Shared Futures, Shared Responsibility: UPM's Blueprint for Industry-Driven Talent Development - Spotlight Greater KL

Business

Shared Futures, Shared Responsibility: UPM's Blueprint for Industry-Driven Talent Development

Director, Centre for Industrial Relations and Networks (CiRNet)
Universiti Putra Malaysia (UPM)

1. In your view, why is it important for universities to collaborate with multinational companies (MNCs) in Greater KL?

Collaboration between universities and multinational companies (MNCs) is no longer optional — it is essential for building a competitive and resilient national workforce. In Greater KL, where global players converge, these partnerships serve as critical enablers for graduate employability, research relevance, and economic agility. At UPM, we view such engagements as co-investments in talent and innovation as part of our thriving the industry pillar in ensuring that academia remains responsive and future-oriented.

2. How do partnerships with MNCs enhance the employability and industry readiness

of your graduates?

Partnerships with MNCs expose our students to international standards, workplace cultures, and emerging technologies. Through structured internships, industry-led courses, and collaborative projects, students develop real-world problem-solving skills, digital fluency, and global business awareness and culture. These experiences significantly enhance their readiness for employment and reduce post-graduation learning curves and make them as industry ready.

3. Can you share an example where collaboration with industry has directly benefited your students or academic programmes?

One concrete example is our collaboration with Siemens under the Industry-on-Campus (IoC) initiative. Together, we are going to co-develop an AR/VR-based smart farming training module that bridged modern precision agriculture, engineering, and computer science. The project not only equipped our students with hands-on experience in precision agriculture but also led to job placements and startup ventures in agri-tech. This is just one of many instances where strategic industry engagement will directly translated into graduate impact.

4. What more can be done to strengthen the relationship between academia and MNCs in Malaysia’s evolving talent landscape?

To further strengthen academia-MNC relationships, we must transition from ad-hoc collaborations to long-term ecosystems. This includes formalising joint appointments, co- developing capstone projects including joined project, and creating policy incentives for MNCs to co-invest in university research and infrastructure. More importantly, universities must be seen not just as training grounds — but as strategic partners in national and global innovation pipelines.

5. How is your graduate centre preparing students to adapt to the future of work, especially in the context of rapid technological change and global industry shifts?

At UPM’s Centre for entrepreneurship and Graduate Employability (CEM), supported by us at Centre for Industrial Relations and Networks (CiRNeT), we are preparing students and young lecturers for the future of work through interdisciplinary training, innovation-driven research, and exposure to real-world applications. We embed leadership, sustainability, and ethical thinking into our programs, guided by initiatives like the CEO@Faculty, CEO@UPM,TRGS-SF Future Talent Framework and the upcoming University Research and Innovation Investment Summit (URIIS 2026). These efforts ensure that our graduates are not only industry-ready but also equipped to shape the future of work in Malaysia and beyond. In essence, our shared future depends on shared effort — and the bridge between academia and industry must be built stronger than ever.

Talent

From Global Experience to Local Impact – How Phui Har Leverages Her Global Expertise for Malaysia's Success

Talent

Breaking Boundaries with Jonathan Oon, Exploring the New Career Pathway

Talent

Beyond the Books: Real-World Learning Through MNC Partnerships