The document provides a strategic plan and action plan for Perak Biotechnology (Perak Bio). It outlines 6 strategic thrusts to develop the biotechnology sector in Perak, which include developing the right technologies, leveraging niche economic areas, developing specialized facilities, supportive public policies, preparing an educated workforce, and attracting foreign and domestic direct investment. Each thrust contains specific actions and initiatives Perak Bio plans to undertake to achieve its vision of making Perak a leading biotechnology hub in Malaysia.

1. PERAK BIOTECHNOLOGY
STRATEGIC PLAN AND
ACTION PLAN
WTI Consulting

2. INTRODUCTION:

4. APPROACH

5. BIOTECHNOLOGY MALAYSIA – FOCUS
AREAS
Traditional
Complementary
Medicines
New Agriculture Value Added Products
Food Supply High Yield Crop
Agri Biotechnology
Natural Substances Nutraceutical
Tropical Diseases Bioinformatics Microbes Technologies
Contract Research Contract Manufacturing Bio Fuel
CRO CMO
Healthcare Industrial Biotechnology
Biotechnology Green Chemistry
Clinical Trials Diagnostics & Vaccines
BioMedical Bio Materials
Instruments Enzymes/Catalyst

6. PERAK & BIOTECH: STRENGTHS

7. PERAK & BIOTECH: CHALLENGES

8. EXISTING BIOTECHNOLOGY
INITIATIVES

9. THE ROLE OF PERAK BIO

10. PERAK BIO VISION AND MISSION

11. PERAK’S NEXT STEPS
 Spark innovation and discovery
 Attract research and management talent
 Encourage greater commercialization
 Respond to emerging societal, scientific and
economic trends.
 Provide a globally competitive environment and
the perspective for collaboration among
institutional, scientific, entrepreneurial and
public-private institutions.

12. SUCCESS FACTORS IN
BIOTECHNOLOGY

13. STRATEGIC THRUSTS

14. THRUST 1: DEVELOPMENT AND ACQUISITION
OF THE RIGHT TECHNOLOGY
 First, Perak has to identify home-grown technology.
 Secondly, to bring in new and useful foreign
technology.
 Thirdly, there must be continuous support for local
innovation and R,D&D.
 Fourthly, there must be strategic alliances between
the private sector and the public sector, between local
and foreign parties and between industry and centres
of excellence and halal.

15. THRUST 2: LEVERAGING ON NICHE
ECONOMIC AREAS
 To be competitive as a regional player, Perak
needs to strategically position itself.
 First, to identify the focus areas of technology, e.g.
aquaculture, animal breeding, pharmaceutical and
nutraceutical and industrial biotechnology; logistics,
biosafety, intellectual property protection and
management, diagnostics and research tools.
 Secondly, to leverage on mega-biodiversity for the
development of technologies and R&D&D; be the
centre for biodiversity related research and production
of biotechnology products and services.

16. THRUST 3: DEVELOPMENT OF SPECIALISED
FACILITIES
 The Perak Biotechnology Park may contain specialised
facilities such as advance labs, shared state of the art
equipment and advisory services.
 Another important facility is the existence of special
biotechnology cluster or clusters in the State. One such
cluster may be created at the Perak Hitech Park within
the soon-to-be-developed Perak Biotechnology Park.

17. THRUST 4: CREATION AND MAINTENANCE OF
SUPPORTIVE PUBLIC POLICY
 Perak may take advantage of different economic
activities in different parts of the state to
promote different biotechnology activities.
 The state may also take advantage of the K Perak and
ICT sector in promoting bioinformatics which is
necessary in promoting biotechnology sectors.

18. THRUST 5: PREPARING FOR EDUCATED
WORKFORCE
 Human capital development is necessary to
provide the required skills and expertise
through formal classes and skills upgrading.
 Development of knowledge and expertise in
fundamental science, technical, financial, clinical,
regulatory, business and marketing skills and
experience with global orientation.

19. THRUST 6: FDI, DDI & CAPITAL FORMATION
 Encouraging private sectors to kick start the
activities in biotechnology, to be fully
supported by the Government GLC.
 State or GLC to facilitate access to financial
infrastructure and access to capital and incentives.
 The state through supports from Federal
Government may also encourage strategic alliance
with local banks and financial institutions and
encourage the creation of Perak-centric venture
capital companies.

22. SUCCESS FACTORS OF ACTION
PLAN
Thrust Success Factors Strengths/Weaknesses Actions
Thrust 1 - Funding for acquisition (lack of capital) Encourage PFI
Technology
Funding for R&D (lack of capital) Encourage PFI, Federal support
Local participants (no clear participants) Import HR from outside Perak
IP Protections Good IP system -
Human Resource (lack of local talents) Training, capacity building, Perak Life Sciences
Institute (PLSI)
Thrust 2 – Niche Technology – modern and There are local technologies, Encourage further development and R&D,
Areas traditional universities, Technofund contacts with Technofund
IP Good system Training
Funding/Investment (Lack of capital) Encourage PFI
R&D (Need further R&D) Encourage PFI
Raw Material (Need further enhancement) Develop raw material, contract farming
Market (market unclear) Market study, promotion
Logistic IIP, Lumut (no specialised Need to provide specialised facilities
facility)
Human Resource Training, capacity building, PLSI
(lack, UTAR provides some HR)

23. Thrust 3 – Specialised Participants (lacking specialised facilities) Create market to encourage participants
Facilities
Human Resource (lacking experience) Training, capacity building
Funding / Investment (lacking) Encourage PFI
IP Good system -
Market (depends on industrial development) Create capacity
Thrust 4 – Supportive Human Resource Some HR available Training, Capacity Building
Public Policy
Clear investment approval policies (lacking clear guidelines) Prepare guidelines
Thrust 5- Educated Institutions (lacking apart from UTAR and other PLSI, Centres of Excellence
Workforce states’ facilities)
Human Resource Attract foreign and domestic staff
(lacking professional, teaching staff)
Funding / Investment PFI
(lack)
Partners Finalise arrangement, licensing
Switzerland, China, Costa Rica, USA
Market
Ready market
Thrust 6 – Foreign and Investment Promotion Using Perak Invest, MIDA, MATRADE, Continuous participation
Domestic Direct private contacts
Investment, Capital Funding for investment promotion Continuous promotion
Formation In contacts with banks, private equity,
VCs Submission of project papers.

24. CRITICAL PATH ANALYSIS CHART
Task Earliest start Length Dependent..
1. Setting up of Perak Bio Done - -
• Reorganisation and staffing Jan 2011 3 months Finance
1. Technology Selection:
• Formation of standing committee Nov 2010 1 month Acceptance
• Identify home-grown technology Dec 2010 1 month Standing cmt
• Identify regional technology Dec 2010 2 months Standing cmt
• Identify international technology Dec 2010 2 months Standing cmt
• Strategic alliances on technology Dec 2010 6 months Partners
1. Niche Business areas
• Selection of niche areas Dec 2010 1 month Standing cmt
• Identification of existing business for expansion Dec 2010 Focus Group
• Identification of potential investors Dec 2010
• Identification of required infrastructure Dec 2010
• Entrepreneur Development Dec 2010
• Identification of raw material and suppliers Dec 2010
1. Development of specialised facilities
• Logistic – Transportation and Storage facilities June 2010 1 year Businesses
• Advisory Centre Dec 2010 3 months Partner
• Biosafety and Biosecurity Nov 2010 6 months PFI partner, expertise
• Standards and Certification Dec 2010 6 months Partner
• ICT and Data Centre Dec 2010 6 months K Perak/PEO
• Biotechnology Park Jan 2011 1-2 years Approval, market, squatters
1. Supportive Policies
• Investment Policy Nov 2010 2 months Exco, Taman Negeri
• Biodiversity Management Centre Jan 2011 3 months
1. Educated Workforce
• Perak Life Sciences Institute Dec 2010 7 months Location, Finance, License
• Aquaculture Centre of Excellence Jan 2011 7 months Location, Finance
• Strategic alliance Jan 2011 6 months Partners
1. Foreign and Domestic Direct Investment
• Domestic promotional activities Nov 2010 Continuous Finance, alliance
• Foreign promotion Nov 2010 Continuous Finance, alliance
1. Capital Formation
• Venture Capital Management Nov 2010 6 months Partner, license
• Alliances with banks/financial institutions Nov 2010 6 months Partner

25. THRUST 1
 Work with all parties in the value chain.
 Set of technologies depends upon the creation of
niche activities which will utilise the relevant
broad areas of technology, followed by creation
of clusters.
 To form a standing committee consisting of
representatives of various stakeholders.
 To acquire funding for the acquisition of the
technologies.
 Acquisition of platform, local or foreign technologies
with the right business model.

26. THRUST 2 (1)
 Creation of clusters

27. NICHE AREAS

28. POTENTIALS:

29. THRUST 2 (2)
 Capitalise on biodiversity in clinical and bio
pharmaceutical activities.
 Capitalise on traditional knowledge in in herbal and
medicinal plants, to encourage discovery of novel and
bioactive compounds from natural resources .
 Ethnic herbal products, food ingredients, functional
food, cosmeceuticals, nutraceuticals and botanical
drugs.
 The World Bank reports trade in medicinal plants,
botanical drug products and raw materials is growing
at an annual growth rate between 5 and 15 percent.
 Pharmaceutical companies have shown interest in
natural product drug development and discovery.

30. THRUST 2 (3) - CPBIOD

31. THRUST 2 (4)
 “Research tourism” where researchers in
biotechnology and bioprospecting activities are
provided with proper facilities and granted
access for their research.
 Bioinformatics centre for the protection data relating
to biodiversity and promoting economic activities
through commercialisation of the data.
 Marine Biotechnology and Aquaculture.
 Agriculture: on producing high end crop, seeds and
tissue culture, animal and vaccines.
 Agriculture based Industrial and Green
Biotechnology.
 Human and Animal Healthcare: CMO and CRO
in healthcare.

32. THRUST 3 (1)

33. THRUST 3(2)
 Support Across Value Chain
 specialist transport and storage facilities.
 Advisory Centre
 providing legal, intellectual property,
commercialisation and international advisory
services.
Web Portal Transfer of
Experts knowledge
and
advisors
Advisory Centre for
Biotechnology Regulations
and Commercialisation
Physical Office
Capacity
Various clients Building

34. THRUST 3 (3)
 Biosafety, Biosecurity, Standards and
Certification
 Biodiversity Management Centre
 ICT and Data Centre.

35. THRUST 3(4) – BIOTECHNOLOGY
PARK

36. THRUST 4 (1)
 Easy access to lands and development of physical
infrastructure.
 To increase the effectiveness and efficiency of agency
and inter-agency decision making process.
 4 elements for Roadmap to success:
 connect disparate assets, institutions and competencies.
 connect public- and private-sector marketing, data and
knowledge.
 connect entrepreneurs, investors and research and
development sources.
 connect specific “action hot teams” of industry leaders and
interested parties ready to go to work.

37. THRUST 4(2)
 Perak Bio needs a clear and transparent
Perak Biotechnology Investment Review,
Investment Approval and Joint Venture
Approval Process.
 Investment areas include:
 in the identified niche areas, within the State
and Federal’s promoted activities.
 Investment must not pose any threat to the
state and national security or having dual
purpose use.
 Decision making will be guided by the test
of “net benefit to the state”.

38. THRUST 4 (3)
 JV in order:
 To encourage new but promising investment in
the state by providing land as capital;
 To provide an opportunity for long term
revenue to Perak Bio in promising businesses;
 Perak Bio must conduct business analysis and risk
analysis and net benefit analysis before committing
to any joint venture proposal;
 Joint venture participants in the private sector will
be required to furnish the capital, resources, and
management and technological expertise involved in
the operation.
 Perak Bio will have to employ the right
strategies.

39. THRUST 5
 Perak to attract and retain exceptional talent.
 Skills/Training/Talent Imperative.
 Brain Trust Strategy.
 Creation of Centres of Excellence in Perak with
focus to enhance human capital development across
the main sectors and support programmes.
 Global Tropical Life Sciences Institute in Perak.
 Perak will also encourage collaborations with
existing institutions such as the Veterinary
Research Institute, UTAR and UTP which
creates a network of centres of excellence.

40. THRUST 6 (1)
 Brand: “Perak for Biotechnology.”
 The new business model, which encourages
greater specialization and outsourcing, supports
this approach.
 New regional model will make it possible to:
share specialized knowledge, leverage
infrastructure, converge technologies, and
seamlessly connect research operations.
 Forming strategic alliances will enhance the visibility
of Perak.
 Biotechnology companies and institutions in Perak
need to create alliance with other relevant members of
the industry across the value chain.

41. THRUST 6 (2)
 Research Alliances may be formed.
 The BioInnovation Network (PPP Based) will link
research assets, commercialization expertise,
entrepreneurs and institutions in various districts.
 To improve on the existing incentives to invest in Perak
especially in biotechnology.
 Perak sets up its own private sector driven Venture
Fund for Biotechnology and ICT sectors. This can be a
joint initiative with K-Perak, Perak Bio and a private
sector.
 Need to leverage on local businesses to take a leading
role in biotechnology.