Digital technology and data are rapidly transforming healthcare today. With Singapore’s rapidly ageing opulation, there is a strong focus on harnessing these innovations to deal with healthcare challenges and help senior citizens live healthy, independent lives, in their homes. But while using technology, it is important not to lose sight of the humans who it is meant for, whether it is the patients, the doctors and nurses or caregivers in
On the sidelines of IoT Asia 2018, OpenGov had the opportunity to speak to Ms Tamsin Greulich-Smith who established and currently leads the Smart Health Leadership Centre (the ‘Centre’) in NUS-ISS (National University of Singapore-Institute of Systems Science) about some of these issues.
Ms Greulich-Smith described the mission of the Centre as transforming the future experience of health through the use of data, digital technology and design. This is done through training, applied research and collaboration models, involving industry, public healthcare, as well as players in the broader health ecosystem.
“In order to ensure that what we teach in the classroom remains relevant, we focus on applied rather than academic research, and we carry out research projects with industry partners. This ensures we are looking into areas that are genuine pain points or opportunities for industry players in the broad health sector,” Ms Greulich-Smith explained.
The Centre also provides advisory consulting services, working with organisations to help them frame their challenge, defining and understanding what the problem actually is. The Centre provides just-in-time training and mentoring to the organisation, building employee skills so that they can not only fix the problem at hand, but also sustain the impact of that solution and know how to solve new problems as and when they arise. “We effectively write ourselves out of a job,” Ms Greulich-Smith said.
Working with all stakeholders
The Centre works with public healthcare providers, such as the Ministry of Health, and agencies like the Integrated Health Information System (IHiS) which oversees the public health IT system.
Furthermore, it seeks to connect the healthcare sector with social care and collaborates with the Ministry of Social
and Family Development (MSFD), and also the voluntary welfare sector and charities, to support a more integrated approach to care.
Ms Greulich-Smith said that there are many challenges in trying to integrate the voluntary welfare sector, the social care sector and the health care sector together, to achieve true integrated care.
For instance, sharing data is a big challenge. It is challenging to share information between these different stakeholders in a way that is relevant for everyone and will make sense for them. Even within healthcare, there are different kinds of terminologies depending on which area of healthcare you operate in. When we bring in the social sector, it is difficult to speak the same language, Ms Greulich-Smith explained.
“A large part of our focus has been on public healthcare, however we are also actively involved in social care and at voluntary welfare fields, as well as looking at how to support commercial players in realizing their role in the future of health.”
The commercial players, such as medical technology providers, insurers, and healthtech start-ups want to collaborate with public care providers, be that healthcare or social care. There will be concerns regarding what information each party has access to. But Ms Greulich-Smith believes that that there is real opportunity here in terms of creating a model that will be viable into the future.
“The burden of care at the moment falls very heavily on healthcare and we can look at how we can start to share that burden in a controlled manner,” Ms Greulich-Smith said. “Primary care is a good example. 80% of primary care providers are private organisations.”
Primary care in Singapore is generally delivered by sole traders or small practice GPs (general practitioners) operating in the heart of HDB blocks (public housing). Many of them are not yet contributing to Singapore’s National Electronic Health Record (NEHR; the Government is mandating that all healthcare licensees have to contribute to the NEHR by December 2020).
Some of them felt that connecting to the NEHR is an expense they couldn’t see the value of. They didn’t feel the NEHR was required for the kind of cases they were handling, and it does not appear to align with the way in which many GPs provide care to their patients. However, there are great benefits to be had if everyone comes on board the system, which becomes more beneficial the more people use it.
Evolving the NEHR by bringing in more user design inputs, such that the value proposition is stronger for users, and tweaking NEHR so that it feelsmore relevant, intuitive, and accessible might help in achieving this objective.
Expanding on the theme of understanding the needs of users and of human-centric design, Ms Greulich-Smith said, “Sometimes we try so hard to create solutions that can meet every possible need, that we end up over-designing. Something that can accommodate every option may not be what is required by people working in a busy healthcare setting, who need something very intuitive, quick and relevant. As such, the over-designed solution can fail to be adopted as there’s an imbalance between the value it brings the user and the effort required to gain that value”
So, to design solutions that will be adopted and used, we have to start by understanding the humans who will be
using them, their aspirations, and their pain points.
Lack of user input is one of the main causes for the failure of many IT/ digital projects. One of the common problems is that we try to manipulate solutions to problems around available technology, rather than trying to understand the problem fully, first. For example, getting in a technology provider at an early stage in a project might result in everything being tailored to fit that company’s solution. A better way would be to start by looking at the people at the heart of the problem, designing a solution around them, and only then looking at the opportunities for bringing technologies in.
Ms Greulich-Smith gave a couple of examples of how the best of intentions can go awry when users’ needs are not properly understood.
She said that a healthcare provider in Singapore had the wonderful idea of creating a digital dashboard for their patients, enabling healthcare workers to get all the critical data in one glance. The IT team also knew the importance of user input, hence they went to the most complex department in their institution to find out what the care providers would need from such a dashboard. They wanted to ensure the dashboard could meet every need of the most challenged department, and hence designed the dashboard to meet all of their complicated needs. However, the majority of departments need a mere fraction of that information. They found it much easier
to scribble things down rather than use the over-designed dashboard. So, the team had to go back to the drawing board to create a new version that would work for a wider range of users.
Another similar situation arises as healthcare and social care organisations provide their community-based care workers with iPads for them to collect notes at the patients’ houses and directly update it to the database.
However, when the workers go into people’s homes, they find sometimes that there is no Wi-Fi to enable live updates. Even if the connectivity is there, they might find it awkward to enter data on to an iPad. Because normally they can scribble very quickly with pen and paper, and can maintain eye contact with the patient whilst they do so, which is important.
To use an iPad they have to look away from the patient, which creates a barrier to engagement. Moreover, they might lose contact with the tablet screen without realising it, if they don’t keep their eyes on the screen.
Providing field workers with iPads offers great potential benefits. But once implemented in the real world, a number of unforeseen problems arise.
“That’s why we need a design thinking informed approach, where you would prototype and test that. Then some of these issues would come out and before you scaled it you would have tried to find solutions to some of these problems, that help us unleash the powerful potential of technology in care, rather than grappling with its challenges” Ms Greulich-Smith said.
In the second part of the interview, Ms Greulich-Smith talks about how the Centre is applying the human-centric approach in an integrated care pilot project.
Thailand is looking to develop a better ecosystem to support the Internet of Things (IoT) which has been heralded as an important tool. This technology will help the government attain its ambitious goal of building smart industries following the Covid-19 period.
5G wireless technology, which promises super-fast exchange of data, is crucial but was not emphasised when a multinational networking and telecommunications company looked at how the country can move towards the fourth industrial revolution focusing on technological advances.
Experts instead proposed an IoT ecosystem that requires a combination of key players such as technology service providers and the government to jointly facilitate factories connecting their machines, making them “speak” to one another and having them work automatically with a minimal amount of human involvement.
At a webinar on smart industries, it was noted that the local ecosystem was not ready for IoT. The webinar was co-organised by the Thailand Convention and Exhibition Bureau, the Thai Chamber of Commerce, Post Today and Bangkok Post.
Some state regulations make it difficult for developers to design new equipment for use in certain industries. Procedures that need official approval are usually time-consuming and do not encourage product development in the country. Some entrepreneurs are also uncertain whether they should adopt high-tech equipment at their factories, the Managing Director of a holding company under the largest and oldest cement and building material company in Thailand and Southeast Asia.
An automated warehouse, for example, can help businesses better manage their stocks without the need to employ many workers, but factory owners view the technology as too expensive and tend to ask when they will see returns on investment if they decide to build it. Experts feel it is not necessary to look into the future and calculate what entrepreneurs will gain, because “the investment already paid them back yesterday”.
Building an automated warehouse, in which items are stored, sorted and picked along vertical space by a computer system, is a sound investment from the start because such management helps businesses reduce storage areas and better manage costs.
OpenGov Asia also recently reported that social distancing has made everyone more dependent on technology, and new health techniques highlight the power of 5G, cloud technology and artificial intelligence, the President of the Carrier Business Group of the Asia Pacific branch of a Chinese multinational technology company noted.
Thailand, which is striving to become the region’s digital technology leader, has also taken a very aggressive approach towards both mobile and fixed broadband development.
To stimulate the 5G development and alleviate some of the investment required for operators, the Thai government has introduced flexible payment terms that allow 700 MHz and 2600 MHz licenses to be paid over ten years.
In addition to long-term planning well underway, Thailand has also proactively accommodated the needs of users dealing with social distancing and financial uncertainty with additional support for users including providing upgrades of FTTH services to 100Mbps and xDSL services to maximum capacity.
Policies like this have allowed the country to easily accommodate the change in digital dynamics brought on by COVID-19 and these early investments will also better position the economy for faster recovery post-pandemic.
The ASEAN region is predicted to be one of the biggest, if not the biggest, economic entities in Asia. I light of this, proactive policies that accelerate the deployment and adoption of digital services are key to moving the economy ahead and ensuring continued reliable operation even in the face of adversity.
An incubatee at the Hong Kong Smart Government Innovation Lab recently announced that their latest solution is now ready to be acquired by companies and institutions.
With the development and general application of Video Analytics Technology, smart parking solutions are not bound only to License Plate Recognition and Ticketless functions anymore.
The following systems and features of the solution are also designed by the company to cater to the growing needs of its clients, deriving from the application of Video Analytics Technology:
- Auto-Classification of Vehicle Type for fee-calculation or restriction: the solution can detect the car type, brand and model for different rate structures. It eliminates the need for a separate ticket unit for lorries and is especially suitable for car parks with loading bays and private car bays.
- Dynamic Rate Structure on Bay Location: Different rates can be applied for bays at different locations via video monitoring cameras. Drivers, who are willing to pay more or are in a rush, can park at bays with better locations at higher rates. Thus, bay allocations can be more efficiently managed.
- Bay-Counting function for Motorcycles: Motorcyclists can be informed of the floors with the most spaces on entry. Until recently, this function was, technically, almost unachievable with just sensors for detection in the past.
- Outdoor Parking Space Monitoring/Counting: This feature helps achieve the function of Bay Guidance for outdoor car parks. It is much more cost-effective than installing a sensor on every single bay for detection.
- Loading Bay Barrier-less Monitoring and Charging Function: this feature helps to overcome the general pain point of installing a barrier system for a loading bay for rate calculation and payment.
- Smart Bay Guidance Signage for EV Cars: EV Cars can be directed to the nearest and available bays with EV chargers, highly reducing congestion issues in car parks as well as enhancing user experiences and convenience.
- Mobile Parking Fee Payment via License Plate or Octopus Number: The issues of insufficient remaining values for Octopus Cards at the exit are reduced. This greatly eases the issue of queues at the exit. Vehicles with no outstanding payment can be allowed to leave by detection of the License Plate.
The service pledges for this solution include:
- 98% or above for License Plate Recognition Accuracy Rate
- Provisions of two LPR/Video Cameras per lane at different locations
- Expertise in camera location selection
- Provision of progressive training on OCR engine and Deep Learning capability
- Provision of high-quality preventive maintenance service to the system
The solution can be applied across the areas of City Management, Development, Population and Transport.
Artificial Intelligence (AI), Cloud Computing, Deep Learning, Internet of Things (IoT), Mobile Technologies and Video Analytics are the technologies employed in the solution.
Benefits of the solution include:
- Higher throughput rate for car parks
- Less congestion and queue at entrances and exits
- Effective and fair allocation of car park spaces for public
- Greater automation enables for more efficient management of manpower
- All-rounded Car Park Management Level
- Allows remote control of multiple car parks at a centralized location
- Higher public experience and convenience levels
- Integration with other Smart Solutions
- Data generation for further analysis of service improvement
- More environmentally friendly with fewer requirements on mechanical devices and cables
- Suitable for environments with different conditions
- In-line development with market trend
The Hong Kong Polytechnic University (PolyU) has secured over HK$18 million funding from the Health and Medical Research Fund (HMRF) of the Food and Health Bureau (FHB), to commence eight research studies on COVID-19. These projects cover a wide range of disciplines including health technology, biomedical sciences, healthcare, rehabilitation as well as social sciences.
PolyU hopes that research teams from different fields can contribute their expertise to supporting the local community in the fight against COVID-19 and to facilitating the formulation of pandemic control measures, thus helping to protect the health of the general public. The Research Council, chaired by the Secretary for Food and Health, earlier approved the second batch of funding of HK$59 million, to support 23 research projects steered by local universities.
Among these 23 projects, eight are led by PolyU researchers from the Faculty of Health and Social Sciences, representing over 30% of the total funding and the total number of projects in the second batch. The project that received the most funding is a follow-up study on rehabilitation management of COVID-19 survivors, securing more than HK$4.47 million. These eight research studies are expected to last from one to two years.t
The Deputy President and Provost of PolyU stated that since the outbreak of the pandemic, PolyU has been facing unprecedented challenges in teaching, but its concerted determination to overcome these have not diminished the university’s efforts in research. Since February 2020, the institution has developed a rapid automated diagnostic system to detect COVID-19, designed a face shield for general use, and conducted various studies related to the pandemic.
On behalf of PolyU, the Provost expressed gratitude to FHB for taking more health technology and social sciences topics into consideration when granting the second batch of funding under the HMRF, allowing PolyU to conduct research projects on COVID-19 as commissioned by FHB. The university will continue to carry out more forward-looking studies and to keep up our efforts in research.
The Interim Vice President (Research and Innovation) of PolyU noted that the COVID-19 pandemic has lasted for months and has had a tremendous impact on global public health, as well as the economy and livelihood of people. PolyU hopes to utilise its expertise to render support to the community during this difficult time. The institution’s Interim VP also noted that the university is honoured to have eight projects funded by the HMRF and sincerely hope that its scholars can make good use of their research capabilities to support the fight against COVID-19.
The Dean of Faculty of Health and Social Sciences also remarked that COVID-19 has affected people’s psychological well-being, as well as their physical health. Over the years, PolyU faculty has been providing the best education for social and health care professionals. In the face of this challenging time, the university’s faculty, together with its researchers, students and graduates of various disciplines, are working together to address the healthcare and social needs of the community.
The HMRF supports studies and projects initiated by individual investigators as well as those commissioned by the Food and Health Bureau to build research capacity, fill knowledge gaps, support policy formulation, address specific issues, assess needs and threats, conduct health promotion, and more.
The NSW Department of Customer Service (NSW DCS) has appointed a company that provides electronic data interchange (EDI) services for businesses to implement a sustainable e-invoicing solution that streamlines the payment experience for suppliers.
E-invoicing provides faster payments and automates the procure-to-pay process, providing many benefits for DCS and suppliers.
NSW DCS encompasses more than 30 different agencies, entities and business units, with excellent customer service a key goal across the organisation. DCS provides digital leadership and innovation in government services that align with the NSW Digital Government Strategy.
The e-invoicing was implemented using a Peppol-certified access point for NSW DCS, by creating a dedicated gateway on the deployed cloud service that connects to the SAP enterprise resource planning (ERP) system at NSW DCS.
In this gateway, the workflows and business rules have been applied to NSW DCS’s needs, to enable invoice data to be received correctly.
The technology flags any errors with NSW DCS staff and its suppliers. It has also established connections to accounting software used by small and medium-sized enterprises (SMEs), so suppliers can send e-invoices.
The NSW Digital Government Strategy offers digital services that benefit customers and suppliers. E-invoicing is a streamlined system that enables DCS to pay suppliers within the government-stipulated five-day turnaround period. It is also more affordable for DCS and suppliers, as processing an invoice costs less than $10.
The company was chosen as it met assessment criteria based on functionality and price and offered support and expertise.
It was also able to meet DCS strategic expectations to provide end-to-end automation to the procure-to-pay (P2P) cycle, to scale up throughout all areas of government.
The e-invoicing solution, DCS can pay invoices faster and help its suppliers maintain cashflow. The proprietary Access Point processes these e-invoices securely and accurately, reassuring DCS that its data and supplier information is secure.
It was noted that e-invoicing can make processing and sending invoices faster, more accurate and less expensive for organisations of all sizes, including government departments and private businesses.
The initial pilot was carried out in October 2019; phase one of the project started in January 2020 and went live in March, with phase two currently underway.
About the NSW Digital Government Strategy
The NSW Digital Government Strategy represents a vision for ICT reform and cultural change within the NSW Government.
The former ICT Strategy series provided a strong foundation which the government has built upon in consultation with industry partners and across government. The aim is to extend this to a partnership with the community.
The new Strategy is just an upgrade; it provides the backbone for the delivery of next-level, improved, user-centric services. It will ensure that the NSW Government is connected, customer-focussed and outcomes-driven.
Amongst other things, the NSW Public service will:
- use digital ways of conducting business where they were previously prohibited by outdated legislation
- co-design services with customers (taking into consideration expectations around the protection of privacy) and develop technology solutions in partnership with industry
- adopt a digital-by-default starting point when designing or reviewing new and existing policies • partner with industry focussing on technology solutions with a whole of government perspective
- experiment and be innovative in the use of new and game-changing technologies that have the potential to drive better service outcomes
- demonstrate how they are using data to inform decision making, including around investments
- optimise the sharing and use of data through the NSW Data Ecosystem, using real-time data and user-friendly formats for publishing
- use predictive analytics to drive better outcomes across the sector. The NSW Government is committed to exploring and implementing new and innovative ways of doing things, to achieve the best outcomes for the people of NSW.
New Zealand has been recognised internationally throughout the pandemic for efforts in fighting COVID19, and in particular, it has been recognised for its’ impressive leadership from Prime Minister Jacinda Ardern.
The PM has notably put the health and safety of New Zealand citizens first and foremost. She has communicated transparently and effectively with the people and has built trust and gained their confidence through her actions.
Jacinda Ardern’s leadership style, focused on empathy, isn’t just resonating with her people; it has put the country on track for success against the coronavirus.
The country has a population of around 5 million people, yet New Zealand only recorded 1,219 infections and 22 deaths so far during the pandemic. These are dramatically lower than many other countries that are still grappling with thousands of deaths.
Being Proactive – Taking Precautionary Measures Early in a Pandemic
New Zealand government also took decisive action right away, planning for a possible outbreak began intensively on January 24, 2 days after the WHO reported evidence of human-to-human transmission in Wuhan.
New Zealand’s Ministry of Health established an incident management team and advised the public that while the risk to New Zealand was assessed as low, the Ministry was taking the outbreak very seriously.
New Zealand imposed a national lockdown much earlier in its outbreak than other countries did in theirs, and banned travellers from China in early February, before New Zealand had registered a single case of the virus. It closed its borders to all non-residents in mid-March, when it had only a handful of cases.
Swift Lockdown Action after 102 days without local infection
Just yesterday New Zealand put its largest city back into lockdown after recording four new Covid-19 cases, ending a 102-day streak without a local infection.
A three-day lockdown was swiftly imposed in Auckland after the cases were confirmed. The four new cases are all members of a single family. None had travelled recently.
The restrictions will came into effect on Wednesday, as authorities track and trace contacts of the family. Auckland residents will be asked to stay at home, large gatherings will be banned, non-essential businesses will be shut, and some social-distancing restrictions will be reintroduced in the rest of the country.
The importance of open communication between government and citizen in crisis management
Prime Minister Jacinda Ardern’s response to the pandemic back on March 21 was bold and garnered public support.
That day, Ardern delivered a televised statement to the nation announcing a four-level Covid-19 alert system.
Modelled on fire risk systems already in use in New Zealand, this familiar approach set clear guidelines for how the government would step up its response — and what would be asked of citizens as infection rates grew.
Prime Minister Ardern’s communication has been clear, honest, and compassionate. It has acknowledged the daily sacrifices to come and inspired people to forge ahead bringing them together.
She has spent a lot of time reassuring people during the lockdown with daily briefings and a message that resonates: “Go hard and go early.”
Pandemic demands transformative, collective action from Government and its people
Prime Minister Ardern has established a shared sense of purpose amongst the government and citizens.
Key leadership practices which are leading to New Zealand’s success is the government’s willingness to let themselves be led by expertise, its efforts to mobilise the population, and to enable coping, all of which leads to increased trust in leadership which is needed for transformative, collective action such as the pandemic demands.
According to a press release by the Ministry of Information and Communications, database sharing between management agencies at both central and local levels is key to the process of developing e-government. MIC is compiling an e-government development strategy, which serves as a pillar in Vietnam’s socio-economic development model.
Under the draft strategy, which has been made public for comments, the development of e-government will be associated with the process of digital transformation, smart urban development, and ensuring network safety and security. Accordingly, all operations of state management will be digitalised to lead the national digitalisation process.
Citizens and enterprises will be the centre of the digitalisation process, which will aim at improving transparency, simplifying administrative procedures, and creating convenience when accessing public services. The most important thing was developing a database system and data sharing mechanism between state management agencies, according to the Ministry’s Authority of Information Technology Application.
The strategy aims to link the development of e-government with Vietnamese digital technology enterprises that have core technologies and open platforms to serve digital government services. Notably, enterprises could participate in providing public administrative services.
By 2025, 100% of national databases to serve e-government, including the database about population, land, business registration, finance, and insurance, are hoped to be completed, connected, and shared on a nationwide scale.
A representative from Vietnam Posts and Telecommunications Group said it was important to develop databases and data sharing to launch the digital government services. It was also necessary to carry out reviews on the process of transition from paper-based to digital and develop procedures for digital government services.
According to the United Nations’ recent report themed ‘Digital Government in the Decade of Action for Sustainable Development’, Vietnam ranked 86 out of 193 countries in the e-government development index, moving up two spots from 2018. Prime Minister Nguyen Xuan Phuc has approved the list of members of the National Committee on e-government, which came into effect on 30 July. The PM chaired the committee.
The committee is in charge of studying and proposing policies, strategies and mechanisms to create a legal framework for the development of e-government towards a digital government, digital economy and digital society to create favourable conditions for implementing Industry 4.0 in the country.
The Vietnam Internet Network Information Center (VNNIC) recently kicked off a course for the first 34 personnel chosen for a program on training 500 experts on internet protocol version 6 (IPv6). The advanced program, lasting from 2020 to 2025, targets technicians of IT units under ministries and public sectors and aims to support public agencies in completely switching from IPv4 to IPv6 in 2025.
According to research, internet connections using IPv6 are 1.4 times faster than IPv4. Vietnam’s internet has been upgraded to operate well on IPv6, in preparation for the country’ e-government development and national digital transition. As of June, it was ranked 10th globally in IPv6 adoption, with more than 36 million users.
To drive the development of the National Automotive Policy 2020 (NAP2020), Universiti Kebangsaan Malaysia (UKM) and Automotive Institutions, Robotics and Lot Malaysia (MARii) announced that they are collaborating on developing new generation vehicles (NxGV). Specifically, they will be looking into re-manufacturing and recycling and intelligent manufacturing technology (smart manufacturing) through a variety of research and development (R&D).
One of the projects carried out includes the development and commercialization of electric car (EV) batteries, supported by Research and Development efforts by both parties focusing on battery performance, battery replication, lithium-ion (Li-ion) battery production development and more.
The Vice-Chancellor of UKM stated that the signing of the MoU showed closer cooperation between the two institutions in enhancing technological capabilities. It is hoped that the emergence of the digital economy in the Industrial 4.0 landscape will drive more sustainable innovation in various domain applications for the benefit of the government, organizations, and all citizens.
This innovation can be further utilized to change the way Malaysians live and work, creating an inclusive digital society with the same goal, which will not only generate wealth for better well-being but also bring peace and prosperity to the world, the academic stated while delivering a speech at the signing of Memorandum of Understanding (MoU) between UKM and MARii, in Cyberjaya recently.
Meanwhile, the Chief Executive Officer of MARii noted that the collaboration will complete the network of strategic expertise needed to implement projects related to research and development of basic materials for the manufacture of lithium-ion (Li-ion) batteries, cybersecurity and digitization in the mobility sector.
These projects will add value to the development of NxGV, Maas and IR4.0, in line with NAP2020. This collaboration will also be able to show the development of a special network for Reverse Logistics, which includes the process of collection, recycling and end-of-life vehicle (ELV).
The Smart Data Initiative will also be implemented and focuses on the use of Artificial Intelligence (AI) in the manufacturing process. The aim is to push forward Smart Manufacturing in Malaysia. With Industry 4.0 technology, the project will focus on cybersecurity methods that use various techniques to protect data and resources.
About Malaysia’s National Automotive Policy 2020
The National Automotive Policy 2020 (NAP2020) is expected to contribute RM104.2 billion to Malaysia’s gross domestic product (GDP) over the next 10 years, an earlier article by OpenGov Asia noted. The forecasted contribution is in line with its projection of total production volume of 1.47 million vehicles and total industry volume of 1.22 million vehicles by 2030.
The overall intended outcomes of the NAP2020 are an increase in research of new technologies; the creation of business and job opportunities, particularly for small and medium enterprises (SMEs); and the development of new manufacturing processes and value chains within the local automotive and overall automobile sector. The NAP2020 will further enhance the Malaysian automotive sector by transforming it into connected mobility.
The element of technology such as Next Generation Vehicle (NxGV), mobility-as-a-service (MaaS) and Industrial Revolution 4.0 are in line with disruptive trends that have emerged in global markets, the Minister stated.
The NAP2020 is a holistic policy that covers the comprehensive development of industry capacities including supply chain, human capital, indigenous technology, aftermarket, exports, infrastructure readiness, standards and regulations. The NAP2020 will focus on the development of ecosystems for the NxGV, MaaS and Industry 4.0 technologies while continuing its focus on enhancing the development of Energy Efficient Vehicles.
The policy entails the National Roadmap Automotive for the mobility value chain, technology, mobility talent, aftermarket and National Blueprint Automotive for mobility as a service, robotics and IoT. It also envisions driving a policy that focuses on connected mobility, while enhancing Malaysia’s automotive industry in the era of digital industrial transformation.
The NAP2020’s vision includes integrating supply chains, local manufacturing, engineering capabilities, the latest technology trends, and sustainable development.