Aim/Purpose: Embitterment comprises a stress-related response to unjust life experiences. Studies have found that it can have a toll on employees’ well-being. However, research on this matter is still in its infancy. Background: Within the scope of the present study, Ι sought to investigate how embitterment relates to burnout – the prolonged consequence of stress. This study further explored whether breaches of psychological contracts can trigger embitterment. Methodology: The study employed a cross-sectional design where two hundred and eight (N = 208) participants from the general population completed an online survey. Contribution: Findings suggest that the toll of embitterment might be much more than what research has suggested so far. Those who experience embitterment can become emotionally exhausted and cynical and these findings can be especially useful when identifying embitterment. Findings: It was found that embitterment related to higher burnout levels and more specifically emotional exhaustion and cynicism. No significant findings were revealed for the relationship between professional inefficacy and embitterment. Also, psychological contract breach was found to be a significant predictor of embitterment, supporting further the notion that perceptions of injustice can trigger feelings of embitterment. Results also showed that embitterment mediated the relationship between psychological contract breach and burnout. Recommendation for Researchers: The study highlights the notion that fairness is a key precursor of embitterment, and this finding is essential when developing interventions to prevent embitterment from arising. Future Research: Future research could use a longitudinal study design to unravel whether burnout represents a precondition or the consequence of embitterment. Future research should also include more objective measures. For example, it would be useful to pair self-report data with more objective measures on embitterment (e.g. clinical interviews).

[Meg O’Neill] 00:08 Hello and welcome to the Berkeley Technology Law Journal podcast. My name is Meg O’Neill and I am one of the editors of the podcast. Today we are excited to share with you a conversation between Berkeley Law LLM student Franco Dellafiori, and Professor Bertrall Ross. Professor ...

The post Berkeley Technology Law Journal Podcast: Will ChatGPT Tell Me How to Vote? Democracy & AI with Professor Bertrall Ross appeared first on Berkeley Technology Law Journal.

This study addresses a critical chain project scheduling (CCPS) problem regarding the feeding buffer. The main contribution of this study lies in determining the critical chain when the feeding buffer is considered along with the project buffer, a less addressed issue in the critical chain literature. Using a mixed-integer nonlinear programming (MINLP) model, the critical chain of a project with no break-down and no overflow is found. Moreover, the impact of the feeding buffer on the criticality of activities is discussed. The problem is solved using the Lingo software package for validation in small-sized instances. Since the CCPS is known as an NP-hard problem, a genetic algorithm (GA) is also designed to solve large-scale instances. The algorithm's performance is confirmed using various project scheduling library test problems. Sensitivity analysis is implemented based on some crucial parameters, and the critical chain is analysed after conducting several experiments. It is shown how considering the feeding buffer makes different critical chains and how shortlisting activities and resources are optimally managed.

This paper studies a dual-channel supply chain consisting of one risk-averse manufacturer and one risk-averse retailer with stochastic demand. Herein, the manufacturer provides value-added services to enhance channel demand. First, the optimal pricing and service decisions of the channel members are investigated under different settings, i.e., the cooperative game, Bertrand game, and manufacturer Stackelberg (MS) game models. Second, the effects of channel members' risk aversion on optimal channel prices and expected utilities are analysed under the assumption that the manufacturer service is a decision variable and an exogenous variable, respectively. Third, sensitivity analysis and numerical simulation are performed to verify our propositions consistently and seek more managerial implications. The findings suggest that the manufacturer's value-added services in their direct channel will improve the direct price while decreasing the retail price. Consumers' channel loyalty degree has a great influence on the optimal price decisions and the performance of the channel members. The direct price increases while the retail price decreases in the manufacturer's value-added services. The retailer's risk aversion has a greater influence on price decisions than that of the manufacturer.

Lihan TONG,Weijia LI,Qingxia YANG,Liyuan CHEN,Peng CHEN, Vol.E107-D, No.11, pp.1472-1475
We present Ksformer, utilizing Multi-scale Key-select Routing Attention (MKRA) for intelligent selection of key areas through multi-channel, multi-scale windows with a top-k operator, and Lightweight Frequency Processing Module (LFPM) to enhance high-frequency features, outperforming other dehazing methods in tests.
Publication Date: 2024/11/01

One of the main tasks in tax administration is debt management. The main goal of this function is tax due collection. Statements are processed in order to select strategies to use in the debt management process to optimise the debt collection process. This work proposes to carry out a data mining process to predict debts of taxpayers with high probability of non-payment. The data mining process identifies high-risk debts using a survival analysis on a dataset from a tax administration. Three groups of tax debtors with similar payment behaviour were identified and a success rate of up to 90% was reached in estimating the payment time of taxpayers. The concordance index (C-index) was used to determine the performance of the constructed model. The highest prediction rate reached was 90.37% corresponding to the third group.

Cross-Device Targeting With Programmatic Ads Cross-device advertising allows advertisers to target users across multiple devices like phones, laptops, and TVs. This method improves ad targeting, user engagement, and campaign measurement. In this article, we’ll explain how cross-device advertising works and its benefits. Key Takeaways Cross-device advertising enables marketers to reach users across multiple [...]

Family firms are often portrayed as an important yet conservative form of organization that is reluctant to invest in innovation; however, at the same time, evidence shows that family firms are still flourishing and that many of the world's most innovative firms are indeed family firms. Our study contributes to disentangling this puzzling effect. We argue that family firms—owing to the family's high level of control over the firm, wealth concentration, and importance of non-financial goals—invest less in innovation but have an increased conversion rate of innovation input into output and, ultimately, a higher innovation output than non-family firms. Empirical evidence from a meta-analysis based on 108 primary studies from 42 countries supports our hypotheses. We further argue and empirically show that the observed effects are even stronger when the CEO of the family firm is a later-generation family member. However, when the CEO of the family firm is the firm's founder, innovation input is higher and, contrary to our initial expectations, innovation output is lower than that in other firms. We further show that the family firm-innovation input/output relationships depend on country-level factors, namely, the level of minority shareholder protection and the education level of the workforce in the country.

Most research on creativity describes it as a net positive: producing new products for the organization and satisfaction and positive affect for creative workers. However, a host of anecdotal and historical evidence suggests that creative work can have deleterious consequences for relationships. This raises the question: how does creativity at work impact relationships at home? Relying on work-family conflict and resource allocation theory as conceptual frameworks, we test a model of creative behaviors during the day at work and the extent to which employees spend time with their spouses at home in the evening, using 685 daily matched responses from 108 worker-spouse pairings. Our results reveal that variance-focused creative behaviors (problem identification, information searching, idea generation) lead to a decline in time spent with spouse at home. In contrast, selection-focused creative behaviors (idea validation) lead to an increase in time spent with spouse. Further, openness to experience moderates these relationships. Overall, the results raise questions about the possible relational costs of creative behaviors at work on life at home.

We extend the knowledge-based perspective to consider the impact of spin-out founders on knowledge transfer to new ventures. We argue that existing theory largely ignores the founder's role as team catalyst who mobilizes a team and transmits the team's knowledge to a new venture. We address this gap by building theory on the role of a spin-out founder as a facilitator of co-mobility, and whose impact on firm outcomes is mediated by the size and organizational experience of the recruited team. The support for our hypotheses, through use of linked employee-employer US Census data from the legal services industry, has theoretical and practical implications for the knowledge-based view and human resource strategies for both existing and entrepreneurial firms.

In order to acquire resources, new ventures need to be perceived as legitimate. For this to occur, a venture must meet the expectations of various audiences with differing norms, standards, and values as the venture evolves and grows. We investigate how the organizational identity of a technology venture must adapt to meet the expectations of critical resource providers at each stage of its organizational life cycle. In so doing, we provide a temporal perspective on the interactions between identity, organizational legitimacy, institutional environments, and entrepreneurial resource acquisition for technology ventures. The core assertion from this conceptual analysis is that entrepreneurial ventures confront multiple legitimacy thresholds as they evolve and grow. We identify and discuss three key insights related to entrepreneurs' efforts to cross those thresholds at different organizational life cycle stages: institutional pluralism, venture-identity embeddedness and legitimacy buffering.

Despite recognizing the importance of personal identification in organizations, the literature has rarely explored its dynamics. We define personal identification as perceived oneness with another individual, where one defines oneself in terms of the other. While many scholars have found that personal identification is associated with helpful effects, others have found it harmful. To resolve this contradiction, we distinguish between three paths to personal identification -threat-focused, opportunity-focused, and closeness-focused - and articulate a model that includes each. We examine the contextual features, how individuals' identities are constructed, and the likely outcomes that follow in the three paths. We conclude with a discussion of how the threat-, opportunity-, and closeness-focused personal identification processes potentially blend, as well as implications for future research and practice.

This paper examines when firms pursue structural realignment through the recombination of business units. Our results refine and extend contingency theory and studies of organization design by drawing on theories of decision avoidance and delay to describe conditions when firms pursue or postpone structural realignment. Our empirical analysis of 46 firms from 1978 to 1997 operating within the U.S. medical device and pharmaceutical sectors demonstrates that while decision makers initiate structural recombination during periods of industry growth (i.e., munificence), they reduce their recombination efforts during periods of industry turbulence (i.e., dynamism) and managerial turbulence (i.e., growth in top management team size). We also find evidence that firms delay realignment and bide their time for better environmental conditions of declining turbulence and industry growth before pursuing more structural realignment. Together, these findings suggest that decision makers often delay initiating structural recombination until they can effectively process information and assess how structural changes will help them realign the organization to the environment.

Organizational theorists are increasingly interested in the antecedents of terminating interorganizational relationships, but have paid little attention to the disruptive consequences of such terminations on future tie formation. To redress this imbalance, the present study focuses on how venture capital (VC) firms' withdrawals from VC syndicates are associated with their subsequent syndication over the 1985 through 2008 period. We argue that withdrawals disrupt the relationships of the withdrawing VC firms with the coinvestors and reduce the likelihood of them entering into subsequent exchange (relational consequences). Furthermore, public information on the withdrawals can undermine the withdrawing VC firm's reputation for reliability, making it a less desirable exchange partner overall (global reputational consequences). Finally, we find that abandoned coinvestors can spread negative, private information about the withdrawing firm, reducing its chances of syndication with their other network contacts (local reputational consequences). We also show that the global and local reputational consequences attenuate each other, due to redundancy in the content of information each provides. We discuss the implications of our theory for the research on network dynamics and reputation.

Research suggests that the structure of trainee reactions is captured with as few as one or as many as eleven dimensions. It is commonly understood that reactions contain both affective and cognitive components. To date, however, training research focuses largely on affective reactions that range from pleasant to unpleasant (i.e., valence). Here, we expand and further refine the construct of affective trainee reactions by including reactions that are more and less activating versions of pleasantness (e.g., excitement and calm, respectively) and unpleasantness (e.g., stress and boredom, respectively). We develop and validate a new measure based on this model and argue that the structure of affective reactions has implications for better understanding learning and course reputation outcomes. Results from a short online training indicate that reactions were best explained by four factors: pleasant activation (e.g., excitement), pleasant deactivation (e.g., calm), unpleasant activation (e.g., stress), and unpleasant deactivation (e.g., boredom). The relationships between these reactions and training outcomes suggest what is most beneficial for course reputation outcomes (i.e., pleasant activating reactions) may not benefit learning; what is most beneficial for learning (i.e., pleasant deactivating reactions) may benefit course reputation outcomes but slightly less so.

Female corporate leadership has drawn increasing attention from academia and practitioners. We contribute to the literature by examining the impact of CEO succession with gender change—i.e., a male CEO succeeded by a female or vice versa. We propose that due to gender differences in executive leadership positions, CEO succession with gender change may amplify the disruption of the CEO succession process and thus adversely affect post-succession firm performance and increase the likelihood of successor early departure. Using data from 3,320 CEO successions in companies listed in China's Shanghai and Shenzhen Stock Exchanges from 1997 to 2010, we find evidence to support this argument. We also find that the negative (positive) impact of male-to-female succession on firm performance (the likelihood of successor early departure) may be weakened by positive organizational attitudes toward female leadership as indicated by the presence of other female leaders on the firm's board of directors and/or top management team, and the successor's inside origin.

The heart and the chip: our bright future with robots, by Daniela Rus and Gregory Mone, is an insightful exploration of the future of robotics and artificial intelligence (AI), focusing on how these technologies will transform every aspect of our lives. Rus, a

I had one big question after taking on this review: How relevant is this book with the advent of large language models (LLMs)? In the past two years, the launches of OpenAI’s GPT and Google’s Gemma, amongst others, have severely disrupted the study of natural language

GETTING tired of ordering the same food for delivery, week after week? Tiger Beer, the champion of Asian street food, has the answer. Spice up your mealtimes by pre-ordering the Tiger Street Food Box – featuring exclusive, bold collaborations between classic street food favourites and some of KL’s hottest modern restaurants – and get it delivered right to your door!

Choose from a range of innovative new collaborations based on authentic street food flavours, with mash-up dishes from Devi’s Corner, Yut Kee, myBurgerLab, Ticklish Ribs & ‘Wiches, Megah Taiwan Sausage, Mama Manta, LI, Fifty Tales and Choon Prawn Mee House. Fancy Ticklish Ribs & ‘Wiches legendary BBQ chicken wings with Devi’s Corner’s famous mango chutney? You got it – the Tiger Street Food Box has you covered! And of course – what would street food be without an ice-cold Tiger to pair it with? Each box comes with Tiger Beer or Tiger Crystal, the perfect partner to Asian street food.

From the myBurgerLab x Mama Manta ‘Flamin’ Hot Sambal Burger’ – a chicken patty in a bun slathered with a creamy lime sauce, paired with Mama Manta’s Grill Fish Sambal, perfected over 18 years; to Fifty Tales x Choon Prawn Mee House ‘Smoked Oil with Prawn Mee Broth Braised Pork’ – pork shoulder braised in prawn mee broth to soak up the flavour and served on noodles paired with a housemade smoked oil: one thing’s for certain – this isn’t your normal, boring food delivery.

Available for pre-order from today at www.tigerstreetfood.my, the Tiger Street Food Box will be delivered on the day of your choosing according to your location – so you can plan your perfect day or night in to go along with it. Priced at RM28 for a one-person box, or RM48 for a two-person box, quantities are limited for each delivery day – so pre-order early to avoid disappointment. You won’t be able to find these exclusive collaboration dishes anywhere else, so be sure to try them before they’re gone for good!

The Tiger Street Food Box will be available over the next three weekends in Klang Valley, Penang and Johor Bahru respectively, before returning to the Klang Valley again for the final week of the campaign. Each two-person box comes with two choices of mains, one choice of large side dish, and two 320ml cans of either Tiger Beer or Tiger Crystal. Each one-person box comes with one choice of main, one choice of side dish, and one 320ml can of either Tiger Beer or Tiger Crystal. Every order also comes complete with a limited edition Tiger Street Food chopstick set.

SINCE it was founded in 1994, aviation has always been a passion for Bell & Ross. Over the years, the watch brand has become a leading benchmark in the instrument watch field.

In 2011, the brand launched the eye-catching Red Radar. This year marks the return of this watchmaking UFO. The style of the new BR 03-92 Red Radar Ceramic version is as modern as ever, and brings its own innovative reinterpretation to the watch display. Its display breaks the traditional watchmaking codes by revisiting the graphics of an aircraft control radar.

The time can be read via a system of rotating discs, combined with an analogue hand. The dial is topped with a red sapphire crystal. The newcomer adopts the BR 03 case, which is 42 mm in diameter.

In constant pursuit of innovation and performance, on this occasion Bell & Ross has chosen to use ceramic. This high-tech material is scratch-resistant, yet soft to the touch.

PERHAPS one of the highlights of my career was when I was made a chief in a small village in Zaire (now the Democratic Republic of the Congo) in 1986.

After that, a series of events brought me back down to earth.

It was on a normal afternoon during a visit to the plantation and the natural palm groves that I was led to the village by the river Kwenge.

This village was near the town of Kikwit, about 500km east of Kinshasa. Unilever had started its first palm oil mill there in 1911 to supply the soap factories in Liverpool.

In later years, the supplies increased from Malaysia and Indonesia.

Although the business had lost its role as an exporter, it was still an important supplier for the country.

Certainly, the community benefited from Unilever’s presence, employing a population that had experienced not only poverty but also diseases and epidemics such as AIDS and malaria.

Probably even Dr Steve Watson, the director of that region for Unilever Plantations, did not know that I would be installed that day as chief of the village.

It was likely the work of the chef de personnel, an ambitious person from the area.

The people were waiting around an open circle with a stool placed in the middle of the sandy floor.

I was invited to sit on the stool and as soon as the drums began to beat, the chief stepped up with gifts, including three arrows, a drum made of antelope skin and, to top it all, a fly whisk that he placed in my hand.

It was a symbol of power.

The chief’s hands shook slightly.

“You are the chief of this whole village and we are your people now. In your absence, I will be your assistant chief and I will take care of all affairs until your return.”

This was said in the Kikongo language, translated into French by the chef de personnel in a loud and unnecessarily lengthy manner to impress everyone, as I looked around me, and then translated into English by Dr Watson.

He was a Scot who had worked with me in Pamol Sabah and was now in charge of areas extending to the Kasai River.

For the next few days, I travelled with him to see the other plantations, at Mapangu and Bongimba, and I was warned in advance to take my pills against malaria.

In Kikwit, I was reminded of the real risk when I visited a young Belgian engineer at the company rest-house. He lay in bed, shivering.

A transport was arranged to take him to Kinshasa.

But soon after I returned home to Cobham in Surrey, I developed a fever and my body shook. It went on for a few days.

When I became delirious, Maznah took me back to the clinic and suggested to the young doctor: “It could be malaria treatment that he needs.”

The young doctor changed the medicine.

Probably malaria cases were rare in that small town before.

I stopped shivering but still felt feeble when I returned to the office.

Waiting for me were a few messages.

The first, with regret, informed me that the young engineer had died before he arrived in Brussels.

The others concerned changes in top management.

In Malaysia, Pamol had a new chairman who came from Unilever’s factories side and had not previously seen a plantation.

It was a time when many businesses were struggling.

This was a period that followed diversification – a mantra that didn’t always work – ending with the cutting off of parts that were considered non-core. The heroes of the day were directors who boasted about the number of managers they had laid off.

In Unilever’s case, the company decided to slot excess managers where it could and Pamol was not excluded.

The process had shifted from selecting people experienced in plantations.

This shift confirmed the fears that deterred managers from accepting overseas assignments, uncertain if they could return.

In my case, I had been based in London for three years.

Leslie Davidson had asked the personnel department to send me an offer letter for the position of managing director in Cameroon.

Barry Mack, who was there, had resigned for health reasons.

I had discussed this with Maznah and her answer was simple: “When you were sick, I sat by your bed each day, thinking how I might have to pull the children out of school and bring your body home in a box. I don’t want that stress anymore.” I had to refuse the job.

The next offer was to be the director of personnel in DR Congo for Unilever, with its vast business there.

The significant hardship allowance was tempting.

I was to take over the role from Colin Bewick.

I remembered supporting John Dodd, the plantations director, who had insisted on Colin’s departure. I had no idea that one day I’d be in this situation.

Maznah’s response was the same: “Let’s go home and you can look for another job.”

I spoke to Leslie Davidson. We remained close friends, but I knew that with the way head office operated, the decisions weren’t his alone.

“Go with Maznah and the children and stay for a month in Kuala Lumpur. See if you can find a job there. I’ll see what I can do.”

On the long flight back, I had much to think about.

The three children were on school holiday and although glad to be on a plane, they didn’t fully understand what was happening.

Soon I would be jobless. I felt powerless.

Even the fly whisk I kept at home couldn’t help me now.

The writer has extensive experience in the management of oil palm plantations.
Comments: letters@thesundaily.com

JAKARTA: Indonesia's President Prabowo Subianto met with U.S. President Joe Biden at the White House on Tuesday and offered his congratulations to President-elect Donald Trump by phone during an official visit to Washington.

“I will work very hard to strengthen Indonesian-United States relationship, and I would like to work towards this end that we have a strong cooperation,“ said Prabowo.

Prabowo, who has said he will pursue a non-aligned foreign policy, met with Biden in the Oval Office after posting a video of his call to Trump.

He arrived in Washington straight from China, where he had met with President Xi Jinping on his first overseas trip since taking office last month.

Washington sees Indonesia, the most populous country in Southeast Asia, as an important partner in a region where its rival Beijing has deep trade and investment ties. Indonesia is also the world's most populous Muslim-majority country.

While China is a key economic partner for Indonesia, Jakarta has also become a big buyer of U.S. arms, and it wants to sell the West more metals from its mines.

At the White House, Biden said the two leaders were discussing climate, conflict in the Middle East and the South China Sea.

Indonesia said on Monday it does not recognize China's claims over the vast majority of the South China Sea, despite signing a maritime development deal with Beijing.

“We continue to encourage Indonesia to work with their legal experts to make sure any agreement they make with (the People’s Republic of China) is in accordance with international law, especially the UN Convention on the Law of the Sea,“ said White House spokesperson Karine Jean-Pierre at a press briefing.

TRUMP CALL

Prabowo's office said he made the call to Trump on Monday after arriving in Washington. It did not immediately respond when asked if he is scheduled to meet Trump in person.

“Wherever you are, I’m willing to fly to congratulate you personally, sir,“ Prabowo said in the video of the call posted on his social media accounts.

“We’ll do that, anytime you want,“ Trump replied.

Trump described his own election victory as amazing, and said it gave him a big mandate.

He also said the Indonesian president was “very respected,“ and praised his English, to which Prabowo, a former special forces commander, replied: “All my training is American, sir.”

Prabowo also met with several U.S. company representatives in Washington, his office said, including from Freeport McMoRan and energy company Chevron, and urged the companies to invest in Indonesia. (Reporting by Stanley Widianto in Jakarta and Jeff Mason in Washington; Writing by Trevor Hunnicutt; Editing by John Mair, David Gregorio and Rosalba O'Brien)

U.S. President-elect Donald Trump on Tuesday named Elon Musk and former Republican presidential candidate Vivek Ramaswamy to lead a newly created Department of Government Efficiency, rewarding two of Trump’s well known supporters from the private sector.

Musk and Ramaswamy “will pave the way for my Administration to dismantle Government Bureaucracy, slash excess regulations, cut wasteful expenditures, and restructure Federal Agencies,“ Trump said in a statement.

Trump said the new department “will provide advice and guidance from outside of government,“ signaling the entity would operate outside the confines of government.

However, it would work with the White House and Office of Management & Budget to “drive large scale structural reform, and create an entrepreneurial approach” to government never seen before.

Trump said their work would conclude by July 4, 2026, making it a “gift” to the country on the 250th anniversary of the signing of the Declaration of Independence.

Musk, ranked by Forbes as the richest person in the world, already stood to benefit from Trump’s victory, with the billionaire entrepreneur expected to wield extraordinary influence to help his companies and secure favorable government treatment.

Musk gave millions of dollars to support Trump’s presidential campaign and made public appearances with him. Trump had said he would offer Musk a role in his administration promoting government efficiency.

He has many links to Washington, opens new tab and his lineup of companies includes electric car company Tesla (TSLA.O), opens new tab, social media platform X and rocket company SpaceX.

“This will send shockwaves through the system, and anyone involved in government waste, which is a lot of people!” Musk said, according to Trump’s statement, which called the new government initiative “potentially ‘The Manhattan Project’ of our time,“ referring to the U.S. plan to build the atomic bomb that helped end World War Two.

Ramaswamy is the founder of a pharmaceutical company who ran for the Republican presidential nomination against Trump and then threw his support behind the former president after dropping out.

“We will not go gently, @elonmusk,“ Ramaswamy said on X.

Musk reposted the announcement from Trump on his X account and added comments such as that, “The merch will be (fire),“ using three fire emojis, and, “People have no idea how much this will move the needle!”

He also posted: “Threat to democracy? Nope, threat to BUREAUCRACY!!!”

The acronym of the new department - DOGE - coincides with the name of the cryptocurrency dogecoin that Musk promotes.

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KUALA LUMPUR: The PriceCatcher app will continue to be improved with data-sharing on prices through the collaboration between the Domestic Trade and Cost of Living Ministry (KPDN) and two supermarket chains, Mydin and Redtick, said Minister, Datuk Armizan Mohd Ali.

He said that this commitment is an initiative that reflects transparency in transactions and business ethics to avoid price manipulation or profiteering at the expense of consumers.

“Previously, the price data displayed in the PriceCatcher app was entirely sourced from field price monitoring officers, which limited the coverage area and the number of premises uploaded to the app.

“...the signing of this MoU (Memorandum of Understanding) marks a pioneering effort to improve the app by enabling automated data sharing from the involved supermarkets to be displayed in the ‘Supermarket Price Sharing’ section,“ he told reporters after the MoU signing ceremony on price data sharing in Subang Jaya today.

Mydin Mohamed Holdings Bhd, managing director Datuk Dr Ameer Ali Mydin, and KPDN secretary-general Datuk Seri Mohd Sayuthi Bakar were also present.

Armizan said that this collaboration will serve as a benchmark for expanding the data-sharing initiative to other supermarkets and premises.

According to Armizan, the PriceCatcher app previously displayed price information for 480 consumer goods, with daily updates for 186 items, weekly updates for 220 items, and monthly updates for 74 items.

“Up until Nov 7, 459,998 users nationwide uploaded the app, however, the active usage rate is 10,00 per week.

“We are taking an additional approach to add more information in the app without adding more price monitoring officers by adopting a self-reporting system or data sharing from retail sector players,“ he said, adding that the app serves as a reference for users and fosters the habit of checking prices of items before buying.

What gets you going? From the moment Alison von During set up her Airbnb in the studio apartment and private, leafy patio of her newly-acquired house in Vredehoek, on the slopes of Table Mountain, this was the question that drove...

BATU KAWAN: US-based medical devices company Dexcom Inc has officially opened its manufacturing facility, also its first offshore manufacturing site outside the United States, in Batu Kawan, Penang.

Penang Chief Minister Chow Kon Yeow said the RM2.83 billion strategic investment will bring more than 3,000 jobs to the state, contributing to a workforce set to positively impact the lives of over three million people worldwide.

Dexcom, founded in 1999, is a global leader in continuous glucose Monitoring (CGM) technology for individuals living with diabetes.

“The establishment of this new facility highlights Dexcom’s continued commitment to take control of health through innovative CGM systems. It also reaffirms Penang’s reputation as a global hub for advanced technological industries, reinforcing its position as a preferred destination for high-quality manufacturing and innovation,” the chief minister said in his speech at the opening ceremony here today.

Chow said Penang is on the right path towards becoming the medical technology (medtech) hub of Southeast Asia by leveraging on the state’s over 50 years of industry excellence.

“Housing the largest number of medtech companies nationally and regionally, Penang remains a highly attractive location for its infrastructure availability and ecosystem that meet the needs of the medtech industry.

“For the past five years (2019-2023), Penang garnered a total of RM5.8 billion worth of investments in the scientific and measuring equipment sector, representing 45% of the nation’s total investments in this sector, involving 33 projects and generating an estimated 4,630 employment opportunities,” he said.

Dubbed the Silicon Valley of the East, Penang has the highest concentration of medical technology companies in Malaysia and Southeast Asia to date. – Bernama

KUALA LUMPUR: Malaysia’s goal of reaching 50% electric vehicle (EV) adoption by 2040 and 80% by 2050 in terms of total industry volume (TIV) is within reach, according to Deputy Investment, Trade, and Industry Minister Liew Chin Tong.

Liew said that the target – in accordance with the National Energy Transition Roadmap – aligns with the global shift towards sustainable transport.

“According to the International Energy Agency in the Global EV Outlook, globally in 2018, only 2% of total global sales was from EV, but by 2022, it was 14%, and by 2023, 18% of total global sales of cars comes from electric vehicles. In China this year, there were several months that EV overtook internal combustion cars, ICE cars. So these are all possible,” he told reporters at E-Mobility Asia 2024 (EMA 2024) today.

To achieve the target, Liew said that Malaysia needs to work together to develop a national effort to electrify its vehicles as much as possible.

He added that this is necessary to reduce national oil consumption and create more opportunities for various forms of manufacturing, including crossings of semiconductor and automotive industries.

Additionally, he said that the government is hoping that Malaysia will not just manufacture parts of the cars, but it is hoping that there will be horizontal crossing between the automotive industry and the semiconductor industry.

“So that one day, we are also known for designing chips for the automotive industry. That is one of our aspirations,” he remarked.

Liew said that another aspiration is to take advantage of the electrification of mobility, so that through this transition, Malaysia can reduce its overall national petroleum consumption.

“In most of our discussions, we are talking about shifting the burden of who pays for the petroleum consumption in this country. To address the question of the RON95 subsidy, I think E-Mobility has a big role to play. Electrification has a big role to play,” he added.

The event, EMA 2024 unveils electromobility and sustainable solutions as the way forward to reduce global emissions and tackle climate change.

China’s electric car manufacturers BYD, Chery and GWM are showcasing their latest models at the event, while Malaysia’s Eclimo is unveiling its new bikes.

EMA 2024 comes as EV demand surges in Southeast Asia and amid the global outlook that more than one in four vehicles on the road will be electric by 2035 according to the International Energy Agency.

Liew officiated the opening of the event that has drawn stakeholder and industry support including the state-owned Malaysia Automotive, Robotics & IoT Institute, and Electric Vehicle Association of Malaysia as strategic partners.

PROTON has unveiled its new S70 R3 race car for the upcoming 2024 Sepang 1000KM (S1K) endurance race, hosted at the Petronas Sepang International Circuit. This addition to Proton’s racing portfolio will compete with two cars, each driven by a pair of seasoned and promising drivers.

Driver Line-up

Car #81: Piloted by Syafiq Ali, a three-time S1K winner, and Fahrizal Hasan, known for his multiple victories in the Sepang 12 Hours endurance race.

Car #82: Driven by two emerging talents, Ariff Azmi, an 18-year-old karting and touring car champion, and Alister Yoong, a 21-year-old Formula 4 racer and son of former F1 driver Alex Yoong.

Spotlight on Alister Yoong

Alister Yoong brings an impressive racing background to Proton’s team:

– Winner of the 2022 Indian Racing League and current championship leader in 2024.

– Notched up four wins in the Italian Sports Prototype Championship (CISP) and two in the French Sports Prototype Championship.

– Head coach at Axle Academy, founded by his father, where he trains up-and-coming racers.

The Race Car: Proton S70 R3

The S70 R3 is equipped with a 1.6-litre naturally aspirated S4PH engine, engineered according to Malaysian Touring Car (MTC) regulations. The team has hinted at a potential expansion next year, considering entry into the Malaysian Championship Series’ SP2 class. This setup and driver mix signal a strong bid from Proton for the 2024 S1K endurance race.

CONTINENTAL has launched its Mini Program on the TNG eWallet, allowing Malaysian drivers to purchase Continental tyres with ease through their mobile phones. This launch is celebrated with exclusive promotions from 7 November to 30 November, coinciding with the 11.11 Mega Sale. Customers can enjoy up to RM1 million in cashback, with an average of 15% per transaction.

Additionally, any customer spending a minimum of RM300 from 7 November 2024 to 31 January 2025 will be entered into a lucky draw, with one entry for each RM300 spent. The grand prize includes a gold bar worth RM10,000, with other prizes like three iPhone 16 Pros, two PS5 consoles, two Huawei MatePad 11.5” PaperMatte Editions, and two Trapo Vouchers. Weekly winners can also receive cashback, a Limited-Edition Continental x Touch ‘n Go NFC Card, and more.

Andrea Somorova, Managing Director of Continental Tyre Malaysia, shared that this partnership reinforces Continental’s commitment to digital innovation and customer convenience in Malaysia, expanding their reach through the TNG eWallet alongside existing platforms like Shopee and Lazada. Alan Ni, CEO of TNG Digital, echoed this sentiment, emphasizing the TNG eWallet’s role as a lifestyle app, which, with over 22 million verified users, now offers a streamlined, digital tyre purchase and installation experience.

The Mini Program simplifies tyre shopping by helping users find the right tyre pattern and size, apply promo codes, select dealers, and schedule installations at over 120 Continental outlets across Malaysia. Once payment is confirmed, customers can proceed to their selected dealer for free installation, with balancing and optional alignment services.

SAIC MOTOR MALAYSIA is wrapping up the year with a remarkable promotion for the MG4 EV and MG ZS EV, offering exclusive deals to make electric vehicle (EV) ownership more accessible. In honour of MG’s 100th anniversary, buyers can enjoy up to 20 months of free instalments, offering savings of up to RM26,000, making this an ideal time to join the MG family.

Here’s a breakdown of the promotion:

MG ZS EV: 20 months of free instalments worth RM26,000

MG4 EV Lux: 12 months of free instalments worth RM16,000

MG4 EV Standard: 8 months of free instalments worth RM8,500

This limited-time offer provides substantial savings and financial ease for MG’s new EV owners. Interested buyers can experience the MG4 EV, MG ZS EV, and other models with test drives at their nearest MG Motor Authorised Dealer Showrooms.

For more details, visit mgmalaysia.com or contact the MG Careline at 1800-28-3636.

MALAYSIAN carmaker Proton has taken a significant step toward international expansion with the inauguration of a new completely knocked-down (CKD) plant to assemble the Proton Saga in Cairo, Egypt. The ceremony was officiated by YAB Dato’ Seri Anwar Bin Ibrahim, Malaysia’s Prime Minister, during his official visit to the country.

Prominent figures present at the event included H.E. Lieutenant General Kamel Al-Wazir, Egypt’s Deputy Prime Minister, YB Senator Tengku Datuk Seri Utama Zafrul Tengku Abdul Aziz, Malaysia’s Minister of Investment, Trade, and Industry, and YB Dato’ Seri Utama Haji Mohamad bin Haji Hasan, Malaysia’s Minister of Foreign Affairs. Egyptian and Malaysian officials, including H.E. Mr Ragai Tawfik Said Nasr, Ambassador of Egypt to Malaysia, also participated alongside business leaders from both nations.

Strategic Investment in Al Oula Industrial Park

The new CKD facility is located in the Al Oula Industrial Park, Giza, and is operated by Ezz Elarab Elsewedy Automotive Factories (ESAF)—a joint venture between Ezz Elarab and Elsewedy Capital Holding. The plant represents an investment of USD35 million and has a production capacity of 20,000 units per shift. Once fully operational, it is expected to employ up to 400 people.

Proton was represented at the inauguration by Tan Sri Syed Faisal Albar, Chairman, and Roslan Abdullah, Deputy CEO. From ESAF, Hisham Ezz Elarab, Chairman, and Ahmed Elsewedy, Board Member, attended the event.

A Milestone in Bilateral Cooperation

During his speech, Prime Minister Anwar Ibrahim highlighted Proton as a source of national pride and emphasised the importance of partnerships like ESAF in fostering industrial advancement. He urged Proton to leverage local facilities to strengthen its operations in the region.

The factory inauguration comes shortly after the first shipment of CKD packs was sent to Egypt on 9 September 2024. The production of left-hand drive Proton Saga models is set to begin in December 2024, with an initial production target of 1,400 units for 2024. This is projected to increase to 5,000 units in 2025, with a total of 16,000 CKD packs expected to be exported by the end of 2026.

Expanding Beyond Egypt

The vehicles assembled in Egypt will not only cater to the domestic market but also be exported to Northern and Sub-Saharan Africa and Middle Eastern markets. These efforts are part of Proton’s strategy to strengthen its presence in emerging markets where car ownership is on the rise.

The total value of exports from this initiative is estimated at RM570 million, excluding an additional RM20 million projected from parts exports.

Unlocking Global Potential

Tan Sri Syed Faisal Albar remarked that Proton, as Malaysia’s leading vehicle exporter, currently sees exports accounting for 3% of total sales volume. However, the company aims to unlock untapped potential in international markets.

“Egypt is central to our plans for the region. Moving forward, we will focus on partnerships like ESAF to maximize the sales potential for Proton vehicles in regions where car ownership is still growing,” he said.

Future Growth Prospects

The establishment of the Cairo CKD facility marks a pivotal moment in Proton’s international expansion. With plans to explore broader markets and collaborate with strategic partners, the company is poised to enhance Malaysia’s automotive footprint on the global stage.

The Philippines is pursuing a partnership with Norway to unlock the potential of natural gas in sectors beyond power generation, including logistics and aviation.

The National University Bulldogs ended their UAAP Season 87 men’s basketball tournament on a high note after thwarting the top-seeded La Salle Green Archers, 63-54, Wednesday afternoon at the UST Quadricentennial Pavilion in Manila.

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