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Critical events are becoming more common for businesses to manage. From significant weather events, natural disasters and global pandemics, they create operational disruptions and have an enormous financial impact.


OpenGov had the opportunity to speak with Graeme Orsborn, VP – International CEM Business Unit, Everbridge, whose company mission is to keep people safe and help organisations avoid, reduce the impact of, and recover from disruption to operations when a critical event occurs.
The discussion revolved around the value of Critical Event Management for any organisation as well as the basics steps to take in order to put in place a successful critical event management plan and how that applies in the global COVID-19 crisis today.
Everbridge, Inc. is a global software company that provides enterprise software applications that automate and accelerate organisations’ operational response to critical events.
A report recently published by Everbridge explained how global health crises, such as the COVID-19 pandemic, crippled several industries from manufacturing to travel with the expected impact in the trillions.
Comparatively, the 2003 SARS outbreak had a 10-year impact on the Hong Kong and China economy and decreased the real GDP growth of all major economies. Coronavirus is expected to have a wider effect yet to be fully realised!
In light of these crises, the need to create a proactive and efficient Critical Event Management programme has become a top priority for all organisations regardless of size.
“Critical event management is the evolution of how to now manage critical events in a much more structured way for organisations. Historically organisations worked in a siloed approach – the business continuity team, instant response team, life safety team, HR functions, supply chain functions – all managing critical events but they weren’t doing it in a holistic fashion.”
Senior Management Looking at Critical Event Management as a Priority
Graeme explained that due to the increased occurrence of critical events in day-to-day business as well as those across the world, like COVID-19, along with rapid changes such as digitalisation, has made senior leaders look at Critical Event Management as a priority.
Management is changing and management is now being forced to change. This is now a board-level discussion. When looking at things like cyber-attacks that happen, or even currently, the change in the world where people are having to cope with new ways of working – these are bringing critical event management to the forefront.
There has been a huge evolution which has happened over the last 19 years; and there has been a huge change regarding culture. Bricks and mortar organisations, in comparison to online ones, have to adapt themselves because things have changed so quickly.
Prescriptiveness and Predictability
Graeme highlighted two keywords when talking about Critical Event Management – prescriptiveness and predictability.
“When we look at critical events, the key for every single organisation is how predictable can we be in regard to our response and how prescriptive can we make that.”
Graeme gave the example of a Chief Executive from a Finance Institute in New York who always believed that there was a potential adverse event that could happen to their location. Therefore, every single month they practised evacuating the building. He took the potential threat so seriously that the management went out and got everybody a pair of pumps which sat underneath their desk.
The key behind good critical event management is, actually, familiarity – which requires organisational change.
Quick Assessment & Action
This really the simple value proposition of critical about management is bad things happen to good things that people care about – that constitutes a critical event.
And organisations need to take action.
When we bring those two together, it’s really about understanding very quickly what the impact is – the assessment phase
After the initial assessment phase, organisations move into the action phase.
When organisations do an assessment, they have to determine whether it comes from a reliable source. What is the disruption? Where is it?
“It is amazing when we look at how long this takes organisations just to be able to assess the current incident that they are being alerted to.”
If the assessment cannot be done in a timely fashion, then it is no longer incident management – it transitions to recovery.
The recovery phase is how an organisation can identify or communicate to the correct people at the correct time during that incident.
Everbridge is seeing transformation because of how people are doing this; because of the companies that are doing it and the people that are being spoken to are seeing the value.
Identifying Pain Points Fundamental to Critical Event Management
For organisations who are starting to develop their critical event management plan, the Everbridge team shared that taking note of the businesses core pain points are the starting blocks to building a critical event management plan.
“Every single organisation is suffering from some type of incident every single day, and what we are focused on is Where is the most pain? We really try to identify where that pain point is coming from and how to best benefit business.”
It is imperative to have senior management buy-in because it is essentially the senior leadership team that has to drive the initiative. At the starting point, it is a value-add proposition for the organisation which is a senior management decision.
The Everbridge teams have to pick a painful experience that an organisation has experienced and one that the organisation is able to identify that they have faced some challenges.
The beginning phase is helping the organisation understand how Everbridge consolidates all of the alerts to their biggest challenges – this is referred to as alert velocity.
Everbridge has done a lot of different exercises for a number of different organisations where a simple thing such as the fire drill poses a huge issue because people actually don’t know who’s in the building at that time.
From an Everbridge perspective, in the fire drill scenario, they do that (determine who’s in the building) through connecting things such as the visitor management system and access control systems.
Using information from these systems allows them to have a unified data set immediately. This makes it so simple that when the organisation’s management team sees the data set, they get an overview immediately. And then they know the change(s) that need to be done.
These types of value-adds are what really drive the speed of response and also a culture change – because people understand the value of what Everbridge is doing.
COVID-19 highlights the need for Critical Event Management
When looking at the evolution of COVID-19 across the world, it seems that the world has learnt a huge amount. Going through the crisis has actually opened eyes in a much more stringent way.
This is giving people a huge amount of focus in regards to what they prepared to do – what they understand needs to be done to be able to respond to the next event.
Graeme used the example to show how Taiwan has coped with COVID-19 after being traumatised by the SARS experience.
On the very first day Taiwan got the news from Wuhan, they applied everything that they learned from SARS. At the time the count of cases in Taiwan was less than 400, and the number of casualties less than 10.
Taiwan has never gone under lockdown, and are informing their population on a very regular basis without any alerting fatigue.
From their experience with SARS, they have defined a set of best practices, which is independent of the World Health Organization.
Taipei is the capital in the world that is the most prone to earthquakes, typhoons and potential invasion by China. So there is the super preparedness, not only from the government but also from the mindset of the people.
They have started wearing some masks from day one without it being imposed, knowing that this is to protect others and not to protect themselves.
The government had taken measures but not total measures to disrupt the flights from mainland China immediately and especially from Wuhan.
It is possible to convince people to adopt best practices and hopefully with software that supports these best practices at the government level and at a company level.
Graeme also told of another learning to come from the current global crisis, which is the danger of misinformation, lack of strategy and communication.
The biggest education is in the absence of a transparent strategy there is an information vacuum. People will make their own decisions or will seek out information themselves from the easiest sources – which tend to be online social media.
They will come to their own conclusions about what they should do next and that is a more frightening danger than a government coming up with an incorrect strategy.
At least if it’s a strategy, you have everyone pulling in the right direction or at least a single direction. If you have that lack of information and sort of feel that some of the countries in the world are sorted out on this teetering edge unless those strategies are made clear very, very quickly.”
This leads us to the second installment of our exclusive interview: How Communication is Key to the Success of a Critical Event Management Plan


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To increase efficiency and productivity, leverage better insights for decision-making and provide seamless digital services for citizens, Singapore’s government is investing in digital technologies such as robotic process automation, artificial intelligence (AI), and data analytics.
The government is prioritising modernisation, transformation and digitalisation of its corporate shared services to improve service quality and efficiency and the overall customer experience. By reducing manual workloads and eliminating errors, these technologies will enable the development of new skills in its employees and create capacity for new priorities.
OpenGov Asia is pleased to recognise VITAL for its innovative and disruptive use of technology in the public sector through the optimisation of government processes and the pushing of new limits.
Providing common services in human resource, payroll, finance and procurement to over 100 public service agencies, VITAL, a department under the Ministry of Finance and the central agency for corporate shared services, has earned a stellar reputation over the years as an organisation that actively leverages digitalisation and automation at the enterprise level. Through the use of digital technology and robotic automation, the agency has successfully managed and transformed corporate service delivery for the Whole-of-Government (WoG).
VITAL has worked to expand and propagate its digital and automation capabilities internally and among Whole-of-Government (WoG) agencies. This is aimed at achieving economies of scale, enhancing efficiency, strengthening governance, and improving the quality of service.
All these endeavours have led VITAL to being awarded the prestigious OpenGov Asia’s Recognition of Excellence Award which will be conferred during the 8th Annual Singapore OpenGov Leadership Forum 2023.
VITAL’s Digitalisation Strategy for Enhanced Service Delivery
“To encourage greater adoption of these tools, we developed an in-house ‘Digital First’ microsite to share use cases, tips, and resources with VITAL officers and conducted frequent brown-bag sessions to generate greater awareness of digital tools,” Alex explains.
VITAL has dedicated significant efforts to upskilling its officers in automation. In addition to training 28 officers in Robotics Process Automation (RPA) developer software to automate complex tasks, they have trained and provided low-code RPA developer software training to over 140 officers. This approach enables a broader group of individuals to use automation to improve processes effectively.
As the Robotics and Automation lead in Whole-of-Government (WoG) for corporate services, VITAL has also developed a service-wide microsite called “Robotics and Automation Hub (R&A Hub)”. This platform provides WoG Agencies with access to RPA resources, common automation scripts and other offerings to promote the use of RPA.
As of February 2023, more than 2,300 different people had visited the hub’s site since it opened. As part of its citizen development initiatives, VITAL has taken the lead in WoG efforts in trialling low-code RPA tools.
Their automation journey included tabletop research, learning journeys, consultations, solution identification, proof of concept followed by a pilot, and gradual scaling up of implementation across multiple processes over the initial 2 to 3 years.
“In the early phase of our automation journey, we visited organisations to learn from them, consulted our advisory panel and industry experts and performed extensive research. Throughout our journey, we continually learned and adapted as we implemented RPA,” Alex recalls.
To reap the most benefits and ensure the long-term viability of the automation initiative, it was critical for process owners and developers to align their understanding to ensure robust process selection – focusing on those that were manual, tedious, repetitive and rule-driven to reduce abortive work and building scripts that do not meet business needs.
The VITAL Innovation Hub is made up of a group of specialists who conduct technology exploration and agile experimentation to source, test and scale up innovative solutions that improve VITAL’s efficiency and effectiveness. This team drives the digitalisation and automation agenda, collaborating with operations functions to identify appropriate processes for testing, scaling up and spreading automation adoption throughout the organisation.
Initially, the Innovation Hub led by Jessica Ong, Deputy Director (Innovation Hub) has played a critical role in the early stages of the project as the developer, working closely with process experts in operations to collect business requirements, develop scripts, and deploy them. However, as the RPA developer capability within Operations grew, the Ops-Tech specialists in the line functions took over this role.
At the same time, the Innovation Hub shifted to a governance and advisory role, responsible for reviewing and deploying scripts, upgrading applications, troubleshooting incidents, providing guidance, and building capabilities.
Alex summarises the top five crucial points for successfully integrating and streamlining digitalisation and automation projects as follows:
- Speak with industry early adopters to determine the benefits and drawbacks of a solution, determine if it meets the organisation’s needs, start small and validate efficacy before scaling up.
- Deploy solid policy-operations-technology integration. Collaborate with central teams to review policy and system requirements to use technology tools.
- To reap greater benefits across the entire government, processes must be standardised and consolidated through the use of shared services and common central systems.
- Verify software and solution compatibility with key internal and external systems and applications, as well as the hosting environment.
- Avoid automating inefficiencies. Before developing a script, examine the selected process and streamline it by eliminating unnecessary steps.
Alex and his team discovered that RPA is extremely sensitive to changes in system or application performance – the more applications and systems a script integrates, the more complex it becomes. Deploying patches can have an impact on performance, including success rate, and may require more script changes.
“We found it useful to plan early and assess the complexity of the integration scope during script development,” Alex explains.
Although automation is often touted as a means to increase efficiency, it can also cause anxiety and uptake-hesitancy among employees. To overcome stress and resistance, effective communication is necessary.
VITAL took a different approach and presented Robotic Process Automation (RPA) as an enabler, freeing its people from manual and tedious tasks. This allowed them to focus on more valuable work, professional growth, and innovation.
“Currently, we are upskilling more officers to be Citizen Developers who can tap on low-code RPA tools to automate simple, manual tasks,” Alex reveals.
Key Factors That Lead to Success
In addition to the innovation structure, Alex identifies two crucial factors for success: effective change management and a robust ecosystem that encourages bottom-up innovation.
“As a shared services outfit, we aggregate and process many transactions across WoG, which makes VITAL a fitting target for automation,” Alex states.
There are abundant automation opportunities in Operations functions, as these teams are often eager to ease their daily workload through tech solutions. To meet this immediate need, VITAL invites successful automation projects to apply for its annual innovation project awards, which recognise credible innovation efforts and successful use cases.
VITAL had also created a dashboard to track RPA script success rates and time savings – useful metrics that validate the efforts and serve as “fuel” for further automation adoption and growth.
The automation initiative is continuously monitoring the external environment for potential changes in the technology industry that could impact the solutions they use, the systems landscape and the corporate services space in WoG as part of future-proofing. This allows them to anticipate the impact of the automation programme and adjust their strategy accordingly.
“We are moving up the value chain in our automation journey by exploring the integration of RPA with the use of other intelligent tools,” Alex concludes.
He is confident that VITAL is vital to Whole-of-Government (WoG), as their efforts are intended to future-proof automation strategies across the public sector. Ultimately, they want to work more intelligently, smarter and safer to provide the best service experience they can.
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Sebagai Badan Pusat Layanan Publik di Singapura, VITAL memiliki sejumlah inisiatif digital yang mendapat sorotan dari OpenGov Asia. Berbagai inovasi yang dilakukan organisasi ini memberikan transformasi layanan pemerintah Singapura yang dapat memberi manfaat bagi warga.
Saat ini VITAL, memiliki pusat layanan yang mengakomodasi lebih dari 100 lembaga. VITAL secara aktif mendorong digitalisasi dan automasi di tingkat enterprise sejak didirikan pada 2006. Lembaga yang ada di bawah Kementerian Keuangan ini terus melakukan disrupsi digital untuk mendorong transformasi di berbagai layanan pemerintah Singapura.
Berbagai inisiatif digitisasi, digitalisasi, dan automasi dengan robot gencar dilakukan untuk mengubah standar layanan pemerintah. Saat ini, inisiatif digital dan automasi terus ditingkatkan agar bisa lebih ekonomis, efisien, memperkuat pemerintahan, dan menigkatkan kualitas layanan.
Seluruh upaya tersebut telah membawa VITAL memenangkan Recognition of Excellence Award OpenGov Asia yang akan diserahkan bersamaan dengan diadakannya acara tahunan ke-8 OpenGov Leadership Forum 2023 Singapura.
Strategi VITAL terapkan automasi
Dalam wawancara khusus dengan Mohit Sagar, CEO dan Pemimpin Redaksi OpenGov Asia; Alex Tang, Direktur Layanan, Inovasi & Kepatuhan VITAL menjelaskan sejumlah kerumitan yang menjadi tantangan untuk melakukan automasi. Mulai dari manajemen perubahan ketika mengembangkan skrip, komunikasi dengan pengguna untuk mengurangi penolakan dan ketidakpastian, serta hal-hal yang berkaitan dengan kemampuan para developer dalam mengembangkan skrip untuk automasi.
Perencanaan dan manajemen perubahan diperlukan untuk mengurangi kerumitan yang terjadi ketika terjadi perubahan dalam sistem atau aplikasi. Semakin banyak aplikasi dan sistem yang diintegrasikan, akan meningkatkan kompleksitas proses automasi. Makin tinggi kompleksitas akan berpengaruh pada tingkat keberhasilan sistem otomatis yang sudah diterapkan. Pada sistem yang kompleks, perubahan skrip juga akan menambah tingkat kesulitan ketika melakukan tambalan sistem keamanan.
“Kami merasa perencanaan lebih awal berguna dalam menilai kompleksitas cakupan integrasi di tahap pengembangan,” ujarnya.
Selain itu, pengembang juga perlu mengintensifkan komunikasi dengan pengguna. Hal ini diperlukan untuk mengatasi ketidakpastian dan penolakan. Mereka mengubah persepsi automasi dari ‘ancaman’ menjadi ‘bantuan’.
Automatisasi sering disebut-sebut sebagai ancaman posisi kerja bagi manusia dan menimbulkan kecemasan bagi para pegawai. Tapi, VITAL mempromosikan automasi sebagai alat bantu untuk menghilangkan pekerjaan manual dan repetitif. Sehingga, pegawai lebih produktif, memberikan nilai tambah pada pekerjaan mereka, melakukan pengembangan profesional, dan inovasi.
Tantangan berikutnya terkait dengan kemampuan dan pengalaman pengembang menulis skrip untuk automasi. Untuk mengatasi masalah ini, VITAL memanfaatkan software automasi tanpa coding atau low coding. Pengembang ahli di pusat akan tetap menangani kebutuhan coding automasi yang rumit. Tapi di hilir, para pengguna bisa memanfaatkan software RPA kode rendah dan tanpa kode untuk melakukan automasi sederhana.
Alex lantas membeberkan lima langkah yang mereka lakukan untuk memastikan inisiatif automasi yang mereka jalankan agar dapat menjawab kebutuhan ratusan agensi yang terhubung dengan VITAL.
- Belajar dari orang lain
Pada tahap ini, VITAL mempelajari berbagai riset, mengambil pelajaran dari pengalaman sebelumnya, dan berkonsultasi dengan pakar dan analis industri sambil melakukan penelitian ekstensif. Untuk menentukan proses mana yang perlu automasi dan digitalisasi, Alex memberi tips agar melakukan penyelarasan pemahaman dengan pengguna. Hal ini bisa dilakukan ketika berdiskusi dengan calon pengguna di tahap awal. Proses digitalisasi bisa diutamakan pada proses yang masih manual dan repetitif.
“Bicaralah dengan para pengguna awal di industri untuk menentukan manfaat dan kekurangan solusi yang ditawarkan. Mereka bisa membantu untuk menilai apakah solusi itu sudah memenuhi kebutuhan organisasi,” jelasnya.
Penyelarasan dengan pengguna tersebut dapat menjadi konsep yang memandu VITAL untuk memulai segala ide dan inisiatif mulai dari yang kecil, seperti proof-of-concept. Dari titik ini, pengembang bisa mendapat validasi seberapa efektif inovasi yang ditawarkan. Sehingga, perbaikan lebih mudah dan lebih murah untuk dilakukan sebelum memperbesar skala solusi tersebut untuk pengguna yang lebih banyak.
“Kami lantas mengidentifikasi solusi, menguji coba bukti konsep dan melakukan penyesuaian dan peningkatan fitur selama 2 hingga 3 tahun ke depan,” tutur Alex.
- Integrasi kebijakan-operasi-teknologi
VITAL bekerja sama dengan tim pusat untuk meninjau kebijakan dan persyaratan sistem ketika mereka akan mengaktifkan penggunaan suatu alat teknologi.
- Standardisasi dan konsolidasi
Alex juga menyarankan agar memiliki layanan bersama dan terpusat untuk proses standardisasi dan konsolidasi yang menjadi rujukan dari seluruh organisasi kepemerintahan.
- Uji kompatibilitas
Perlu dilakukan uji kompatibilitas antara software dan solusi yang akan dipasang ke sistem utama dan lingkungan hosting, baik berupa aplikasi internal dan eksternal.
- Memilih proses yang diautomasi
“Terakhir, jangan mengotomatiskan inefisiensi. Tinjau proses yang dipilih, sederhanakan terlebih dahulu dengan menghilangkan langkah-langkah yang tidak perlu sebelum membuat skrip,” seru Alex.
Ke depan, untuk menghadapi kebutuhan dan tantangan yang terus berubah, Alex dan tim di VITAL terus mengamati berbagai perubahan yang terjadi. Baik perubahan di industri teknologi, lanskap sistem, dan ruang layanan korporat di WoG yang bisa berpengaruh pada solusi yang mereka gunakan. Pengawasan dilakukan agar mereka bisa mengantisipasi perubahan itu dan melakukan penyesuaian.
Mendorong tim yang inovatif
Untuk mendorong inovasi dan digitalisasi, VITAL menciptakan ekosistem tim inovasi pusat yang didukung oleh tim spesialis Ops-Tech dan pakar proses fungsi operasi.
Tim pusat inovasi melakukan eksplorasi teknologi dan eksperimen untuk mencari, menguji, dan meningkatkan solusi inovatif untuk menghasilkan efisiensi dan efektivitas di VITAL. Mereka bekerja sama dengan pakar proses fungsi operasi untuk mengidentifikasi proses yang sesuai dalam menguji dan meningkatkan serta menyebarkan adopsi otomasi di seluruh organisasi. Mereka juga mengumpulkan persyaratan bisnis, mengembangkan skrip, dan menerapkannya. Secara parallel, hal ini mengembangkan kemampuan pengembang Proses Automasi dengan Robot (PAR).
Sementara itu, tim spesialis Ops-Tech mengambil peran sebagai pengatur tata kelola dan penasihat untuk meninjau dan menerapkan skrip, memutakhirkan aplikasi, memecahkan masalah insiden, memberikan panduan, dan membangun keterampilan dalam berinovasi.
Selain membentuk struktur tim yang kuat, VITAL juga melakukan manajemen perubahan dan menciptakan ekosistem yang memberi stimuli untuk terus berinovasi. Hal ini dilakukan dengan mengundang proyek-proyek yang sudah berhasil ditangani oleh VITAL.
Mereka juga menggelar penghargaan proyek inovasi tahunan untuk terus menjaga kebanggaan tim atas hasil dan perubahan yang mereka lakukan. Hal ini diakui sukses dalam menjaga minat tim agar terus mencari hal yang bisa ditingkatkan secara bersama.
“Kami juga telah mengembangkan dasbor untuk memantau tingkat keberhasilan skrip PAR dan melihat penghematan waktu yang telah dilakukan. Metrik ini berguna untuk memvalidasi upaya kami dalam menyediakan ‘bahan bakar’ untuk adopsi dan memantau pertumbuhan lebih lanjut dalam penggunaan otomasi,” papar Alex.
Selain itu, untuk transfer informasi dan pengetahuan antar tim di VITAL dan luar VITAL, Alex berbicara sejumlah hal yang sudah mereka lakukan secara efektif.
- Microsite
VITAL kerap memanfaatkan microsite sebagai pusat informasi untuk semua inisiatif digital yang dilakukan.
- Digital First
Microsite ‘inhouse’ ini digunakan untuk berbagi contoh kasus, tips, dan sumber daya bagi sesama pegawai VITAL. Mereka juga kerap mengadakan pertemuan santai untuk membahas dan memperkenalkan solusi digital baru.
- Pusat Robotik dan Otomasi
Microsite ini digunakan untuk menyediakan segala informasi terkait dengan robotik dan skrip automasi.
Situs mini ini digunakan sebagai referensi internal untuk berbagai agensi yang terhubung dengan layanan korporasi pemerintah. Sejak diluncurkan, layanan ini sudah mendapat 16 ribu kunjungan oleh sekitar 2.300 pengunjung unik per Februari 2023.
- Pelatihan
VITAL telah melakukan pelatihan internal bagi 28 karyawan dan melatih lebih dari 140 petugas VITAL lain. Pelatihan yang diberikan adalah penggunaan Proses Automasi dengan Robot (PAR). PAR diperlukan untuk mengotomatiskan proses yang kompleks. Pelatihan difokuskan untuk meningkatkan kemampuan menggunakan software automasi low-code PAR. Saat ini, sudah ada 12 lembaga pemerintah Singapura yang telah mengikuti pelatihan ini.
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The food industry has been impacted by the pandemic and is looking for ways to increase productivity, lower costs and be better prepared for any future disruptions. Furthermore, consumers are increasingly interested in healthier and more sustainable food options, which is prompting the industry to explore how best to meet these demands.
To tackle the challenges of improving efficiency, adapting to changing preferences and demands, and enhancing the overall customer experience, the food industry is proactively exploring technology-enabled solutions. Technological breakthroughs, transformative processes and interactive platforms are the need of the hour.
No doubt, industrialisation and automation have already significantly increased the capacity and effectiveness of the sector, resulting in a continuous transformation of the global food industry across the entire value chain. The global food-tech industry has grown to include a wide range of companies that use technology to improve food production, distribution and variety. Nonetheless, there is much yet to do.
Startups, incubators and accelerators can play a powerful role in revolutionising the sector. They can bring together top food-tech entrepreneurs and corporates through one-of-a-kind mentorship, networking and financing.
A vibrant food industry is vital globally as it plays an essential part in determining the future of food production, and distribution around the world, contributing to sustainability, health and food security.
Through their creative ideas and innovative use of cutting-edge technologies, entrepreneurs have a unique opportunity to positively impact the food industry. They foster innovation and economic growth while also advancing a more just and sustainable food system by actively bringing about change in the food industry.
All parties involved in the food system – from producers to consumers – could benefit from their innovations and ideas if they are implemented.
Food-tech innovations for a sustainable future
Chris is appreciative of Thailand’s innovative culture and welcoming atmosphere, describing it as a wonderful place to live and work. In his role, he works to support startups and build the country’s food tech ecosystem.
He is responsible for developing the long-term strategy for SPACE-F, Thailand’s first dedicated food tech incubator and accelerator. This initiative is a collaboration between the Thai Union, ThaiBev, Mahidol University and The National Innovation Agency of Thailand, intending to establish Thailand as a hub for Foodtech startups. Additionally, Chris is a member of the Corporate Venture Capital team at Thai Union.
Thai Union Group is committed to fostering innovation and invests in early-stage startups with disruptive technologies and products that are in line with our strategic direction, “Healthy Living, Healthy Oceans” via Thai Union Ventures. Additionally, the company collaborates with third-party entities, including VisVires New Protein, and SPACE-F, the first dedicated global FoodTech startup incubator and accelerator in Thailand. These collaborations enable the group to access cutting-edge technologies and expertise, which help the company stay ahead of the curve in an ever-evolving industry.
“The initiative began in 2018 when we began collaborating with various country trade missions to scout startups and develop internally how we would work with startups. We realised that to drive innovation within the company and introduce fresh ideas, we needed to identify and collaborate with promising startups,” Chris recalls.
Seeing the potential, Thai Union Group established a fund to strategically support startups at the seed to series A funding stage in the areas of alternative proteins, biotechnology, functional nutrition and supply chain.
The company ensured that these investments fed back into the business unit, supporting its growth and contributing to its success. In fact, Thai Union Group’s support contributed to the growth of its first investment to the point where it was able to establish its own production facility in Thailand.
Chris believes that food tech companies introduce novel perspectives on food security and promote local production. Food tech startups can also assist in implementing new technologies to extend product shelf life while preserving product safety.
Moreover, food safety is becoming an increasingly critical concern as people become more aware of the potential emergence of diseases and bacteria due to climate change. Food security is not necessarily a matter of inadequate food supply to feed the world, but rather issues related to logistics, spoilage, and consumer preferences for specific food types. Chris believes that startups can introduce innovative solutions to address these challenges, particularly in the areas of sustainability and food safety.
Chris shared how startups supported by the SPACE-F are devising inventive strategies to combat food waste and promote sustainability. Some of the solutions include upcycling brewery wastewater into a source of protein, locating and distributing discounted baked goods and using food waste as feedstock to grow insects as a protein source for pet treats.
These initiatives not only help to reduce waste but also create new sources of sustainable protein, highlighting the potential for innovative technologies to drive positive change in the food industry. Chris points out that startups can build on previous ideas as well as offer corporations innovative solutions without significant investment.
As an example, he highlighted a Finnish startup, EniferBio that produces PEKILO® mycoproteins from a fungal strain, which was initially developed in the 1960s but later shelved due to changes in the pulp and milling industry’s processes.
The pandemic has led to increased awareness among people regarding the link between their diets and their health. Consumers are now more interested in healthier and more sustainable food options and are actively seeking out products that meet their dietary requirements and preferences.
As a result, there has been a growing interest in food technology, which is helping to drive innovation in the food industry. This has created an opportunity for food tech startups to develop new products and technologies that cater to these changing consumer demands, while also addressing challenges related to food security, sustainability, and food safety.
Startups in the food technology sector are gaining interest from investors and businesses due to their fresh ideas that have been tested locally and can be adapted globally. This is crucial in finding local solutions to global food supply issues caused by the pandemic.
Discussing their startup accelerator programme, Chris explained that it includes both domestic and international companies and highlighted the importance of regional production in promoting sustainability. They focus on regional production to promote sustainability, as well as address trends in the food industry, including the growing demand for sustainable and healthy products.
“We have an opportunity to incorporate healthy ingredients into their products while highlighting the importance of being mindful of additives and preservatives that could have negative long-term effects,” Chris points out.
Startups in Thailand are focusing on incorporating micronutrients, promoting sustainability, and developing healthier food options, while also considering the commercial viability and long-term benefits their products can provide. To support these efforts, incubators and accelerators are facilitating collaborations and the development of new ideas in the industry.
While perseverance and curiosity are foundational qualities for success in the startup community, context is as necessary. It is vital to engage with the local population and be prepared to alter products to satisfy customer demands. Understanding the consumer and being adaptable to branding and product changes are particularly crucial in the food-tech sector, as consumer preferences and demands are constantly evolving.
However, while consumers are becoming more aware of the importance of sustainability, they are not always willing to pay the additional price – cost can often be a deciding factor, especially during times of economic uncertainty. As inflation rises, consumers may prioritise affordable options over sustainable ones.
In the case of novel products such as plant-based and cultured meat, achieving the optimal texture and price point is essential for convincing consumers to make the switch. Rather than expecting these products to completely replace traditional meat products, Chris suggests targeting flexitarians who may be willing to regularly incorporate them into their diet.
Blockchain technology can help improve traceability and food safety in the food industry. By using blockchain, each step of the supply chain can be recorded and traced, from the origin of the ingredients to the final product. This makes it easier to identify any issues that arise and quickly address them.
The use of QR codes can also allow consumers to access information about the product they are purchasing, such as the origin and logisitcs, which can increase transparency and trust.
Implementing such solutions can improve the precision of logistics systems and ensure the safe delivery of goods. Traceability tools can also be utilised for marketing purposes by establishing a compelling narrative about the product’s origins and beneficiaries. Consequently, there is a growing focus on sustainability, reducing food waste and improving logistics.
Alongside AI and blockchain, other noteworthy developments are shaping the food technology sector. Advanced processing technologies such as high-pressure processing are gaining traction as a way to preserve food while maintaining its nutritional integrity.
In light of the increasing prevalence of antibiotic-resistant bacteria, promising technologies that had previously been shelved such as bacteriophages are being resurrected. Additionally, there is a strong shift towards more natural and holistic solutions to promote sustainability and minimise food waste.
The use of such technologies can also contribute to ethical improvements by decreasing chemical and antibiotic use in animal husbandry and improving animal welfare. As consumers become more conscious of ethical considerations in food production, such as organic and sustainably sourced products, there will be a growing demand for them. To establish a sustainable future, it may be necessary to revive traditional agricultural practices and implement regenerative agriculture.
Chris strongly feels that consumer education should encompass not only fundamental food safety measures like washing vegetables and cooking foods thoroughly but also the ability to recognise potential sources of foodborne illnesses..
People need to have a solid grasp of food safety and hygiene principles and prioritise their own health and wellness. As the food industry advances and new technologies and products emerge, it will become necessary to strengthen oversight and regulation to ensure that these new technologies provide healthy and safe foods for consumers.
“Facilitating the development of innovative food products will necessitate cooperation among startups, corporate partners, regulators and consumers to ensure safety, effectiveness and transparency,” Chris says emphatically.
Urban Ideas and Solutions Through LKYGBPC
The Lee Kuan Yew Global Business Plan Competition (LKYGBPC), which began in 2001, is a biennial global university start-up competition hosted in Singapore. Organised by Singapore Management University’s Institute of Innovation and Entrepreneurship, focusing on urban ideas and solutions developed by student founders and early-stage start-ups.
Chris is passionate about supporting startups and cultivating the food tech ecosystem to facilitate industry transformation.
In his role as Open Innovation Leader, he is responsible for implementing Thai Union’s open innovation strategy, collaborating with internal R&D stakeholders to understand their innovation needs and driving external collaboration; and being part of innovation platforms like LKYGBPC.
Working with youth is advantageous since they are not rigid in their thinking and can bring fresh and innovative ideas to the table, Chris says. But it is important to have separate tracks for ideation and revenue-generating businesses, while also promoting global collaboration and idea exchange.
Chris is convinced that “To inspire innovation among young people, it is essential to present it in a hands-on manner, similar to how LKYGBPC has done. Moreover, it is crucial to instill in them the notion that failure is an inherent and integral part of the learning process.”
He emphasises the importance of fostering an environment and culture of innovation that embraces trial and error. Failure must be embraced to allow learning from mistakes. Additionally, it is essential to comprehend one’s strengths, weaknesses, and dislikes.
To remain at the forefront of innovative entrepreneurship over the next five to ten years, the LKYGBPC must continue to evolve and accommodate new trends and challenges in the entrepreneurial landscape. This could involve broadening its scope and expanding its reach, partnering in new regions and industries.
They must be willing to embrace emerging tech and innovation and provide aspiring entrepreneurs with more resources and support.
Furthermore, the competition should continue to prioritise ethical and sustainable entrepreneurship, which is gaining importance to both businesses and consumers. They must encourage participants to develop innovative solutions to global concerns such as climate change, social inequality, and healthcare.
“The food technology sector has a substantial influence on daily life. One of the most exciting aspects for an entrepreneur in the industry is to develop a successful product and see it being sold on the shelves of a supermarket. This industry provides the opportunity to introduce solutions that have a significant, positive impact on people.” Chris concludes.
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Industri pangan dunia terus berkembang. Sentuhan teknologi telah mengubah berbagai lini industri pangan, mulai dari produksi, distribusi, hingga hasil olahan makanan. Industrialisasi dan automasi ikut mempercepat proses di produksi, rantai distribusi, hingga pemrosesan makanan.
Namun, beberapa praktik industrialisasi makanan menyebabkan metode produksi yang tidak ramah lingkungan, menimbulkan penyakit, resistensi antibiotik, hingga epidemi diabetes. Modal yang dikerahkan untuk menggerakkan roda ekonomi industri pangan kini dibayar dengan eksploitasi lingkungan dan sumber daya alam, hancurnya habitat alam, dan pencemaran racun ke lingkungan.
Di sisi lain, standar permintaan konsumen juga meningkat. Mereka menginginkan makanan yang lebih sehat dan memerhatikan kelestarian lingkungan. Akibatnya, muncul tantangan-tantangan baru di industri pangan dan diperlukan sebuah terobosan baru untuk mengatasinya. Beberapa terobosan teknis proses dan metode transformatif diperlukan untuk mengatasi kesulitan sistem pangan dan memenuhi perubahan tren.
Keinginan konsumen yang meningkat untuk solusi makanan yang sehat, enak, tapi tetap memerhatikan kelestarian alam menjadi pendorong evolusi di sektor pangan. Inovasi diperlukan untuk menjawab semua tantangan itu. Saat ini, sejumlah inovasi tengah diupayakan perusahaan teknologi pangan untuk memproduksi sumber protein dari nabati dan sumber alternatif. Selain itu, ada pula inovasi dalam teknik pertanian alternatif, seperti pertanian vertikal dan hidroponik. Tren lain adalah inisiatif untuk mengurangi limbah makanan dan memberikan nutrisi tambahan ke makanan.
Dengan demikian, kolaborasi perusahaan rintisan, inkubator, dan akselerator di industri ini diharapkan bisa memberi kontribusi untuk masa depan industri pangan. Sebab, upaya mereka akan menjadi penentu industri pangan dunia yang lebih sehat, inovatif dan lestari.
Inovasi teknologi pangan
“Teknologi pangan mulai banyak dilirik terutama setelah COVID, sebab mereka mulai awas terhadap apa yang dimakan dan pengaruhnya pada kesehatan. Inilah yang membuat perusahaan startup teknologi makanan bertumbuh,” jelas Chris dalam wawancara dengan OpenGov Asia.
Chris sendiri telah bergelut di industri teknologi makanan selama sepuluh tahun terakhir. Satu hal yang membuatnya tertarik dengan sektor ini adalah dampak yang bisa dirasakan di keseharian banyak orang. Kontribusi memberikan dampak positif bagi kesehatan orang lain dan lingkungan menjadi pendorong terbesarnya untuk terus bergelut di industri ini.
Menurut Chris, terdapat sejumlah alasan yang mendorong munculnya revolusi industri pangan:
- Sebagian konsumen makin peduli dengan industri makanan ramah lingkungan mendorong munculnya penyedia pangan alternatif yang lebih lestari. Mereka menuntut cara dan sumber produksi makanan yang lebih memerhatikan keberlanjutan. Misal beberapa komunitas, khususnya di Eropa, lebih tertarik untuk membeli produk yang diproduksi secara lokal. Cara ini dinilai lebih ramah lingkungan karena mengurangi panjang rantai distribusi dan energi yang diperlukan untuk mengimpor makanan.
- Orang-orang yang makin peduli dengan kesehatan akan mencari produk-produk dengan nilai gizi yang lebih baik. Sejumlah perusahaan menciptakan antioksidan untuk mendukung imunitas dan kesehatan. “Ada sebuah perusahaan yang fokus menciptakan produk tetes seperti minyak ikan yang kaya akan DHA untuk ditambahkan pada makanan dan meningkatkan nutrisi makanan,” jelas Chris.
- Di sejumlah negara maju, seperti Jepang, Singapura, Hong Kong, jumlah populasi orang tua makin tinggi. Sehingga mereka perlu makanan yang mudah dicerna, sehat, dan mudah disiapkan.
Pencarian protein alternatif menjadi salah satu tren di industri makanan. Chris bercerita kalau salah satu perusahaan pangan itu tengah meneliti sumber protein baru dari air limbah. Mereka berusaha mencari cara untuk mengubah protein yang terdapat pada air tersebut agar bisa digunakan untuk makanan ternak, peliharaan, bahkan manusia. Sehingga, kita bisa menjaga polusi yang diciptakan dari peternakan dan tak lagi perlu membuat peternakan sebagai sumber protein. Sebab, peternakan merupakan salah satu penyumbang emisi terbesar dunia.
Masalah limbah sisa makanan menjadi masalah lain yang ingin dipecahkan di sektor ini. Restoran dan toko roti modern menjadi penyumbang sampah terbesar dunia. Salah satu perusahaan food tech berinovasi dengan mengumpulkan makanan sisa itu untuk dijadikan pakan serangga. Serangga merupakan salah sumber protein alternatif selain hewan ternak. Cara ini ikut mendukung kelestarian lantaran mengurangi jumlah sampah organik yang berbahaya. Sampah akan menghasilkan gas metana yang bisa menimbulkan ledakan sewaktu-waktu, jika tidak diproses dan ditumpuk dalam waktu lama.
Tren lain yang akan berkembang menurut Chris adalah perkembangan teknologi pengawetan makanan yang lebih alami agar lebih ramah lingkungan. Hal ini bisa memberi dampak lebih jauh ke masalah kelestarian; mengurangi sampah makanan dan perbaikan untuk distribusi makanan.
Beberapa proses pengolahan dan pengawetan makanan saat ini telah digunakan, contohnya adalah pemrosesan dengan tekanan tinggi. Proses ini sudah ada selama 20-25 tahun dan makin memiliki peran penting. Chris mencontohkan bagaimana teknik ini bisa mengawetkan guacamole (saus yang terbuat dari alpukat) tetap segar selama sebulan di lemari es. Padahal, biasanya, alpukat akan berubah menjadi kecokelatan jika disimpan terbuka selama sehari.
Tantangan industri pangan
Lantaran berhubungan dengan kesehatan dan hidup manusia, industri pangan memiliki sejumlah regulasi yang ketat. Apalagi jika makanan konsumsi itu sudah melalui proses yang sangat inovatif. Terdapat sejumlah rintangan regulasi yang harus dilalui sebelum produk bisa meluncur ke pasar.
“Jika produk mereka sangat inovatif, maka akan ada banyak rintangan yang datang. Mereka harus memiliki mitra korporat yang lebih besar yang dapat membantu bernavigasi, sebab mereka harus membuktikan keamanan pangan itu. Mitra yang tepat akan membantu Anda memahami apa yang perlu Anda lakukan untuk menyesuaikan dengan peraturan tersebut.”
Ketika ditanya mengenai personalisasi di industri pangan, Chris menyebut hal itu sepertinya masih belum akan menjadi tren dalam waktu dekat. Sistem pangan saat ini cenderung menggunakan sistem industrialisasi dalam jumlah besar.
Di industri medis, isu personalisasi sudah muncul terkait dengan obat yang bisa dibuat secara khusus. Belakangan diketahui bahwa obat yang sama bisa memberikan tingkat kemanjuran yang berbeda pada orang berbeda ras. Menurut Chris, hal tersebut juga bisa diterapkan pada makanan.
Misalnya, makanan di Bangkok untuk orang Asia bisa disajikan berbeda dengan orang ras Eropa yang juga tinggal di sana. Personalisasi ini bisa terbantu dengan kecerdasan buatan dan pembelajaran mesin. Namun, Chris pesimis hal ini akan terwujud dalam waktu dekat.
“Saya pikir personalisasi masih akan memakan waktu untuk dilakukan dalam skala besar,” tuturnya.
LKYGBPC mendukung inovasi dan kewirausahaan
Menurut Chris, kompetisi kewirausahaan Lee Kuan Yew Global Business Plan Competition yang diselenggarakan Singapore Management University (SMU) menjadi pendorong inovasi yang penting bagi generasi muda. Lewat kompetisi ini, mereka bisa mendapat praktik langsung untuk mengambil risiko dan berani gagal.
“Anda harus mendorong anak-anak bahwa mereka perlu gagal dan memahami kegagalan adalah bagian dari pembelajaran. Kompetisi membantu mereka mengambil risiko, sebab keberanian mengambil risiko merupakan inti dari inovasi. Anda akan mengambil banyak risiko, banyak kegagalan, dan Anda harus bisa belajar dari itu dan bangkit kembali,” tuturnya.
Untuk mendorong inovasi, Chris menyarankan perlunya dibuat suasana yang terbuka agar semua orang punya perasaan aman dan kebebasan berbicara. Jika terjadi kegagalan, maka bisa dilakukan diskusi terbuka untuk membahas penyebab kegagalan. Dalam situasi terbuka ini, semua harus berkontribusi memberikan ide.
“Anda hanya perlu mencari tahu mengapa itu tidak berhasil. Imbasnya, anggota tim memiliki zona aman untuk berbicara dan tidak merasa dihakimi dan mereka pun bersedia mengambil risiko. Saya pikir itu adalah bagian dari tantangan yang kami hadapi. Semua orang ingin semuanya sempurna saat pertama kali membuat sesuatu, tapi mereka perlu tahu kalau mereka juga bisa gagal.”
Para wirausahawan juga didorong untuk memahami kekuatan dan kelemahan mereka. Semakin cepat memahami apa yang disukai dan tidak disukai oleh seorang entrepreneur maka akan semakin baik. Hal ini dapat membuat ia mendalami apa yang ia sukai dan meminta bantuan rekan untuk pekerjaan yang tidak disukai.
Chris juga mendukung bagaimana SMU mengatur kompetisi ini menjadi dua jalur. Pertama, jalur ide. Jalur ini mengharuskan startup untuk mengutarakan ide mereka seperti halnya melakukan pitching ke inkubator. Kedua, jalur untuk startup yang sudah memiliki pendapatan. Dengan demikian, kedua tipe peserta bisa saling belajar satu sama lain. Sehingga mereka bisa memberikan pelatihan satu sama lain, berbicara, hingga berkolaborasi.
Kompetisi global ini membuka kesempatan lebih besar kepada para peserta untuk mempelajari apa yang dilakukan oleh startup di wilayah lain. Selain itu, acara ini juga membuka kesempatan kolaborasi dengan peserta dari negara-negara lain. Mereka pun bisa mendapat inspirasi dari peserta lain dan memodifikasinya sesuai dengan kondisi pasar setempat.
Sementara itu, bagi para pegiat startup food tech, Chris menyarankan untuk memiliki ketabahan dan ketekunan dalam menjalani bisnis di sektor ini. Mereka sudah pasti akan mengalami banyak penolakan, sehingga ketabahan untuk mencari umpan balik yang tepat dan memperbaiki produk dan layanan adalah kunci agar bisa membalikkan keadaan.
Ia berpesan bahwa startup yang berhasil adalah mereka yang menantang status quo. Mereka mempertanyakan mengapa sebuah kebiasaan harus dijalankan dengan cara tertentu. Mengapa kita melakukannya dengan cara ini? Kenapa, kenapa harus seperti itu? Apakah bisa dipecahkan dari perspektif yang berbeda? Pertanyaan-pertanyaan itu diyakini Chris bisa membimbing para pegiat startup untuk menggoyahkan pemimpin pasar saat ini.
“Jadi saya kira yang terpenting bagi startup food tech adalah mencoba untuk memahami konsumen dan siap untuk memodifikasi produk tersebut dan teruslah mencoba. Startup mungkin perlu mengubah cara penyampaian pesan. Misal dengan mengubah pesan ‘makanan dengan indeks glikemik rendah’ menjadi makanan pengurangan gula’, karena orang-orang lebih memahami konsep tersebut.”
Ditambah lagi dengan dukungan komunitas startup sangat suportif. Hal ini bisa menjadi bantuan berharga di saat-saat sulit, terutama karena komunitas ini mencakup orang-orang yang bergelut dengan masalah yang sama.
“Saya jamin seseorang mengalami masalah yang sama dengan yang Anda miliki, dan mereka akan memiliki perspektif baru tentang hal itu yang mungkin tidak terpikirkan oleh Anda sehingga sangat penting untuk terhubung dan berkolaborasi,” jelasnya.
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Like in business and other aspects, the future of crime fighting will be heavily influenced by technological advancements. Artificial intelligence (AI), machine learning (ML), automation, augmented reality, big data, and all the other most significant trends observed in other industries are equally impacting policing.
In Singapore, an Emergency Video System uses technology that is already on mobile phones. This lets people who call ‘999’ or ‘995’ tell the Singapore Police Force (SPF) and Singapore Civil Defence Force (SCDF) Operations Centres where the incident is happening and what it looks like.
This ability will make it much easier for SPF and SCDF Operations Centres, as well as first responders, to assess the situation and make decisions. With these technologies, police officers and intelligence agencies have more tools than ever before to stop crime and keep citizens safe. As criminals become more inventive in their own use of technology and data, SPF and SCDF also help combat the emergence of new types of crime.
The Police Operations Command Centre (POCC) and the SCDF Operations Centre will both be able to use the Emergency Video System. Hence, officers at the POCC and SCDF Operations Centre may encounter difficulties understanding the incident situation during emergency calls, particularly in complex and dynamic situations where the caller may be incapable to convey the extent of the situation.
The Emergency Video System supplemented the Home Team’s emergency call response by allowing SPF and SCDF officers at the respective Operations Centres to start live video streaming from the caller’s mobile phone to assist in decision-making and situational assessment.
Callers would also be able to share their real-time location with SPF and SCDF officers via the system, which would aid in the subsequent emergency response. Collaborations have emerged with other institutions to develop this new capability.
Additionally, where a live stream would be beneficial for a ‘999’ or ‘995’ incident, the Operations Centre will activate the Emergency Video System. The caller will give the operator permission to activate the live video stream from a safe location.
An SMS with a link will then be sent to the caller. By tapping on the hyperlink, the caller’s mobile phone’s web browser will be used to stream live footage of the incident, without the need to install any new applications. At the same time, the system will transmit the caller’s location to the Operations Centre, facilitating front-line emergency response.
During the live video streaming, the caller should stay on the ‘999’ or ‘995’ line while officers in the Operations Centre can talk to the caller over the phone while keeping an eye on the video feed.
Before responding officers arrive at the incident site, the Emergency Video System will provide SCDF and SPF with an additional means of triaging and sense-making. This will also help responding forces prepare for the incident while they are on their way to the scene. When both the SPF and the SCDF are responding to a major emergency, such as a major fire, they may use the same live stream.
By allowing organisations to respond to criminal activity in real-time, new digital technologies are transforming the way police protect and serve the public. It is crucial to stay up-to-date on technological advancements that can assist law enforcement on a global scale and to implement these advancements as they see fit in any given environment.
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The Malaysia Ministry of International Trade & Industry (MITI), Malaysian Investment Development Authority (MIDA) and InvestPenang are eager to promote electronics manufacturing in the country. They are partnering to organise a global event for electronics manufacturing and supply chain.
The concentration of much of the world’s semiconductor manufacturing capabilities in Southeast Asia has attracted more global players to the region, as global electronics supply chains are being reshaped by geopolitical forces. According to Linda Tan, the President of the global industry association representing the electronics manufacturing and design supply chain, the timing is ideal for the region to strengthen its position as a vital hub for electronics manufacturing and deepen its integration with global value chains.
The Chief Executive Officer of the Malaysian Investment Development Authority stated that Malaysia has immense potential to expand its robust semiconductor ecosystem and benefit from global demand as the region’s semiconductor hub.
The manufacturing sector, which continues to contribute significantly to the country’s economy, has attracted a steady inflow of high-quality investments, making Malaysia a top investment destination in the region. In 2022, the sector registered a total of RM 84.3 billion (US$ 19.1 billion), accounting for 31.9% of total approved investments in various economic sectors.
The electrical and electronics (E&E) industry emerged as the top-performing industry within the manufacturing sector, receiving a total of approved investments of RM 29.3 billion (US$ 6.6 billion). This achievement highlights Malaysia’s commitment to maintaining its strong position as a vital player in the global semiconductor industry.
The theme of the event is “Boosting Agility and Resiliency for the Electronics Supply Chain” and will address the challenges posed by the current economic downturn and ongoing disruptions, and explore ways to build a more robust supply chain.
Global leaders in the industry will gather to examine strategies for the electronics industry to strengthen its supply chain and enhance its agility and resiliency. Industry leaders explore ways to capitalise on Southeast Asia’s strengths, boost global supply chain resilience, and position the industry for future growth and innovation. There will be vital discussions on crucial areas of semiconductor industry growth such as sustainability, smart manufacturing, smart mobility, smart MedTech, and workforce development.
The Chief Minister of Penang stated that the upcoming event aligns with Penang’s longstanding efforts to enhance its competitiveness in the global arena. Penang has established a significant presence in the semiconductor industry and is recognised for its expertise across the value chain.
InvestPenang, the state’s investment promotion agency, is committed to supporting the growth of emerging subsectors and expanding the semiconductor industry’s scope in Penang. Through these efforts, the state aims to strengthen its semiconductor ecosystem and offer a diverse portfolio of capabilities.
According to market research, the global semiconductor market had a size of US$ 527.88 billion in 2021 and is expected to grow from US$ 573.44 billion in 2022 to USD 1,380.79 billion in 2029, with a CAGR of 12.2% during the forecast period.
The global semiconductor market saw a growth of 6.8% in 2020 compared to the previous year. Despite the unprecedented and significant impact of the global COVID-19 pandemic, the semiconductor industry experienced positive demand worldwide, surpassing pre-pandemic levels.
The growth of the semiconductor market can be attributed to the increasing consumption of consumer electronics devices worldwide. Furthermore, the emergence of artificial intelligence (AI), the Internet of Things (IoT), and machine learning (ML) technologies are providing new opportunities for market development as these technologies aid memory chips in processing large amounts of data in less time. Additionally, the rising demand for faster and more advanced memory chips in industrial applications is expected to drive market growth during the forecast period.
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The Coordinating Minister for Maritime Affairs and Investment shared strategic goals and progress towards digitalisation in each sector in the Indonesia Maju cabinet. In his speech at the SPBE Summit 2023 for the Electronic-Based Government System, Luhut Binsar Pandjaitan, emphasised that all parties involved in digitisation must work together.
The action was taken to speed up the digitalisation process in Indonesia within the context of achieving digital sovereignty. Using the PeduliLindungi app during the Covid-19 outbreak was cited as an example of Indonesia’s successful large-scale digitalisation.
“We contribute greatly to the digitalisation process. Digitisation has increased our taxable income. There are a lot of bright young folks working on outstanding app creation now. I’d want us to work on this together,” Luhut stated when he visited the event in Jakarta. “I believe what’s here is good. It’s just how we connect it to save unnecessary funds.”
When Deputy VII Arif Mustofa spoke on behalf of Coordinating Minister for Political, Legal, and Security Affairs (Polhukam) Mahfud MD, he noted that his party was coordinating the digitalisation of services in the Polhukam sector, including everything from the management of the most recent cases to population services.
Mahfud explained that the Coordinating Ministry for Political, Legal, and Security Affairs is in charge of technical coordination for five different digital services, including the management of integrated crime cases using IT, online SIM issuance services, government information services and SPBE infrastructure services, state apparatus infrastructure services, regional government services, and population data.
Meanwhile, Expert Staff for Bureaucratic Transformation Aris Darmansyah Edisaputra spoke on behalf of Coordinating Minister for Human Development and Culture (PMK) Muhajir Effendy to say that the ministry’s efforts to speed up the PMK sector, mainly through digitalisation, continue unabated.
Presidential Regulation 132 of 2022 indicated that the acceleration of achievements in education, health, and social welfare also follows the national SPBE architectural strategic initiative. Since these three areas contribute to human and cultural development, Muhadjir argues they require substantial SPBE support in integrated digital services for each area.
Then, as Expert Staff for Digital Transformation Creativity and HR Edwin Rizal Manansang highlighted for Coordinating Minister for the Economy Airlangga Hartarto, digitisation in the economic sector has been running, notably for electronic payments.
In the business world, digital services are centred on a few key goals. The first involves improving the efficiency of a payment gateway or integrated payment system that links together different types of government digital services, such as immigration services, that are projected to be completely functional at airport checkpoints by the end of the first quarter of this year. According to Airlangga, this service will be integrated into the non-tax state revenue (PNBP) business process to improve the state’s revenue reporting system.
Indonesia’s digitalisation initiatives have steadily improved. Evidence of this may be seen in the rising levels of contentment with official online services. To give one concrete example, the National Public Service Complaint Management System – Services People’s Online Aspirations and Complaints (SP4N-LAPOR!) has a customer satisfaction rate of 73.7%. A total of 1,123 people participated in the study, which was conducted in 2022.
Data from throughout the country shows that AP4N-LAPOR! complaints typically receive a response within 6.1 days. Regarding following up on complaints, the city government of Surabaya is among the quickest in Indonesia, taking only 0.6 business days or around 2 hours. In 2022, the provincial government of East Java handled 6,160 reports and followed up on 97% of them. In addition, the SP4N-LAPOR Administration has issued a Decree to all East Javan provinces and municipalities, and 90% (35 out of 39) of districts/cities have some action plan.