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Malaysia has long traded on its alluring mix of nature, tropical beaches, vibrant culture and modern cities to bring in tourists from the region and further afield – the collage of attractions summed up in its long-running “Malaysia, Truly Asia” advertising campaign. But as its neighbours refine their offerings, the country is facing increased competition for foreign visitors and their spending, even as it sets itself ambitious targets for the future. The government has identified tourism as a key growth area under its plan to transform Malaysia into a high-income nation by 2020. To do so, the sector is turning to new markets – China, India and the Middle East – and diversifying its products. This chapter contains an interview with Tunku Ahmad Burhanuddin, Group Managing Director and CEO, Themed Attractions Resorts & Hotels.

In the nearly 60 years since its independence, Malaysia has made enormous strides in health care, creating an internationally lauded public health system that delivers quality care to a large proportion of the public at extremely generous rates. This is complemented by a growing private sector, which provides quality care – often in specialist areas – to those Malaysians and foreigners who can afford it. In February 2015 Prime Minister Najib Razak could boast that public medical fees were the lowest in the world, with the government currently subsidising health care costs at a rate of about 98%. But as Malaysians live longer and lifestyles change, the prevalence of diseases such as diabetes and cancer has increased, putting pressure on health care funding. This chapter contains a dialogue with Amiruddin Abdul Satar, Managing Director, KJP Healthcare; and Ahmad Shahizam Bin Mohd Shariff, CEO, Pantai Group.

Malaysia’s ongoing commitment to education is evident in the amount it invests in the sector each year, usually at least 20% of the annual budget for all levels of learning, according to the World Bank. The result has been a sustained improvement in access to education, with close to universal enrolment at the primary and secondary level. Shifting the curriculum away from rote learning and closing the gap between rural and urban schools are key aims of ongoing education reforms, which also envisage more private sector involvement. This chapter contains a round table with Helen Bartlett, President and Chief Executive, Monash University; Wahid Bin Omar, Vice-Chancellor and President, Universiti Teknologi Malaysia; Mohd bin Amin Jalaludin, President/Vice-Chancellor, University of Malaya; and Christine Ennew, CEO and Provost, University of Nottingham Malaysia Campus; and an interview with Tunku ‘Abidin Muhriz, Founding President, Institute for Democracy and Economic Affairs.

Many of Malaysia’s Vision 2020 goals to develop into a high-income knowledge economy hinge on its ability to leverage the IT sector strategically and effectively. As in developed countries, the country’s IT backbone undergirds and acts as the foundation for the potential of a wide swathe of other sectors, from services and industry to tourism and banking. Although the sector is steadily achieving its Vision 2020 goals, it is faced with doing so in a demanding environment. The past two years have been somewhat trying times for the country’s telecoms companies, which have had to adapt to changing economic, market and regulatory conditions. However, there is light at the end of the tunnel as the sector appears to be preparing for a more stable period, and ongoing work on coverage, capacity expansion, modernisation and infrastructure-sharing agreements are beginning to yield benefits for providers and consumers alike. This chapter contains interviews with Zam Isa, Group CEO, Telekom Malaysia; and Wong Heang Tuck, CEO, U Mobile.

Crucial to Malaysia’s economic development is the continued transformation of its industrial base into one predicated on high value-added products and driven by innovation, automation and increased productivity. Such a shift is important to ensure the country is well-placed to compete in an increasingly competitive and open global market, a trend exemplified by the commencement of the ASEAN Economic Community in 2015 and the signing of the Trans-Pacific Partnership agreement in February 2016. While hypermarkets, convenience stores, and traditional markets and stores all jostle for position in the country’s cities, towns and villages, online retail is also developing apace. Despite short-term challenges, the sector continues to offer great potential, as more innovative retail experiences and the rollout of modern shopping centres continue to characterise the market. This chapter contains interviews with Mohd Yusoff Sulaiman, President and CEO, Malaysian Industry-Government Group for High Technology; and Gary Brown, CEO, 7-Eleven Malaysia.

Over the years, large-scale public and private projects have dominated the activities of the Malaysian construction sector, driven by governmental and investor efforts to implement successive five-year plans aimed at becoming a developed nation. The 11th Malaysia Plan (11MP), covering 2016-20, focuses on transforming the construction sector, among other economic areas. Detailed under four main strategies, its goals for the sector include the continuation of a separate Construction Industry Transformation Programme, covering the same five-year period, which is meant to help the sector meet market demand and propel the industry into the international arena. Although 2016 is forecast to be a flat year for the real estate sector, there are excellent deals to be had for forward-looking investors and those able to invest without a bank loan. This chapter contains an interview with Mohamad Salim, Group Managing Director, Malaysia Resources Corporation.