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CELEBRATING SUCCESS
PETRONAS, Levelling Up with Digital and Technology

August 30, 2021
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Prominent oil and gas industry player PETRONAS is orchestrating a company-wide digital transformation with a systemic approach. The group intends to achieve its vision of a data-driven organisation as well as its desired business outcomes and value by leveraging disrupting technologies.

Recently, the drive for digitalisation is on the fast track due to the dual impact of the low oil price environment and the pandemic. Digitalisation initiatives are now also part of an industry-wide response towards the growing pressure for cleaner energy. As such, these measures target to achieve two (2) main objectives:

  1. Improving operational efficiency to minimise the downsides of market challenges by protecting liquidity
  2. Achieve business sustainability through new ventures such as new energy and the cleaner production of upstream and downstream operations

This article provides an overview of the digitalisation efforts that PETRONAS has made. The plans executed give insights as to how a large business like PETRONAS manages to introduce digitalisation to navigate the volatile business climate of its industry.

Improving decision-making with cloud-based applications

Partnering with Industrial Software Solution Provider AVEVA Unified Cloud Solution
In order to streamline and simplify business processes, PETRONAS recently partnered with AVEVA to improve the integration across its whole supply chain. Powered by high-performance cloud computing, PETRONAS adopted AVEVA’s Enterprise Crude Knowledge Management solution

A common problem faced by oil and gas operators and industry is that decisions made by the management are often a product of several departments. If the company does not manage these decisions well, it would result in costly workflow disruptions and value leaks.

With the solution adopted from AVEVA, PETRONAS has consolidated crucial information to optimise productivity and streamline business decisions. Using this additional knowledge management platform, teams from different departments can have a unified view, promoting collaboration and understanding. Moreover, this provides a single source of crude oil information across the whole supply chain, ensuring consistent data management across teams.

Cloud computing plays a critical role in enabling the easy management and scale of providing these solutions. Teams can benefit from the performance and stability that cloud computing can provide. Moreover, cloud providers often offer complementary data analytics services,  allowing users to utilise the data collected from their applications fully. More importantly, the adoption of cloud-based applications gives higher flexibility to control costs, which is crucial for navigating difficult business periods.

Introducing Digital Procurement Platform Smart by GEP in 2019

PETRONAS operates in an industry where contracting and procurement plays a pivotal role in ensuring services and materials are up to standards. With large projects, traditional procurement systems often limit the ability for PETRONAS to cater through the proposals. This hampers the ability to make timely decisions. The downsides of these limitations may result in inefficiencies and unrecognised risks from the players involved in delivering the projects.

Recognising this issue, PETRONAS has introduced its very own digital procurement platform for sourcing activities called Smart by GEP in 2019. The product was rolled out in phases and has since been the primary platform for sourcing activities from 2020. The features of the platform allow solution providers to have:

  1. A centralised bid submission platform
  2. Tender clarification services
  3. A singular platform for contractual documents
  4. Streamlined invoice submission
  5. Transparent performance rating

Powered by cloud technology, this unified platform helps PETRONAS by leveraging historical data and external market data to assist in decision making. More importantly, the introduction of Smart by GEP improves the supplier experience to PETRONAS partners.

This paperless system benefits vendors and PETRONAS staff as the procurement process is now more efficient. Furthermore, this system enables the consistent continuation of business proceedings during the pandemic by facilitating work-from-home initiatives.

Deploying Artificial Intelligence (AI) with Cloud

PETRONAS has recently partnered with a fellow oil and gas player Baker Hughes and AI enterprise expert C3.ai to deploy proprietary BHC3 technology across the group’s digitalisation programmes. Deployed using Microsoft Azure, the BHC3 application improves the maintenance of assets such as gas turbines and control valves via predictive analytics to prevent downtime.

This technology brings value as it has predictive models that detect and alarm operators ahead of time. As a result, PETRONAS now has higher utilisation of resources, a longer equipment life span, and improved operational safety.

Empowering change from the ground-up

Renewing facilities with the Facilities of the Future (FOF) programme

Source: PETRONAS Integrated Report 2020

Other areas in which legacy systems might limit the ability for PETRONAS to achieve its goal of sustainable production is the group’s current facility structures. To tackle this issue, PETRONAS initiated the Facilities of the Future programme in 2017.

The goal of this initiative is to de-risk the introduction of new technologies onto the plants and platforms. With a pilot and scale approach, PETRONAS seeks to work with several technology partners such as TM ONE to experiment with the value of new technologies. Currently, for offshore facility upgrades, PETRONAS is running pilots on its RESAK platform, located in Kerteh, Terengganu. Through controlled pilot projects, successes there are then replicated onto other platforms.

The implementation of these technologies comes with the intention to develop Malaysia’s first remotely operated facility. It covers three (3) main pillars – manpower, control, and automation. By 2023, PETRONAS hopes to achieve the ability to run with unmanned operations, complete remote control, and full automation.

Source: ANYbotics, ANYmal Robots Inspecting PETRONAS Offshore Platform

Some technologies implemented under this programme are:

1. Robotic Inspections (ANYmal)

PETRONAS collaborated with robotics player ANYbotics to deploy autonomous robotic inspections onto its offshore facilities. This deployment would speed up the remote monitoring of offshore sites by having robots conduct industrial inspections consistently. The robot model used, ANYmal C, has high-performance sensors, visual analytics features, and thermography.

After several tests, the PETRONAS robotics team successfully operated a multi-week deployment for ANYmal C, which withstood harsh facility conditions. All data and videos captured are available through a single user interface, including real-time monitoring and autonomous mission setup.

2. Drones Inspection

Through a collaboration with a local start-up Aerodyne, PETRONAS deployed drones to inspect its Refinery and Petrochemical Integrated (RAPID) project. This particular use case extends to their FOF programme, improving inspections on their platforms.

Using a suite of features such as visual, thermal, and LIDAR sensors, the drones provide valuable inspections for hard-to-reach areas. This ability enables PETRONAS to improve the situation awareness of their platforms and have quick access to data to target resources for troubleshooting.

2. Advanced connectivity

PETRONAS would not be able to fully capture high-end tech value without enabling technologies such as the Internet of Things (IoT) and 5G. Hence, PETRONAS completed several 5G testbeds to explore the possibilities of a 5G network. In 2020, it successfully equipped the Resak platform with 5G capabilities to facilitate technology testing within the platform. Prior to that deployment, the group also conducted a 5G demonstration project at the Institut Teknologi Petroleum PETRONAS (INSTEP), Kuala Lumpur, to showcase the abilities of 5G.

Key Takeaways from PETRONAS Successes

Operational Excellence through digitalisation

PETRONAS has been aggressive in its pursuit of digitalisation. As a large group, PETRONAS is an example of how legacy businesses can evolve with proper execution and prioritisation for digitalisation. To ensure that digitalisation is effective, companies must have metrics and processes to record the returns on these investments.

For PETRONAS, the move towards digitalisation has been highly fruitful. The combined value realised from its digitalisation initiatives amount to nearly RM2.9 billion in savings recorded in 2020. The group reduced its Unit Production Cost (UPC) from the upstream business by up to 10%. As for the Overall Equipment Effectiveness Rate (OEE), PETRONAS has recorded an OEE rate of 90% across Downstream assets, 97% for domestic refineries, and 96.8% OEE rate for GandNE assets.

Generating value from managed services and technology experts

It is important to note these digitalisation initiatives are not purely executed internally by PETRONAS. When technology becomes complex, even companies as large as PETRONAS face difficulties managing the development, deployment, security, and maintenance of such technologies.

With rapid technological advances, companies have little time to build up the expertise to extract the full potential of these advancements adequately. Moreover, the current shortage of digital talents further amplifies this challenge.

One can take cues from PETRONAS’ successes – the group forged productive collaborations and partnerships with technology players and managed services providers such as AVEVA, C3.ai, ANYbotics, etc. This strategy eases the ability for PETRONAS to integrate up-to-date technologies. With this approach, PETRONAS can focus entirely on their core businesses without getting distracted by managing the infrastructure of applications.

Other Notable Initiatives

Upskilling workforce with data analytics skills

  • Initiated PETRONAS Integrated Vision for Operation Excellence Technology (PIVOT) for upskilling staff with big data analytics skills

Ensuring safety with predictive analytics and web-based dashboard reporting

  • Analytical dashboard HIRA (HSSE Integrated Risk Assessment) to provide crucial oversight for the management to predict and act proactively to avoid accidents
  • Use of Dynamic Risk Analyser (DRA), a predictive risk-assessment tool that gathers multiple data points using sensors and alarm data to detect potential early failures in petrochemical sites

Leveraging big data analytics for asset management and maintenance

  • Applying Advanced Diagnostic and Prognostic Technology (AdaPT), an automated monitoring solution to predict early signs of mechanical damage
  • Adopting AI-driven advisory for optimising Liquefied Natural Gas (LNG) plants, which helps operators handle key parameters in the pre-cooldown phase of an LNG plant start-up

Designing future citizen services – Inspirations from our youth

September 16, 2021
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On the eve of Malaysia’s 64th National Day, I had the opportunity to engage with a few of our youth on their expectations for future citizen services. It was inspiring to see the passion, energy, and ideas flowing as they aspire to build a better tomorrow. The conversation helped me gain useful perspectives on what is important and possible next steps for us to build the next generation of citizen services. Here are my five (5) key takeaways from the session:

  1. A high benchmark in term of expectations – This generation has grown in a digital-first world and are the recipients of great customer experience (CX) from some of the world’s best brands. In the case of these six youngsters, it is best exemplified by Grab, Revolut, Etiqa, BigPay, AirAsia and Foxtons. Each of these companies has established incredible benchmarks in delivering intuitive, frictionless, personalised, efficient, and completely digital services. This is now the minimum benchmark for the delivery of next-generation citizen experience. Anything lower will only result in an unhappy citizen.
  2. A customer-centric view – The service delivery must be designed from the lens of the citizen and his or her life journey – from womb to tomb – all integrated into one place. The user or a citizen should be the centre and focus of service delivery. As the citizen traverses through the various stages of life, he or she should be able to access the services through a unified channel. This is in stark contrast to the way citizen services are delivered by individual agencies, requiring us to engage with each of them separately.
  3. Build the foundational layer – The first step would be to build and integrate some very essential components that are fundamental to digital experiences as we know them. Some of these include:
    1. Mobile-first and digital-first approach
    2. Single Sign-On for all services
    3. Consistent user interface/user experience (UI/UX) across all federal, state and municipal agency services
    4. Data-once – citizens need to enter data only once; it is shared subsequently by the various agencies
    5. Predictive – anticipate and pre-empt citizen needs
    6. Omni-channel and One-stop customer service
  4. Develop a digital coalition – Further sustained innovation in citizen services can be achieved only through open innovation and co-creation among government agencies, technology partners, citizens and the start-up ecosystem. Human needs and behaviour are extremely complex and unpredictable. Co-creation enables the delivery of better services in a dynamic manner by leveraging the capacity to use resources of a wider ecosystem. It should be treated as a fundamental requirement for the delivery of next-generation citizen services.
  5. Driving industry transformation – It was interesting to hear the youth pointed out that the biggest impact of digital on the country will reside in our ability to transform some of the essential citizen services, such as education and healthcare services. This proves that digital can help improve access to every section of the society. They also discussed about the urgent need to modernise our core infrastructure (such as ports) so that we can be competitive in the region.
Imri Mokhtar, Group Chief Executive Officer, Telekom Malaysia Berhad

I was immensely inspired – every youth on the panel was part of a social initiative. Beyond just sharing ideas, they involved themselves actively and contributed to help build a better Malaysia. The onus is now on us in the government and institutions to channel that same energy into driving collaborative projects and creating world-class citizen services.

Looking forward to this exciting future. Selamat Hari Malaysia!!

TM Group CEO in Conversation With The Youth: Designing Future Citizen Services

August 31, 2021
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MERDEKA SPECIAL

As consumers, we have all embraced digital services wholeheartedly since the onset of the COVID-19 pandemic. Businesses and Government agencies made great progress in making available digital services needed to ensure limited interruption to our lives. We have all been witness to amazing journeys of change, innovation, and transformation. As citizens and consumers, we have high expectations of new digital experiences. 

In conjunction with Merdeka Day, we decided to engage with the youth to understand their expectations of how citizen services could be more digital in the future. Accordingly, our Group Chief Executive Officer (CEO) of TM, Imri Mokhtar, hosted six (6) youth representing the diversity of Malaysia to hear from them, their expectations, aspirations, and hope for the future of public services.

This article is an edited transcript of the discussion. You can listen to the podcast episode in the upcoming weeks.

The participants:


Rakcana Kardnanithi
Lancaster University, MSc in Economics
Lancaster University, BSc (Hons) Economics & Data Science

Is passionate about leveraging data to solve the world’s biggest challenges. In a recent project, she studied the data on poverty-stricken states in India to help support the distribution of free school meals to students.

William Kiong
UCSI, BA (Hons) Accounting & Finance

Is currently a research analyst with Twimbit. He is passionate about the crypto market and blogging on LinkedIn. He is an avid sportsperson and aspiring entrepreneur. He also contributes his time to a social initiative aimed at empowering young refugees in Malaysia.

Asyraf Naim
LSE, BA (Hons) Accounting & Finance

Is a soon to be central banker and has a deep interest in financial markets, crypto and traditional precious metals. He worked at a Non-Governmental Organisation (NGO) to help improve access to the best tertiary education institutes in the world.

Sarah Shevaun*
Netherlands Maritime University College, BA (Hons) Maritime Law

A true blue Borneon and is the first President of Educity’s multi-varsity student senate. She conquered her fear of public speaking when she spoke at TedX UoSM in March 2020.

Eeman Mansor*
UiTM, LLB (Hons) Law

Is actively engaged in advocacy work, especially in children’s rights. She currently holds the position of Deputy Country Director of ASEAN Youth Advocacy Network Malaysia.

Mohamad Zulfarhan Ahmad Supiee
Imperial College London, BSc (Hons) Medical Biosciences

A Johorean who is passionate about laboratory research and the field of public health. He is the Vice President of Imperial College Malaysian Society and the Producer of Malaysian Night and is working to help foster bonds among Malaysian students.

Imri Mokhtar
UCL, BEng (Hons) Electronics Engineering
Cambridge Judge Business School, Business & Leadership Programs
Harvard Business School, Business & Leadership Programs

Group CEO, Telekom Malaysia Berhad (TM)
*Currently pursuing

Imri Mokhtar: What is a great customer experience for you? What is the best customer experience you have had so far? 

Rakcana Kardnanithi: Grab – Accessible and efficient.

Asyraf Naim: Revolut – Global personalised banking with great customer care.

Eeman Mansor: BigPay – An integrated view of finances in one picture, at a low currency exchange.

Sarah Shevaun: Etiqa.com – Quick and easy car insurance renewal.

William Kiong: Airasia.com – Travel made easy with end-to-end digital service in one app.

Mohamad Zulfarhan Ahmad Supiee: Foxtons (a UK based real estate agency) – Efficient and seamless digital contracts.

Current best customer experience should be the minimum expectation bar for future citizen services”Imri Mokhtar

Imri Mokhtar: What are the areas for improvement in public services today?

Asyraf Naim: A more concise and responsive contact centre.

Mohamad Zulfarhan Ahmad Supiee: Adoption of Cloud to enable real-time digital amendments, instead of redoing forms over the counter.

Eeman Mansor: A uniformed user interface or user experience across different state government agencies websites to make it easy for data entry.

Rakcana Kardnanithi: A unified public service. Most public agencies operate in silos which require us to fill in the same information repeatedly. Data transparency between different government agencies should be the way forward, as well as interacting with each other via Application Programmable Interfaces (APIs).

Sarah Shevaun: A world class digital foundation that will cater to the digital native citizen.

William Kiong: A centralised customer service. We had Urban Transformation Centre (UTC) that centralised most public services at the same place, physically. It is time for our public services to go digital with a single sign-on app.

The way we provide services must change, we need to start from the customer lens and in this instance the rakyatImri Mokhtar

Imri Mokhtar: What would a digitalised Malaysia look like to you?


Sarah Shevaun: For me, a digital Malaysia would be an upgraded port, because that is where our money and economy comes from. Visualise a ghost port, unmanned port where all things digital that utilise massive-scale Internet of Things (IoT) automation and next generation vessel traffic management. Not only will it be more efficient, it will also reduce a lot of government operating expenditure as well.

Rakcana Kardnanithi: Accessible and efficient citizen’s journey. The future is going to be a hundred per cent co-creation and we should leverage this to create beautiful future citizen services.

William Kiong: Digital Malaysia uses information and data. It is the currency of the future. Data transparency across different government departments and agencies. Single sign-on across all government websites.

Mohamad Zulfarhan Ahmad Supiee: I think we need our own Ministry of Health App, where patients no longer need to carry multiple medical record books. Digitalise patient medical records, prescription history, information about their illness and emergency contacts.

Eeman Mansor: I would like to see Digital Malaysia in the sense that it encompasses easy accessibility to education. Using augmented reality, virtual reality, proper digital tools to improve education and provide subsidies to underprivileged students to access technology.

Asyraf Naim: Future Digital Malaysia for me is a convenience issue. Government yearly services should be auto deducted and adoption of AI to proactively help citizens manage their passport, driving license, taxes, etc.

“We need a digital coalition starting from the rakyat, the government and its technology provider to co-create the design process for citizen services. Listening to all the bright ideas from the youth made me feel like a proud father. I can’t wait to see how these youth will lead and transform our country’s future. Let’s together build our digital Malaysia! Happy Merdeka Day”Imri Mokhtar.

TRENDS AND DIGITAL STRATEGY Is Your Technology Spending Keeping Pace with Competition? – Shazurawati Abd Karim

August 30, 2021
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Shazurawati Abd Karim
Executive Vice President of TM ONE

Digital transformation, a means of ensuring business resiliency, has driven recent global technology spending to new highs. From being a mere buzzword, it has become the top priority for technology initiatives and Chief Information Officers (CIOs) across various industries. Global Information Technology (IT) research house Gartner forecasts that worldwide technology spending will grow by 9% in 2021 to reach an astonishing USD 4.2 trillion. This phenomenon reflects a tactical switch from defence to offence, as CIOs of the world’s biggest tech companies recover from the pandemic and look to extend their technological edge over the competition.

As global lockdowns cripple a plethora of industries, CIOs and Chief Technology Officers (CTOs) are more pressured than ever to hit the mark on their strategic investments. We at TM ONE are fully aware of the exacerbated need for enterprises to increase their digital capabilities and are well prepared to play our role as a digital technology partner. We believe there are four (4) key pillars to guide companies in ensuring a sound IT investment strategy:

1) Benchmark IT spend with industry standards and leaders

Regardless of which industry you operate in, market competition in today’s digital battleground strips away any luxury of taking technology investments lightly. This further magnifies the need for an incisive tech vision, one that has the backing of necessary dollars to turn it into a reality. With that in mind, Flexera’s 2020 State of Tech Spend Report states that companies from different industries, on average, spend 8.2% of their revenue on IT.

It is common to see technology spending hover around 17% of total operating costs in the banking and financial services industry (BFSI). According to Broadridge’s Next-Gen Technology Adoption Survey, this might well reach 20% by 2023. JP Morgan, for instance, is one of the top spenders, with 15% of its 2020 operating costs devoted to IT spending, which amounts to about USD 11 billion . Other large BSFI institutions such as the Bank of America (18%), Goldman Sachs (16%), and Citi (20%) reported higher proportions of operating costs spent on IT. However, this reflects an overall lower absolute value.

As the pandemic continues to immobilise healthcare institutions around the world, technology is desperately needed to reinforce vital lines of defence. Currently, the global healthcare industry on average spends 4% – 8% of revenues on technology, mostly on maintaining existing infrastructure. Industry leaders are starting to shift IT spend towards introducing new business models with digital health solutions and boosting hospital operations through big data analytics and cloudification.

With the retail and e-commerce space transforming into the forefront of new digital innovations such as Artificial Intelligence (AI) and Augmented Reality / Virtual Reality (AR/VR), technology spending becomes a key differentiator. Amazon, now known as a tech firm rather than a retailer, spent USD 43 billion or 12% of total operating costs on IT-related expenditure in 2020. With global customers demanding enhanced user experience and on-demand customisation, there are expectations for average technology spends as the portion of revenue to grow from 6.2% to 8% , especially as the competition for e-commerce leadership amplifies.

2) Maintain optimal allocation between growth spend and maintenance spend

Today, the technology stack in companies increasingly provide vital sources of economic moats. CIOs desperately need to rethink their IT spending strategy and effectively prioritise between value creation and value preservation. For many companies, huge chunks of IT budgets go towards maintaining their current business operations, which are becoming intricate due to the intertwining of new technologies. These budgets leave little to no room for innovation investments that allow CIOs to contribute directly to top-line growth, such as introducing futuristic enterprise applications or enabling analytics-driven decision making.

By and large, CIOs report less than 15% of their technology budget have an allocation for fostering innovation. We recommend successful companies set aside at least 20 – 25% of IT spend to reimagine value creation and discover new ways to disrupt the status quo in various industries creatively.

As part of our core principle, we believe that only by employing a growth spending mindset can the returns on these digital investments be seen.

3) Measure effectiveness of technology spending

Besides having to deal with strategically allocating adequate capital towards IT investments, CIOs often face one critical question – what are they getting out of the money they invest and spend? And the truth is this; most can’t give a straight answer to such a seemingly important question.

As companies compete against time to launch more and more digital initiatives, CIOs need to establish clear-cut performance metrics that can evaluate and measure digital progress effectively. With the old saying of ‘you can’t manage what you can’t measure’, tech spend on different areas need to be attributed to tangible returns. This could range from lowering sale costs/the cost of sales, new customer acquisition, revenue streams, improved customer experience, and other value adds.

We believe that using practical and measurable indicators will help narrow down your IT spending on areas of value creation, be it internally or outside the organisation.

4) Balance insourcing and outsourcing of IT needs

Whether you are a Small and Medium Enterprise (SME) or a fast-growing tech company, technology dependence changes dramatically over time. CIOs who want to optimise technology spending must consider the many implications of insourcing and outsourcing their IT needs.

Rather than establishing a fixed spending ratio between buying and building, companies should evaluate the qualitative criteria of technology spend decisions, such as its contribution to overall company growth. Short term cost savings might be attractive in outsourcing, but one must carefully consider the opportunity lost in forgoing long-term digital capabilities. Other key markers to help keep a competitive technology spend are the availability of in-house talents, existing core competencies, security, and technology ownership.

As costly-to-build technological capabilities can sometimes separate winners from losers in today’s digital warzone, taking a hybrid approach could perhaps be the best solution to sustain digital transformation efforts without dissipating technology budgets.

Inside Malaysia’s engine for the digital economy

August 18, 2021
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Telekom Malaysia Berhad (TM)‘s appointment as the sole Malaysian cloud service provider (CSP) by the Malaysian government last April opens the door for the establishment and reinforcement of public services with sustainable connected data cloud computing infrastructure that is secured with full data residency and sovereignty in Malaysia.

National cloud based education and healthcare platform, agile cloud based tax, transport and registry system, smart services with analytics, disaster warnings, and even solving traffic congestion. The application of cloud computing allows public services to provide data driven services and application to solve many public challenges with the flexibility, agility and speed to respond faster, efficiently and effectively during peak demands at lower operating cost. Many facets of society benefit from the invaluable adoption of the cloud by the public sector.

According to analysts, three of the typical hallmarks of a developed digital economy centre – capabilities, the level of ‘connectedness’, and competitiveness – are well served by the expert implementation and use of Cloud services. TM ONE, TM’s enterprise and public sector business solutions arm, shares how its expertise and comprehensive suite of digital solutions are making an impact on the lives of Malaysians.

Cloud as the key to unlocking innovation

The Cloud is unlocking big data, artificial intelligence (AI) and the internet of things (IoT) for governments, thereby opening the doors to improve citizens’ lives. In Malaysia, Cloud services have been used to stimulate economic and health recovery through the MySejahtera app. The Cloud enables the app’s system to handle large amounts of traffic at the same time, compared to on-premises capabilities.

The app allows citizens to record their visits to any business or even private premises by scanning QR codes. If they have been exposed to a confirmed case of COVID-19, authorities can communicate directly with citizens and point them to the nearest healthcare provider.

Most other public services in Malaysia have shifted online thanks to the Cloud. Citizens can now register for vaccinations and check national exam results digitally. The Ministry of Finance (MOF) has also used Cloud-powered analytics to monitor the implementation of various assistance programmes.

“The possibilities are endless when talking about the innovative public services that can be deployed, powered by Cloud,” said Mohamad Rejab Sulaiman, Head of Product and Innovations at TM ONE. “Whether in public healthcare, digital education, public safety, digital Government, smart cities or empowering communities’ for social and economic wellbeing, countless smart solutions can be rolled out to enhance the lives of all Malaysians. This is one of the objectives of the Government’s MyDIGITAL, and TM ONE is always ready with our comprehensive suite of digital solutions to support this national agenda.”

Apart from being the sole Malaysian CSP, another edge for TM ONE lies in its multi-cloud offerings. Alongside Cloud Connect Sdn Bhd, which was appointed as the Managed Service Provider, the TM ONE-Cloud Connect tag team is able to support Government institutions in Malaysia regardless of their choice of Cloud infrastructure. In addition, its Cloud management platform allows Government agencies to manage their multi-Cloud deployments seamlessly and conveniently from a single console.

Ensuring cybersecurity

Malaysia lost RM490 million (US$119 million) to cybercrime in 2019, according to the Malaysia Computer Emergency Response Team. In mitigating this, TM ONE has set up the Cyber Defence Centre (CYDEC) to help strengthen the nation’s defences against malicious cyber-attacks.

“CYDEC can detect, respond, predict and prevent cyber threats originating from a range of platforms and channels including 5G, Cloud, IoT and more. The cybersecurity services offered under CYDEC provide users with added assurance knowing their data is kept secure,” he added.

The geographical location of where data is being stored constitutes an important aspect of the security of a government’s cloud systems. Data is subject to the legislation of the country in which it is hosted, which engenders complications, wrote TechRadar.

For example, in 2016, voter registration data of more than 93 million Mexican citizens were found to be accessible to the public. The country’s election institute held personal information about citizens on an unprotected Amazon cloud server hosted outside of Mexico.

TM ensures that Government data resides solely in Malaysia, said Rejab. This will help “serve and protect the data privacy of Malaysians”, he explained.

Widening broadband access

In the follow up to TM’s appointment as CSP, it will continue its work to enhance internet access across the country. As more citizens work and study remotely in the new normal and beyond, high speed and reliable connectivity have become a crucial utility and enabler of the economy. This was evidenced by the surge in Internet traffic arising largely from the emergence of COVID-19 related lockdowns – but throughflow speeds saw a reduction of up to 40 per cent, according to Jalinan Digital Negara (JENDELA).

To help address this, TM ONE will serve as “an active and major contributor” to expand Malaysia’s fibre broadband network. It plans to connect public mobile towers to the network, and not just private homes and businesses.

The Cloud has demonstrated its massive potential to positively impact the lives of citizens, not only in Malaysia but across the world. Governments are now better positioned with greater awareness of how digital innovation can unlock real-world improvements for its citizens.

This article was first published on GovInsider.Asia

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