Economic Signals Point to a Defining Moment as Brunei Enters 2026

As Brunei stands at a crossroads, the sun sets on an oil-driven past while the horizon hints at a new dawn of innovation and sustainability. But with time slipping fast through the hourglass, the question remains — will the nation act swiftly enough to shape its future before the old foundations crumble?
 

With global markets shifting and structural challenges mounting, the nation stands at a crucial juncture before Wawasan 2035.
 
By Malai Hassan Othman | KopiTalk with MHO

It all started with a brief comment online immediately after Brunei released its latest economic reports. Someone wrote, “Are we moving fast enough for what’s coming?” It was a quiet, almost shy remark, but it captured a feeling many families have as they watch global uncertainty rise while the local economy seems to be moving to its own beat. It set the stage for a broader reflection that now feels unavoidable.

The Economic Census of Enterprises (ECE) 2024 painted a picture that was both familiar and concerning. While the number of businesses went up, total revenue took a nosedive. Industry revenue dropped by nearly 25%, and the services sector barely grew. Employment grew by 11.5%, but almost half the workforce is still made up of non-locals, mainly in construction, retail, accommodation, and other labour-heavy sectors. For many, this pattern feels all too familiar: activity without resilience, growth without depth, movement without momentum.

AMRO’s 2025 assessment sharpened these worries. It recognised Brunei’s strong macroeconomic stability but pointed out the slow pace of diversification, limited productivity gains, and ongoing reliance on hydrocarbon output and government spending. The report emphasised the need for better competitiveness, improved workforce productivity, and a quicker transformation in the private sector. It didn’t dramatise the situation; it simply suggested that Brunei’s current pace might not match the speed of global changes.

The BEO2025 report by the Centre for Strategic Policy Studies (CSPS) tackled the issue with a clear structure. It highlighted an ageing labour force, a decade-long drop in total factor productivity, and the continued focus of most enterprises on low-value activities. It also noted the dependence on foreign labour, persistent youth unemployment and underemployment, and long-term fiscal pressures that could get worse as global hydrocarbon demand softens. These findings might seem technical on paper, but their implications are very real. They affect whether young people see a future at home, whether families feel secure, and whether the promises of Wawasan 2035 remain attainable.

Yet, amidst the unease, a different perspective came from within the country’s energy and industrial sector. A senior professional pointed out that Brunei is one of the few nations in the world that still has all the strategic tools needed to move beyond hydrocarbons. With monetary sovereignty, minimal external debt, and solid reserves, there’s room for strategic investment instead of just defensive cuts. In many countries, those options are long gone. But in Brunei, they’re still available.

The expert stressed that Brunei’s small population, often seen as a limitation, is actually an advantage for national realignment. Changes can happen quickly when the scale is manageable. The country’s geography and international reputation — built on safety, trust, clean governance, and stability — are valuable in halal markets, Islamic finance, digital security, and green energy supply chains. These aren’t just soft attributes; they’re competitive assets in a region where competition is heating up.

Brunei’s state asset base, built over years of hydrocarbon revenue, was pointed out as another overlooked strength. Much of the essential infrastructure and institutional capacity is already in place. This allows future national capital to be directed not just toward catching up, but toward leapfrogging — acquiring advanced technologies, building new value chains, and nurturing enterprises that can compete regionally. Here, the expert echoed the official reports: the country has the capacity, but it needs to move faster.

Public sentiment, on the other hand, is grounded in daily concerns. Rising living costs, the slow creation of quality jobs, and the pressures of an ageing population weigh heavily on families. One comment summed it up: “We just want to know that our kids will have better opportunities than we did.” It wasn’t a critique. It was a hope — softly stated but widely felt.

Together, the ECE 2024, AMRO 2025, and BEO 2025 findings outline a clear and coherent landscape. The foundation is solid. The stability is real. But the space for hesitation is shrinking. Global oil markets are facing long-term uncertainty, with analysts warning of possible downward price pressure by the end of the decade. The reports don’t predict decline; they describe a transition that will need decisiveness and speed.

That’s why the timeline is crucial.

As 2025 approaches and the nation prepares for 2026, it’s becoming increasingly difficult to ignore the sense that a turning point is near. Wawasan 2035 — once a distant goal — is now only nine years away. The window for meaningful reform is closing. The official data has laid out the challenges clearly, the public has voiced its concerns, and industry observers have pointed out the country’s untapped strengths. The coming year can't just be another year of steady caution. It has to be a year of focus, pace, and determination.

The window is still open. How wide it stays — and for how long — will depend on the choices Brunei makes in 2026 and beyond. (MHO/12/2025)
 
 

The Numbers Don’t Lie: Brunei’s Economy Is Entering a New Era

The data shows an economy at ease on the surface, but under pressure where it matters most.

By Malai Hassan Othman | KopiTalk with MHO 

The latest Economic Census of Enterprises (ECE) 2024, released by the Department of Economic Planning and Statistics (DEPS), offers a revealing snapshot of Brunei’s private sector. 

Beneath the calm surface of our economy, the data exposes a nation still anchored in small-scale enterprises and foreign labour, yet steadily moving - almost quietly - into new sectors that may define Brunei’s post-hydrocarbon future. 

This year’s findings also align closely with the Brunei Economic Outlook 2025 (BEO2025), reinforcing concerns about structural vulnerabilities, the urgency of diversification, and the narrowing window of opportunity for transition.

Brunei today has 6,952 enterprises, with more than nine in ten classified as micro, small, or medium-sized. Small businesses remain the backbone of the private economy, while large companies account for only 6.7 per cent. 

This structure reflects both the strengths and limitations of the country’s enterprise landscape: a vibrant ecosystem of small operators, but too fragmented to generate the scale needed for high-value growth.

The services sector continues to dominate, accounting for 77.6 per cent of all enterprises. The industrial sector comprises 19.8 per cent, while the primary sector - agriculture, forestry, and fisheries - remains small at 2.5 per cent. 

For a nation that imports over 90 per cent of its food, the limited footprint of agriculture presents a strategic vulnerability. 

According to the BEO2025, while non-oil and gas sectors have grown, they remain fragmented - most targeted diversification subsectors collectively contribute less than 10 per cent to GDP, underscoring the challenges of building a resilient non-oil base.

Employment data adds another layer to the story. The private sector employs 131,065 people, but nearly 45 per cent are foreign workers. 

In Brunei’s shops, cafés, construction sites, and service counters, nearly half of the workforce consists of non-locals. 

Locals make up just 55 per cent of the workforce, a ratio that heightens public anxiety around unemployment, underemployment, and the reality of a labour market that has yet to achieve balance.

Men continue to dominate the workforce at 67.7 per cent, reflecting longstanding patterns in construction, logistics, and other labour-intensive fields. 

However, the BEO2025 highlights that as digitalisation and automation reshape industries, Brunei faces a widening skills gap - an economy moving forward while parts of its workforce remain stagnant.

The most telling signs lie not in familiar patterns but in the shifts beneath them.

Employment in mining and quarrying, the core of the oil and gas sector, declined by 10.8 per cent, while revenue plunged by 26.5 per cent. 

Manufacturing - once seen as a potential pillar - also suffered a sharp revenue drop of 24.2 per cent. 

These are not minor fluctuations; they indicate a structural trend of cooling momentum in the very sectors that have sustained the nation for half a century.

What makes this trend more concerning is the pressure emerging from outside our borders. 

A recent analysis by JPMorgan, published by OilPrice.com, warns that global crude prices could plunge into the US$30-per-barrel range by 2027, driven by oversupply and shifting global demand patterns. 

The BEO2025 reinforces this outlook: global oil demand is weakening due to the rapid rise of electric vehicles, renewable energy expansion, and increasing U.S. oil production. The report explicitly warns that 2025 and 2026 are expected to see softer global energy prices.

If these forecasts materialise, the financial pressure on Brunei’s hydrocarbon-dependent economy could intensify dramatically. 

With more than 70 per cent of national revenue still tied to oil and gas, a collapse in global prices would tighten fiscal space, weaken export earnings, and amplify the vulnerabilities already highlighted by the ECE 2024. 

It would mean Brunei confronting both an internal decline in sectoral activity and an external collapse in market prices - a dual impact that could reshape the country’s economic trajectory for years to come.

A prolonged downturn in global oil prices would not only strain government revenue but also risk slowing development projects, delaying public spending, and heightening the socio-economic pressures felt by households facing stagnant wages and rising costs. 

The BEO2025 notes that while short-term relief from lower prices may help cushion adjustments, it simultaneously signals shrinking margins for sustainable transition. 

For Brunei, the JPMorgan warning is global in context but deeply personal in impact. It indicates that the window for a smooth transition away from hydrocarbons is narrowing.

Yet even as traditional pillars weaken, other sectors are quietly gaining momentum.

Employment in construction rose by 21.4 per cent, driven by ongoing public and private projects. 

Human health and social activities grew by 21.6 per cent, reflecting rising demand for healthcare services as the population ages. 

Real estate employment surged by 60.5 per cent, likely tied to development cycles rather than broad structural expansion.

The strongest surge came from professional, technical, administrative, and support services, which recorded a 23.7 per cent growth in employment and a 35.5 per cent increase in revenue. 

These numbers suggest that Brunei is slowly cultivating a more knowledge-based economy, with rising demand for consultants, specialists, and technical service providers across sectors. 

The BEO2025 reinforces this trajectory, highlighting the potential for data centres and digital industries due to Brunei’s low disaster risk and reliable power infrastructure.

Wholesale and retail trade continued to climb, with revenue rising by 22 per cent and employment increasing by 9.5 per cent, bringing total employment in this sector to nearly 30,000 workers. 

This refinement is based directly on the ECE 2024 figures (27,211 → 29,792), strengthening the authenticity of the narrative without altering its storyline.

Agriculture, forestry, and fisheries saw encouraging gains—38.4 per cent rise in employment and a 28.6 per cent increase in revenue—but from a small base, meaning it will take sustained effort before the sector can meaningfully reduce import dependency.

Accommodation and food services also recovered, benefiting from renewed activity in the domestic hospitality ecosystem. 

Similarly, finance, insurance, utilities, and other service segments posted healthy revenue growth, signalling broader economic adjustments and a degree of diversification - though still modest in scale.

One additional refinement for accuracy concerns the education sector. While revenue saw a small increase of 0.9 per cent, employment in education actually declined by 2.4 per cent. 

This reflects adjustments in staffing levels rather than expansion and reinforces the need for targeted workforce strategies in key human capital sectors.

The BEO2025 further warns that Brunei’s long-term baseline growth remains around 1.4 per cent - far below what is needed to achieve economic transformation under Wawasan 2035. 

Growth in 2024, while strong at 4.2 per cent, is likely to normalise back to 1.5–2.0 per cent in 2025, underscoring the temporary nature of the rebound and the urgency of sustained structural reform.

At the same time, Brunei’s commitment to Net Zero by 2050 and its pledge to reduce emissions by 20 per cent by 2030 add another dimension to the transformation challenge. 

The shift toward cleaner energy and global climate obligations will reshape the economy, whether Brunei is prepared or not. 

The BEO2025 emphasises that renewable energy targets and sustainability commitments will increasingly drive investment decisions.

Nonetheless, the report outlines a possible upside scenario. If the private sector accelerates investment and key projects reach completion, Brunei could see growth rebound to around 3 per cent by 2026 - an achievable but demanding trajectory that requires clarity, coordination, and consistent policy execution.

Taken together, the census and the economic outlook reveal an economy at a crossroads. 

Brunei remains a nation of small businesses, reliant on foreign labour and navigating a gradual decline in oil and gas. 

But beneath these realities lie emerging sectors that are beginning to carry more weight, offering pathways into a more diversified future - if they are supported with urgency and clarity.

The message behind the data is quiet but unmistakable:
Brunei’s next decade will determine whether the nation accelerates toward the vision of Wawasan 2035 or drifts into an era of stagnation shaped by shrinking hydrocarbons and slow structural reform.

The choices made today - on skills, labour policy, SME development, investment attraction, and economic governance - will define not only the country’s economic resilience but also the opportunities available to its youth.

The window is still open,
But it is narrowing.

Brunei has the stability, resources, and social cohesion to transform its economy. What it needs now is momentum - real, urgent, sustained momentum - to ensure that the story of the next ten years is one of renewal, not regret.

If there is a moment to act, it is now.

— KopiTalk with MHO

 

Refleksi Ringkas: Bila Kita Tahu Tapi Belum Sedia

Baru-baru ini saya berkesempatan menghadiri satu kuliah subuh. Ustaz yang mengajar menyentuh Surah Al-Bayyinah. Saya bukan ahli tafsir atau guru agama, tetapi ada beberapa perkara yang saya rasa elok saya tulis untuk mengingatkan diri sendiri. Kalau ada manfaat untuk orang lain, itu semata-mata ihsan Allah.

Ayat pertama surah ini menyebut bahawa manusia jarang berubah sehingga datang keterangan yang jelas. Ketika ustaz menjelaskan maksud ayat itu, saya terfikir betapa benarnya hakikat ini. 

Banyak perkara dalam hidup yang saya tahu sepatutnya saya lakukan, tetapi saya tangguh. Kita selalu mencari alasan yang kelihatan wajar, padahal di dalam hati kita tahu itu hanyalah helah kecil untuk melambatkan perubahan. Bila datang peringatan atau nasihat yang tepat pada waktunya, barulah hati terasa disentuh.

Ustaz kemudian membaca ayat tentang lembaran wahyu yang suci dan lurus. Pada ketika itu saya terasa seolah-olah diingatkan bahawa kadang-kadang hidup menjadi berat bukan kerana cabaran besar, tetapi kerana hati yang berserabut. 

Al-Qur’an sebenarnya penenang yang paling dekat, tetapi kita jarang memberi ruang untuk ia “meluruskan” kembali apa yang simpang siur dalam diri kita.

Apabila ustaz menerangkan bagaimana manusia berpecah setelah datang kebenaran, saya berfikir panjang. Penjelasan itu terasa sangat sesuai dengan realiti manusia - kadang-kadang masalah bukan kerana kita tidak tahu, tetapi kerana hati kita sendiri belum bersedia menerima apa yang benar walaupun kita sedar ia betul. 

Saya melihat hal ini bukan pada orang lain, tetapi pada diri saya sendiri. Itulah antara bahagian kuliah yang paling melekat dalam fikiran saya.

Ustaz juga mengingatkan bahawa agama ini sebenarnya ringkas pada asasnya: ikhlas kepada Allah, kembali kepada fitrah, solat dan zakat. Saya terfikir betapa mudahnya Allah menyusun agama, tetapi betapa mudah pula kita mempersulitkannya. 

Kita memberi perhatian kepada perkara sampingan, sedangkan perkara paling asas - niat yang bersih, solat yang terjaga, dan keprihatinan kepada orang susah - itulah yang sebenarnya membentuk diri kita.

Bahagian yang paling menyentuh saya ialah waktu ustaz menyentuh tentang bagaimana Allah membezakan antara mereka yang menolak kebenaran dan mereka yang beriman serta berusaha berbuat baik. 

Ada satu perkara yang benar-benar menghiburkan hati saya: kita tidak diminta menjadi sempurna. Kita hanya diminta untuk jujur dan terus berusaha. Itu sudah memadai.

Akhir surah ini menyebut tentang Allah reda kepada hamba-Nya, dan hamba itu juga reda dengan Allah. 

Ketika ustaz membaca ayat ini, saya terasa satu ketenangan yang sukar diterangkan. 

Rupa-rupanya reda itu bukan bermaksud menyerah kalah; reda itu adalah percaya kepada Allah walaupun kita tidak nampak seluruh perjalanan di depan. Ayat itu memberi saya sedikit kekuatan dan kelegaan.

Saya tulis semua ini kerana saya takut lupa apa yang saya pelajari tadi. Ini hanyalah catatan seorang pelajar yang masih jauh daripada sempurna. Jika ada baiknya, itu daripada Allah. Jika ada kurangnya, itu kelemahan diri saya sendiri. Semoga sedikit catatan ini menjadi peringatan kepada diri saya, dan mungkin juga kepada sesiapa yang membaca. (MHO/12/2025)
 
 

Politics We Don’t See, Literacy We Urgently Need

We fear politics - but politics has never stopped moving around us.
If we don’t understand influence, influence will understand us.
Read Episode 7 and see why Fikir & Zikir must guide the next generation.

PART 7 — Politics We Don’t See, Literacy We Urgently Need

Brunei is often described as “apolitical,” a nation where politics seldom enters daily conversation and where partisan competition does not shape public life. 

Yet beneath that calm, something quietly significant is happening: the world does not treat us as apolitical. Whether we acknowledge politics or avoid it, global influences continue to shift and attempt to enter our society through subtle channels.

In today’s geopolitical landscape, politics is no longer confined to elections or party rivalry. It encompasses influence, resources, narratives, and networks. It manifests through training programs, academic partnerships, foreign-funded NGOs, economic footholds, digital campaigns, and youth engagement platforms. 

In other words, contemporary politics does not always wear a political uniform. 

Sometimes it enters quietly, donning the guise of development, empowerment, or regional cooperation. Therefore, small nations like ours must remain alert, aware, and prepared.

This is why political literacy - not political combat - matters, and why awareness is now an integral part of national resilience.

A comment from a reader framed it sharply: “The question isn’t whether Brunei has politics. The real question is whether we understand the politics happening around us.” 

This observation perfectly captures the challenge we face. We cannot afford to be naïve in a world where geopolitical interests often hide behind soft power, where influence is exerted long before it is acknowledged, and where sovereignty is safeguarded not only by laws but also by awareness.

Yet within Brunei, we remain uncomfortable with the topic. Political conversations are often avoided, dismissed, or feared. 

Families still caution their children: “Jangan tah ikut-ikutan, nanti menyusahkan masa depanmu saja.” 

Some employers expect staff to declare political involvement as if it were a liability. 

Community leaders, under MPMK rules, must remain visibly apolitical, not merely neutral. 

Decades under Emergency Laws have shaped a cautious instinct—not enforced, but internalised. This internalisation has resulted in a society that prefers silence, even as the world grows louder around us.

Political observers note another point: although Brunei has no formal party system operating in the conventional sense, a de facto ruling apparatus exists - a network of institutions unified under national leadership and guided by the MIB. This is not unusual in small states, but it carries significant implications. 

If political structures exist even without elections, then political understanding is still necessary for the rakyat’s maturity and resilience.

That is why political literacy in Brunei cannot remain weak or secondary. 

A nation rich in resources should not be poor in political awareness. A Malay society grounded in Islamic values should not be “miskin politik.” 

Political poverty does not signify the absence of parties; it indicates a lack of confidence, understanding, participation, and clarity. 

A society without literacy becomes vulnerable to confusion, emotional reactions, and external narratives.

This is where the concept of Fikir dan Zikir becomes deeply relevant. 

Politics without spiritual grounding becomes mere noise. Spirituality without critical thought leads to passivity. 

Fikir provides clarity, awareness, and strategic thinking. Zikir fosters humility, restraint, and moral discipline. 

Together, they form the compass that guides how Bruneians should understand power—not as confrontation, but as amanah.

In an age of external influence, Fikir protects us from manipulation.

In an age of moral fatigue, Zikir keeps our intentions pure.

In an age of global competition, both safeguard national unity.

Brunei’s political culture will remain peaceful and unique under MIB. However, a peaceful nation still needs a thinking society. 

A stable system requires a confident rakyat. A small country needs citizens who understand how power moves beyond our borders. 

The younger generations—Gen Y, Gen Z, and the emerging Alpha generation - must grow up with the maturity to differentiate between toxic politics and moral participation.

We do not need partisan chaos. But we do need informed citizens.

We do not need political noise. But we do need political literacy.

We do not need adversarial politics. But we do need courageous participation.

Because a society that does not understand politics becomes shaped by it unknowingly. 

A nation that avoids discussion eventually loses its voice. And a people who remain fearful will never attain the confidence required to fulfil the promise of MIB: a nation that is peaceful, prosperous, and protected.

The world is changing. Influence is evolving. And Brunei must not watch silently from the sidelines.

Political literacy is not opposition - it is responsibility.

And in the era of soft influence, it is also protection.

KopiTalk closes this episode with one reminder:
A nation grounded in Zikir must also be strengthened by Fikir. Only then will Brunei stand resilient, aware, and dignified—not just in its governance, but in its understanding of the world around it. (MHO/11/2025)

 

 

 

 

Silent Childhood: The Digital Upbringing of Brunei’s Youngest

With one-fifth of the population now exposed to early screen dependency, concerns grow over the nation’s future generation.

By Malai Hassan Othman | KopiTalk with MHO

Bandar Seri Begawan — Today, a subtle but significant shift is happening in how young kids in Brunei are growing up. It's not about loud announcements or big events; instead, it’s in the everyday little moments that often go unnoticed. A toddler gets fussy in a shopping cart, and a phone appears almost immediately. A three-year-old is restless at a family gathering, and a tablet is handed to them just like a bottle used to be. Sometimes, these moments seem harmless, even necessary. But when you look at the bigger picture across thousands of homes, it adds up to one of the biggest changes of our time.

What makes this trend even more important is the fact that nearly 100,000 kids in Brunei -about 20% of the population - are 14 and under. That means one in five Bruneians is still in childhood, growing up in a world that’s totally different from what their parents and grandparents knew. 

Their first memories are digital. They calm down with screens. Their imaginations, once sparked by stories and playing outside, are now shaped by quick clips and flashy content designed to grab their attention. This is a generation whose habits and emotional skills will impact Brunei long after today’s adults have retired.

Around the world, governments are starting to recognise the scale of change and the risks that come with it. Malaysia’s recent move to ban social media accounts for anyone under 16 starting in 2026 is a clear sign that something’s gone wrong in how kids are raised with digital tech. This wasn’t a knee-jerk reaction; it reflects years of growing concern from parents, teachers, psychologists, and child safety groups.

Malaysian officials found that kids were facing harmful online exposure at younger ages. Reports of cyberbullying, online grooming, and kids being urged to share personal info were becoming alarming. Some cases even involved children just starting primary school. Teachers reported that students were having a hard time focusing, getting easily frustrated, or showing sudden behaviour changes after spending too much time on Instagram, TikTok, and gaming platforms. Health experts warned that too much screen time was causing sleep issues, anxiety, mood swings, and making it harder for kids to handle real-life stress.

By the time Malaysia took action, the evidence was clear. Parents felt overwhelmed trying to keep tabs on their kids’ online habits. Digital platforms were changing faster than families could adapt. For many households, especially those with two working parents, devices became the easiest way to keep a child entertained. The Malaysian government realized that families were losing control, and intervention was necessary not because society had failed, but because the tools kids were using had become too powerful and poorly regulated.

A similar situation played out in Australia, with its own twists. Educators and mental health pros noticed more behavioural issues among young students. Some kids, still under ten, withdrew from social activities, had trouble making eye contact, threw emotional fits when their devices were taken away, or couldn’t concentrate for more than a few minutes. Parents said their kids seemed “always switched on,” needing constant stimulation and getting frustrated at the slightest boredom.

Australia’s public discussion took a serious turn after the tragic cases of teenagers who died after engaging with harmful content recommended by social media. Some coroners linked their deaths to material found on platforms not meant for minors. This shook the nation. What used to be seen as a personal issue became recognised as a systemic failure.

Australia started national inquiries into how social media affects childhood development. Investigators found that minors were widely exposed to inappropriate content, violent videos, and harmful online communities. These findings pushed Australia to rethink whether the minimum age of 13 - set so loosely by global platforms - was really right for kids today. Policymakers decided that just restrictions wouldn’t cut it; a higher minimum age, along with age verification, was needed as a starting point.

If Malaysia and Australia reached these conclusions after seeing harm in large populations, what does that mean for a smaller nation like Brunei, where the margin for error is even slimmer? 

Brunei hasn’t faced social issues on the same scale as bigger countries, but that also means that any widespread behaviour change can hit harder. With a smaller population, every child’s experience matters a lot.

For over a decade, Brunei has been working to protect kids online. The Child Online Protection Framework, introduced in 2013, made Brunei one of the first in the region to recognise online risks. 

The National Framework on Child Protection, launched around 2020, aimed to bring government agencies together to help vulnerable children. The Children Protection Register recorded over 250 cases where kids were flagged for needing protection - some due to domestic issues, some due to neglect, and increasingly, some due to online safety worries.

His Majesty has often warned about the dangers of social media, the spread of harmful content, and the risks to young people’s mental and moral growth. Senior officials have pointed out the rise of cyberbullying, digital addiction, and emotional pressures from digital exposure. Schools are starting to teach digital literacy, though it’s not consistent across the board.

Despite these efforts, the reality in Bruneian homes tells a different, more concerning story. Many parents say they don’t know what safe screen time looks like or how early exposure affects a toddler's brain. Some turn to YouTube, TikTok, or kids’ gaming apps because they feel they have no other options while balancing work and caregiving. Others think screen time is just part of modern childhood, not realising that the platforms their kids are on are designed to keep them engaged, no matter their age.

Teachers are noticing clear trends. They report that more kids start school unable to focus for long. Some get frustrated when they can’t get what they want right away. Others have trouble making friends or dealing with conflicts without getting upset. A few show speech delays linked to too much screen time during early development. These observations, while not yet collected as national data, line up with findings from other countries.

Pediatric psychologists worldwide warn that when kids learn to soothe themselves with screens, they might struggle to develop self-regulation - a key emotional skill that helps build resilience, patience, and the ability to handle challenges later in life. They become reliant on external stimulation instead of learning to manage their emotions through real connections. Screens then become not just entertainment, but an emotional crutch.

This growing dependency creates a cycle. The more a kid leans on screens to feel better, the less capable they become of handling frustration or boredom without them. And the harder they are to manage without screens, the more parents turn to them to keep the peace at home. In many families, it’s not neglect but exhaustion that leads to screens becoming the go-to for parent-child interactions.

All of this is happening without much public conversation. Unlike health or infrastructure issues, the topic of digital childhood rarely gets talked about openly, even though it shapes the mental and emotional foundation of a whole generation. There are no national guidelines for parents on when a child is ready for social media, how much screen time is too much, or how to spot early signs of digital dependency. There’s no widespread campaign to help parents understand what’s going on in the minds of young kids when they spend long hours on screens.

So, Brunei’s families are quietly navigating this new digital world, often on their own. Parents make choices based on convenience, instinct, or habit, without fully grasping the long-term effects. Schools do what they can, but they can’t replace the foundational learning that happens - or doesn’t happen - at home.

For now, the country watches this change happen quietly in its homes. There’s no visible crisis, no public outcry, no heated debates in coffee shops. Screens keep the kids calm, and calm looks harmless. But underneath that calm, a generation is learning to manage their emotions through devices before they learn to do it through people. It’s a change that’s too subtle to make noise, yet too important to ignore.

Brunei has always taken pride in its children as the future. That future now sits in strollers with phones glowing inches from their faces. It’s in classrooms where teachers see attention waning faster than ever. It’s in living rooms where digital distractions replace family chats. None of this makes the news, but it’s happening every single day.

The question isn’t whether parents love their kids — they do. The question is whether society has underestimated how quickly technology can slip into the spaces where good parenting used to thrive. (MHO/11/2025)

 

Zakat Management Faces Mounting Challenges

When the inbox keeps filling faster than the system can respond, the question is no longer about money — it’s about the people waiting behind every file.

Despite new systems and structural changes, the gap between policy intentions and public experience remains wide.

By Malai Hassan Othman | KopiTalk with MHO

Brunei’s zakat system is drawing renewed public attention. Each year, tens of millions of dollars are collected with the hope that these funds will bring relief to families who genuinely grapple with daily expenses. 

Yet behind the numbers lies a quieter reality: many who seek help still face long waits, slow decisions and complicated processes. 

The institutions responsible for administering zakat have been working to introduce reforms, but the question remains whether these efforts are keeping pace with the needs on the ground.

The establishment of the Jabatan Urusan Zakat, Wakaf dan Baitulmal (JUZWAB) in 2023 was meant to mark a turning point. 

His Majesty’s approval to elevate the former zakat unit into a full department raised expectations that the system would become more responsive and more dependable. 

It came at a time when applications were rising, cases were becoming more complex, and officers were working against a growing tide of demand. 

There was hope that with a stronger organisational structure, clearer roles and modern tools, zakat distribution would improve in both speed and consistency.

His Majesty’s titah, delivered on 8 July, underscored the moral weight behind this responsibility. 

His Majesty reminded administrators that zakat distribution is not merely an administrative task but an amanah with spiritual consequences. 

The titah questioned whether the department had fully embraced the kind of digital transformation needed to strengthen governance and urged agencies to avoid lengthy projects that do little to solve pressing problems. It was a reminder that reforms must be felt by the people, not only written in documents.

Despite these reminders, the challenges remain substantial. As of July this year, nearly 6,000 zakat applications are still unresolved. Thousands are delayed due to missing documents, while others await investigation or field verification. 

Although processing time has improved from nearly 300 days two years ago to under two months today, the volume of new applications—averaging more than 500 a month - continues to outpace the department’s capacity. Officers are doing their best, but the strain is evident.

A look back helps explain how Brunei arrived at this point. In earlier decades, poverty carried a stigma that prevented many from applying. 

Families often hid their hardship, and many who qualified for help never came forward. As a result, zakat collections accumulated, and only a small share reached the poor. 

Today, the situation has changed. Rising living costs, uncertain employment and household pressures have made the system an essential safety net for many. More people are applying simply because they have no choice, not because they prefer assistance.

To keep up with the increased demand, the Ministry has introduced digital tools such as Microsoft 365 Teams for internal coordination and an online booking system for zakat payments. 

JUZWAB has also expressed interest in exploring artificial intelligence and blockchain technology as part of its long-term modernisation efforts. While these initiatives show ambition, the public response has been cautious. 

Many feel the announcements sound promising on paper, but do not always translate into a better experience on the ground. The sentiment is not a rejection of technology, but a reflection of the frustration that digital tools are only as effective as the processes supporting them.

Still, there are areas where progress is clear. The enhanced eZakat Harta Wang Simpanan platform, introduced with DST, has made it easier for Muslims to pay zakat on their savings. 

Online payment methods, automatic receipts and the planned inclusion of income and business zakat are meaningful improvements. Between January and August 2024, nearly $20 million was collected, while millions were disbursed in monthly aid, rental support and educational assistance. 

These figures show that the system is financially strong and actively supporting many families.

But numbers alone do not solve the deeper problems. Many applicants continue to struggle with unclear requirements, limited updates and long verification processes.

People want to know where their applications stand and what to expect. They want decisions made within a reasonable time. They want to feel that the system sees and understands their hardship. These expectations are not unrealistic; they are simply part of what good governance requires.

The truth is that zakat management cannot be improved by technology alone. It also requires a human touch - officers who understand the applicants’ circumstances, policies that reflect real situations on the ground, and communication that keeps people informed rather than guessing in the dark.

Without these elements, even the most modern systems will fall short.
Brunei has the resources, structures and religious foundation to build a zakat system that stands as a model for the region. 

The reforms introduced so far are a step in the right direction, but the real test lies in whether they translate into smoother, fairer and more compassionate delivery. 

For families waiting for assistance, for officers under pressure, and for the public watching closely, the measure of success is straightforward: whether help reaches those in need at the right moment.

In the end, zakat is not about forms, systems or technology. It is about people. It is about easing hardship, restoring dignity and strengthening the fabric of the community. 

When the system reflects these values in both intention and practice, then the amanah entrusted to it is truly fulfilled. 

Until then, the work must continue - with sincerity, clarity and a renewed sense of responsibility. (MHO/11/2025)
 

Tawadhu’: Leadership Without a Title

☕ KopiTalk with MHO | MIB Management 101

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Episode 6 — Tawadhu’: Leadership Without a Title

“Ad-dāʾimūna al-muḥsinūna bi-l-hudā — Always render service with God’s guidance.”

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A Workplace Story

First off, let me just say: what I share here isn’t a how-to. It’s just what I’ve seen, learned, and kept with me over time — a bit of a chill spot… and a wake-up call.

A while back, during one of His Majesty’s surprise visits, something pretty eye-opening came to light.

There was a building — fully equipped, air-conditioned, and meant for staff — just sitting empty. 

Meanwhile, the officers and workers who were supposed to use it were hanging out in metal containers outside. In the heat. In the rain. Not exactly the kind of treatment any worker deserves.

His Majesty asked:

“If the buildings aren’t being used, why not turn them into resting areas for staff? Is this really how we handle employee welfare?”

It was a straightforward question — the kind that seems soft but strikes hard. Like all simple questions from wise leaders, it revealed something deeper.

A leader had a building.

Employees had containers.

A leader had comfort.

Employees had excuses.

A leader had authority.

Employees had fatigue.

And the truth was right there, quiet but clear:

Leadership had forgotten to look down.

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When Leadership Ignores People, Stress Fills the Workplace

Before we dive deeper, let’s remember His Majesty’s wisdom — reminders that shaped my own views on leadership.

“For great leaders... It's important to be sensitive to their subordinates... not just to be a boss... but to be willing to guide... This is the concern of a leader for their team.” — Titah Hari Perkhidmatan Awam, 31 Okt 2018

And another time he said:

“Don’t prioritise your own interests... Don’t misuse power... Leaders must look after the welfare of the people.”

These aren’t just administrative tips; they’re ethical anchors — a reminder that leadership is about caring, not just having a title.

His Majesty stated something every manager — in any sector — should hang on their wall:

“The lack of leadership is a source of stress in the workforce.”

Not workload.

Not deadlines.

Not even performance pressure.

• Staff tiptoeing around

• Juniors are scared to share ideas

• Good employees leaving without a word

• People whispering instead of speaking up

• Leaders who care more about their title than their team

It’s the absence of Tawadhu’ — humility in leadership.

But leadership — when it’s missing, arrogant, or self-serving — becomes the biggest source of workplace misery.

And we see the signs everywhere:

In a Negara Zikir, this should make us stop and think.

Because the real issue behind all this, from what I’ve seen over the years, isn’t incompetence.

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Leadership That Cares for People, Not Just Titles

In another address, His Majesty reminded us:

“Leaders must be aware of the challenges their staff face and help them overcome these obstacles.”

This is tawadhu’ in its purest form. The older I get, the more I realise that humility isn’t just a technique — it’s a way to see people.

Not about putting oneself down.

But about lowering one’s ego to truly see the people you’re responsible for.

A humble leader picks up on things early:

• A struggling officer before they hand in their resignation

• A troubled staff member before issues escalate

• A quiet performer before they burn out

• A budget mishap before it turns into misappropriation

• An empty building before it becomes a scandal

A humble leader listens before people shout.

And cares before people walk away.

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When Ego Becomes Policy: Cronyism, Nepotism, and the Death of Trust

Tawadhu’ isn’t just about being a good person; from my experience watching leadership, it’s a shield against something really destructive.

It really is a shield.

His Majesty warned: “Favouritism is the root of poor management.”

Nepotism is the opposite of tawadhu

Making decisions to protect your friends is the opposite of tawadhu.

Humility, on the other hand, builds organisations that last.

Humility asks, “Who needs my help?”

Humility says, “I’m accountable.”

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“Leadership will fail if there’s no transparency, fairness, and integrity.”

Cronyism is the opposite of tawadhu.

The ego creates silent inner circles.

Ego asks, “Who is loyal to me?”

Ego says, “I’m the boss.”

The Prophet’s Model: Humility Wears No Crown

Of all the leadership philosophies out there, none captures humility quite like the Prophet Muhammad ﷺ.

He said:

“The leader of a people is their servant.”

He mended his own clothes.

He ate with the poor.

He made space for the vulnerable.

He never demanded special treatment.

It’s about earning trust.

Only from the ground where people stand.

And in another saying:

“Whoever humbles themselves for Allah, Allah elevates them.”

Islamic leadership isn’t about showing authority.

And trust can’t be earned from a throne.

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When Leaders Forget Titles, Organisations Start to Heal

In workplaces touched by tawadhu’,

The classic traits of Prophetic leadership blend seamlessly into everyday management. A humble leader practices Ṣiddiq by being honest about what's really happening on the ground. 

They carry Amānah sincerely, knowing that every decision is a trust. They apply Fatānah — wisdom — to analyse problems with fairness, not pride. And when they guide their team with clarity and empathy, they embody Tabligh, the prophetic art of communicating with wisdom.

These aren’t just theories; they’re lived qualities. And tawadhu’ is the soil where all four grow.

In workplaces touched by tawadhu’, we see:

• Leaders who mentor, not intimidate

• Seniors who guide without putting others down

• Managers who listen more than they talk

• Directors who ask, “Are you okay?”

• Employees who feel safe admitting mistakes

• Juniors who dare to innovate

• Teams that work without fear

One humble leader can change the vibe of an entire department.

People stop pretending.

Real conversations start happening.

Trust begins to breathe again.

Humility is quietly contagious — it spreads through example, not instruction.
And when tawadhu’ spreads, politics fade away.

Because tawadhu’ is the safeguard of the prophetic traits. Ṣiddiq loses its light when arrogance distorts truth. Amānahweakens when leaders protect status over people. Fatānah — wisdom — dies in an echo chamber of flattery. And Tabligh, the ability to communicate clearly and compassionately, becomes hollow when humility is missing.

So humility isn’t an add-on to leadership. From what I’ve seen, it’s the stabiliser — the quiet force that prevents power from turning cruel.

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A Gentle Reminder: Boss vs. Leader (Inserted Reflection)

Sometimes in our offices, people joke that B.O.S.S. actually means “Bikin Orang Susah Saja.” It’s a funny take, but there’s a real point beneath it — the difference between authority and leadership.

A boss commands. A leader accompanies.

A boss creates distance. A leader builds trust.

A boss relies on the title. A leader relies on character.

This little reflection fits right in because tawadhu’ is the dividing line:

A boss wants to be important.

A leader wants to be helpful.

And that brings us back to the heart of this episode — humility isn’t about lowering status, but lowering ego so we can truly see and serve people.

Closing Reflection: Is Leadership a Chair or a Responsibility?

The saddest thing about failed organisations — and I’ve seen a few up close — isn’t the lack of talent.

We have talented people everywhere.

It’s to be useful.

It’s to care.

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The saddest thing is this:

Good people shrink because leaders stand too tall.

Islam teaches that greatness rises from humility, not from hierarchy.

A leader’s first duty isn’t to be honoured.

A leader’s first instinct shouldn’t be to command.

A leader’s true greatness isn’t in how many obey him —but in how many he lifts.

And maybe the question I keep asking myself, and invite others to think about too, is simple:

Are we leading from the chair… or from the heart?

📖 KopiTalk with MHO — reflections brewed gently, with honesty and heart.