ASPA 2020 Final Report

A Brief Dive into Cultured Meat

Gaydhane, M. K., Mahanta, U., Sharma, C. S., Khandelwal, M., & Ramakrishna, S. (2018). Cultured meat:
state of the art and future. Biomanufacturing Reviews, 3(1), 1-10.

Alternative Proteins: Selected Foodtech Startups in Singapore

Plant Based: made from Cell Based / Cultured: meat Fermentation: use Others: Mycoprotein,
plants such as pulses, soy, produced by in vitro cell microbes, such as yeast Algal protein, Insect
pea, chickpea, nuts, fruits cultures of animal cells; also or fungi, to break down
known as cellular agriculture a compound, such as
sugar, and create a by-
product, such as
protein.

Food Waste & Upcycling: Selected Foodtech Startups in Singapore

CRUST Group fights food waste by Soynergy utilizes a biotechnology SinFooTech is upcycling soy whey
upcycling surplus bread into beer. platform to transform food by- into an alcoholic beverage, Sachi,
products into functional foods,
using its zero waste patented
starting with okara from soybean. fermentation technology.

Kosmode Health extracts protein Treatsure is Singapore's first mobile TRIA develops food packaging made of
and fibre from spent barley grains, a reservation platform connecting plant-based materials & a rapid
businesses & hotels with surplus
by-product of beer and malt food to everyday consumers. digestion technology called Bio24 that
production, to ma W0W® noodles – converts used packaging and food
scraps into mineral-rich fertiliser
a starchless protein fibre noodle. within a day.

Strong Government Support for FoodTech Innovation in Singapore

’30 by 30 Plan:
• In 2019, Singapore announced the ’30 by 30’ Vision to reduce

Singapore's dependence on food imports, by producing up to 30%
of Singapore’s nutritional needs locally by 2030, up from less than
10%

• Agri-Food Cluster Transformation Fund ($60 million) to provide
funding support to farms to build & expand their production
capabilities

• Over $23 million in funding was also awarded for R&D in sustainable
urban food production ( with focus on alternative proteins, urban
farming, aquaculture)

Regulatory Environment Which Favours Innovation: Image credit: Compass List (above) Green Queen (Below)
• Singapore became the 1st country in the world to approve sale of

cultured meat on 2 Dec 2020 when it approved Eat Just cultured
chicken.
• Eat Just went for sale in restaurant ‘1880’ in early 2021
• Eat Just announced partnership with delivery service foodpanda to
offer home delivery of cultured meat in Apr 2021

Strong Government Support for FoodTech Innovation in Singapore

Investments & Research Grants Image credit: Temasek

• Singapore investment firm Temasek
has invested over US $5 billion in past
5 years into over 40 agrifoodtech
companies

• Temasek announced in Nov 2021 it
will pump another S$1 billion a year
into deep-tech investments across a
range of domains, including foodtech

• Via RIE2025, the government
committed S$25 billion (around 1% of
Singapore’s GDP), to fund research,
innovation and enterprise over the
next five years from 2021 to 2025.

Key Government Agencies for FoodTech Innovation in Singapore

• Enterprise Singapore: supports the creation, development, innovation, and international expansion of startups and small and medium
enterprise (SMEs). Enterprise Singapore is a source of grants for foodtech startups, such as SEEDS Capital, the investment arm of
Enterprise Singapore.

• Economic Development Board (EDB): EDB launched Tech@SG and Tech.Pass, a visa program that allows pass holders flexibility to
participate in activities such as starting and operating a business, being an investor, employee, consultant or director in one or more
Singapore-based companies, mentoring start-ups and lecturing at local universities.

• Agency for Science, Technology and Research (A*STAR):
• The Singapore Institute of Food and Biotechnology Innovation (SIFBI) was launched in 2020 by bringing existing A*STAR divisions
together as a single touchpoint for collaborators to tap on research capabilities and knowledge to sustainably develop innovative
food solutions, as well as opportunities for research funding.
• Future Ready Food Safety Hub (FRESH), launched by NTU Singapore, in partnership with SFA and A*STAR, was set up to drive food
safety research and to build local food safety science capabilities in support of Singapore’s growing food innovation ecosystem.
• Singapore Foodtech Innovation Centre (SFIC), established by Temasek and A*Star, was launched as a facility to accelerate the
development and commercialisation of food technologies.

• Singapore Food Agency: The Singapore Food Agency is primarily responsible for monitoring food safety and security in Singapore.
Besides regulation, the Singapore Food Agency is home to the Singapore Food Story R&D Programme, which releases grants for foodtech
research.

• National Research Foundation (NRF): NRF, a department within the Prime Minister's Office, develops policies, plans and strategies for
research, innovation and enterprise, and has channels for funding and grants, which have programs relevant to foodtech, such as “SG
Innovate” which is a collaboration and investment platform that focuses on Deep Tech.

• FoodInnovate is a multi-agency initiative to grow Singapore’s food manufacturing industry through innovation. Our vision is for Singapore
to be the leading food and nutrition hub in Asia. Partners include ESG, A*STAR, EDB, IPI, SFA, JTC to bring a suite of resources to
Singapore food companies to enable them to commercialise food products faster, and sell to a larger market

Strong Ecosystem In Singapore, Fostering Foodtech Innovation

• More than 200 accelerators in Singapore in 2021, up from 120 such enablers five years ago (Business Times, 2021)
• Unicorns (billion-dollar-valued start-ups) produced in Singapore in 2021 equals to number over the past seven years;

10 of the 21 unicorns that emerged in ASEAN in 2021 are based in Singapore (Business Times, 2021)
• Below are examples of foodtech enablers in the Singapore ecosystem

Venture Capitals & Accelerators Incubators & Ecosystem Builders Other Community Players

Corporates & FoodTech Companies Setting Up Innovation
Centres in Singapore

40KG

of plant
protein per
hour can be
produced at
Buhler –
Givaudan’s
Singapore
Innovation
Center

Making Natural Accessible & Affordable to the World

15

Technology Roots from the Founding Father of Metabolic Engineering

• The concept behind Manus Bio started
in the lab of Dr. Greg Stephanopoulos,
founding father of the field of
metabolic engineering and Willard
Henry Dow Professor in Chemical
Engineering at the Massachusetts
Institute of Technology (MIT).

• CEO Ajikumar Parayil has more than 60
U.S. & international patents issued
and/or filed and have co-authored
more than 50 publications in the area
of biotechnology and chemical biology.

• CTO Christine Santos is a co-inventor
on 18 issued and pending patents and
leads the scientific team.

Consumption is Straining the Planet’s Resources

Today: Three sources for everything we use

MINING & EXTRACTION PLANTS ANIMALS
Limited Quantities Limited Land, Water Resource Intensive
Increasing cost Impact of Pesticides Impact to the environment

Current Resources Are Unable To Support Growing Demand 17

9.9 Billion People

By 2050

Crop production will need to more than double.
Humanity has degraded roughly one-third of the world’s soil.
How can we create new ways to make natural ingredients?

Taxol®

242,000 rose petals = 5 mL of rose oil

We recreate plant processes in microorganisms to produce natural
ingredients through advanced fermentation.

Manus Bio’s Proprietary Platform Technology Protected via
50 Issued & 100 Pending Patents

Manus Bio owns the most efficient pathway for producing Nature’s largest class of chemicals.

Metabolic Omics
Engineering Analysis

+ Design Build Test Learn

Digitalizatio Universal Protein Custom
n of Biology Chassis Engineering Microbes

People Planet Process

Manufacturing | Augusta GA Commercial | Global
R&D | Cambridge MA
Leading Biotechnology Firm with
Integrated Manufacturing Platform

The Sugary Dilemma in the Food & Beverage Industry

Consumer Wellbeing Sugar Tax & Regulations Demand for Natural & Good Taste

Rising diabetes, obesity, & metabolic Governments are implementing and Artificial sweeteners are falling out of
diseases linked to high intake of sugar. mandating sugar taxes. favour, increasing demand for clean label.

In APAC, nearly 1 billion adults are With the WHO's Global Action Plan for Majority of the health-conscious
overweight (WHO, 2016) and 240 the Prevention and Control of NCDs consumers are preferring products
million are diabetic (IDF Diabetes, 2017). 2013-2020, over 50 countries or containing natural, high-intensity
There is increasing consumer awareness administrations have introduced taxes sweeteners because they contain fewer
about the obesity, diabetes, high sugar on sugary beverages. Sugar reduction calories than conventional sugar and
consumption. Study revealed that 87% and natural sweetener alternatives has confer fewer potential side effects on
APAC consumers are actively taking become top priority and the norm for human health as compared to artificial
measures to reduce or consume in food manufacturers around the globe sweeteners.
moderation products that contain sugar (FoodIngredientsFirst, 2017).
(GlobalData, 2020).

Product Lines - Sweeteners

Zero Calories, High Intensity Sweeteners

PRESENTS 250 times sweeter than sugar Tabletop 8000 times sweeter than sugar

PRESENTS Nature’s Best Replacement for Sugar Without the Calories

Zero Calories, All-Natural, Clean Taste
NutraSweet M Natural is a natural, zero-calorie
sweetener with a superior taste profile when
compared to other stevia-based sweeteners on
the market. Its high solubility in water makes it
the perfect sweetener for use in beverages.
• Stevia Rebaudioside M
• 250 times sweeter than sugar
• Zero-calorie, Low GI, All-Natural

Why Choose NutraSweetMTM Natural

Blind taste tests have shown that NutraSweetMTM matches the taste of sugar in an exceptional manner (Graph 1).
NutraSweetM TM consistently demonstrated better performance than competitors Reb M stevia products (Graph 2).
The clean taste profile allows formulators to work with NutraSweetM TM without the need for expensive taste
modifiers or having to make concessions to taste while still creating delicious product with fewer calories!

PRESENTS

NutraSweetM™ Value Proposition

Same Taste Better Health All Natural Customer Friendly Label

PRESENTS M enables you to keep M is an all-natural,zero- Our pla nted proces s
making those awesome calorie sweetener made allows us to label M a s

products that your from the leaf of the just stevia leaf
customers love without stevia plant.
losing out on taste and of extract without a dding
course, hitting your sugar words like fermentation
on the consumer label.
reduction goals.

NEOTAME FACTS 100Over scientific studies have been

conducted to evaluate the safety of neotame

8000 times sweeter than sugar No calories, No carbohydrates
FDA approved – “General Use of Approval”
40 times sweeter than aspartame 13 No PKU ingredient labelling required
times sucralose. Sold in 46 Countries
Clean, sweet taste, like sugar

Unique flavor enhancement properties

Cost Effective Sweetener Solution

Impacting Humanity Beyond Food…

Manus Bio is Combating Malaria, funded by Bill &
Melinda Gates Foundation

Malaria remains a key Artemisinin therapies Artemisinin is Manus Bio awarded
global health risk recommended inaccessible grant to develop

affordable artemisinin

In 2017, there were 219 Artemisinin combination Artemisinin, extract derived Bill & Melinda Gates
million cases and 435,000 therapies are recommended from plant Artemisia annua, is Foundation awarded Manus
malaria deaths (World Malaria
by the World Health expensive for majority of Bio a grant to use its
Report 2018) Organization as first line population who needs it, pose proprietary microbial chassis

treatment of malaria inconsistent supply, and and unique enzyme
requires resources. engineering approaches to

develop low-cost
manufacturing of artemisinin.

Manus Bio is Combating Dengue, Lyme Natural Insect Repellent with
Disease & Other Vector-Borne Illnesses Clinically Proven Long-Lasting

• Globally each year, nearly 700 million people Protection
contract mosquito-borne illnesses, causing 1
million deaths (World Mosquito Programme, Mild, Pleasant & Refreshing Scent
2021) Clinical Studies

• Two million suffer from post-treatment Lyme Super Gentle on Skin
Disease caused by ticks in 2020 (Global Lyme
Alliance, 2021)

• Chemical-based Insect Repellent linked to
Health and Environmental Concerns

• Few effective natural insect repellents in the
market (evaporate quickly, provide short
protection time)

Huge Opportunity for Impact

Manus Bio ‘s area covers over 60,000 Natural ingredients which are used today in everyday goods

Thank You.

36

SESSION 5: PLENARY TALK -
SUPPORTING START-UPS:
EXPERIENCES FROM THE NATIONAL
TECHNOLOGY AND INNOVATION
SANDBOX (NTIS)

Speaker: Dr. Wan Raihana Wan Aasim
Vice President (Technology & Innovation Fund)
Malaysian Technology Development Corporation (MTDC), Malaysia

SYNOPSIS

The National Technology and Innovation Sandbox was launched in July 2020 as a
means for Malaysian researchers, innovators, start-ups and high-tech
entrepreneurs to test their products, services, business models and delivery
mechanisms in a live environment.

Over the past year the Sandbox has supported and funded more than 70
companies in a diverse range of technologies in key industries such as fintech,
healthcare and agriculture. The implementation of the programme has also brought
to light some important findings regarding the support and facilitation needed by the
start-ups to transition from lab prototypes to successful commercial products. The
experiences of the team managing the programme, key lessons learnt as well as
case studies of successful and not so successful projects will be shared in this
session to serve as a framework and reference for similar programmes in the

future.

The purpose of NTIS is to offer a safe place to allow innovators to test their
products, services, business models and delivery mechanisms on a live
environment with relaxations on all or specific processes and/or regulatory
requirements.

Bill Gross, founder of IDealab, says that start-ups need 14% funding, 24% Business
model, 28% Ideas, 32% team and 42% timing.

It takes a village to raise a startup. We need many people to play their role. To 116
ensure the startup to have maximum support to bring up their technology. Support
and collaboration is also crucial – agencies and organisation have many differences
in working style. However, we learned that cross-agency support is the one that
help the companies to reach their maximum potential. In a way, this can be
attributed to COVID-19 as a game-changer in so many ways.

SESSION 5: PLENARY TALK -
SUPPORTING START-UPS:
EXPERIENCES FROM THE NATIONAL
TECHNOLOGY AND INNOVATION
SANDBOX (NTIS)

Speaker: Dr. Wan Raihana Wan Aasim
Vice President (Technology & Innovation Fund)
Malaysian Technology Development Corporation (MTDC), Malaysia

PROFILE

Wan Raihana Wan Aasim is a Vice President in the Technology and Innovation
Fund Unit of Malaysian Technology Development Corporation (MTDC). At MTDC,
her role is to manage the newly launched Sandbox Fund, which is part of the
Government’s post-COVID 19 PENJANA programme. During the seven years that
Wan Raihana has been at MTDC, she has worked closely with researchers,
entrepreneurs and government officials and gained extensive experience in
technology transfer and commercialisation. Prior to joining the corporate world, Wan
Raihana was a researcher at the BRAINetwork Centre for Neurocognitive Science
of Universiti Sains Malaysia. During her time there, she headed a research team
that studied the role of brain steroids in memory and learning.

She is also a certified HRDF trainer, specialising in training related to innovation,
creativity, technology transfer and commercialisation as well as a Certified Master
Performance Coach. Wan Raihana holds a degree in Chemistry and PhD in
Pharmacology from Universiti Sains Malaysia and an MBA in Technology
Management from Open University UK. She is also the current Secretary for the
Innovation and Technology Managers Asssociation Malaysia.

117

Supporting Start-Ups: Experiences from
The National Technology & Innovation Sandbox

Wan Raihana Wan
Aasim, PhD.

Malaysian 100% Owned Partner agency
Technology by Khazanah to several
Development Ministries
Corporation Sdn Bhd Nasional
8
29
Technology
Years of Funds Managed
Experience
5
>800
Technology
Technology Development
Companies
Centres
Funded

Identify, finance & Identify & transfer
develop companies in emerging and strategic
strategic technology technologies for adoption

areas by industries

Our Roles

Spearheading the development of technology-
based companies in Malaysia

The Complete Equation

Incubation Advisory
services

Linkages

Funding



A ‘safe place’ to allow innovators to test their products, services, business models and delivery mechanisms
in a live environment with relaxations on all or specific processes and/or regulatory requirements.

NTIS comprises of 2 components which is the Technology/Innovation Sandbox and the Regulatory Sandbox.

What do start-ups need ?

Source:
Bill Gross,
Founder of Idealab

The ‘Sand’ in the Sandbox

MOSTI National Technology & Innovation Sandbox Secretariat (NTISS)
Project Owner & Lead Project manager, coordinator & implementation

▪ Provides support to other ▪ Conducts innovation training ▪ Identifies new solutions ▪ Identifies new solutions ▪ Coordinate regulators
ministries, agencies & and capacity building ▪ Verify legislative
regulators programs ▪ Facilitates certification process ▪ Technology audit
implications
▪ Assists in setting up ▪ Central depository for ideas, & venture building ▪ Database consolidation for ▪ Educate on regulation
sandbox test beds products and IPs
▪ Provides testing locations new Ideas and IPs related innovation

Main Funding Partner

MTDC’s NTIS Funds

Current Status of NTISF

RM80.56mil

Total Allocation

RM57.4mil

Amount approved

(including conditional approvals)

77

NTIS Companies
Approved

Sandbox 1 - Biogenes Technologies Sdn Bhd

Affordable and effective rapid diagnostics using a novel platform technology

Sandbox 3 - Poladrone Solutions Sdn Bhd

High tech, high efficiency crop protection for the agricultural industry

Consortium Sandbox

Coopetition to answer a pressing community need

Challenges and Lessons Learnt

1. It takes a village
2. Support and collaboration is crucial
3. COVID-19 was a game-changer in so many ways
4. Flexibility and agility is key

Thank You

Wan Raihana Wan Aasim, PhD
+6012-235 3208
[email protected]
http://www.mtdc.com.my

SESSION 6 : SCIENCE PARKS AS ENABLER OF
COOPETITION AMONG SMES IN ADVANCED
TECHNOLOGY DEVELOPMENT

SYNOPSIS

Small and medium enterprises are the backbone of economies as they are considered key drivers of
employment, innovation and economic growth. It is therefore imperative for SMEs to adopt and
develop advanced technologies to sustain their competitiveness in an environment of rapid
technological changes and high economic uncertainties. However, in order to thrive in such
environment, SMEs need to adopt strategies that would overcome resource and capability
constraints to pursue technological development that entails high investments and risks.

Coopetition is an important strategy for SMEs in knowledge- and innovation-intensive, dynamic and
complex industries that are typically characterised by short product life-cycles, a need for high
research and development (R&D) investments and convergence of various technologies. Coopetition
is a business strategy that emphasises both cooperation and competition relations between two or
more organizations that combines complementary resources and strengths to create synergies.

A key prerequisite of coopetition is mutual trust, especially crucial when it involves competitors. Trust
is built through continued successful interactions among the coopetitors. Science parks can serve as
trust builders supporting the implementation of SMEs coopetition strategies. This plenary session will
highlight the features and functionalities of science parks that enable SMEs to enter into coopetition
relationships to develop advanced technologies.

Moderator

Dr. Ramesh K S @ Mohd Zaidi Bin Abd Rozan
Associate Professor Dr Information Systems
Azman Hashim International Business School,
Universiti Teknologi Malaysia (UTM), Malaysia

Panelist 127

Dr. Yeong Junaq Wang
Director General
Hsinchu Science Park Bureau, Taiwan

Purwadaria Hadi K
Commission International
Association of Business Incubators, Indonesia

Raja Taufik Azad bin Ahmad Suhaimi
Vice President (Quality Living)
Iskandar Regional Development Authority, Malaysia

Suwipa Wanasathop
Vice President
National Science & Technology Development Agency (NSTDA), Thailand

SESSION 6 : SCIENCE PARKS AS
ENABLER OF COOPETITION AMONG
SMES IN ADVANCED TECHNOLOGY
DEVELOPMENT

Moderator: Dr. Ramesh K S @ Mohd Zaidi Bin Abd Rozan
Associate Professor Dr Information Systems
Azman Hashim International Business School,
Universiti Teknologi Malaysia (UTM), Malaysia

PROFILE

Dr. Ramesh Zaidi Rozan, Associate Professor in Information Systems at Azman
Hashim International Business School (AHIBS) and formerly in School of
Computing, Universiti Teknologi Malaysia (UTM) for 16 years. Previously, he served
as the Director of UTM XCITE, a university-level centre for innovation and
entrepreneurship building between UTM community and external stakeholders. He
has more than 27 years of experience and was formerly in four positions of non-
academic and academic in private and public organizations and an entrepreneur
since 1993. He has BSc, M.IT and D. Eng in Information Science and Control
Engineering in 2007 from Japan and a Diploma in Digital Entrepreneurship in 2020.

Dr. Zaidi continues his professional development, having recently been selected as
one of 16 worldwide participants of the International Visitor Leadership Program
(IVLP) USA focusing on Science and Technology Entrepreneurship Inter-Regional
Project. He also led the Impact Digital Entrepreneurship Apprentice@KPT National
Program, and just recently completed a Master Program in Data Scientist. Since
2013, he has accumulated 1.53 million industry grants and 2.03 million public grants
from the Ministry of Higher Education Malaysia on projects relating to
entrepreneurship development. Actively involved in coaching and mentoring start-
ups, he has assisted many projects or enterprises owned by young entrepreneurs.
This involves mostly technologically driven enterprises within the domain of
Computing and Electronics.

128

Panel Speakers’ Presentation

Dr. Yeong Junaq Wang
Director General
Hsinchu Science Park Bureau, Taiwan

SYNOPSIS

The trends of Technology Development and Innovation include Globalisation of
Innovation Network, Innovation Digitisation, Open Innovation, Technology
Convergence and Start-up Incubator. In keeping up with the trends, however,
Science Parks also need to address Enterprises’ demands, which include realising
the Science Park as a place where talents gather, research capacities deepen,
innovation opportunities are created through knowledge exchange across industries
and new start-ups are incubated.

There are four Drivers in Innovation Cluster 3.0, and they are Industry Evolution,
Global Linkage, Local Entrepreneurship and Government Policy. An example of
Cluster 3.0 is Silicon Valley, USA, which meets all the enterprises’ demands as
mentioned above.

The mode of global innovation has changed. Cluster effect has become more
important due to competing demands for crucial talent, elevation of research
capacities, grasping of innovation opportunities and innovation incubation of firms.

PROFILE

Yeong-Junaq Wang is currently President of Asian Science Park Association and
Director General of Hsinchu Science Park Bureau, Hsinchu, Taiwan, ROC since
2016. Earlier he was the Director General of Central Taiwan Science Park Bureau
from 2013 to 2016. Prior to science park management, he worked at Ministry of
Science and Technology, and National Science Council as Director General of
Department of Planning & Evaluation, and Director of Secretariat.

Dr. Wang received his Ph.D. degree in Atmospheric Science from National Taiwan
University in 1996. He started his career as an instructor at National Taiwan
University, and then worked at Bureau of Meteorology and Civil Aviation
Administration before joining the National Science Council.

129

Dr. Wayne Wang

President of ASPA
Director General of Hsinchu Science Park Bureau
24th ASPA Annual Conference, November 17, 2021

1

OUTLINE

1. Trends of Innovation Mode and Enterprises’ Demands
2. Characteristics of Innovation Clusters
3. Development Experiences of the Hsinchu Science Park
4. Conclusion

2

1. Trends of Innovation Mode and Enterprises’ Demand

1/4

Trends of Technology Development and Innovation

1) Globalization of Innovation Network: more driven by global innovation
network instead of local innovation network.

2) Innovation Digitization: more derived from integrating virtual supply chain
rather than physical supply chain.

3) Open Innovation: more carried by collaborative innovation among
organizations yet a specific organization.

4) Technology Convergence: more stemmed from a cross-industries venture but
an industry independently.

5) Start-ups Incubator: more come from developing business model comparing
with commercializing technology.

3

1. Trends of Innovation Mode and Enterprises’ Demands

2/4

Enterprises’ demands:

Park as enabler Content Firm Demand

Node of Talent Cluster Talents easier to gather, grow, Competing Key Talents
work, and innovate here.
Node of Industry-
academics collaboration Industries, universities, and Deepening Research
research institutes easier to Capacities
Node of Cross-Fields create knowledge here.
Innovation Occupying Innovation
Cross-fields/Cross-industries Opportunities
Node of Strat-up knowledge easier to
Incubation exchange here Strengthening Innovation
Incubation
Frontier technologies and
business models easier to
acquire and develop here

4

1. Trends of Innovation Mode and Enterprises’ Demands

3/4

Approach: Locate decision-making organizations into an ideal cluster for
reaching talents in the cluster.

Case: GE moved its headquarter to Boston city in 2016. Till 2019, this action has
attracted over 7000 people attending GE’s Career Lab, awarded 75 GE
scholarship, and launched joint research programs with Boston College,
Boston University, and the other universities in Boston.

7000+ people attending
GE’s Career Lab.

75 people got GE’s
STEM scholarship

Joint research
programs with Boston
College, Boston
University, and the
other universities

Source: GE Report, 2019 5

1. Trends of Innovation Mode and Enterprises’ Demands

4/4

Approach: Connect with important universities or research institutes for
getting basic research insights efficiently.

Case: TSMC issued 4 joint research centers (JRC) with 4 top universities in Taiwan to
reinforce its research capacities. From 2014 to 2019, the JRCs were granted for
62 patents in Taiwan.
TSMC’s JRC Model

JRC 2014-2019 • Call for • The research
Patenting research program open
Number program of to both faculties
faculties and students

Research Campus
Program Shuttle

NTU-TSMC 34

NTHU-TSMC 8 Student Alliance
NCTU-TSMC Support Plan
NCKU-TSMC 15

5 • Summer Intern • Assigning themes
and sponsor and solving them
conference with alliance
attendings members

Source: TSMC and TIPO 6

2. Characteristics of Innovation Clusters 1/3

Innovative Cluster: Concepts and Characteristics

Cluster 1.0: Companies innovate individually. The cluster advantage depends on the
division of works.

Cluster 2.0: Companies innovate collaboratively. The cluster advantage relies on the
local network including neighbors.

Cluster 3.0: Companies innovate openly. The cluster advantage relies on a global
network hardly without boundary.

Cluster 1.0 Cluster 2.0 Cluster 3.0

CAP U
E

CAP U EE
E E
E U CAP R EU
EE E E
U CAP U
E RE E E E

EE

R EU R EU

E: Enterprise, U: University, R: Research Institute, CAP: Capital 7

2. Characteristics of Innovation Clusters 2/3

Four Drivers in the Innovative Cluster 3.0

Industry For adapting the change of
Evolution innovation mode, industries
will rely upon market
mechanism to form new
innovation ecosystem.

Producers connect Global Local Local
the comparative Linkage Entrepreneurship entrepreneurship
advantage between will change the
countries to take existing industrial
innovation efficiency. structure and make
the radical
Government policies Government innovation of the
improve the market Policy local industries.
failure that restrained the
innovation inputs and
promote innovation.

8

2. Characteristics of Innovation Clusters 3/3

Example of Cluster 3.0: Silicon Valley, USA

1) Innovation Talents Cluster: 136,644 high-quality foreign workforces gathered in
Silicon Valley in 2017. The innovation talents determine development of big
technology companies like Apple, Google, and Facebook.

2) Network between industry, university, and research institute: For example, the
network of Stanford Research Park cultivated 39 remarkable companies
including Google, Cisco, and Genentech.

3) Impactful cross-field innovation: Many cross-fields alliances born in Silicon
Valley. For example, in October 2018, iRobot and Google announced a strategic
alliance for development new technologies.

4) Startup Incubator Cluster: Silicon Valley has about 3,300 startups in 2020.
There are found average 50 new companies per weeks in Silicon Valley.

Resource： Silicon Valley Index, 2019； Ezell, 2014；Crunchbase, 2020 9

3. Development Experiences of the Hsinchu Science Park 1/4

• Attracting local and foreign talents cluster

– Over 38% of park employees hold masters or Ph.D. degree

– HSP firms value foreign talents: From 2006 to 2018, 13% of
the high-level managers of the HSP firms have educational
experiences in the US. The rate is more significant in positions
of board chairs and CEOs. 39% board chairs and 35% CEOs
of the HSP firms have education experiences in the US.

10

3. Development Experiences of the Hsinchu Science Park

2/4

• Deepening the collaborative network between
industry, university, and research institute

– Universities established centers for university-industry
collaboration to bridge academia and industries: Renowned
universities, e.g. NTHU and NCTU in the HSP cluster established
GLORIA Operation Center and the Center for Academia and
Industry Collaboration to facilitate university-industry
collaboration.

– ITRI connected the gap between industries and academia: ITRI
provides about 25 thousand technological services for firms and
carries out technology transfers at HSP annually. Moreover, ITRI
also devote to transfer self-developed technologies to HSP firms.
In 2018, 570 technology transfer cases to 490 firms were done by
ITRI.

11

3. Development Experiences of the Hsinchu Science Park

3/4

• Constructing the cross-fields node of innovation

– HSP enterprises invested in cross-field businesses: For example,
UMC derived a series of innovative HSP firms out of UMC’s
technology expertise (IC foundry), which include top-leading
enterprises nowadays, e.g. MediaTeck in IC design, NexPower
Technology in solar technology, and WaveTeck in
optoelectronics.

– Launching various cross-domain collaboration projects

12

3. Development Experiences of the Hsinchu Science Park

4/4

• Strengthening innovation incubators

– The Hsinchu Science Park Bureau found the co-working spaces
to incubate small start-ups: In 2016, HSPB established the
government-owned co-working spaces, providing various
training and R&D resources to coach entrepreneurial teams.
185 start-up companies were incubated so far with continuous
operation at present, 11 of which have turned out to be HSP
enterprises, with a paid-in capital of approximately 2.9 billion
NTD.

13

Conclusion

1. Mode of global innovation has been changed. Importance of
cluster effect has become more and more important, due to
competing demands of crucial talents, elevation of research
capacities, grasping of innovation opportunities, and innovation
incubation of firms.

2. Content of innovative clusters has evolved three times. The
cluster has to involve more innovation drivers to support the
evolution, which include industry evolution, local
entrepreneurship, global linkage, and government policy supports.

3. Development experience of the HSP revealed how a cluster
shapes innovation through attracting local and foreign talents,
deepening collaborative network between industries, universities,
and research institutes, constructing cross-fields node of
innovation, and strengthening innovation incubators.

14

Panel Speakers’ Presentation

Purwadaria Hadi K
Commission International
Association of Business Incubators, Indonesia

SYNOPSIS

STP and STP Business Incubator as enabler of coopetition among tenant enterprises
attract talents to a business ecosystem providing the growth of open-innovation and
technology convergence among the tenant enterprises, provide business environment and
interaction among the enterprises which enabling them to create idea leading to a
coopetition among them, identify, encourage and synergize the strengths of the tenant
enterprises to create new ideas to solve problems in the community and provide research
capability and funding access to support the new coopetition product development.
Coopetition between actors in STP & STP incubators have successfully created new
advanced products & ventures.

PROFILE 137

Hadi K. Purwadaria is the founder of the Incubator Center for Agribusiness and Agroindustry
(ICAA) of Bogor Agricultural University (IPB) since 1995 and it was further developed to
Research and Development Center for Entrepreneurship. Under his management, ICAA-IPB is
one of the twelve agricultural incubator models in the world by infoDev, an incubator forum
under the World Bank.

He is also one of the ten founders of the Association of Indonesian Business Incubators (AIBI)
in 1996, and is a strong supporter of the incubator development in Indonesia through various
Government programs at the Ministry of Research, Technology and Higher Education, Ministry
of Cooperatives and SMEs, and Office of Coordinating Minister for Economics.

He is active in various international incubators such as APIN (Asia Pacific Incubator Network),
infoDev – World Bank, SPICE (Science Park and Innovation Center Experts), and AABI (Asian
Association of Business Incubators). He initiated the formation of ABINet (ASEAN Business
Incubator Network) in 2013 with members from all over ASEAN such as NUS and SMU,
Singapore, TPM, Malaysia, Thai BIC Software Park, Center for Business Incubation of
Agricultural Hi-Tech from Vietnam, and Ayala TBI, the Philippines.

As a professional, he is a lecturer and research professor at the Department of Mechanical and
Biosystem Engineering and Department of Food Science at Swiss German University,
Tangerang. He wrote a chapter in international books like the CIGR Agricultural Engineering
Handbook Vol VI published by the ASABE US in 2007, the Modernisation of Traditional Food
Processes and Products published by Springer in 2016, and the latest one is Konjac
Glucomannan published by CRC in 2020. He has also been active in professional
organisations such as the Technical Committee of Intelligent Control in Agricultural Automation,
IFAC (International Federation for Automatic Control).

Indonesian Experiences: Science Park
and Its Business Incubator as Enabler
of Coopetition Among Their Tenant
Enterprises

Hadi K Purwadaria – AIBI
[email protected]
The 24th ASPA Annual Conference, KL, Malaysia, 16-17 Nov 2021

The roles of STP & STP Business Incubator as enabler of
coopetition among tenant enterprises :

1.Attract talents to a business ecosystem providingthe growth of
open-innovationandtechnology convergence amongthe tenant
enterprises,
2.Provide business environment and interaction among the
enterprises which enabling them to create idea leading to a
coopetition amongthem,
3. Identify,encourage andsynergize the strengths of the tenant
enterprises to create new ideas to solve problems in the community
4.Provide research capability and fundingaccess to support the new
coopetition product development.

2

Case 1. Two early stage enterprises collaborate to create a new product,
Business Incubator of STP IPB University, Bogor

PT Zara Propertifarm Indo- Integrated closed house system controlled ALL EQUIPMENTS
nesia designing, building, with a mobile application facilitates the IN CLOSE HOUSE
and managing a small farmer users with maximum bio security ARE CONNECTED
scale close house system to support cultivation until harvest time.
for poultry farms. TO INTERNET

Kharisma Agri Inovasi 3
integrated Agri Tech 4.0
data processing and
sensor technology

Case 2. Coopetition of two enterprises graduated from Indigo incubator & accelerator,
Jakarta create a new venture.

ERP Platform handling end to end ikaspos.com A platform to expand and manage a
business process for all types of business business to a whole new level by
saving time : online bookings; loyalty
with unique functions in doing, program; marketing tool and POS
promoting and controlling business
BARBERS, BEAUTY SALONS
VARIOUS INDUSTRIES
Its uniqueness :1. Easiness: 2. Flexibility; 3.
IKAS provides POS in the android Affordable.Price is only 50 K IDR (3.5 USD)
system for micro enterprises in per month
Indonesia

MICRO recap daily sales
ENTERPRISES

sale/customer 4

Case 3. Coopetition between the Technology Business Incubator and a tenant enterprise
at Skystar Ventures, UMN, Nusantara Multimedia University, Tangerang.

creates various data A platform to build Data genera-
management platforms tion prepared for industrial career.
to help amplify data The users learn Data Science from
quality and simplify a Data enterprise and practitioners
business analytics of with new Data Module added eve-
the users ry week.

empowers Indonesian Users develop their own funda-
tech ecosystem by mental competency in preparing
offering 1. Technolo- their career in Data field. The
gy Incubator Program platform boasts of 58 modules,
2.Collaborative Work- 265 chapters, and 1790 sub-chap-
ing Space 3. Mentor ters which will be updated with
Network – by Skystar more modules weekly.
Capital VC fund target-
ing Asia Pacific 5

DATA ENGINEER DATA ANALYST DATA SCIENTIST
Dev, Test & Optimize Data Archi- Communicate & Visualize Insights Advanced Predictive Modeling
tecture; Dev Pipeline to Different Data Cleansing Data Cleansing
Data Formats; Discover Data Perform Simple Predictive Modeling Data Exploration
Acquisition Opportunities Trend Analysis Communicate and Visualize Insights

Description & career
in the industry of the
selected profession

Skills required
by a user
selecting this
profession

Tracking
progress of
module
building by
each user

6

Resume

Coopetition between
actors in STP & STP
Incubators have suc-
cessfully created new
advanced products &
ventures

Some are predictable
some are unpredict-
able and quite amaz-
ing as it had been pre-
viously un-thinkable

7

Panel Speakers’ Presentation

Raja Taufik Azad bin Ahmad Suhaimi
Vice President (Quality Living)
Iskandar Regional Development Authority, Malaysia

SYNOPSIS

Iskandar Malaysia, Johor, with an area of 2,217 km2 and a population of 2.23 million
is well poised as a business and industrial hub. Being at the southernmost tip of
Peninsular Malaysia and just north of Singapore, it is well connected to major
transportation and economic hubs. It adopts a holistic and resilient ecosystem and
promotes nine economic sectors, namely Financial, Logistics, Education, Tourism,
Creativity, Healthcare, Electrical & Electronics, Petrochemical and Oil & Gas, as
well as Food & Agro Processing.

PROFILE

Taufik is currently the Vice President at Iskandar Regional Development Authority
(IRDA). His primary responsibility is to see Iskandar Malaysia primed to be the most
liveable metropolis by 2025 in accordance to the strategies laid out in the
Comprehensive Development Plan.
Several key projects that relate to wealth sharing and inclusiveness fall under his
supervision, which include enhancing economic participation, and achieving
equitable wealth & social connectedness. Prior to IRDA, Taufik served several state
government agencies. He went to Purdue in 1997 and studied economics.

142

PRIME MINISTER’S DEPARTMENT

Science Parks As Enabler Of Coopetition Among SMEs In Advanced Technology Development

Raja Taufik Azad
Vice President, Quality Living

All content including the presentation thereof is the property of Iskandar Regional Development Authority (IRDA). You may not copy, reproduce, distribute, transmit, modify,
create derivative works, or in any other way exploit any part of copyrighted material without the prior written permission from Iskandar Regional Development Authority
(IRDA).

ISKANDAR MALAYSIA

PRIME MINISTER’S DEPARTMENT E M AL AY S I A Kota Tinggi Developments in
Johor District adjacent areas
2,217km2 - area
2.23mil. - population AD Pengerang  Pengerang Integrated
Petroleum Complex
Pontian SINGAPORE
District  Desaru Coast
 BioDesaru – Johor Food
B
C Valley
 Agro & Historical Tourism

E Senai - Skudai

 Electrical & Electronics
 Transportation,

Distribution & Logistics
 Education
 Creative

A Johor Bahru B Iskandar Puteri C Western Gate D Eastern Gate
City Centre Development. Development
 Tourism
 Tourism  Healthcare  Transportation  Electrical & Electronics
 Financial & Business  Education  Distribution & Logistics  Transportation,
 Creative  Petrochemical, Oil &
Services  Financial & Business Distribution & Logistics
 Education Gas  Petrochemical, Oil & Gas
 Healthcare Services  Food & Agro-processing
 Creative
2

CONNECTIVITY

PRIME MINISTER’S DEPARTMENT

Source : Draft Comprehensive Development Plan iii for Iskandar Malaysia study
commissioned by IRDA

3

DEVELOPMENT PHASES

PRIME MINISTER’S DEPARTMENT

Investment Target* =

92USD
bil

Development Phase 2 Phase 3
Sustain &
Strengthening and Innovate
Generate Growth
Phase 1

Planning & Building
the Fo undation

2007 - 2010 2011 - 2015 2016 - 2025

* Based on USD 1.00 = RM 4.16 exchange rate 4
Source : CDP IRDA

CIRCLE OF SUSTAINABILITY

PRIME MINISTER’S DEPARTMENT

Adoption of a holistic and resilient ecosystem 5

Source : Comprehensive Development Plan ii for Iskandar Malaysia

PRIME MINISTER’S DEPARTMENT PROMOTED SECTORS

9 ECONOMIC SECTORS

SERVICES

Financial Logistics Education Tourism Creative Healthcare

MANUFACTURING

Electrical & Petrochem & Food & Agro
Electronics Oil & Gas Processing

EMERGING TECHNOLOGY

Green Technology Biotechnology

Source : Comprehensive Development Plan ii for Iskandar Malaysia

LAND USE

PRIME MINISTER’S DEPARTMENT

Source : Draft Comprehensive Development Plan iii for Iskandar Malaysiastudy commissioned by IRDA

7

PRIME MINISTER’S DEPARTMENT INDUSTRIAL ZONES
LAND USE

9

8 5 1 1. Tanjung Langsat
7 Industrial Complex
4
10 3 2. Pasir Gudang Industrial
11 2 Park
12 6
3. Desa Plentong
13 Industrial Park

14 4. Sri Plentong Industrial
Park
Source : IRDA & Rancangan Tempatan Daerah, JPBD Johor
5. Tebrau Industrial Area
6. Desa Cemerlang

Industrial Park
7. Senai Industrial Area
8. Indahpura Industrial

Park
9. SedenakIndustrial

Park
10. Johor TechnologyPark
11. Pekan Nenas Industrial

Area
12. Setia Business Park
13. Nusa Cemerlang

Industrial Park & SiLC8
14. Pelepas Free Zone

STRATEGIC APPROACH

PRIME MINISTER’S DEPARTMENT

Daidj, Nabyla. Cooperation, Coopetition and Innovation, John Wiley &
Sons, Incorporated, 2017. ProQuest Ebook Central,
https://www.proquest.com/legacydocview/EBC/5122091?accountid=197
721.

9

PRIME MINISTER’S DEPARTMENT

THANK YOU

www.iskandarmalaysia.com.my

All content including the presentation thereof is the property of Iskandar Regional Development Authority (IRDA). You may not copy, reproduce, distribute, transmit, modify,
create derivative works, or in any other way exploit any part of copyrighted material without the prior written permission from Iskandar Regional Development Authority
(IRDA).

Panel Speakers’ Presentation

Suwipa Wanasathop
Vice President
National Science & Technology Development Agency (NSTDA)
Thailand

SYNOPSIS

Science Park is a platform for open innovation such as co-creation, co-acceleration,
localization, business matching, mentoring and co-branding. The platform will
enable entrepreneurs to reduce risk and increase success rate. With regards to
Third Country market penetration, entrepreneurs from different economies can be
introduced and connected through science park network. They can co-create new
values to offer to clients.

PROFILE

Suwipa Wanasathop is Director of Thailand Science Park (TSP), and Vice President
of the National Science and Technology Development Agency (NSTDA). NSTDA is
the scientific and technological solution provider for Thai businesses, with five
national research centers on Biotechnology, Materials Technology, Electronics and
Computer Technology, Nanotechnology, and Energy Technology, with over 2,000
full-time researchers.

She drives TSP as a robust innovation platform, and home for S&T, and Innovation-
driven corporates and startups. Suwipa acquires extensive experience in
technology commercialization and industry engagement through different
mechanisms such as technology business incubation, joint-venture investment, low-
interest loan, tax incentives, and programs to foster innovation and technology
transfer.

She also serves as Asia Pacific President of the International Association of
Science Parks and Area of Innovation (IASP), President of the Asian Association of
Business Incubators (AABI), and Honorary President of the Thai Business
Incubators and Science Park Association(Thai-BISPA).

She has also been a Board member in the University Business Incubator Sub-
Committee under the Ministry of Higher Education, Science, Research and
Innovation, as well as Advisor to the Asian-Oceanian Computing Industry
Organization (ASOCIO) and the Association of the Thai ICT Industry ( ATCI).

148