Wednesday, January 8, 2025

11,700 Unemployed, 100,000 Informal Workers: The Cracks in Brunei’s Vision for 2035

Brunei’s Vision 2035 aspires to a bright future, but challenges like unemployment, informal work, and job market mismatches tell a different story. Explore the realities behind the vision and the steps needed to turn ambitions into opportunities for all. 



By Malai Hassan Othman

 

Brunei Darussalam is a nation with a grand vision - Wawasan Brunei 2035 - which promises a future of highly skilled citizens, a diversified economy, and a world-class quality of life. 

 

Yet, as the nation approaches 2035, the cracks in this vision are becoming hard to ignore. 

 

Beneath the polished rhetoric lies a labour market grappling with systemic challenges: 11,700 unemployed individuals, 100,087 informal workers, and 3,000 to 4,000 graduates entering the workforce annually, only to face limited job opportunities. 

 

This narrative reveals not just statistics but the real lives of graduates trapped in low-wage jobs, workers enduring the instability of informal employment, and families struggling with stagnant incomes. 

 

Although efforts have been initiated, observers and experts caution that without significant shifts in governance and economic policy, Brunei's aspirations may be overshadowed by stark realities.

 

Lofty Aspirations

At its core, Wawasan Brunei 2035 envisions a nation characterized by:

 

·      Highly educated and skilled citizens

 

·      A dynamic and sustainable economy

 

·      A high standard of living for all

 

The Manpower Blueprint aims to bring this vision to fruition, outlining strategies to create a future-ready workforce. These strategies focus on:

 

·      Aligning education programs with industry needs

 

·      Strengthening collaboration between government and private sectors

 

·      Promoting local employment and reducing dependence on foreign labour

 

·      Diversifying the economy beyond oil and gas to sectors including technology, tourism, and agriculture

 

These aspirations have been a recurring theme in His Majesty the Sultan and Yang Di-Pertuan of Negara Brunei Darussalam, Sultan Haji Hassanal Bolkiah’s titah. 

 

His Majesty has consistently stressed the urgency of addressing Brunei’s labour market challenges, emphasizing:

 

·      Ensuring education programs provide graduates with skills relevant to market demands

 

·      Strengthening partnerships between the public and private sectors to foster sustainable job opportunities for Bruneians

 

·      Encouraging businesses to prioritize hiring Bruneians over foreign workers, thereby uplifting the nation’s workforce

 

·      Accelerating efforts to diversify the economy, reducing dependency on oil and gas while creating opportunities in emerging industries.

 

These themes highlight the government’s acknowledgement of the need for transformative action. 

 

However, the realities of Brunei’s labour market underscore a significant gap between aspiration and achievement. 

 

The next step is to translate these articulated ambitions into tangible change.

 

The Bleak Reality of Unemployment: The Human Toll

The statistics are sobering. In 2023:

 

·      11,700 individuals aged 18 and older are unemployed, reflecting a 5.1% unemployment rate, a slight increase from 5.0% in 2022.

 

·      Among these, 4,000 are youth aged 18 to 24, many of whom are graduates struggling to find meaningful employment.

 

·      7,700 are adults aged 25 and above, some having spent years searching for stable work.

 

·      Brunei produces 3,000 to 4,000 new graduates annually, yet 56% of these graduates come from oversaturated fields like ICT and business administration, resulting in a "skills mismatch" where qualifications do not align with market demands.

 

Take Rahim, a 25-year-old ICT graduate: "After graduating, I spent a year applying for jobs and got nothing. I’m now doing part-time freelance web design. It’s not enough to build a career, and it’s hard to save for my future."

 

Informal Employment: A Growing Concern

In 2021, Brunei’s informal workforce surged to 100,087 workers, up from 86,660 in 2020. These roles encompass gig work, small-scale trading, and domestic labour. 

 

Informal jobs lack contracts, benefits, and job security, leaving workers vulnerable to uncertainty and exploitation.

 

Siti, a 29-year-old single mother, juggles informal catering jobs: "I cook and sell food online, but if I fall sick, I don’t earn anything. I can’t afford insurance or even think about saving for my kids' education."

 

Stagnating Wages 

For those fortunate enough to secure formal employment, wages remain stagnant. 

 

The average monthly income fell to BND 1,758 in 2023, down from BND 1,793 in 2022. Non-local workers earn even less, averaging BND 1,271. 

 

Meanwhile, rising living costs continue to pressure Bruneian households.

 

The Problem with Playing It Safe 

Observers note that prudent spending and short-term fixes have characterized Brunei’s governance, hindering progress. 

 

"Prudence is important, but over-caution can lead to paralysis," remarked a regional economist. 

 

"Brunei needs to transition from merely maintaining fiscal stability to making bold, strategic investments in its people and economy." 

 

Economic analysts warn that this "budgeting mentality" results in missed opportunities. 

 

Initiatives like apprenticeship programs (e.g., i-Ready) are well-intentioned but do little to address structural unemployment, serving instead as temporary relief for young job seekers.

 

The Way Forward: Expert Insights

 

Labour analysts and independent experts propose several strategies to align Brunei’s labour policies with its ambitions under Wawasan 2035:

 

1.     Shift from Prudent Spending to Smart Investments

 

·      Upskilling the Workforce: Invest in training programs that equip workers with skills for emerging sectors such as renewable energy, digital technologies, and green industries.

 

·      Support Startups and MSMEs: Provide grants, low-interest loans, and tax incentives to drive private sector innovation and job creation.

 

·      Economic Diversification: Accelerate development in non-oil sectors such as tourism, agriculture, and ICT. "Brunei must take calculated risks," stated a labour expert. "Investing in high-growth sectors will create jobs and future-proof the economy."

 

2.     Strengthen Public-Private Collaboration

 

Experts emphasize enhancing synergy between government and private businesses:

 

·      Partner with private companies to design education curricula that meet industry needs.

 

·      Establish incentives for businesses that prioritize hiring Bruneians over foreign workers.

 

·      Promote entrepreneurship by offering mentorship and funding programs for young innovators.

 

3.     Formalize Informal Work

 

Labour experts argue that formalizing informal roles is crucial for building a stable workforce:

 

·      Simplify registration processes for small businesses and gig workers.

 

·      Offer incentives, such as access to health insurance and retirement benefits, to encourage formalization.

 

4.     Align Education with Market Needs

 

Addressing the skills mismatch is essential for reducing unemployment. Experts suggest:

 

·      Expanding vocational training for fields like advanced manufacturing, logistics, and renewable energy.

 

·      Improving career guidance to help students select fields with strong job prospects.

 

·      Enhancing technical and vocational education training (TVET) programs.

 

A Moment of Reckoning

 

Brunei’s labour market stands at a crossroads. With 11,700 unemployed individuals, 100,087 informal workers, and 3,000 to 4,000 graduates entering the workforce annually, the status quo is unsustainable. 

 

Experts warn that without decisive action, Brunei risks falling behind in an increasingly competitive global landscape. 

 

The time to act is now. With smart investments, bold leadership, and a concerted effort from both the public and private sectors, Brunei can still turn its aspirations into reality - ensuring a future where all Bruneians can thrive. (MHO/01/2025)

 

 

Monday, January 6, 2025

Revolution on the Fairway: The Transformation of the Empire Brunei Golf Club


By DMAO

What if lasting success isn't solely defined by profits? 

What if true leadership involves looking beyond numbers to embrace a vision centred on sustainability, community, and ethics? 

This narrative illustrates a transformative journey—one that reimagines how a world-class destination can thrive amidst modern challenges. 

Although the Empire Brunei Golf Club is fictional, this case study offers insightful perspectives on the power of bold leadership and innovative strategies. 

The characters and events may be imagined, yet they embody real lessons with universal resonance.

At the core of this tale is Haji Awang Pulan, a visionary who redefined success by merging conventional financial metrics with a dedication to sustainability, ethical decision-making, and community engagement. 

This case study serves as a creative exploration aimed at inspiring leaders, managers, and readers from all backgrounds. 

By delving into Haji Pulan’s transformative journey, we can discover practical insights and strategies relevant to both real-world contexts and this imaginative scenario. 

Join us as we navigate this narrative and uncover principles that can foster a better, more sustainable future.


A Vision for Change

The Empire Brunei Golf Club found itself at a crossroads. Rising maintenance costs, environmental concerns, and declining member satisfaction jeopardised its status as a premier golfing destination. 

For decades, the club relied on traditional metrics like Return on Investment (ROI) to guide decision-making, but these numbers alone were insufficient to maintain its world-class reputation.

Enter Haji Awang Pulan, a seasoned manager with over a decade of service at the club. 

After being promoted to General Manager, he quickly recognised the limitations of focusing solely on ROI.

“We needed a new approach,” Haji Pulan explained. “One that valued people, the planet, and profits equally.”

Drawing from his extensive experience, he introduced a transformative framework: a combination of Cost-Benefit Analysis (CBA) and Corporate Social Responsibility (CSR). 

This shift wasn’t merely about calculating financial indicators; it aimed at redefining success. 

Under Haji Pulan’s leadership, the club embarked on a new era characterised by innovation and community collaboration.


Building for the Future

One of Haji Pulan’s initial major projects was a comprehensive restoration of the club’s greens, bunkers, fairways, drainage, and irrigation systems. 

Guided by Cost-Benefit Analysis, the project assessed not only immediate costs but also long-term benefits. The outcomes were impressive:

  • Improved Playability: Renovated greens and fairways significantly enhanced the playing experience, attracting high-paying clientele and increasing member satisfaction.

  • Environmental Sustainability: Upgraded irrigation and drainage systems reduced water usage and minimised the club’s environmental impact. Native vegetation was introduced to boost biodiversity.

  • Enhanced Reputation: The club’s commitment to sustainability gained media attention and attracted environmentally conscious sponsors and golfers.

  • Long-Term Financial Gains: Though the initial investment was considerable, the long-term benefits included reduced maintenance costs, increased memberships, and higher revenue from events and corporate partnerships.


Community at the Core

Haji Pulan understood that success encompassed more than financial metrics—it was fundamentally about people. 

He actively engaged club members and staff in the decision-making process through workshops, forums, and feedback sessions, fostering a sense of ownership and pride among all stakeholders. 

Long-time member Mokhtar praised Awang Pulan’s leadership: “I’ve been playing here for 15 years, and I’ve never seen the course in better shape. Awang Pulan’s vision has truly brought it back to life and made us all proud to be part of this transformation.”

Staff members proposed practical ideas for reducing resource usage, such as switching to organic fertilisers and minimising chemical treatments. 

Members organised cleanup drives and suggested green initiatives, transforming sustainability from a top-down directive into a collective commitment.


Incorporating Faith, HSE, and HRD

Haji Pulan’s leadership extended beyond sustainability—it was deeply rooted in ethical principles inspired by Maqasid Shariah, complemented by a commitment to Health, Safety, and Environment (HSE), as well as Human Resource Development (HRD). 

This approach infused the club’s strategy with a spiritual and ethical dimension, emphasising a holistic vision of growth. The applied principles of Maqasid Shariah included:

  • Preserving Life (Hifdh An-Nafs): Integrating robust HSE measures to ensure the safety and well-being of staff and members.

  • Preserving Wealth (Hifdh Al-Mal): Ensuring responsible resource management through careful planning and Cost-Benefit Analysis (CBA).

  • Protecting the Environment (Maslahah): Implementing sustainable upgrades, such as efficient irrigation systems and native vegetation, reflecting stewardship of natural resources.

  • Promoting Community Welfare and Intellectual Growth (Hifdh Al-Nafs and Hifdh Al-'Aql): Fostering pride and ownership among stakeholders through inclusive engagement and education, emphasising continuous skills training and staff development as part of HRD.

  • Upholding Ethical Leadership (Hifdh Ad-Din): Aligning all strategies with Maqasid Shariah principles to ensure long-term “barakah” (blessings) for both the organisation and the broader community.

This holistic approach not only ushered in long-term success but also radiated “barakah” across all facets of the club’s operations.


His Majesty’s Vision and Titah

Haji Pulan’s implementation of Maqasid Shariah and sustainability principles resonated with the vision articulated by His Majesty the Sultan of Brunei Darussalam in his titah (royal address). 

His Majesty frequently emphasises the importance of ethical governance and sustainability guided by Maqasid Shariah. Key themes from His Majesty’s titah include:

  • Prioritising Public :Welfare: Islamic law and policies should prioritise the well-being and safety of the people.

  • Adherence to Halal Standards: Ensuring compliance with halal practices reflects ethical responsibility.

  • Balancing Tradition with Modern Needs: Maqasid Shariah principles must evolve to address contemporary challenges.

  • Promoting Sustainability: His Majesty stressed the significance of aligning policies with environmental stewardship to ensure long-term prosperity.

Haji Pulan’s leadership embodied these values, demonstrating how faith-based ethics, HSE practices, and HRD initiatives could complement modern business strategies to stimulate innovation and sustainable growth.


A Legacy of Excellence

Under Haji Pulan’s guidance, The Empire Brunei Golf Club evolved into more than just a golf course—it became a symbol of sustainability, community, and innovation. 

The club’s success story garnered widespread attention, inspiring other organisations to reconsider their strategies. “Haji Pulan’s story reminds us that leadership isn’t about quick wins—it’s about creating a future worth celebrating,” observed one industry analyst. 

His legacy affirmed that investments in quality and sustainability yield returns that extend beyond financial profits, creating a lasting impact on society, the environment, and future generations.


Key Takeaways

  • Think Beyond Profits: True success extends beyond immediate returns; consider the broader implications of your decisions for people and the planet.

  • Engage Your Team and Community: Collaboration and inclusivity foster innovative solutions and strengthen commitments.

  • Lead with Purpose: Align decisions with values and ethical principles to build a legacy of excellence.

This fictional story attests to the potency of bold, visionary leadership. 

It prompts us to reflect: What legacy will we leave behind? 

How can we redefine success within our organisations and communities? 

The answers may well lie on the fairways of The Empire Brunei Golf Club.