The Regional Knowledge Centre for Marine Plastic Debris of ERIA, in collaboration with Thant Myanmar, is hosting a webinar titled "Myanmar’s Bottom-Up Circular Economy: Challenges and Opportunities in REUSE and REPAIR." This event will showcase Myanmar’s unique approach to circular economy practices, particularly in reducing plastic consumption through reuse and repair systems.&nbsp;

This webinar will explore how the country’s economy functions with minimal plastic consumption and how these practices can inform circular economy strategies across ASEAN. Industry leaders and experts will share insights into innovative approaches to reuse, and repair models within consumer goods, cosmetics, and sustainable business practices. Register now to be part of the discussion!&nbsp;

Time: 10:00 AM - 12:30 PM (Myanmar Time) / 10:30 AM - 13:00 PM (Jakarta Time)&nbsp;

Registration: <a href="http://bit.ly/PSPMyanmar" target="_blank">http://bit.ly/PSPMyanmar</a>&nbsp;&nbsp;

Insights into Myanmar’s bottom-up circular economy, highlighting low plastic consumption models.&nbsp;

Case studies on reuse and repair initiatives from leading private sector actors, including sustainable beauty, consumer goods, and food industries.&nbsp;

Research findings on consumer behaviours and barriers to circular business models in Myanmar.&nbsp;

Interactive Q&amp;A session with experts and business innovators.&nbsp;

Yee Yee Mon, Venus Skin Lux: Piloting Refill as a substitute for sachets.&nbsp;

Nilar Tun, Independent Consultant: Research on consumer goods reuse and repair.&nbsp;

Ngwe Tun, Genius Coffee: Challenges and opportunities in loose and reusable packaging in the food industry.&nbsp;

Moderator: Friedor Jeske, Programme Director, Thant Myanmar.&nbsp;

The event will be conducted in English, with simultaneous translation into Burmese, and e-certificates of attendance will be provided.&nbsp;

Don’t miss this opportunity to explore Myanmar’s innovative approaches to the circular economy. Register now and be part of the conversation!&nbsp;

Date: 5 March 2025 
Time: 10:30 AM - 13:00 PM Jakarta Time 
Registration: bit.ly/PSPMyanmar The Regional Knowledge Centre for Marine Plastic Debris of ERIA, in collaboration with Thant Myanmar, is hosting a webinar titled "Myanmar’s Bottom-Up Circular Economy: Challenges and Opportunities in REUSE and REPAIR." This event will showcase Myanmar’s unique approach to circular economy practices, particularly in reducing plastic consumption through reuse and repair systems.&nbsp;This webinar will explore how the country’s economy functions with minimal plastic consumption and how these practices can inform circular economy strategies across ASEAN. Industry leaders and experts will share insights into innovative approaches to reuse, and repair models within consumer goods, cosmetics, and sustainable business practices. Register now to be part of the discussion!&nbsp;Save the Date&nbsp;Date: 5 March 2025&nbsp;Time: 10:00 AM - 12:30 PM (Myanmar Time) / 10:30 AM - 13:00 PM (Jakarta Time)&nbsp;Platform: Zoom&nbsp;Registration: <a href="http://bit.ly/PSPMyanmar" target="_blank">http://bit.ly/PSPMyanmar</a>&nbsp;&nbsp;What to Expect&nbsp;Insights into Myanmar’s bottom-up circular economy, highlighting low plastic consumption models.&nbsp;Case studies on reuse and repair initiatives from leading private sector actors, including sustainable beauty, consumer goods, and food industries.&nbsp;Research findings on consumer behaviours and barriers to circular business models in Myanmar.&nbsp;Interactive Q&amp;A session with experts and business innovators.&nbsp;Speakers Include:&nbsp;Yee Yee Mon, Venus Skin Lux: Piloting Refill as a substitute for sachets.&nbsp;Nilar Tun, Independent Consultant: Research on consumer goods reuse and repair.&nbsp;Ngwe Tun, Genius Coffee: Challenges and opportunities in loose and reusable packaging in the food industry.&nbsp;Moderator: Friedor Jeske, Programme Director, Thant Myanmar.&nbsp;The event will be conducted in English, with simultaneous translation into Burmese, and e-certificates of attendance will be provided.&nbsp;Don’t miss this opportunity to explore Myanmar’s innovative approaches to the circular economy. Register now and be part of the conversation!&nbsp;

Skin care / Cosmetics / Hair products

Think tank

Environment / SGDs / Recycling

Local companies

Startups

Date: 5 March 2025 
Time: 10:30 AM - 13:00 PM Jakarta Time 
Registration: bit.ly/PSPMyanmar 

Webinar Registration Open: “Myanmar’s Bottom-Up Circular Economy: Challenges and Opportunities in REUSE and REPAIR”   

As Malaysia’s startup scene flourishes, local companies are realizing that the domestic market, while promising, may not be enough to fuel long-term success. For many, the answer lies in expanding regionally to tap into Southeast Asia's vast potential. However, the path is not without its challenges. Both Venture Capital (VC) and Corporate Venture Capital (CVC) are facing growing obstacles in smaller Southeast Asian markets like Vietnam, Thailand, Malaysia, and the Philippines, where traditional paths to IPOs and M&amp;A exits are proving elusive.

As these emerging economies continue to develop, it’s clear that the time to act is now. Companies that prioritize regional scalability early are more likely to attract investor interest and secure sustainable growth paths. Without a regional expansion plan, Malaysian startups and companies risk hitting a growth ceiling that may limit future funding and exit opportunities.

Kailash Raghuwanshi is a seasoned business strategist with over fifteen years of experience across Southeast Asia, the US, and China. Known to many as “Kai,” he has built a reputation for guiding companies through complex growth challenges in rapidly evolving markets. A New York graduate, Kailash’s expertise spans diverse sectors, including fintech in Indonesia, high-impact joint ventures in Vietnam, and launching an American digital marketing company JV in Vietnam. As a thought leader and speaker, Kailash has contributed to Vietnam’s Ministry-affiliated SIHUB and has advised through the Mranti (Malaysia)-Kumpul (Indonesia) partnership program, fostering cross-border collaboration in the region. He also served as a Director at a Shanghai-based public health venture backed by the Gates Foundation, where he gained valuable experience in impact-driven innovation.

A decade ago, Kailash was instrumental in consulting for vOffice’s teams in Malaysia-Indonesia&nbsp;and contributed to Rocket Internet’s pioneering team in Malaysia, helping at PMO level with Zalora, Lazada, and Foodpanda. His extensive work with VCs and CVCs positions him as a leader in exploring innovative growth models for Southeast Asia’s unique challenges. For more insights, visit<a href="http://www.kairaghu.com"> kairaghu.com</a>.

We sat down with Kailash to explore why regional expansion is essential for Malaysian startups and companies seeking sustainable growth and viable exit opportunities.

Q: Kailash, why is regional expansion so crucial for Malaysian businesses, especially now?

Kailash: Malaysia is an excellent market to start in, but it’s ultimately limited by its population of 32 million. For companies aiming to grow sustainably, thinking regionally is essential. A great example is Carsome, Malaysia’s first tech unicorn, which began as a used car platform and expanded across Southeast Asia. Carsome now operates in multiple countries, including Indonesia and Thailand, and offers end-to-end solutions for car buying and selling. Their regional expansion has allowed them to tap into larger markets, secure significant funding, and become a recognizable brand across the region. Without a regional focus, Carsome might not have achieved this scale or investor appeal.

Similarly, Grab, another company that started in Malaysia, recognized the potential of Southeast Asia’s interconnected markets early on. Grab’s expansion across eight countries transformed it from a local ride-hailing service to a multi-country super-app serving over 600 million people. Both Carsome and Grab show that regional growth isn’t just beneficial—it’s essential for Malaysian companies that want to achieve long-term, scalable success.

For Malaysian startups and companies, going regional is not just about scaling—it’s also crucial for securing viable exit opportunities. Local-only businesses often face limited exit options, as Malaysia’s market size restricts large IPOs and major acquisitions, making it harder for investors to see substantial returns. Companies that scale regionally are far more attractive to investors who want to see a clear path to exit, whether through acquisitions or IPOs in larger markets.

Q: Why is Malaysia in a particularly tricky situation right now, compared to other Southeast Asian markets?

Kailash: Malaysia’s market size is both a strength and a limitation. With a population of 32 million, it’s larger than Singapore but significantly smaller than Indonesia or the Philippines. This middle-ground size means that while there is enough demand to support startups initially, growth reaches a ceiling quickly. Unlike larger markets where companies can sustain themselves by dominating locally, Malaysia’s market size often isn’t enough to fuel sustained, high-scale growth.

Moreover, the VC and CVC landscape is evolving. Investors are cautious about local-only businesses that lack regional or global scalability, as they see more limited exit opportunities. Traditional paths to exits, like IPOs or large-scale mergers and acquisitions, are not as robust here as they are in larger economies. This has created a ticking clock for Malaysian companies: if they want to secure funding and attract regional or international investors, they need to expand beyond Malaysia sooner rather than later.

Q: How do Carsome and Grab’s regional strategies compare to Gojek’s approach in Indonesia?

Kailash: Carsome and Grab took a regional-first approach, expanding across Southeast Asia to capture a larger market. Carsome, for instance, started with a Malaysia-based used car platform and grew into multiple Southeast Asian countries, building a strong regional brand and attracting significant investments. Grab similarly leveraged its Malaysian origins to establish a broad presence across the region, positioning itself as a super-app.

Gojek, by contrast, focused on dominating its home market of Indonesia, Southeast Asia’s largest with 275 million people. Gojek embedded itself deeply into the Indonesian ecosystem, becoming a staple in daily life but hasn’t achieved the same international reach as Carsome or Grab. For Malaysian companies, which operate in a smaller home market, a regional approach like Carsome’s or Grab’s is more scalable and sustainable.

Q: What makes Southeast Asia such an attractive region for Malaysian companies to target?

Kailash: Southeast Asia is a region with 650 million people and a combined GDP of nearly $3 trillion. Expanding into markets like Vietnam (97 million people), Thailand (70 million), and the Philippines (113 million) can significantly increase a company’s reach and revenue potential. The region’s high level of digital connectivity, with 440 million internet users, creates unique opportunities for digital and mobile-first companies.

Additionally, smaller markets like Cambodia (17 million) and Laos (7 million) offer fertile ground for early movers. For Malaysian companies, these markets represent a chance to establish a presence and capture market share before larger players step in.

Q: What advice would you give to Malaysian startups and companies looking to expand regionally?

Kailash: Start with a regional mindset from day one. Design your business and brand to appeal to customers across Southeast Asia’s diverse markets. Both Carsome and Grab structured their offerings to be adaptable across different countries, which allowed for smoother expansion.

Second, forge strategic partnerships. Partnering with local companies can ease entry into new markets by helping to navigate regulatory challenges and establish local credibility quickly.

Lastly, prioritize a mobile-first approach. Southeast Asia is highly mobile-centric, with most of the digital audience connecting through smartphones. Adapting to this digital landscape is essential for capturing a broad audience.

Q: How can VC and CVC support play a role in helping Malaysian companies go regional?

Kailash: VC and CVC partnerships are crucial, especially for companies looking to enter unfamiliar territories. For Malaysian startups, finding investors who understand the regional landscape can provide not only funding but also strategic connections and market insights. However, it’s essential for startups to retain strategic independence and ensure that these partnerships support, rather than restrict, their regional growth.

Q: What’s your final takeaway for Malaysian startups, VCs, and corporates interested in regional expansion?

Kailash: Southeast Asia is rich with opportunities, but capturing them requires urgency and a regional-first mindset. Malaysian startups should embrace this approach early—don’t wait until you’ve maxed out the local market to consider expansion. By positioning for regional growth, companies can become more resilient and appealing to investors who are looking for scalable, multi-market ventures.

In short: aim big, act regionally, and leverage strategic partnerships. Southeast Asia’s diversity and dynamism provide a clear path to success for those ready to cross borders. Carsome and Grab’s journeys are testaments to what’s possible, and Malaysian companies can carve their own path to regional impact by following a similar model.

As Malaysia’s startup scene flourishes, local companies are realizing that the domestic market, while promising, may not be enough to fuel long-term success. For many, the answer lies in expanding regionally to tap into Southeast Asia's vast potential. However, the path is not without its challenges. Both Venture Capital (VC) and Corporate Venture Capital (CVC) are facing growing obstacles in smaller Southeast Asian markets like Vietnam, Thailand, Malaysia, and the Philippines, where traditional paths to IPOs and M&A exits are proving elusive.We sat down with Kailash to explore why regional expansion is essential for Malaysian startups and companies seeking sustainable growth and viable exit opportunities.Kailash Raghuwanshi is a seasoned business strategist with over fifteen years of experience across Southeast Asia, the US, and China. Known to many as “Kai,” he has built a reputation for guiding companies through complex growth challenges in rapidly evolving markets. As Malaysia’s startup scene flourishes, local companies are realizing that the domestic market, while promising, may not be enough to fuel long-term success. For many, the answer lies in expanding regionally to tap into Southeast Asia's vast potential. However, the path is not without its challenges. Both Venture Capital (VC) and Corporate Venture Capital (CVC) are facing growing obstacles in smaller Southeast Asian markets like Vietnam, Thailand, Malaysia, and the Philippines, where traditional paths to IPOs and M&amp;A exits are proving elusive.As these emerging economies continue to develop, it’s clear that the time to act is now. Companies that prioritize regional scalability early are more likely to attract investor interest and secure sustainable growth paths. Without a regional expansion plan, Malaysian startups and companies risk hitting a growth ceiling that may limit future funding and exit opportunities.Kailash Raghuwanshi is a seasoned business strategist with over fifteen years of experience across Southeast Asia, the US, and China. Known to many as “Kai,” he has built a reputation for guiding companies through complex growth challenges in rapidly evolving markets. A New York graduate, Kailash’s expertise spans diverse sectors, including fintech in Indonesia, high-impact joint ventures in Vietnam, and launching an American digital marketing company JV in Vietnam. As a thought leader and speaker, Kailash has contributed to Vietnam’s Ministry-affiliated SIHUB and has advised through the Mranti (Malaysia)-Kumpul (Indonesia) partnership program, fostering cross-border collaboration in the region. He also served as a Director at a Shanghai-based public health venture backed by the Gates Foundation, where he gained valuable experience in impact-driven innovation.A decade ago, Kailash was instrumental in consulting for vOffice’s teams in Malaysia-Indonesia&nbsp;and contributed to Rocket Internet’s pioneering team in Malaysia, helping at PMO level with Zalora, Lazada, and Foodpanda. His extensive work with VCs and CVCs positions him as a leader in exploring innovative growth models for Southeast Asia’s unique challenges. For more insights, visit<a href="http://www.kairaghu.com"> kairaghu.com</a>.We sat down with Kailash to explore why regional expansion is essential for Malaysian startups and companies seeking sustainable growth and viable exit opportunities.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/eeb870c7-6b77-4969-dbec-4e565e18e700/public" alt="Kailash book has been rated as the best 8 books on the topic of growth expansion and strategies in SouthEastAsia by a media group.&nbsp;" />Q: Kailash, why is regional expansion so crucial for Malaysian businesses, especially now?Kailash: Malaysia is an excellent market to start in, but it’s ultimately limited by its population of 32 million. For companies aiming to grow sustainably, thinking regionally is essential. A great example is Carsome, Malaysia’s first tech unicorn, which began as a used car platform and expanded across Southeast Asia. Carsome now operates in multiple countries, including Indonesia and Thailand, and offers end-to-end solutions for car buying and selling. Their regional expansion has allowed them to tap into larger markets, secure significant funding, and become a recognizable brand across the region. Without a regional focus, Carsome might not have achieved this scale or investor appeal.Similarly, Grab, another company that started in Malaysia, recognized the potential of Southeast Asia’s interconnected markets early on. Grab’s expansion across eight countries transformed it from a local ride-hailing service to a multi-country super-app serving over 600 million people. Both Carsome and Grab show that regional growth isn’t just beneficial—it’s essential for Malaysian companies that want to achieve long-term, scalable success.For Malaysian startups and companies, going regional is not just about scaling—it’s also crucial for securing viable exit opportunities. Local-only businesses often face limited exit options, as Malaysia’s market size restricts large IPOs and major acquisitions, making it harder for investors to see substantial returns. Companies that scale regionally are far more attractive to investors who want to see a clear path to exit, whether through acquisitions or IPOs in larger markets.Q: Why is Malaysia in a particularly tricky situation right now, compared to other Southeast Asian markets?Kailash: Malaysia’s market size is both a strength and a limitation. With a population of 32 million, it’s larger than Singapore but significantly smaller than Indonesia or the Philippines. This middle-ground size means that while there is enough demand to support startups initially, growth reaches a ceiling quickly. Unlike larger markets where companies can sustain themselves by dominating locally, Malaysia’s market size often isn’t enough to fuel sustained, high-scale growth.Moreover, the VC and CVC landscape is evolving. Investors are cautious about local-only businesses that lack regional or global scalability, as they see more limited exit opportunities. Traditional paths to exits, like IPOs or large-scale mergers and acquisitions, are not as robust here as they are in larger economies. This has created a ticking clock for Malaysian companies: if they want to secure funding and attract regional or international investors, they need to expand beyond Malaysia sooner rather than later.Q: How do Carsome and Grab’s regional strategies compare to Gojek’s approach in Indonesia?Kailash: Carsome and Grab took a regional-first approach, expanding across Southeast Asia to capture a larger market. Carsome, for instance, started with a Malaysia-based used car platform and grew into multiple Southeast Asian countries, building a strong regional brand and attracting significant investments. Grab similarly leveraged its Malaysian origins to establish a broad presence across the region, positioning itself as a super-app.Gojek, by contrast, focused on dominating its home market of Indonesia, Southeast Asia’s largest with 275 million people. Gojek embedded itself deeply into the Indonesian ecosystem, becoming a staple in daily life but hasn’t achieved the same international reach as Carsome or Grab. For Malaysian companies, which operate in a smaller home market, a regional approach like Carsome’s or Grab’s is more scalable and sustainable.Q: What makes Southeast Asia such an attractive region for Malaysian companies to target?Kailash: Southeast Asia is a region with 650 million people and a combined GDP of nearly $3 trillion. Expanding into markets like Vietnam (97 million people), Thailand (70 million), and the Philippines (113 million) can significantly increase a company’s reach and revenue potential. The region’s high level of digital connectivity, with 440 million internet users, creates unique opportunities for digital and mobile-first companies.Additionally, smaller markets like Cambodia (17 million) and Laos (7 million) offer fertile ground for early movers. For Malaysian companies, these markets represent a chance to establish a presence and capture market share before larger players step in.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/4a0388ad-8ce1-4d5c-e07c-85ad470bc600/public" alt="A while ago, CNBC featured Kailash Raghuwanshi to discuss growth strategies and regional expansion topics for startups and companies&nbsp;" />Q: What advice would you give to Malaysian startups and companies looking to expand regionally?Kailash: Start with a regional mindset from day one. Design your business and brand to appeal to customers across Southeast Asia’s diverse markets. Both Carsome and Grab structured their offerings to be adaptable across different countries, which allowed for smoother expansion.Second, forge strategic partnerships. Partnering with local companies can ease entry into new markets by helping to navigate regulatory challenges and establish local credibility quickly.Lastly, prioritize a mobile-first approach. Southeast Asia is highly mobile-centric, with most of the digital audience connecting through smartphones. Adapting to this digital landscape is essential for capturing a broad audience.Q: How can VC and CVC support play a role in helping Malaysian companies go regional?Kailash: VC and CVC partnerships are crucial, especially for companies looking to enter unfamiliar territories. For Malaysian startups, finding investors who understand the regional landscape can provide not only funding but also strategic connections and market insights. However, it’s essential for startups to retain strategic independence and ensure that these partnerships support, rather than restrict, their regional growth.Q: What’s your final takeaway for Malaysian startups, VCs, and corporates interested in regional expansion?Kailash: Southeast Asia is rich with opportunities, but capturing them requires urgency and a regional-first mindset. Malaysian startups should embrace this approach early—don’t wait until you’ve maxed out the local market to consider expansion. By positioning for regional growth, companies can become more resilient and appealing to investors who are looking for scalable, multi-market ventures.In short: aim big, act regionally, and leverage strategic partnerships. Southeast Asia’s diversity and dynamism provide a clear path to success for those ready to cross borders. Carsome and Grab’s journeys are testaments to what’s possible, and Malaysian companies can carve their own path to regional impact by following a similar model.

Venture Capitals

Listed companies

As Malaysia’s startup scene flourishes, local companies are realizing that the domestic market, while promising, may not be enough to fuel long-term success. For many, the answer lies in expanding regionally to tap into Southeast Asia's vast potential. However, the path is not without its challenges. Both Venture Capital (VC) and Corporate Venture Capital (CVC) are facing growing obstacles in smaller Southeast Asian markets like Vietnam, Thailand, Malaysia, and the Philippines, where traditional paths to IPOs and M&A exits are proving elusive.We sat down with Kailash to explore why regional expansion is essential for Malaysian startups and companies seeking sustainable growth and viable exit opportunities.Kailash Raghuwanshi is a seasoned business strategist with over fifteen years of experience across Southeast Asia, the US, and China. Known to many as “Kai,” he has built a reputation for guiding companies through complex growth challenges in rapidly evolving markets. 

Expanding Horizons: Why Malaysia’s Startups and Companies Need a Regional Game Plan

Tanabe Consulting Co., Ltd., a leading management consulting firm in Japan (Head office: Chiyoda-ku, Tokyo, and Yodogawa-ku, Osaka; President: Takahiko Wakamatsu, hereafter Tanabe Consulting), announces the results of the "Corporate Survey on Overseas Businesses." This survey was conducted among corporate managers, executives, senior management, and those in charge of corporate planning departments throughout Japan. The survey results are as follows.

High Interest in Overseas Expansion: Approximately 80% of Japanese companies responded positively that they are either currently developing overseas business or would like to do so in the future. This indicates a strong interest in ongoing or future overseas business development.

Popular Regions for Expansion: ASEAN accounted for the largest number of countries and regions where Japanese companies are considering or expanding their overseas operations, making up approximately half of the total. About 40% of respondents cited "market growth potential and future prospects" as the reason for selecting a particular country or region for expansion.

Positive Business Outlook: About half of the Japanese companies expect their overseas businesses to see "increased sales and profits" over the next three years. Specifically, 49.4% of companies anticipate increased sales and profits, while only 3.1% foresee a decrease. This suggests that overseas business is currently the mainstay of growth for Japanese companies.

Importance of Market Potential: More than 40% of the respondents place importance on "market growth potential and future prospects" when entering or expanding their overseas business. The most common reason for selecting countries and regions for expansion was "market growth potential/future prospects" at 41.8%, highlighting the importance of promising markets in decision-making.

These findings highlight the growing focus and optimism of Japanese companies regarding international markets, particularly in the ASEAN region, and their expectations of positive business outcomes in the near future.

Insights from Tanabe Consulting's expert consultants

About half of the companies engaged in overseas business anticipate "revenue and profit growth" over the next three years and have prioritized the development of new markets. However, securing and training global and specialized human resources, essential for business promotion, remains a significant challenge regardless of industry or company size.

According to the Bank of Japan's “Short-Term Economic Survey of Enterprises in Japan” released in December 2023, approximately 70% of all Japanese companies reported a "not so good" outlook. In contrast, about half of the companies in our survey view their overseas business prospects as favorable over the next three years, with only 3.1% expecting a decline in sales and profits. This indicates that overseas business can be a catalyst for further growth in Japanese companies.

Strategy &amp; Domain Consulting Division and Global Consulting　 Koichi Murakami

Strategy Research Institute Segment &amp; Region Marketing Chief Tang Tang Huang (Creation Support)

The survey received 203 responses from corporate managers, executives, senior management, and individuals responsible for corporate planning departments across Japan. Conducted between January 15, 2024, and February 2, 2024, the study encompassed participants from all over Japan, including those based in overseas offices.

Services offered by Tanabe Consulting

With a population of approximately 130 million people, Japan is a safe, cutting-edge Asian country that offers a very attractive business environment. On the other hand, for foreign companies looking to enter the Japanese market, Japan is an unknown market, with unique business customs and business practices. In order to smoothly launch a business in Japan and penetrate the Japanese market, it is important to build an entry and market expansion strategy based on a clear understanding of the market size and future potential of your product, the competitive landscape and differentiation from competitors, and your supply chain model.

Tanabe Consulting is a pioneer in management consulting in Japan, with over 65 years of history and experience. Tanabe Consulting, with its thorough knowledge of the Japanese business environment, provides total support for expansion and development in the Japanese market.

Tanabe Consulting, which operates in 10 regions throughout Japan, can provide highly accurate market research and information through consultants who are familiar with the relevant areas.

After market analysis, we will prioritize your expansion into the Japanese market based on your goals and your company's strengths and core competencies. We determine the direction of entry, create a roadmap, and provide support for the materialization of your strategy.

（３）	Marketing Implementation Support

Based on market analysis and entry strategies, we support your business in Japan by identifying potential partners and implementing effective website development and marketing initiatives in Japan, drawing on over 65 years of nationwide management consulting experience and network.

Based on our contacts and networks with companies throughout Japan, cultivated through more than 65 years of management consulting, we support capital alliances with companies that are suitable for gaining a position in the Japanese market.

About Tanabe Consulting Group (TCG)

Founded in 1957, TCG is a leading management consulting firm in Japan with over 65 years of history and achievements.  Based on the management philosophy of “we love companies walk together with companies and work for company prosperity,” aiming to create values for the future society.

TCG primarily serves top management (executives and leaders) of large and medium-sized companies, as well as government and public organizations, having supported more than 17,000 companies since its founding. In the area of management consulting, TCG has developed a comprehensive consulting model that provides support for corporate management from strategy formulation (upstream) to the implementation and execution of management operations, such as DX in the field (midstream to downstream), with close ties to local communities throughout Japan.

Adhering to a client-centered philosophy of “All for Client Success,” TCG offers “team consulting,” where multiple professional consultants are selected to form a team tailored to address the specific management challenges of each company.

•	ASEAN is the most targeted region for expansion; nearly half expect "increased revenue and profit" in overseas business over the next three years
•	Results of the "corporate survey on overseas business by Japanese companies" released Tanabe Consulting Co., Ltd., a leading management consulting firm in Japan (Head office: Chiyoda-ku, Tokyo, and Yodogawa-ku, Osaka; President: Takahiko Wakamatsu, hereafter Tanabe Consulting), announces the results of the "Corporate Survey on Overseas Businesses." This survey was conducted among corporate managers, executives, senior management, and those in charge of corporate planning departments throughout Japan. The survey results are as follows.High Interest in Overseas Expansion: Approximately 80% of Japanese companies responded positively that they are either currently developing overseas business or would like to do so in the future. This indicates a strong interest in ongoing or future overseas business development.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/bbfded1f-054a-4c66-8119-3b0636fdb900/public" alt="Image" />Popular Regions for Expansion: ASEAN accounted for the largest number of countries and regions where Japanese companies are considering or expanding their overseas operations, making up approximately half of the total. About 40% of respondents cited "market growth potential and future prospects" as the reason for selecting a particular country or region for expansion.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/f45becf6-c9f8-44ee-3d4c-f6133ab1a000/public" alt="Image" /><img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/7ada9bc2-a744-4e80-fd34-b3947f863500/public" alt="Image" />Positive Business Outlook: About half of the Japanese companies expect their overseas businesses to see "increased sales and profits" over the next three years. Specifically, 49.4% of companies anticipate increased sales and profits, while only 3.1% foresee a decrease. This suggests that overseas business is currently the mainstay of growth for Japanese companies.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/344e940e-bdba-45e5-6030-8745c2b9d000/public" alt="Image" />Importance of Market Potential: More than 40% of the respondents place importance on "market growth potential and future prospects" when entering or expanding their overseas business. The most common reason for selecting countries and regions for expansion was "market growth potential/future prospects" at 41.8%, highlighting the importance of promising markets in decision-making.These findings highlight the growing focus and optimism of Japanese companies regarding international markets, particularly in the ASEAN region, and their expectations of positive business outcomes in the near future.Insights from Tanabe Consulting's expert consultantsAbout half of the companies engaged in overseas business anticipate "revenue and profit growth" over the next three years and have prioritized the development of new markets. However, securing and training global and specialized human resources, essential for business promotion, remains a significant challenge regardless of industry or company size.According to the Bank of Japan's “Short-Term Economic Survey of Enterprises in Japan” released in December 2023, approximately 70% of all Japanese companies reported a "not so good" outlook. In contrast, about half of the companies in our survey view their overseas business prospects as favorable over the next three years, with only 3.1% expecting a decline in sales and profits. This indicates that overseas business can be a catalyst for further growth in Japanese companies.Report AuthorDirector, Tanabe Consulting Co., LtdStrategy &amp; Domain Consulting Division and Global Consulting　 Koichi MurakamiTanabe Consulting Co., Ltd Global Consulting Chief Yuma KawanaTanabe Consulting Co., LtdStrategy Research Institute Segment &amp; Region Marketing Chief Tang Tang Huang (Creation Support)MethodologyThe survey received 203 responses from corporate managers, executives, senior management, and individuals responsible for corporate planning departments across Japan. Conducted between January 15, 2024, and February 2, 2024, the study encompassed participants from all over Japan, including those based in overseas offices.Services offered by Tanabe ConsultingWith a population of approximately 130 million people, Japan is a safe, cutting-edge Asian country that offers a very attractive business environment. On the other hand, for foreign companies looking to enter the Japanese market, Japan is an unknown market, with unique business customs and business practices. In order to smoothly launch a business in Japan and penetrate the Japanese market, it is important to build an entry and market expansion strategy based on a clear understanding of the market size and future potential of your product, the competitive landscape and differentiation from competitors, and your supply chain model.Tanabe Consulting is a pioneer in management consulting in Japan, with over 65 years of history and experience. Tanabe Consulting, with its thorough knowledge of the Japanese business environment, provides total support for expansion and development in the Japanese market.（１）	Japan Market AnalysisTanabe Consulting, which operates in 10 regions throughout Japan, can provide highly accurate market research and information through consultants who are familiar with the relevant areas.（２）	Entry strategy planningAfter market analysis, we will prioritize your expansion into the Japanese market based on your goals and your company's strengths and core competencies. We determine the direction of entry, create a roadmap, and provide support for the materialization of your strategy.（３）	Marketing Implementation SupportBased on market analysis and entry strategies, we support your business in Japan by identifying potential partners and implementing effective website development and marketing initiatives in Japan, drawing on over 65 years of nationwide management consulting experience and network.（４）	Cross-border M&amp;ABased on our contacts and networks with companies throughout Japan, cultivated through more than 65 years of management consulting, we support capital alliances with companies that are suitable for gaining a position in the Japanese market.About Tanabe Consulting Group (TCG)Founded in 1957, TCG is a leading management consulting firm in Japan with over 65 years of history and achievements. Based on the management philosophy of “we love companies walk together with companies and work for company prosperity,” aiming to create values for the future society.TCG primarily serves top management (executives and leaders) of large and medium-sized companies, as well as government and public organizations, having supported more than 17,000 companies since its founding. In the area of management consulting, TCG has developed a comprehensive consulting model that provides support for corporate management from strategy formulation (upstream) to the implementation and execution of management operations, such as DX in the field (midstream to downstream), with close ties to local communities throughout Japan.Adhering to a client-centered philosophy of “All for Client Success,” TCG offers “team consulting,” where multiple professional consultants are selected to form a team tailored to address the specific management challenges of each company.

Marketing / Research

Management Consulting

Survey report

Foreign companies

•	ASEAN is the most targeted region for expansion; nearly half expect "increased revenue and profit" in overseas business over the next three years
•	Results of the "corporate survey on overseas business by Japanese companies" released

Tanabe Consulting Reveals: Approximately 80% of Japanese Companies Expanding or Intending to Expand Overseas Operations

ERIA’s
Regional Knowledge Centre for Marine Plastic Debris, in collaboration with
Brunei Darussalam’s Department of Environment, Parks and
Recreation and the GIZ, explored Brunei's strategies to tackle plastic
pollution and the private sector's role in championing plastic circularity.

Titled
"Private Sector Initiatives to Reduce Marine Plastics: Brunei's Journey to
Plastic Sustainability: Hands-on Initiatives in Action," the event, organised
as part of Brunei Darussalam’s World Environment Day event series, brought
together professionals from the public and private sectors, along with civil
society, to explore innovative solutions and best practices in addressing
plastic pollution. Over 108 attendees from the ASEAN region and beyond took
part in the event, actively participating in the Q&amp;A session.

The
seminar began with the Director of the Regional Knowledge Centre, Mr Reo Kawamura emphasising the critical importance of
collaboration between governments, private companies, and academia to address
the global plastic pollution challenge and achieve peaceful coexistence with the natural environment. Ms Hajah Martinah Haji Tamit,
Director of Brunei Darussalam's Department of Environment, Parks and
Recreation, outlined the challenges of plastic waste management and reaffirmed
Brunei's commitment to tackling plastic pollution alongside other ASEAN member
states. She also highlighted Brunei's active involvement in United Nations
negotiations to develop a global treaty on plastic pollution. Mr Phong Giang,
Advisor for GIZ 3RproMar and AMUSE programmes in ASEAN, detailed GIZ's initiatives across
ASEAN countries, which include supporting government regulations, promoting
circular economy solutions, and engaging with the private sector on upcoming
global plastic treaties.

Mr
Michikazu Kojima, Senior Research Fellow on Environmental Issues at ERIA,
highlighted Asia's plastic pollution crisis and underscored the need for a life
cycle approach. He emphasised the private sector's role in developing
sustainable materials, designing reusable products, and improving waste
management systems. Mr Mims Sidi from Tebalik Plastik shared their goals to close the loop of plastics, by transforming plastic
waste into sustainable products, supporting a circular economy and aligning
with regional and global sustainability objectives. Ms Trish Lai of Kaimana
Brunei discussed the challenges of the refill business which
can contribute to reduction of packaging waste, for example, high
consumer spending abroad, a small local market, expensive shipping, lack of
manufacturing capacity, and the necessity of focusing on niche products with
anchor points. Ms Wendy Han from Precious Plastic Brunei highlighted
initiatives aimed at raising awareness and mobilising local communities against
plastic waste. She also showed how local communities can create a
plastic recycling facility on their own. Prof Scott Valentine provided insights into
how the lack of perceived value in plastic waste is a root cause and proposed
economic solutions like deposit schemes and plastic bag surcharges to
incentivise responsible plastic use and recycling. He also responded to a participant’s question as to
how to tackle the overwhelming plastic waste issue, by encouraging citizens to
support businesses like Tebalik Plastik, Kaimana, or Precious Plastic, and start contributing in a small way.

This seminar highlights the continuous involvement of
ERIA’s Regional Knowledge Centre for Marine Plastic Debris in tackling the
intricate challenges linked to marine plastic debris. By encouraging
collaboration and advancing innovative approaches, the Centre remains dedicated
to assisting and showcasing companies and organisations actively addressing
marine debris issues

ERIA
(Economic Research Institute for ASEAN and East Asia)

ERIA is an international organization established
in Jakarta, Indonesia in 2008 by a formal agreement among Leaders of 16
countries in the East Asian region to conduct research activities and make
policy recommendations for further economic integration in the East Asia. 

Department of Environment, Parks and Recreation

The formation of the Department of Environment,
Parks and Recreation under the Ministry of Development took effect in 2002.
Currently, the department handles matters pertaining to Waste Management,
Environmental Conservation and Management, Management of Landscape and
Recreational Areas and also Environmental Cooperation at National, Bilateral
and International level.

The Deutsche Gesellschaft für Internationale
Zusammenarbeit (GIZ) GmbH or GIZ is the main German Government development
agency with headquarter in Bonn and Eschborn and provides services in the field
of international development cooperation and international education work. The
main commissioning party is Germany's Federal Ministry for Economic Cooperation
and Development (BMZ)

Reduce, Reuse, Recycle to Protect the Marine
Environment and Coral Reefs (3RproMar) is a GIZ project (2020-2025) is an
ASEAN-German cooperation project implemented by GIZ in coordination with the
ASEAN Secretariat. 

ASEAN Municipal Solid Waste Management
Enhancement (AMUSE) is implemented by GIZ (2022 -2025), having its objective to
improve environmental quality in small and medium-sized cities in the ASEAN
region by optimising waste disposal and recycling. 

ERIA’s Regional Knowledge Centre for Marine Plastic Debris, in collaboration with Brunei’s Department of Environment, Parks and Recreation and GIZ, Hosts Event Exploring Brunei's Plastic Pollution Strategies and the Private Sector's Role in Championing Plastic Circularity, organised as part of Brunei Darussalam’s World Environment Day event series. ERIA’s
Regional Knowledge Centre for Marine Plastic Debris, in collaboration with
Brunei Darussalam’s Department of Environment, Parks and
Recreation and the GIZ, explored Brunei's strategies to tackle plastic
pollution and the private sector's role in championing plastic circularity.Titled
"Private Sector Initiatives to Reduce Marine Plastics: Brunei's Journey to
Plastic Sustainability: Hands-on Initiatives in Action," the event, organised
as part of Brunei Darussalam’s World Environment Day event series, brought
together professionals from the public and private sectors, along with civil
society, to explore innovative solutions and best practices in addressing
plastic pollution. Over 108 attendees from the ASEAN region and beyond took
part in the event, actively participating in the Q&amp;A session.The
seminar began with the Director of the Regional Knowledge Centre, Mr Reo Kawamura emphasising the critical importance of
collaboration between governments, private companies, and academia to address
the global plastic pollution challenge and achieve peaceful coexistence with the natural environment. Ms Hajah Martinah Haji Tamit,
Director of Brunei Darussalam's Department of Environment, Parks and
Recreation, outlined the challenges of plastic waste management and reaffirmed
Brunei's commitment to tackling plastic pollution alongside other ASEAN member
states. She also highlighted Brunei's active involvement in United Nations
negotiations to develop a global treaty on plastic pollution. Mr Phong Giang,
Advisor for GIZ 3RproMar and AMUSE programmes in ASEAN, detailed GIZ's initiatives across
ASEAN countries, which include supporting government regulations, promoting
circular economy solutions, and engaging with the private sector on upcoming
global plastic treaties.Mr
Michikazu Kojima, Senior Research Fellow on Environmental Issues at ERIA,
highlighted Asia's plastic pollution crisis and underscored the need for a life
cycle approach. He emphasised the private sector's role in developing
sustainable materials, designing reusable products, and improving waste
management systems. Mr Mims Sidi from Tebalik Plastik shared their goals to close the loop of plastics, by transforming plastic
waste into sustainable products, supporting a circular economy and aligning
with regional and global sustainability objectives. Ms Trish Lai of Kaimana
Brunei discussed the challenges of the refill business which
can contribute to reduction of packaging waste, for example, high
consumer spending abroad, a small local market, expensive shipping, lack of
manufacturing capacity, and the necessity of focusing on niche products with
anchor points. Ms Wendy Han from Precious Plastic Brunei highlighted
initiatives aimed at raising awareness and mobilising local communities against
plastic waste. She also showed how local communities can create a
plastic recycling facility on their own. Prof Scott Valentine provided insights into
how the lack of perceived value in plastic waste is a root cause and proposed
economic solutions like deposit schemes and plastic bag surcharges to
incentivise responsible plastic use and recycling. He also responded to a participant’s question as to
how to tackle the overwhelming plastic waste issue, by encouraging citizens to
support businesses like Tebalik Plastik, Kaimana, or Precious Plastic, and start contributing in a small way.This seminar highlights the continuous involvement of
ERIA’s Regional Knowledge Centre for Marine Plastic Debris in tackling the
intricate challenges linked to marine plastic debris. By encouraging
collaboration and advancing innovative approaches, the Centre remains dedicated
to assisting and showcasing companies and organisations actively addressing
marine debris issuesList of AbbreviationsERIA
(Economic Research Institute for ASEAN and East Asia)ERIA is an international organization established
in Jakarta, Indonesia in 2008 by a formal agreement among Leaders of 16
countries in the East Asian region to conduct research activities and make
policy recommendations for further economic integration in the East Asia. Department of Environment, Parks and RecreationThe formation of the Department of Environment,
Parks and Recreation under the Ministry of Development took effect in 2002.
Currently, the department handles matters pertaining to Waste Management,
Environmental Conservation and Management, Management of Landscape and
Recreational Areas and also Environmental Cooperation at National, Bilateral
and International level.GIZ The Deutsche Gesellschaft für Internationale
Zusammenarbeit (GIZ) GmbH or GIZ is the main German Government development
agency with headquarter in Bonn and Eschborn and provides services in the field
of international development cooperation and international education work. The
main commissioning party is Germany's Federal Ministry for Economic Cooperation
and Development (BMZ)GIZ 3RproMar ProgrammeReduce, Reuse, Recycle to Protect the Marine
Environment and Coral Reefs (3RproMar) is a GIZ project (2020-2025) is an
ASEAN-German cooperation project implemented by GIZ in coordination with the
ASEAN Secretariat. GIZ AMUSEASEAN Municipal Solid Waste Management
Enhancement (AMUSE) is implemented by GIZ (2022 -2025), having its objective to
improve environmental quality in small and medium-sized cities in the ASEAN
region by optimising waste disposal and recycling.

Politics / Government / Local government

Green technology

Government offices / organizations

ERIA’s Regional Knowledge Centre for Marine Plastic Debris, in collaboration with Brunei’s Department of Environment, Parks and Recreation and GIZ, Hosts Event Exploring Brunei's Plastic Pollution Strategies and the Private Sector's Role in Championing Plastic Circularity, organised as part of Brunei Darussalam’s World Environment Day event series.

Brunei's Strategies for Plastic Sustainability explored in a seminar organised as part of Brunei Darussalam’s World Environment Day event series

By Joshua Tan, Chief Executive Officer and Co-Founder for Troopers Innovation Sdn. Bhd.
 Troopers Innovation Sdn Bhd wholeheartedly welcomes the 2024 National Budget presented by the Prime Minister and Minister of Finance Malaysia Datuk Seri Anwar Ibrahim and commends the government’s strategic approach towards Malaysia MADANI with the theme “Budget 2024: Economic Reform, Empowering the People”.
 At TROOPERS, we are dedicated to ensuring that talent matches organizational needs, and the commitment to refine local talent development to align with industry requirements is a significant stride toward a brighter economic future for Malaysia. As a testament to this commitment, TROOPERS innovate new ways to facilitate gig workers by matching their skills to the gig via ratings and feedback system. Our holistic ecosystem not only allows real-time tracking of gig workers’ progress but also showcases their evolving track record and build their microcredentials in our app as they complete gig task. This embodiment of transparency and progress underscores our core mission to empower both job seekers and hiring managers by ensuring a seamless and mutually beneficial partnership. Keeping to the momentum set in prior years, the government will continue with the PERKESO Career Building Programme, allocating RM35 million to empower 9,000 gig workers through skill training. This allocation will undoubtedly uplift the gig economy to new heights, and is aligned with our work with TROOPERS Academy which offers essential soft skills training to nurture the growth of our gig workers. At TROOPERS, we strongly believe that continuous upskilling will create opportunities to raise the floor and ceiling of gig worker wages, ensuring a better standard of living which is why TROOPERS will continue to support them in achieving fair wages and improve the household economy of Malaysians at large. Moreover, the allocation of RM1.6 billion by the Human Resource Development Corp (HRD Corp) for 1.7 million training opportunities signifies a significant investment in upskilling and re-skilling. The reallocation of special funds, utilizing 15% of total levy collections to support the MADANI Training Program, addresses the needs of SME entrepreneurs and vulnerable groups such as former prisoners, Persons with Disabilities (PwD), senior citizens, and retirees. This move reflects the government’s investment in shaping the future of our workforce, resonating with our commitment at TROOPERS to bridge the gap between talent and organizational needs through collaborative training and upskilling programmes while encouraging prioritization of hiring local talent in the gig workforce to improve socio-economic growth.
 At TROOPERS, we firmly believe in the potential of every individual to elevate their socio-economic status through tailored programs and training. We wholeheartedly endorse the government's commitment to emphasize the importance of re-skilling and upskilling Malaysians, laying the foundation for a more empowered society. We believe in the collective potential of Malaysians and if we work together, we can elevate Malaysian talents in all sectors through proper training and upskilling to ensure they are remunerated fairly, and enterprises get the value they pay for.

As an organization deeply committed to meeting the ever-growing talent demands of our partners, we firmly believe that the proposed Budget will be a game-changer, aligning seamlessly with Malaysia MADANI values and embodying our mission to connect talents with the needs of organizations.&nbsp;

<h1>BUDGET 2024: TROOPERS Applauds the 2024 National Budget for Empowering the Nation's Workforce</h1>
Troopers Innovation Sdn. Bhd. applauds Malaysia's 2024 National Budget, which focuses on economic reform and people empowerment. They are committed to matching talent with industry needs and empowering gig workers through a transparent feedback system. The company supports the government's programs like the PERKESO Career Building Programme and HRD Corp's allocation of RM1.6 billion for training opportunities, especially benefiting SMEs and vulnerable groups. Troopers believes in the potential of every individual and endorses the government's commitment to upskilling Malaysians for a more empowered society. They see the budget as aligning with their mission of connecting talent with organizations.By Joshua Tan, Chief Executive Officer and Co-Founder for Troopers Innovation Sdn. Bhd.
 Troopers Innovation Sdn Bhd wholeheartedly welcomes the 2024 National Budget presented by the Prime Minister and Minister of Finance Malaysia Datuk Seri Anwar Ibrahim and commends the government’s strategic approach towards Malaysia MADANI with the theme “Budget 2024: Economic Reform, Empowering the People”.
 At TROOPERS, we are dedicated to ensuring that talent matches organizational needs, and the commitment to refine local talent development to align with industry requirements is a significant stride toward a brighter economic future for Malaysia. As a testament to this commitment, TROOPERS innovate new ways to facilitate gig workers by matching their skills to the gig via ratings and feedback system. Our holistic ecosystem not only allows real-time tracking of gig workers’ progress but also showcases their evolving track record and build their microcredentials in our app as they complete gig task. This embodiment of transparency and progress underscores our core mission to empower both job seekers and hiring managers by ensuring a seamless and mutually beneficial partnership. Keeping to the momentum set in prior years, the government will continue with the PERKESO Career Building Programme, allocating RM35 million to empower 9,000 gig workers through skill training. This allocation will undoubtedly uplift the gig economy to new heights, and is aligned with our work with TROOPERS Academy which offers essential soft skills training to nurture the growth of our gig workers. At TROOPERS, we strongly believe that continuous upskilling will create opportunities to raise the floor and ceiling of gig worker wages, ensuring a better standard of living which is why TROOPERS will continue to support them in achieving fair wages and improve the household economy of Malaysians at large. Moreover, the allocation of RM1.6 billion by the Human Resource Development Corp (HRD Corp) for 1.7 million training opportunities signifies a significant investment in upskilling and re-skilling. The reallocation of special funds, utilizing 15% of total levy collections to support the MADANI Training Program, addresses the needs of SME entrepreneurs and vulnerable groups such as former prisoners, Persons with Disabilities (PwD), senior citizens, and retirees. This move reflects the government’s investment in shaping the future of our workforce, resonating with our commitment at TROOPERS to bridge the gap between talent and organizational needs through collaborative training and upskilling programmes while encouraging prioritization of hiring local talent in the gig workforce to improve socio-economic growth.
 At TROOPERS, we firmly believe in the potential of every individual to elevate their socio-economic status through tailored programs and training. We wholeheartedly endorse the government's commitment to emphasize the importance of re-skilling and upskilling Malaysians, laying the foundation for a more empowered society. We believe in the collective potential of Malaysians and if we work together, we can elevate Malaysian talents in all sectors through proper training and upskilling to ensure they are remunerated fairly, and enterprises get the value they pay for.

As an organization deeply committed to meeting the ever-growing talent demands of our partners, we firmly believe that the proposed Budget will be a game-changer, aligning seamlessly with Malaysia MADANI values and embodying our mission to connect talents with the needs of organizations.&nbsp;Founded by co-founders Joshua Tan and Kelvin Lee, TROOPERS is a digital HR Tech platform for flexible work that aims to grant equitable access to flexible work for all Malaysians to work and earn in a legitimate, transparent, and accountable ecosystem. Since inception in 2017, TROOPERS has grown to become
Malaysia’s flexible job-matching platform. TROOPERS works with a range of esteemed brands across Malaysia to meet all their flexible manpower needs in terms of on-ground activations, offline marketing, merchandising, in-store promotion, logistics, warehousing, concerts and shared services.

As part of its ongoing commitment in building a flexible ecosystem, TROOPERS launched the TROOPERS App in 2021 which has since garnered over 180,000 verified users, generating over RM 20 million in income for gig workers with more than 200,000 shifts transacted on the app.

For more information, please visit https://www.troopers.com.my/Danial Shazany
Executive
Edelman Public Relations Worldwide
+6011 2823 5219
danial.shazany@edelman.com

HR / Recruitment

Full time job / Part-time job / Career


Troopers Innovation Sdn. Bhd. applauds Malaysia's 2024 National Budget, which focuses on economic reform and people empowerment. They are committed to matching talent with industry needs and empowering gig workers through a transparent feedback system. The company supports the government's programs like the PERKESO Career Building Programme and HRD Corp's allocation of RM1.6 billion for training opportunities, especially benefiting SMEs and vulnerable groups. Troopers believes in the potential of every individual and endorses the government's commitment to upskilling Malaysians for a more empowered society. They see the budget as aligning with their mission of connecting talent with organizations.

BUDGET 2024: TROOPERS Applauds the 2024 National Budget for Empowering the Nation's Workforce

Cyberview Sdn Bhd, the tech hub developer, has finalised its deal with EdgeConneX, the pioneer in Hyperlocal to Global Hyperscale Data Centre Solutions, to build its data centre campus in Cyberjaya today.

US-based EdgeConneX signed the Sales and Purchase Agreement (SPA) with Cyberview earlier this month, acquiring an enterprise lot spanning approximately 30 acres to develop a data centre campus with a capacity of over 200MW within the purchased parcel in Cyberjaya, offering scalable capacity and power to meet a wide range of customer needs in the future.

The document was exchanged between Kamarul Ariffin Abdul Samad, Chief Executive Officer of Cyberview Sdn Bhd and Randy Brouckman, CEO and Co-founder, EdgeConneX. The ceremony was witnessed by YB Chang Lih Kang, Minister of Science, Technology and Innovation (MOSTI) at RekaScape, Cyberjaya, during the closing ceremony of InnoEx, a four-day event organised by Cyberview in conjunction with the Cyberjaya Innovation Week.

Kamarul Ariffin Abdul Samad, Chief Executive Officer, Cyberview Sdn Bhd,&nbsp;said, “EdgeConneX’s investment in Cyberjaya represents a significant achievement and positions the city as a prime destination for hyperscale data centre providers. Our commitment to fostering innovation, combined with Malaysia’s growing digital economy will further increase the demand for data centres to be based in our city. We also estimate technology investments of RM35 billion for the next five to 10 years which aligns with Cyberjaya's position as the preferred technology investment location.”

Randy Brouckman, CEO and Co-founder, EdgeConneX,&nbsp;said, “As a trusted provider of data centre solutions to service providers and hyperscalers, EdgeConneX is committed to the society and economy within which we operate. The new campus in Cyberjaya will bring the necessary capacity and innovation to grow businesses in the tech hub, and meet increasing hyperscaler and enterprise customers needs. The campus is also expected to create various job opportunities across construction, management, functional and operational roles in the city.”

Cyberjaya recently saw an increase in data centre investments, cementing its role as the global technology hub. The city is currently home to 14 data centre facilities in Cyberjaya, contributing up to 75 per cent of the nation's total data capacity.

The closing ceremony marks the conclusion of InnoEx, which brings together industry pioneers, thought leaders, entrepreneurs, and technology enthusiasts to celebrate innovation and technology in Cyberjaya, in conjunction with its 26th&nbsp;anniversary.&nbsp;&nbsp;

<h1>EdgeConneX Invested in 200MW Data Centre Campus in Cyberjaya</h1>Cyberview Sdn Bhd, the tech hub developer, has finalised its deal with EdgeConneX, the pioneer in Hyperlocal to Global Hyperscale Data Centre Solutions, to build its data centre campus in Cyberjaya today.US-based EdgeConneX signed the Sales and Purchase Agreement (SPA) with Cyberview earlier this month, acquiring an enterprise lot spanning approximately 30 acres to develop a data centre campus with a capacity of over 200MW within the purchased parcel in Cyberjaya, offering scalable capacity and power to meet a wide range of customer needs in the future.The document was exchanged between Kamarul Ariffin Abdul Samad, Chief Executive Officer of Cyberview Sdn Bhd and Randy Brouckman, CEO and Co-founder, EdgeConneX. The ceremony was witnessed by YB Chang Lih Kang, Minister of Science, Technology and Innovation (MOSTI) at RekaScape, Cyberjaya, during the closing ceremony of InnoEx, a four-day event organised by Cyberview in conjunction with the Cyberjaya Innovation Week.Kamarul Ariffin Abdul Samad, Chief Executive Officer, Cyberview Sdn Bhd,&nbsp;said, “EdgeConneX’s investment in Cyberjaya represents a significant achievement and positions the city as a prime destination for hyperscale data centre providers. Our commitment to fostering innovation, combined with Malaysia’s growing digital economy will further increase the demand for data centres to be based in our city. We also estimate technology investments of RM35 billion for the next five to 10 years which aligns with Cyberjaya's position as the preferred technology investment location.”Randy Brouckman, CEO and Co-founder, EdgeConneX,&nbsp;said, “As a trusted provider of data centre solutions to service providers and hyperscalers, EdgeConneX is committed to the society and economy within which we operate. The new campus in Cyberjaya will bring the necessary capacity and innovation to grow businesses in the tech hub, and meet increasing hyperscaler and enterprise customers needs. The campus is also expected to create various job opportunities across construction, management, functional and operational roles in the city.”Cyberjaya recently saw an increase in data centre investments, cementing its role as the global technology hub. The city is currently home to 14 data centre facilities in Cyberjaya, contributing up to 75 per cent of the nation's total data capacity.The closing ceremony marks the conclusion of InnoEx, which brings together industry pioneers, thought leaders, entrepreneurs, and technology enthusiasts to celebrate innovation and technology in Cyberjaya, in conjunction with its 26th&nbsp;anniversary.&nbsp;&nbsp;Evolving from its fundamental role as landowner in 1996, Cyberview has now emerged as a Tech Hub Developer, mandated by the Government of Malaysia to spearhead the development of Cyberjaya. This translates into the creation of the country’s Global Tech Hub that uniquely offers a holistic ecosystem for its tech community to thrive and prosper upon.+603-8315 6111
cisc@cyberview.com.my

Coaching / Mentoring / Consultation

Security

EdgeConneX Invested in 200MW Data Centre Campus in Cyberjaya

The partnership aimed at fostering innovation, accelerating growth, and unlocking new opportunities in the Malaysian market, Vynn Capital said in statement.

The partnership brings together Vynn Capital’s local network in the Southeast Asia region and expertise in identifying and nurturing promising startups and Marubeni Malaysia’s extensive network and deep industry knowledge.

This collaboration will create a robust ecosystem to support and empower innovative entrepreneurs, startups, and businesses in Malaysia and beyond, the VC firm added.

Key highlights of the partnership include:

1. Business Synergy: Vynn Capital’s strong portfolio of investments in various sectors, coupled with Marubeni Malaysia’s vast resources and access to global markets, will enable both companies to strategically invest and collaborate with high-potential businesses and collaborate with local corporations. This synergy will contribute to fostering innovation across multiple industries and facilitate the growth of disruptive technologies.

2. Market Access and Expansion: Vynn Capital will support Marubeni Malaysia in accessing local opportunities and exploring potential to scale new business opportunities and operations locally and regionally.

3. Collaborative Innovation: By joining forces, Vynn Capital and Marubeni Malaysia will actively explore and invest in cutting-edge technologies and business models. This collaboration will drive the development and implementation of innovative solutions, promoting sustainable economic growth in Malaysia. Some of the areas identified are mobility, electrification and sustainability themed opportunities.

Victor Chua, Founder and Managing Partner of Vynn Capital, expressed his excitement about the partnership, stating, “We are thrilled to collaborate with Marubeni Malaysia to drive innovation and contribute to the growth of Malaysia’s business ecosystem. Our combined strengths and expertise will create a positive impact on the economic landscape, allowing better integration between Japanese and Malaysian business communities and solve real-world challenges.”

Takeshi Fujiwara, Representative of Marubeni Malaysia, shared his thoughts on the partnership, saying, “We are thrilled to collaborate with Vynn Capital, with their strong portfolio of investments in various sectors, in exploring new business opportunities and operations locally and regionally to contribute to the growth to Marubeni’s business ecosystem. We believe that the collaboration will commence our contributions through National Energy Transition Roadmap (NETR) in Malaysia and accelerate Marubeni Corporation’s businesses.”

Marubeni Malaysia conducts business in Malaysia in a wide range of areas including forest products, chemicals, machinery products, energy, metals , infrastructure projects and mobility, healthcare.

Vynn Capital is an early-stage venture capital firm founded with the objective of bridging the gap between traditional industries and the new economies through the development of technology. The team is made up of professionals with experience across early stage invest to late stage financing, with experience in business operations.

The investment philosophy revolves around the creation of synergistic value between partners and companies supported by Vynn. Beyond investing, Vynn Capital assists its investors or Limited Partners in understanding new industries and markets with its localised team and network across the major cities of Southeast Asia.

<h1>VYNN CAPITAL ANNOUNCES PARTNERSHIP WITH MARUBENI MALAYSIA TO DRIVE INNOVATION & GROWTH</h1>Malaysia-headquartered venture capital firm Vynn Capital announced on Tuesday a strategic partnership with Marubeni Malaysia, a subsidiary of Marubeni Corporation, a renowned Japanese trading and investment conglomerate.The partnership aimed at fostering innovation, accelerating growth, and unlocking new opportunities in the Malaysian market, Vynn Capital said in statement.The partnership brings together Vynn Capital’s local network in the Southeast Asia region and expertise in identifying and nurturing promising startups and Marubeni Malaysia’s extensive network and deep industry knowledge.This collaboration will create a robust ecosystem to support and empower innovative entrepreneurs, startups, and businesses in Malaysia and beyond, the VC firm added.Key highlights of the partnership include:1. Business Synergy: Vynn Capital’s strong portfolio of investments in various sectors, coupled with Marubeni Malaysia’s vast resources and access to global markets, will enable both companies to strategically invest and collaborate with high-potential businesses and collaborate with local corporations. This synergy will contribute to fostering innovation across multiple industries and facilitate the growth of disruptive technologies.2. Market Access and Expansion: Vynn Capital will support Marubeni Malaysia in accessing local opportunities and exploring potential to scale new business opportunities and operations locally and regionally.3. Collaborative Innovation: By joining forces, Vynn Capital and Marubeni Malaysia will actively explore and invest in cutting-edge technologies and business models. This collaboration will drive the development and implementation of innovative solutions, promoting sustainable economic growth in Malaysia. Some of the areas identified are mobility, electrification and sustainability themed opportunities.Victor Chua, Founder and Managing Partner of Vynn Capital, expressed his excitement about the partnership, stating, “We are thrilled to collaborate with Marubeni Malaysia to drive innovation and contribute to the growth of Malaysia’s business ecosystem. Our combined strengths and expertise will create a positive impact on the economic landscape, allowing better integration between Japanese and Malaysian business communities and solve real-world challenges.”Takeshi Fujiwara, Representative of Marubeni Malaysia, shared his thoughts on the partnership, saying, “We are thrilled to collaborate with Vynn Capital, with their strong portfolio of investments in various sectors, in exploring new business opportunities and operations locally and regionally to contribute to the growth to Marubeni’s business ecosystem. We believe that the collaboration will commence our contributions through National Energy Transition Roadmap (NETR) in Malaysia and accelerate Marubeni Corporation’s businesses.”Marubeni Malaysia conducts business in Malaysia in a wide range of areas including forest products, chemicals, machinery products, energy, metals , infrastructure projects and mobility, healthcare.Vynn Capital is an early-stage venture capital firm founded with the objective of bridging the gap between traditional industries and the new economies through the development of technology. The team is made up of professionals with experience across early stage invest to late stage financing, with experience in business operations.The investment philosophy revolves around the creation of synergistic value between partners and companies supported by Vynn. Beyond investing, Vynn Capital assists its investors or Limited Partners in understanding new industries and markets with its localised team and network across the major cities of Southeast Asia.Vynn Capital is a Southeast Asia focused early stage venture capital firm investing in early stage tech startups.

As a sector focused investor, Vynn Capital is eyeing on the Supply Chain and Mobility industries including but not limited to Logistics, Travel, FMCG.

We believe in the Vynn-ing Formula – investing into companies could form an ecosystem within our portfolio. We look for entrepreneurs with the right mindset and willingness to work with us to achieve greater heights.

In addition to investing, we see ourselves as partners to the entrepreneurs to support them in challenging the norms and building world changing businesses.vc@vynncapital.com

Malaysia-headquartered venture capital firm Vynn Capital announced on Tuesday a strategic partnership with Marubeni Malaysia, a subsidiary of Marubeni Corporation, a renowned Japanese trading and investment conglomerate.