Tenth Malaysian Plan (2011 – 2015)
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The Covid-19 Pandemic and Its Repercussions on the Malaysian Tourism Industry
Journal of Tourism and Hospitality Management, May-June 2021, Vol. 9, No. 3, 135-145 doi: 10.17265/2328-2169/2021.03.001 D D AV I D PUBLISHING The Covid-19 Pandemic and Its Repercussions on the Malaysian Tourism Industry Noriah Ramli, Majdah Zawawi International Islamic University Malaysia, Jalan Gombak, Malaysia The outbreak of the novel coronavirus (Covid-19) has hit the nation’s tourism sector hard. With the closure of borders, industry players should now realize that they cannot rely and focus too much on international receipts but should also give equal balance attention to local tourist and tourism products. Hence, urgent steps must be taken by the government to reduce the impact of this outbreak on the country’s economy, by introducing measures to boost domestic tourism and to satisfy the cravings of the tourism needs of the population. It is not an understatement that Malaysians often look for tourists’ destinations outside Malaysia for fun and adventure, ignoring the fact that Malaysia has a lot to offer to tourist in terms of sun, sea, culture, heritage, gastronomy, and adventure. National geography programs like “Tribal Chef” demonstrate how “experiential tourism” resonates with the young and adventurous, international and Malaysian alike. The main purpose of this paper is to give an insight about the effect of Covid-19 pandemic to the tourism and hospitality services industry in Malaysia. What is the immediate impact of Covid-19 pandemic on Malaysia’s tourism industry? What are the initiatives (stimulus package) taken by the Malaysian government in order to ensure tourism sustainability during Covid-19 pandemic? How to boost tourist confidence? How to revive Malaysia’s tourism industry? How local government agencies can help in promoting and coordinating domestic tourism? These are some of the questions which a response is provided in the paper. -
Department of Economics Issn 1441-5429 Discussion
DEPARTMENT OF ECONOMICS ISSN 1441-5429 DISCUSSION PAPER 11/06 ASIAN FINANCIAL CRISIS, AVIAN FLU AND TERRORIST THREATS: ARE SHOCKS TO MALAYSIAN TOURIST ARRIVALS PERMANENT OR TRANSITORY? Hooi Hooi Lean♣ and Russell Smyth♥ ABSTRACT International visitor arrivals from Malaysia’s ten major source markets are examined using Lagrange Multiplier (LM) unit root tests with one and two structural breaks to ascertain if shocks to the time path of tourist arrivals are permanent or transitory. The LM unit root test with one break is able to reject the unit root null for between 60 per cent of source markets where the break is specified as in the intercept and 90 per cent of source markets where the break is specified as in the intercept and slope. The LM unit root test with two breaks is able to reject the unit root null for all source markets, irrespective of how the break is specified. This result suggests that the effects of shocks on the growth path of tourist arrivals to Malaysia from its major markets are only transitory and that Malaysia’s tourist sector is sustainable in the long run. While the effects of shocks are not permanent we do find that following shocks the growth in tourist arrivals from Malaysia’s source markets have generally slowed. This result suggests there is a need to reduce the negative effects of slower growth in the recovery phase. ♣School of Social Sciences, Universiti Sains Malaysia, 11800 Minden, Penang, Malaysia ♥ Department of Economics, Monash University, 900 Dandenong Road, Caulfield East 3145, Australia. 1 Asian Financial Crisis, Avian Flu and Terrorist Threats: Are Shocks to Malaysian Tourist Arrivals Permanent or Transitory? 1. -
Fourth Malaysia Plan (Fmp)
THE FOURTH MALAYSIA PLAN (FMP) (RANCANGAN MALAYSIA KE-4, RME) 1981-1985 Table of Contents TABLE OF CONTENTS.............................................................................................................................. 2 CHAPTER 01 : POLICY OBJECTIVES AND FRAMEWORK........................................................................... 6 I : INTRODUCTION ....................................................................................................................... 6 II : BACKGROUND TO THE NEP .................................................................................................. 6 III : ECONOMIC POLICIES AND STRATEGIES............................................................................. 7 CHAPTER 02 : THE GROWTH AND STRUCTURE OF THE MALAYSIAN ECONOMY.................................. 13 I : INTRODUCTION ..................................................................................................................... 13 II : STATE OF THE ECONOMY IN 1970....................................................................................... 13 III : STRUCTURE OF PRODUCTION, 1971-80............................................................................ 14 IV : SOURCES OF GROWTH........................................................................................................ 20 V : TERMS OF TRADE AND CHANGES IN REAL INCOMES....................................................... 25 VI : SAVINGS AND INVESTMENT............................................................................................... -
HISTORYOF COMMUNICATION in MALAYSIA (1940-2008) Sevia Mahdaliza Khairil Amree Zainol
1 HISTORYOF COMMUNICATION IN MALAYSIA (1940-2008) Sevia Mahdaliza Khairil Amree Zainol 1.1 INTRODUCTION The Second World War was, in some ways, one of the lowest points in Malaysia's history. Japanese forces landed on the north- east border of Malaya on 8 December 194 1 and, in one month, succeeded in establishing their control of both Peninsula Malaya and Sabah and Sarawak. On 15 March 1942, Singapore surrendered. Singapore was renamed Shonan and became the centre of a regional administrative headquarters that incorporated the Straits Settlements, and the Federated Malay States and Sumatra. Much like the British who had installed residents in the Malay ruling houses fifty years earlier, the Japanese appointed local governors to each state. The only difference was that this time, it was the Sultans who were placed in the positions of advisors. The Unfederated Malay States, Perlis, Kedah, Kelantan and Terengganu found themselves back under the sovereignty of Thailand in 1942, when Thailand declared war on Britain and the USA. Most large scale economic activities grounded to a halt during the period of the War. The production of tin which was already falling before the War stopped almost completely. People turned their occupation away from the cultivation of commercial crops, concentrating instead on planting rice and vegetables to ensure they did not go hungry. [1] 2 Wireless Communication Technology in Malaysia 1.2 HISTORY BEGAN For the telecommunication industry, all activity not specifically related to the war effort came to a stand still. A young telegraph operator identified only as E.R. joined what was then the Post and Telecoms Department in 1941. -
EY KL Calling 2020
KL calling: dynamic, digital, diverse Investors guide Foreword The next phase of Kuala Lumpur’s growth is pivoting towards next-gen industries, including Industry 4.0. In recent years, Kuala Lumpur has garnered investments from high-tech multinational corporations in advanced medical technologies, digital e-platforms, Internet of Things, robotics and higher-value Global Business Services. Malaysia’s world-class infrastructure, supportive government policies and agencies Dato’ Abdul Rauf Rashid and future-ready digital talent proficient in EY Asean Assurance Leader English and Asian languages continue to Malaysia Managing Partner attract international businesses to establish Ernst & Young PLT their regional headquarters and centers in Kuala Lumpur. Beyond 2020, I envision that Kuala Lumpur will holistically evolve to become a smart digital city, driven by a balanced community purpose, i.e., to serve its residents’ needs and systemically improve common facilities and amenities for the well-being of Malaysians, business residents, expatriates and international visitors. Malaysia welcomes investors to recognize Kuala Lumpur’s 3 D strengths: dynamic, digital, diverse, and participate in Kuala Lumpur’s next exciting transformation! Selamat datang ke Kuala Lumpur! KL calling: dynamic, digital, diverse | 1 Our strategy is to be as close as “possible to our customers to understand their needs and to Malaysia’s fundamentals remain develop suitable products and “ solutions to fulfil their strong and attractive to investors. requirements. As the region’s most competitive manufacturing Despite the COVID-19 pandemic, powerhouse, Kuala Lumpur we remain in active discussions emerged as a natural favorite. with potential investors. Although some investors are ABB taking a wait-and-see approach, others remain committed to their investments as they hold a long- About 16 months into our term view. -
Property Market 2013
Property Market 2013 www.wtw.com.my C H Williams Talhar and Wong 30.01, 30th Floor, Menara Multi-Purpose@CapSquare, 8 Jalan Munshi Abdullah, 51000 Kuala Lumpur Tel: 03-2616 8888 Fax: 03-2616 8899 KDN No. PP013/07/2012 (030726) Property Market 2013 www.wtw.com.my C H Williams Talhar and Wong 30.01, 30th Floor, Menara Multi-Purpose@CapSquare, 8 Jalan Munshi Abdullah, 51000 Kuala Lumpur Tel: 03-2616 8888 Fax: 03-2616 8899 KDN No. PP013/07/2012 (030726) CH Williams Talhar & Wong established in 1960, is a leading real estate services company in Malaysia & Brunei (headquartered in Kuala Lumpur) operating with 25 branches and associated offices. HISTORY Colin Harold Williams established C H Williams & Co, Chartered Surveyor, Valuer and Estate Agent in 1960 in Kuala Lumpur. In 1974, the company merged with Talhar & Co, a Johor-base Chartered Surveying and Valuation company under the sole-proprietorship of Mohd Talhar Abdul Rahman. With the inclusion of Wong Choon Kee, in a 3-way equal partnership arrangement, C H Williams Talhar and Wong was founded. PRESENT MANAGEMENT The Group is headed by Chairman, Mohd Talhar Abdul Rahman who guides the group on policy de- velopments and identifies key marketing strategies which have been instrumental in maintaining the strong competitive edge of WTW. The current Managing Directors of the WTW Group operations are: C H Williams Talhar & Wong Sdn Bhd Foo Gee Jen C H Williams Talhar & Wong (Sabah) Sdn Bhd Robin Chung York Bin C H Williams Talhar Wong & Yeo Sdn Bhd (operating in Sarawak) Robert Ting Kang Sung -
World Bank Document
Updated as of October 13, 2017 Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized October 2017 Public Disclosure Authorized Updated as of October 13, 2017 Updated as of October 13, 2017 Primer on Malaysia’s Experience with National Development Planning Table of Contents Acknowledgements ...................................................................................................................................... I 1. Introduction ......................................................................................................................................... 1 2. Malaysia’s Planning System: A Brief History ..................................................................................... 2 3. How Planning Works in Malaysia ...................................................................................................... 5 Institutional Architecture .............................................................................................................. 8 Connecting National Visions and Plans ...................................................................................... 13 Inter-Ministerial Coordination .................................................................................................... 14 Stakeholder Consultation and Input ........................................................................................... 15 Planning and Budgeting ............................................................................................................... 16 -
Transforming Lives
TRANSFORMING LIVES ANNUAL REPORT 2015 TRANSFORMING LIVES The world is rapidly being transformed by technology. Information is extremely powerful in terms of connecting people, providing more efficient services and influencing change. The wide range of information at our fingertips is also driving a new competitive marketplace and transforming not only the economy, but also the way people, companies and governments choose to operate. 2015 was a pivotal year for Prestariang as we secured major contracts such as the Master Licensing Agreement (MLA) 2.0 and the appointment as the sole Microsoft Licensing Solutions Partner that provides Microsoft software licenses and related services to all the Government Agencies in Malaysia. We are now ascending to the next level of our business expansion by diversifying into technology solutions & services. The ‘Sistem Kawalan & Imigresen Nasional’ (SKIN) project is set to be the next growth driver for Prestariang. SKIN is a comprehensive and integrated technology platform to modernise the core applications and infrastructure of the national immigration system with the objective of tightening the national border security. The system will be installed at airports and the country’s entry points. Leveraging on our experience and expertise we are set to make our hybrid innovative ideas become a reality. Our workforce planning is intrinsic to coping with industry demand to ensure the right experience, competencies and skill sets reside within our organisation. Powered by technology advancements, we are creating -
Wellness Bliss
Wellness bliss. Tour designer: Steffanie Tan Telephone: (+60) 4 376 1101 Email: [email protected] Tour designer: Steffanie Tan Telephone: (+60) 4 376 1101 Email: [email protected] MALAYSIA | 8DAYS / 7NIGHTS Route: Round-trip from Kuala Lumpur to Langkawi Type of tour: Cultural and wellness 1 TOUR OVERVIEW Discover the sensuous side of Malaysia over eight days of sheer and utter bliss, with a heavenly mix of sightseeing and therapeutic treatments. This twin centre programme takes in the futuristic capital, Kuala Lumpur, and the paradisiacal island of Langkawi in the Andaman Sea. Visit shrines, workshops and markets; explore caves and mangrove swamps, and come face to face with the king of birds at an eagle feeding session; and enjoy an array of relaxing traditional Malaysian massages from the moment you arrive to the eve of your departure. TOUR HIGHLIGHTS Kuala Lumpur: Tour the world-famous Royal Selangor visitor centre and learn all about pewter production Batu caves: These limestone caverns to the north of Kuala Lumpur are a shrine to Hindu deity Lord Subramaniyan Chinatown: Stroll through the bustling Pasar Malam night market for an insight into the Kuala Lumpur’s thriving Chinese community Langkawi: Release your inner Indiana Jones touring the mangroves and caves of this island known as the Jewel of Kedah DON'T MISS KL Tower: The 421-metre-tall telecom Little India: One in ten Kuala Lumpur Langkawi: Savour the fresh seafood tower offers stunning views of Kuala residents is of Indian origin and that is available at a number of Lumpur and the PETRONAS Twin Brickfields is the beating heart of this restaurants throughout Langkawi. -
Annual Report 2017 Group Highlights 2017
ANNUAL REPORT 2017 GROUP HIGHLIGHTS 2017 1. SALES 4. SHAREHOLDERS FUND 7. PROFIT ATTRIBUTABLE TO RM4.92 billion RM11.94 BILLION OWNERS OF THE COMPANY RM933 million 2. REVENUE 5. EARNINGS PER SHARE 8. ENLARGED LAND BANKS RM4.52 billion 26.77 Sen 9,606 acres 3. PROFIT BEFORE TAX 6. DIVIDEND PER SHARE 9. STRONG GDV IN THE PIPELINE RM1.27 billion 15.5 sen RM128.37 billion 10. ON-GOING PROJECTS 44 projects TOTAL SALES 11. UNBILLED SALES ACHIEVED RM7.72 billion FOR FY2017 IS 12. TOTAL STRONG DYNAMIC & DIVERSIFIED EMPLOYEES RM4.92 BILLION 2,300 people COVER RATIONALE At S P Setia, the sky is not the limit. In fact, we believe that the future is limitless. Opened to the possibilities of tomorrow, we embarked on a journey of strengthening growth, anchored by the dynamic and highly-talented Team Setia and our wide range of products. Guided by our ethos, we worked together, embraced change and demonstrated our resilience in the face of challenges while at the same time, boosting our capabilities today to fortify tomorrow’s opportunities. We will continue to reinforce our strong foundations, define our path forward to build a meaningful, sustainable future, for us and for our stakeholders. CONTENT OUR BUSINESS OUR LEADERSHIP AND PEOPLE Vision, Mission & Values 3 Board of Directors 36 Corporate Profile 4 Directors’ Profiles 38 Global Presence 6 Senior Management Team Profiles 48 Corporate Structure 8 Corporate Information 11 OUR ACHIEVEMENTS AND ACCOLADES Achievements 54 OUR PERFORMANCE REVIEW Accolades 60 Chairman’s Message 12 Management Discussion -
71 Land Settlement Schemes and the Alleviation of Rural Poverty In
Land Settlement Schemes and the Alleviation of Rural Poverty in Sarawak, East Malaysia: A Critical Commentary Victor T. King Universit of Hull Introduction For a long time now the Malaysian government, the Sarawak state authorities and several outside agencies and observers have recognised that one of the main tasks which modern Sarawak faces is the improvement of its agricultural sector and the alleviation of rural poverty. Much of what James Jackson said in the mid-1960s, in his outstanding geographical study of Sarawak, is still of relevance today. The extension and improvement of farming is the cornerstone , of development planning in Sarawak for, despite the recent growth of the timber industry, agriculture will remain the basis of the economy and ultimately social and economic progress depends on the upgrading of rural incomes. However, in terms of agricultural development, Sarawak faces severe difficulties. Over vast areas soils are poor, and often acid; the steep slopes characteristic of much of the interior and the extensive peat swamps of the coastal plains inhibit development and enhance costs, as does the lack of roads. The widespread existence of the bush-fallow method of hill-padi farming presents a complex and urgent problem which must be solved before agricultural development can proceed much further in interior areas. Train- ing schemes are required to overcome the general ignorance of good farming practices and there is a shortage of suitable staff. Finally, development is hampered by land-tenure problems. (1968: 73-74) Government planning in Sarawak must be seen in the context of the wider Federa- tion of Malaysia's New Economic Policy, initiated with the Second Malaysia Plan (1971-75). -
Eleventh Malaysia Plan 2016-2020 Anchoring GRowth on People
ELEVENTH MALAYSIA PLAN 2016-2020 ANCHORING G ROWTH ON PEOPLE ISBN 978-9675842085 For further information refer to: Director General, Economic Planning Unit, Prime Minister’s Department, Block B5 & B6, Federal Government Administrative Centre, 62502 Putrajaya. MALAYSIA. http://www.epu.gov.my email: [email protected] Tel.: 603-8000 8000 Fax: 603-8888 3755 Released on 21st May 2015 Reprinted on 29th May 2015 Publisher’s Copyright© All rights reserved. No part of this publication may be reproduced, copied, stored in any retrieval system or transmitted in any form or by any means – electronic, mechanical, photocopying, recording or otherwise; without prior permission of Economic Planning Unit, Prime Minister’s Department, Malaysia. Printed by Percetakan Nasional Malaysia Berhad, Kuala Lumpur, 2015 www.printnasional.com.my Email: [email protected] Tel: 03-92366895 Fax: 03-92224773 ELEVENTH MALAYSIA PLAN 2016-2020 ANCHORING G ROWTH ON PEOPLE Foreword Dato’ Sri Mohd Najib bin Tun Haji Abdul Razak Prime Minister of Malaysia i The Eleventh Malaysia Plan, 2016-2020, marks a momentous milestone in our nation’s history. With 2020 now just five years away, the Eleventh Plan is the next critical step in our journey to become an advanced nation that is inclusive and sustainable. In the last five years, although Malaysia encountered headwinds from a global economic slowdown, our economy has done extremely well with GDP growth among the fastest in the region. The quality of life of the rakyat has also improved as reflected by the increase in both per capita income and the average household income. This was made possible by the numerous reforms that were put in place by the Government to improve the quality of life of the people.