2015 - PELAN PEMBANGUNAN LEMBAH CHUPING

Chuping Valley Development Plan

10.4.2 Phase 1 – RMK11 (2016 – 2020)

Phase 1 development will consist of main infrastructure of
earthworks, roads, sewerage, drainage, water supply,
electricity, telecommunication and natural gas supply along the
main road network within the development to cater for
investors in four parcels namely parcels 1A, 1B, 1C and 1D.

The timeline for the implementation will be within the Eleventh
Malaysian Plan period (2016-2020).

The implementation will comprise three stages namely, design,
tender and construction stages. It is anticipated that the design
stage will take nine months to complete, the tender stage will
take three months to complete and construction stage will take
45 months.

The estimated implementation cost for Phase 1 is summarised
in Table 10.26.

Table 10.26: Summary of Implementation cost for Phase 1

Item Scope Cost Estimates (RM)
1. Design Stage 62,362,892
Construction 643,628,917
2. (Includes Miscellaneous)
705,991,809
Total

Table 10.27 shows the implementation timeline for Phase 1.

The estimated implementation cost for Phase 1 by stages and
year of implementation is shown in Table 10.28.

Total implementation cost for Phase 1 is estimated to be
RM705.99 million.

-This space intentionally left blank-

June 2015
Page 10-60

Railway
Track

7.81 acres

Interchange
15 acres

Institution - Higher Perlis Inla
Education 500 a

100 acres

PARCEL 1A

Commercial Water
Tank
20 acres 10 acres

Green Green
Manufacturing
Manufacturing
180 acres
60 acres

Open space PMU
132 kV
90 acres
20m Green
20mPARCEL 1B Manufacturi

30mGreenGreen
20m
Green Manufacturing Manufacturing

60 acres 50 acres

Manufacturing

140 acres SME

20m 110 acres

Green Commercial Open Space
Manufacturing
20 acres 60 acres
80 acres
SME Supporting Re
30m Industries
80 acres 11
20 acres
30m
SME
To
45 acres
20m Waste
30m

Solar SME S1T0Pacres
Energy
Generation 110 acres Open Space
5 acres
300 acres

PARCEL 1C

30m

Open Space Future Access
30m
30 acres

Institutions

40 acres

PARCEL 1D

30m

Mix
Development

60 acres

Interchange

Figure 10.11 : Phase 1 Implementat

and Port
acres

Scale 1:20,000

Halal Industries Legend : Area (acre) %

300 acres Phase 1 Development Component 120.00 8.99
30m 22.81 1.71
Land Use
ing Parcel 1A 570.00 42.71
- Development Area 90.00 6.74
80 acres - Interchange, Railway Reserve 10.00 0.75

Green Knowledge Parcel 1B 300.00 22.48
Center - Development Area
- Open Space & Water Bodies
150 acres - Water Tank
20m Parcel 1C 100.00 7.49
30m - Development Area 30.00 2.25

Parcel 1D 69.10 5.18
- Development Area 22.78 1.71
- Open Space & Water bodies 1,334.69 100.00

Road Reserve
Others (River Reserve, PPU, etc.)
Total

Facilities Kayu Hitam)

e1s5oaucrrecse Besar - Bkt.
40m
Highway (Pdg.

Future

THAILAND

Note : Colours used do not represent
planning colours. For illustration
only

KAJIAN PELAN PEMBANGUNAN
KAWASAN PEMBANGUNAN
tion LEMBAH CHUPING

Table 10.27: Phase 1 Im

Item Description 2016 2

st nd rd th st nd

1 2 3 4 12

Design Stage
1.0 Detail design (Infrastructure and Utilities, Plan

Submission

2.0 Tender Stage
Tender Invitation, evaluation, report, & presentation
Construction Stage

3.0 All infrastructure & Utility required for Lembah
Chuping

Table 10.28: Phase 1

Item Description 2016 2017

1.0 Design Stage 62,362,892 -
Detail design (Infrastructure and Utilities,
Plan Submission - -

2.0 Tender Stage - 42,000,0
Tender Invitation, evaluation, report, & - 41,920,0
presentation - 11,437,6
Construction Stage - 35,032,2
a) Earthworks & platforms -
b) Road Network - 1,073,0
c) Drainage - 40,040,0
-
3.0 d) Water Supply - 8,925,0
e) Sewerage 62,362,892 -
f) Electricity -
g) Telecommunication 180,427,8
h) Gas Supply
i) Miscellaneous*
TOTAL (RM)

Note*: Funding to facilitate qualified companies to purchase equipment for their production activities

Chuping Valley Development Plan

mplementation Timeline

2017 2018 2019 2020

d rd th st nd rd th st nd rd th st nd rd th

3 4 12 3 4 12 34 12 3 4

1 Implementation Cost 2019 2020 Total (RM)
2018 - - 62,362,892
- -
- -
-

000 31,500,000 21,000,000 10,500,000 105,000,000

000 47,440,000 28,960,000 10,480,000 128,800,000

670 15,271,926 9,496,542 4,776,882 40,983,020

200 52,394,400 26,197,200 17,362,200 130,986,000

018 11,730,022 43,662,982 39,373,875 95,839,897

000 20,705,000 12,705,000 6,350,000 79,800,000

000 5,800,000 3,800,000 3,695,000 22,220,000

8,000,000 6,000,000 6,000,000 20,000,000

10,000,000 5,000,000 5,000,000 20,000,000

888 202,841,348 156,821,724 93,057,957 705,991,809

s

June 2015
Page 10-62

Chuping Valley Development Plan

10.4.3 Phase 2 – RMK12 (2021 – 2025)

Phase 2 development will consist of main infrastructure and
utilities within the development to cater for investors in two
parcels, parcels 2A and 2B.

Similarly the implementation of this phase will comprise three
stages namely, design, tender and construction stages.

The timeline for the implementation of this phase will be within
the Twelfth Malaysian Plan period (2021-2025).

The estimated implementation cost for Phase 2 is summarised
in Table 10.29.

Table 10.29: Summary of Implementation cost for Phase 2

Item Scope Cost Estimates (RM)
41,790,439
1. Design Stage 417,904,390
459,694,829
2. Construction

Total

Table 10.30 shows the implementation timeline for Phase 2.

The estimated implementation cost for Phase 2 by stages and
year of implementation is shown in Table 10.31.

Total implementation cost for Phase 2 is estimated to be
RM459.69 million.

-This space intentionally left blank-

June 2015
Page 10-63

Railway
Track

7.81 acres

Interchange
15 acres

Institution - Higher Perlis Inla
Education 500 a

100 acres

Commercial

20 acres

Green

Manufacturing

60 acres

Green

Manufacturing

180 acres

Open space

90 acres
20m
20m Green
Manufacturi
30m
20mGreenGreen
Manufacturing
Green Manufacturing
50 acres
60 acres
SME
Manufacturing
110 acres
140 acres

20m

Green Commercial Open Space
Manufacturing
20 acres 60 acres
80 acres
PARCEL 2B Supporting
30m SME
Industries
80 acres
20 acres

PMU 30m Re
132 kV
20m Waste To 11
30m

SME

45 acres

Solar SME
Energy
Generation 110 acres

300 acres Open Space
5 acres

30m

Open Space Future Access
30m
30 acres

Institutions

40 acres

30m

Mix
Development

60 acres

Interchange

Figure 10.11 : Phase 2 Implementat

and Port
acres

Scale 1:20,000

Halal Industries Legend : Area (acre) %

300 acres Phase 2 Development Component 630.00 54.92
30m 22.22 1.94
Land Use 65.00 5.67
ing Parcel 2A
PARCEL 2A - Development Area 385.00 33.56
- PMU, PPU & STP 45.00 3.92
80 acres - Open Space 1,147.22 100.00

Green Knowledge Parcel 2B
Center - Development Area
Road Reserve
150 acres Total

20m
30m

Facilities Kayu Hitam)

e1s5oaucrrecse Besar - Bkt.
40m
Highway (Pdg.

Future

THAILAND

Note : Colours used do not represent
planning colours. For illustration
only

KAJIAN PELAN PEMBANGUNAN
KAWASAN PEMBANGUNAN
tion LEMBAH CHUPING

Table 10.30: Phase 2 Im

Item Description 2021 2

st nd rd th st nd

1 2 3 4 12

Design Stage `
1.0 Detail design (Infrastructure and Utilities, Plan

Submission

2.0 Tender Stage
Tender Invitation, evaluation, report, & presentation
Construction Stage

3.0 All infrastructure & Utility required for Lembah
Chuping

Table 10.31: Phase 2

Item Description 2021 2022

1.0 Design Stage 41,790,439 -
Detail design (Infrastructure and Utilities,
Plan Submission - -

2.0 Tender Stage - 62,233,2
Tender Invitation, evaluation, report, & - 23,200,0
presentation -
Construction Stage - 6,535,1
a) Earthworks & platforms - 18,846,2
b) Road Network -
c) Drainage - 755,8
- 28,300,0
3.0 d) Water Supply -
e) Sewerage 41,790,439 3,312,5
f) Electricity -
g) Telecommunication -
h) Gas Supply 143,183,0
i) Miscellaneous*
TOTAL (RM)

Note*: Funding to facilitate qualified companies to purchase equipment for their production activity

Chuping Valley Development Plan

mplementation Timeline

2022 2023 2024 2025

d rd th st nd rd th st nd rd th st nd rd th

3 4 12 3 4 12 34 12 3 4

2 Implementation Cost 2024 2025 Total (RM)
2023 - - 41,790,439
- -
- -
-

200 46,674,900 31,116,600 15,558,300 155,583,000
000 17,400,000 11,600,000 5,800,00 58,000,000
144 13,070,289 28,881,340
292 27,292,584 7,093,979 2,181,929 68,231,460
884 2,267,652 15,269,438 6,823,146 31,608,590
000 11,600,000 23,912,427 55,600,000
500 3,050,000 4,672,627 4,100,000 12,400,000
11,600,000 2,987,500 7,600,000
4,000,000 - -
- 3,050,000 -
020 125,355,425 3,600,000 61,363,302 459,694,829
-
88,002,644 June 2015
Page 10-65

Chuping Valley Development Plan

10.5 Business Implementation
The implementation timeline provides an indication of when the
various non-infrastructural elements will be put into place.
The Delivery Management Office (“DMO”), as proposed NCIA, will be
the first to be established because currently there are no dedicated
resources to manage the project. The tenure of the DMO has not been
fixed so the duration of its role in this timeline is assumed to last 24
months for illustration purposes. The actual duration will be
determined by the Perlis State Government in conjunction with NCIA.

When the DMO is in place:
1. The preparations for submission to MIDA and MOF for the

proposed incentives and benefits can start at the same time. This
has an estimated duration of 3 months. However, as the
processing time by these various authorities is subject to their
respective commitments, the timeline for this has not been
included.
2. Efforts to reach out to investors and also to screen potential
investors can commence since the necessary people will be in
place. This will be a continuous process which will stretch into the
longer term until the park is fully occupied or when the
management determines to cease these programs.
3. Finally, the commencement of the development of the ecosystem
will also start once work on the infrastructure has reached a state
where the physical evidence can be marketed to potential
investors. These initiatives will also continue into the longer term
because as more and more investors establish themselves in the
park, the will be greater demand so the efforts required would
commensurately increase.

June 2015
Page 10-66

Table 10.32: Indicative Tim

Chuping Valley Development Plan

meline for Implementation

June 2015
Page 10-67

Chuping Valley Development Plan

10.6 Perlis Inland Port Implementation
Perlis Inland Port (PIP) development is located on the north of
Lembah Chuping and covers an area of 500 acres. Major Component
identified are a logistic hub, industries and support facilities.
The development of PIP could strengthen the position of Perlis as a
logistic hub with consideration of spill over benefits to the state’s socio
economic growth.
To support the development of PIP, the following land transport
infrastructures are necessary:
a) Railway Track – between PIP and existing double track
b) Flyover – above railway track
c) New road between Padang Besar and PIP
Figure 10.13 shows the proposed layout for the development of PIP.

New Road
between Padang
Besar and PIP
Fly Over

Railway Track

Figure 10.13: Proposed Layout for the Development of PIP.

-This space intentionally left blank-

June 2015
Page 10-68

Chuping Valley Development Plan

PIP will be implemented concurrently with Phase 1 – Parcels 1A & 1B
development of Lembah Chuping.

Table 10.33 shows the preliminary land transport infrastructure cost
estimates required for PIP. Estimated costs exclude land acquisition
costs.

Table 10.33: Perlis Inland Port Preliminary Transport Infrastructure Cost Estimates

PIP Implementation Cost

No. Description 2016 2017 2018 2019 2020 Total (RM
Million)

1. New 4-lane dual

carriageway road 7.6 34.0 34.5 - - 76.1

between PIP and

ICQ Padang Besar

including anti

climbing security

fence at both sides of

the road and at the

median.

(approximately 4.5km

length)

2. Flyover crossing rail

track for PIP at FR79

including slip road 5.5 24.0 25.5 55.0

under the bridge --

3. Railway track (8 km 8.0 36.0 36.0 - - 80.0

length)

Total Cost (RM Million) 21.1 94.0 96.0 - - 211.1

-This space intentionally left blank-

June 2015
Page 10-69

Chuping Valley Development Plan

SUMMARY

Lembah Chuping covers an area of 2,481.91 acres and will be developed in two
phases. Phase 1 comprises four parcels, Parcels 1A, 1B, 1C and 1D with total
area of 1,334.69 acres and Phase 2 consists of two parcels, Parcels 2A and 2B
with total area of 1,147.22 acres. Major infrastructure and utilities for the
implementation of Lembah Chuping include the followings:

• Road network;
• Drainage;
• Water supply;
• Sewerage;
• Electricity;
• Telecommunication; and
• Natural Gas supply.

Lembah Chuping will be implemented in two phases. Phase 1 will be
implemented in the Eleventh Malaysia Plan (RMK11) (2016 – 2020) and Phase 2
will be implemented in the Twelfth Malaysia Plan (RMK12) (2021 – 2025). It is
anticipated that the preliminary works to be carried out in 2015 prior to phase 1
development.

There will be four broad stages for the implementation as follows:

• Preliminary stage
• Design stage
• Tender stage
• Construction stage

The preliminary cost estimates for the provision of infrastructure and utilities have
been undertaken to get the indication of the overall infrastructure budgeting
commitment for Lembah Chuping development.

Overall cost estimates for infrastructure and utilities can be summarised as
follows:

Item Description Phase 1 Phase 2 Total
(Rm million) (RM million) (RM million)
1. Earthworks
2. Road Network 105.00 155.58 260.58
3. Drainage 128.80 58.00 186.80
4. Water Supply 40.98 28.88 69.86
5. Sewerage 130.99 68.23 199.22
6. Electricity 95.84 31.61 127.45
7. Telecommunication 79.80 55.60 135.40
8. Natural Gas Supply 22.22 12.40 34.62
20.00 7.60 27.60

Sub Total (RM million) 623.63 417.90 1,041.53

9. Miscellaneous* 20.00 - 20.00
62.36 41.79 104.15
Design Stage -Professional
705.99 459.69 1,165.68
10. Fees
(10% of total construction

cost)

Total

Note*: Funding to facilitate qualified companies to purchase equipment for their production
activities

June 2015
Page 10-70

Chuping Valley Development Plan

The Delivery Management Office (“DMO”), as proposed by NCIA, will be the first
to be established. The actual duration will be determined by the Perlis State
Government in conjunction with NCIA. The next to be established is the Separate
Legal Entity (“SLE”) which is envisaged to take over from the DMO. Once the
SLE is in place, the park management may be set up.
NEXT STEPS
With the setting up of Delivery Management Office (DMO), the following
documents/ report/works would need to be prepared at the preliminary stage:
• Lembah Chuping Masterplan
• Infrastructure & Utilities Masterplan
• Environmental Impact Assessment (EIA)
• Social Impact Assessment (SIA)
• Traffic Impact Assessment (TIA)
• Road Safety Audit (RSA)
• Survey works (topographical survey, soil investigation, utility mapping) for

Masterplan
Next Stage would be detailed design of earthworks, road work, drainage, water
supply and sewerage, electrical, telecommunication, and natural gas supply.
Detailed design of the above would be submitted to relevant approving authorities
for approval prior to tender and construction.

-This space intentionally left blank-

June 2015
Page 10-71

Chuping Valley Development Plan

11.0 APPENDICES

Chuping Valley Development Plan
11.0 Appendices
Appendix 1: Job Creation Methodology - Average Acreage and
Employment

Average Acreage: Average acreage among firms in the same industry (from sample)
Average Employees per Firm: Calculated based on average number of firms and employees
hired (according to relevant manufacturing outputs1, from the Malaysian manufacturing
industry)

- This space intentionally left blank -

1 Relevant manufacturing output includes manufacturing of electronic components and boards, etc. for
E&E. (Economic Census (Manufacturing) 2011, DOSM)

June 2015
Page 11-1

Chuping Valley Development Plan

Table 11.1: Average Acreage and Employment - Job Creation

No. Firm Name Acreage per Average Acreage per Avg. Employees per
Firm Firm Firm

Green Materials

1 Uniplaster Industries 30.0 20 111
2 Everise Crimson 10.0

E&E: Integrated Circuit Design Firms

3 Symmid Corporation 0.1 0.1 85

E&E: Substrate Manufacturing

4 MEMC Ipoh Sdn Bhd 19.0 19 427

E&E: Wafer Fabrication

5 Osram Opto Semiconductor 0.8

6 Silterra 72.0 25 427

7 Ist Silicon 2.9

E&E: Solar Component Manufacturing

8 First Solar 160.0

9 Panasonic Energy 60.0 81 427

10 Sun Power 23.0

Halal Industries: Pharmaceuticals

11 Algaetech International 5.0

12 FA Herbs 6.0

13 Kotra Pharma 27.3 12 50

14 Sunward Pharmaceutical 0.9

15 Xepa-Soul Pattinson 10.0

Halal Industries: F&B

16 Ajinomoto 29.8

17 Dutch Lady Milk Industries 8.2

18 Hwa Tai Industries 7.8 26 41
19 Nestle Malaysia 84.7

20 Kawan Food 18.5

21 Rex Industry 9.3

Given the allotted acreage of each industry in Lembah Chuping, the average
acreage per firm (per industry) was used to calculate the maximum number of
firms that would be able to enter Lembah Chuping. The numbers of firms (per
industry) was then multiplied by the average number of employees per firm to
find the potential number of jobs that could be created (per industry). These
industry totals were summed up to calculate the total number of jobs created
in Lembah Chuping.

June 2015
Page 11-2

Chuping Valley Development Plan

Appendix 2: Lifestyle Infrastructure Methodology

Overview

The following methodology is used to assess the ease of access, and the
availability of lifestyle services in and around Lembah Chuping. To do this,
KPMG chose five parks to benchmark; (1) Hsinchu Science Park, (2)
Singapore Science Park, (3) Ecoworld Styria, (4) Kulim Hi-Tech Park and (5)
Techpark@Enstek. With the use of business directories, tenant lists and other
relevant sources, businesses were identified.

One (or multiple) areas were selected within benchmarked parks as the focal
points on which to calculate an average distance (between surrounding
lifestyle services and the industrial park itself). These focal points were
selected based on areas with a high density of businesses.

The distance (km) of the closest 20 lifestyle businesses and services (if
available) to these focal points (across all five (5) benchmarked industrial
parks) was calculated, based on type of lifestyle service observed:

i) Healthcare services
ii) Financial services
iii) Educational services
iv) Food and Beverage (F&B) services

An overall average for each type of lifestyle service (across the benchmark
parks) was then calculated. The average distance was then applied to the
focal points of each park, to assess the number of services that fell within this
range; this was done to assess the availability of lifestyle services in each
park.

Steps

The specifics of this methodology are laid out over the course of the five (5)
following steps:

Step 1: Identifying the list of local businesses and companies and their
respective distances

Focal point(s) are chosen based on the density of the companies and
businesses. Depending on park size, multiple focal points could be chosen.

An average is calculated for each industry sector (e.g. Healthcare Services –
General, Clinic, Hospital, etc.) based on the proximity of the closest 20
establishments.

Step 2: Calculating the average distance

Figure 11.1 shows the method in calculating an average distance for
Singapore Science Park.

Due to the extensiveness of the industrial park, one focal point has been
chosen for each park phase (e.g. Science Park 1 and Science Park 2) (See
Figure 11.1; Midpoint 1 and Midpoint 2).

In Singapore Science Park, a total of 17 financial services were identified.
This total includes different types of financial services offered in and around
the park’s surrounding vicinity (e.g. Commercial Banks, Automatic Teller
Machines ATM). The same method is applied across the other industry

June 2015
Page 11-3

Chuping Valley Development Plan

sectors (e.g. Educational Services, Healthcare Services, Food and Beverages
Services, General Stores and Other Services)
Once the total number of services has been identified, the data is sorted from
the closest to the furthest distance; filtering out the closest 20 services
to/around the park; an average was calculated based on selected services.
For parks with two or more central areas (focal points), an average of both
focal points is taken (See Figure 11.2; Financial Services; General; (3.34 +
5.16) / 2 = 4.25). The same method is applied across the other services.
The same method was used to calculate an average for all benchmarked
industrial parks.

Step 3: Consolidating the information
The average of all parks and their respective services were consolidated as
shown in Figure 11.3.

Step 4: Averaging the average
An average of all average distances was then calculated using the sum of
each category divided by its total number (See Figure 11.3; Financial
Services; General; (7.4 + 5.16 + 4.25 + 1.68 + 1.69) / 5 = 4.04). The same
method was applied across other services across other industrial parks.

Step 5: Putting the information together
Table 11.2 shows the consolidated average distances calculated (per
service).
This average was then applied to the list of services identified within the
average range were identified and filtered out. (See Table 11.2)
Figure 11.3 illustrates the total number of services which fall within the range
of the calculated average distance.

- This space intentionally left blank -

June 2015
Page 11-4

Chuping Valley Development Plan

Financial Services

Distance (KM)

General Bank ATM Investment

Midpoint 1 1.38 1.75 1.66 1.9

AVERAGE OF 20 (31) 14 (14) 12 (12) 5 (5)

Midpoint 2 2.19 2.63 2.58 4.06

AVERAGE OF 20 (31) 14 (14) 12 (12) 5 (5)

Midpoint 3 1.67 2.64 2.69 3.4
1.47
AVERAGE OF 1.68 20 (31) 14 (14) 12 (12) 5 (5)
5 (5)
Midpoint 4 2.24 2.57 4.22

AVERAGE OF 20 (31) 14 (14) 12 (12)

Overall Average 2.32 2.38 3.40

General Educational Services Language Others N ursery
Distance (KM)

Kindergarten Primary Secondary Tertiary

Midpoint 1 2.2 3.3 5.57 4.13 4.17 4.82 4.28 5.55

AVERAGE OF 20 (99) 20 (44) 9 (9) 14 (14) 11 (11) 6 (6) 9 (9) 6 (6)

Midpoint 2 2.84 3.89 6.36 4.89 4.94 6.18 6.31 6.7

AVERAGE OF 20 (99) 20 (44) 9 (9) 14 (14) 11 (11) 6 (6) 9 (9) 6 (6)

Midpoint 3 3.16 4.69 6.87 6.55 6.2 6.65 7.8 7.85
2.65
AVERAGE OF 2.71 20 (99) 20 (44) 9 (9) 14 (14) 11 (11) 6 (6) 9 (9) 6 (6)
6 (6)
Midpoint 4 3.79 6 4.81 5.07 5.43 6.69 6.67

AVERAGE OF 20 (99) 20 (44) 9 (9) 14 (14) 11 (11) 6 (6) 9 (9)

Overall Average 3.92 6.20 5.10 5.10 5.77 6.27 6.69

Healthcare Services

Distance (KM )

General Clinic Hospital Dental Veterinari

Midpoint 1 1.73 2.24 5.8 2.41 2.25

AVERAGE OF 20 (63) 20 (36) 5 (5) 20 (20) 2 (2)

Midpoint 2 2.89 3.39 6 3.38 3.4

AVERAGE OF 20 (63) 20 (36) 5 (5) 20 (20) 2 (2)

Midpoint 3 2 2.66 8.48 2.97 2.35 2 (2)
2.26 2 (2)
AVERAGE OF 2.22 20 (63) 20 (36) 5 (5) 20 (20)

Midpoint 4 2.73 6.92 2.85 2.45

AVERAGE OF 20 (63) 20 (36) 5 (5) 20 (20)

Overall Average 2.76 6.80 2.90 2.61

F&B Services
Distance (KM)
General

Midpoint 1 1.06

AVERAGE OF 20 (137)

Midpoint 2 2.27

AVERAGE OF 20 (137)

Midpoint 3 1.37

AVERAGE OF 1.66 20 (137)
1.59 20 (137)
Midpoint 4

AVERAGE OF

Overall Average

General Stores
Distance (KM)
General

Midpoint 1 4.2

AVERAGE OF 3 (3)

Midpoint 2 4.97

AVERAGE OF 3 (3)

Midpoint 3 5.57

AVERAGE OF 3 (3)

Midpoint 4 5.07

AVERAGE OF 3 (3)

Overall Average 4.95

Other Postal Daycare
Distance (KM ) Service

General

Midpoint 1 4.66 0.35 5.09

AVERAGE OF 11 (11) 1 (1) 10 (10)

Midpoint 2 5.5 1.4 5.91

AVERAGE OF 11 (11) 1 (1) 10 (10)

Midpoint 3 6.13 2.3 6.51
5.38
AVERAGE OF 5.42 11 (11) 1 (1) 10 (10)

Midpoint 4 0.6 5.9

AVERAGE OF 11 (11) 1 (1) 10 (10)

Overall Average 1.16 5.85

Figure 11.1: Singapore Science Park (Average Distances of Lifestyle
Services)

June 2015
Page 11-5

Chuping Valley Development Plan

Financial Services Bank ATM
Distance (KM)
General

M idpoint 1 3.34 2.86 4.22 *The average is
calculated using the
AVERAGE OF 17 (17) 11 (11) 6 (6) average distance of 6 out
of 6 services available
M idpoint 2 5.16 5.11 5.27 6 (6)
4.25
AVERAGE OF 17 (17) 11 (11)

Overall Average 3.99 4.75

General Educational Services Tert iary Language Others
Distance (KM )

Kindergarten Primary Secondary

M idpoint 1 2.23 4.2 4.6 3.23 2.46 3.75 2.87

AVERAGE OF 20 (41) 5 (5) 4 (4) 11 (11) 13 (13) 2 (2) 6 (6)

M idpoint 2 3.65 4.44 7.07 5.98 4.11 6.15 6.68
2.94
AVERAGE OF 20 (41) 5 (5) 4 (4) 11 (11) 13 (13) 2 (2) 6 (6)

Overall Average 4.32 5.84 4.61 3.29 4.95 4.78

Healthcare Services

Distance (KM ) *The sum of
both distance is
General Clinic Hospital Dental Pharmacy divided by the
total number of
M idpoint 1 1.49 3.48 1.38 3.44 3.38 midpoint

AVERAGE OF 20 (66) 20 (21) 4 (4) 20 (23) 18 (18) (2.87 + 6.68) / 2

M idpoint 2 3.85 5.86 6.78 6.19 6.86 = 4.78
2.67
AVERAGE OF 20 (66) 20 (21) 4 (4) 20 (23) 18 (18)

Overall Average 4.67 4.08 4.82 5.12

F&B Services
Distance (KM )
General

M idpoint 1 1.57

AVERAGE OF 20 (98)

M idpoint 2 2.65

AVERAGE OF 20 (98)

Overall Average 2.11

General Stores
Distance (KM )
General

M idpoint 1 2.19

AVERAGE OF 20 (41)

M idpoint 2 4.58

AVERAGE OF 20 (41)

Overall Average 3.39

Ot her Other Daycare
Distance (KM) Service

General

M idpoint 1 5.35 6.6 4.1

AVERAGE OF 2 (2) 1 (1) 1 (1)

M idpoint 2 8.35 10.2 6.5 1 (1)
6.85
AVERAGE OF 2 (2) 1 (1)

Overall Average 8.40 5.30

Figure 11.2: Hsinchu Science and Industrial Park (Average Distances of
Lifestyle Services)

June 2015
Page 11-6

Chuping Valley Development Plan

Financial Services

Distance (KM)

General Bank ATM Investment

TechPark @ Enstek 7.4 7.4 - -
AVERAGE OF
Kulim Hi-Tech Park 1 (1) 1 (1)
AVERAGE OF
5.16 5.76 4.84 -
Singapore Science Park 20 (22) 14 (14)
8 (8)
AVERAGE OF
Hsinchu Science and 4.25 3.99 4.75 -
Industrial Park
AVERAGE OF 1.68 2.32 2.38 3.4
Eco World Styria 1.69
AVERAGE OF 4.04 1.69 10 (10) - -
Overall Average 10 (10) 3.99 3.40

4.23

General Educational Services Language Others N ursery
Distance (KM) - -

Kindergarten Primary Secondary Tertiary - -

TechPark @ Enstek 2.9 2.3 2.2 - 3.55 -
AVERAGE OF
Kulim Hi-Tech Park 4 (4) 1 (1) 1 (1) 2 (2)
AVERAGE OF
7.49 - 7.45 7.55 - -
Singapore Science Park
17 (17) 11 (11) 6 (6)
AVERAGE OF
Hsinchu Science and 2.94 4.32 5.84 4.61 3.29 4.95 4.78 -
Industrial Park
AVERAGE OF 2.71 3.92 6.2 5.1 5.1 5.77 6.27 6.69
Eco World Styria
AVERAGE OF 1.23 1.43 2.41 3.28 3.9 - 3.2 2
Overall Average 5.36 1 (1) 1 (1)
20 (52) 20 (29) 11 (11) 5 (5) 5 (5)
4.75 8.69
3.45 2.99 4.82 5.14 3.96

Healthcare Services

Distance (KM)

General Clinic Hospital Pharmacy Dental Veterinarian
- -
TechPark @ Enstek 3.9 3.9 - -
AVERAGE OF - -
Kulim Hi-Tech Park 7 (7) 7 (7)
AVERAGE OF
5.11 5.37 5.2 5.6
Singapore Science Park 20 (30) 20 (26) 2 (2)
2 (2)
AVERAGE OF
Hsinchu Science and 2.67 4.67 4.08 5.12 4.82 -
Industrial Park
AVERAGE OF 2.22 2.76 6.8 - 2.9 2.61
Eco World Styria
AVERAGE OF 4.05 4.9 3.48 5.8 4.67 -
Overall Average 2.61
18 (18) 3 (3) 11 (11) 1 (1) 3 (3) 4.13
3.59 4.32 4.89 5.51

F&B Services
Distance (KM)
General

TechPark @ Enstek 4.76
AVERAGE OF
7 (7)

Kulim Hi-Tech Park 5.16

AVERAGE OF 20 (36)

Singapore Science Park 2.11

AVERAGE OF 1.59
Hsinchu Science and
Industrial Park 3.04 9 (9)
AVERAGE OF 3.33
Eco World Styria

AVERAGE OF
Overall Average

General Stores
Distance (KM)
General

TechPark @ Enstek 5.2

AVERAGE OF 3 (3)

Kulim Hi-Tech Park 5.41

AVERAGE OF 20 (23)

Singapore Science Park 3.39

AVERAGE OF 4.95
Hsinchu Science and
Industrial Park 1.75 8 (8)
AVERAGE OF 4.14
Eco World Styria

AVERAGE OF
Overall Average

Other Distance (KM)
General
Daycare

Postal Service Other

TechPark @ Enstek 5.03 7.5 - 3.8
AVERAGE OF 3 (3) 1 (1) 2 (2)
Kulim Hi-Tech Park
AVERAGE OF 5.6 6.22 - 4.35

Singapore Science Park 6 (6) 4 (4) 2 (2)

AVERAGE OF 6.85 - 5.3 8.4
Hsinchu Science and
Industrial Park 5.42 1.16 5.85 -
AVERAGE OF
Eco World Styria 2 4.96 2 -
AVERAGE OF 1 (1) 1 (1) 5.52
Overall Average
4.98 3.72

Figure 11.3: Compiled Focal Points for Average Distances of Lifestyle Services

June 2015
Page 11-7

Table 11.2: Compiled Averages of Lifestyle S

Financial Services Educational Services Health

Average Distance General 4.04 General 3.45 General
Banks 4.23 Kindergarten 2.99 Clinic
ATM 3.99 Primary 4.82 Hospital
Investment 3.40 Secondary 5.14 Dental
3.96 Pharmacy
Tertiary 5.36 Veterinari
Language 4.75
Others 8.69
N ursery

Table 11.3: Summary of Services w

Financial Services Educational Services

General Banks ATM General Kindergarten Primary Secondary Tertiary Language Others Nursery General
(4.04KM ) (4.23KM )
M idpoint (3.99KM ) (3.45KM ) (2.99KM ) (4.82KM ) (5.14KM) (3.96KM ) (5.36KM) (4.75KM) (8.69KM) (3.59KM

Techpark @ Enstek 1 00 3 11 1
Total Number of 11 4 11 2
Services

Kulim Hi-Tech Park 1 5 23 0 21
Total Number of 11 6
Services 22 14 8 17

Singapore Science 1 15 11 4 22 0 2 11 12 25
02
Park 2 4 31 4 20 56 14

Average 10 7 3 13 11 89 26

Total Number of 17 11 6 41 5 4 11 13 3 66
Services 2 44
3 24
1 31 14 12 23 83 10 4 3 34
2 31 82 345
3 29 14 11 16 71 40
4 72 72 6 96
Hsinchu Science Average 27 13 10 12 72 82
Park 00
26 13 10 18 44 9 14 11
Total Number of 11
Services 24 14 11 18 22 11 53

31 14 12 99 29 11 55

Eco World Styria 1 10 10 38
Total Number of
Services 10 10 52

Kangar City 1 31 27 4 24 14 11 0

Legend Represents the presence of the services; how ever the services identified does not fall in w ithin the calculated range.
( x distance, km) Calculated average
Represents the total number of identified services in respective category

Chuping Valley Development Plan

Services across Benchmarked Industrial Parks

Food & General
Stores
hcare Services Beverage Other Services
4.14
Services

3.59 General 4.98
Postal 4.96
4.32 Day Care 3.72
Other 5.52
4.89

y 4.13 3.33
5.51

ian 2.61

within the Average Distance Ranges

Healthcare Services Food & General Stores Other Services
Beverages
Services

Clinic Hospital Dental Pharmacy Veterinarian General General Postal Day Care Other
General (4.14KM ) (4.98KM ) (4.96KM ) (3.72KM) (5.52KM )
) (4.32KM) (4.89KM ) (4.13KM ) (5.51KM) (2.61KM ) (3.33KM )

14 1 21 0 1

77 7 33 1 2

22 1 1 2 31 1 1
30 26 2 2 36 23 6 4 2
16
32 14 4 13 5 43 31 1 0 0 *For parks
84 22 11 13 90 0 0 with multiple
3 7.5 18 28 0 0 focal points,
20 9 98 20 1 1 1 the average
4 23 0 41 2 is calculated
66 21 3 1 135 12 as the
9 0 63 25 10 following:
43 29 1 18 2 122 15 13
24 20 1 18 1 120 14 12 (2+0+3+2)/4
36 16 0 18 2 110 14 12 =2
36 21 1 18 2 137 25 1 10
35 22 1 18 3 11
7 71 1
63 36 5 20 9 81 1

9 1 81 43 25 2 2

18 3 11 1

15 1 3 2

June 2015
Page 11-8

Chuping Valley Development Plan

Appendix 3: Determining Complementary/ Competing Nature of
Industrial Estates

Step 1: Compilation of Industrial Estate Tenants

The compiling of tenant lists for each industrial estate was done through
desktop research, and using client-provided resources (for Bukit Kayu Hitam
and Kulim High Tech Park). In general, the following business directories
were used to obtain necessary information:

Company Websites
Malaysia Biz List2
Yellow Pages3
Federation of Malaysian Manufacturers4
PanPages5

Tenant lists for Bukit Kayu Hitam and KHTP were obtained from NCIA and
the KHTP Park Management respectively. This information was also validated
after receipt using the sources above.

Step 2: Determining of Tenant Capabilities

Desktop research was performed to determine the following characteristics
for each firm (within each industrial estate) (Table 11.4):

Industry focus
Potential to complement/compete with any of the industries in Lembah
Chuping
Complementary/competing products and services
Value chain stage associated with each firm (taking into account the
above criteria, and in relation to Lembah Chuping)

Based on individual firm capabilities, conclusions were then made about
whether each firm would complement of compete with proposed activities in
Lembah Chuping.

Table 11.4: Tenant Capabilities (Example)

Company Industry Potential to complement LC's If so, Complementary Stage of Value Chain
Name Products/Services (Upstream/
Proposed Industries (Y/N) which?
Downstream)

Prompt Professional Y ALL Haulage & Inbound/Outbound
Dynamic Services - Transportation - Logistics
(BKH ICD) Logistics Services
Sdn Bhd Transportation
Support Services

2 Online - http://www.malaysiabizlist.com/
3 Online - http://www.yellowpages.my/main.jsp;jsessionid=2EE9818CCD69082C2124F467200C05ED
4 Hard copy of member handbook, and member pages on website
5 Online - http://panpages.my/

June 2015
Page 11-9

Chuping Valley Development Plan
Step 3: Presenting of Findings on Value Chain
The numbers of firms at each stage of the value chain were then summed up
(for each industrial estate). Findings were then presented visually, (in relation
to activities performed by Lembah Chuping) (Figure 11.4).

Figure 11.4: Value Chain Analysis (Example)

- This space intentionally left blank -

June 2015
Page 11-10

Chuping Valley Development Plan
Appendix 4: Complementary Industrial Estate Scoring System
Net complementary effect will be calculated by:

1. Calculating the total number of complementary and competing firms
(within a single industrial estate) for each industry

2. Subtracting the function(complementary or competing) with less firms
(lower number) from the function with more firms (higher number)

3. Using the resulting number of firms to obtain a score (Figure 11.5)

Figure 11.5: Scoring System for Complementary Industrial Estates

In the following example, complementary value chain support will be defined
as ‘Distribution, Sales & Marketing’ with the focus of Lembah Chuping being
on ‘Manufacturing and Assembly’. Hence, it can be said that there are eleven
complementary firms in this estate with no firms competing with proposed
operations; the net complementary effect is 11 firms. Given the surplus in
complementary firms (in the 10-20 range), this estate would earn a score of 5.

Figure 11.6: Net Complementary Effect (Example 1)

In the event that there are firms that compete and complement within a single
estate, the function with the smaller number of firms is subtracted from the
function with the greater number of firms to determine an estate’s score.

Figure 11.6: Net Complementary Effect (Example 1)

Above, there are eleven complementary firms and two (2) competing firms, so
the net complementary effect is 9 firms. Given the surplus in complementary
firms (in the 0-10 range), this estate would earn a score of four (4) for this
industry.

June 2015
Page 11-11

Chuping Valley Development Plan

- This page intentionally left blank -

June 2015
Page 11-12

Chuping Valley Development Plan
Appendix 5: Focus Group Questionnaire

NORTHERN CORRIDOR IMPLEMENTATION
AUTHORITY

LEMBAH CHUPING
DEVELOPMENT

INDUSTRY SURVEY 2015

Prepared by:
KPMG Management & Risk Consulting Sdn Bhd

Confidentiality
Completed questionnaires will be analysed by KPMG. Anonymity is assured.
Analysis will only be carried out on responses in an aggregated form.
Thank you for your assistance.

June 2015
Page 11-13

Chuping Valley Development Plan

Introduction to Lembah Chuping

The Perlis State Government currently has the vision of transforming Perlis
into a developed state by 2020, with focus on Green Technology. This aim is
to be achieved through the development of Lembah Chuping; an area
situated to the north east of Kangar (administrative capital of Perlis). The land
area to be developed consists of 3,000 acres, for high value-added industries.
The industries surrounding Lembah Chuping will contribute to the
development potential of the area, due to the diverse range of commercial
activities. Padang Besar is a town situated in the north of Lembah Chuping
and bordering the south of Thailand. The town’s economic activities include a
variety of hawkers and petty traders that attracts shoppers from both Thailand
and Malaysia; with road and rail infrastructure for border connection.
FELDA plantations for a range of agricultural produce are located in the
southern region of Lembah Chuping, with a manufacturing capacity of
150,000 metric tonnes. Surrounding industrial estates and parks specialize in
a variety of manufacturing activities; halal products, commodities, electronics,
automotive parts, etc.
The purpose of this survey is to determine the viability of select industries
within the context of operations in Lembah Chuping, while also determining if
Lembah Chuping possesses the necessary resources to support these
industries.
Scoring System
Answers will be determined by defining relative importance; with “3” indicating
the most important and “1” indicating the least important factor. For example:
Which factors influence your business’ decision to re-locate facilities? (Please
rank the top 3; with 3 indicating the most important and 1 indicating the least
importan3t)

Cost of Land
1 Proximity to Target Market
2 Livability of Surrounding Area

Proximity to Value Chain Support
Method of Answering

Section Respondents

A Private Institutions

Private Institutions
B

Institutions of Higher Learning (IHLs)

June 2015
Page 11-14

Chuping Valley Development Plan

Section A

June 2015
Page 11-15

Chuping Valley Development Plan

Section 1: Company Profile
This section seeks to determine the characteristics of companies that
undertake ‘green’ manufacturing processes.

A product is considered ‘green’ if all the characteristics within one (or
more) stages of the value chain are adhered to. Please refer to the above
value chain when answering the questions below:

No. Questions Remarks

1.1 Please state the name of your
company:

At which stage of the above Stage 1 - Raw Materials
Stage 2 - Manufacturing
1.2 value chain can your firm be Stage 3 - End Products
placed? (Please tick all that All of the above
None of the above
apply)

If ‘None of the above’ please proceed to question 1.5.

If Stage 2 applies, please

1.3 elaborate on what makes your
manufacturing processes

‘green’:

If Stage 3 applies, please
1.4 elaborate on what makes your

products ‘green’:

June 2015
Page 11-16

Chuping Valley Development Plan

1.5 Please indicate the size of your company based on the following
categories (Tick the category that applies):

Micro Small Medium Large

Sales Turnover Less than RM RM 300,000 to RM 25 million to More than RM
300,000 RM 25 million RM 75 million 75 million

Full-Time Micro Small Medium Large
Employees 5 or less 5 to 75 75 to 200 More than 200

1.6 If your business is involved in manufacturing, what is your average
plant/facility size (in acres)?
0-10 acres
10-20 acres
20-40 acres
40-60 acres
Above 60 acres
Not Applicable

- This space intentionally left blank -

June 2015
Page 11-17

Chuping Valley Development Plan

Section 2: Industry Specifics

This section aims to determine relevant characteristics of firms within your
industry. This will help determine whether Lembah Chuping is equipped to
support the development of this sector.

2.1. Industry Outlook

The purpose of this section is to assess the future performance and direction
for your industry.

2.1.1 Does your company have any plans to expand its manufacturing
facilities in the next 3 years? (Please tick all factors that are applicable
in the table below, and comment if necessary)

Yes

No

If “Yes” please tick all that are If “No” please tick all that are
applicable: applicable:

Increased Demand from Sufficient Demand for
Current Sectors Products within Existing
Market Segments
o Domestic
o International o Your Firm is
Potential for New Product Already a Large
Line(s) Industry Player
o Domestic Occupying a
o International Majority of the
Industry’s Market
Comments: Share

Barriers to Entry

Comments:

June 2015
Page 11-18

Chuping Valley Development Plan
2.1.2 What are the main issues and challenges you see for your industry?

(Please rank the top 3; with 3 indicating the most important and 1
indicating the least important)

Difficulty in obtaining sufficient human capital
Stringent government regulations
Difficulty in obtaining financing
Internal processes of your company
Volatile cost of materials
Rising materials transport costs
Others:
Comments:

2.2 Required Industry Support
This purpose of this section is to determine if Lembah Chuping possesses the
necessary infrastructure to support your business operations.
Supporting Activities
This section will attempt to determine the required industries and
infrastructure to support your sector. Supporting industries are defined as
industries that provide inputs for innovation or contribute to any part of
the value chain

2.2.1 Which of the following support requirements do you think are essential
to the operation of your business? (Please rank the top 3; with 3
indicating the most important and 1 indicating the least important)
Stable Utility Supply (Reliable Power Supply, Stable Water Supply)
Transport Infrastructure (Comprehensive Road Connectivity)
Telecommunications Infrastructure (Stable Network, High Speed
Broadband)
Supply of Raw Materials
Support of Financial Institutions
Support from Research/Educational Institutions
Efficient Waste Management
Others:

June 2015
Page 11-19

Chuping Valley Development Plan

Comments:

2.2.2 Which of the following factors would you consider when selecting the
location of your business operations? (Please rank the top 3; with 3
indicating the most important and 1 indicating the least important)

Human capital
Transport infrastructure
Product manufacturing inputs
Level of competition from current industry players
Support industries
Location of target markets
Liveability factors (satisfactory standard of living)
Others:

2.2.3 In your opinion, what value-chain support is necessary for players in
your industry? (Please rank the top 3; with 3 indicating the most
important and 1 indicating the least important, and comment if
necessary)

Logistics Providers

R&D Institutions

Marketing Agencies

Maintenance Providers

Assembly Services

Sales/Distribution Services

Product Testing Services

Others:

2.2.4 If your company has an R&D requirement, is this outsourced?
Yes
No
No R&D function

June 2015
Page 11-20

Chuping Valley Development Plan
If ‘Yes’, please specify in the comment box below:
Comments:

2.3 Industrial Park Operating Model

The purpose of this section is to determine the industrial park support
required by players in your industry.

2.3.1 Given your current business requirements, what forms of support
would you require from an industrial park for your business? (Please
rank the top 3; with 3 indicating the most important and 1 indicating
the least important, and comment if necessary)

Comprehensive infrastructure
Business advisory and development

Talent sourcing and cultivation
Industry-academia collaboration for knowledge transfer
Incentives specifically for tenants
Licensing Support (Compliance with Regulations, Application
Support)
Others (Please specify in the comment box below)

Comments:

June 2015
Page 11-21

Chuping Valley Development Plan
Section 3: Supporting Government Initiatives
This section aims to gage the level of government support being provided to
players in your industry.
3.1 General Support
This section aims to assess the type of backing currently being provided to
industry players.

3.1.1 Is your business currently supported by any government
initiatives/incentives?
Yes
No

3.1.2 If ‘Yes’, please name the top 3 initiatives, and indicate how each
initiative has provided support: (If ‘No’, please proceed to Section 4)

Comments:
1.

Tax Incentives
Financial Support
Knowledge Sharing (Public/Private Collaboration)
Others:
2.

Tax Incentives
Financial Support
Knowledge Sharing (Public/Private Collaboration)
Others
3.

Tax Incentives
Financial Support
Knowledge Sharing (Public/Private Collaboration)
Others

June 2015
Page 11-22

Chuping Valley Development Plan

3.2 The Adoption of Green Technology

This section aims to determine the extent to which green technology has
been incorporated into your industry operations by assessing the
effectiveness of green technology focused Government initiatives/ policies.

3.2.1 Below is a list of Government policies/ initiatives that have a goal of
promoting green technology and energy efficiency within the E&E
industry. Using the scale provided, please indicate the effectiveness of
the following initiatives. (Please also tick where applicable)

12 3 45

Very Ineffective Ineffective Neutral Effective Very Effective

Government Policies/ Initiatives Effectiveness Don’t Know
National Green Tech Policy 2009 ()

Government’s
Green ICT Initiative

IGEM
(International Green Tech & Eco
Products Exhibition and
Conference)

Green Technology Financing
Scheme (GTFS)

Tax Incentives within Various
Policies (Pioneer Status/Investment
Tax Allowances)

Others

Comments:

June 2015
Page 11-23

Chuping Valley Development Plan
3.2.2 For policies/initiatives above which you deem as ineffective and/or

very ineffective, please specify your reason(s) for such evaluation.
Comments:

3.2.3 In your opinion, how could the policies/initiatives above been improved
for the benefit of industry?

Comments:

Section 4: Industry Views on Green Manufacturing Processes
This section aims to determine the extent to which green manufacturing
processes (if any) are adopted by players in your industry. A Green
Manufacturing Process will be defined as per the criteria outlined in
Stage 2 of the value chain in Section 1.

4.1 Has there been increased adoption of green manufacturing processes
within your industry in the past 5 years?
Yes
No
Don’t Know

4.2 If ‘Yes’, are there any other stages along the value chain (apart from
manufacturing) in which green processes are used? (Please tick all
that apply, and if ‘Not applicable’ please proceed to question 3.2.4)
R&D
Inbound/Outbound Logistics
Sales/Marketing
After-Sale Service
Not Applicable
Others:

4.3 Which of the following factors have facilitated the adoption of these
processes? (Please rank the top 3; with 3 indicating the most
important and 1 indicating the least important)
Government Initiatives

June 2015
Page 11-24

Chuping Valley Development Plan

Consumer Demand
Cost Savings
Others:

4.4 What are the most significant barriers to the adoption of green
processes in your industry? (Please rank the top 3; with 3 indicating the
most important and 1 indicating the least important)

High Costs

Lack of Qualified Human Capital to Support Process

Associated Risk with New Technology

Lack of Awareness of New Processes

Others:

- This space intentionally left blank -

June 2015
Page 11-25

Chuping Valley Development Plan

Section 5: Human Capital
The purpose of this section is to assess the human capital requirements of a
firm; with emphasis on the educational background.

5.1 Please provide an indication on the percentage of firm’s workforce, by
education level:

Tertiary Education Level: Diploma; Degree; Graduate Degree
(Masters); P.H.D
Secondary Education Level: SPM or equivalent; STPM or
equivalent; Certificate
Primary Education Level: below UPSR/UPSRA or equivalent;
UPSR/UPSRA or equivalent; PMR/SRP/LCE/SRA or equivalent

Tertiary Education Level ( %)
Secondary Education Level ( %)
Primary Education Level ( %)

5.2 With regards to workers with a Tertiary level of education, what are
the top fields of study undertaken by your existing workforce? (Please
rank the top 3; with 3 indicating the most important and 1 indicating
the least important)

Arts and Humanities
Engineering, Manufacturing and Construction
Science, Mathematics and Computers
Agriculture and Veterinary
Education
Health and Welfare
Others:

5.3 In regards to meeting human capital requirements, what are the top
challenges faced by your firm? (Please rank the top 3; with 3
indicating the most important and 1 indicating the least important)

Skill mismatch, between education and the job requirement

Inadequate level of language skills

Lack of industry experience

Difficulty in obtaining/retaining human talent with relevant
experience

Others:

June 2015
Page 11-26

Chuping Valley Development Plan

5.4 What is the proportion of foreigners to locals in managerial and
technical positions in your workforce? (Please indicate below)

Foreigners ( %)

Locals ( %)

Do you currently face any labour restrictions with regards to the hiring
of foreign workers (If ‘Yes’ please comment below)?

Yes
No
Not Applicable

Comments:

- This space intentionally left blank -

June 2015
Page 11-27

Chuping Valley Development Plan

- This page intentionally left blank -

June 2015
Page 11-28

Chuping Valley Development Plan

Section B

June 2015
Page 11-29

Chuping Valley Development Plan

Section 1: Profile: Institution of Higher Learning (IHL) Profile (Only IHLs)

This section seeks to determine the characteristics of companies that
undertake ‘green’ manufacturing processes.

No. Questions Remarks

1.1 Please state the name of your
institution of higher learning (IHL)

i.

What are the top 3 areas of study

1.2 of your IHL (e.g. most lecturers, ii.

students)?

iii.

1.3 Does your IHL have plans of Yes/ No/ Not Applicable
expanding R&D facilities?

- This space intentionally left blank -

June 2015
Page 11-30

Chuping Valley Development Plan
Section 2: Industry Specifics
This section aims to determine the characteristics of relevant firms and IHLs.
This will help determine whether Lembah Chuping is equipped to facilitate
effective collaboration.

2.1 R&D and Human Capital Development Collaborations
The purpose of this section is to assess R&D/ human capital development
collaborations between IHLs and industries; IHLs and IHLs.

2.1.1 Is your firm/ IHL currently involved in R&D/ human capital
development collaborations with (if no, please comment):
Firms
IHLs
Not Applicable
Others:

Comments:

2.1.2 With regards to collaborations, which of the following does your
IHL/firm most commonly undertake? (Please rank the top 3; with 3
indicating the most important and 1 indicating the least important)
Internships/ Industrial Experience Programmes
Joint Research and Development (R&D) Efforts
Outsourced R&D Function
Not Applicable
Others:

Comments:

June 2015
Page 11-31