We strives to help transform Johor into a regional hub for high-technology, knowledge-based and high investment sectors.
” State government with the help of the federal government is committed to becoming the facilitator in terms of offering utilities and infrastructure, up to tax incentives, to provide a more investor-friendly environment to industry players.” – Bernama, 2023
YAB Dato’ Onn Hafiz bin Ghazi
Chief Minister of Johor
Why Johor?
Why Johor?
Electrical & Electronic Industry
Life Sciences & Medical Technology
Oil & Gas Industry
Food & Agro Industry
Logistic & Regional Distribution
Healthcare
Financial & Business Services
five stages to get easy started here
Investment Journey
Facts & Information
Investing in Johor, Malaysia, can be an attractive opportunity due to its strategic location,
robust infrastructure, and various economic initiatives.
Frequently asked questions
Knowing which subsector to invest first. If you need more information, please email us for a preliminary briefing.
Don’t worry, representative/s from MIDA or Invest Johor will meet you at the airport, or if you feel more comfortable travelling on your own, you can head directly to MIDA state office or Invest Johor office based on the appointment set. The officer-in-charge is waiting there.
You are required to register for business through the Companies Commission of Malaysia (CCM). This can be done online here https://www.ssm.com.my/Pages/Home.aspx#. However, if you are not quite sure or have difficulties registering your business, we are here to help.
This phase might take a longer time. But don’t worry because officers from MIDA and Invest Johor will facilitate expediting the process for you.
We will help you to fast kickstart your business operation. Please talk to us at MIDA and Invest Johor if you face challenges.
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𝐉𝐎𝐇𝐎𝐑 𝐄𝐗𝐏𝐄𝐂𝐓𝐄𝐃 𝐓𝐎 𝐑𝐄𝐂𝐎𝐑𝐃 𝐎𝐕𝐄𝐑 𝐑𝐌𝟏𝟎𝟎𝐁𝐈𝐋 𝐈𝐍 𝐀𝐏𝐏𝐑𝐎𝐕𝐄𝐃 𝐈𝐍𝐕𝐄𝐒𝐓𝐌𝐄𝐍𝐓𝐒 𝐅𝐎𝐑 𝟐𝟎𝟐𝟓, 𝐇𝐈𝐆𝐇𝐄𝐒𝐓 𝐀𝐌𝐎𝐍𝐆 𝐒𝐓𝐀𝐓𝐄𝐒![]()
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Johor is confident of achieving the highest annual approved investment inflow recorded by any Malaysian state in 2025, with an estimate of RM102bil.![]()
Mentri Besar Datuk Onn Hafiz Ghazi said this was just the beginning as the state has significant potential, with several high-impact economic initiatives underway.![]()
He said this performance also placed Johor on track towards its goal of attaining developed state status by 2030.![]()
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"In 2025, we achieved a remarkable performance. Based on unofficial figures, Johor received RM102bil in approved investments as of the fourth quarter, making it the state with the highest approved investments in Malaysia.![]()
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"State revenue and investments have risen, but this is only the beginning.![]()
"Johor has vast potential through international partnerships, including with China, Europe, the United States and Singapore," he said in his speech at a groundbreaking ceremony in the Tanjung Langsat Industrial Area here on Monday (Jan 19).![]()
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China-based Rianlon Corporation has committed RM1.27bil to build a cosmetics ingredients manufacturing facility in the area.![]()
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Johor is confident of achieving the highest annual approved investment inflow recorded by any Malaysian state in 2025, with an estimate of RM102bil.![]()
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Menteri Besar Datuk Onn Hafiz Ghazi said this was just the beginning as the state has significant potential, with several high-impact economic initiatives underway.![]()
He said this performance also placed Johor on track towards its goal of attaining developed state status by 2030.![]()
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"In 2025, we achieved a remarkable performance. Based on unofficial figures, Johor received RM102bil in approved investments as of the fourth quarter, making it the state with the highest approved investments in Malaysia.![]()
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"State revenue and investments have risen, but this is only the beginning.![]()
"Johor has vast potential through international partnerships, including with China, Europe, the United States and Singapore," he said in his speech at a groundbreaking ceremony in the Tanjung Langsat Industrial Area here on Monday (Jan 19).![]()
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China-based Rianlon Corporation has committed RM1.27bil to build a cosmetics ingredients manufacturing facility in the area.![]()
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#InvestJohor #MajuJohor #Johor #Investment #MajuJohor2030 #JSSEZ
𝐑𝐈𝐀𝐍𝐋𝐎𝐍 𝐎𝐅 𝐂𝐇𝐈𝐍𝐀 𝐈𝐍𝐕𝐄𝐒𝐓𝐒 𝐍𝐄𝐀𝐑𝐋𝐘 𝐑𝐌𝟏.𝟐𝟕 𝐁𝐈𝐋𝐋𝐈𝐎𝐍 𝐓𝐎 𝐃𝐄𝐕𝐄𝐋𝐎𝐏 𝐅𝐀𝐂𝐈𝐋𝐈𝐓𝐘 𝐈𝐍 𝐉𝐎𝐇𝐎𝐑![]()
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Johor has secured a new investment totalling nearly RM1.27 billion following the decision by a specialised chemical company for cosmetic products to establish a research and development (R&D) centre as well as a modern manufacturing plant in Tanjung Langsat, Pasir Gudang.![]()
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Johor State Investment, Trade, Consumer Affairs and Human Resources Committee Chairman, Lee Ting Han, said the Tianjin-based company is among the leading players in the specialty chemicals sector.![]()
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He explained that the company’s investment commitment of nearly RM1.27 billion will be implemented in two phases.![]()
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“The first phase involves an investment of RM820 million to produce chemical materials used in cosmetic products such as sunscreen and anti-ageing solutions. These products are supplied to major brands for the manufacturing of cosmetic items.![]()
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“The second phase will involve collaboration with a United Kingdom-based company, Infineum International Limited, to produce lubricant products, with an investment of RM450 million,” he said after attending the groundbreaking ceremony of Rianlon Corporation, officiated by Johor Menteri Besar, Datuk Onn Hafiz Ghazi.![]()
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Also present were Rianlon Corporation Chief Executive Officer, Li Haiping, and Infineum International Limited Chief Executive Officer, Aldo Govi.![]()
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Lee said that Onn Hafiz personally met the management of Rianlon Corporation on 22 December 2025 during his official visit to China last year.![]()
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“Within just one month, we are honoured to be able to attend this groundbreaking ceremony. During this period, the state government has assisted the company with applications related to planning as well as coordination with utility providers such as Tenaga Nasional Berhad (TNB) and Ranhill SAJ,” he said.![]()
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According to him, the new investment is expected to create approximately 300 job opportunities in the chemical sector.![]()
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“At the Johor Talent Development Council (JTDC) level, discussions have already begun with the company to implement a ‘place and train’ collaboration programme ahead of the plant’s planned commencement of operations in mid-2027.![]()
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“We have initiated discussions on specialised talent development as this sector requires specific expertise. The company has also committed to providing 30 scholarship placements at Tianjin University in China for Johor and Malaysian students to pursue selected courses,” he added.![]()
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Meanwhile, in his speech, Onn Hafiz expressed confidence that Johor is on track to achieve the highest annual investment inflows in the history of any Malaysian state for 2025, with approved investments estimated at approximately RM102 billion.![]()
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He noted that while the record represents a significant milestone, it is only the beginning, as the state continues to possess substantial growth potential through the implementation of several high-impact economic initiatives already in the pipeline.![]()
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He said the achievements to date place Johor firmly on course to become a developed state by 2030.![]()
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“In 2025, we recorded an exceptionally strong performance. Unofficial figures indicate that Johor received investments amounting to RM102 billion by the fourth quarter of 2025. This makes Johor the state with the highest approved investment value in Malaysia.![]()
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“While state revenue and investments have increased, this is only the starting point. Johor still holds vast potential through international collaborations with China, Europe, the United States, and Singapore,” he said.![]()
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#InvestJohor #MajuJohor #Johor #Investment #MajuJohor2030 #JSSEZ
𝐒𝐄𝐊𝐀𝐋𝐔𝐍𝐆 𝐏𝐄𝐍𝐆𝐇𝐀𝐑𝐆𝐀𝐀𝐍 & 𝐓𝐄𝐑𝐈𝐌𝐀 𝐊𝐀𝐒𝐈𝐇![]()
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Pihak Invest Johor ingin merakamkan setinggi-tinggi penghargaan dan ucapan terima kasih atas khidmat bakti Encik Muhammad Firdaus bin Norhadi sepanjang hampir 15 tahun bersama organisasi ini. Sepanjang tempoh tersebut, beliau telah membuktikan komitmen, dedikasi serta semangat kerja yang tinggi dalam melaksanakan setiap amanah yang dipertanggungjawabkan.![]()
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Kini, tibalah detik perpisahan yang sukar buat kami semua. Segala jasa, pengorbanan dan sumbangan beliau bukan sahaja meninggalkan kesan mendalam, malah akan sentiasa terpahat dalam ingatan dan menjadi sumber inspirasi kepada warga Invest Johor.![]()
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Pihak Invest Johor mendoakan agar setiap langkah perjalanan Encik Muhammad Firdaus bin Norhadi selepas ini dipermudahkan dan dipenuhi kejayaan. Selamat maju jaya dan terima kasih atas segala kenangan, bakti serta dedikasi yang telah diberikan. Semoga kebahagiaan dan kejayaan sentiasa mengiringi beliau pada masa hadapan.
𝐉𝐎𝐇𝐎𝐑–𝐒𝐈𝐍𝐆𝐀𝐏𝐎𝐑𝐄 𝐒𝐏𝐄𝐂𝐈𝐀𝐋 𝐄𝐂𝐎𝐍𝐎𝐌𝐈𝐂 𝐙𝐎𝐍𝐄 (𝐉𝐒-𝐒𝐄𝐙): 𝐁𝐔𝐈𝐋𝐃𝐈𝐍𝐆 𝐄𝐂𝐎𝐍𝐎𝐌𝐈𝐂 𝐂𝐎𝐎𝐏𝐄𝐑𝐀𝐓𝐈𝐎𝐍, 𝐒𝐇𝐀𝐏𝐈𝐍𝐆 𝐀 𝐒𝐇𝐀𝐑𝐄𝐃 𝐅𝐔𝐓𝐔𝐑𝐄![]()
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1. From the outset, we have emphasised that the JS-SEZ is not merely a government initiative or a project for large corporations alone. It is a long-term development plan that we intend to pursue together with local enterprises, with Bangsa Johor, and with the people of Malaysia. Our objective is inclusive development, where the benefits are not concentrated among a few, but flow through the local economy, local communities, and future generations.![]()
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2. One year after the official establishment of the JS-SEZ, we must confront an important reality with honesty: while industry players may have heard of or even been directly involved, many members of the public are still asking what real changes it will bring. Will it simply mean more high-rise buildings? More highways or infrastructure? This is a common challenge in the implementation of new policies. Therefore, the state government must communicate more transparently and consistently — not merely announcing policies, but clearly demonstrating direction, progress, and most importantly, explaining “what this means for me” to every citizen.![]()
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3. In the first year, our priority was to build the framework and confidence. We needed to establish regulatory foundations, implementation mechanisms, and ensure that investors view Johor as a stable, predictable, and efficient destination for decision-making. The next step and this is the more challenging phase is to ensure that public participation and local enterprise involvement become more meaningful and more structured. We want growth not only reflected in investment figures and economic reports, but felt in the pulse of the local economy: more SMEs securing contracts, more service companies expanding, stronger local supply chains, and more quality jobs for the people of Johor.![]()
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4. To clearly explain the logic behind the implementation of the JS-SEZ, we anchor it on four key objectives, which also form the four core chapters of the JS-SEZ agreement:![]()
(i) economic sectors and employment,![]()
(ii) ease of doing business,![]()
(iii) mobility facilitation, and![]()
(iv) talent development.![]()
This is crucial to ensure that all stakeholders understand that the JS-SEZ is not a sprint to chase headlines, but a marathon a marathon to secure the future through strong institutions, quality talent, and a mature economic ecosystem.![]()
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5. Following the official publication of the Comprehensive JS-SEZ Master Development Plan in the first half of this year, the Johor state government will intensify public engagement continuously, clearly, and transparently so that the people can see the direction, progress, and achievements, and have confidence that this is a development path worth undertaking together.![]()
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6. Before discussing specific policy measures in detail, allow me to share several observations from official visits by the Johor state government to various countries and regions over the past few years.![]()
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7. We observed how other countries upgrade industries, build ecosystems, and plan strategic investments. Two global trends stand out clearly. First, both the United States and China are accelerating artificial intelligence (AI) development. AI is no longer just a sector; it is becoming the foundation of next-generation productivity. Future competition is not merely about the number of factories or land area, but about who controls computing power, data, talent, and applications. Second, global competition increasingly hinges on governance capability system flexibility, execution speed, and the ability to translate policy into reality. Capital is not impressed by slogans; investors assess whether we can offer a stable, predictable, and interconnected development platform.![]()
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8. This is why, in the Johor State Government Economic Report 2024/2025, we assessed that amid geopolitical uncertainty and ongoing supply chain reconfiguration, companies will place greater emphasis on stability and certainty when making investment location decisions. The JS-SEZ was born from this context not to chase trends, but to respond to the demands of the times.![]()
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9. Our long-term vision is clear: to position the JS-SEZ as a model of economic cooperation that remains resilient across political changes and economic cycles. Hence, we place strong emphasis on sustainability and resilience in policy design. More importantly, the ultimate goal of the JS-SEZ is not merely to attract investment or expand economic scale, but to enhance Johor’s economic complexity.![]()
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10. What does economic complexity mean? It refers to more complete industrial value chains, higher technological content, stronger talent structures, more vibrant innovation, more robust ESG practices, and a more mature ecosystem ultimately making the economy more resilient to external shocks.![]()
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11. We aim to seize current opportunities, but we cannot rely indefinitely on cost advantages or external conditions. Our target is to transform today’s opportunities into more sustainable structural dividends: talent dividends, ESG dividends, AI dividends, and ecosystem dividends. Once these dividends become structural, we will achieve cross-cycle competitiveness and avoid being trapped by the next global shift.![]()
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12. After one year of implementation, several important foundations and early outcomes have begun to materialise. From the beginning, we did not pursue “overnight transformation”, but adopted a steady and cumulative approach.![]()
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13. First, on investment: as of the third quarter of 2025, Johor recorded approved investments totalling RM91.1 billion the highest in its history. While this performance is influenced by global capital reallocation, policy certainty, implementation efficiency, and the market confidence generated by the JS-SEZ are also key drivers. The RM100 billion target for 2025 will be announced after final verification, and for 2026, Johor aims to sustain the current momentum.![]()
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14. Second, on growth and employment: in the Johor State Government Economic Report 2024/2025, the state set out a clear growth trajectory. In 2024, Johor recorded growth of 6.4%, the highest in Malaysia compared to the national rate of 5.1%. For 2025, growth is projected at 6.0%–6.5%, while 2026 is expected to reach 7.3%–7.8%, significantly outperforming the national projection of 4.5%–5.5%. The message is simple: Johor’s growth is not merely an “investment wave”, but the formation of a structural foundation.![]()
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15. Most importantly, investment must translate into tangible benefits for the people. JS-SEZ-related projects focus on advanced manufacturing and the digital economy high value-added sectors that are not only capital-intensive but also generate more high-skilled, better-paying jobs. Over the first five years, the JS-SEZ is expected to create 20,000 quality jobs. Over the past year, our focus has been on ensuring projects move to the ground, companies begin hiring, and local talent is trained so that these opportunities truly benefit local communities.![]()
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16. This brings us back to the public’s core concern. After one year, the state government has also asked itself: has the JS-SEZ begun to penetrate the local economy? We must be honest the first year focused on attracting investment, setting rules, and building confidence. Without scale and anchor projects, ecosystems cannot form. But now, as projects take shape and the master plan nears completion, we are entering the second phase systematically expanding local enterprise participation.![]()
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17. A clear example is the data centre sector. In 2022, Johor’s data centre capacity stood at around 1 megawatt. By 2025, it has increased to nearly 2,000 megawatts, with approved projects reaching 5,500 megawatts.![]()
Within just over three years, Johor has shifted from being an “option” on the global technology map to a highly contested destination for international technology players. This is not a distant concept it is an industrial transformation happening around us.![]()
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18. However, our goal is not simply to build more data centre facilities. We want data centres to serve as entry points for a more comprehensive digital technology ecosystem. Behind data centres lies an extensive value chain: energy management and power supply, cooling systems and green buildings, cybersecurity, cloud services, AI applications, industrial automation, and the growth of local technology talent and service companies. In other words, we aim to convert “computing power dividends” into AI dividends and ecosystem dividends ensuring Johor supplies not only land and energy, but also talent, services, and solutions.![]()
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19. Policy-wise, the government has set a minimum of 30% local participation for this sector. In reality, local involvement is far broader. Once companies operate in Johor, daily services such as accounting and auditing, banking and financing, logistics and warehousing, architecture and engineering consultancy, security and maintenance, catering and equipment services are largely provided by local firms. This is why I emphasize that the true value of the JS-SEZ is not merely “who comes to build factories”, but whether the local economy can absorb, upgrade, and enjoy long-term benefits. This is more difficult than attracting investment but it is the most critical task.![]()
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20. Many ask whether Johor is capable of developing AI, or whether we must choose sides in the “China versus America” narrative. Let me share a practical observation from a visit to Abu Dhabi. There, we saw a different model AI driven comprehensively by government as a foundation for governance and economic transformation. Abu Dhabi aims to build an AI-native government by 2027, integrating AI into digital public service systems.![]()
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21. The lesson is not to copy wholesale, but to understand that the AI era is not only a technology race it is also a race of institutions and regulatory testbeds. This is why regulatory sandbox mechanisms within the JS-SEZ are so important. Their value lies not in terminology, but in providing controlled environments to test new technologies and business models allowing us to develop regulations, standards, and scalable pathways. By taking the first step, challenges that are “easy to say but hard to do” can be transformed into “do first, learn along the way, and grow stronger”.![]()
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22. The JS-SEZ must also align with national strategy. The 13th Malaysia Plan (RMK-13) emphasises digitalisation and high technology (including AI) to enhance national competitiveness, and aspires to move from “Made in Malaysia” to “Made by Malaysia” from production to value creation and brand building. This is crucial, because to increase economic complexity, Johor cannot be satisfied with factory presence alone. We must build expertise and capabilities in specialised fields that can compete globally.![]()
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23. At the same time, we must be realistic. Semiconductor manufacturing, for example, is extremely capital and R&D intensive and cannot be pursued through slogans. We can start with more strategic and suitable segments aligned with Johor’s strengths: components, materials, supporting equipment, packaging and testing activities, precision processing, specialty chemicals, and supply chain services. These provide clearer pathways for local company participation and talent development.![]()
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24. In summary, after one year of JS-SEZ implementation, positive impacts are emerging in both quantity and quality: increased investment, economic upgrading, job growth, and rising confidence. As I mentioned in an interview with Fortune magazine, the JS-SEZ will not transform Johor overnight, but with the right direction and consistent steps, tangible change is already taking place. We remain confident about the future and we have strong reasons to do so.![]()
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25. Globally, US–China trade tensions and supply chain restructuring are prompting companies to reassess investment locations. Malaysia understands its strategic position as a middle power between two major economies we neither intend to choose sides nor can we compete with them directly. The best strategy is to develop industries that serve the needs of both sides, ensuring Malaysia retains relevance regardless of geopolitical shifts. At the same time, the digital economy wave presents Johor with significant opportunities — data centres are just one clear example of how Johor is harnessing this trend through globally aligned policies and an open approach.![]()
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26. Geographically, Johor and Singapore are separated by a narrow strait, connected by the Causeway and, in future, the RTS. Comparisons with Shenzhen–Hong Kong are often made: Singapore excels in capital, R&D, management, and global networks; Johor in land, space, and expansion capacity. However, upgrading neighbor ties into a “twin-city partnership” depends ultimately on institutions and execution — the human factor in governance.![]()
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27. The JS-SEZ focuses on four core objectives:![]()
(1) driving 11 priority economic sectors and creating high-skilled jobs;![]()
(2) enhancing trade and investment facilitation to build a best-in-class business ecosystem;![]()
(3) improving mobility and commuting to form an integrated living and economic zone;![]()
(4) strengthening talent development through training, upskilling, and global talent attraction.![]()
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28. In industry, manufacturing remains the employment engine of developing economies and a pillar of Johor. We priorities advanced manufacturing and drive the 11 priority sectors synergistically. We develop clean energy through large-scale solar farms and attract related manufacturing; leverage petrochemical and precision manufacturing foundations to build specialty chemicals and precision electronic components; and target aerospace, biopharmaceuticals, medical devices, and digital technologies for the future. These are not merely a “list”, but instruments to increase Johor’s economic complexity creating a long-term cycle of talent, technology, supply chains, and innovation.![]()
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29. To support strategic investments, the Federal Government offers competitive tax incentives: projects with investments of RM500 million can enjoy a preferential tax rate of 5% for 10 years, while projects exceeding RM1 billion may enjoy longer incentive periods. The objective is clear: to create at least 20,000 high-skilled, better-paying jobs within five years.![]()
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30. For business facilitation, we want the JS-SEZ to prove that “two countries, one ecosystem” is achievable. In trade, real challenges often arise from non-tariff measures, certification standards, clearance efficiency, and rules of origin. Our focus is therefore on reducing transaction costs and increasing certainty through coordination mechanisms and implementation reforms, without breaching respective legal frameworks. A one-stop centre has also been established to assist investors, shorten approval timelines, and accelerate project execution.![]()
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31. We are also pragmatic: the success of the JS-SEZ depends not on attractive policies on paper, but on execution that meets multinational compliance requirements. There are real cases involving industrial tax assessments that require formal written resolutions, not verbal assurances, due to stringent internal audits. These cases teach us that to build investor confidence, we must elevate professionalism and institutional credibility to international standards.![]()
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32. On mobility, the objective is to form a “one-hour” commuting and living zone. The RTS is expected to be completed by end-2026 and commence operations on 1 January 2027. Highway widening, double-track ETS rail, ART planning, and immigration improvements through QR and digitalisation are progressing in parallel. This is not merely convenience it is productivity. When movement becomes more predictable and costs decline, talent and service flows increase, stimulating trade, tourism, education, healthcare, and cross-border consumption.![]()
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33. Finally, the most critical element is talent. Without human capital, incentives and infrastructure cannot deliver maximum value. Accordingly, we have enhanced Employment Pass processes, introduced Investor Pass initiatives, and digital nomad visas to attract global talent. At the same time, the Johor Talent Development Council (JTDC) has been established to coordinate skills training, education enhancement, and industry demand matching, particularly in semiconductors, data centre operations, and clean energy. The goal is to convert demographic dividends into real talent dividends.![]()
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34. In developing the JS-SEZ, we draw lessons from successful economic zones worldwide, while recognizing the need for a model suited to local realities. Comparisons with Shenzhen–Hong Kong are useful, but the key difference is that the JS-SEZ spans two sovereign nations with distinct legal and administrative systems. Hence, institutional innovation and cross-border governance are even more critical.![]()
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35. We also learn from Singapore’s experience in developing overseas industrial parks: true success lies not in real estate booms, but in long-term accumulation of industry and talent, and continuous improvement in governance and business environments. Therefore, a key long-term agenda is ensuring local companies and SMEs genuinely integrate into multinational supply chains. If the JS-SEZ becomes merely a “foreign investment enclave”, it is not a success. True success is when foreign investors bring demand, standards, and markets, prompting local firms to upgrade, build stable local support networks, and retain value and capability in Johor.![]()
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36. Naturally, challenges exist in definition and implementation: what constitutes a “local company”? How do we balance transparency and open competition with capacity-building agendas? Should approaches be mandatory or incentive-based? There are no easy answers, but our approach is open and pragmatic: what must be standardized, we standardize; what should be encouraged, we incentivize.![]()
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37. The objective is singular to increase Johor’s economic complexity and transform external momentum into internal growth engines for local enterprises.![]()
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38. Looking back, the first year of the JS-SEZ has laid a solid foundation. Looking ahead, we are confident in Johor’s potential. The JS-SEZ is not a closed plan, but an open invitation inviting Singapore, regional partners, and global players to jointly build a new economic platform. The goal is not only Johor’s development, but better lives for the people of Malaysia and Singapore.![]()
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39. The road ahead is challenging global economic volatility, regional competition, and the persistence required for internal reforms. Yet we have proven that when challenges arise, we confront them; when institutional frictions occur, we improve; when international companies require high compliance standards, we adapt our practices to a more professional, world-class level.![]()
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40. Let us move forward together to build bridges of economic cooperation and jointly create a brighter path for the future.![]()
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𝐒𝐨𝐮𝐫𝐜𝐞 & 𝐂𝐫𝐞𝐝𝐢𝐭: 𝐘𝐚𝐧𝐠 𝐁𝐞𝐫𝐡𝐨𝐫𝐦𝐚𝐭 𝐋𝐞𝐞 𝐓𝐢𝐧𝐠 𝐇𝐚𝐧, 𝐂𝐡𝐚𝐢𝐫𝐦𝐚𝐧 𝐨𝐟 𝐭𝐡𝐞 𝐉𝐨𝐡𝐨𝐫 𝐒𝐭𝐚𝐭𝐞 𝐂𝐨𝐦𝐦𝐢𝐭𝐭𝐞𝐞 𝐨𝐧 𝐈𝐧𝐯𝐞𝐬𝐭𝐦𝐞𝐧𝐭, 𝐓𝐫𝐚𝐝𝐞, 𝐂𝐨𝐧𝐬𝐮𝐦𝐞𝐫 𝐀𝐟𝐟𝐚𝐢𝐫𝐬 𝐚𝐧𝐝 𝐇𝐮𝐦𝐚𝐧 𝐑𝐞𝐬𝐨𝐮𝐫𝐜𝐞𝐬![]()
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#InvestJohor #MajuJohor #Johor #Investment #MajuJohor2030 #JSSEZZon Ekonomi Khas Johor–Singapura (JS-SEZ): Membina Kerjasama Ekonomi, Mencipta Masa Depan Bersama![]()
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1. Sejak permulaannya kita menegaskan bahawa JS-SEZ bukan sebuah rancangan atau projek kerajaan atau syarikat besar sahaja. Ia adalah pelan pembangunan jangka panjang yang kita ingin lalui bersama — bersama perusahaan tempatan, bersama Bangsa Johor, dan bersama rakyat Malaysia. Kita mahu pembangunan ini bersifat inklusif, supaya manfaatnya tidak tertumpu kepada segelintir pihak sahaja, tetapi mengalir kepada ekonomi tempatan, komuniti setempat dan generasi akan datang.![]()
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2. Selepas setahun JS-SEZ ditubuhkan secara rasmi, satu realiti yang perlu kita hadapi dengan jujur: pihak industri mungkin sudah mendengar atau turut terlibat secara langsung, namun ramai rakyat masih bertanya, apakah perubahan sebenar yang akan dibawa? Adakah ia sekadar lebih banyak bangunan tinggi? Lebih banyak lebuh raya atau infrastruktur? Ini adalah cabaran biasa dalam pelaksanaan dasar baharu. Oleh itu, kerajaan negeri perlu berkomunikasi dengan lebih telus dan konsisten — bukan sekadar mengumumkan dasar, tetapi menunjukkan hala tuju, kemajuan dan yang paling penting, menjelaskan “apa maknanya kepada saya” bagi setiap rakyat.![]()
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3. Dalam tahun pertama, keutamaan kita ialah membina rangka kerja dan keyakinan. Kita perlu menetapkan asas peraturan, mekanisme pelaksanaan dan memastikan pelabur melihat Johor sebagai destinasi yang stabil, boleh dijangka dan mampu melaksanakan keputusan dengan pantas. Namun, langkah seterusnya — dan ini fasa yang lebih mencabar — ialah memastikan penyertaan rakyat dan perusahaan tempatan menjadi lebih bermakna dan lebih tersusun. Kita mahu pertumbuhan tidak hanya berlaku dalam angka pelaburan dan laporan ekonomi, tetapi terasa di nadi ekonomi tempatan: lebih banyak PKS mendapat kontrak, lebih banyak syarikat perkhidmatan berkembang, lebih banyak rantaian bekalan tempatan naik taraf, dan lebih banyak peluang pekerjaan berkualiti dinikmati anak Johor.![]()
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4. Untuk menjelaskan logik pelaksanaan JS-SEZ dengan lebih tuntas, kita merujuk kepada empat matlamat utama yang juga merupakan empat bab teras dalam perjanjian JS-SEZ: (i) sektor ekonomi dan pekerjaan, (ii) kemudahan urus niaga, (iii) kemudahan mobiliti, dan (iv) pembangunan bakat. Ini penting supaya semua pihak memahami bahawa JS-SEZ bukan perlumbaan pecut untuk mengejar “headline”, tetapi sebuah maraton — maraton untuk memenangi masa depan melalui institusi yang kukuh, bakat yang berkualiti dan ekosistem ekonomi yang matang.![]()
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5. Selepas Pelan Induk Pembangunan Menyeluruh JS-SEZ diterbitkan secara rasmi pada separuh pertama tahun ini, kerajaan negeri Johor akan memperhebatkan penerangan kepada rakyat — secara berterusan, jelas dan telus — supaya rakyat melihat hala tuju, kemajuan dan pencapaian, serta yakin bahawa ini sebuah jalan pembangunan yang wajar kita tempuh bersama.![]()
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6. Sebelum menyentuh langkah dasar secara terperinci, izinkan saya berkongsi beberapa pemerhatian daripada lawatan rasmi kerajaan negeri Johor ke beberapa negara dan wilayah sejak beberapa tahun kebelakangan ini. ![]()
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7. Kita melihat bagaimana negara lain menaiktaraf industri, bagaimana mereka membina ekosistem, dan bagaimana mereka merancang pelaburan strategik. Dua trend global amat jelas. Pertama, Amerika Syarikat dan China sama-sama mempercepat pembangunan kecerdasan buatan (AI). AI bukan lagi sekadar satu sektor; ia sedang menjadi asas produktiviti generasi baharu. Persaingan masa depan bukan hanya tentang bilangan kilang atau keluasan tanah, tetapi tentang siapa menguasai kuasa pengkomputeran, data, bakat dan aplikasi. Kedua, persaingan global kini semakin bergantung kepada keupayaan tadbir urus — fleksibiliti sistem, kelajuan pelaksanaan, dan kebolehan menjadikan dasar sebagai realiti. Modal tidak terpukau dengan slogan; pelabur menilai sama ada kita mampu menawarkan platform pembangunan yang stabil, boleh dijangka dan saling terhubung.![]()
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8. Inilah sebabnya dalam Laporan Ekonomi Kerajaan Negeri Johor 2024/2025, kita menilai bahawa dalam suasana geopolitik yang tidak menentu dan rantaian bekalan yang terus disusun semula, syarikat akan lebih menitikberatkan kestabilan dan kepastian apabila membuat keputusan lokasi pelaburan. JS-SEZ lahir daripada konteks ini — bukan untuk mengejar trend, tetapi untuk menjawab keperluan zaman.![]()
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Visi jangka panjang: Menukar “kelebihan sementara” menjadi dividen struktur (structural dividend)![]()
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9. Visi jangka panjang kita jelas: menjadikan JS-SEZ sebagai contoh kerjasama ekonomi yang mampu kekal makmur merentas perubahan politik dan turun naik kitaran ekonomi. Justeru, kita menekankan aspek kemampanan dan daya tahan dalam reka bentuk dasar. Namun saya ingin tekankan satu perkara lebih besar: matlamat akhir JS-SEZ bukan sekadar menarik pelaburan atau membesarkan skala ekonomi, tetapi meningkatkan “kerumitan ekonomi” (economic complexity) Johor.![]()
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10. Apakah maksud kerumitan ekonomi? Ia bermaksud rantaian industri yang lebih lengkap, kandungan teknologi yang lebih tinggi, struktur bakat yang lebih kuat, inovasi yang lebih rancak, amalan ESG yang lebih mantap, dan ekosistem yang lebih matang — seterusnya menjadikan ekonomi lebih tahan terhadap kejutan luar. ![]()
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11. Kita mahu memanfaatkan peluang semasa, tetapi kita tidak boleh bergantung selama-lamanya kepada kelebihan kos atau situasi luaran. Yang kita sasar ialah menukar peluang semasa kepada dividen struktur yang lebih mampan: dividen bakat, dividen ESG, dividen AI dan dividen ekosistem. Bila dividen ini menjadi struktur, barulah kita memiliki daya saing rentas kitaran dan tidak terperangkap dalam perubahan global yang seterusnya.![]()
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Pencapaian tahun pertama: Permulaan yang stabil, perubahan yang nyata![]()
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12. Selepas setahun pelaksanaan, beberapa asas penting dan hasil awal sudah mula kelihatan. Dari awal, kita tidak meletakkan sasaran “perubahan semalaman”, tetapi memilih pendekatan yang stabil dan terkumpul. ![]()
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13. Pertama, dari segi pelaburan: sehingga suku ketiga 2025, Johor merekodkan jumlah pelaburan diluluskan sebanyak RM91.1 bilion, satu paras tertinggi dalam sejarah. Prestasi ini memang dipengaruhi penyusunan semula modal global, tetapi faktor kepastian dasar, kecekapan pelaksanaan serta keyakinan pasaran yang dibawa oleh JS-SEZ juga merupakan pemacu utama. Sasaran RM100 bilion bagi 2025 akan diumum selepas pengesahan akhir, dan bagi 2026, Johor akan mengekalkan sasaran mengekalkan momentum sedia ada.![]()
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14. Kedua, dari segi pertumbuhan dan pekerjaan: dalam Laporan Ekonomi Kerajaan Negeri Johor 2024/2025, kerajaan negeri menetapkan trajektori pertumbuhan yang jelas. Pada 2024, Johor mencatat 6.4%, tertinggi di Malaysia berbanding kadar nasional 5.1%. Bagi 2025, unjuran kekal 6.0% hingga 6.5%, manakala 2026 dijangka meningkat kepada 7.3% hingga 7.8%, jauh mengatasi unjuran nasional 4.5% hingga 5.5%. Intinya mudah: pertumbuhan Johor bukan sekadar “gelombang pelaburan”, tetapi sedang membentuk landasan struktur.![]()
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15. Yang paling penting, pelaburan mesti membawa manfaat kepada kehidupan rakyat. Projek berkaitan JS-SEZ tertumpu kepada pembuatan maju dan ekonomi digital — sektor bernilai tambah tinggi yang bukan sahaja intensif modal, tetapi juga mewujudkan lebih banyak pekerjaan berkemahiran tinggi dan berpendapatan lebih baik. Mengikut perancangan, JS-SEZ akan mewujudkan 20,000 peluang pekerjaan berkualiti dalam tempoh lima tahun pertama. Apa yang kita lakukan sepanjang setahun ini ialah memastikan projek turun ke lapangan, syarikat mula mengambil pekerja serta melatih bakat tempatan — supaya peluang itu menjadi peluang untuk anak tempatan.![]()
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Soalan paling penting: Adakah JS-SEZ benar-benar “masuk” ke ekonomi tempatan?![]()
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16. Di sinilah kita kembali kepada persoalan rakyat. Selepas setahun, kerajaan negeri juga bertanya kepada diri sendiri: adakah JS-SEZ mula menembusi ekonomi tempatan? Kita mesti jujur: tahun pertama lebih tertumpu kepada menarik pelaburan, menetapkan peraturan dan membina keyakinan. Tanpa skala dan projek utama, ekosistem sukar terbentuk. Tetapi kini, apabila projek mula mengambil bentuk dan pelan induk hampir siap, kita masuk ke fasa kedua — memperluas penglibatan perusahaan tempatan secara lebih sistematik.![]()
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17. Saya beri contoh yang mudah dilihat: sektor pusat data. Skala pusat data di Johor pada 2022 sekitar 1 megawatt, dan menjelang 2025, ia meningkat kepada hampir 2,000 megawatt, dengan jumlah projek diluluskan mencecah 5,500 megawatt. Dalam tempoh tiga tahun lebih, Johor berubah daripada “opsyen” dalam peta teknologi global kepada lokasi yang menjadi rebutan pemain teknologi antarabangsa. Maka, ini bukan konsep jauh — ini perubahan industri yang berlaku di sekeliling kita.![]()
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18. Namun matlamat kita bukan sekadar membina lebih banyak fasiliti pusat data. Kita mahu menjadikan pusat data sebagai pintu masuk untuk membina ekosistem teknologi digital yang lebih lengkap. Ini kerana di belakang pusat data wujud rantaian yang panjang: pengurusan tenaga dan tenaga elektrik, sistem penyejukan dan bangunan hijau, keselamatan siber, perkhidmatan awan, aplikasi AI, automasi industri, serta pertumbuhan bakat dan syarikat perkhidmatan teknologi tempatan. Dengan kata lain, kita mahu menukar “dividen kuasa pengkomputeran” kepada dividen AI dan dividen ekosistem — supaya Johor bukan hanya membekalkan tanah dan tenaga, tetapi juga membekalkan bakat, perkhidmatan dan penyelesaian.![]()
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19. Dalam dasar, bagi sektor ini, Kerajaan sudah menetapkan sekurang-kurangnya 30% penyertaan tempatan. Tetapi dalam realiti, penglibatan tempatan jauh lebih luas. Apabila syarikat beroperasi di Johor, perkhidmatan harian seperti perakaunan dan audit, perbankan dan pembiayaan, logistik dan gudang, arkitek dan perunding kejuruteraan, keselamatan dan penyelenggaraan, katering dan perkhidmatan peralatan — hampir semuanya disediakan oleh syarikat tempatan. Inilah sebabnya saya menekankan: nilai sebenar JS-SEZ bukan hanya “siapa datang buka kilang”, tetapi sama ada ekonomi tempatan mampu menyambut, menaik taraf dan menikmati manfaat jangka panjang. Ini lebih sukar daripada menarik pelaburan — tetapi inilah yang paling penting.![]()
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AI bukan slogan: Institusi dan ruang “uji cuba” menentukan sejauh mana kita boleh pergi![]()
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20. Ramai bertanya: adakah Johor mampu membangunkan AI? Adakah kita perlu memilih sisi dalam naratif “antara China atau Amerika”? Saya ingin berkongsi satu pemerhatian praktikal daripada lawatan ke Abu Dhabi. Di sana, kita melihat model yang berbeza — AI digerakkan secara menyeluruh oleh kerajaan, sebagai asas tadbir urus negara dan transformasi ekonomi. Abu Dhabi malah menyasarkan untuk membina AI-native government menjelang 2027, dengan AI disepadukan ke dalam sistem perkhidmatan digital kerajaan.![]()
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21. Pengajarannya bukan untuk meniru bulat-bulat, tetapi untuk memahami bahawa era AI bukan sekadar perlumbaan teknologi — ia juga perlumbaan institusi dan ruang “uji cuba”. Sebab itu, dalam rangka JS-SEZ, mekanisme regulatory sandbox sangat penting. Nilainya bukan sekadar istilah, tetapi memberi ruang kepada teknologi dan model perniagaan baharu untuk diuji dalam lingkungan terkawal — supaya kita boleh membina peraturan, standard dan laluan yang boleh digandakan. Bila kita melangkah langkah pertama, cabaran “mudah disebut, sukar dibuat” boleh ditukar menjadi “buat dulu, belajar sambil jalan, dan jadi semakin kuat”.![]()
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Selari dengan RMK-13: Dari “Made in Malaysia” ke “Made by Malaysia”![]()
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22. Kita juga perlu menyusun JS-SEZ selari dengan strategi nasional. Rancangan Malaysia Ke-13 (RMK-13) menekankan pendigitalan dan teknologi tinggi (termasuk AI) bagi meningkatkan daya saing negara, dan membawa aspirasi daripada “Made in Malaysia” kepada “Made by Malaysia” — daripada sekadar pengeluaran kepada penciptaan nilai dan pembinaan jenama. Ini penting kerana untuk meningkatkan kerumitan ekonomi, Johor tidak boleh sekadar berpuas hati dengan kehadiran kilang. Kita perlu membina kepakaran dan keupayaan dalam bidang khusus yang mampu bersaing di pentas dunia.![]()
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23. Namun kita juga mesti realistik. Bidang cip semikonduktor contohnya, sangat intensif modal dan R&D. Ia tidak boleh dikejar dengan slogan. Kita boleh memulakan dengan bahagian rantaian yang lebih strategik dan lebih sesuai dengan kekuatan Johor: komponen, bahan, peralatan sokongan, aktiviti pembungkusan dan ujian, pemprosesan ketepatan, bahan kimia khusus, serta perkhidmatan rantaian bekalan. Ini lebih mudah membina laluan yang membolehkan syarikat tempatan terlibat dan bakat tempatan berkembang. ![]()
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Dalam era tidak menentu: Menjadikan “kelebihan sementara” sebagai kelebihan jangka panjang![]()
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24. Secara ringkas, setahun JS-SEZ bergerak, kesan positif dari segi kuantiti dan kualiti mula terserlah: pelaburan meningkat, ekonomi naik taraf, pekerjaan berkembang, keyakinan bertambah. Seperti yang saya nyatakan dalam temu bual bersama majalah Fortune, JS-SEZ tidak akan mengubah Johor dalam sekelip mata, tetapi dengan hala tuju yang betul dan langkah yang konsisten, perubahan yang nyata sedang berlaku. Kita yakin dengan masa depan — dan kita mempunyai sebab kukuh untuk terus yakin.![]()
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25. Dalam konteks global, ketegangan perdagangan Amerika–China dan penyusunan semula rantaian bekalan mendorong syarikat menilai semula lokasi pelaburan. Malaysia memahami kedudukan strategiknya sebagai negara sederhana di antara dua kuasa besar — kita tidak berniat memilih pihak dan tidak mampu menyaingi mereka secara langsung. Strategi terbaik ialah membangunkan industri yang boleh memenuhi keperluan kedua-dua pihak, supaya apa jua perubahan geopolitik, Malaysia tetap mempunyai ruang dan nilai dalam ekonomi dunia. Pada masa yang sama, gelombang ekonomi digital memberi Johor peluang besar — pusat data hanyalah satu contoh nyata bagaimana Johor memanfaatkan arus ini melalui dasar yang selari dengan arah global dan pendekatan yang terbuka.![]()
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26. Dari sudut geografi, Johor dan Singapura hanya dipisahkan oleh selat sempit, dihubungkan oleh Tambak dan kelak RTS. Perbandingan dengan Shenzhen–Hong Kong sering dibuat: Singapura kuat dari segi modal, R&D, pengurusan dan rangkaian global; Johor kuat dari segi tanah, ruang dan keupayaan pengembangan. Namun untuk menaik taraf hubungan jiran kepada “kerjasama setaraf bandar kembar”, kuncinya adalah institusi dan pelaksanaan — iaitu faktor “manusia” dalam tadbir urus.![]()
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Empat matlamat utama JS-SEZ: Menjadikan visi boleh diukur dan boleh dilaksana![]()
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27. JS-SEZ berfokus kepada empat matlamat:![]()
(1) Memacu 11 sektor ekonomi keutamaan dan mewujudkan pekerjaan berkemahiran tinggi;![]()
(2) Meningkatkan kemudahan perdagangan dan pelaburan untuk membina ekosistem perniagaan terbaik;![]()
(3) Menambah baik mobiliti/ulang-alik supaya terbentuk zon kehidupan dan ekonomi bersepadu;![]()
(4) Memperkukuh pembangunan bakat melalui latihan, peningkatan kemahiran dan tarikan bakat global.![]()
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28. Dalam sektor perindustrian, pembuatan kekal sebagai enjin pekerjaan negara membangun dan juga tunjang Johor. Kita memberi penekanan kepada pembuatan maju dan menggerakkan 11 sektor keutamaan secara sinergi. Kita membangunkan tenaga bersih melalui ladang solar berskala besar dan menarik pembuatan berkaitan; kita memanfaatkan asas petrokimia dan pembuatan ketepatan untuk membina bahan kimia khusus dan komponen elektronik ketepatan; dan untuk masa depan, kita membidik aeroangkasa, biofarmaseutikal, peranti perubatan dan teknologi digital. Kesemua ini bukan sekadar “senarai”, tetapi instrumen untuk meningkatkan kerumitan ekonomi Johor — membina kitaran jangka panjang bakat–teknologi–rantaian bekalan–inovasi.![]()
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29. Bagi menyokong pelaburan strategik, kerajaan Persekutuan turut menyediakan insentif cukai yang kompetitif: projek dengan pelaburan RM500 juta boleh menikmati kadar cukai keutamaan 5% selama 10 tahun, manakala projek melebihi RM1 bilion boleh menikmati tempoh insentif lebih panjang. Matlamatnya jelas: mewujudkan sekurang-kurangnya 20,000 pekerjaan berkemahiran tinggi dan bergaji lebih baik dalam tempoh lima tahun.![]()
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30. Bagi kemudahan urus niaga, kita mahu JS-SEZ menjadi bukti bahawa “dua negara, satu ekosistem” boleh dilaksanakan. Dalam perdagangan, cabaran sebenar sering datang daripada langkah bukan tarif, standard pensijilan, kecekapan pelepasan dan peraturan asal. Maka fokus kita adalah menurunkan kos urus niaga dan meningkatkan kepastian melalui mekanisme penyelarasan serta reformasi pelaksanaan, tanpa melanggar kerangka undang-undang masing-masing. Kita juga telah menubuhkan pusat khidmat sehenti untuk membantu pelabur berurusan dengan agensi berkaitan, memendekkan tempoh kelulusan dan mempercepatkan pelaksanaan projek.![]()
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31. Kita juga bersikap terbuka: kejayaan JS-SEZ bukan hanya bergantung kepada dasar yang cantik di atas kertas, tetapi pada keupayaan pelaksanaan yang menepati keperluan pematuhan syarikat multinasional. Ada kes sebenar melibatkan penilaian cukai industri yang memerlukan penyelesaian bertulis dan rasmi, bukan sekadar kelonggaran lisan, kerana syarikat tertakluk kepada audit dalaman yang ketat. Kes-kes seperti ini mengajar kita bahawa untuk membina keyakinan pelabur, kita mesti meningkatkan tahap profesionalisme dan “kebolehpercayaan institusi” selaras dengan standard antarabangsa.![]()
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32. Bagi kemudahan mobiliti, matlamatnya ialah membentuk zon ulang-alik dan kehidupan “1 jam”. RTS dijangka siap pada akhir 2026 dan mula beroperasi pada 1 Januari 2027; selain itu, projek pelebaran lebuh raya, ETS landasan berkembar, perancangan ART, serta penambahbaikan imigresen melalui QR dan pendigitalan turut berjalan seiring. Ini bukan sekadar kemudahan — ini produktiviti. Bila pergerakan lebih boleh dijangka dan kos menurun, aliran bakat dan perkhidmatan akan meningkat, seterusnya menggiatkan perdagangan, pelancongan, pendidikan, kesihatan dan penggunaan rentas sempadan.![]()
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33. Akhir sekali, aspek paling kritikal ialah bakat. Tanpa modal insan, insentif dan infrastruktur tidak akan menghasilkan nilai maksimum. Oleh itu, kita memperkenalkan penambahbaikan dalam proses Employment Pass, inisiatif Investor Pass dan visa nomad digital bagi memudahkan bakat global datang ke Johor. Pada masa yang sama, Majlis Pembangunan Bakat Johor (JTDC) ditubuhkan untuk menyelaras latihan kemahiran, peningkatan pendidikan serta pemadanan permintaan industri, khususnya dalam bidang semikonduktor, operasi pusat data dan tenaga bersih. Matlamatnya ialah menukar dividen demografi kepada dividen bakat yang sebenar.![]()
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Belajar dari dunia, tetapi membina jalan Johor sendiri: PKS mesti masuk rantaian bekalan![]()
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34. Dalam membangunkan JS-SEZ, kita mengambil iktibar daripada zon ekonomi berjaya di dunia, namun kita juga sedar bahawa kita mesti membina model yang sesuai dengan realiti tempatan. Perbandingan dengan Shenzhen–Hong Kong ada nilai, tetapi perbezaan terbesar ialah JS-SEZ merentasi dua negara berdaulat dengan sistem undang-undang dan pentadbiran yang berbeza. Maka, inovasi institusi dan tadbir urus rentas sempadan menjadi lebih penting.![]()
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35. Kita juga belajar daripada pengalaman Singapura membangunkan taman industri di luar negara: kejayaan sebenar bukanlah “boom” hartanah, tetapi pengumpulan jangka panjang industri dan bakat, serta penambahbaikan berterusan dalam tadbir urus dan persekitaran perniagaan. Sebab itu, antara agenda jangka panjang yang paling penting ialah memastikan syarikat tempatan dan PKS benar-benar masuk ke dalam rantaian bekalan syarikat multinasional. Jika JS-SEZ hanya menjadi “enklaf pelaburan asing”, itu bukan kejayaan. Kejayaan sebenar ialah bila pelabur luar membawa masuk permintaan, standard dan pasaran, lalu mendorong syarikat tempatan naik taraf, membina rangkaian sokongan tempatan yang stabil, serta memastikan nilai dan keupayaan kekal di Johor.![]()
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36. Sudah tentu, ada cabaran definisi dan pelaksanaan: apakah definisi “syarikat tempatan”? Bagaimana mengimbangi keperluan ketelusan dan persaingan terbuka dengan agenda pembinaan kapasiti tempatan? Adakah perlu pendekatan wajib atau insentif? Tiada jawapan mudah, tetapi pendekatan kita adalah terbuka dan praktikal: apa yang perlu dinormakan, kita normakan; apa yang perlu digalakkan, kita insentifkan. ![]()
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37. Tujuannya satu — meningkatkan kerumitan ekonomi Johor dan menukar tenaga luar kepada tenaga dalaman pertumbuhan syarikat tempatan.![]()
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Membina bersama, mentadbir bersama, berkongsi manfaat bersama![]()
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38. Menoleh ke belakang, setahun pertama JS-SEZ telah meletakkan asas yang kukuh. Melangkah ke hadapan, kita yakin dengan potensi Negeri Johor. JS-SEZ bukan rancangan tertutup, tetapi jemputan terbuka — menjemput Singapura, menjemput rakan serantau, dan menjemput pemain global untuk bersama membina satu platform ekonomi baharu. Matlamatnya bukan hanya untuk membangunkan Johor, tetapi untuk mewujudkan kehidupan yang lebih baik kepada rakyat Malaysia dan Singapura.![]()
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39. Jalan di hadapan memang mencabar — ekonomi global berubah-ubah, negara jiran turut berlumba, dan reformasi dalaman memerlukan ketekunan. Namun kita telah membuktikan bahawa apabila berdepan masalah, kita berani hadapi; apabila berlaku geseran institusi, kita bersedia memperbaiki; apabila syarikat antarabangsa memerlukan standard pematuhan yang tinggi, kita sanggup menyesuaikan cara kerja ke tahap yang lebih profesional dan bertaraf dunia.![]()
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40. Marilah kita berganding bahu membina jambatan kerjasama ekonomi, dan bersama-sama mencipta laluan masa depan yang lebih cerah.![]()
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Lee Ting Han![]()
EXCO Kerajaan Negeri Johor
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