Global Technology Hub Blueprint PDF

CYBERJAYA
Global Technology Hub

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

Information Communication Technology iswhere innovation and creativity that can
rapidly becoming a key resource to fosterconsolidate growth, generate new
innovation and boost economic and socialemployment and create business
prosperity for Malaysia. The contribution toopportunities. The role of technology has
the national GDP from the digital economyglobally made a paradigm shift to become
is expected to reach 17% as we movea critical enabler, a demand driver and
towards year 2020. Technology is a majortaking the centre stage in some of the
contributor and key driver to the nationalleading economies and enterprises today.
In the economic sense, technology have become a new form of asset class,
equivalent to data or oil. The competitive advantage for many countries has shifted
towards process technology which are man-made and in replacement of natural
comparative advantage. That is the power and opportunities driven in this era of
technology and internet
As the government puts in place many digital measures under the New Economic
Model, Economic Transformation Plan, Government Transformation Plan and Digital
Malaysia to place Malaysia firmly on the global digital map, we must ensure that we
have a complete ecosystem that continues to progress in tandem with our national
digital agenda. With this strategic injection of push to our national initiatives, it
realigns our national initiatives to a leaner and stronger approach to work inclusively
across all agencies. By doing so, our country will keep in pace with the much
competitive global economy.
CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT

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

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

drawing investments to and developing the ecosystem for 5
technology focus areas, in close collaboration with all
relevant agencies :
ICT NON-ICT
(consists of 5 selected sub-areas)
Information Security Green Technology

Creative Content Technologies Biotechnology
Mobile Internet Wearable Technologies
Cloud Computing Smart Grid Technology
Big Data Analytics CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT
Contents Page
A Context 5
A1. Technology in the national agenda 6
A2. Cyberjaya's current situation 11
A3. Technology trends that are shaping Asia Pacific 20
A4. Benchmarking of other technology hubs 25
B Key technology areas 38

B1. Overview of selected technologies 39
B2. Technology and competition overview: ICT-related technologies 42
B3. Technology and competition overview: Other technologies 53
C Positioning strategy & action plan 62
D Impact 81
E Appendix 84
E1. Benchmarking: Technology parks 85
E2. Benchmarking: Start-up hubs 98
A. CONTEXT
A1.
Technology in the national agenda
As a first step, we analyzed relevant policy documents to gain
deeper insights into technological priorities at the national level
• Malaysia's national development plans
New Economic
Vision Model (NEM)
(2009)
documents
Economic Government
Transformation Transformation
Conceptual Program (ETP) Program (GTP)
blueprints (2010) (2013)
9th Malaysia 10th Malaysia Digital Malaysia

Operational Plan 2006-2010 Plan 2011-2015 354 Roadmap
(2006) (2010) (2014)
roadmaps
3rd Industrial
Sector-specific Strategic SME Master S&T Master
Master Plan
ICT Roadmap Plan 2012-2020 Plan
action plans 2006-2020
(2013) (2012) (2003)
(2006)

By doing this, we had to reconcile the different priority areas
defined in each national policy document
• Development plans focus areas

> Re-energising the private sector > Transparent and market-
8 Strategic > Developing a quality workforce and friendly affirmative action
Vision New Economic Reform reducing dependency on foreign > Building the knowledge base
Model (NEM) labour and infrastructure
documents (2009) Initiatives > Creating a competitive domestic > Enhancing the sources of
(SRIs) economy growth
> Strengthening the public sector > Ensuring sustainability of
growth
> Greater Kuala Lumpur/Klang > Electronics & Electrical
12 National Valley > Business Services
Economic
Conceptual Key Econo- > Oil, Gas & Energy > Communication content &
Transformation
> Palm oil & Rubber Infrastructure
blueprints Program (ETP) mic Areas > Wholesale & Retail > Education
(2010)
(NKEAs) > Financial Services > Agriculture
> Tourism > Healthcare
> Access, Adoption, Use

3 ICT FAs 1)
Operational Digital Malaysia 5 Sub-sectors > ICT services, eCommerce, ICT manufacturing, ICT trade, content &
354 Roadmap 4 Digital media
roadmaps (2014)
communities > Digital entrepreneur, B40, Youth, SME
Sector- > Cloud Computing > Security

Strategic
specific ICT Roadmap 6 ICT FAs1) > Wireless Intelligence > E-services
action plans (2013) > Big Data & Analytics > Ubiquitous connectivity
1) Focus Areas

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

> Need to shift from previous focus on infrastructure to value-added activities such as the development of content and
applications
> Need for a nimble, targeted approach to identify niches where Cyberjaya has a competitive edge

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

> Cyberjaya has to build a comprehensive ecosystem conducive for the transfer of knowledge from overseas
MNCs to local firms
1) Maintenance, Repair and Overhaul , 2) National Satellite
> Innovation efforts should be geared towards developing potential commercialization opportunities
Program

A2.
Cyberjaya’s current situation
Cyberjaya has undergone significant development since its
establishment in 1996 – It now faces a depleting land bank
 Overview of Cyberjaya land developments
Cyberjaya – the nucleus of MSC Malaysia
Cyberjaya
Lake Lim Kok Wing
Gardens University
Developments
> Spanning approximately 7,000 acres, Cyberjaya was
Multimedia
University developed with high-tech infrastructure and infostructure to
Cyberview Resort encourage global corporations to set up ICT operations – ~800
& Spa companies and ~35,000 knowledge workers
> Home to 6 colleges/universities and ~23,000 students
> Notable features: Dedicated backup electricity supply, high
speed fiber connectivity, district cooling system, carrier
neutral data centers
> However, following significant developments within the

township, Cyberjaya now faces depleting land bank
> Cyberview will need to strategize its future development
Undeveloped land Land under construction Existing buildings
plans taking into account the remaining land bank available
Green lung/parks Schools/universities/public services buildings

Cyberjaya has grown steadily, with rapid growth in office
occupancy and number of companies operating
Number of knowledge
workers [#] Office space [m sq ft] & occupancy [%]
35,000 CAGR 70% CAGR

65%
29,979 6.9
7.1 8%
8% 3%
2011 2013 2011 2012
Knowledge workers Office space Occupancy E
Student population [#] Number of companies operating [#]
23,000 815
CAGR CAGR
21,986 621
2% 15%
2011 2013 2011 2013
Student population Number of companies

Over its short 18-year history, Cyberview has evolved from a
landowner to becoming an active Cyber City Manager
 Cyberjaya development: Timeline
1996 2003 / 2004 2010 / 2011 Today 2020
Phase I: Phase II: Phase III: Phase IV:

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

Cyberview's official vision, mission and objectives have
recently been adjusted to reflect the new strategic direction
for Cyberjaya
 Changes to vision, mission statement & objectives
Previous As of 6 Dec 2013

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

Cyberview needs to play different roles depending on the life-cycle
stage of the technologies it wishes to promote in Cyberjaya
 Cyberview: Potential roles in technology promotion
More Technology
active life-cycle stage
Emerging > Single agency currently does not exist to nurture

(Innovation) technology
I
> Cyberview can play a galvanizing role to form
Driver agency and serve as key driving force to transform
Cyberjaya into a hub for the emerging technology
Early stage > Relevant agencies exist but technology cuts across
multiple
II (Syndication) > Roles not clearly delineated among agencies
Champion > Cyberview can serve as active advocate to promote
the technology among relevant agencies
Mature > Established agencies with clearly defined roles and

III action plans to develop the technology
(Diffusion & > Cyberview can serve as intermediary to facilitate
Facilitator Substitution) discussions among stakeholders, incl. companies
More looking to set up, investors and property owners
passive

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

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

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

 Lacking

A3.
Technology trends that are shaping
Asia Pacific
Six key drivers are shaping the landscape of technology
trends in Asia Pacific
Asia Pacific key drivers of technology trends
Everything from consumers, cities, supply chains, homes, commerce and

Connected intelligence enterprises will be connected through the internet, fundamentally changing how
we conduct our daily lives
The digital age continues to drive a surge in data generation – The strive to gain
Data to insights more granular insights from this influx of data will be a crucial competitive
differentiator
The scarcity of energy and resources, fueled by strong demand in emerging

Scarcity of resources markets, will drive a push for new energy management solutions
Sustained pressure to stem climate change will necessitate investments into the
Climate change fields of sustainable development, renewables and green technology
Life sciences will be a prime focus of research in the coming decades and will
Life science solutions provide solutions to many health and resource-based problems of the world
Future innovations will be developed and adopted first in emerging markets, as

Reverse innovation opposed to being adopted first in matured markets before being trickled down to
the emerging markets

A hyper-connected world and the increased influx of data will
present new technological innovations and possibilities
Key drivers (1/3)
1 Connected intelligence 2 Data to insights
Implications Implications
> Various new opportunities > Businesses evolve to
exist in the onset of leverage available data to
connected intelligence, for yield insights into their
example: customer base and make
> Trend description: – Cities: Traffic monitoring, > Trend description: more informed data-based
infrastructure decisions and achieve a
– Various computing – The digitalization of data competitive edge
devices will be management is increasingly driven by
connected together – Supply chains: Speed to internet usage growth, > Yields many new
through the internet market, streamlined increased mobility, social technology opportunity
process media, digitalization of areas e.g., data centers,
– This will connect
consumers, cities, – Homes: Lighting and conventional formats and analytics services,
improved technology consulting services etc.
supply chains, homes, energy management,
commerce and smart meters performance > Broad based sector
enterprises and – More sophisticated applications e.g., retail,
– Commerce: Digital media manufacturing, banking,
revolutionize the way signage, vending machines analytics today helps to
we conduct our daily make sense out of the health care, public sector
business – Enterprises: Connected data influx and create administration, personal
workforce, automated economic value location data applications
business processes etc.
– Consumers: Wearables
Source: Gartner; IDC

Strong economic growth in emerging markets will intensify
the scarcity of resources and issues of climate change issues
Key drivers (2/3)
3 Scarcity of resources 4 Climate change
> New innovations and > Smart urbanization needed
technological paradigms in the developing world –
will be needed to better balancing economic
manage the scarcity of growth imperatives with
> Trend description: energy and resources > Trend description: environmental
> This would include sustainability
– Population and economic – Increasing
growth, urbanization and research and concentrations of > Commercialization of
expanding middle class commercialization of green greenhouse gases have green and sustainable
will increase demand for and sustainable been a main driver of technologies, renewable
energy and resources technologies, energy rising temperatures energy technologies e.g.,
efficient technologies e.g., resulting in various solar, wind, energy storage,
– Securing reliable and smart grids, recycling and smart grids etc. will need
economically viable environmental
new energy supply and implications to be accelerated
access, promoting delivery methods e.g., bio-
efficient usage, demand – Sustained dominant > New green mobility
based fuels concepts will be ground-
management and share of hydrocarbon
formulating new energy fuels in the energy mix tested and adopted
and resource paradigms and rapid economic
will be on top of the growth in developing
agenda nations sustain CO2
emissions
Source: RBSE Trend Compendium 2030

Asia Pacific will become a hub for innovation while the life
sciences will open the door to new technological innovations
Key drivers (3/3)
5 Life science solutions 6 Reverse innovation
> The life sciences can > The traditional strategy of
potentially offer novel innovating for home
solutions to major markets (developed
problems faced by the countries) and exporting
> Trend description: world today e.g., energy > Trend description: with minor modifications
scarcity, poverty, food to local market needs no
– Basic technological security, climate change – A reverse innovation is longer works
innovations often come etc. any innovation that is
in certain cycles e.g., the adopted first in the > To win in emerging
invention of the steam > Research and development developing world markets – the innovation
engine, telegraphy, in life sciences will spur of technology must be
new discoveries and – Traditionally, innovations local and may even later be
automobile, nuclear, flow from the developed
aerospace, ICT technologies in the fields exported from the
of pharmaceuticals, world to the developing developing world to the
– The theme of the next medicine, biotechnology world – this no longer developed world
cycle will be life sciences (agricultural, industrial, holds true, and in fact,
– and will drive solutions the reverse is occuring > Innovation must today
medical) etc. happen in close proximity
to various health and
resource problems to its market base
Source: RBSE Trend Compendium 2030; "Reverse Innovation" – Vijay Govindarajan & Chris Trimble

A4.
Benchmarking of other
technology hubs
Tech hubs go through several stages in their development – Global
innovation hubs are holistic, set trends and are linked to other hubs
 Stages of innovation centre development
Complexity/
Developmental
Maturity
Uncoordinated Regional cluster Global innovation
innovation program hub
activities > Beginnings of central
coordination by state or > Trend-setter – Model for
> Spontaneous "green Science & other hubs
shoots" of R&D activity – private enterprise
No centralized planning > Lack of dedicated technology park > Complete eco-system –
infrastructure and end- > Well-defined area with Symbiosis of start-ups,
> Growth typically stems
to-end eco-system dedicated infrastructure SMEs and big business
from proximity to
universities and other and resources (local & foreign)
institutes > Proactive policy to attract > End-to-end support for
talent and companies whole value chain
(research to
> Linkages to other hubs
may not be strong commercialization)
> Strong links to other
hubs
Phase I Phase II Phase III Phase IV Age

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

For an innovation hub to be successful, it also needs to create a
conducive ecosystem for the entire span of the tech value chain
 Innovation hub value chain
Commercialization
Research Development Operations
Early Late stage
stage (pre- (market
market) entry)
Early-stage Advanced,
Technology Prototype Prototype Market Sales & Product
basic focussed
development development production launch marketing refinement
research research
An effective innovation hub needs to:-

✓
+ Enable efficient access to capital and expertise
✓
+ Ensure strong intellectual property protection
✓ + Establish a self-sustaining eco-system to support advanced R&D
✓ + Attract world-class business and scientific talent, and leverage local talent pool
✓ + Build a leading business and regulatory environment supportive of new ventures
✓ + Generate external market demand
Source: 2013 Global Innovation Index Report (INSEAD, WIPO,)

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

A benchmarking study was conducted to identify the best practices
required to provide the right environment to foster innovation
 Outcome of benchmarking study: Summary

Research Cambridg Zhang-
Triangle Sophia- e Science Daedok One- Jiang
Criteria Content Park Antipolis Park Innopolis North Park Cyberjaya
> Access to talent
1 Resources > Funding

opportunities
> Quality of
infrastructure
> Linkage between
research institutes
2 Network and industry
> Knowledge transfer
between players
> Support systems
> Clarity of roles in STP
development
3 Regulation
Governance
&
> Clear vision for the
STP
> Incentives
Overall > Overall quality of the

assessment environment
Excellent Very good Good Fair

We studied the background and developments in each
benchmark science and technology park…
Overview of Research Triangle Park ILLUSTRATIVE EXAMPLE1)
> World's largest university-related research park, situated

between UNC-Chapel Hill, Duke & N.C. State University
Concept > Initially grew by attracting branches of Fortune 500 firms
> Established in 1959

> Park size: Total of 7,000 acres
Key
> Mixed model of growth – Govt was a key driver in
characteristics initial stage but minimal federal intervention today
> Biotechnology & Life Sciences

> Information Technologies
Focus area(s) > Nanotechnologies
> Wireless Telecommunications
Latest developments Examples of major tenants

> The Research Triangle Foundation announced it has been buying up Biotech & Life Science Information
several adjacent properties for mixed-use growth and focusing on Technologies
providing improved living conditions to local workers and scientists
> Park management wants to focus on making park more attractive to
smaller entrepreneurial firms
1) Other benchmark slides are included in the Appendix
Source: RTP Concise Public Master Plan

… and assessed their strengths and weaknesses according to
the benchmarking criteria
Assessment of Research Triangle Park ILLUSTRATIVE EXAMPLE1)
Resources Talent > Steady flow of talented graduates from the 3 funding universities
> Conference center, high-quality broadband, recreational activities

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

We identified that multiple factors can contribute to the
success of different STPs around the globe
 Key Success Factors
The close collaboration of industry, academia and government to

Public-Private Partnerships invest in science parks and create co-development programs
Presence of committed champions Key leader/advocate of science park can foster the park's
(leaders) innovation capabilities and technology knowledge
Official and unofficial networks can improve knowledge circulation

Existing networks & communities and support growth of innovative ideas
Proximity of R&D institutes and a high Essential value chain components for higher-end R&D
collaboration of research resources
Encouraging collaboration and use of shared spaces is key to retain

Focus on knowledge transfer value-added activities within the park
Management organized with clear roles and a strong vision of the

Excellent park management direction the park should follow for its expansion
Liveable city Improvement of the quality of life offered for workers is key to
attracting and retaining talent
Source: Team analysis

We also selected 7 leading start-up city hubs across different regions to learn how
each one nurtured its own start-up community
 Top 20 start-up ecosystems, 20121)
Talent index2)
24 Selected start-up ecosystems for

Silicon Valley benchmarking:
Los Angeles
20 Tel Aviv #2: Tel Aviv (Middle East)
Seattle
#3: Los Angeles (North America)
Vancouver
16 #7: London (Europe)
London
#12: Sydney (Australia)
Boston
#13: Sao Paulo (South America)
12 Sydney
Singapore #17: Singapore (Asia)
Moscow New York City
#19: Bangalore (Asia)
8 Melbourne Chicago Toronto
Berlin Waterloo
4 Paris
Santiago
Sao Paulo
Bangalore
0 Support Index3)
0 2 4 6 8 10 12 14 16 18 20 22
North America Middle East Europe Australia South America Asia
1) Bubble size indicates ranking of each city, where Silicon Valley ranks as 1st and Santiago as 20th; 2) Talent index measures the skills of the start-up founders in each
start-up ecosystem, taking into account age, education, startup experience, etc; 3) Support index measures the quality of the startup ecosystem support network
Source: Startup Ecosystem Report 2012 (Startup Genome)

The selected start-up hubs were benchmarked from four
different angles – Funding, talent, support and trendsetting
 Benchmarking criteria
Funding Measures how active and how comprehensive the risk capital is in a startup
ecosystem
index
Measures how talented the founders in a given startup ecosystem are, taking into
Talent account age, education, startup experience, industry domain expertise, ability to
index mitigate risk and previous startup success rate
Measures the quality of the startup ecosystem’s support network, including the
Support prevalence of mentorship, service providers and types of funding sources
index
Measures how quickly a startup ecosystem adopts new technologies,

Trendsetting management processes, and business models, where startup ecosystems that
index stay on the cutting edge are expected to perform better over time
Source: Startup Ecosystem Report 2012 (Startup Genome)

We assessed and profiled each benchmark start-up ecosystem
Los Angeles Start-up Ecosystem ILLUSTRATIVE EXAMPLE1)
Overview Index scoring

Funding
Index Funding > No funding gap – Healthy mix of capital
20 sources
15 14 > Prevalence of early-stage funds (Lowercase
10 Capital, Karlin Ventures, SV Angel, Plus Capital,
5 and Double M Capital)
Trendsetter
0 Talent index
Index > Large supply of technology-qualified talent
Talent
from L.A.'s local universities
19 > Talent is honed via entrepreneurship programs
in universities in partnership with local
Support accelerators
index
Description > Ranked 3rd in global start-ups ranking, Support > Exemplary accelerator and incubator
with approximately 800 start-ups infrastructure – Influx since 2011 has provided
17 educational, collaborative and supportive
> USD500 million raised in funding in H1 environments for entrepreneurs and start-ups
2013
Notable > e-Commerce

Trend- > Strong in creative content creation, particularly
start-ups > Digital media in entertainment, aerospace, fashion, and
setting
> Crowdsourcing advertising
> Online apps 10 > Quick to adopt new technology (e.g.
programming languages like Python and Ruby)
Source: Startup Ecosystem Report 2012 (Startup Genome); LA Startup Ecosystem 2013 (Be Great Partners)
We found that several key factors contribute to the success of
start-up cities around the world
 Key success factors
1 Talent pool with entrepreneurial culture

Pool of highly skilled talent with entrepreneurial mindset
2 Strong support network and communities Active accelerators and incubators to provide mentorship and
networking support to entrepreneurs and start-ups
Regulatory incentives
3 (applies to a nascent start-up city)
Government grants to facilitate startups and incentives to
promote angel investments
Ease of doing business environment, including supportive legislation

4 Conducive business environment for starting new businesses and new funding structures, as well as
minimal bureaucracy
Vibrant city with complete infrastructure and
5 ecosystem
Holistic and dynamic city and living environment to attract the
best global talent as well as diversity of talent
6 Availability of funding Availability of angel and venture capital funding to provide the
seed capital for start-ups
7 Established technology sector or niche Established technology sector or niche provides strong base of
technology talent and entrepreneurial spin-offs

B. KEY TECHNOLOGY AREAS
B1.
Overview of selected technologies
The Blueprint concluded with the selection of 5 carefully
selected technology areas
 Selection approach
Focus industries Universe of Filter 1 Filter 2 Filter 3
relevant
technology areas
11 + 9 159 30 15 5
NKEAs add-ons technologies technologies technologies technologies
Filter 1 Filter 2 Filter 3
Relevance and fit with Malaysia 30% Leverage of internal capabilities 30% Demand for technology 20%
Relevance to national economic strategy, Availability of talent base, access to raw Size and growth, amount of VC funding, number
alignment & fit with capabilities, talent and materials, local ecosystem & size of applicable of global patents
resource industries
Current size Fit with CJ context / Relevant companies

Market size, global R&D spend, number of local
25% environment 25% Number and strength of large companies in the
10%
and international players Relevance to ICT, pre-existing infrastructure and technology space globally
ecosystem, barriers to building infrastructure in CJ
Overall development potential 25% CJ's competitive proposition 25% Key enablers 35%
Future market growth, 'spillover' effect, Existence / strength of regional competition, Number of companies in CJ and availability of
commercial viability of final output competitive advantages, spillover potential talent
Breadth of application 20% Technology potential / 20% Point of differentiation 35%

Number of applicable industries, importance of readiness Differentiation against local and regional
industries to Malaysian economy competition
Technology maturity, commercialization
potential, complexity of value chain
% Weightage of criteria

The 5 technology focus areas comprise of ICT related technologies
and 4 non-ICT technologies, beyond Cyberjaya's traditional core
Focus technology areas

5 technology focus areas 5 ICT technology sub-segments
ICT
ICT technologies Information security
Green technology Creative content technologies

technologies
Biotechnology Mobile internet

Other
Wearable technologies Cloud computing
Smart grid technology Big data analytics

The final portfolio of technologies have strong synergies
with ICT core, as well as linkages with one another
 Mapping of final technology portfolio

> Portfolio emphasizes key
role of ICT in Cyberjaya
SSO 3) > 4 new technologies are
not directly ICT-related
and allows Cyberjaya to
diversify
Cloud
computing > However, linkages with
ICT still exist (e.g.
bioinformatics combines
Infor- biotech & IT; AR2) is
matio
n relevant in creative
secu- multimedia and
rity
IT Creative wearable technologies)
multimedia > Balance between
Cloud Fraud mature tech (e.g.
data 1) detecti
Smart BDA on creative content) &
sensors Networ Mobile
Bio- k internet Mobil Creative content cutting edge (e.g.
info security e apps
Bio-
technologies wearables)
Smart AR2)
grids Tech-
nology Wearable technologies
Renewa
ble Bio-
energies fuels
Green technology
MSC focus areas Directly ICT-related Not directly ICT-related

1) Big data analytics 2) Augmented reality 3) Focus is on higher-value SSO activities e.g. KPOs

B2.
Technology and competition
overview: ICT-related technologies
Technology profile: ICT – Information security
Global market for info security could reach USD 93 bn in 2017

Key global companies Homegrown
companies
Profile: Information security
> Technologies aimed at protecting integrity & safety of information 5 > Strongly supported by MOSTI (e.g. named as a
system resources & activities, and defending against unauthorized access focus area for the country in ICT, creation of
Internal 4
Description > With IT systems' thorough infusion into government organizations, busi- CyberSecurity Malaysia in 2007)
ness and infrastructure, security has risen to the forefront of concerns capabilities 3 > Existing programs to supply talent (e.g. UTM,
MMU)
in Malaysia 2 > Establishment of MyCC Scheme 1)
> Access Control Systems > Authentication & authorization 1
Sub- > Application security (e.g. > Intrusion detection &
antivirus, secure coding) prevention 5 > Strong fit – Concentration of data centres and
categories
highly relevant to ICT activities
4
> IMPACT is headquartered in Cyberjaya, and
> Growing interest, as seen with recent deal activities (e.g. Q1 Labs by IBM, Fit with MOSTI also plans to site its CyberSecurity HQ
3
SonicWALL by Dell, or nCircle by Tripwire in 2013) Cyberjaya > CIS, Centre for Information Security (Center of
> Healthy growth driven by the increasing complexity & volume of 2 Excellence) is housed by the FIST2) in MMU
targeted attacks, and the necessity of companies to address regulatory
issues 1
Size & Global sales revenue for information security market [USD bn], 2012 – 2016E 5 > Currently no specific hub in Malaysia
> Existing regional competition – S'pore with
potential CAGR: +8.5% Competitive 4
attractive incentives under Infocomm
62 67 86 93 value 3 Roadmap, or Ochang Park (Korea)

> Data centres & IMPACT can serve as test-beds
proposition 2 for commercial applications
2012 2013 2016 2017 1
Source: Gartner
Comms
5 > Info security solutions already being
Financial commercialized
content & 4
Services infra Technology > Strong demand growth benefiting from growth
Applicable Electronics Defence & potential & 3 of e-commerce, big data and the increasing
&Electrical Security number of personal devices
sectors readiness 2
Business
Services 1
National Key Economic Area (NKEA) Additional sectors proposed by RB 5 Excellent 4 Very good 3 Good 2 Fair 1 Poor
1) M'sian Common Criteria Evaluation & Certification, 2) Faculty for Information Science & Technology
Source: Gartner
Regional competition: ICT – Information security
S'pore becoming a hub for business IT security – Northern Asian

countries already have well-developed cyber-security sectors
 Information security: Level of regional activity
Singapore South Korea

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

1) Association for Information Security Professionals 2) National Information Security High competition competition
competition competition
Centre 3) China Information Security Technology
Technology profile: ICT – Creative content technologies
Creative content technologies relate to the development and

production of multimedia content
companies
Profile: Creative content technologies
> Refers to all technologies related to the development & production of 5 > Strong national support: FINAS1) (agency
multimedia content responsible of developing the film industry),
Internal 4
Description > Includes both conventional technology (e.g. 3D animation; interactive "Film in Malaysia Incentive" (FIMI) and the
media) and more avant-garde areas like virtual & augmented reality capabilities 3 Creative Industry Development Fund
> MSC Malaysia already focuses on creative
in Malaysia 2 content development, and set up the CMC2)
> Animated content production > Multimedia gaming (e.g. 1
Sub- > Augmented Reality (AR) alternate reality gaming)
> Virtual Reality (VR) > Interactive media 5 > Strong synergies between ICT and AR/VR (e.g :
categories
in e-learning field)
4
> Talent available (e.g. MMU, Limkokwing)
> Increased interest in AR/VR start-ups companies globally (e.g. acquisition Fit with > Existing production facilities and animation
3
of Oculus Rift by Facebook for USD 2 bn) Cyberjaya companies (e.g. Giggle Garage, or KRU, co-
2 producer of the 3D animated comedy Ribbit)
Global sales revenue for Video Games and Filmed Entertainment
1
[USD bn], 2012 – 17e
Size & Video games Filmed entertainment 5 > Currently no specific designated hubs or zones
CAGR: +3.7% in Malaysia
potential CAGR: +6.5%
Competitive 4
> Competition with Mediapolis in One-North
87 89 106 Singapore – Already attracted Lucasfilm
63 value 3
> Can benefit from the close collaboration of
proposition 2 digital content industry and MSC
2012 2017 2012 2017 1
Source: PwC Global Media Report
Comms
5 > Technology already developed and widely
Tourism content & Automotive 4 commercialized (e.g. apps, location-based
infra Technology services, Google Glass)
Applicable Electronics
Healthcare Shipping potential & 3 > Strong potential for new applications of AR/VR
&Electrical (e.g. consumer electronics; auto)
sectors readiness 2
Aviation & Defence &
Education 1
Avionics Security
1) National Film Development Corporation Malaysia, 2) Creative Multimedia Cluster CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT
Source: PwC
Regional competition: ICT – Creative content technologies
Singapore making big push in creative content, while other countries

have ready markets for content – Cyberjaya needs niche positioning
 Creative content technologies: Level of regional activity

> IDA1)
initiated the Digital > Strong consumption of online
Marketplace Programme to computer games (e.g. Nexus)
support the content industry > KOOCA2) offer loans for co's to
> Heavyweights attracted incl. finance content development
LucasFilms, Walt Disney, > Global leader in 4G penetration South Korea
Electronic Arts Asian HQ & LTE subscription, USD 1.7 bn Japan
> Mediapolis seeks to be a plan to roll-out 5G network – China
regional digital content hub attractive for new media
services such as mobile movie
> DigiPen, a leading institute for
streaming or mobile TV
gaming and animation has a
campus in Singapore Taiwan
India Myanmar
Laos
Vietnam
Cambodia
Japan India
> Pioneer in mobile content > Filmed entertainment revenue is
services (e.g. NTT DoCoMo) expected to expand by a CAGR
Malaysia Brunei
> Very attractive market: World’s of 9.9% from 2012 to 2017, and
video games sales by 18% for the
#1 country in app store revenue,
same period (Source: PwC)
Singapore
USD 5.4 bn of mobile gaming
sales in 2013 (Source: > Strong IT-skilled workforce to
CyberAgent Tokyo) support the digital content
Aspiring technology hub Indonesia
> Key strengths of Japan: Well- development industry

established creative content Intensity of regional competition: Moderate
players (e.g. Nintendo, Sony),
highly-skilled workforce > Singapore making an aggressive play in this space and attracted heavyweights
> S. Korea content enjoys mass Asian appeal; India enjoys huge domestic market
> Need for Cyberjaya to have niche positioning (e.g. animation production)
1) Infocomm Development Authority, 2) Korea Creative Content Agency Extremely high Moderate Low
High competition competition

Technology profile: ICT – Mobile internet
Mobile internet usage will witness significant medium term growth

companies
Profile: Mobile internet
> Also known as Web 3.0, Mobile Internet refers to access to the Internet 5 > Limited capabilities in the design and
via a cellular telephone service provider development of new mobile devices
Internal 4 > However, capabilities exist in mobile software
Description > It involves a combination of mobile computing devices, high-speed
wireless connectivity, and applications capabilities 3 and applications development (e.g.
GoodCore Software, Techno Softwares, iPluz,
in Malaysia 2 etc)
> Smartphones, tablets & other > High-speed mobile connectivity 1
Sub- handheld devices
> Mobile software & applications 5 > High fit with Cyberjaya given the direct ICT
categories
4 relevance
> Require further growth in high value ICT
> According to McKinsey, no. of smartphones in use grew 50% in 2012 and Fit with activities including new mobile software and
3
currently >1.1 billion people use smartphones and tablets Cyberjaya application R&D
> Sales of smartphones projected to reach 1.3 bn units per year in 2013; 2 > Co's in Cyberjaya incl. GoodCore Software
tablet sales expected to reach 200 m units
1
Size & Global mobile data traffic (exabytes per month), 2013 – 2018e 5 > Strong competitive value proposition given
16 Cyberjaya's position as the nucleus of MSC
potential Competitive 4
11 Malaysia; however, growing competition from
7 other cyber-cities & centres nationwide
2 3 4 value 3
> Regional competition is also strong from
proposition 2 Indonesia and China as mobile internet hubs
2013 2014 2015 2016 2017 2018
1
Source: Cisco
5 > Relatively low technology-specific risk given
Wholesale high level of technology maturity
Education 4
& retail Technology > Numerous commercial applications already in
Applicable Financial potential & 3 existence
service
sectors Comms
readiness 2
content &
infra
1
Source:McKinsey; Cisco
Regional competition: ICT – Mobile internet
Active R&D programs have been launched on mobile networks and

devices in Northern Asia – Moderate level of competition within SEA
 Mobile Internet: Level of regional activity

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

Technology profile: ICT – Cloud Computing
Cloud-based platforms will form the bulk of future IT spending

companies
Profile: Cloud computing

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

Regional competition: ICT – Cloud Computing
The cloud computing market is increasing in competition – Major

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

3) Infocomm Development Authority 4) National University of S'pore competition competition

Technology profile: ICT – Big Data Analytics
The global big data market is expected to reach USD 17 bn by 2015

companies
Profile: Big Data Analytics (BDA)

> BDA is the analysis of data sets so large and complex that it becomes 5 > BDA's applications cut across multiple NKEAs
difficult to process using on-hand database management tools or > BDA is one of the pillars of "Digital Malaysia"
Internal 4 > Events like the annual Big Data Worldshow
Description traditional data processing applications
capabilities 3 help to increase M'sia's profile as a BDA hub
> Other strengths: Low electricity tariffs; existing
in Malaysia 2 talent pool; presence of agencies (MDeC)
> Big data infrastructure > Data sharing & transfer 1
Sub- > Capture & storage > Data analytics & visualization
categories > Data search & mining 5 > Strong potential to build on established data
centre business in Cyberjaya
4 > Aligned with MDeC's objective to move up
> IDC predicts that the global market for big data technology and services Fit with value chain toward more KPO activities
3
will grow to USD 16.9 bn by 2015 (39% CAGR) Cyberjaya > Many existing homegrown companies e.g.
> Growth of individual segments of the market varies from 27% for servers 2 Pulse Group, Web Bytes
to 61% for storage 1
Global big data market [USD bn], 5 > Currently no designated BDA hub in M'sia
Size & 2010-15e CAGR: +39%
> Closest competitor is S'pore, which has
potential 16.9 Competitive 4 announced ambitions to become a regional
9.7 12.9
3.2 4.8 6.8 value 3 BDA hub – Appointed a Chief Data Scientist
> S'pore Economic Devt. Board is focusing on
proposition 2 attracting data-centric companies
2010 2011 2012 2013 2014 2015
1
Servers Storage Networking Software Services
Comms
5 > Very mature – Broad commercial applications
Oil, Gas & Wholesale Aviation &
Energy & Retail
content &
infra avionics
Chemicals Waste mgt
Technology 4 > already exist
Big part of value chain already present in the
Applicable Palm Oil &
Healthcare Healthcare Biotechnology Shipping
Defence & potential & 3 form of data centre activity in Cyberjaya
Rubber Security
sectors readiness 2
Electronics Business Consumer Public
Automotive
&Electrical services products transport 1
Source: Desktop research; IDC

Regional competition: ICT – Big Data Analytics
Singapore and China have been actively attracting major players in

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

Source: Desktop research
B3.
Technology and competition
overview: Other technologies
Technology profile: Green technology
Green technology applies environmental science to conserve

the environment
Key global companies Homegrown companies
Profile: Green technology
> Application of environmental science to conserve the environment and 5 > Strong focus via National Green Technology
and to curb negative impacts of human involvement Policy (NGTP) in 2009
Internal 4
Description > E.g. Biofuels – fuels produced from biomass conversion; Solar > Malaysian Green Technology Corporation
photovoltaics - generating electrical power from solar radiation capabilities 3 (under KeTTHA) as champion
> Green Technology Financing Scheme for co's
in Malaysia 2 which are producers/users of green tech
> Biofuels > Hybrid and electric technologies 1
Sub- > Carbon capture > Solar photovoltaics
> Clean coal > Hydropower / wind power 5 > Cyberjaya embarked on green tech agenda in
categories
2010 in sync with NGTP
4
> Sepang Municipal Council offers tax incentives
> Clean Edge estimates the global clean-energy industry to be worth Fit with for green buildings
3
USD248 bn in 2013, and will grow to USD398 bn in 2023 Cyberjaya > Aims to be a green township – However,
– Biofuel market to grow from USD98 bn in 2013 to USD146 bn by 2023 2 lacking in terms of implementation
– Solar market to grow from USD91 bn in 2013 to USD158 bn by 2023
1
Size & 5 > Competition exists from other parks with

Global clean energy projected size [USD bn], 2013 – 2023E green technology focus e.g. Technology Park
potential 98 Competitive 4
Biofuels 2013 2023
Malaysia, Senai Hi-Tech Park and Kulim Hi-Tech
146 value 3 Park
Solar 91 > Regional competition, e.g. HK Science & Tech
158 proposition 2
TOTAL
248 Park, Singapore's CleanTech One
398 1
Source: Clean Edge
5 > Wide breadth of commercial applications with
Oil, Gas & Biotech- mix of established technologies (e.g. green
Shipping 4
Energy nology Technology buildings) and emerging technologies areas
Applicable Tourism
Aviation & Public potential & 3 (e.g. biofuels; solar photovoltaics)
avionics transport
sectors readiness 2
Consumer
Automotive Waste mgt 1
products

Source: Plunkett Research, Clean Edge, Inc
Regional competition: Green technology
Fast growing markets of China and India are investing aggressively

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


Technology profile: Biotechnology
Biotech uses biological systems or their derivatives to produce

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

Source: EY Biotechnology Industry Report 2013
Regional competition: Biotechnology
Japan and China are very competitive in biotechnology due to their

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

at 25% CAGR between 2012-2018
companies
Profile: Wearable technologies
> Wearable technology (or "fashion electronics") refers to clothing & 5 > Wearables are mentioned as one of the hot
accessories incorporating computer and advanced electronic topics for development under Digital M'sia
Internal 4 roadmap – However, no specific blueprint
Description technologies
exists
> Designs often incorporate practical functions and features, but may capabilities 3
> Lack of local companies investing into
also have a purely aesthetic agenda in Malaysia 2 wearable R&D
> E-textiles & intelligent clothing > Digital accessories (e.g. smart 1
Sub- > Health-related devices (e.g. watches, glasses, headgear)
activity trackers, heart monitors) > Embedded technologies 5 > Can potentially leverage on key IT companies
categories
located in Cyberjaya (e.g. HP, Dell)
4 > Higher-value add activity within ICT, fully aligned
> Juniper Research identified 2014 as key year for wearable tech in terms Fit with with MDeC's objectives
of roll-outs and market traction – Predicts 70 m items to be sold by
3
Cyberjaya > May require experience in electronics
2017 2 development, which Cyberjaya does not have
> ABI Research is even more bullish, expecting more than 485 m wearable
devices shipping by 2018 1
Global wearable technology market [USD bn], 2012-16e 5 > No designated hub for wearable tech in M'sia
Size & > Penang could be potential hub given Intel's
40 CAGR: +25.3% 4
potential Competitive strong presence there
20 value 3 > Strong competition from other Asian cities (e.g.
Tianjin Economic park in China, or Singapore for
0 proposition 2 healthcare-oriented wearables)
2012 2013 2014 2015 2016 2017 2018
1
Source: IHS, CBN Insights
5 > Globally recognized as a very high potential
Electronics Defence & group of technologies
Healthcare 4
& Electrical Security Technology > Strong demand outlook especially for health &
Applicable Education
Consumer potential & 3 fitness wearables (e.g. blood pressure
products monitors, hearing aids)
sectors Comms
readiness 2
Biotech-
content &
infra nology 1
Source: IHS, CBN Insights CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT
Regional competition: Wearable technologies
Activity on wearables is currently concentrated in more advanced

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

1) Wristband toy gadget equipped with acceleration sensors and gyros, that detects competition competition
childrens’ arm movements and translates them as sounds
Technology profile: Smart grid technology
The global smart grid market is expected to be worth

USD 100 bn by 2016
Key global companies Homegrown companies
Profile: Smart grid technology

> Modernized electrical grid that uses analog or digital ICT to gather and 5 > Strong fit with government's aim to reduce
act on information (e.g. info about behavior of suppliers and energy consumption and carbon footprint
consumers) in an automated way to improve efficiency, reliability and Internal 4 > Existing national projects (e.g. Melaka Smart
Description City 2030) & local players conducting R&D (e.g.
economics of the production and distribution of electricity capabilities 3
TNB collaboration with Trilliant in Selangor,
in Malaysia 2 GreenTech M'sia partnership w/ GE)
> Integrated communications > Variable Frquency mode of ops 1
Sub- > Sensing & measurement (e.g. > Smart power generation (match
smart meters) production with demand) 5 > ICT is core technology behind smart grids
categories > … > Some companies with smart grid expertise
4 located in Cyberjaya (e.g. Shell, Fujitsu,
> Healthy growth due to improvements in ICT (e.g. smart sensors, intelligent Fit with Mahindra Satyam) – But no R&D activities
networks) and global willingness to reduce energy consumption
3
Cyberjaya conducted here
> Growing interest from VC funds and large MNCs ( e.g. Consert acquired by 2
Toshiba, Nest by Google, Cisco large investment in AMI 1))
1
Global sales revenue for smart grid [USD bn], 2010– 2016E 5 > Melaka earmarked to be a "showcase" city
Size & for smart grid technology by 2030
CAGR: +25% Europe
potential + America Competitive 4 > Existing regional competition to attract R&D
100 players (e.g. IES pilot project or EPGC2) in
59 72 88
Asia value 3
26 33 44 Singapore, State Energy Smart Grid R&D
19 25 34 45 57 71 81 proposition 2 Center in Shanghai)
2010 2011 2012 2013 2014e 2015e 2016e 1
Source: Copenhagen Cleantech Cluster; MEC Intelligence
5 > Strong demand outlook due to global efforts
Oil & Gas to reduce energy consumption
Technology 4 > Solutions already commercialized, used and
Applicable Electronics potential & 3 providing encouraging results (e.g : in
&Electrical Massachusetts, Telegestore in Italy)
sectors readiness 2
Defence &
Security 1
1) Advanced Meter Infrastructure, 2) Experimental Power Grid Centre CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT
Source: Copenhagen Cleantech Cluster; MEC Intelligence
Regional competition: Smart grid technology
Countries in the region are embarking on smart grid pilots for nation-
wide roll-out – Cyberview can still serve as a "showcase" for M'sia
 Smart grid technologies: Level of regional activity
Singapore Thailand
> EMA1) conducting Intelligent > Energy agencies launched Smart
Energy System pilots in new Grid roadmap in 2011 –
public housing estates in Investing USD 4bn over 16 yrs
Punggol – Testing smart meters, > Smart Grid pilot in Mae Hong
in-home displays, etc Son began last year and South Korea
Japan
> EMA also embarked on a micro- expected to be completed by
grid test-bed on Pulau Ubin Dec 2015 – If successful, to be China
using intermittent renewable rolled out nationwide
energy > Chulalongkorn University also
launching a Smart Grid pilot
project in several provinces Taiwan
India Myanmar
Laos
Vietnam
Cambodia
China India
> According to State Grid > In the midst of its R-APDRP2)
Corporation, 2011-15 will be programme which directs USD Malaysia Brunei
dedicated to promotion of smart 10 bn over coming yrs to grid
grid construction modernization – Tata Singapore
> China spent more on smart grids Consultancy Services playing a
than the U.S. for the first time in lead role Aspiring technology hub Indonesia
2013 – USD 4.3 bn invested > Ministry of Power shortlisted 14
accounts for ~1/3 of world total Smart Grid Pilot Projects to be
> China has installed ~250 m smart implemented by state-owned Intensity of regional competition: Moderate
meters nationwide distribution utilities
> Many countries in region already conducting state-led pilots for smart grids
> Cyberjaya can still serve as a test-bed for smart grid technology, to be rolled out on a
national level once proven successful

1) Energy Market Authority, 2) Restructured Accelerated Power Development and Reform competition competition
Programme
C. POSITIONING STRATEGY
AND ACTION PLAN
Positioning strategy: ICT – Information security
Cyberjaya could position itself as a centre for regional

collaboration on cybersecurity in South East Asia
Information security: Positioning strategy for Cyberjaya
SWOT analysis for Cyberjaya Cyberview's role
Strengths Weaknesses > Specific agencies already set up (e.g. MDeC,

Cybersecurity Dept in MOSTI) – Cyberview to engage
> Strongly supported by > No weaknesses identified at Driver agencies on CJ's focus areas & jointly develop plans
MOSTI (e.g. CyberSecurity present > Cyberview to serve as intermediary to facilitate
M'sia created in '07) Champion
> Existing programs to supply
discussion among stakeholders, incl. companies
talent (e.g. UTM, MMU) looking to set up, investors & property owners
Facilitator
> IMPACT is headquartered in
Cyberjaya; MOSTI also plans
to site its CyberSecurity HQ Positioning strategies
here
> CIS (Centre for Information
Security) is housed in MMU A. Market CJ as centre for regional collaboration within SEA on cybersecurity,
leveraging presence of IMPACT and Cybersecurity HQ
> Strong demand growth

benefiting from growth of e-
> Existing regional
competition – S'pore with
B. Emphasize talent pool from universities like MMU that can provide ready,
high-skilled labor to information security companies relocating to CJ
commerce, big data and the attractive incentives under
increasing number of
personal devices
Infocomm Roadmap, or
Ochang Park (Korea)
C. Stress financial incentives from govt agencies for information security
companies located in CJ (to be worked out with MDeC, MOSTI, MIDA etc)
Target companies
1 Cisco 4 FireEye 7 - 10 -
2 IBM 5 Check Point 8 -
Opportunities Threats 3 Symantec
Barracuda
6 Networks 9 -
1) Positioning strategy slides for all other shortlisted technologies are included in the Appendix
Action plan: ICT – Information security
Related agencies such as MIMOS and IMPACT will need to be

engaged during the action plan implementation
Information security: Action plan (High-level)

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

industry & develop CJ as a national hub for creative industries
Creative content technologies: Positioning strategy for Cyberjaya
Strengths Weaknesses > The ecosystem to develop creative content already

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

encourage the development of the creative content industry in M'sia
Creative content technologies: Action plan (High-level)
2014 2015 2016 2017
Thrust
Initiatives
priority companies technology areas & companies
Initiating consulted > Companies to be contacted: Dreamworks, > 2nd round of > (If required) > To factor in new emerging areas and
contact with before Blizzard, Disney, Electronic Arts, Studio meetings where > To be "activated" if companies
companies approaching Ghibli incentive packages negative replies > Roland Berger can assist in steering this
companies > To align with MDeC, MIDA if there are will be presented received from 1st process
ongoing discussions with target companies and discussed tier companies
Establishing > E.g. tax benefits, research grants, discount on office rentals / land sales, training grants
> Initiate talks with MIDA, > Sector-specific incentives may
fiscal incentives
Talk to MDeC Define strategic R&D plan Execute R&D and talent development plans
C
> Set quantitative long-term program of
Fostering > Understand current public investment for R&D required
development > MDeC to serve as lead agency
local content program > Establish collaboration with MAGIC and relevant agencies like MIMOS or industry players to
> Determine if new Develop talent development make technology platforms available, for entrepreneurs to easily develop and market their
development agencies need to be programs ideas
> Discuss with Education Ministry & relevant
created (following
universities to develop suitable programs
the model of FINAS1))
1) National Film Development Corporation Malaysia, agency and authority entrusted with the responsibility of developing film industry in Malaysia
Positioning strategy: ICT – Mobile internet
Cyberjaya can be positioned as a hub for the development of

mobile software and applications, leveraging on the talent pool
Mobile Internet: Positioning strategy for Cyberjaya

Strengths Weaknesses > Specific agencies are already in place (e.g. MDeC,
MIMOS) – Cyberview to engage agencies on CJ's focus
> In line with the National ICT > Hardware aspect, i.e. Driver areas & jointly develop plans
Roadmap focus area of development of mobile > Cyberview to serve as intermediary to facilitate
"ubiquitous connectivity" devices is not within Champion
> Supported under the Digital Cyberjaya's strengths (e.g. discussion among stakeholders, incl. companies
Malaysia initiative high cost of investment, looking to set up, investors & property owners
Facilitator
> Complements the active need for manufacturing
promotion by MIMOS of the facilities and skill sets in
"Internet of Things" concept hardware development) Positioning strategies
> Existing courses on software
engineering offered in
several universities (e.g.
UTM, UM)
A. Market CJ as hub for development of mobile software and applications,
leveraging existing technology platforms by MIMOS
> Relatively low capital > Existing regional B. Collaborate with universities, e.g. MMU & Limkokwing to highlight talent
pool in software engineering in approaching mobile software companies
requirement for competition in mobile
development of mobile hardware development
software and applications
creates opportunities for
from South Korea and
China
C. Stress financial incentives from govt agencies for mobile internet companies
located in CJ (to be worked out with MDeC, MOSTI, MIDA etc)
start-ups > IDA1) in S'pore is driving
> Increasing use of mobile cross-sectoral application Target companies
internet leads to continued of innovative mobile
demand for new services (e.g. mGov
applications and software initiative drives the 1 Google 4 Apple 7 - 10 -
delivery of m-govt services)
2 Facebook 5 Samsung 8 -
Opportunities Threats 3 Twitter 6
(Backup) King Digital
9 -
Entertainm't
1) Infocomm Development Authority
Action plan: ICT – Mobile internet
Strong collaboration with relevant agencies required to produce

compelling positioning to attract target mobile internet companies
Mobile Internet: Action plan (High-level)

2014 2015 2016 2017
Thrust Initiatives
priority companies
Initiating consulted > Companies to be contacted: Google, > 2nd round of > (If required) > To factor in new emerging areas and
contact with before Facebook, Twitter, Apple and Samsung meetings where > To be "activated" if companies
companies approaching > To align with MDeC, MIDA if there are incentive packages negative replies > Roland Berger can assist in steering this
companies ongoing discussions with target companies will be presented received from 1st process
and discussed tier companies
Establishing
fiscal incentives
Talk to MIMOS Define strategic R&D plan Execute R&D and talent development plans
C
> Understand MIMOS' > Set quantitative long-term program of
Fostering existing platforms public investment for R&D required
> MOSTI & MIDA to serve as lead agencies
technology Talk to Develop talent development > Establish collaboration with MIMOS and other relevant agencies or industry players to make
platforms available existing technology platforms in Cyberjaya
universities programs
> Identify platforms > Discuss with Education Ministry & relevant
within unis e.g. universities to develop suitable programs
MMU
Positioning strategy: ICT – Cloud computing
Cyberjaya has a strong value proposition to attract companies in

cloud computing given its position as a data center hub in Malaysia
Cloud Computing: Positioning strategy for Cyberjaya

Strengths Weaknesses > Specific agencies are already in place (e.g. MDeC, MIMOS)
– Cyberview to engage agencies on CJ's focus areas &
> One of the focus areas of > No weaknesses identified at Driver jointly develop plans
the National ICT Roadmap present > Cyberview to serve as intermediary to facilitate discussion
> In line with Digital Champion
among stakeholders, incl. companies looking to set up,
Malaysia's Shared Cloud investors & property owners
Enterprise Services project Facilitator
> Ability to leverage on the
MSC Cloud Computing
Initiative Positioning strategies
> Numerous data centers
already located in Cyberjaya
demonstrates availability of
experienced talent
A. Market CJ as cloud computing hub, given numerous data centers located in CJ
and lower-cost base compared to Singapore
> Increasing adoption of cloud > High degree of regional B. Highlight talent pool in cloud computing stemming from universities e.g. MMU
and UTM, as well as experienced talent working in CJ
computing solutions by competition including
enterprises due to the Singapore (IDA offers
benefits of reduced capital
outlay required
financial incentives for
companies adopting cloud
C. Emphasise incentives & programmes for co's involved in cloud located in CJ,
building on the MSC M'sia Cloud Computing Initiative
solutions), India (Bangalore
Is hub for innovative cloud Target companies
solutions) and China
(government provides
support for cloud via 1 Amazon 4 Google 7 - 10 -
collaborations)
2 Microsoft 5 RackSpace 8 -
Opportunities Threats 3 Salesforce 6 - 9 -
1) Infocomm Development Authority
Action plan: ICT – Cloud computing
Cyberjaya should capitalize on cloud computing programs by other

agencies e.g. MDeC & MIMOS and collaborate to attract companies
Cloud Computing: Action plan (High-level)

2014 2015 2016 2017
Thrust Initiatives
A Relevant
(Round 1) Round 1 co's
priority companies
Initiating consulted > Companies to be contacted: Amazon, > 2nd round of > (If required) > To factor in new emerging areas and
contact with before Microsoft, Salesforce, Google & Rackspace meetings where > To be "activated" if companies
approaching > Identify needs of companies wishing to set incentive packages negative replies > Roland Berger can assist in steering this
companies up cloud computing centres in CJ and offer will be presented received from 1st process
companies tailored solutions (e.g. customized buildings) and discussed tier companies
Establishing
fiscal incentives
Talk to MIMOS Engage with MDeC Execute cloud technology development programmes and talent development
C plans
> Understand existing > Build on the current MSC Cloud Technology
Fostering cloud platforms Initiative to develop Cyberjaya-specific
progs2) > MDeC to serve as lead agency
technology Engage MSC Cloud Tech Partners 1) Develop talent progs > Establish collaboration with MIMOS and other relevant agencies or industry players (e..g.
the MSC M'sia Cloud Technology Partners) to make available existing technology platforms
platforms in Cyberjaya
> Identify cloud platforms available > Engage MoE & unis to
develop suitable progs
1) 6 partners identified by MDeC: Microsoft, Maxis, Exabytes, Skali, TM and Emerge; 2) E.g. Incubation and training programmes to encourage cloud software
development by independent software vendors located in Cyberjaya
Positioning strategy: ICT – Big data analytics
Cyberview has a clear value proposition to attract BDA players - it

should work on incentives to accelerate big data adoption in M'sia
Big data analytics: Positioning strategy for Cyberjaya
Strengths Weaknesses > Specific agencies set up (e.g. MDeC, MIMOS) – Cyberview
to engage these agencies & see how they can help to
> Can build on the established > Under-supply of big data
Driver increase CJ's attractiveness
data centre activity in CJ (data scientists currently in M'sia
access, industry players) Champion
> Cyberview should work on plans with relevant agencies to
> Pool of home-grown innovative encourage the widespread adoption of BDA, first for co's
companies in Cyberjaya (e.g. in CJ and then on a national scale
Pulse Group, Predictry) Facilitator
> Strong support from national
agencies (e.g. MDeC, Ministry
of Communication and Positioning strategies
Multimedia, Mampu1))
Market Cyberjaya as the most suitable hub for BDA in Malaysia given the
A. prevalence of data centres
Leverage on the existing network of SMEs and innovative start-ups to position

> Strong demand growth due to > Strong competition in Asia, B. CJ as a national hub for BDA innovation and development
increasing amount of data both from India and China due
generated and new applications to huge amount of data
(e.g. marketing, branding) generated by their markets, Stress financial incentives from govt agencies towards BDA research activities &
> Programs being developed to and from S'pore which is C. technology adoption (to be worked out with MDeC, MOSTI, etc.)
tackle the workforce shortage heavily investing in staff
issue (e.g. Pulsate plans to set training and appointed a chief
up a data academy in Cyberjaya data scientist Target companies
to train 3,000 specialists by
2020)
1 Oracle 4 EMC 7 - 10 -
2 Hortonworks 5 Teradata 8 -
Opportunities Threats
3 Cloudera 6 - 9 -
1) Malaysian Administrative Modernization and Management Planning Unit, which announced the creation of a product development and commercialization fund in 2015 to support
innovative and market-driven BDA products and services
Action plan: ICT – Big data analytics
Developing BDA in Malaysia requires structural changes in the

education system output, this can be driven by Cyberview & MDeC
Big data analytics (BDA): Action plan (High-level)
2014 2015 2016 2017
Thrust Initiatives
A Relevant (Round 1) Round 1 co's priority technology areas & companies
agencies to be companies
Initiating consulted (Round 2)
> Companies to be contacted: Oracle, > To factor in new emerging areas and
contact with before Hortonworks, Cloudera, EMC, Teradata
Contact other > (If required) companies
approaching > To align with MDeC, MIDA if there are
BDA co's in CJ1) > To be "activated" if > Roland Berger can assist in steering this
companies negative replies
companies ongoing discussions with target companies process
> Present & discuss received from 1st
incentives packages tier companies
Talk to relevant agencies Seek Cabinet approval for Assemble and present incentive package to attract target companies
B proposed plans
> Discuss with MDeC, MCMC about
Establishing possible customized incentives
> Sector-specific incentives may > E.g. tax benefits for companies developing BDA solutions, training grants, rebates for
regulatory require approval from Cabinet companies adopting BDA tools
Talk to MDeC & industry
framework > Approval process expected to
> Understand & review BDA adop- take ~9-12 months
tion program under "354
Roadmap"
Talk to MIMOS, MDeC &
C industry
Define strategic R&D plan Execute R&D and talent development plans
> Set quantitative long-term program of
Creating the public investment for R&D required
> Evaluate industry needs for > Set up big data academies (e.g. Pulsate's training centre) and
technology workforce & technology university programs
programs Define skills training requirements
ecosystem > MDeC to serve as lead agencies
> Assess MIMOS existing platforms > Engage education and industry training > Establish collaboration with MIMOS and/or other relevant
> Assess MDeC's talent devlpt plans players to develop relevant programs agencies/ industry players to make available existing
technology platforms in Cyberjaya
1) This applies to companies present in Cyberjaya, involved in BDA R&D activities but elsewhere, and not part of the 1st or 2nd priority companies (e.g. IBM)
Positioning strategy: Green technology
Cyberjaya can position itself as a test-bed for new green technology

projects; also stands to benefit from government support
Green technology: Positioning strategy for Cyberjaya

Strengths Weaknesses > Cyberview needs to engage specific agencies (e.g.

KeTTHA4)) and relevant industry associations (e.g.
> CJ accorded pioneer green > Some sub-segments of Driver MPIA5)) to foster collaboration and develop its own
city status in 2010 in sync green technology do not competitive edge
with MGTP1) (sets directly fit with CJ (e.g. Champion
environmental targets, such green manufacturing) > Cyberview should focus on offering testing facilities for
as reducing the peak > Limited industry base green tech companies (e.g. renewable energies)
Facilitator
temperature) currently in CJ
> Strong national support
(e.g. MGTC2), tax incentives Positioning strategies
for co's in green areas such
as waste recycling, creation
of the GTFS3)
> Skilled workforce available
A. Market CJ as a leading hub in SEA in different green niche areas (e.g. waste
recycling, energy efficient buildings, and electric transportation)
> Low competition in SEA – > Domestic competition B. Highlight the talents and the land availability in CJ, as well as the possibility
of using the town as a test-bed for new green technologies
opportunity to become the exists from other parks in
regional leader in this area Malaysia, such as
> Growing demand due to
global awareness – may
Technology Park Malaysia
or Kulim Hi-Tech Park
C. Stress financial incentives from govt agencies towards green technology
companies and their adoption (to be worked out with KeTTHA )
increase further with the UN > Established competition in
Climate Change Conf. in Asia in specific sub- Target companies
Paris in 2015 segments (e.g. wind
> Fast-growing areas of turbine & solar panels in
development, such as China, bio-gas in India) 1 Veolia 4 Siemens 7 Solazyme 10 First Solar
energy efficiency
2 Honeywell 5 Yingli 8 LanzaTech
Opportunities Threats 3 General Electric 6 ABB 9 KiOR
1) Malaysian Green Technology Policy, created in 2009; 2) Malaysian Green Technology Corporation; 3) Green Technology Financing Scheme, provides soft loans to
companies that supply and utilize green tech in their businesses; 4) Ministry of Energy, Green Technology and Water; 5) Malaysian Photovoltaic Industry Association
Action plan: Green technology
To do so, the first step should be to understand industry

needs, both in terms of policy incentives and infrastructure
Green technology: Action plan (High-level)
2014 2015 2016 2017
Thrust Initiatives
A Relevant Contact top 10 companies & follow-up discussions Reassess & update shortlist of
agencies to be • Companies to be contacted: Veolia, Honeywell, GE, target technology areas &
Initiating consulted Yingli Siemens, ABB, Solazyme, LanzaTech, KiOR, First companies
• To factor in new emerging areas and
contact with before Solar Contact other relevant co's
companies
approaching Talk to relevant development agencies or public services1)
companies • Roland Berger can assist in steering this
companies • To align with KeTTHA & MIDA if there are ongoing process
• Discuss possiblity of using CJ as
discussions with target companies a test-bed or national showcase
B proposed plans
• Discuss with MOSTI & KeTTHA
Establishing about customized incentives • E.g. tax benefits for companies involved in green technology & for companies developing
• Sector-specific incentives may
regulatory Talk to KeTTHA & industry require approval from Cabinet environment-friendly processes
framework • Approval process expected to
• Understand MGTP2) programs & take ~9-12 months
industry players needs to increase
adoption of green technology
Talk to MGTC3) & industry

C Define public development plan Execute infrastructure & public development plans
• Evaluate industry needs for • Set quantitative long-term program of public
Fostering public R&D programs, workforce R&D investment and talent development
and testing facilities in Cyberjaya • KeTTHA to serve as lead agency
technology • Set up test-bed facilities in Cyberjaya, follow-up with university
• Assess KeTTHA's existing Define infrastructure investment plan
platforms technology development plans talent programs
• Engage with relevant partners to set up • Establish collaboration with relevant agencies/ industry players to
infrastructure and test-bed facilities in CJ make available their current development projects in Cyberjaya
1) This applies to government services agencies, that may be interested in testing green technologies or in collaborating with companies in Cyberjaya, such as the Land
Transport Authority or Tenega Nasional; 2) Malaysian Green Technology Policy; 3) Malaysian Green Technology Corporation
Positioning strategy: Biotechnology
Cyberjaya must carefully carve out a competitive niche and

position itself as a development hub for bioinformatics
Biotechnology: Positioning strategy for Cyberjaya

Strengths Weaknesses > BiotechCorp is the dedicated biotechnology agency –

Cyberview to engage BiotechCorp on CJ's focus areas &
> Strong national support > No previous experience in Driver jointly develop plans
with the National biotech and would need to
Biotechnology Policy (NBP) Champion > Cyberview to serve as intermediary to facilitate
establish its niche in the
and Bioeconomy industry discussion among stakeholders, incl. companies looking
Transformation Prog. (BTP) to set up, investors & property owners
> Ability to leverage and work Facilitator
with BiotechCorp, the
national biotech agency to Positioning strategies
drive forward the
development plans
> Bioinformatics development
is synergistic with the plans A. Market CJ as a biotech hub, with focus on bioinformatics to leverage on the
ICT capabilities of Cyberjaya
to develop big data in CJ
> Potential to capitalize on ICT > Domestic competition B. Highlight potential to merge talents in biotech and growing expertise in data
analytics, which can pave the way for a bioinformatics hub
expertise in Cyberjaya to from other parks e.g.
develop the bioinformatics Technology Park Malaysia
market, and to position
Cyberjaya as a
> Strong regional
competition from countries
C. Emphasise incentives for BioNexus co's and financial incentives for biotech
co's specialising in bioinformatics and located in CJ (to be worked out with
bioinformatics hub such as Japan, China and BiotechCorp etc)
Singapore Target companies
1 Celgene 4 United Thera. 7 Regeneron 10 Genentech
2 Biogen 5 Life Tech. 8 Alexion
Opportunities Threats 3 Amgen 6 Vertex Pharma. 9 Genzyme
Action plan: Biotechnology
Efforts must be focused on the right framework and

collaborations to attract companies to develop bioinformatics
R&D in Cyberjaya
Biotechnology: Action plan (High-level)
2014 2015 2016 2017
Thrust Initiatives
First contact with top 10 companies (Round 1) Approach 2nd Reassess & update shortlist of target
A Relevant priority companies
Initiating consulted > Companies to be contacted: Celgene, > (If required) > To factor in new emerging areas and
contact with before Engage biotech
BioGen, AmGen, United Therapeutics, Life > To be "activated" if companies
approaching Technologies, Vertex Pharma, Regeneron, co's in M'sia1) negative replies > Roland Berger can assist in steering this
companies Alexion, Genzyme and Genentech received from 1st process
companies
> Align with ongoing efforts of BiotechCorp > Invite them to set tier companies
up bioinfo centers
in CJ
Establishing
> Initiate talks with MIDA, InvestKL > Sector-specific incentives may > E.g. tax benefits, training grants, rebates, assistance to fund R&D, etc
regulatory > Meet with BiotechCorp on require approval from Cabinet
existing BioNexus incentives and > Approval process expected to
framework potential new incentives to take ~9-12 months
promote bioinformatics in CJ
Engage BiotechCorp
C Define strategic R&D plan Execute R&D development programmes and talent development plans
> Understand existing > Set quantitative long-term program of
Creating the biotech platforms public investment for R&D in bioinformatics
> BiotechCorp to serve as lead agency
technology Engage industry players Develop talent programs > Establish collaboration with BiotechCorp and industry players to make available existing
ecosystem > Both biotech and data analytics > Engage relevant universities to
biotech platforms in Cyberjaya
cos to identify cross-synergies develop bioinformatics programs
potential
1) This applies to biotech companies located in other parts of Malaysia
Positioning strategy: Wearable technologies
Cyberjaya can position itself as a hub for wearable technology given

the synergies with its ICT capabilities; Cyberview to act as champion
Wearable Technology (WT): Positioning strategy for Cyberjaya

Strengths Weaknesses > Relevant agencies exist, e.g. MDeC, MIMOS, but the
technology cuts across multiple disciplines, incl sensor
> Ability to leverage CJ's ICT > Hardware aspect is less Driver technology, wireless technology, software
experience and expertise aligned with CJ's areas of development, microelectronics etc
> In line with Digital M'sia's strength - i.e. highly Champion
aim of developing a digital competitive with low-cost > Cyberview to serve as active advocate to promote WT
economy producers from China and among relevant agencies
Facilitator
> Complementary with Taiwan; requires higher
MIMOS efforts in the capital investment
development of "Internet of Positioning strategies
Things"
> Universities currently
provide talent supply, e.g.
USM, UM, UTM
A. Market CJ as a hub for development of WT, capitalizing on ICT expertise and
software development know-how
> Potential to leverage > Regional competition from B. Highlight availability of talent across disciplines of ICT, sensor and wireless
tech, microelectronics and E&E from various local universities incl. USM,
national advances in sensor more advanced countries UTM and UM
and wireless technologies to such as Japan, Taiwan and
Emphasise financial incentives for co's involved in wearable technology
develop technologies for
wearables
South Korea who are at the
forefront of WT
C. located in CJ (to be worked out with MDeC, MOSTI, MIDA etc)
> Strong national capabilities
in semiconductor and Target companies
microelectronic
manufacturing in Penang
provide easy access to 1 Samsung Elec. 4 Google 7 Jawbone 10 Pebble Tech
components
2 Adidas 5 Nike 8 Sony
Opportunities Threats 3 Garmin 6 Fitbit 9 Eurotech
Action plan: Wearable technologies
Cyberview should collaborate with other agencies to highlight

complementary technology strengths in attracting companies to CJ
Wearable Technology (WT): Action plan (High-level)
2014 2015 2016 2017
Thrust Initiatives
First contact with top 10 companies (Round 1) Reassess & update shortlist of target
A Relevant Follow-up with
Round 1 co's technology areas & companies
agencies to be
Initiating consulted > Companies to be contacted: Samsung Electronics, Adidas, Garmin, > 2nd round of > To factor in new emerging areas and
contact with before Google, Nike, Fitbit, Jawbone, Sony, Eurotech and Pebble meetings where companies
companies approaching Technology incentive packages > Roland Berger can assist in steering this
> Align with ongoing efforts of MIDA, InvestKL will be presented process
companies and discussed
Establishing
> Initiate talks with MIDA, InvestKL > Sector-specific incentives may > E.g. tax benefits, training grants, rebates, assistance to fund R&D, etc
regulatory > Meet with MDeC, MOSTI on require approval from Cabinet
potential incentives to promote > Approval process expected to
framework WT in CJ take ~9-12 months
Engage MIMOS
C Define strategic R&D plan Execute R&D development programmes and talent development plans
> Understand existing > Set quantitative long-term program of
Creating the platforms for WT1) public investment for R&D required
> Cyberview to serve as active advocate or champion for WT
technology Engage relevant industry players Develop talent progs > Establish collaboration with MIMOS and industry players to make available existing
ecosystem platforms relating to WT, e.g. sensor & wireless technologies as well as microelectronics in
> Identify players offering > Engage unis to develop WT Cyberjaya
complementary tech, e.g. sensor & programs and training
wireless tech
1) Including numerous sensor and wireless platforms already developed and owned by MIMOS
Positioning strategy: Smart grid technology
The interest for smart grids in Malaysia is fast-growing – Cyberjaya

should position itself as the hub which fosters R&D collaboration
Smart grid technology: Positioning strategy for Cyberjaya

Strengths Weaknesses > Engage government agencies (e.g. SEDA3), KeTTHA4))

and relevant industry players (mainly Tenaga Nasional)
> Fit easily with CJ given the > Currently no R&D activity Driver to develop more projects in M'sia
use of ICT as a core conducted on smart grids in > Cyberview should offer testing grid facilities, and focus
technology Cyberjaya Champion
> Consistent with
on attracting global players to foster their
government's aim to reduce collaboration with the relevant M'sian companies a
Facilitator
energy consumption – can
benefit from incentives
under MGTP1) Positioning strategies
> Growing industry interest
(e.g. partnerships set up
between MGTC2), Tenaga &
co's like GE or Trilliant, or
A. Market Cyberjaya as the most appropriate hub for smart grids, given the
prominent ICT aspect and the green city status of Cyberjaya
Silver Springs)
> Pool of companies in > Possibility to see B. Offer up testing facilities for smart grid technology, as well as the possibility
for foreign co's to collaborate with local players and government agencies
Cyberjaya active in smart competition emerging for commercial roll-out
grid activities elsewhere from other Malaysian tech
(e.g. Fujitsu, Mahindra)
> Increasing number of real-
parks focusing on ICT &
green technology, such as
C. Stress financial incentives from govt agencies towards real-world smart
grids projects (to be worked out with SEDA3) , MOSTI or KeTTHA)
world project in Malaysia Technology Park Malaysia
(e.g. Melaka, Mukah Smart Target companies
City)
1 Itron 4 IBM Tendril

7 ABB 10
Networks
2 Echelon 5 S&C 8 Siemens
Opportunities Threats 3 Silver Springs 6 Schneider 9 General Electric
1) Malaysian Green Technology Policy 2) Malaysian Green Technology Corporation 3) Sustainable Energy Development Authority
Action plan: Smart grid technology
Cyberjaya should make sure suitable incentives are in place, and

provide a conducive environment for target smart grid companies
Smart grid technology: Action plan (High-level)
2014 2015 2016 2017
Thrust Initiatives
Contact top 10 companies & discussions follow-up Reassess & update shortlist of target
A Relevant
• Companies to be contacted: Itron, Echelon, Silver
agencies to be Springs, IBM, S&C, Schneider, ABB, Siemens, GE, Tendril
Initiating consulted • To factor in new emerging areas and
Networks
contact with before
Talk to relevant development agencies
Contact other relevant co's companies
approaching in CJ1) & Tenaga N. • Roland Berger can assist in steering this
companies process
companies • To align with KeTTHA, MIDA if there are ongoing
• Present & discuss incentive
discussions with target companies
packages
B proposed plans
• Discuss with SEDA, KeTTHA
Establishing about possible customized • E.g. tax benefits for municipalities implementing smart grids projects
• Sector-specific incentives may
regulatory incentives 2)
Talk to MGTC & Tenaga N. require approval from Cabinet
framework • Approval process expected to
• Understand MGTP3) programs take ~9-12 months
• Engage Tenaga Nasional to
under-stand future development
plans
Talk to agencies & industry
C Define public development plan Execute infrastructure & public development plans
• Evaluate industry needs for • Set quantitative long-term program of public
Fostering public R&D programs, workforce R&D investment and talent development • SEDA, MDeC, KeTTHA to serve as lead agencies
technology and testing facilities in Cyberjaya • Set up test-bed facilities in Cyberjaya, follow-up with university talent
• Assess SEDA/MDeC's existing Define infrastructure investment plan programs
platforms development plans and MIMOS • Establish collaboration with MIMOS and/or relevant agencies/ industry
• Engage with relevant partners to set up
technology platforms players to make available their current development projects in Cyberjaya
infrastructure and test-bed facilities in CJ
1) This applies to companies present in Cyberjaya, involved in smart grid activities but elsewhere, and not part of the top 10 priority companies (e.g. Mahindra, Huawei)
2) Malaysian Green Technology Corporation 3) Malaysian Green Technology Policy 4) Sustainable Energy Development Authority
D. IMPACT
The Global Technology Hub implementation is expected to
deliver GNI impact of RM 2.4 bn and 6,600 new jobs between
2014-2020
Conclusions
5 focus technology areas … Defined action plan in place … GNI and jobs boost
1 ICT technologies 1 Initiate contact with companies Total GNI impact 1), 2014-2020
1a Information security
RM 2.4
1b Creative content tech
billion
1c Mobile internet
2 Establish regulatory framework
1d Cloud computing
1e Big data analytics Total jobs created 1), 2014-2020
2 Green technology
3 Biotechnology
6,600
3 Foster technology platforms
jobs
4 Wearable technologies
5 Smart grid technology

Related industry sectors will also be positively impacted
through this catalytic initiative
Impact of GTH to related industry sectors
Non-exhaustive
Benefits to related industry

Manufacturing
ICT services sectors
Software
development Logistics
Animation > Industry ecosystem:
production Nurtures an ecosystem of
Shared service companies in related
outsourcing Media and content business sectors across the
Information Creative value chain, lowering the
content development
security Mobile overall cost of doing
Engineering internet
services E-Commerce business
Smart grid
Global Cloud
computing
> Catalytic investment:
Technology Power
Energy efficiency Hub Anchor investments in
Wearables
core industry sectors will
Electrical and serve as a catalyst to the
Big data
electronics
Chemicals Biotechnology analytics development of new
Green business opportunities and
technology Property
Business analytics industry areas
development
> Technology transfer:
Healthcare
Data centers Investments of foreign
Agriculture investments will benefit
Construction local workforce and
Pharmaceuticals enterprises through direct
and indirect transfer of
knowledge and expertise
Technology sectors under Global Technology Hub Related industry sectors

E. APPENDIX
E1.
Benchmarking: Technology parks
Benchmarking – Technology parks: Research Triangle Park, US
The Research Triangle Park is the world's largest university-

related park, mainly focusing on IT and Life Sciences
Overview of Research Triangle Park
> World's largest university-related research park, situated
between UNC-Chapel Hill, Duke & N.C. State University
Concept
> Mixed dev't model – Govt was key driver in initial stages
> Park management is now focusing on making park more
attractive to smaller entrepreneurial firms
Focus > Biotech & Life Sciences> Nanotechnologies

areas > IT > Wireless Telco
> Managed by The Research Triangle Foundation, a

Managem private non-profit organization
ent > The B.O.D. includes both academia and industry
professionals
> Various recreation activities (e.g: sports leagues, bike Examples of major tenants
paths in wildlife reserves) – However, main challenge is to
attract youth Biotech & Life Science Information Technologies
Liveable > Management recently bought adjacent properties along I-
aspects 40 to be developed into the Park centre – Signature
landmark ("Convergence Center") planned to improve
park's visibility
> Rail line planned to improve the park's connectivity CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT
Source: RTP Concise Public Master Plan , Roland Berger analysis
Benchmarking – Technology parks: Research Triangle Park, US
The park leverages a strong innovation tradition and collaboration

schemes to attract both start-ups companies and large R&D centers
Assessment of Research Triangle Park
Resources Talent > Steady flow of talented graduates from the 3 funding universities
Infrastructure (hard and > Conference center, high-quality broadband, 5 incubators on-site providing services and advices
> A new regional tram system to be built, and new affordable housing and residential spaces
soft) > Recreation activities not attractive to young professionals (e.g: nightlife, cultural events)
> Numerous venture capital firms implanted

Funding
> Presence of organization offering research financing support (e.g: Biotechnology Center)
Linkage between research > Numerous invention disclosures and licence agreements with university departments
Network > Public-private partnerships remain very common in the park's activities, especially with universities
institutes and industry
> Efforts made to introduce multi-use, cooperative spaces and shared amenities designed to foster
Knowledge transfer collaboration and unity
> Networking events to foster open exchange of ideas (e.g: Get connected @ RTP, RTP 1800)
> Host several iconic organizations and networks (e,g: IUPAC, the Hamner, the William Burroughs
Support systems Welcome Fund, or Sigma Xi) to help recently created companies
> Stable management by The Research Triangle Foundation of North Carolina, a non-profit
Regulation & Clarity of roles & organization
objectives > Involvement of both industrial players and academia in the decision-making process
Governance for STP management
> Clear vision mapped out in the Master Plan 2011
Clear vision > However, lack of measurable objectives in the Master plan
> No funding for potential tenants / specific grants for locating within the boundaries of RTP
Clear incentives > Incentives to be found through state and regional agencies, especially for specific industries,
such as digital media and biotechnology

Source: RTP Concise Public Master Plan , Roland Berger analysis
Benchmarking – Technology parks: Sophia-Antipolis, France
Sophia-Antipolis represents France's main national competency

center for Bio-chemistry and Information Technologies
Overview of Sophia-Antipolis
> Europe's largest park, founded to foster the development of
collaborative research between industry and universities
Concept > Mixed model of development
> Park is applying for the newly introduced 'French Tech' label
which would give it better access to public funding
> Biotech & Life Sciences> Multimedia

Focus areas > IT > Energy, Environment
> Publicly owned land, jointly managed by two associations:

Managemen - Foundation Sophia-Antipolis (operational development)
t - Symisa (Syndicat mixte de Sophia Antipolis) – Gov't reps
> 9,102 inhabitants with a large student community Examples of major tenants
> Park surrounded by large national park and several large
villages Chemistry/Biochemistry Information Technologies
Liveable
> Many retail outlets, recreational activities (e.g: golf, tennis,
aspects
fitness) and international schools to attract foreign workers
> Transportation services is the key concern – New bus system is
already planned and aerial tram system being studied
Source: Foundation Sophia-Antipolis, Roland Berger analysis
Benchmarking – Technology parks: Sophia-Antipolis, France
The park's attractiveness is supported by an exceptional

environment, and its well-established networks and support services
Assessment of Sophia-Antipolis
Resources Talent > Many campuses of top universities and engineering/business schools on-site
> Ability to attract the students thanks to the quality of life and the environment
Infrastructure (hard and > Weak public transportation services (traffic jams, high-frequency bus systems only planned for 2017)
soft) > Commercial areas, and several incubation facilities available(e.g: Sophia-Antipolis Business Hub)
> Sophia Business Angels, specialized in ICT, healthcare, robotics and sustainable development
Funding > Close collaboration with banks and government agencies providing financial grants
> Declining activity from private venture capital funds
Linkage between research > Existing programs linking academic research/industries and public institutes/start-ups
Network > SATT South-East organizes collaborative work projects, foster communication in the park, and bring
institutes and industry innovation from public research to industrial sector via commercial licensing for companies
> S-A 'Business hub': Co-working spaces & shared innovation platforms (e.g: 'Comm4Innov')
Knowledge transfer > Campus@SophiaTech: Research and teaching center devoted to networks, bioinformatics
> Network and training sessions organized, especially for start-ups and SMEs
> Formal association of stakeholders ("Secure comms solutions" cluster) to facilitate engagement
Support systems > Also other associations available to help create links and synergies, and to support recently created
companies
> 2 main associations with separate responsibilities, are responsible for the park's development
Clarity of roles & objectives
Regulation & "Foundation Sophia-Antipolis" and Symisa (which is made of several public shareholders)
for STP management > Slow decision-making process for strategic issues due to multiple stakeholders involved
Governance
> New vision for the park recently published (Sophia 2020)
Clear vision
> Clear vision for the infrastructure improvement, lack of measurable development KPIs
> No policies specific to the park

Clear incentives > New policies fostering research and job creation, through tax deduction
> Park still suffers from lack of investor confidence due to frequent regulatory changes in France

Source: Foundation Sophia-Antipolis, Roland Berger analysis
Benchmarking – Technology parks: Cambridge Science Park, UK
The Cambridge Science Park focuses on cutting-edge research,

leveraging heavily on the University of Cambridge
Overview of Cambridge Science Park
> UK's oldest park, close to Cambridge to take full advantage of
the concentration of scientific expertise and facilities
> Park size: Total of 152 acres
Concept > Mainly organic growth – Govt was only a driver in initial stage
> In 2014, Trinity announced it has been working on an
extension of the park, with 3 new research facilities
> Bio-medical > Materials

Focus areas > Computer / Telco > Energy, Environment
> Trinity is the landowner, developer and promoter of the park

Managemen > Park management services are carried out by Bidwells, a
t property specialist
> Various amenities to improve quality of life (e.g: Childcare Examples of major tenants
facilities, health and fitness club)
> Railway and bus tunnel projects are still under discussion Biomedical/Pharmaceuticals Computer/Telecoms
Liveable
> To address rising property prices, Cambridge University is
aspects
working on "North West Development" ,a £1bn development
to build new houses, a nursery, retail areas and medical
centres

Source: Cambride Science Park Newsletter, Trinity college, Roland Berger analysis
Benchmarking – Technology parks: Cambridge Science Park, UK
The park created one of the most comprehensive innovation

ecosystems in Europe
Assessment of Cambridge Science Park
Resources Talent > Strongly benefits from its proximity to Cambridge University
Infrastructure (hard and > Specific services for start-ups, such as incubation facilities
> Several facilities available (e.g: gym, nursery, pubs), investments for building more housing options
soft) > Transportation infrastructure needs to be improved (fast train project, new roads being studied)
> Large number of angels funds and venture funds, very active in the area
Funding
> Includes the regional office of 3i, the UK’s leading venture capital company
Linkage between research > Large number of spin-off companies from the university's research department
Network > Management priority remains ensuring that academic research is close to industry applications
> Shared facilities available, and networking events and conferences organized on-site
Knowledge transfer > Existing knowledge transfer program much more focused on exchange between large companies
and university students/research rather than between large companies and SMEs
> Creation of 'Cambridge Enterprise' to support the University's entrepreneurs, and make them
Support systems benefit from existing networks and industry contacts
Clarity of roles & objectives > Promotion by the University's college, and minimal bureaucracy present
Regulation &
for STP management > No central management body – Land management carried out by a local property specialist
Governance
> No holistic vision – Only the objective to bring together academia and industry for innovation
Clear vision
> No qualitative or quantitative KPIs
> New tax incentives for qualifying patents, though not park-specific
Clear incentives > Still room for improvement in terms of measures encouraging research funding and innovation
Source: Cambride Science Park Newsletter, Trinity college, Roland Berger analysis
Benchmarking – Technology parks: Daedok Innopolis, South Korea
Daedeok Innopolis focuses on promoting innovation in emerging

technologies within IT, biotechnology and nanotechnology
Overview of Daedeok Innopolis

> Established in 1973 as Daedeok Science town
> Started with government sponsorship as a pure research
center – Evolved into a complete R&D innovation cluster Zone IV
> Park size: Total of 16,750 acres Zone III

Concept > Government-led initiative
> Daedeok is part of the Innopolis network since 2005, which Zone I Zone II
gathers 4 parks under one name Zone V
> Biotech & Life Sciences > Nanotechnologies Zone I
Focus areas > IT > Space technologies
Zone I (27 km2) Daedeok Science Town

> The park is located on Daejeon City-owned lands and managed
Zone II (4.3 km2) Daedeok Tchno Valley
Managemen by the Innopolis Foundation
Zone II (3.2 km2) Daedeok Industrial Complex
t > Innopolis is a non-profit organization under the Ministry of Zone IV (31.2 km2) Northern Green Bok
Science Zone V (3.9 km2) Agency for Defense
> International school and several museums (e.g : Buyeo National Examples of major tenants
museum) with regular festivals organized
> More affordable housing, a buzzing city center and Technology companies Public research institutes
Liveable entertainment areas will be built to improve attractiveness to
aspects younger population
> New roads are also planned, as well as a bridge between the
park and Daejon City to increase its integration and
connectivity
Source: World Technopolis Association, Roland Berger analysis
Benchmarking – Technology parks: Daedok Innopolis, South Korea
The park leverages park-specific incentives and proximity to

public research centers to attract key national industry players
Assessment of Daedeok Innopolis
> Leading university campuses on the Science Park (including KAIST 1))
Resources Talent
> 11% of Korean PhD-level researchers specialized in Engineering and Biology located on-site
Infrastructure (hard and > Focus on quality of life offered, including recreational activities, and transportation infrastructure
soft) > Incubation facilities and support services offered, but can be improved
> Innopolis Foundation funds available to foster the development and growth of local companies
Funding > Small presence of VC funds or business angels compared to other parks
Network Linkage between research > Hub-and-spoke system linking research capacity with advanced industries
institutes and industry > Numerous shared research centers created (e.g: KAIST/Hyundai Heavy Industries)
> Strong tradition of transfer knowledge from research institutes to surrounding companies
Knowledge transfer > Weak technology transfer during the collaboration between MNCs and SMEs
> Cooperation agreements with other tech parks, to foster know-how that benefits park tenants
> Support available from Innopolis Foundation for technology at the commercialization stage
Support systems
> No clear mentorship program to help SMEs and start-ups
Clarity of roles & objectives > Developed and managed by Daedeok Innopolis Foundation, under jurisdictional control of Ministry of
Regulation & Science, ICT and Future Planning
for STP management > Highest-level management common between the three other Innpopolis parks
Governance
> Strong vision of the center's role (from a research institute park to a global innovation cluster)
Clear vision
> Quantitative and qualitative objectives clearly set out
Clear incentives > Tax benefits and less strict regulations (e.g. pertaining to construction) for Innopolis-status
companies
1) Korean Advanced Institute of Science & Technology
Source: World Technopolis Association, Roland Berger analysis
Benchmarking – Technology parks: One-North, Singapore
Singapore's One-North attracts and clusters major IT and Life

Sciences international players and research institutes
Overview of One-North
> Developed as a model of integrated platforms with areas Vista Xchange
dedicated to specific research fields, such as Biopolis (Business & Lifestyle)
> Park size: Total of 490 acres Biopolis

(Biomedical & Life Sciences)
Concept > The park's development relies on strong Govt leadership
> P&G invested SGD 250m in 2014 to build a innovation centre, Fusionopolis
(ICT, Science,
collaborating with A*STAR1) on new innovations for consumers Engineering & Media)
Wessex Estate
(Arts & Creative)
> Biotech & Life Sciences > Media

Focus areas > IT > Physical Sciences
> Managed by JTC, Singapore's lead agency to spearhead the

Managemen planning, promotion & development of the industrial landscape Mediapolis
t > Overall development under the Ministry of Trade & Industry
> Close proximity to MRT station & connected by major roads Examples of major tenants
> Designated green spaces within the park (Rochester Park)
> Cultural & recreational activities (e.g: SPAC2)), and facilities Information Technologies Biomedical/Pharmaceuticals
Liveable designed for workers (e.g: Learning Vision for childcare)
aspects > High price of existing housing supply (e.g: One-North
Residence)
1) Agency for Science, Technology and Research 2) Star Performing Arts Centre
Source: EDB Singapore, Ministry of Trade and Industry, Roland Berger analysis
Benchmarking – Technology parks: One-North, Singapore
The park capitalized on talent and regulations to become a key

gateway for companies looking to establish R&D centers in Asia
Assessment of One-North
> Proximity to world-class business schools (e.g: INSEAD) and educational institutes (e.g: NUS)
Resources Talent
> Full scholarship provided to 1,000 PhD candidates to study overseas and come back to Singapore
Infrastructure (hard and > Efforts to create a liveable city: housing options (Wessex Estate), recreational activities (Star
Performing Arts Centre) and numerous facilities (chilcare centers, retail areas), green parks, etc.
soft) > JTC Launchpad : Cutting-edge facilities and incubators to create vibrant start-up communities
> Global VC players (e.g : CVC) and Government research funds on-site, especially in Block 71
Funding > The VC scene is not very active due to low level of tech entrepreneurial activity
Linkage between research > Partnerships and co-development facilitated between universities and private companies (e.g:
Network AstraZeneca with NUS Medical School on cancer research)
> Shared amenities to promote collaboration between researchers in both private and public sectors
Knowledge transfer
> Public labs work alongside corporate labs to transfer and accelerate the development of technologies
> No support programs for start-ups and SMEs except for access to incubation facilities
Support systems > Agreement to make innovation testing possible (e.g: in the Kent Ridge public hospital for Biopolis)
> Developed and managed by JTC, an industrial estate management company under the Ministry of
Regulation & Clarity of roles & objectives Trade and Industry
for STP management
Governance
> Make the hub as big as ones in the US by lowering entry barriers for new companies in Asia
Clear vision
> Clearly laid out action plans to achieve this vision
> Considerable tax incentives offered for R&D expenses

Clear incentives
> No park-specific tax incentives offered beyond its attractiveness (talent, cutting-edge
infrastructure)
Source: EDB Singapore, Ministry of Trade and Industry, Roland Berger analysis
Benchmarking – Technology parks: Zhangjiang Park, China
Zhangjiang Park gathers numerous foreign-based companies

in the field of Life Sciences and Information Technologies
Overview of Zhangjiang Park

> In 1999, Shanghai Municipality identified key industries in which
the park should play a leading role in innovation
> Park size: Total of 600 acres
Concept > Government-led initiative – Aggressive state policy
> Used as a pilot where administrative functions are assumed by
the park instead of the municipality (e.g: business registration)
> Biotech & Life Sciences > Semiconductors

Focus areas > IT > Multimedia gaming
> Managed by Zhangjiang Hi-Tech Park Development

Management > Falls under the Municipality authorities, but the park is used
as a testbed for policy deregulation and has administrative
powers
> Close to the city center and to Pudong International airport Examples of major tenants
> Cosmopolitan life in Shanghai attracts many foreign executives
> Tram service connects park to the Shanghai Railway – 10 min IT companies Pharmaceuticals Chemistry
Liveable
away from the Lujiazui area, known to be one of the most
aspects
happening places in town (e.g: recreation, retail, housing)
> Growing supply of affordable housing for younger crowd

Source: Shanghai Pudong Town Hall, Roland Berger analysis
Benchmarking – Technology parks: Zhangjiang Park, China
The park successfully attracted R&D operations thanks to

incentives used and availability of talent and funding
Assessment of Zhangjiang Park
> Benefits from the city's top university networks
Resources Talent
> Policies to recruit overseas Chinese students, who largely prefer to live in Shanghai
Infrastructure (hard and > Govt and high-tech companies provide strong support to main Zhangjiang incubator
soft) > Facilities, housing and tramways – Convenient transportation to the international airport
> Grants from National Technology Innovation Fund

Funding > Creation of Pudong New Area Venture funds, that led to numerous PE funds gathering and
clustering in the park
> Presence of specialized institutes (e.g: Medicine Institute of the Chinese Academy of Medical
Network Linkage between research Sciences)
institutes and industry > Some joint programs exist between these research institutions and multinational R&D departments
> Some SMEs can benefit from programs that outsource research to large MNCs (e.g. AstraZeneca)
Knowledge transfer
> Due to Intellectual Property issue, knowledge transfer remains underdeveloped
> No mentorship program available for smaller companies

Support systems > Advisory programs can be provided by Zhangjiang Hi-Tech Park Development special department
Clarity of roles & objectives > Managed by Zhangjiang Hi-Tech Park Development, under the Municipality's authorities –
Regulation & Responsible for both real estate services and park development decisions
for STP management
Governance
> Be a national model for innovation and a laboratory for new administration schemes
Clear vision
> No clear KPIs set up by the Municipality
> Park-specific policies exist, relating to R&D expenses and equity incentives for employees
Clear incentives
> Expeditious customs clearance provided on-site
Source: Shanghai Pudong Town Hall, Roland Berger analysis

E2.
Benchmarking: Start-up hubs
Benchmarking – Start-up hubs: Tel Aviv
Tel Aviv ranks 2nd globally, due to its strong entrepreneurial culture,
highly developed funding ecosystem and large supply of talent
Tel Aviv Start-up Ecosystem

Funding
Index Funding > Healthy funding ecosystem throughout start-up
20 lifecycle
15 20 > Funding sources slightly more focused on angels,
10 less on family/friends
5
Trendsetter
0 Talent index
Index
Talent > Plentiful supply of talent; strong enterpreneurial
culture; 40% Masters/ PhD students
16 > 39% of hi-tech employees work in R&D
departments of MNCs – Significant knowledge
transfer
Support
index
Description > Globally ranked number 2 Support > Vibrant support ecosystem (e.g. platforms for
> Highest density of startups in the world discussion between start-up founders and
> Highest output of startups and a healthy mix
16 investors)
of startups in all stages
> Tel Aviv entrepreneurs concentrate four times

Notable > Mobile/online Trend- more on new markets than on niche markets
start-ups apps setting
> However, speed of adoption of new technologies,
> Consumer
electronics 4 business models and management processes is
relatively low
MIRABILIS
Source: Startup Ecosystem Report 2012 (Startup Genome); Roland Berger analysis
Benchmarking – Start-up hubs: Los Angeles
Los Angeles is ranked 3rd in the global start-up ranking,

mainly due to strong talent pool, support system and diverse
funding sources
Los Angeles Start-up Ecosystem

Funding
Index Funding > No funding gap – Healthy mix of capital sources
20
> Prevalence of early-stage funds (Lowercase Capital,
15 14 Karlin Ventures, SV Angel, Plus Capital, and Double
10 M Capital)
5
Trendsetter
0 Talent index
Index Talent > Large supply of technology-qualified talent from
L.A.'s local universities
19 > Talent is honed via entrepreneurship programs in
universities in partnership with local accelerators
Support
index
Support > Exemplary accelerator and incubator infrastructure
Description > Ranked 3rd in global start-ups ranking, with – Influx since 2011 has provided educational,
approximately 800 start-ups 17 collaborative and supportive environments for
> USD500 million raised in funding in H1 2013 entrepreneurs and start-ups
Notable > e-Commerce

Trend- > Strong in creative content creation, particularly in
start-ups > Digital media entertainment, aerospace, fashion, and advertising
setting
> Crowdsourcing > Quick to adopt new technology (e.g. programming
> Online apps 10 languages like Python and Ruby)

Source: Startup Ecosystem Report 2012 (Startup Genome); LA Startup Ecosystem 2013 (Be Great Partners); Roland Berger analysis
Benchmarking – Start-up hubs: London
London is the leading start-up hub in Europe due to its talent pool,
strong support system and reputation as a global metropolis
London Start-up Ecosystem

Funding
Index > Strong government support and equity
Funding
20 crowdfunding
15 17 > However, funding gap still exists due to lack of
10 super angels and micro VCs which target deal sizes
5 of USD500k to USD2.5 mil
Trendsetter
0 Talent index
Index > Easy access to talent with some of the top
Talent
universities in the world and diverse talent
12 > However, London entrepreneurs are less ambitious
and more risk averse than those in Silicon Valley
Support
index
> Prevalence of support networks, shared
Description > Most successful start-up ecosystem in Europe, Support
workspaces, mentorship, tech incubators & capital
with the largest output of start-ups
> Investors closed 135 deals with start-ups in
20 infrastructure helps promote strong start-up
ecosystem
2013 > Tax incentives offered to stimulate startup
investment
Notable > Online games/apps
> Slower technology adoption than in Silicon Valley
start-ups > Online lender Trend-
(e.g. London startups relying more heavily on PHP,
setting
> Home swap club and less on Java, Ruby, and Python)
> e-Commerce 3
Source: Startup Ecosystem Report 2012 (Startup Genome); Roland Berger analysis
Benchmarking – Start-up hubs: Sydney
Sydney's start-up scene is highly innovative and talented –

However, funding for start-ups still remains scarce
Sydney Start-up Ecosystem

Funding
Index Funding > Limited funding from angels and venture capital
20 firms
15 7 > Majority of start-ups are self-funded – Few rely on
10 funding from friends/family
5
Trendsetter
0 Talent index
Index > High level of education of workforce with diverse
Talent
skills & experience
15 > Influence of experience on start-up success
outweighs education – Most start-up
Support
entrepreneurs have previous business experience
index
> Houses 950 tech start-ups, or 63% of total Support > Support during the ideation stage still limited but
Description access is widening with recent growth in
tech start-ups in Australia
9 incubators, accelerators and angel groups
> Access to govt and large companies still difficult
Notable > e-Commerce > Strong trend-setting ability - 30% of start-ups

start-ups Trend-
> Software setting record a high degree of novelty in their products /
company services
> Online apps 20 > Strength in manufacturing, retailing and consumer
service-oriented industries

Source: The start-up economy by PwC, 2013; Australia Small Business, 2012; Startup Ecosystem Report 2012 (Startup Genome); Roland Berger analysis
Benchmarking – Start-up hubs: Sao Paulo
Sao Paulo is a fast-growing start-up ecosystem – However,

challenges remain in terms of talent, support and funding
Sao Paulo Start-up Ecosystem

Funding
Index Funding > Large concentration of accelerators and venture
20 capital funds; however, there is still a funding gap
15 11 (Sao Paulo start-ups raise 86% less capital than
10
Silicon Valley start-ups)
5
Trendsetter
0 Talent index
Index > Young and energetic workforce; however, lacking in
Talent
terms of experience (entrepreneurs in Sao Paulo
2 are 59% less likely to be serial entrepreneurs
compared to entrepreneurs in Silicon Valley)
Support
index
Support > Lack of regulatory incentives for start-ups and
Description > Largest start-up ecosystem in Brazil, with 605 structural issues (e.g. legal system does not allow
start-ups
10 funding structures such as options/convertible
notes)
> Cost of doing business still high due to high taxes
and bureauracy
Notable > e-Commerce > Lower technology adoption than in Silicon Valley
start-ups Trend-
> Aggregator setting > Sao Paulo start-ups rely heavily on PHP and .NET,
> Social network less on Java and Ruby
> Online education
5
Source: Startup Ecosystem Report 2012 (Startup Genome), Roland Berger analysis
Benchmarking – Start-up hubs: Singapore
Singapore is the leading start-up hub in Asia due to start-up

friendly legislation, top-notch talent, and proximity to major
Asian markets
Singapore's Start-up Ecosystem

Funding
Index Funding > Active early-stage funds spawned from government
20 funding e.g. NRF's TIF1), and SPRING's SEED2)
15 13 > Rely more on incubators and self-funding, less on
10 accelerators, super angels and VCs
5
Trendsetter
0 Talent index
Index
Talent > Highly educated work force and English-speaking
multicultural society
13 > 52% of entrepreneurs have Master/PHD education
Support
index
Support > Highly active accelerators like Joyful Frog Digital
Description > Leading start-up ecosystem in Asia Incubator provide funding and mentoring to local
> #1 spot in the World Bank's "Ease of Doing 5 startups; Presence of intermediary organization
Business" ranking between entrepreneurs and angels (e.g. BANSEA)
Notable > e-Commerce > Lower technology adoption in Singapore than in

start-ups Trend-
> Aggregators setting Silicon Valley (e.g. heavier reliance on PHP, Java,
and .NET, with no use of Ruby)
2
1) National Research Foundation's Technology Incubation Scheme; 2) Startup Enterprise Development Scheme by CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT
SPRING, a Government agency set up to promote development of local SMEs
Benchmarking – Start-up hubs: Bangalore
While opportunities are present for Bangalore's start-up

scene, it must overcome challenges in all key areas
Bangalore's Start-up Ecosystem
Funding > Home to large number of venture capitals but

Index Funding
20 lacking in angel investors
15 3 > Overall funding gap, with 74% less funding raised in
10 Bangalore compared to Silicon Valley
5
Trendsetter
0 Talent index > Talented workforce but lacks entrepreneurship
Index Talent
culture
3 > Entrepreneurship is not the first career path choice
- Lack of support from educational institutions
Support
index
Description > Accounts for 41% of all new ventures Support > Lacks incubators
launched in India > Requires more government support to establish
> 4th largest tech cluster after Silicon Valley,
6 funded or supported incubators to bring together
Boston & London entrepreneurs at ideation stage
Notable > e-Commerce Trend- > Low rate of technology adoption – Bangalore
start-ups > Software co. setting engineers heavily rely on PHP and Java, and much
(acquired by Facebook)
less on Ruby and Python compared to their peers in
> Digital agency 1 Silicon Valley

Benchmarking – Start-up hubs
Overall, the top start-up hubs excel in at least 3 out of 4 criteria –

Most hubs rank highly in terms of talent, funding and support
> The top start-up cities (i.e.

Tel Aviv - #2 Los Angeles - #3 London - #7 Tel Aviv, Los Angeles and
London) excel in at least 3 of
the 4 benchmark criteria
Funding Funding Funding
Index Index Index > Most leading start-up cities
20 20 20
15 15 15 rank highly in terms of talent,
10 10 10 funding and support
Trend- 5 Trend- 5 Trend- 5
Talent Talent Talent
setter 0
index
setter 0
index
setter 0
index > Only 2 of the selected cities
Index Index Index excel as trendsetters (i.e. Los
Angeles and Sydney)
Support Support Support
index index index
Sydney - #12 Sao Paulo - #13 Singapore - #17 Bangalore - #19
Funding Funding Funding Funding

Index Index Index Index
20 20 20 20
15 15 15 15
10 10 10 10
Trend- 5 Trend- 5 Trend- 5 Trend- 5
Talent Talent Talent Talent
setter 0 setter 0 setter 0 setter 0
index index index index
Index Index Index Index
Support Support Support Support

index index index index
Source: Startup Ecosystem Report 2012 (Startup Genome); Roland Berger analysis CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT
Thank You
For Enquiries
Technology Hub Division

Contact Person : Puan Siti Shafinaz
Telephone : 03 – 8315 6111
Email : gth@cyberview.com.my

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CYBERJAYA

Global Technology Hub

Technology, beyond the spectrum ofeconomic development. It is an area

CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT

CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT

As part of the Strategic Blueprint, Cyberjaya will focus on

Information Security Green Technology

B Key technology areas 38

C Positioning strategy & action plan 62

9th Malaysia 10th Malaysia Digital Malaysia

CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT

• Development plans focus areas

> Access, Adoption, Use

Sector- > Cloud Computing > Security

CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT

Key implications for Cyberjaya

CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT

Key implications for Cyberjaya

CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT

> However, following significant developments within the

CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT

35,000 CAGR 70% CAGR

Student population [#] Number of companies operating [#]

CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT

Phase I: Phase II: Phase III: Phase IV:

CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT

Previous As of 6 Dec 2013

CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT

 Cyberview: Potential roles in technology promotion

Emerging > Single agency currently does not exist to nurture

Mature > Established agencies with clearly defined roles and

CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT

CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT

CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT

Hard infrastructure Soft infrastructure  Good or adequate

CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT

Asia Pacific key drivers of technology trends

Everything from consumers, cities, supply chains, homes, commerce and

The scarcity of energy and resources, fueled by strong demand in emerging

Future innovations will be developed and adopted first in emerging markets, as

CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT

1 Connected intelligence 2 Data to insights

Source: Gartner; IDC

CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT

CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT

Phase I Phase II Phase III Phase IV Age

 Alternative innovation hub models

CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT

 Innovation hub value chain

An effective innovation hub needs to:-

Source: 2013 Global Innovation Index Report (INSEAD, WIPO,)

CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT

Source: UNESCO CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT

 Outcome of benchmarking study: Summary

> Access to talent

1 Resources > Funding

Overall > Overall quality of the

Excellent Very good Good Fair

CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT

> World's largest university-related research park, situated

> Established in 1959

> Biotechnology & Life Sciences

Latest developments Examples of major tenants