SHARING IS CARING

GOOD MORNING TO ALL ARBB 7181 FIGHTERS!

All Goldman Sachs' 1MDB bond sale cases will now be heard at High Court

KUALA LUMPUR (Feb 5): All Goldman Sachs cases in relation to 1Malaysia Development Bhd (1MDB) bond sales that were previously charged at the magistrates' court will now be heard at the High Court.

This follows High Court Justice Mohamed Zaini Mazlan today allowing the prosecution's application led by deputy public prosecutor Aaron Chelliah to transfer all the cases, including the one involving Goldman Sachs (Singapore) Pte Ltd which had reportedly hit a snag, to the High Court.

However, it remains to be seen which High Court judge would be hearing the case.

Goldman Sachs were represented by lawyers Hisyam Teh Poh Teik, Datuk Prem Ramachandran and Chethan Jethwani.

All parties will now go to the magistrates court to inform the magistrate over the transfer of the case.

It was previously reported that Goldman Sachs (Singapore) Ptd Ltd's notice of summons was not able to be served resulting in the delay.

With this, Goldman Sachs International based in New York, and its entities in United Kingdom, Hong Kong and Singapore have been served proper notices of summons.

In December 2018, Malaysia filed four charges against Goldman Sachs for allegedly leaving out material facts on the sale of bonds between a subsidiary of 1MDB and Aabar Investment PJS Ltd.

The offences were allegedly committed at 1MDB’s premises at Menara IMC in Jalan Sultan Ismail here between March 19, 2012, and Nov 11, 2013.

The company was charged under Section 179(c) of the Capital Markets and Services Act 2007, which carries a penalty of imprisonment for a term not exceeding 10 years and a fine of not less than RM1 million, upon conviction.

Former Goldman Sachs banker Roger Ng Chong Hwa had also claimed trial to four counts of abetting the company, in reference to the sale of the same bonds by omitting material facts and making false statements.

The US Department of Justice has estimated that about US$4.5 billion was misappropriated from 1MDB between 2009 and 2014.

KUALA LUMPUR, Feb 4 — A Malaysian man has tested positive for the Wuhan virus, the first local to date, said Health Minister Datuk Seri Dzulkefly Ahmad at a press conference today.

Dzulkefly said the man travelled to Singapore from January 16 to 23, to attend a meeting which had several foreign delegates, including from China.

“He returned to Malaysia on January 23, and on January 29, he received treatment at a private hospital because of fever and cough.

“Then, he was referred to the Sungai Buloh Hospital on February 2, and was admitted to the isolation ward. He was confirmed for the 2019-nCoV yesterday,” Dzulkefly said.

He said that the patient is stable and the Ministry of Health has contacted its Singapore counterpart to commence contact tracing.

Top Big Data Technologies that you Need to know

Big Data Technologies, The Buzz-word which you get to hear much in the recent days. In this article, We shall discuss the groundbreaking technologies which made Big Data spread its branches to reach greater heights.

What is Big Data Technology?
Big Data Technology can be defined as a Software-Utility that is designed to Analyse, Process and Extract the information from an extremely complex and large data sets which the Traditional Data Processing Software could never deal with.

We need Big Data Processing Technologies to Analyse this huge amount of Real-time data and come up with Conclusions and Predictions to reduce the risks in the future.

Now let us have a look at the Categories in which the Big Data Technologies are classified:



Types of Big Data Technologies:
Big Data Technology is mainly classified into two types:

Operational Big Data Technologies
Analytical Big Data Technologies

Firstly, The Operational Big Data is all about the normal day to day data that we generate. This could be the Online Transactions, Social Media, or the data from a Particular Organisation etc. You can even consider this to be a kind of Raw Data which is used to feed the Analytical Big Data Technologies.

A few examples of Operational Big Data Technologies are as follows:

Online ticket bookings, which includes your Rail tickets, Flight tickets, movie tickets etc.
Online shopping which is your Amazon, Flipkart, Walmart, Snap deal and many more.
Data from social media sites like Facebook, Instagram, what’s app and a lot more.
The employee details of any Multinational Company.


So, with this let us move into the Analytical Big Data Technologies.

Analytical Big Data is like the advanced version of Big Data Technologies. It is a little complex than the Operational Big Data. In short, Analytical big data is where the actual performance part comes into the picture and the crucial real-time business decisions are made by analyzing the Operational Big Data.

Few examples of Analytical Big Data Technologies are as follows:

Stock marketing
Carrying out the Space missions where every single bit of information is crucial.
Weather forecast information.
Medical fields where a particular patients health status can be monitored.
Let us have a look at the top Big Data Technologies being used in the IT Industries.

Top Big Data Technologies
Top big data technologies are divided into 4 fields which are classified as follows:

Data Storage
Data Mining
Data Analytics
Data Visualization

Now let us deal with the technologies falling under each of these categories with their facts and capabilities, along with the companies which are using them.

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EMBRACING THE WAVE OF INDUSTRY REVOLUTION 4.0
FUTURE-PROOFING THE WORKFORCE OF THE FUTURE

New waves of technological disruptions and the emergence of advanced technologies have resulted in the Fourth Industrial Revolution (Industry 4.0), where robotics, Artificial Intelligence (AI), machine learning, virtual learning (VR), cloud computing, data science are going to transform the way businesses operate – routine, mundane jobs will be replaced and there is a need to develop “smarter” talents that can ride along the wave of transformation.

At APU, we developed our own IR 4.0 strategy to prepare our students to join the workforce of the future. We nurture the world’s future innovators and uphold our Vision as a University of Technology and Innovation.

INNOVATIVE TEACHING & LEARNING
In the era of Industry 4.0, learning is no longer confined within the classroom. Our iconic campus houses world-class facilities that aim to nurture Creativity & Innovation. Industrial-grade infrastructure are built to provide real-life exposure to our students, cultivating their practical skills aside from academic knowledge. We have also redesigned our teaching & learning methods to stimulate critical thinking, decision making, teamwork and build confidence.


REVOLUTIONARY PROGRAMMES DESIGNED FOR THE FUTURE
New technologies mean new expertise, while this translates into a new need of talents in new areas. We address the needs of the industry, to help to build talents who can manage, operate and innovate under the new IR 4.0 environment, by carefully designing new programmes of the future. Our programmes are first-of-its-kind, such as in Cyber Security, Data Science, Internet of Things (IoT), Intelligent Systems, Financial Technology (FinTech), Digital Marketing, E-Business, Mechatronics, Cloud Computing and more.

INDUSTRY-ACADEMIC PARTNERSHIP
Industry 4.0 is all about the “industry”. Our close relationship with our industry partners allows students to be exposed to real-life case studies, enabling them to formulate innovative solutions even before they graduate. Innovative accelerators such as GrowthX Academy and Supercharger create a platform for students to realize their world-changing ideas, inspiring them to build startups and develop world-changing solutions.

PROFESSIONAL SOFT SKILLS WITH GLOBAL OUTLOOK
Communication skills, professionalism and cultural sensitivity are ‘people’ element skills that cannot be replaced by machines and automation. Under our unique formula to nurture professionalism, we create an ecosystem that simulates the workplace on-campus. Global outlook, international understanding and respect are nurtured through continuous immersion in multicultural discourse, as our campus houses a community of 12,000 students from over 130 countries.

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SMES TOLD TO START SMALL ON INDUSTRY 4.0 ADOPTION


KUALA LUMPUR, Sept 10 — Small and medium enterprises (SMEs) should not look at huge investments as a hindrance for them to adopt Industry 4.0 (I4.0) as they had the option of starting small.

Malaysia Digital Economy Corporation Sdn Bhd (MDEC) data economy director Ir Dr Karl Ng Kah Hou said the SMEs could take the approach of prioritising which segment had the potential to be transformed first, towards helping to generate better productivity and efficiency.

“However, companies must understand that before adopting I4.0, they should first have data, not ‘big’ data, but quality data, which may come in different forms and volume, because without it, we cannot process any information, be it text, visual, voice, figures and so forth.

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being created and updated. Those three factors -- volume, velocity and variety -- became known as the 3Vs of big data, a concept Gartner popularized after acquiring Meta Group and hiring Laney in 2005.


Separately, the Hadoop distributed processing framework was launched as an Apache open source project in 2006, planting the seeds for a clustered platform built on top of commodity hardware and geared to run big data applications. By 2011, big data analytics began to take a firm hold in organizations and the public eye, along with Hadoop and various related big data technologies that had sprung up around it.

Initially, as the Hadoop ecosystem took shape and started to mature, big data applications were primarily the province of large internet and e-commerce companies such as Yahoo, Google and Facebook, as well as analytics and marketing services providers. In the ensuing years, though, big data analytics has increasingly been embraced by retailers, financial services firms, insurers, healthcare organizations, manufacturers, energy companies and other enterprises.

Once the data is ready, it can be analyzed with the software commonly used for advanced analytics processes. That includes tools for:

data mining, which sift through data sets in search of patterns and relationships;
predictive analytics, which build models to forecast customer behavior and other future developments;
machine learning, which taps algorithms to analyze large data sets; and
deep learning, a more advanced offshoot of machine learning.
Text mining and statistical analysis software can also play a role in the big data analytics process, as can mainstream business intelligence software and data visualization tools. For both ETL and analytics applications, queries can be written in MapReduce, with programming languages such as R, Python, Scala, and SQL, the standard languages for relational databases that are supported via SQL-on-Hadoop technologies.

Big data analytics uses and challenges
Big data analytics applications often include data from both internal systems and external sources, such as weather data or demographic data on consumers compiled by third-party information services providers. In addition, streaming analytics applications are becoming common in big data environments as users look to perform real-time analytics on data fed into Hadoop systems through stream processing engines, such as Spark, Flink and Storm.

Early big data systems were mostly deployed on premises, particularly in large organizations that collected, organized and analyzed massive amounts of data. But cloud platform vendors, such as Amazon Web Services (AWS) and Microsoft, have made it easier to set up and manage Hadoop clusters in the cloud, as have Hadoop suppliers such as Cloudera-Hortonworks, which supports the distribution of the big data framework on the AWS and Microsoft Azure clouds. Users can now spin up clusters in the cloud, run them for as long as they need and then take them offline with usage-based pricing that doesn't require ongoing software licenses.

Big data has become increasingly beneficial in supply chain analytics. Big supply chain analytics utilizes big data and quantitative methods to enhance decision making processes across the supply chain. Specifically, big supply chain analytics expands datasets for increased analysis that goes beyond the traditional internal data found on enterprise resource planning (ERP) and supply chain management (SCM) systems. Also, big supply chain analytics implements highly effective statistical methods on new and existing data sources. The insights gathered facilitate better informed and more effective decisions that benefit and improve the supply chain.

Potential pitfalls of big data analytics initiatives include a lack of internal analytics skills and the high cost of hiring experienced data scientists and data engineers to fill the gaps.

Structured and unstructured data can be analyzed using big data analytics. TECHTARGET
Big data analytics involves analyzing structured and unstructured data.
Emergence and growth of big data analytics
The term big data was first used to refer to increasing data volumes in the mid-1990s. In 2001, Doug Laney, then an analyst at consultancy Meta Group Inc., expanded the notion of big data to also include increases in the variety of data being generated by organizations and the velocity at which that data was

big data analytics

Big data analytics is the often complex process of examining large and varied data sets, or big data, to uncover information -- such as hidden patterns, unknown correlations, market trends and customer preferences -- that can help organizations make informed business decisions.

On a broad scale, data analytics technologies and techniques provide a means to analyze data sets and draw conclusions about them which help organizations make informed business decisions. Business intelligence (BI) queries answer basic questions about business operations and performance.

Big data analytics is a form of advanced analytics, which involves complex applications with elements such as predictive models, statistical algorithms and what-if analysis powered by high-performance analytics systems.

The importance of big data analytics
Driven by specialized analytics systems and software, as well as high-powered computing systems, big data analytics offers various business benefits, including:

New revenue opportunities
More effective marketing
Better customer service
Improved operational efficiency
Competitive advantages over rivals
Big data analytics applications enable big data analysts, data scientists, predictive modelers, statisticians and other analytics professionals to analyze growing volumes of structured transaction data, plus other forms of data that are often left untapped by conventional BI and analytics programs. This encompasses a mix of semi-structured and unstructured data -- for example, internet clickstream data, web server logs, social media content, text from customer emails and survey responses, mobile phone records, and machine data captured by sensors connected to the internet of things (IoT).

Big data analytics is a form of advanced analytics. TECHTARGET
Big data analytics is a form of advanced analytics, which has marked differences compared to traditional BI.
Big data analytics technologies and tools
Unstructured and semi-structured data types typically don't fit well in traditional data warehouses that are based on relational databases oriented to structured data sets. Further, data warehouses may not be able to handle the processing demands posed by sets of big data that need to be updated frequently or even continually, as in the case of real-time data on stock trading, the online activities of website visitors or the performance of mobile applications.

As a result, many of the organizations that collect, process and analyze big data turn to NoSQL databases, as well as Hadoop and its companion data analytics tools, including:

YARN: a cluster management technology and one of the key features in second-generation Hadoop.
MapReduce: a software framework that allows developers to write programs that process massive amounts of unstructured data in parallel across a distributed cluster of processors or stand-alone computers.
Spark: an open source, parallel processing framework that enables users to run large-scale data analytics applications across clustered systems.
HBase: a column-oriented key/value data store built to run on top of the Hadoop Distributed File System (HDFS).
Hive: an open source data warehouse system for querying and analyzing large data sets stored in Hadoop files.
Kafka: a distributed publish/subscribe messaging system designed to replace traditional message brokers.
Pig: an open source technology that offers a high-level mechanism for the parallel programming of MapReduce jobs executed on Hadoop clusters.
How big data analytics works
In some cases, Hadoop clusters and NoSQL systems are used primarily as landing pads and staging areas for data before it gets loaded into a data warehouse or analytical database for analysis -- usually in a summarized form that is more conducive to relational structures.

More frequently, however, big data analytics users are adopting the concept of a Hadoop data lake that serves as the primary repository for incoming streams of raw data. In such architectures, data can be analyzed directly in a Hadoop cluster or run through a processing engine like Spark. As in data warehousing, sound data management is a crucial first step in the big data analytics process. Data being stored in the HDFS must be organized, configured and partitioned properly to get good performance out of both extract, transform and load (ETL) integration jobs and analytical queries.

Once the data is ready, it can be analyzed with the software commonly used for advanced analytics processes. That includes tools for:

GOOD MORNING TO ALL ARBB7181 FIGHTERS

ARB sets up JV to develop and implement ERP system

KUALA LUMPUR (Dec 27): ARB Bhd’s unit has set up a joint-venture with Orange Social Media Sdn Bhd (OSM) to develop and implement an enterprise resource planning (ERP) system platform.

ARB said the 51:49 joint-venture between ARB Development Sdn Bhd (ARBD) and OSM would allow ARB to leverage on its existing technical expertise and further develop its capabilities.

“It also allows the company to tap into the network of OSM to market the solution to potential customers,” ARB said in a bourse filing.

OSM is principally involved in the provisioning of computer, information technology and consumer services.

Under the partnership, ARBD will act as the sole contractor, consultant and manager to handle “all relevant resources”, ARB said. ARBD will also provide the ERP system software, software customisation and relevant operations.

Meanwhile, OSM will market the platform to business owners and provide the joint venture with access to relevant information and documents.

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ARB Bhd is setting up a 51:49 JV with Orange Social Media Sdn Bhd (OSM) to develop and implement an enterprise resource planning (ERP) system platform. ARB will act as the sole contractor, consultant and manager to handle all relevant resources, as well as provide the ERP system software, software customisation and other relevant operations. OSM will market the platform to business owners and provide the JV with access to relevant information and documents.

ARB联营资源规划系统平台
●ARB公司（ARBB,7181,主板工业产品服务组）宣布，旗下独资子公司ARB发展有限公司与Orange社媒有限公司签署一项联营合约，以联手发展及推行一项企业资源规划系统平台。

该公司文告指出，它们将设立一间联营公司，ARB发展公司将持有51%股权（占51万令吉资本），而Orange社媒有限公司则占其余的49%股权。

On an auspicious day time to visit relatives and celebrate happily

Great visit and delicious food

All stay happy Stay healthy

Health is wealth

Very very Blessed this Chinese New Year

Salute Arbb7181 Bravo Arbb7181

Dato Larry Liew and the whole Arbb7181 crew members

we wish you all 恭喜发财 身体健康 万事如意！

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Ang, meanwhile, opined that the most important thing is to encourage everyone to have a growth mindset — especially when they have completed their schooling.

“Learning doesn’t stop at schools. In fact, in schools, we are learning how to learn, as well as understanding and finding our paths. With this, it also takes commitment by the broader ecosystem — from government, companies and education institutions — to help bring this to fruition.

“From a skills perspective, it will be challenging to adapt curriculum solely to cope with hard skills changes. If there’s one thing we’d suggest, the biggest skills gap is soft skills. From leadership, creativity to problem-solving, these are skills that will last for life,” she said.

From the higher education point of view, Tan said being the main provider of competencies needed by graduates for IR4.0, universities must re-evaluate their current offerings.

“Among the skills needed to thrive in IR4.0 are the mastery of key IT skills to enable students to enhance their career prospects.

“For example, a business student should learn how to maximise e-commerce as most business platforms are currently leveraging on the many benefits and success of the e-commerce scene.

“Quantity surveying students should learn how to use building information modelling (BIM) software as most building and construction firms use BIM to improve productivity, promote better collaboration and communication and mitigate risks,” she elaborated.

There should be greater collaboration between higher education and industry partners to enhance curriculum and ensure its relevance to current market demands.

“When students learn current trends in the industry by participating in employer projects, industry-led competitions or internships, they pick up essential skills and knowledge to help them in their future careers.

“Students should also focus on the development of personal skill sets alongside academic excellence. The development of personal skills sets such as teamwork, adaptability to change, ability to communicate effectively and having a mindset for lifelong learning are the competencies that will enable students to remain relevant, regardless of the roles or industries they enter,” she said.

As an example, the undergraduate degree programmes at the Faculty of Electrical Engineering are built on flexible and organic curriculum where the students are exposed to special topics like Artificial Intelligence, Internet of Things (IoT) and Robotics.

Elective and non-credit courses are offered across faculties, cross campuses and via multimodal delivery, with the intention of creating a more holistic approach in nurturing students. Such learning materials are provided online to enable easy access and to encourage collaboration with a diverse group of learners.
“To date, there are more than 500 Massive Open Online Courses (MOOC) developed and completed in UiTM. By 2021, it is expected that there will be a proliferation of MOOCs and micro learning courses that will allow students to have a learning buffet, with a spread of courses that can be taken out of interest or for further certification in related fields.

“Credit transfer from courses taken from other universities or providers will be instituted to cater for the growing spirit of ubiquitous and distributed learning,” said Mohd Azraai.

He also highlighted that as part of UiTM’s provision of IR4.0, research and development has been and continues to be geared towards emerging technologies such as robotics and artificial intelligence.

The university has also drawn up an initiative branded as Education 5.0@UiTM that responds to IR4.0 while emphasising the humanistic part of education.

Education 5.0 is defined as a learning-centric ecosystem that is sustainable, balanced and principled, driven by values, powered by intellect and afforded by new, ubiquitous technologies.

UiTM deputy vice-chancellor (Academic and International) Professor Dr Mohamad Kamal Haron said the initiative focuses on placing the ownership of learning on learners. Nevertheless, he added, the approach emphasises instilling values and principles through less-prescriptive learning.

“Learning is also seamless and learning can happen anywhere, anytime, from any device, with and from anyone, and through any path. Thus learning experience can be designed to be diverse and of variety,” he said.

IR4.0 WORKPLACE

According to Digi chief human resource officer Elisabeth Stene, an IR4.0 workplace is one where employees are empowered to respond quickly to customers, conduct business responsibly and adopt technology to fuel business and work efficiency.

“This is supplemented by dynamic leaders, agile way of work, a strong emphasis on collaboration and a culture where learning is a permanent state to stay relevant. We believe that this is the foundation required for companies to go through disruption and transformation,” she said.

How far has IR4.0 been adapted in the workplace and is the IR4.0 workplace already in existence in Malaysia today?

Stene said the IR4.0 workplace is no longer a new concept as it’s been around for the past three to four years.

Many organisations in the region have indeed adapted and transformed themselves into an IR4.0 workplace, and Digi is one of them.

“We’ve digitalised our core operations and ensured that our people embraced the change well. For such a large-scale transformation, it is crucial to foster the right mindset and culture across the organisation.

“From the onset, we instilled in our people the right mindset — that digital transformation is not just an IT project but a company-wide agenda, sponsored by the entire senior leadership — and the right values that drove a change in our culture.

“I’m pleased to say that we are now reaping the benefits from our digital transformation that enabled Digi to be an IR4.0 workplace today,” said Stene.

Feon Ang, vice president of Talent and Learning Solutions, Asia-Pacific at LinkedIn, meanwhile, observed that both traditional and tech industries are adopting new technologies such as AI and automation to improve operations, introduce new products and services, and provide a better experience for their customers.

“While employers are looking for talent with hard skills in these technologies, it’s soft skills that continue to be important across jobs and industries. Investing in the right talents who have both skill sets is what’s important for the company,” she said.

MOVING FORWARD

Stene noted it is encouraging that most universities in Malaysia have already started ensuring that their curricula is integrated with subjects that are relevant in preparing students for the IR4.0 workplace.

“Higher education institutes should balance theory with practical experience — encourage internships, experiential learning and develop curriculum via partnerships with corporates.

“In return, corporates too should be open and provide opportunities for students to experience the challenges and change their way of working due to Industry 4.0 as these students are the future workforce,” she said.

“Beyond technical skills, universities also have a crucial role to play in ensuring soft skills such as critical thinking, problem-solving, leadership skills and lifelong learning are integrated across all programmes, so that graduates can cope with rapid changes in the industry and take charge of their own learning,” said Tan, adding that in reality, it takes years for programme syllabi to be updated at university and to keep track on what is current and changing within the industry.

She also noted that not many students took the initiative to take courses to get additional certifications relevant to the IR4.0 workplace, citing time constraints and a lack of value as their reasons.

While students and parents believe employers are looking to younger talents as technologically-savvy employees who will help them in their digital transformation, graduate respondents paint a different picture that there are organisations unwilling to adopt a new generation of talent, stating legacy issues and an unwillingness to adopt new processes as the key challenges faced in the workplace — pointing to a mismatch of expectations from graduates and the reality in the industry.
INITIATIVES

Tan said INTI has begun the process to equip future talents for the rapidly evolving technological workplace through innovative teaching and learning, and in developing strong industry partnerships with over 450 industry partners.

“Our initiatives will provide students with the experience and readiness for them to be integrated into the workforce, such as real-world employer projects, industry advisory boards, workshops, boot camps, industry-led competitions, short courses and internships where graduates would have gained some experience and insights on how to deal with current challenges when they enter the workforce. Some of the high-tech industry partners that we currently work with on these initiatives include IBM, Google, Alibaba GET, Dell and Glodon,” she said.

In addition to current initiatives, INTI offers Design Thinking as part of the required Mata Pelajaran Umum module across all bachelor’s degree programmes.

This module teaches students to analyse and develop solutions to real-life challenges, to achieve the best outcomes in an innovative and efficient manner.

“Through this module, students work closely with industry, gain exposure to current social issues, and develop their skills in research, presentation, teamwork and the ability to view challenges critically. The programme also empowers students to be socially-conscious while preparing for careers in a digitally-driven world,” Tan said.

INTI also continues to organise its Industry Advisory Boards, where members of faculty and industry meet to evaluate curriculum and the inclusion of industry trends in learning.

“These measures are part of acknowledging that education must change to meet the needs of a new digital era and through this, INTI continues to prepare future talents to be part of the IR4.0 workforce,” Tan remarked.

Universiti Teknologi Mara (UiTM), meanwhile, has been responsive and actively embarking on IR4.0 related initiatives for the past three years, starting from a campus-wide campaign and awareness drive in 2016.


The university has 13 Data Analytics Labs on various campuses for data camp training programmes that are open to students from all faculties as well as 21 Smart Classrooms that support the design and implementation of Active, Relevant, Interactive and Fun learning (ARIF).

Early this year, the university launched the Pioneering University Framework of UiTM to put forward the provision of High End TVET programmes where UiTM is to introduce emerging technology competencies in the diploma, degree and professional programmes such as Enabling Technologies for Industry 4.0 Revolution as stipulated by the National Policy on Industry 4.0 (Industry4WRD).

Its vice-chancellor, Emeritus Professor Dr Mohd Azraai Kassim, said: “This means that in general, an intuitive approach is taken in designing and developing a fluid, dynamic and organic curriculum”.

“Students are prepared to face the changing world, to be able to use their existing skills and quickly learn new ones to be participating members of society. Other than the 21st century competencies, students must be socially competent, adaptive competent, digital competent and must have a high level of personal competence,” he said.

To have these, the curriculum is built to be both industry and community relevant, with future proof content offered through multidisciplinary electives and academic programmes.

Most programmes have been revised to embed data analytics and/or any of the nine IR4.0 technological advances such as autonomous robots, simulation, system Integration, IoT, cybersecurity, cloud, augmented reality (AR), and additive manufacturing.

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ARBB 7181 MOVING FORWARD

NATIONAL GOALS & TARGETS

The specific goals and targets are in support of the national vision for the transformation of the manufacturing sector. They guide and measure Malaysia’s
progress in improving productivity, strengthening the innovation capacity and capability, driving the shift to a higher skilled workforce, and expanding the
overall contribution of the manufacturing sector to the national economy.

To increase the level of productivity in the manufacturing sector

To elevate the contribution of the manufacturing sector to the economy

To strengthen our innovation capacity and capability, reflected in global
innovation rankings

To increase the number of high-skilled workers in the manufacturing sector

The targets for 2025, developed from 2016 baseline figures:

Productivity of the
manufacturing industry
per person

From RM106,647
To increase by
30%

Absolute contribution in
Ringgit Malaysia (RM) term
from the manufacturing sector
to the national economy

From RM254 billion
To RM392 billion

Global Innovation
Index ranking

From #35
To top 30 nations

Numbers of high-skilled
workers in the
manufacturing sector

From 18%
to 35%

Employees must reskill themselves for IR4.0

KUALA LUMPUR, Nov 12 -- In moving towards Industrial Revolution 4.0 (IR4.0), employees are advised to reskill themselves from now on if they want a promising career in the future.

The National Tech Association of Malaysia (PIKOM) chairman Ganesh Kumar Bangah said this is because digital transformation would bring constant changes and employees must embrace as well as be prepared to adapt with the changes.

“We cannot wait to start on digitalisation…the government has allocated a lot of funding to adopt IR4.0. The job in the future will be different from today; if you are in a job that can be replaced by AI (artificial intelligence) or robots, you have to make sure to reskill yourselves.

“So we need to update now. The challenge we are facing is people don’t understand what IR4.0 is,” he told Bernama at the Asian Oceania Computing Organisation - Pikom Digital Summit 2019 here today.

Ganesh said this summit was organised to give exposure to IR4.0 as well as enhance the engagement among industry players, increase business opportunities and promote growth for the tech industry.

The three-day summit, which began yesterday, has attracted more than 600 participants from over 13 countries in the Asia-Pacific region including Bangladesh, India, Hong Kong and Taiwan.

Riding on the theme of 'Defining The Future', the summit will see more than 35 local and regional speakers deliberate on key topics that would define the growing role of technology.

Preparing SMEs For IR4.0

CIMB Foundation organised an educational programme today to help SMEs align their businesses towards the digital era, especially the 4th Industrial Revolution (IR4.0). Many are simply not ready to deal with the impact IR4.0 will have on the business landscape, particularly in the area of e-commerce.
The primary aim of this programme is to help participants learn from successful cases and understand the value technology can add to their companies. Cheng & Co Group’s Executive Chairman Professor Dato’ Dr Chua Hock Hoo was among the speakers and enlightened the audience on the benefits of Cloud Accounting for SMEs.
Cloud accounting is revolutionising the operational environment for businesses and SMEs must realise the importance of this technology and utilise it to its full potential. Dato’ Dr Chua stressed on how Cloud Accounting can help businesses increase efficiency, enjoy mobility, enhanced security and, crucially, cost savings.

The programme, held at Menara CIMB in KL Sentral and mainly attended by Directors of SMEs that have been in operations for at least two years, also featured talks on the future of e-commerce for SMEs by the Malaysian Digital Economy Corporation and the secrets to successful SME loan applications by CIMB Bank.

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OBJECTIVES OF THE
NATIONAL POLICY ON INDUSTRY 4.0
ARE THREEFOLD: A-C-T

A. Attract stakeholders to
Industry 4.0 technologies &
processes, and further
increase Malaysia’s
attractiveness as a preferred
manufacturing location

Attract stakeholders
• Adoption of Industry 4.0
• SME inclusion
•Preferred manufacturing
location


C. Create the right ecosystem
for Industry 4.0 to be
adopted and align existing
and future development
initiatives

Create the right ecosystem
• Talent supply & skill levels
• Collaborative platforms
• Digital infrastructure
• Funding support
• Data availability & sharing
• Innovation capacity

T. Transform Malaysia’s
industry capabilities in both a
holistic and an accelerated
manner

Transform industry
capabilities
• Labour productivity
• Cost efficiency
• Share of high-skilled jobs
• Technology & innovation
capabilities
• Local technology
development

= Targeted outcomes
• Higher manufacturing
sector contribution
• More high valueadded products
• Continuing FDIs

GOOD MORNING TO ALL ARBB 7181 FIGHTERS

GOOD MORNING TO ALL ARBB 7181 FIGHTERS

ARBB 7181 - ENVISIONING
THE FUTURE OF MALAYSIAN
MANUFACTURING INDUSTRY
The development of these visions is made in full realisation that there is a need to
transform the manufacturing industry to embrace Industry 4.0. This is due to the fact
that global trends point towards the ability to master and adopt the new technology
development which will then drive Malaysia towards greater competitiveness.


National vision
for Malaysia’s
manufacturing
sector in the
next 10 years

Vision
Strategic partner for
smart manufacturing
and related services
in Asia Pacific

Rationale
Ensure continued
relevance and
importance for Malaysia
in global and regional
production value chains

Vision
Primary destination
for high-tech
industry

Rationale
Remain preferred
manufacturing location
for leading global and
regional players

Vision
Total solutions
provider for advanced
technology

Rationale
Create a holistic
ecosystem that propels
Malaysia’s
transformation and helps
SMEs scale up

SO ITS TIME TO BUY AND WAIT, HAPPY HAPPY DAY GUYS!

boom ,run sell fast

The Internet of Things (IoT) will connect machines and systems and allow seamless data transmission across all departments of a workplace, opening up opportunities for entirely new business models in manufacturing, computing, and many other industries.

Talking to the Strait Times about the manufacturing sector, IoT expert Dr Gunther Kegel explained, “A device originally used for simple protection can now provide data, which can, for instance, be sold to insurance companies. All of a sudden, your business model is completely different.”

To thrive and indeed survive in tomorrow’s world, you will need to look at each of the above challenges and act upon them as soon as possible. But, it’s important to remember that above all, Industry 4.0 requires businesses and organisations to adopt a fresh thinking mindset, understanding the power of the inter-connectivity realised by new technologies.

By being able to adopt a new mindset, refresh your company culture, adapt your business model, create new roles and nurture the talent to fulfil those roles, the rest will follow, as long as your change is managed closely throughout the process.

Industry 4.0: the benefits
Similar to digital transformation, the benefits of Industry 4.0 will ultimately help a business become smarter and more efficient.

To summarise, here are the key benefits of the new industrial revolution…

● Enhanced productivity through optimisation and automation

● Real-time data for real-time supply chains in a real-time economy

● Greater business continuity through advanced maintenance and monitoring possibilities

● Higher quality products as a result of real-time monitoring, IoT-enabled quality improvement and cobots

● Better working conditions and superior sustainability

● Personalisation opportunities that will earn the trust and loyalty the modern consumer

With an understanding of what you have to gain from harnessing the power of Industry 4.0, taking the actions required to realise it will be all the more easier.

It’s true that Industry 4.0 comes with its fair share of challenges, but by facing them head on it’s clear to see that you have everything to gain.

Nine challenges of Industry 4.0

“We must develop a comprehensive and globally shared view of how technology is affecting our lives and reshaping our economic, social, cultural, and human environments. There has never been a time of greater promise, or greater peril.” — Klaus Schwab

We are in the midst of the fourth industrial revolution, or Industry 4.0 as its more commonly known.

Of course, with a great opportunity, comes great challenges. But before we delve any deeper, let’s look at what Industry 4.0 is in a nutshell.

Industry 4.0 is the of automation information and data exchange in manufacturing technologies. The notion includes cyber-physical systems, the Internet of things (IoT) and cloud computing.

In essence, Industry 4.0 creates what has been called a smart factory.

To elaborate, digital technology has changed the face of industrial and manufacturing world. The convergence of IoT, Artificial Intelligence and robots, among other advancements, has enabled smart factories as well as the quantum leap into Industry 4.0.

This involves the integration of the physical and software in production, as well as the service sector. Amazon, Uber, Facebook, ‘smart factories’ and 3D printing, are among modern pioneers of the new industrial revolution.

Industry 4.0 is coming fast and to compete in tomorrow’s world, and beyond, tech companies must evolve with the times. So, the question is: are you ready for Industry 4.0? And what challenges will you face in the near future.

Let’s take a look.

Industry 4.0: the challenges
As Industry 4.0 continues to change the way we interact with the world around us, new challenges arise. Here are the main challenges you may face in the not so distant future:

● New business models — the definition of a new strategy

● Rethinking your organization and processes to maximise new outcomes

● Understanding your business case

● Conducting successful pilots

● Helping your organization to understand where action is needed

● Change management, something that is too often overlooked

● Examination of company culture

● The genuine interconnection of all departments

● Recruiting and developing new talent

Good Articles to Share

First case of new virus behind China outbreak found in Thailand: WHO

GENEVA: The World Health Organization confirmed Monday the first case in Thailand of a new virus from the same family as SARS that is behind a Chinese pneumonia outbreak.

The UN health agency said a person travelling from Wuhan, China, had been hospitalised in Thailand on January 8 after being diagnosed with mild pneumonia.

“Laboratory testing subsequently confirmed that the novel coronavirus was the cause,” WHO spokesman Tarik Jasarevic told AFP in an email, referring to the new virus.

WHO said it might soon host an emergency meeting on the spread of the new virus.

The case marks the first outside of China, where 41 people with pneumonia-like symptoms have so far been diagnosed with the new virus in the central city of Wuhan, with one of the victims dying last Thursday.

The episode has caused alarm due to the spectre of SARS, or Sudden Acute Respiratory Syndrome, which in 2002-2003 killed 349 people in mainland China and another 299 in Hong Kong, whose economy was hit hard by the epidemic’s devastating impact on tourism.

The WHO has confirmed that the outbreak in China has been caused by a previously unknown type of corona virus, a broad family ranging from the common cold to more serious illnesses like SARS.

The agency said Monday it had been informed by Thai health officials that the patient there was recovering from the illness.

It stressed that it was not surprising that the virus had spread beyond China.

“The possibility of cases being identified in other countries was not unexpected, and reinforces why WHO calls for on-going active monitoring and preparedness in other countries,” it said in a statement.

It pointed out that it had issued guidance on how to detect and treat people who fall ill with the new virus, and stressed that China’s decision to rapidly share the genetic sequencing of the virus made it possible to quickly diagnose patients.

WHO has not recommended any specific measures for travellers or restrictions on trade with China, but stressed Monday it was taking the situation seriously.

“Given developments, WHO Director-General Dr Tedros Adhanom Ghebreyesus will consult with Emergency Committee members and could call for a meeting of the committee on short notice,” it said in a statement.

GOOD MORNING TO ALL ARBB 7181 FIGHTERS

Areas of Opportunities for Value Investors: The Cycles of Investment Fashion - The Risk-Arbitrage Cycle

Many participants in specialized areas of investing such as bankruptcy and risk arbitrage have experienced inferior results in recent years.


One reason is the proliferation of investors in these areas. In a sense, there is a cycle of investment results attendant on any investment philosophy or market niche due to the relative popularity or lack of popularity of that approach at a particular time. When an area of investment such as risk arbitrage or bankruptcy investing becomes popular, more money flows to specialists in the area. The increased buying bids up prices, increasing the short-term returns of investors and to some extent creating a self-fulfilling prophecy. This attracts still more investors, bidding prices up further. While the influx of funds helps to generate strong investment results for the earliest investors, the resultant higher prices serve to reduce future returns.
Ultimately the good investment performance, which was generated largely by those who participated in the area before it became popular, ends and a period of mediocre or poor results ensues. As poor performance continues, those who rushed into the area become disillusioned. Clients withdraw funds as quickly as they added them a few years earlier. The redemptions force investment managers to raise cash by reducing investment positions. This selling pressure causes prices to drop, exacerbating the poor investment performance. Eventually much of the "hot money" leaves the area, allowing the smaller number of remaining investors to exploit existing opportunities as well as the newly created bargains resulting from the forced selling. The stage is set for another up-cycle.


Risk arbitrage has undergone such a cycle during the past several years.

In the early 1980s there were only a few dozen risk arbitrageurs, each of whom managed relatively small pools of capital. Their repeated successes received considerable publicity, and a number of new arbitrage boutiques were established. The increased competition did not immediately destroy the investment returns from risk arbitrage; the supply of such investments increased at the same time, due to a simultaneous acceleration in corporate takeover activity.
By the late 1980s many new participants had entered risk arbitrage. Relatively unsophisticated individual investors and corporations had become significant players. They tended to bid up prices, which resulted in narrower "spreads" between stock prices and deal values and consequently lower returns with more risk. Excess returns that previously had been available from arbitrage investing disappeared.
In 1990 several major takeovers fell through and merger activity slowed dramatically. Many risk arbitrageurs experienced significant losses, and substantial capital was withdrawn from the area. Arbitrage departments at several large Wall Street firms were eliminated, and numerous arbitrage boutiques went out of business. This development serves, of course, to enhance the likelihood of higher potential returns in the future for those who continue to play.
It is important to recognize that risk-arbitrage investing is not a sudden market fad like home-shopping companies or closed end country funds.

Over the long run this area remains attractive because it affords legitimate opportunities for investors to do well.
Opportunity exists in part because the complexity of the required analysis limits the number of capable participants.
Further, risk arbitrage investments, which offer returns that generally are unrelated to the performance of the overall market, are incompatible with the goals of relative-performance-oriented investors.
Since the great majority of investors avoid risk-arbitrage investing, there is a significant likelihood that attractive returns will be attainable for the handful who are able and willing to persevere.

stoney oh stoney, all die

Five Key Industry 4.0 Technologies

New Industry 4.0 technologies, spanning mobile computing to cloud computing, have undergone vast development in the last decade and are now ready to be used as commercially available, interconnected systems within manufacturing – this is Industry 4.0. It holds the key to accessing real-time results and data that will catapult the industry into new levels of lean achievements.

The concept of Industry 4.0 however, is not a simple one. It envelops many technologies and is used in a variety of different contexts. There are five pieces that define Industry 4.0 at its core. Each piece is similar in nature but, when integrated together, create capability that has never before been possible. In an effort to understand Industry 4.0, the following five terms are explained as they contribute to the next industrial revolution:

1. Big Data
As per Forbes, Big Data is a collection of data from traditional and digital sources inside and outside your company that represents a source for ongoing discovery and analysis. Today data is collected everywhere, from systems and sensors to mobile devices. The challenge is that the industry is still in the process of developing methods to best interpret data. It’s the evolution of Industry 4.0 that will change the way organizations and solutions within those organizations work together; teams will be able to make better, smarter decisions.

2. Smart Factory
The concept of Smart Factory is the seamless connection of individual production steps, from planning stages to actuators in the field. In the near future, machinery and equipment will be able to improve processes through self-optimization; systems will autonomously adapt to the traffic profile and network environment. Autonomous Mobile Robots (AMRs), are an integral part of the Smart Factory, as their autonomous intelligence connects the factory together, allowing seamless operations.

Leading by example is the Siemens Electronic Works facility in Amberg, Germany. Smart machines coordinate production and global distribution or a built-to-order process involving roughly 1.6 billion components. When the Smart Factory is achieved, it will represent a pivotal shift for Industry 4.0, as the revolution will begin to roll out across multiple verticals. Various markets spanning healthcare to consumer goods will adapt Industry 4.0 technologies initially modelled in the Smart Factory.

3. Cyber Physical Systems
Cyber physical systems are integrations of computation, networking and physical processes. Computers and networks monitor and control physical processes with feedback loops; the physical system reacts, the system uses software to interpret actions and tracks results. The notion centers on computers and software being embedded in devices where the first use is not computation; rather it is a loop of action and machine learning.

4. Internet of Things (IoT)
The internet of things is a simple term for a grandiose concept. IoT is the connection of all devices to the internet and each other. As Wired said, “it’s built on cloud computing and networks of data-gather sensors; it’s mobile, virtual, and instantaneous connection.” This interconnection will enable “smart factories” to take shape as equipment will use data to manufacture, move, report and learn at astounding rates, efficiently. Click here to learn how the industrial IoT drives productivity in factories.

5. Interoperability
Interoperability is in essence what happens when we bring the above elements together. It is the connection of cyber-physical systems, humans and smart factories communicating with each other through the IoT. In doing so, manufacturing partners can effectively share information, error-free. Consider that no single company can dictate all its partners use the same software or standards for how the information is represented. Interoperability enables error-free transmission and translation.

From 3D prints to self-driving vehicles, Industry 4.0 technologies are propelling the manufacturing industry with new means of efficiency, accuracy and reliability. The level of intelligence offered today is only the beginning for what is to come.

Redesigning Curriculum in line with Industry 4.0

Abstract
Development in information technology has resulted in revolutionizing all aspects of life and this revolution has been realized as Industrial Revolution 4.0 (IR4.0). The IR4.0 will reduce the gap between digital and physical world. Keeping ultramodern developments in view, an amalgamation of physical and digital systems will prove to be revolutionary. To elevate from the current state universities are required to prepare curriculum, academicians and students alike. Thus academia should weigh their capabilities putting effort to equip our generations with latest knowledge and skills to face future realism. Universities are required to enhance their approach and methods of education. Latest technologies such as Big Data Analytics, Artificial Intelligence, Augmented Reality, and Internet of Things, Cloud Computing and other advancements need to be focused in order for students to learn its application. This paper is based on qualitative research along with a deductive approach focused towards redesigning curriculum and teaching practices in line with IR4.0 practices. The research is focused upon various emerging challenges related to fundamental elements and objectives in academia. Based on the qualitative research a curriculum matrix has been proposed, the suggested matrix will enable universities to enhance their current curriculum in line with the technological competencies required in the upcoming era of Industry 4.0.

The 5 Factors of Industry 4.0 in Practice
Self-driving vehicles (SDVs) are a primary example of this technological evolution. Compared to their predecessors (autonomous guided vehicles), SDVs offer industrial centers increased flexibility and efficiency, higher throughput rates, and a faster return on investment. They move through plants with purpose, finding the most efficient route to their final destination by way of infrastructure-free navigation (no beacons, magnetic tape or cables). Onboard intelligence provides obstacle avoidance to ensure safe, collaborative work environments. Meanwhile, SDVs such as OTTO also offer intuitive light signals, much like vehicles on outdoor roads, to effectively communicate behaviors like turning, stopping, or parking. SDVs collect and share data from within the fleet, whether that fleet is used in one facility or many. Therefore, executives have visibility of real-time data and are able to make informed, educated decisions to positively impact KPIs and grow of their operation.

SDVs are only one example of how Industry 4.0 is going to transform the manufacturing sector. This industrial revolution will collect, use and share data so that industry can reach new heights in safety and efficiency, driving the sector closer to the ultimate goal of lights-out manufacturing.

Five Key Industry 4.0 Technologies

New Industry 4.0 technologies, spanning mobile computing to cloud computing, have undergone vast development in the last decade and are now ready to be used as commercially available, interconnected systems within manufacturing – this is Industry 4.0. It holds the key to accessing real-time results and data that will catapult the industry into new levels of lean achievements.

The concept of Industry 4.0 however, is not a simple one. It envelops many technologies and is used in a variety of different contexts. There are five pieces that define Industry 4.0 at its core. Each piece is similar in nature but, when integrated together, create capability that has never before been possible. In an effort to understand Industry 4.0, the following five terms are explained as they contribute to the next industrial revolution:

1. Big Data
As per Forbes, Big Data is a collection of data from traditional and digital sources inside and outside your company that represents a source for ongoing discovery and analysis. Today data is collected everywhere, from systems and sensors to mobile devices. The challenge is that the industry is still in the process of developing methods to best interpret data. It’s the evolution of Industry 4.0 that will change the way organizations and solutions within those organizations work together; teams will be able to make better, smarter decisions.

2. Smart Factory
The concept of Smart Factory is the seamless connection of individual production steps, from planning stages to actuators in the field. In the near future, machinery and equipment will be able to improve processes through self-optimization; systems will autonomously adapt to the traffic profile and network environment. Autonomous Mobile Robots (AMRs), are an integral part of the Smart Factory, as their autonomous intelligence connects the factory together, allowing seamless operations.

Leading by example is the Siemens Electronic Works facility in Amberg, Germany. Smart machines coordinate production and global distribution or a built-to-order process involving roughly 1.6 billion components. When the Smart Factory is achieved, it will represent a pivotal shift for Industry 4.0, as the revolution will begin to roll out across multiple verticals. Various markets spanning healthcare to consumer goods will adapt Industry 4.0 technologies initially modelled in the Smart Factory.

3. Cyber Physical Systems
Cyber physical systems are integrations of computation, networking and physical processes. Computers and networks monitor and control physical processes with feedback loops; the physical system reacts, the system uses software to interpret actions and tracks results. The notion centers on computers and software being embedded in devices where the first use is not computation; rather it is a loop of action and machine learning.

4. Internet of Things (IoT)
The internet of things is a simple term for a grandiose concept. IoT is the connection of all devices to the internet and each other. As Wired said, “it’s built on cloud computing and networks of data-gather sensors; it’s mobile, virtual, and instantaneous connection.” This interconnection will enable “smart factories” to take shape as equipment will use data to manufacture, move, report and learn at astounding rates, efficiently. Click here to learn how the industrial IoT drives productivity in factories.

5. Interoperability
Interoperability is in essence what happens when we bring the above elements together. It is the connection of cyber-physical systems, humans and smart factories communicating with each other through the IoT. In doing so, manufacturing partners can effectively share information, error-free. Consider that no single company can dictate all its partners use the same software or standards for how the information is represented. Interoperability enables error-free transmission and translation.

From 3D prints to self-driving vehicles, Industry 4.0 technologies are propelling the manufacturing industry with new means of efficiency, accuracy and reliability. The level of intelligence offered today is only the beginning for what is to come.

In fact, digital transformation is the main reason just over half of the companies on the Fortune 500 have disappeared since 2000.

Nevertheless, the level of disruptions, and the risks and opportunities differ across sectors. Essentially, the substance of this revolution lies on the application of available new technologies.

Despite the rapid emergence of IR4.0, there are still many local firms who are unaware that it may transform or replace their existing production methods altogether. In time, technology will transform the overall market structure and revolutionize to more efficient production methods.

This brings us to the main question: is Malaysia fully prepared for IR4.0?

The most recent Malaysia’s National Policy in IR4.0, “Industry Forward” (Industry4WRD) launched on 31 October 2018 by Prime Minister Tun Dr Mahathir, aims to help transform Malaysia’s manufacturing sector to be stronger and smarter.

This policy is expected to position Malaysia as a strategic partner for smart manufacturing, a primary hub for high-tech industries, as well as total solutions provider for the manufacturing sector in Asia Pacific by 2025.

Industry4WRD is expected to increase the productivity in the manufacturing sector per person by 30% from US$24,486 to US$3,132. This would elevate the absolute contribution of the manufacturing sector to the economy by 54% from US$61bil to US$94bil.

In conjunction with that, there must be a clear overarching policy and coordination by the government to provide an enabling ecosystem for the manufacturing sector to thrive by adopting new technologies, while strengthening on-going structural reforms.

To do this, the government might want to consider providing further assistance to SMEs by measuring their gaps and readiness, and guiding them to adopt IR4.0 technologies.

Despite that, the Malaysian education system should also be imperatively realigned for global recognition and relevance. The formation of Centre of Excellence in polytechnics by Malaysia Technical University Network as an effort to cultivate and improve the quality and multidisciplinary of R&D pertinent to IR4.0 is highly appreciated.

It is also important for private firms to invest in re-skilling and up-skilling their employees, and new entrants into the labour workforce. This is to sharpen the skillset of the workers in tandem to the new operating landscape – consistent with the policy’s target to increase the number of high-skilled workers in the industry from 18% to 35%.

In a nutshell, Malaysia’s future productivity growth is highly dependent on the ability of enablers and adaptors to apply advanced knowledge and technologies associated with the revolution to ensure a sustainable economic growth.

GOOD MORNING TO ALL PURE ARBB 7181 FIGHTERS AMD NAYSAYERS TOO

IR4.0: On the brink of technological revolution

Malaysia is one of the countries forging ahead with Industry 4.0 (IR4.0). The objective is to modernise our industrial capability, and transform the economy from a low-cost manufacturing country into a high-value competing manufacturer.

Throughout the years, advanced economies have invested heavily in research and development.

According to the Global Innovation Index 2018 by the World Intellectual Property Organisation, all countries within the top 15 ranking were high-income advanced economies.

Germany’s “Industrie 4.0”, first mooted by the government in 2011 via the High-Tech Strategy 2020 Action Plan, focused on transforming its manufacturing sector into a leading advanced cyber physical system provider.

In 2012, the United States adopted the “Smart Manufacturing” strategy policy to utilise networked data and Information & Communication Technologies (ICT) for their manufacturing processes.

Three years later, China introduced its “Made in China 2025” policy to secure its position as a global powerhouse in high-tech industries such as robotics, aviation, and new energy vehicles such as electric and biogas.

Japan is now positioning itself to introduce the next phase of Smart Manufacturing to secure its future manufacturing capabilities and increase digitisation through “Industrial Value Chain Initiative”. According to the EU-Japan Centre, the Japanese Internet of Things (IoT) market is projected to grow to US$126bil by 2020; this is 2.2 times its size in 2015.

In simple terms, the next industrial revolution is taking shape around the globe. Major advanced economies around the world are expecting a significant boost to their manufacturing firms’ competitiveness via IR4.0 methodologies.

Dawn of IR4.0 in Malaysia

For the past 10 years, Malaysia’s manufacturing sector has contributed ~23% to the country’s GDP. To achieve its high income status by 2023, manufacturing remains a core sector of sustainable growth under the 11th Malaysia Plan.

At present, the quick pace of technology advancement is beginning to pave the way for an imminent disruptive wave of IR4.0 in Malaysia.

Many firms attempt to maximise productivity and profitability while being cost-effective by leveraging on disruptive technologies such as IoT, artificial intelligence, automation & robotics, biotechnology, and more.

Not surprisingly, Malaysia is already feeling the effects of disruptive technology, from e-hailing taxi apps such as Grab, to shopping within the comfort of our own home without needing to be physically present at the mall using online shopping apps such as Shopee and Lazada.

In 2016, Malaysian household spending on goods (food and non-alcoholic beverage, clothing and footwear, furnishing and household equipment) fell to 26% of total household spending when compared to 33% in 1994.

Meanwhile, spending on services (health, recreation and culture, education, restaurants and hotels) increased from 20% of household expenditure in 1994 to 22% in 2016. This is clear evidence of the shift in consumption preferences away from goods towards services.

Besides the shift in preference towards services, the proliferation of e-commerce has also altered consumer behaviour. Since e-commerce requires a manufacturing firm with flexible and agile production capacity, the traditional manufacturing model of mass production is slowly losing its significance.

To survive the age of disruption, manufacturers need to adopt a business strategy that can respond quickly to consumer needs and market changes in a cost-effective manner.

Unlike today’s economy that often focuses on generic behavioural competencies, IR4.0 will transform the labour market into a skill-centric type of market, with respect to Information Technology (IT), data analytics, process understanding, and the ability to work with modern interfaces.

Currently, certain jobs do not need these skills. This implies that the core qualifications and skills used in today’s job market are insufficient to revolutionise the manufacturing sector. In short, increased automation will put many low-skilled workers out of job.

In 2016, Foxconn reportedly replaced around 60,000 factory workers with robots, and assigned those workers to tackle higher value-added elements in the manufacturing process.

Lack of standards and technology is another issue that may delay the industrial revolution. According to the Networked Readiness Index by the World Economic Forum, Malaysia ranks 31st out of 139 countries in exploiting the opportunities offered by ICT.

One example is the banking & finance sector, which is in the midst of being transformed or disrupted by digital banks and FinTech companies. In the new era of IR4.0, one shouldn’t be surprised if fintech poses a threat to traditional banking.

Moulding Job-ready Individuals

One crucial element that can never be replaced by increased mechanisation is of course the human touch. This takes the form of soft skills that are always welcomed by customers in any industry, and hence are qualities that employers look out for.

Students who graduate with this added potential are deemed industry-ready by most employers as they leave their academic institutions. In fact, surveys show that employers value these soft skills, which include communication skills, problem-solving skills, openness to learn and to gain new knowledge.

Such qualities are inculcated at APU for these skills are constantly nurtured on a day-to-day basis.

In addition, the university’s campus environment is home to international students from over 120 countries, offering local students the chance to mingle with a global community.

This is important as events such as the celebration of various countries’ independence days, multicultural nights and other cultural celebrations help instill a global outlook in APU students, encouraging understanding and respect for other nationalities and moulding them as effective communicators in tomorrow’s global economy.

IR4.0 adoption and development also calls for deeper critical-thinking skills. So to complement its world-class facilities, APU developed innovative teaching and learning methods that produce graduates who can think critically, act innovatively and communicate ideas effectively.

APU nurtures creativity and innovation while encouraging cross-cultural communication, allowing students to be equipped with the necessary technical and soft skills to be highly employable.

Such international exposures ensure APU graduates are open to differences in opinions, and they are also well-trained to engage in global conversations, international strategies, and multicultural encounters. In essence, they become confident and are highly employable.

All APU students also go through industry-advised, strategically designed curriculums that stress on innovation and advanced digital technologies and automation, readying them for complex, dialectical opportunities once they graduate.

To ensure its graduates are professional and highly employable, APU builds students’ confidence through practical workplace skills within the curriculum. Eventually, once they graduate, they are workplace-ready – a fact that is demonstrated by its students who are professionally attired, even on-campus.

To-date, APU graduates have impressed over 10,000 industrial partners and potential employers, and over 40,000 alumni are employed globally in reputable multinational companies such as Accenture, HP, IBM, Huawei Technologies, Astro, Maybank, Standard Chartered and more.

Building the IR4.0 Workforce

A university plays an important role in future-proofing school leavers and transforming them into industry-ready graduates in collaboration with the industry.

Through APU’s industry-academia partnership with various companies, the university can identify, recognise and mitigate any risk that IR4.0 may pose for its graduates, ensuring they stay competitive against the tide of increasing automation and machines.

To do that, APU formalises ties with various key industry players, in a partnership that involves an entire ecosystem of academic content development and delivery.

This includes regular programme reviews, joint certification and open internship and job opportunities for APU students.

Some of APU’s significant industry partners include:

IBM, which APU collaborated with to deliver a series of technical workshops, technology talks, industry visits, and more. This received overwhelming participation from APU students. The university has so far produced over 200 students as IBM certified solution designers and application developers.

SAS, which endorses APU’s undergraduate and postgraduate level programmes in data science by providing tools and educational material support for learning and research purposes. All APU data science graduates receive a Joint Professional Certificate from SAS upon completion.

Microsoft, which has been an APU industrial partner for over two decades. APU is one of the frontier universities on the Microsoft Talent Development programme. APU students engage directly with Microsoft professionals through workshops and talk sessions and many of them also attained professional Microsoft certification, which allows for greater job prospects. APU has also received the Microsoft Azure Educator Grant Award.

APU students have also won national- and international-level competitions organised by major industry players, such as FAMELab, Intel-CREST Industry-University Challenge, NASA Space Apps Challenge, World Asian Business Case Competition, SAS FinTech Challenge and more.

Students at APU are fully-prepared to join the future global workforce with confidence, not just for their first jobs, but for lifelong careers.

GOOD MORNING TO ALL ARBB 7181 FIGHTERS

Ready to take on IR4.0

APU is equipped with world-class infrastructures that allow students to gain hands-on experience, and exposure to real-time data and scenarios – to emerge as competent technology professionals under a real-world environment.

AS we cross the threshold of a brand new year, we are hurtling fast towards a future that increasingly resembles those depicted in sci-fi movies, with worlds that are increasingly enriched with integrated advanced technology in everyday lives.

Already many of these imagined technologies have already made headway within this decade – cars today are equipped with sensors that assist in driving and we have access to vast amounts of data, right on hand-held devices.

An accumulation of an ongoing tide of industrial revolutions going back to the invention of steam machinery in 18th century Britain, today’s Industrial Revolution 4.0 (IR4.0) is “blurring the distinction among physical, digital and biological spaces, ” as mentioned in the Ministry of International Trade and Industry’s (MITI) national policy called “Industry4WRD”.

The new revolution is set to change how products will be designed, made, used and operated. Maintaining and servicing these new products will also evolve, affecting how operations, processes, supply chain management and energy footprints in factories are utilised.

Nine Strong Pillars

Most industries worldwide look to the Boston Consulting Group’s (BCG) delineation of nine areas that will be affected by IR4.0. These include the processing of big data, the further advancement of artificial intelligence (AI) and robotics, increasing use of simulations.

Aided by use of cloud technology, technology will be more horizontally and vertically integrated, enabling Internet of Things (IoT), additive manufacturing, integration of augmented reality and cyber security to police against abuse.

While sweeping changes transform industries worldwide, IR4.0 should ultimately be instilled in those who will be affected – the country’s future crop of graduates coming out of the various academic institutions.

Ready for the future

At the forefront of this new wave, is one of Malaysia’s premier private universities, Asia Pacific University of Technology & Innovation (APU). It concentrates on providing a unique fusion of technology, innovation and creativity in preparing graduates for significant roles in business and society globally.

APU innovates by reviewing, developing and delivering programmes that are versatile, current and future-proof. By aligning its framework according to the Nine Pillars, it prepares its students for the impending revolution, through programmes that pivot on technology.

The framework covers IoT, data science, cyber security, cloud computing, AI or intelligent systems, mechatronics, e-business, digital marketing, financial technology (fintech) and mobile technology.

The university also observes the policies outlined in MITI’s Industry4WRD. These key areas are also developed to address the need for talents to transform Malaysia’s Digital Economy. The Industry4WRD policies focus on developing and implementing the right technological infrastructure to allow industries to undergo seamless digital transformation processes.

As an education institution, teaching and learning infrastructure and facilities within APU provide students a comfortable ecosystem for development, where they also receive instruction on the Nine Pillars.

The university is equipped with world-class infrastructures from France, Singapore, Germany, the United Kingdom, among others that allow students to gain hands-on experience, and exposure to real-time data and scenarios – to emerge as competent technology professionals under a real-world environment.

Once such facility at APU is the Cyber Security Talent Zone (CSTZ), which is also Malaysia’s first integrated cyber security talent zone. It houses a military-grade real-time cyber security monitoring software at the full-fledged Cyber Threats Simulation and Response Centre and Security Operations Centre, where students gain real-life exposure and practical experience.

APU nurtures creativity and innovation through its discussion spaces, think tanks, incubation zones and Innovation Labs on its Technology Park Malaysia (TPM), Bukit Jalil campus – which provides an out-of-classroom environment for students.

While its research centres provide students fruits for thought in robotics engineering, IoT, data analytics, forensic and cyber security, business digitisation and innovation, entrepreneurship and leadership.

APU also provides professional transformation by providing platforms for students to formulate world-changing ideas and develop innovative solutions for complex problems faced by industries undergoing digital transformation.

wow bye2

Perceptions of Students: Blended Learning for IR4.0

Abstract—Industrial Revolution 4.0 (IR4.0) is the current key term today that affects various facets of humans’ life. As society struggles to grasp its impact, academics are responsible to prepare the future workers, who must be able to cope with IR4.0 and beyond. This paper attempts to gauge students’ perceptions of blended learning. At the same time, the author wants to investigate whether they perceive blended learning as a platform to help them face IR4.0 after graduation. A class taught by the author was observed for two semesters, and at the end of the second semester, all students in the class were asked five main questions on blended learning and their readiness to face IR4.0. Preliminary findings suggest that, firstly, students were not exactly comfortable learning in a blended learning environment and with flipped classroom as one of its strategies. Secondly, the majority of the respondents were unsure of what IR4.0 is, and yet they were confident that they would be able to face IR4.0. The author argues that much is still needed to be done in order to embrace IR4.0, despite the abundance of preparation to face it at various levels.

power

one thing for sure is when its mou, you kids cry all day long. this new jv osm its not mou kiddo, its the real deal, get the facts right! when its real project you say its fake, yess comm spend rm20million on erp software then its doping, if a company are not popular doesnt mean its small and not able to spend! laugh die me, chickens will be always on the ground, even when it try to fly also fly low just like you!

GOOD MORNING TO ALL ARBB 7181 FIGHTERS


INDUSTRY 4.0 SHAPING THE FUTURE OF ADVANCED PRODUCTION

The 4th Industry Revolution has begun. Unlike the steam that power our factories in the first revolution or the mass production model that dominating the second or the emergence of the computer driven system from the third revolution that we are living today, Industry 4.0 is about CONNECTIVITY.

As previous industry revolution was led by innovations in manufacturing processes and systems, the advancement of industry 4.0 will be driven by a smart, interconnected pervasive environment. The opportunities for disruption are huge and those left behind will fail acutely. There will still spaces for leaders of this new revolution to emerge. But the race is already started. Understanding what the leaders are doing will help you to join them.

The hosting of the inaugural Industries 4.0 Conference and Exhibition 2020 (Industries 4.0) is set to provide an interactive platform to discuss the opportunities offered by disruptive digital technologies to increase productivity, and access to services and markets in manufacturing and supply chain management. This will be an unparalleled meeting place for decision-makers, manufacturing and production managers, digital leaders, and other business professionals to share knowledge and experience in optimising the production in the age of technology.

The conference represents a unique opportunity for learning, exchanging opinions, and expanding one’s network enabled by live presentations followed by dynamic networking sessions – providing the attendees with valuable insights from specialists in the sphere of digital technologies.



Key Themes of Industries 4.0

►Key Components of Factories of the Future
►Disruptive Technologies in the 4th Industrial Revolution
►IIoT, Artificial Intelligent, Big Data, AR & VR, Sensors, 3D Printing, Robots, Machine Learning
►Digitalisation of Supply Chain Management
►Smart Logistic & Warehousing
►Advanced Manufacturing Management Systems
►Investment in R&D
►New Business Models
►Cross disciplinary themes

GUYS ITS HELD ON 10-11 MARCH 2020 TOTAL 2DAYS FROM 7.30AM TO 5.30PM AT MIRACLE GRAND CONVENTION CENTER BANGKOK THAILAND.

3. INFORMATION ON THE PARTIES
3.1 ARBD
ARBD was incorporated in Malaysia on 7 April 2010 as a private company limited by
shares under the Companies Act, 1965. ARBD is principally involved in the provision of IT
and software solutions, trading of computer hardware and software, system integration,
ERP development and implementation and other related services and/or products in
Malaysia or worldwide. ARBD is the wholly-owned subsidiary of the Company.
As at 24 December 2019, being the latest practicable date prior to this announcement
(“LPD”), the issued share capital of ARBD is RM1,000,000 comprising of 1,000,000
ordinary shares of ARBD.
As at the LPD, the director of ARBD is Dato’ Liew Kok Leong.

3.2 OSM
OSM was incorporated in Malaysia on 2 September 2014 as a private company limited by
shares under the Companies Act, 1965. OSM is principally involved in the provision of
computer, information technology and communication services.
As at the LPD, the issued share capital of OSM is RM100 comprising of 100 ordinary shares
of OSM. The director and shareholder of OSM is Chua Kian Leong.
4. SALIENT TERMS OF THE JV AGREEMENT
4.1 Obligation ARBD: act as the sole contractor, consultant and manager to handle all relevant
resources, as well as provide the ERP system software, software customisation and the
relevant operations.
4.2 Obligation of OSM: market the Platform to business owners and provide the JV
Company access to all relevant information and documents reasonably required by the
JV Company for its execution.
5. RATIONALE AND PROSPECTS
The Joint Venture would enable the Company to leverage on its existing technical know-how
and further develop its capabilities. It also allows the Company to tap into the network of OSM
to market the solution to potential customers.
The collaboration between ARBD and OSM is expected to augur well for both parties.
6. FINANCIAL EFFECTS
The Board is of the view that the Joint Venture will not have any material effect on the issued
share capital and substantial shareholders’ shareholdings of the Company as there is no
issuance of new ordinary shares in the Company. Further, the Joint Venture is not expected to
have an impact on the gearing of the Group for the financial year ending 31 December 2020.
The Joint Venture is expected to contribute positively to the Company’s future earnings,
earnings per share and enhance the consolidated net asset of the Company.
7. RISK FACTORS
The JV Company is subject to the risks inherent in its industry which includes, amongst others,
entry of new players and introduction of new technology. The parties seek to mitigate these
risks through employment of skilled technical personnel and workers, implementing prudent
business strategies and carrying out continuous review of its operations.

8. PERCENTAGE RATIO
The highest percentage ratio applicable to the Joint Venture pursuant to Paragraph 10.02(g) of
the Listing Requirements is 2.18%, computed based on the capital investment by ARBD over the
net asset of ARB.
9. INTERESTS OF DIRECTORS, MAJOR SHAREHOLDERS AND/OR PERSONS CONNECTED TO THEM
None of the directors, major shareholders and/or persons connected to them has any interest,
either directly or indirectly to the Joint Venture.
10. APPROVALS REQUIRED
The Joint Venture is not subject to and/or conditional upon approvals from the shareholders of
the Company and/or any other relevant authorities.
11. DIRECTORS’ STATEMENT
The Board, having considered all relevant aspects of the JV Agreement, is of the opinion that
the Joint Venture is in the best interest of the Company.
12. DOCUMENTS FOR INSPECTION
A copy of the JV Agreement will be available for inspection at the registered office of the
Company at TB 8285, Lot 20C, Perdana Square Commercial Centre, Mile 3 ½, Jalan Apas, 91000
Tawau, Sabah, Malaysia during normal business hours from Mondays to Fridays (except public
holidays) for a period of three (3) months from the date from the date of this announcement.
The shareholders of the Company are required to sign a non-disclosure agreement prior to
inspection of the JV Agreement.

Parties RM %
ARBD 510,000 51
OSM 490,000 49
Total 1,000,000 100

ARB BERHAD (FORMERLY KNOWN AS ATURMAJU RESOURCES BERHAD) (“ARB” OR THE
“COMPANY”)
JOINT VENTURE BETWEEN ARB DEVELOPMENT SDN BHD AND ORANGE SOCIAL MEDIA SDN BHD
1. INTRODUCTION
The Board of Directors of ARB (“Board”) wishes to announce that ARB Development Sdn Bhd
(“ARBD”), a wholly owned subsidiary of the Company had on 27 December 2019, entered into
a joint venture agreement (“JV Agreement”) with Orange Social Media Sdn Bhd (“OSM”) to set
up a joint venture company (“JV Company”) to form a strategic partnership to undertake the
development and implementation of an enterprise resource planning system platform
(“Platform”) (“Joint Venture”).
2. DETAILS ON THE JOINT VENTURE
ARBD and OSM will set up a JV Company to undertake the development and implementation of
the Platform and such other ancillary business or businesses as may be mutually agreed upon.
The shareholding in the JV Company will be as follows:

The Board of Directors of ARB (“Board”) wishes to announce that ARB Development Sdn Bhd, a wholly-owned subsidiary of the Company had on 27 December 2019, entered into a joint venture agreement (“JV Agreement”) with Orange Social Media Sdn Bhd to set up a joint venture company (“JV Company”) to form a strategic partnership to undertake the development and implementation of an enterprise resource planning system platform (“Platform”) (“Joint Venture”).

OTHERS ARB BERHAD (FORMERLY KNOWN AS ATURMAJU RESOURCES BERHAD) ("ARB" OR "THE COMPANY") - JOINT VENTURE BETWEEN ARB DEVELOPMENT SDN BHD AND ORANGE SOCIAL MEDIA SDN BHD