The Executives

At a time when the needs of female business travellers are becoming more specific and diverse, Holiday Tours & Travel (HTT) is stepping up to ensure that every journey is tailored to provide safety, comfort, and convenience. In a recent interview with The Exchange Asia, Amy Lee, Senior Vice President of Finance, MICE, People & Culture at HTT, shared her insights into how the company is addressing the unique travel challenges faced by female professionals, particularly those in the corporate world. HTT’s approach to travel for female executives goes beyond the ordinary. “At HTT, we understand that the needs of female professionals differ from those of other travellers,” says Amy Lee. “We’re committed to providing a travel experience that prioritises safety, wellness, and overall convenience.” One of the company’s key initiatives is recommending wellness-oriented accommodations that feature robust security measures, such as well-lit premises and 24-hour concierge services. Amy elaborates, “We ensure that our female travellers stay in environments that not only offer peace of mind but also cater to their well-being, such as access to fitness centres and wellness facilities.” Additionally, HTT integrates cultural and religious considerations into its offerings, providing halal meal options and access to prayer spaces, making sure that female professionals feel respected and supported during their trips. “Our tailored itineraries, which can be adjusted according to the specific needs of female executives, ensure that every journey is comfortable and aligned with personal preferences,” Amy adds. HTT goes a step further with its Travel Safety Promise, a key feature of their services that ensures travellers’ safety from the start of their journey to their return home. “We have dedicated teams working 24/7, both locally and internationally, to provide support and ensure that every step of the journey is secure,” says Amy. “We pride ourselves on offering real-time assistance to address any crises or unforeseen situations.” Measurable Impact on Client Satisfaction and Retention The impact of HTT’s initiatives on client satisfaction has been substantial, particularly among female executives who frequently travel for business. “We consistently receive positive feedback from female travellers who value our focus on their safety, convenience, and overall comfort,” Amy shares. “Our approach not only enhances their travel experience but also improves their engagement and productivity.” Amy mentions that HTT uses tools such as Net Promoter Score (NPS) surveys to measure client satisfaction. “The feedback from female executives has been overwhelmingly positive. Many clients appreciate our tailored approach, especially when it comes to offering flexible itineraries, wellness facilities, and accommodations with enhanced security features,” she notes. As a result, client retention rates have soared. “When female executives feel valued and supported throughout their travels, they’re more likely to stay loyal to their organisations and, by extension, to us,” Amy adds. Bridging the Gap in Corporate Travel Policies Despite the growing recognition of female travellers’ needs, Amy believes there is still a significant gap in many corporate travel policies. “Traditional corporate travel policies often focus on logistics and cost-efficiency, but they don’t take into account the specific safety concerns and well-being of female professionals,” she says. HTT is working closely with corporate clients to address this gap. “Our role is to review existing corporate policies, identify opportunities for improvement, and then propose solutions that prioritise the safety and comfort of female travellers,” Amy explains. “For instance, we recommend accommodations with enhanced safety features, incorporate wellness services into travel programmes, and ensure that all travel itineraries are tailored to reduce stress and increase productivity.” HTT also ensures that corporate clients understand the importance of a more inclusive and supportive approach to travel. “When corporate travel policies include well-being considerations, it shows that companies truly care about their employees, which boosts loyalty and satisfaction,” says Amy. The Role of Trusted Partnerships in Enhancing Travel Experiences One of the pillars of HTT’s success is its strong partnerships with trusted travel suppliers. “We carefully evaluate and select travel suppliers who meet the highest standards of safety, quality, and service,” Amy shares. “Our extensive network of global partners ensures that female travellers have reliable, on-the-ground support in every destination.” Maintaining these relationships is key to HTT’s ongoing success. “We work closely with our suppliers, constantly reviewing performance, gathering feedback, and ensuring that our partners align with our core values of safety and traveller well-being,” Amy says. “By fostering these strong, collaborative partnerships, we ensure that female professionals have a seamless, worry-free travel experience.” Leveraging Technology to Enhance Safety and Efficiency HTT has embraced technology to further enhance the safety and efficiency of corporate travel. Amy discusses how real-time alerts play a crucial role in providing female travellers with up-to-date information on potential risks. “With our technology, female travellers are notified about changes in local conditions, safety concerns, or travel disruptions. This empowers them to make informed decisions and adapt their plans accordingly,” she says. Through HTT’s Online Booking Tool (OBT) and partnerships with services like International SOS, the travel planning process is streamlined while embedding essential safety considerations. “Our 24/7 crisis management team ensures that female travellers can get immediate assistance should they face any challenges during their trips,” Amy adds. The Future of Inclusive Travel Policies For businesses looking to integrate inclusive travel policies, Amy offers some practical advice. “It starts with a comprehensive review of existing policies to identify gaps. From there, companies should work with travel experts, like HTT, to develop traveller-centric solutions,” she says. “It’s also essential to communicate that inclusive travel policies are not just about meeting basic needs; they reflect an organisation’s commitment to supporting its employees’ well-being.” Amy acknowledges that there are challenges in implementing these policies, such as resistance to change and balancing diverse needs. “However, with the right tools and partnerships, companies can overcome these challenges and ensure that their travel policies align with the evolving expectations of today’s workforce,” she concludes.

In a world where women face significant obstacles to leadership, Girls4Girls (G4G) has emerged as a beacon of hope. During the 2016 U.S. presidential election, Hillary Clinton, the Democratic candidate, faced criticism for “yelling,” while her male counterpart, Bernie Sanders, was praised for being assertive. Media scrutiny also targeted Clinton’s appearance, criticism rarely directed at Sanders. On the Republican side, Donald Trump’s remarks underscored pervasive gender biases. The Birth of G4G For Izzana, the founding of G4G was deeply personal. Immersed in the political atmosphere at Harvard, she and her peers were struck by the stark underrepresentation of women in leadership. “We realized, ‘If not us, then who? If not now, then when?’” Izzana recalls. Inspired by struggles and triumphs, they created a safe and empowering space for women to share experiences and mentor one another. Tackling Key Challenges Despite progress in many areas, the statistics on women in leadership are sobering: Only five countries have parliaments with at least 50% A mere 4% of Standard & Poor (S&P) 500 CEOs are women. The COVID-19 pandemic forced nearly 54 million women out of the G4G hopes to reduce this gap by addressing the root causes that hold women back: Perceived lack of confidence, leadership tools or framework, and the support system for many women. “We wanted to help women see their potential, to give them the tools to say, ‘I belong here,’” Izzana says, her voice full of conviction. The Pillars of G4G At its core, G4G stands on three pillars that guide its mission: Inclusive Mentorship: Creating a nurturing environment where women can learn from each other. Insights & Inspiration: Webinars and workshops that help to upskill the audience in complementary leadership skillsets. Impactful Networks: Building connections that open doors to new   A Personal Approach to Mentorship The mentorship program at G4G is not just about imparting skills but about fostering genuine, supportive relationships. The six-module program, developed with the Harvard Kennedy School faculty, covers leadership fundamentals but also allows space for personal growth. “Mentorship for us isn’t just transactional,” Izzana explains. “It’s about building lasting relationships where women feel seen and supported.” Participants find more than just mentors—they find allies. The safe spaces provided by G4G allow women to grow without fear of judgment. “One of our mentees once told me, ‘For the first time, I felt like I could speak without being afraid of getting it wrong,’” Izzana shares, illustrating the profound impact of these spaces. A Vision for Global Impact G4G is not just about individual success stories; it’s about creating a ripple effect that reaches far and wide. The organization is setting its sights on reaching 1 million mentees by 2030. “It’s an ambitious goal, yes, but every big change starts with a dream,” Izzana says with a smile. “We know that with the right partnerships and a shared vision, we can make it happen.” Leadership with Heart The leadership of G4G, under Izzana and regional directors across the globe, exemplifies shared and inclusive governance. This decentralized model ensures that the programs resonate with local needs while maintaining a cohesive global vision. “We’ve always believed in the power of shared leadership,” Izzana reflects. “It’s not about one person leading the charge; it’s about all of us pushing toward the goal together.” A Bright Future Ahead As G4G continues to grow, its leaders remain committed to expanding without losing the personal touch that makes their work so impactful. By nurturing a community where women uplift each other, G4G is helping to shape a future where women’s leadership is the norm, not the exception. Girls 4 Girls is more than just a mentorship program, it’s a movement, a family, and a haven for women who aspire to lead. “We are here to build a world where women can step into leadership with confidence and without fear,” Izzana concludes. “And we’re just getting started. Each woman who joins us carries the torch forward, lighting the way for others.”

Dr. Anne’s entrepreneurial journey began with a strategic pivot from academia to business. A scientist with expertise in genetic engineering and biomolecular sciences, she was working as a lecturer in Malaysia when she decided to resign in 2016 to focus on her family. This decision not only allowed her to recalibrate her priorities but also led to the creation of Dr. Anne Skincare, a brand that marries scientific research with real-world impact.    The company’s inception stemmed from Dr. Anne’s efforts to address her long-standing struggle with eczema. Applying her scientific background, she began formulating skincare solutions that addressed her skin issues and later shared her results on social media. The positive reception from acquaintances facing similar challenges underscored a business opportunity. Officially incorporated in 2020, Dr. Anne Skincare was born amidst the global uncertainty of the COVID-19 pandemic.     “I’ve had eczema since I was a child, and I was dependent on steroid creams,” Dr. Anne shared. “When I resigned, I finally had the time to explore ways to repair my skin using my knowledge as a scientist. That’s how the idea for Dr. Anne Skincare took shape.”     Transitioning from scientist to entrepreneur, Dr. Anne encountered challenges familiar to many first-time business owners. While she had a solid product grounded in scientific research, she quickly realized that building a business required more than technical expertise. “I thought having a good product would automatically attract customers,” she admitted. “But I learned that building trust is key. People need to understand your product and believe in its efficacy before they buy it.”     Investing over RM100,000 of her personal savings, she faced initial struggles in building traction and market presence. Recognizing her limitations, Dr. Anne pursued business courses and sought mentorship to bridge the gap in her entrepreneurial knowledge. “It was a cycle of trial and error,” she said. “I had to learn sales, marketing, and customer engagement, things that were completely new to me.”    This iterative process of learning and adaptation allowed her to refine her strategies and position her brand effectively. One key area of focus was customer education. Leveraging platforms like Facebook and TikTok, Dr. Anne conducted online sessions on skin health, helping potential customers understand the science behind her products. “Educating customers about skin health and the root causes of their issues made a huge difference. Once they understood the science, they were more willing to try our products,” she explained.     The brand’s scientific foundation remains a cornerstone of its success. Each product undergoes a rigorous development process, taking an average of four to six months to formulate. Advanced technologies such as meta-biotics and nanotechnology are integral to the creation of solutions targeting specific issues like eczema and dryness. Additionally, the decision to obtain halal certification has been a strategic move to cater to Malaysia’s predominantly Muslim population while appealing to a broader demographic through assurances of quality and ethical production practices.     “Halal certification was important not just for our Muslim customers but also for anyone looking for high-quality, ethically produced skincare products,” Dr. Anne noted. “It’s a mark of trust and quality.”     Scaling the business required balancing affordability with quality. By focusing on high-volume production, Dr. Anne Skincare has managed to meet rising demand without compromising on standards. A recent pre-launch of a meta-biotic product, which sold out within minutes, underscores the brand’s growing market traction.     Looking ahead, Dr. Anne has ambitious plans for regional and international expansion. With partnerships in development for markets like Indonesia and Singapore, the brand is also exploring investment opportunities to enter Europe. “Our vision is to be among the top 20 ASEAN skincare brands within the next five years,” she said. “We’re working hard to make that a reality.”    Dr. Anne’s journey offers valuable insights for aspiring entrepreneurs. Her transition from academia to entrepreneurship underscores the importance of adaptability, continuous learning, and resilience. By leveraging her scientific expertise and embracing a customer-focused approach, she has built a business that addresses a critical market need while maintaining a clear mission and growth trajectory.     For Dr. Anne, the journey is deeply personal yet firmly rooted in business strategy. “I remember the pain, both physical and emotional, of dealing with skin issues,” she said. “Knowing I can help others overcome similar struggles keeps me going.” This dual perspective has enabled her to create a brand that not only solves problems but also inspires trust and loyalty in a competitive industry. 

In the business world today, sustainability has evolved from a buzzword to a core strategy. ReadyCare, a frontrunner in eco-friendly household products, has fully integrated sustainability into its business model. Rather than treating environmental responsibility as a separate initiative, ReadyCare embeds green practices into its day-to-day operations, proving that sustainable growth can go hand in hand with scalability. The Exchange Asia spoke with Mr. Yeoh Eng Foo, Founder of ReadyCare, to gain insight into how the company strikes a balance between eco-consciousness and competitive growth, and how it’s expanding both locally and internationally while remaining steadfast in its sustainability goals. Sustainability at the Core Mr. Yeoh explains that sustainability is not a side project for ReadyCare but rather the foundation of the company’s operations. “At ReadyCare, sustainability is integral to our business model,” he shares. “We’ve implemented green energy solutions and introduced refill vending machines to reduce plastic waste, contributing to both environmental goals and operational efficiency.” These innovations, such as refill vending machines, not only minimize plastic consumption but also make ReadyCare’s products more accessible to consumers, providing an added advantage in scalability. “Our focus on affordability and expanding our distribution regionally allows us to compete with larger players while staying true to our values,” Mr. Yeoh continues. Striking a Competitive Edge Locally and Globally ReadyCare’s strategy to maintain a competitive advantage centers around a blend of affordability, quality, and sustainability. Locally, the company tailors its products to meet specific consumer needs. For instance, it offers detergents free from synthetic perfumes, perfect for sensitive skin, a concern for many Malaysian households. Internationally, ReadyCare has earned significant credibility through certifications from the USDA, The Vegan Society, and JAKIM. These certifications position the company as a trusted player in the eco-friendly product market. To ensure broader reach, ReadyCare has expanded its online presence through platforms like Shopee and Lazada, while also securing brick-and-mortar retail partnerships. Innovation plays a major role in maintaining a competitive edge. For instance, ReadyCare’s recyclable monofilm packaging distinguishes its products in both local and international markets, enhancing its sustainability credentials. Overcoming Market Challenges Entering new markets presents its own set of challenges. “Each market has different regulatory standards and consumer preferences,” Mr. Yeoh explains. “For example, Japan has a strong demand for premium eco-friendly products, while affordability is a higher priority in Indonesia.” ReadyCare’s approach to overcoming these challenges has been through research and strategic partnerships with local players. In Indonesia, for example, the company has collaborated with a local partner to navigate import regulations and customize their offerings to meet the market’s needs. By tailoring both product formulations and marketing strategies to fit local preferences, ReadyCare has found success in diverse markets. Tailoring Products and Marketing to Local Preferences Understanding local consumer behavior is at the heart of ReadyCare’s international expansion strategy. “Before entering a new market, we conduct thorough research to understand consumer pain points,” says Mr. Yeoh. For example, ReadyCare’s dishwashing liquid is specifically formulated to handle the grease from Asian cuisines, a common challenge for many consumers in the region. Similarly, its baby detergents are designed for sensitive skin, offering both efficacy and gentleness. In terms of marketing, ReadyCare adapts its messaging depending on the region. In Japan, where sustainability is a key concern, the company emphasizes its eco-friendly credentials. Meanwhile, in markets like Thailand and Indonesia, affordability and accessibility take precedence, with local partnerships and campaigns helping the company connect with the right audience. A Revenue Model Built on Affordability and Innovation ReadyCare’s revenue generation model revolves around offering affordable eco-friendly products while continuing to innovate. “We focus on providing consistent access to our products through subscription services and major retailer partnerships,” Mr. Yeoh explains. The introduction of refill vending machines is one such innovation that not only supports sustainability but also helps reduce the costs associated with single-use plastics, allowing ReadyCare to reinvest in research and development. Being self-funded has allowed ReadyCare to prioritize reinvestment into R&D, enabling the company to expand its product line without sacrificing its commitment to sustainability. Significant Milestones and Future Growth ReadyCare has already achieved several key milestones that reflect its steady growth trajectory. Some of the company’s proudest accomplishments include earning the USDA biobased certification, launching its refill vending machines in 2022, and expanding into international markets such as the Philippines, Thailand, and Japan. These milestones underscore the company’s commitment to both innovation and sustainability, with each achievement bringing them closer to their vision of becoming a leading clean-living brand in the region. Looking ahead, ReadyCare is focused on further expansion, with plans to enter new markets including Hong Kong, Taiwan, Australia, New Zealand, India, and the Middle East over the next five years. Locally, the company aims to raise awareness about biobased products through targeted campaigns and corporate partnerships. “With rising demand for sustainable solutions, we anticipate breakeven within the next year and positive cash flow by 2026,” Mr. Yeoh shares. Staying Ahead with Innovation As the sustainable household product industry evolves, ReadyCare is committed to staying ahead of the curve by focusing on innovations like monofilm recyclable packaging, refill vending machines, and plant-based formulations. “Consumers are increasingly demanding eco-friendly solutions that don’t compromise on quality,” Mr. Yeoh notes. To meet this demand, ReadyCare continually invests in R&D to push the boundaries of sustainability and product performance. The Impact of the Refill Vending Machines and Plastic Reborn Campaign One of the company’s most tangible contributions to sustainability is the launch of its refill vending machines and the Plastic Reborn Campaign. The refill vending machines were introduced to reduce plastic waste, which has become a significant issue in Malaysia. “These initiatives demonstrate our commitment to sustainability while offering consumers a practical way to engage with the brand,” says Mr. Yeoh. The campaign has resonated strongly with eco-conscious consumers, and partnerships with organizations like AmBank have helped amplify its impact. By providing a visible, hands-on solution to plastic waste, ReadyCare has not only boosted its brand visibility but also fostered long-term customer loyalty. ReadyCare’s journey

In recent years, the area of Bukit Jalil has been rapidly developing into a thriving township that could even be considered a ‘second Kuala Lumpur’ as it continues to become a prime location for property, be it business, retail, manufacturing and even healthcare.   Having this in mind, the Columbia Asia group introduced its 18th hospital in the country – the Columbia Asia Hospital – Bukit Jalil (CAH-BKJ), led by Chief Executive Officer Dr Sharonpal Singh (also known as Dr Pal) who started off as a doctor in 2008 and graduated as an emergency physician in 2016. “(Being an emergency physician) was an interesting experience. There was never a boring day in the emergency department. “When I started in Columbia Asia, there weren’t many emergency physicians in private hospitals. Besides clinical work, emergency physicians were largely involved in administrative work. As emergency medicine is a new speciality in private, the role of the emergency physician in private practice continues to evolve,” he said in an exclusive interview with The Exchange Asia. When Dr. Pal joined CA in 2018 as the regional emergency services coordinator, he was put in charge of 11 emergency departments and was responsible for restructuring the operations of emergency services, improving patient flow standard operating procedures (SOPs) and providing training to the medical officers of the hospital. This visionary healthcare leader brings a unique blend of expertise in emergency medicine, strategic planning and hospital administration, driven by a patient-centric approach that seeks to create an environment that prioritises safety, quality and innovation. According to Dr Pal, the number of emergency physicians across the country has grown to over 700. The Challenges of Communication “Being with Columbia Asia is fulfilling because I get many opportunities to travel, visit other hospitals and meet with other heads of various departments. “I would say I learned a lot from talking to them and sharing experiences and ideas. When we have intellectual discussions like that, we tend to understand each other’s perspectives,” he added. However, Dr Pal acknowledged that one of the biggest complaints in the medical industry is rooted in aspects of communication. He said that in certain cases when a piece of information is passed from one person to another, errors tend to happen. “For medical practitioners, we have to learn how to properly greet and communicate with patients as well. When you are greeted by workers from the hospitality industry, you tend to feel very welcomed, and that’s what I hope the medical industry – and many other industries – will achieve. At CAH-BKJ, we want our patients to feel content coming to our hospital and enjoying the services that we provide. “In fact, when you look at the healthcare industry, many experienced senior clinicians will tell you that 90% of the illness is cured by reassurance, helping the patients get through their struggles and providing them with confidence that they will get better. Again, it boils down to communication,” he noted. Growth of Bukit Jalil When asked the reason Columbia Asia chose Bukit Jalil as the preferred area for its 18th location in Malaysia, Dr Pal said that the decision was made based on the saturation of healthcare organisations and medical centres. “Around the Bukit Jalil community and the surrounding neighbourhood, there are no other hospital establishments apart from Columbia Asia. The nearest one is Taman Desa Medical Centre, while the nearest public hospitals are Serdang Hospital and Hospital Universiti Kebangsaan Malaysia (HUKM). “Because of this, the CAH-BKJ is able to cater for the communities in Bukit Jalil, Sungai Besi, Serdang, Puchong, Old Klang Road, OUG and Seri Petaling, among others,” Dr Pal explained, adding that the area has a diverse population in terms of economic status and age range – with a significant percentage of the patients being the elderly. Additionally, Dr Pal noted that the patient inflow of CAH-BKJ has been very promising as it continues to experience growth month-on-month.   Catering to the Community Dr Pal further elaborated that currently, CAH-BKJ offers 6 core speciality treatments, namely anaesthesia, internal medicine, paediatrics, surgery, orthopaedics as well as obstetrics and gynaecology (Obs & Gynae). “We are also expecting sub-speciality doctors to be joining us soon for each of the core speciality treatments. Based on the cases that we get here at CAH-BKJ, we will soon diversify our medical specialities according to the patient demographics of the area. To provide more comprehensive services to the community, CAH-BKJ also delivers services in Ear, Nose &Throat (ENT) and Opthalmology. With an increasing demand in subspecialties, CAH-BKJ provides these specialised services through its resident or visiting doctors such as in medical disciplines namely Nephrology, Neurology, Hand & Microsurgery, Spine Surgery, Foot & Ankle Surgery, Laparoscopic Surgery and Gyne-oncology. Dr Pal said collaborating with other CA hospitals enhances and complements each others’ specialties and services, like Cardiology. He mentioned that currently, the specialties that are gaining traction, among others, include geriatrics and cardiology. Digitalisation and Expansion The hospital is also not lagging behind in the technological aspect as Columbia Asia has adopted the paperless concept for the past 25 years and it stands as one of the first private hospitals in the country to have its own electronic medical records. According to Dr Pal, the digital records system was developed internally and has been continuously improving over the years as technological advancements evolve. “We are also moving towards digitalising other aspects of the hospital’s operations and all its processes,” Dr Pal added. While he hopes that CAH-BKJ will one day be a one-stop centre for anything related to healthcare in the area, Dr Pal acknowledges that it is still quite a journey and achieving this goal will take time. However, he emphasised that it will not be a one-man show. “I believe in teamwork and I am confident that my managers and the various heads of departments across the board will greatly contribute in shaping the direction of the overall organisation. “If a leader has a vision, the plan will still

https://www.youtube.com/watch?v=55LhAOQ4WF8&t=31s The creative industry, especially film and television, is not only a vital cultural pillar but also a key economic contributor for Malaysia. However, like many industries, it faces significant challenges—ranging from policy gaps to rapid technological shifts and changing global dynamics. To navigate these complexities and ensure sustainable growth, Datuk Azmir Saifuddin Mutalib, CEO of the National Film Development Corporation Malaysia (FINAS), shares his organisation’s vision and the steps being taken to position the industry for both cultural impact and economic success.  One of the cornerstones of a thriving creative sector is a well-structured policy framework that addresses the diverse needs of industry stakeholders. “The creative industry is multifaceted, and one-size-fits-all solutions simply do not work,” says Datuk Azmir. “By categorising filmmakers based on their development stages, we can provide targeted support—from nurturing emerging talent to empowering established production houses to expand internationally.”   This strategic segmentation not only helps define clearer industry pathways but also allows for more impactful interventions at every stage of a filmmaker’s journey. From financial assistance to educational support, this approach ensures that the industry grows cohesively, with each group contributing effectively to its broader success.  Adapting to a Changing Global Landscape: Post-Pandemic Recovery and Global Shifts  The COVID-19 pandemic disrupted many industries, with the creative sector among the hardest hit. Production schedules were delayed, cinemas closed, and revenue streams evaporated. At the same time, external challenges such as the 2023 Hollywood strikes further impacted the global content market, putting pressure on local production houses to adapt  Datuk Azmir acknowledges the lasting effects of these disruptions but emphasises the resilience of the Malaysian creative industry. “The pandemic changed everything,” he reflects. “But it also accelerated shifts that were already happening—like the rise of Video-on-Demand (VOD) platforms.” The pivot to digital and online streaming has, for many companies, been a lifeline. FINAS has been at the forefront of analysing these market shifts, exploring new ways to support local content creators in competing globally.  “We are working closely with local production companies to help them understand and tap into these digital platforms, ensuring that Malaysian content reaches audiences worldwide. This is an exciting opportunity for us to bring Malaysian stories to the global stage,” says Datuk Azmir.  Ensuring Fair Treatment and Financial Security for the Workforce  The Malaysian creative industry is heavily reliant on freelancers, who make up approximately 90% of the workforce. Recognising the importance of this demographic, FINAS has introduced several initiatives to improve their welfare. “Freelancers are the lifeblood of our industry, yet they often face precarious working conditions,” explains Datuk Azmir. “We are committed to enhancing their working standards through standardised contracts, mandatory insurance coverage, and provisions that protect vulnerable groups, such as child actors.”  Beyond contractual reforms, FINAS has also partnered with Malaysia’s Employees Provident Fund (EPF) and the Social Security Organisation (SOCSO) to encourage freelancers to open personal accounts, ensuring long-term financial stability. “These partnerships provide a safety net for workers during medical emergencies or unexpected circumstances, offering peace of mind as they continue their work in the creative sector,” Datuk Azmir highlights.  Transforming the Creative Industry into an Economic Powerhouse  For Datuk Azmir and FINAS, the goal is clear: to transform Malaysia’s creative industry into a major economic driver. “The creative economy has immense potential, not only in terms of cultural influence but also as an economic contributor,” he asserts. “To achieve this, we need to build a sustainable ecosystem that attracts both public and private investments.”  A key part of this strategy is streamlining funding mechanisms to provide more targeted financial support. FINAS has introduced innovative financing programs, such as the matching fund system, where producers secure a portion of their funding through international pitching opportunities, while FINAS covers the rest. “This model ensures that projects are thoroughly vetted, backed by private investment, and not solely reliant on government funds,” Datuk Azmir explains.  Additionally, through strategic collaborations with international partners, FINAS aims to bring cutting-edge technology to Malaysia’s creative sector. Investments in facilities like Dolby Atmos sound systems and virtual production studios powered by Unreal Engine are helping to elevate local productions to global standards. “These technological investments are essential in maintaining a competitive edge in the fast-evolving creative industry,” he adds.  Preparing for the Future  For Datuk Azmir, education is the bedrock of long-term industry growth. “The future of Malaysia’s creative industry lies in the hands of a highly skilled and educated workforce,” he says. “That’s why we’re focusing on education and capacity building to ensure our filmmakers have the technical know-how and global best practices to compete on the international stage.”  As part of this vision, FINAS is rolling out several initiatives aimed at building talent from the ground up. One of the most ambitious projects is a six-month script development lab designed to guide aspiring filmmakers through every stage of content creation, from storyboarding to full script development. “This program will not only help participants refine their craft but also give them access to global pitching platforms and international film festivals, opening doors for greater visibility and success,” says Datuk Azmir.  Adapting to Emerging Trends and Strengthening Distribution Networks  The rise of Over-The-Top (OTT) streaming platforms has significantly altered audience behavior, with many turning to digital options rather than traditional cinema. To address this shift, FINAS is actively working to revitalise cinema attendance and strengthen local distribution networks. “We’re collaborating with international distributors like Disney and Sony to ensure that Malaysian content reaches a global audience,” says Datuk Azmir. “At the same time, we’re empowering local companies to build regional distribution networks to enhance the reach of our films and TV shows.”  Incorporating Cutting-Edge Technology and Navigating Global Markets  As the creative industry becomes increasingly reliant on technological advancements, FINAS has been investing heavily in state-of-the-art facilities. These include high-quality sound systems and virtual production studios, which are redefining the filmmaking process in Malaysia. “We are also exploring the potential of artificial intelligence in content creation,” Datuk Azmir says. “AI could revolutionise processes such

Malyan Universal’s journey from a modest shop in 2016 to a leading player in the packaging industry is a testament to perseverance, innovation, and adaptability. Founded by Dr. Mohd Malek Ms, the company’s evolution has been driven by a singular goal: to revolutionise the packaging experience for small businesses while promoting sustainability.  The idea behind Malyan Universal was conceived in 2014, “Initially, it was a part-time venture while I was under employment. In 2016, I made the big decision to resign and focus entirely on my business,” Dr. Malek shared. However, the early days were far from easy. The first year saw Malyan operating from a modest 800 square-foot shop, with disappointing sales despite importing products within Malaysia and from China.  “We faced a lot of challenges,” Dr. Malek recounted. “We had two containers of products, but no customers. The organisations I had hoped would support us did not follow through, and within the first six months, we lost over RM70,000 with no sales.” Faced with these setbacks, Dr. Malek turned to innovation. A pivotal moment came when a customer inquired about custom-printed cups. Driven by the opportunity, Dr. Malek took it upon himself to learn the machinery, launching Malyan’s custom printing services in 2018.  This innovation marked a turning point for the company. By offering small businesses the ability to print cups with a low minimum order quantity (MOQ) of just 3,000 units—far less than the 20,000 to 30,000 MOQ typically required by larger factories—Malyan Universal was able to cater to a previously underserved market of small cafes and local businesses. “By 2018, we had our first printing machine in operation, and we began serving over 100 small merchants,” said Dr. Malek. This flexibility in production soon led to the company’s expansion, from one location to six.    Today, Malyan operates out of a new factory, having recently consolidated operations. The company’s commitment to innovation continues to drive its growth. “Looking ahead, we plan to launch innovative products. For example, we’re introducing cups with unique features—one that reveals designs when exposed to ice and another with glow-in-the-dark printing,” Dr. Malek revealed. “These will be launched at an international franchise event next May, where we will also showcase our customer service and encourage franchise partnerships.”  Reflecting on his unconventional journey, Dr. Malek revealed, “I had no prior experience in this industry. My background was in B2B sales at a bank, where I organised events and campaigns. That experience taught me how to collaborate with businesses and build partnerships, which I applied to Malyan by connecting customers across different sectors.”  Malyan Universal made history as the first company in Malaysia to offer custom-printed cups with low MOQs, catering to both large clients and small businesses. As the business grew, the company expanded its machinery, scaling up from two printing machines to seven. However, Dr. Malek acknowledged the challenges faced by industry, particularly the transition to biodegradable materials. “Despite government regulations, the adoption of biodegradable packaging has been slow due to higher costs and limited production capacity,” he noted, stressing the importance of educating customers and securing government support to drive change.  Another challenge faced by Malyan has been finding and retaining skilled workers. “Factory work differs from corporate environments, and many employees lack discipline or long-term commitment,” Dr. Malek explained. “At Malyan, we focus on educating our employees and fostering transparency by sharing the company’s financial performance and future plans. This helps align everyone with the company’s goals.”  Technology has played a key role in Malyan’s growth. The company has invested in advanced machinery, including a four-color printer for cups, enabling them to offer more complex designs. “We started with second-hand machines to minimize costs, but as our business grew, we upgraded to newer equipment,” Dr. Malek said.  Looking to the future, Dr. Malek has ambitious plans. “Our long-term vision includes producing our own PP and PE cups and expanding into international markets, particularly the U.S. and Australia. We want Malyan to be a legacy project that not only supports future generations but also provides for the families of our employees.”  While Malyan is not seeking investors at the moment, the company remains focused on sustainable growth. “We are reinvesting profits into the business to scale responsibly,” Dr. Malek said. “The packaging industry faces stiff competition from low-cost imports, especially from China, but we’re focused on increasing awareness of our unique offerings through international events and franchise partnerships.”  Malyan’s commitment to eco-friendly solutions, alongside its focus on innovation, positions it well for the future. As Dr. Malek summed up, “The biggest challenge is educating customers about sustainable packaging. Many still prefer plastic cups because they offer better visibility of colorful drinks, but we are confident that over time, we can change this perception.”  With a clear vision for the future, Malyan Universal is poised for continued success, offering innovative, sustainable packaging solutions while growing its global footprint. 

https://www.youtube.com/watch?v=dB-Bm3K9F4I&list=PLXNUnD-w9bUm9YmvkhNEnRGeat3fkPI73&index=2 Christy Ng, the visionary founder of the renowned Malaysian footwear brand, is an embodiment of determination and entrepreneurial spirit. What began as a humble venture in her living room has blossomed into a global brand with a loyal customer base and an international footprint. Today, Christy Ng is a name synonymous with stylish, quality footwear, and the brand’s success story is a testament to the power of passion, hard work, and resilience.  Christy Ng, the visionary founder of the renowned Malaysian footwear brand, is an embodiment of determination and entrepreneurial spirit. What began as a humble venture in her living room has blossomed into a global brand with a loyal customer base and an international footprint. Today, Christy Ng is a name synonymous with stylish, quality footwear, and the brand’s success story is a testament to the power of passion, hard work, and resilience.  “I started this business literally from my living room. Back then, it was just me, a laptop, and RM10,000 in savings,” Christy recalls. “I had no prior experience in manufacturing or business. I was working a comfortable corporate job with a steady income, but I decided to leave it all behind because I felt this calling—I was so passionate about creating beautiful shoes for women. Shoes, I believe, are something that can completely transform how a woman feels about herself.”  The early days were far from easy. “There were so many challenges. I had no formal business education and very limited resources. The experience of running a business is the best way to learn. I went through the baptism of fire, graduated from the so-called ‘university of society.’” Christy admits. Managing capital was one of the major hurdles she faced. With a small initial budget, every decision had to be made carefully, balancing creativity with financial sustainability.   “With the lack of capital, I had to start with e-commerce. It wasn’t an option; it was more of a ‘no choice’ decision,” Christy shares. “Even my aunt doubted that shoes could be sold online because it’s a product that requires fitting. E-commerce wasn’t what it is now. But after the pandemic hit, it supercharged our e-commerce business, growing it by 400–500%.”  To stay ahead, the brand launches new products weekly. “Researching trends is how we stay on top of the market. I’m very data-driven, being from a science background. Everything is based on data,” Christy notes. This analytical approach has been key to aligning new products with customer preferences and ensuring their relevance.  Christy also highlighted the importance of avoiding common pitfalls in business. “A lot of little things can accumulate and become detrimental. Poor inventory management, for example, can cause overstocking and wastage. Everything has a shelf life, and oversupply can lead to huge losses,” she explains.  In addition to financial constraints, understanding her customers’ preferences was crucial to building the brand. “I had to learn everything by making mistakes and figuring out how to do better the next time,” she shares. With the support of friends, family, and early customers who believed in the brand, Christy slowly began to build her dream.  Christy Ng grew exponentially, moving from a small home operation to a prominent player in the fashion industry. The brand now boasts 12 retail outlets across Malaysia and a strong online presence, serving customers in over 50 countries. “It’s been 13 years of hard work, trial and error, and constant learning,” Christy reflects.   The brand’s success can be attributed to its customer-centric approach. Christy’s background in science has also played a role in her analytical approach to product development. “I look at customer data—what colours, sizes, or styles are popular—and use that to guide our design process,” she says. This data-driven approach ensures that each new product is aligned with consumer preferences, offering great value and relevance.   What sets Christy Ng apart from its competitors is the company’s unwavering commitment to quality and customer satisfaction. Christy’s business philosophy focuses on providing exceptional products without compromising on affordability. “We’re extremely customer focused. For us, every decision revolves around how we can provide the best possible experience and value to our customers,” she explains. This customer-first mentality has resulted in impressive customer loyalty, with a retention rate of around 40%, a rare feat in today’s competitive market.  Christy emphasises on the importance of collaboration in maintaining the brand’s uniqueness. One standout collaboration that Christy highlights the exclusive interview, was with international logistics company DHL, where Christy Ng designed a collection of women’s shoes and handbags that appealed to a global audience. “We did a unisex collection that catered to a wider audience, and the response was phenomenal,” she says. The collaboration helped the brand expand its reach beyond local markets and gain international recognition.  Global Expansion for Christy Ng Looking ahead, Christy Ng is focused on further global expansion. With 12 stores all across Malaysia, the brand has established itself and gained the trust and a great customer base among the fellow Malaysians. The brand has already made significant strides in international markets, with plans to open a flagship store in Jakarta, Indonesia. “We’ve signed a lease for a flagship store in a prime area in Jakarta that will be opening before Ramadan, and we’re excited to expand further,” Christy reveals. This strategic move will help solidify the brand’s presence in key global markets.    Christy believes Malaysian brands have a unique opportunity to compete on the global stage, provided they strike the right balance between creativity and practicality. “We need to offer quality products at reasonable prices because today’s consumers have so many choices,” she says. She also stresses the importance of infusing cultural elements into designs to create something truly unique, relatable and a symbol to represent it as a Malaysian brand.     Christy’s advice to aspiring entrepreneurs is both practical and inspiring. “Don’t be afraid to ask for help. I’ve had so many mentors and friends guide me along the way,” she shares. “Learn from your mistakes—every failure is an

In the fiercely competitive decorative paints market of Malaysia, AkzoNobel Dulux has carved out a strong position by prioritising innovation and sustainability. In an exclusive interview with The Exchange Asia, Craig Tham, Commercial Head at AkzoNobel Malaysia, attributes the company’s leadership to its continuous investment in technology and customer-focused solutions. “Supported by a global team of approximately 3,000 scientists and 70 state-of-the-art laboratories, we are committed to staying at the forefront of industry advancements,” he shares. By integrating sustainability, innovation, and health-centric solutions, AkzoNobel consistently meets the evolving needs of its Malaysian customers. Strategic Relocation for Growth A pivotal moment in AkzoNobel’s regional strategy was relocating its ASEAN Regional Decorative Research & Development Hub to Nilai, Malaysia. “This strategic move enables us to enhance our capabilities in upgrading existing products with the latest technologies and innovating new solutions,” says Tham. The proximity to local operations ensures the company can better align with market demands and respond more effectively to regional needs. This relocation not only strengthens AkzoNobel’s market leadership but also underscores its commitment to Malaysia as a hub for innovation. Overcoming Challenges Through Strategic Acquisitions Navigating Malaysia’s competitive market has not been without challenges. The decorative paints segment is crowded with global, regional, and local players. However, AkzoNobel has strategically bolstered its position through acquisitions. “Acquiring ICI Paints (Malaysia) Sdn Bhd in 2008 and Colourland Paints in 2018 allowed us to expand our presence and reaffirm our commitment to the Malaysian market,” Tham explains. Additionally, Dulux’s legacy of over 60 years in Malaysia cements its reputation as a trusted and innovative brand. Innovative Collaborations for Brand Differentiation A unique collaboration with fashion designer Shanell Harun showcased AkzoNobel’s creativity and commitment to pushing boundaries. “This partnership demonstrated the harmonious relationship between colour and fashion, solidifying our position as a trendsetter in colour innovation,” notes Tham. By bridging interior design and couture, the company highlighted the luxurious versatility of its Dulux Ambiance Pearl Glo product line, offering homeowners elegance and sophistication. Meeting Changing Consumer Preferences Malaysian consumers increasingly prioritise sustainability and health, prompting AkzoNobel to adapt its innovation strategies. Products like Dulux Weathershield, with Keep Cool technology, reduce indoor temperatures and energy costs, aligning with sustainability goals. Meanwhile, Dulux EasyClean Plus incorporates Silver Ion Technology to combat bacteria and viruses, promoting healthier living environments. “Our focus on wellness, sustainability, and aesthetic appeal ensures our products remain relevant to the shifting demands of consumers,” Tham emphasises. Sustainability at the Core Sustainability is deeply embedded in AkzoNobel’s operations and innovation strategies. “Globally, we aim to cut carbon emissions by 50% across our value chain by 2030, using 2018 as the baseline,” Tham reveals. In Malaysia, the Nilai factory’s installation of 1,438 solar panels has already achieved a 30% monthly energy reduction. These initiatives reflect AkzoNobel’s broader goals of leveraging paints and coatings to enhance efficiency, reduce waste, and improve safety, all while contributing to a greener future. Future Growth and Long-Term Vision Looking ahead, AkzoNobel aims to strengthen its market presence in Malaysia and Southeast Asia. “With the enduring legacy of the Dulux brand, we are confident in building a solid foundation for continued success and growth,” says Tham. Strategic growth initiatives, coupled with a focus on quality and customer service, position AkzoNobel as a resilient leader in the region’s decorative paints market. In a world where consumer preferences and environmental concerns are rapidly evolving, AkzoNobel Dulux’s ability to innovate and adapt ensures its lasting relevance and leadership.