments within each flagship zone are as follows:
FLAGSHIP A FLAGSHIP B FLAGSHIP C
developing targeted growth sectors. Iskandar JOHOR BAHRU CITY CENTRE NUSAJAYA WESTERN GATE DEVELOPMENT
Malaysia’s nine key economic clusters are • Central Business District
• Danga Bay Integrated
•
•
Kota Iskandar
Puteri Harbour
•
•
Port of Tanjung Pelepas
Tanjung Bin Power Plant
financial advisory and consulting, creative
Waterfront City • Medini • Malaysia - Singapore Second Link
• Upgrading of Central Business District • EduCity • RAMSAR World Heritage
• Tebrau-Plentong Mixed Development • Southern Industrial Logistic • Tanjung Piai - Southernmost Tip
industries, logistics, leisure and tourism, • Customs, Immigration and
Quarantine Complex (CIQ)
• Johor-Singapore Causeway
Clusters (SiLC)
• Afiat Health Park
• International Destination Resort
of Mainland Asia
• Free Trade Zone
education, healthcare, electrical and electronics, • Lido Boulevard
• Conservation and Heritage Zones
• Housing and Residential Projects
petrochemical and oleo-chemical, and food and FLAGSHIP D FLAGSHIP E
agro processing. EASTERN GATE DEVELOPMENT SENAI DAI
• Tanjung Langsat Industrial Complex • Senai International Aiport
• Tanjung Langsat Port • Senai Cargo Hub
Collectively, developments in the Flagship
• Johor Port • Senai High-Tech Park
• Pasir Gudang Industrial Park • Sedenak Industrial Park
• APTEC (Lakehill Resort City) • MSC Cyberport City
Zones provide a testimony to the progress •
•
Johor Technology Park
Johor Premium Outlets®
that has been achieved in Iskandar Malaysia
since its inception. The cumulative investments that have been committed to various projects in the
Flagship Zones have ensured that Iskandar Malaysia has exceeded the investment target set for the first
phase of its development. In addition, several key catalyst projects have been completed or are nearing
completion, while positive progress has been made on the delivery of critical enablers such as roads
and safety. Important institutional frameworks are in place and most significantly, the strengthening of
bilateral relations between Malaysia and Singapore puts Iskandar Malaysia in prime position to leverage
on its proximity and socioeconomic links with its southern neighbour.
ISKANDAR MALAYSIA - FIVE-Year Progress Report 26
28. Source: CDP 2005
RM
OVERVIEW OF PROGRESS
10,000
9,716 Billions
80
TOTAL: 27,299 69.5
9,000
Rising investments Of 70 total committed investments for the first phase,
the
8,000 59% were domestic investment while foreign direct
60 55.6
Malaysia total of over RM75 billion in investments from both
A Economy
7,000
investment (FDI) contributed to the remaining 41%,
50
26.7
domestic and foreign sources have been committed to
6,094
making for a healthy mix of sources
41.8 of funds. The
23.7
5,910 40
Iskandar Malaysia up to the first half of 2011. For the
6,000 contribution of domestic investments into Iskandar
14.5
region’s first phase of development, which ran from 2006
ICT &
Malaysia has shown25.8
30 a steady rise from 2008, when
21.7
5,000 Health Educational Financial 9.1
Tourism to 2010, cumulative services
services
committed investments of Creative
services
about it made up 45% or RM18.9 billion of the cumulative
20
RM69.5 billion were secured. This was approximately
industries 11.3 11.9
then, to 54% or RM30.1 billion5.1 2009 when it 21.8
in
4,000 1.0 16.5
3,257
148% above target of RM47 billion that had been set for 10 8.2
surpassed total cumulative foreign direct investments.
5.5 7.1
3,000 5.8 5.8 6.8 6.3 6.3
that period. It is a commendable achievement given that 0
the global economy underwent severe financial distress in
2,000 CHART2006
3.2: Breakdown2008Cumulative (Dec)
2007 of 2009 2010
2008 and 2009. During those two years, Iskandar Malaysia
967 Investments by Domestic andOthers
Government Utilities, Tourism and Foreign
) secured investment commitments to be added)
1,000 (Four new “Pillars” of RM16 billion and
129 124
600 468 Sources 2008-2010, Year-On-Year
Properties Manufacturing Committed investment
34
RM13.8 billion respectively.
0
RM
ica -
o &
Fo uris &
ro
rs
ion
l
e
tic
are
em ro
cia
tiv
Fin l
Le nic
od m
he
Billions
Ag
ctr al
To re
gis
ch Pet
at
hc
an
ea
Electric
Ot
isu
CHART 3.1: Cumulative Investments 2006-2010, 80
uc
&
Lo
alt
Cr
&
Ed
Ele
He
eo
Year-On-Year 70 Foreign
Ol
60 Local
RM 28.8
Billions (41%)
80 50
25.5
69.5 40 (46%)
70
30 22.8
60 55.6
(55%)
26.7 20
50 30.1 40.7
41.8 18.9 (54%) (59%)
23.7 10
40 (45%)
14.5 0
30 25.8
21.7 2008 2009 2010 (Dec)
9.1
20 11.9 21.8 Source: IRDA, Khazanah, IIB, MIDA & corporate annoucement
11.3 5.1
7 1.0 16.5
10 5.5 7.1 8.2
5.8 5.8 6.8 6.3 6.3
0 About RM30 billion of the RM75 billion in committed
2006 2007 2008 2009 2010 (Dec)
investments have been actualised. This has seen a number
Government Utilities, Tourism and Others of important developments getting off the ground, with
Properties Manufacturing Committed investment several completed or approaching completion, across
RM
Source: IRDA, Khazanah, IIB, MIDA & corporate annoucement
the Flagship Zones. They include catalyst projects in
Billions the education and leisure and tourism sectors, key
80
infrastructure such as upgrading works on existing roads
70 Foreign
Committed investments during the first phase went and new highways, and other projects in sectors such as
60 Local
into various sectors including manufacturing, property healthcare.
28.8
development, utilities, leisure and tourism, as (41%) as
50 well
government spending. The Federal Government has
25.5 Boost in employment
40 (46%) to December 2010,
allocated a total of RM6.3 billion up
30 22.8
specifically for key infrastructure projects in Iskandar
(55%)
The rising investments in Iskandar Malaysia have
Malaysia. For the same period, the bulk of committed
20 40.7
correspondingly generated increased economic activity
30.1
investments from the private (54%) have been in the
10 18.9 sector (59%) and hence, demand for workers. More than 20,000
manufacturing sector which drew in 38.7% and property
(45%) employment opportunities have been created over the
0
development 2008 accounted for 31.4%. 2010 (Dec)
which past five years in Iskandar Malaysia’s targeted economic
2009
sectors. Nearly 10,000 jobs are in the electrical and
27 ISKANDAR MALAYSIA - FIVE-Year Progress Report