Malaysia

Malaysia only became in WSIS four years ago, prompted by its role as an ITU Council member to share its experiences with other countries. Its first WSIS participation in 2023 centred on the Jalinan Digital Negara project, which used Universal Service Provision funds to dramatically improve national connectivity. This engagement positioned Malaysia as a contributor of practical digital development lessons to the global community.

Syahrilazli explained that Malaysia had never been in WSIS before 2023, and that fellow council members encouraged them to share their experiences . The Jalinan Digital Negara project was highlighted as the centrepiece of that first participation, having improved connectivity across Malaysia to nearly 98-99%, with remaining challenges in very remote areas being addressed through cost-effective solutions such as satellite technology .

NADI centres function as multi-purpose community hubs that go far beyond basic internet access, offering digital literacy classes, health checks, tuition support, and parcel drop-off services for communities without fixed home addresses. The initiative was entered into WSIS 2025 and reflects Malaysia's commitment to serving underserved populations in a holistic manner. Its recognition at WSIS affirms the value of community-centred digital infrastructure.

Syahrilazli described NADI as akin to a cyber café but with many additional features, including classes for older generations on how to use computers and conduct online banking . He noted that the centres also serve as parcel drop-off points for communities without home addresses, offer simple health checks, and have been repurposed as tuition centres where students who performed poorly in trials went on to score nearly 8 or 9 A's out of 10 after attending .

Malaysia's approach to digital development is explicitly inclusive, ensuring that rural and remote communities are not left behind in the country's digital transformation. This philosophy underpins all of Malaysia's WSIS submissions and national programmes, from connectivity projects to community empowerment centres. The speaker emphasised that even small interventions in far-flung communities can have a significant impact on people's lives and livelihoods.

Syahrilazli stated that Malaysia always believes in developing the country holistically, not only focusing on urban areas but also on platform areas where communities are often forgotten . He gave the example of community members who have moved up economically by using NADI centres to sell items online, and noted that attendees in the first two rows received a product made by one such community selling online .

Syahrilazli argued that even when digital infrastructure and technology are in place, the lack of skilled people to use and manage them renders the investment incomplete. The rapid advancement of technology has meant that the workforce has struggled to keep pace, creating a significant talent gap. This realisation drove Malaysia to develop a structured regional skills framework rather than addressing the issue in isolation.

Syahrilazli noted that when Malaysia had all the energy and infrastructure in place, they found that people were not ready and that technology was moving too fast for the workforce to catch up . He cited the example of Petronas, Malaysia's major oil and gas company, which wanted to deploy its own private 5G network but lacked the skilled personnel to operate it effectively .

The ASEAN 5G Skills Framework was designed to be comprehensive yet flexible, mapping out the full landscape of 5G-related job roles and skills while allowing individual countries to tailor it to their own digital maturity levels. This adaptability is critical given the varying stages of digital development across the ten ASEAN member states. The framework provides a common regional foundation while respecting national differences.

Syahrilazli stated that through the framework development process, approximately 50 job roles, 221 skills, and 12 priority skills gaps were identified, and that each country could adapt the framework according to its own level of digital maturity .

The ASEAN 5G Skills Framework moved beyond planning into concrete delivery in 2025, with a structured set of learning modules and regional training programmes rolled out across all ASEAN member states. The reach of 252 participants from all ten countries demonstrates the framework's regional impact and the collaborative spirit underpinning it. Malaysia is also tracking the career progression of trained participants to assess long-term outcomes.

Syahrilazli confirmed that through the Capacity Development Forum, 12 learning modules and five regional training programmes were delivered in 2025, benefiting 252 participants from all 10 ASEAN member states .

The Petronas case served as a concrete illustration of the skills gap problem, showing that even large, well-resourced companies could not fully exploit 5G technology without the right human capital. This real-world demand signal from industry helped justify and shape the ASEAN 5G Skills Framework. It also demonstrated the value of private-sector engagement in identifying and addressing skills needs.

Syahrilazli described how Petronas sought to build its own private 5G network connecting offshore oil fields and enabling remote working, but found that companies wanting to adopt the technology lacked the people who could really use it . This gap inspired Malaysia to develop the 5G skills framework and to invite ASEAN neighbours to join the initiative .

Malaysia's candidacy for re-election to the ITU Council is presented as a formal expression of its commitment to global digital cooperation and the advancement of inclusive and sustainable digital development. This aspiration is framed as a natural extension of the country's domestic digital transformation journey. It signals Malaysia's intent to remain an contributor to international telecommunications governance.

Syed Fikril stated that Malaysia is honoured to be a candidate for re-election to the ITU Council, reaffirming its aspiration to continue contributing actively to global digital cooperation and the future of international telecommunications .

Rather than following the conventional top-down approach of setting policy first and then designing products for people, MCMC reversed the sequence by starting with a detailed visualisation of what people's lives and careers will look like in five years. This people-first methodology ensures that both products and policies are genuinely responsive to future human needs. The approach makes communication with the public easier because the plan is explicitly framed around their future circumstances.

Abdul Karim explained that the traditional government approach starts with policy, then translates it into products, with people as the end beneficiaries, but that this often fails to meet people's expectations . MCMC reversed this by starting with a visualisation of people's lives over the next five years, including which careers would sunset and which new ones would emerge, and then working backwards to determine the required skills, technologies, and policies .

The MCMC 5-Year Plan is structured around four interconnected principles that together constitute a comprehensive framework for human-centred digital governance. These pillars ensure that the plan addresses not only current needs but also prepares institutions and regulations for future challenges. The four principles complement the three-P framework of policy, product, and people.

Abdul Karim outlined the four key principles as: understanding the future personas, placing people at the centre of governance, adopting anticipatory regulation because things will change and regulation must support that, and building future-ready institutions .

A central ambition of the MCMC 5-Year Plan is to move Malaysia's digital governance from a reactive posture to one that actively anticipates and shapes future developments. This anticipatory approach is designed to ensure that regulation does not lag behind technological change but instead provides a stable and forward-looking framework. The plan aims to build policies that remain relevant not only today but also in the years ahead.

Abdul Karim stated that in simple terms, MCMC is moving from reacting to change towards anticipating and shaping it . He added that the plan aims to build policies that remain relevant today and tomorrow, creating a digital future that is connected, inclusive, trusted, and future-ready for everyone .

The MCMC 5-Year Plan's Future Personas concept received international validation when it won a champion award at WSIS under Action Line C6, which focuses on enabling environments. This recognition affirms that Malaysia's people-centred approach to digital governance is not only domestically effective but also internationally regarded as a model worth emulating. It reinforces the credibility of the methodology on the global stage.

Abdul Karim noted that MCMC submitted the concept to WSIS and managed to win a champion award under Exchange Line C6, which covers the enabling environment .

Abdul Karim argued that the speed at which information travels in the digital age also enables misinformation to spread rapidly, with damaging consequences for public trust, decision-making, and social cohesion. This threat is not limited to government but affects the efficiency of the entire sector. Malaysia's position is that digital trust is a prerequisite for people to fully benefit from the digital economy and society.

Abdul Karim described the situation as an irony of the digital world, where the same speed that creates opportunities also enables misinformation to spread rapidly, affecting public trust, decision-making, and social cohesion . He stated that Malaysia believes digital trust is fundamental to digital transformation, as without trusted information people cannot fully benefit from the digital economy or digital society .

Sebenarnya.my (meaning 'actually' in Malay) was established in 2017 as Malaysia's official fact-checking platform, aggregating government-related and factual information and using an AI engine to verify whether news and messages received by the public are genuine. The platform's scale of usage demonstrates significant public engagement with trusted information verification. It represents a proactive institutional response to the challenge of misinformation.

Abdul Karim explained that MCMC established Sebenarnya.my in 2017, linking government-related and factual information to the platform and creating an AI engine to check whether information received by the public is genuine . He noted that over nearly ten years the platform has recorded over one million views and verified approximately 4,000 news items .

To make the fact-checking platform more accessible to Malaysia's diverse linguistic communities, MCMC is enhancing Sebenarnya.my with AI-powered multilingual assistance. The planned inclusion of agentic AI will allow the platform to converse in multiple languages, reflecting the country's multilingual population. This enhancement directly addresses the inclusivity dimension of digital trust.

Abdul Karim stated that the initiative is being further enhanced with AI check assistance, including plans to incorporate agentic AI so the platform can converse in various languages . He noted that the platform will cover Bahasa Malaysia, English, Mandarin (spoken by approximately 20-30% of Malaysians), and Tamil (spoken by approximately 5-10%), making trusted information more accessible and inclusive .

Abdul Karim concluded that technology is a necessary but insufficient condition for building digital trust, which ultimately depends on the quality of institutions, the responsible use of AI, the strength of partnerships, and the empowerment of citizens. This holistic view positions digital trust as a social and institutional achievement rather than a purely technical one. Malaysia remains committed to sharing this experience with the international community.

Abdul Karim stated that technology alone cannot really build digital trust, and that it is built through trusted institutions, responsible AI, strong partnerships, and empowered citizens . He affirmed Malaysia's commitment to sharing its experience and working with the international community to build a future that is safe, trusted, and inclusive for all .

The National Technology and Innovation Sandbox (NTIS) provides a structured environment where new technologies can be tested in real-world conditions without being immediately subject to full regulatory requirements. This approach reduces barriers to innovation while maintaining oversight through close collaboration with government ministries, regulators, and policymakers. The sandbox model enables technologies to be refined and validated before entering the broader market.

Ahmad Rizal described NTIS as a national programme where new technologies are allowed to test and develop in a live environment with relaxed regulations and in collaboration with ministries, regulators, and policymakers . He noted that the programme works closely with these stakeholders to allow technologies to test their products and eventually enter the market .

The NTIS has delivered substantial economic outcomes, with the majority of supported companies successfully commercialising their technologies and a significant number exporting them internationally. The programme has generated considerable commercial and export value, demonstrating its effectiveness as a mechanism for translating innovation into economic impact. It has also produced a significant number of high-skilled talent and new intellectual property.

Ahmad Rizal stated that the NTIS has supported 145 companies, of which 101 have already commercialised their technology through the programme's facilitation, generating a commercialisation value of approximately USD 42 million . He also noted that approximately 14 companies have exported their technology internationally, with an export value of around USD 30 million, and that the programme has produced approximately 388 high-skilled talents and 39 new intellectual properties .

MRANTI (Malaysia Research Accelerator for Technology and Innovation) provides a physical and digital innovation ecosystem spanning 686 acres, equipped with specialised infrastructure for testing advanced technologies including autonomous vehicles, drones, and 5G applications. The site hosts over 150 technology-related companies and features multiple living labs covering bioscience, flexible manufacturing, and autonomous vehicles. This infrastructure underpins Malaysia's capacity to develop and test cutting-edge technologies in a real-world environment.

Ahmad Rizal described MRANTI as covering 686 acres with infrastructure supporting over 150 tech-related companies . He noted that the site includes approximately 12 kilometres of autonomous vehicle lanes approved by the municipal authority in Kuala Lumpur, a gazetted area for 300 netted drone zones, and 5G living labs featuring bioscience, 4IR flexible manufacturing, and autonomous vehicle zones .

Having spent five years supporting the local ecosystem, the NTIS is now pivoting towards international engagement under Malaysia's 13th Plan, working with ASEAN countries and global partners to help Malaysian companies expand abroad and to attract international companies to Malaysia. This global expansion reflects Malaysia's ambition to position itself as a regional hub for technology commercialisation and innovation. The programme aims to facilitate regulatory alignment across borders to support this expansion.

Ahmad Rizal stated that after five years of supporting the local ecosystem, the programme is now moving forward under the 13th Malaysian Plan towards a global focus, working with ASEAN countries and globally to help local companies expand their business outside Malaysia and to help international companies explore Malaysia as a base for international expansion .

Telecom Malaysia has invested heavily in both domestic and international connectivity infrastructure, building an extensive fibre network across the entire country and securing access to a vast submarine cable network through multiple international consortia. This infrastructure forms the backbone of Malaysia's digital connectivity and supports the country's ambitions for a robust and reliable digital ecosystem. The scale of investment reflects TM's role as the national telecommunications mission company.

Mohamad Nazrul stated that TM has more than 740,000 kilometres of fibre footprint spanning throughout the entire nation . He also noted that TM has wholesale fibre connectivity via submarine cables through 33 multiple consortia agreements, with a total length of approximately 275,000 kilometres .

A defining characteristic of Malaysia's digital infrastructure model is the principle of sharing, whether mandated or voluntary, which ensures that the benefits of large-scale infrastructure investment are accessible to all operators and ultimately to all users. For fixed broadband, TM's infrastructure is made available through an open access mechanism, while for 5G mobile, a dedicated single entity was established to manage shared access. This collaborative model reduces duplication of investment and promotes competition at the retail level.

Mohamad Nazrul described how TM rolled out broadband to 4.4 million premise passes and made the infrastructure available to all operators through an open access mechanism, allowing them to provide their own retail broadband services . He noted that in 2021, a dedicated company was set up specifically to cater for 5G needs, with the advance of multi-operator core network technology enabling mobile sharing as well .

Recognising the transformative potential of AI and data centre technology, TM is investing in a new generation of data centre infrastructure, including a dedicated AI data centre with significant scalable capacity. This investment is positioned as a strategic imperative for Malaysia's Digital Nation 2030 ambitions, ensuring that the country has the computational infrastructure to support AI-driven economic development. TM currently operates four data centres in Malaysia and one in Hong Kong.

Mohamad Nazrul stated that TM has four data centres in Malaysia and one in Hong Kong, and has one ready for an AI data centre (AIDC) at 65 megawatts, scalable up to 200 megawatts . He explained that TM is venturing into this because it is an opportunity that should not be missed by any nation pursuing a digital nation goal by 2030 and beyond .

Mohamad Nazrul attributed Malaysia's digital achievements to a sustained culture of collaboration between the public and private sectors, spanning regulators, industry players, and government ministries. This collaborative ethos has been present throughout TM's history, from its origins as a government department through privatisation and into the current era of public-private partnerships. He characterised Malaysia as a nation that loves sharing, whether mandated or voluntary.

Mohamad Nazrul described TM's history of collaboration, from its origins as a government department in 1946 through privatisation in 1987, and noted that Malaysia has always been a nation that loves sharing, either mandated or on a voluntary basis . He concluded by stating that from the regulatory side, the industry side, and the ministry side, Malaysia has always been collaborating, and characterised it as a nation of beautiful collaboration .

CelcomDigi's strategy for contributing to Malaysia's Digital 2030 ambitions is structured around five interconnected pillars that span infrastructure, industry applications, talent development, innovation, and trust. This comprehensive approach reflects the company's position as Malaysia's largest mobile operator and its responsibility to drive digital transformation across multiple dimensions. The strategy is explicitly aligned with the Malaysian Digital 2030 Action Plan.

Roslan outlined CelcomDigi's five focus areas as: mass infrastructure modernisation on 5G and 5.5G including network consolidation and high-speed data upgrades ; industry digitalisation through collaboration on smart cities, industrial IoT, and smart agriculture ; nurturing next-generation talent through the Young Talent Programme, officiated by the Prime Minister ; cultivating an innovation ecosystem through an AI centre with 40 live partnerships ; and securing digital trust and online safety .

Roslan argued that as AI becomes increasingly central to digital transformation, it is essential that it remains oriented towards serving human needs rather than becoming an end in itself. He stressed that without ethical frameworks and transparent institutions to safeguard privacy, technology risks exacerbating rather than reducing global inequalities. This perspective frames ethical AI governance as a foundational requirement for a truly inclusive digital future.

Roslan stated that as we look ahead, AI should serve people, not technology, and that ethical frameworks and transparent institutions are needed to guard privacy . He warned that technology without governance will only deepen global inequalities and called for building a complete ecosystem that works for the community, not against it .

Noor Wahida argued that while Malaysia has made significant progress in building next-generation digital infrastructure, the next phase must focus on ensuring that connectivity is not only widespread but also of sufficient quality and resilience to support meaningful digital adoption. She specifically highlighted the importance of indoor connectivity in key locations such as hospitals, factories, campuses, and transport hubs, where reliable connectivity is increasingly critical. This goes beyond coverage metrics to address the quality dimension of digital inclusion.

Noor Wahida stated that beyond nationwide coverage, Malaysia must also strengthen indoor connectivity in places such as hospitals, factories, campuses, and transport hubs, where reliable connectivity is increasingly critical for digital services .

Noor Wahida emphasised that the mere availability of advanced technology such as 5G does not automatically generate value; adoption is the critical step that translates infrastructure investment into real-world benefits. U Mobile addresses this through an enterprise innovation platform that facilitates co-creation of practical use cases among enterprises, technology partners, and solution providers. This collaborative approach enables businesses to test and validate 5G and AI capabilities before committing to full deployment.

Noor Wahida stated that technology only creates value when it is used, and that U Mobile is driving adoption through its enterprise innovation platform, which brings together enterprises, technology partners, and solution providers to co-create and showcase practical 5G and AI-enabled use cases . She noted that this enables businesses to test technology capabilities and accelerate their digital transformation journey .

Noor Wahida concluded that no single actor can build a thriving digital ecosystem alone, and that strong multi-stakeholder partnerships are essential to create the conditions for innovation, investment, and digital inclusion. This collaborative imperative spans the full range of actors from government and regulators to telecommunications providers, technology companies, and enterprises. The argument positions collaboration not as a nice-to-have but as a structural requirement for digital ecosystem development.

Noor Wahida stated that collaboration remains essential and that building a thriving digital ecosystem requires strong partnerships between government, regulators, telecommunications providers, technology companies, and enterprises . She argued that by working together, these stakeholders can create a supportive environment that encourages innovation, investment, and digital inclusion .