Kuala Lumpur: Sebuah jawatankuasa bebas akan ditubuhkan bagi meneliti keseluruhan aspek berkaitan pembentukan One Higher Education Act (Akta Pendidikan Tinggi Tunggal) susulan keputusan kerajaan memansuhkan Akta Universiti dan Kolej Universiti 1971 (AUKU).

Menteri Pendidikan Tinggi, Datuk Seri Dr Zambry Abd Kadir, berkata jawatankuasa itu akan melihat pelbagai aspek berkaitan akta baharu bagi memastikan ia memenuhi keperluan pendidikan tinggi semasa dan masa depan.

“Dalam mesyuarat Kabinet semalam, Perdana Menteri memaklumkan bahawa Kabinet mengambil maklum mengenai keputusan untuk memansuhkan AUKU, tetapi pada masa sama perlu ada akta baharu, iaitu One Higher Education Act.

“Justeru, kita akan melaksanakan beberapa langkah. Pertama, menubuhkan satu jawatankuasa bebas untuk melihat keseluruhan aspek akta baharu yang akan kita tubuhkan.

“Kedua, kita akan membabitkan semua pihak berkepentingan dan ketiga, menubuhkan satu kumpulan untuk membangunkan rang undang-undang baharu,” katanya.

Beliau berkata demikian selepas Persidangan Kebolehpasaran Graduan Pendidikan Tinggi (PKGKPT) 2026 dan Peluncuran Pelan Strategik Kebolehpasaran Graduan (PSKG) 2026-2030 di sini, semalam.

Hadir sama Ketua Setiausaha Kementerian Pendidikan Tinggi (KPT), Datuk Dr Aminuddin Hassim dan Timbalan Dekan Penyelidikan dan Akademik Asia School of Business, Prof Madya Dr Melati Nungsari.

Pada 15 Ogos lalu, Perdana Menteri, Datuk Seri Anwar Ibrahim mengumumkan kerajaan akan memansuhkan AUKU bagi memberi ruang kebebasan yang lebih luas kepada mahasiswa.

Laksana Mekanisme Peralihan

Zambry berkata, kerajaan juga akan mewujudkan satu mekanisme peralihan bagi memastikan urusan perundangan institusi pendidikan tinggi tidak terjejas sepanjang proses pemansuhan AUKU dan penggubalan akta baharu berkenaan.

Menurutnya, proses dijangka mengambil masa dan memerlukan penelitian menyeluruh memandangkan AUKU merangkumi pelbagai aspek termasuk kepentingan mahasiswa, penubuhan universiti, tadbir urus, akademik dan kedudukan pensyarah.

“Saya tahu ada desakan supaya ia mesti diumumkan dalam sidang Parlimen tetapi ia bukan perkara yang kecil dan semata-mata melibatkan satu kelompok sahaja.

“AUKU ini akta induk bagi institusi pendidikan tinggi. Daripada 44 seksyen, ada yang menyentuh mengenai soal mahasiswa, penubuhan universiti, tadbir urus, akademik, kebebasan akademik dan kedudukan pensyarah.

“Jadi, apabila kita mahu menggantikannya, kita perlu melihat keseluruhan perkara itu dan bukan sekadar meletakkan nama akta sedangkan perkara lama masih ada,” katanya.

Mengenai garis masa proses berkenaan, beliau berkata, KPT telah memulakan pelaksanaan kerja di peringkat dasar bagi membangunkan One Higher Education Act.

“Kita perlu melihat keperluan masa kini dan juga masa hadapan sebelum merangka sebuah akta baharu. Saya harap semua boleh bersabar kerana dalam proses untuk mewujudkan akta yang baharu ini,” katanya.

Originally published by Berita Harian.

In today’s rapidly changing business environment, senior executives need to do more than accumulate experience—they must continuously update their knowledge and perspectives. Asia School of Business (ASB) has introduced its Mandarin Executive Education Programme to help Chinese-speaking senior executives strengthen their business insights, leadership capabilities, and decision-making skills. 

Conducted entirely in Mandarin, the programme is led by experienced faculty and industry practitioners. It equips participants with a systematic understanding of business trends across Asia and the global market, while enhancing their ability to lead and make decisions effectively in a cross-cultural environment.  

Staying Ahead in a Rapidly Changing Business Environment 

The business landscape is evolving at an unprecedented pace, and senior executives cannot afford to stop learning simply because they have reached the top of their careers. In recent years, a growing number of executive education programmes have emerged, covering areas such as leadership, digital transformation and strategic thinking. These programmes are designed to help business leaders refresh their knowledge and make more forward-looking decisions in an increasingly complex environment. 

Among these areas, artificial intelligence (AI) has emerged as one of the most sought-after topics. According to Huang Su Ling, Executive Director of the Executive Education Centre at ASB, the school’s AI-related programmes are consistently fully subscribed. 

“Senior executives want to understand how to lead their people in the age of AI, as well as what kind of talent they should be hiring,” she said.  

Leadership programmes are also highly popular among executives. In contrast, sustainability—which was once a major business buzzword—has attracted less attention in recent years amid changing geopolitical developments and global trends.  

A Business School with Strong Foundations 

ASB has a distinguished background. It was established through a collaboration between Bank Negara Malaysia and the MIT Sloan School of Management, and offers MBA, EMBA and Executive Education programmes. 

Its Executive Education portfolio covers areas including leadership and management, sustainability, corporate governance and technology, catering to managers at different levels, senior business leaders and board members. 

In the Financial Times Executive Education Ranking 2026, ASB was ranked 94th globally, making it the first business school in Malaysia to break into the global top 100.  

While empathy and work-life balance are increasingly valued in today’s workplace, Huang believes certain principles remain fundamental regardless of how the business environment changes. Ethics and integrity, for example, remain essential qualities for every senior executive.  

ASB’s Executive Education programmes are generally short-term in nature, with some designed as one-day programmes. However, learning does not end when a course is completed. Participants can continue their development by enrolling in advanced or other specialised programmes offered by ASB.  

ASB also offers micro-credential programmes, covering areas such as financial accounting and managerial economics. These programmes are designed to be concise and focused on specific professional skills, with credits that may be transferable towards formal degree programmes.  

Practical and Customised Learning 

ASB also provides customised executive education programmes for government agencies and corporations. 

Huang explained that companies can share their specific challenges with ASB’s team, after which the school will develop a customised programme tailored to address those needs.  

The school’s Executive Education programmes place strong emphasis on practical application, enabling participants to apply what they learn directly to real-world business situations. More importantly, the programmes aim not merely to impart knowledge, but to encourage executives to embrace change and actively seek new opportunities. 

Because these programmes are designed for experienced business leaders, the teaching approach goes beyond traditional textbooks and classroom lectures. ASB incorporates interactive learning methods such as business simulations and even virtual reality technology. The school also maintains a rigorous selection process for its faculty.  

Mandarin Executive Education Programme (MEEP) 

ASB currently offers the Mandarin Executive Education Programme (MEEP). One of the upcoming programmes is a one-day course scheduled for 26 August 2026, titled: 

“Key Responsibilities of a CEO: Leadership, Management and the 4R Management Model” 

The programme will be conducted by Dato’ Dr Chang Tong Kwee.  

With more than 30 years of cross-industry experience, Dato’ Dr Chang’s career spans the financial, manufacturing, property and investment management sectors. He spent more than 20 years in senior management roles with the Hong Leong Group.  

During the programme, he will explore the fundamental differences between leadership and management, and how senior executives can effectively master both capabilities. 

Many professionals are promoted into senior management because they excel in a particular area, such as sales, research and development, or production. However, some struggle after stepping into executive roles because their mindset remains rooted in their previous responsibilities and they have yet to develop the broader perspective and decisiveness required of a leader. 

“This is why my course will examine the difference between leadership and management—what management does and what leadership does,” he explained.  

The 4R Management Model 

The course will also introduce the 4R Management Model, which focuses on four critical elements for sustainable business growth: 

• Right People  
• Right Product  
• Right Cost  
• Right Return  

The framework provides business leaders with a practical approach to building a management system that supports sustainable growth.  

In addition, Dato’ Dr Chang will introduce the concept of “Ambidextrous Leadership”, which forms part of his doctoral research. 

In simple terms, ambidextrous leadership means managing today’s business effectively while simultaneously exploring opportunities for the future. This may involve strategic upgrades, organisational innovation and business transformation. 

Through real-world cases and classroom interaction, participants will learn how to improve operational efficiency while simultaneously driving strategic renewal.  

Combining Real-World Experience with Academic Knowledge 

Drawing on his extensive management experience, Dato’ Dr Chang will bring practical insights from his years with the Hong Leong Group into the classroom, allowing participants to better understand how leadership and management work in real business situations. 

Beyond his extensive professional experience, he also has a strong academic background. In 2015, at the age of 58, he enrolled in a Doctor of Management programme jointly awarded by Peking University’s National School of Development and Fordham University. 

At the time, some people questioned whether pursuing a doctorate after the age of 50 was too late. For him, however, one of the main motivations was to experience university life properly. During his undergraduate years, he had been busy working to finance his education and never had the opportunity to fully experience campus life—something he had always considered a personal regret. 

Another important motivation was his desire to integrate his extensive practical experience with management theory and use this knowledge in his doctoral research. He also had a long-standing ambition to become a university professor and pass on the knowledge and expertise he had gained through years of practical experience to the next generation of business leaders.  

As the saying goes, “Your perspective determines the scale of your vision.” 

But Dato’ Dr Chang adds: “What connects perspective and vision? It is management, execution and leadership.” 

Through this programme, he hopes to provide participants with more than a deeper understanding of management. His goal is to equip them with a practical management framework that can be directly applied to real-world business situations. 

Originally published by Sin Chew Daily.

THERE are journeys where the destination is not what stays with you. It is what you notice along the way.

Years ago, I often travelled to visit my company’s plantation in Sugut, Sabah.

On the return journey towards Telupid, the road passed one smallholding after another. Some plots were neat and well-tended, their palms almost standing to attention.

Others looked as though palms and owners were negotiating daily with weeds, uncertain weather and limited means.

What often caught my eye were fertiliser bags stacked by the roadside, tucked beneath zinc-roofed sheds or resting against an oil palm.

I wondered about their story. Had they just been delivered? Was the farmer waiting for labour? Had rain interrupted the work? Or had cash flow allowed the fertiliser to be bought, but not yet applied?

Whatever the reason, the image stayed with me.

A fertiliser bag may contain everything a palm needs, yet it will never produce a single additional bunch on its own.

Someone must first afford it, choose the right formulation,carry it into the field, apply it correctly and wait for biology to reward good stewardship.

It struck me that the greatest challenge was never the fertiliser itself. It was everything that had to happen before the bag was opened.

The longer I reflected on that roadside image, the more I realised the bag was never the real story. The smallholder was.

For years, I regarded the yield gap largely as an agronomic puzzle.

Like many in the industry, I looked towards better planting materials, balanced nutrition, timely harvesting and stronger field management.

If yields disappointed, surely better agronomy was the answer.

The more smallholders I met, however, the more that conviction changed.

Their conversations rarely began with potassium rates or harvesting intervals. They began with life.

One worried about school fees. Another wondered whether his son would return to the farm or remain in town driving an e-hailing car.

One spoke of rising fertiliser prices; another of finding harvesters before overripe bunches shed valuable loose fruits.

As kopi-O cooled beneath modest verandas, the real stories emerged: resilience rather than complaint, quiet ambition rather than grand dreams, and difficult choices made with almost no margin for error.

Smallholders seldom make isolated farming decisions. Every fertiliser application competes with household expenses. Every decision to replant competes with several years of reduced income. Every investment carries the weight of family responsibility.

Agronomy is easy to prescribe from an office. It becomes far harder when every ringgit or rupiah already has several claimants. The oil palm itself began to look different to me.

For many smallholders, it was no longer merely a crop, but a companion through uncertainty: a bank account rooted in soil, a source of school fees, a retirement fund, a gamble against weather and markets and, sometimes, a green promise that next year might be better.

Those roadside conversations stayed with me long after the journeys ended.

They eventually sent me back, not to another plantation, but to the research.

I wanted to know whether what I had heard over countless cups of kopi had also been observed in careful studies.

It had. The research explained what was happening. The conversations helped explain why.

Together, they revealed a picture that neither could have painted alone.

A deeper truth emerged: the real yield gap is not simply the difference between what a palm can produce and what it actually produces.

It is often the gap between knowing what should be done and having enough confidence to do it.

That confidence is not created by encouragement alone.

It is built through trusted advice, protection from exploitation, affordable inputs, sensible financing, dependable labour, fair markets and institutions that reduce uncertainty rather than deepen it.

The crop is there, but the yield is missing

One major study of Indonesian independent smallholders examined nearly a thousand fields and reached a sobering conclusion.

On average, farmers harvested only about 42% of what their palms could realistically produce under comparable conditions. More than half the attainable crop was missing. At first glance, the remedy appears obvious. Apply more fertiliser. Harvest more regularly. Control weeds. Prune correctly. But every recommendation carries a cost.

The studies found that many smallholders could not apply enough fertiliser.

Others used what they could afford rather than what the palms most needed. Potassium and magnesium, both important to palm growth and bunch formation, were frequently inadequate.

It is easy to say, “Apply more fertiliser.”

It is harder to ask who pays, who advises, who carries the risk and who absorbs the loss if the recommendation proves unsuitable. A plantation company spreads risk across thousands of hectares. A smallholder farming two or three hectares cannot.

One poor purchase, one weak-price season or one medical bill can consume years of savings.

When that happens, caution is not laziness. It is survival. The limiting nutrient may be potassium. The limiting factor is often confidence.

Harvesting tells a similar story. Oil palm rewards rhythm. Harvest regularly and the crop responds. Delay too long and loose fruits are lost, bunches become overripe and quality declines.

Yet regular rounds require workers, transport and buyers willing to collect fruit on time. When any link breaks, biology does not wait.

Perhaps the most sobering finding was that many of the widest yield gaps occurred when palms should have been at their biological peak.

Those should have been the years when families accumulated savings, invested in education and prepared for replanting.

Instead, many palms spent their prime underfed or poorly managed. Lost youth, in palms as in people, is never recovered.

For years, the industry has looked towards replanting as the principal solution. Better genetics undoubtedly matter. Certified planting materials raise the crop’s potential.

But better seedlings cannot compensate for chronic underfeeding, irregular harvesting or weak field management. High-performing genetics planted into weak systems become talented palms trapped by their circumstances.

The encouraging news is that the research also points towards hope. When ordinary good farming was applied consistently – balanced fertiliser, regular harvesting, sensible pruning, proper frond placement and better weed management – yields rose by about 40%.

There was no miracle technology, expensive machinery or expansion into new land. Just ordinary agronomy, practised consistently.

That may be the most encouraging lesson of all. The science is largely known. The challenge is helping farmers sustain good practice long enough for nature to respond.

Costs rise first; benefits come later. Oil palm has a long biological memory.

A farmer may know what should be done and still hesitate because the household must survive before the crop repays the investment.

A loan can be approved on paper and still fail in the field. Finance, too, must respect biology. Oil palm does not answer to a twelve-month banking calendar.

When organisation changes behaviour

Across the Straits of Malacca, another smallholder story emerges. The palms look familiar. The support systems do not.

Malaysia’s independent smallholders face many of the same pressures: ageing palms, rising input costs, labour shortages, uncertain succession and increasingly demanding sustainability requirements.

Many still rely on contractors. Records may be incomplete. Fertiliser may be applied by habit rather than analysis.

Yet the Johor experience under the P&G Smallholder Programme shows what becomes possible when farmers are supported not only with technical advice but also with organisation, certification, traceability and structured access to inputs and markets.

Participating farmers reported yield gains of about 20% to 25% over two to three years, with some longer-participating farms reaching 35%.

The figures matter. But the deeper transformation was behavioural.

Farmers who once estimated began to measure. Those who relied on memory began keeping records.

Fertiliser moved from guesswork to planning. Harvests became something analysed rather than remembered. Audits became less a visit by strangers and more a checkpoint for better management.

Perhaps most importantly, farmers stopped learning alone.

Through organisations such as Pertaniaga, they became members, mentors and ambassadors. Experienced growers shared practical knowledge.

Learning farms allowed neighbours to see improvements with their own eyes.

Women assumed leadership roles. Experience began to circulate rather than remain isolated.

There is quiet dignity in that transformation. The smallholder is no longer merely the smallest supplier at the end of a long value chain. He – and increasingly she – becomes a recognised participant with records, identity, responsibilities and a voice.

Traceability is often discussed as though it exists only to satisfy distant regulators or overseas buyers. But it can also serve the farmer. A smallholder whose land is mapped, production recorded and practices known becomes easier to advise, finance, reward and include.

Anonymity may shield a farmer from scrutiny. It can also exclude that farmer from opportunity.

None of this means Malaysia has solved the smallholder question, nor that one successful programme can simply be transplanted elsewhere.

Indonesia’s sector is larger and more diverse. Malaysia itself differs greatly between Peninsular Malaysia, Sabah and Sarawak, and between organised and independent growers.

The comparison must therefore be made with humility.

Yet one lesson travels well. Risk must be shared if improvement is to endure.

Beyond technology: The confidence gap

The real comparison is between two ways of thinking about development.

One focuses primarily on technology. The other asks what enables people to use technology consistently.

Better planting materials matter. Balanced fertiliser matters. Mechanisation matters. Digital agriculture, drones and artificial intelligence will all play useful roles.

But technology alone cannot persuade a hesitant farmer to invest scarce savings.

Confidence can. And confidence is built by institutions. Governance is often misunderstood as little more than regulations, meetings and paperwork.

That is not the governance I mean.

In the field, governance has a simpler and more human meaning.

It is everything that allows an ordinary farmer to make an extraordinary decision with confidence.

It is trusted extension advice, affordable inputs secured through cooperation, financing that respects crop biology, prompt and transparent mill payments, protection from exploitation, secure land tenure and the confidence that comes from belonging to a community rather than standing alone.

Together, they determine whether bunches are produced consistently.Governance does not replace biology. It enables biology.

Too often, smallholders are treated either as technical problems to be corrected or as voters to be appeased, rather than as economic partners to be equipped and strengthened.

We distribute manuals without fixing access to suitable inputs, preach sustainability without addressing cash flow, promote replanting without bridging the years of reduced income, and set yield targets without ensuring labour, transport or reliable markets.

Then we wonder why adoption is slow. Perhaps the problem is not that farmers refuse to fish. Perhaps we keep giving them instructions while leaving them without a boat.

A farmer cannot absorb technology if the institutional soil around him is saturated with uncertainty. When governance is weak, fertiliser remains a risky expense, training a passing event, certification paperwork and replanting postponement.

When governance is strong, fertiliser becomes investment, data a management tool, certification market access, organisation bargaining power and confidence productivity.

Stewardship: Creating the conditions to flourish

The deeper leadership question is not whether smallholders can improve. The evidence suggests they can.

The question is whether our institutions make good decisions affordable, visible and worth sustaining.

Leadership is not simply about making decisions for people. It is about creating conditions in which people feel secure enough to make good decisions themselves. That, to me, is stewardship: not doing everything for farmers, but building systems that allow them to flourish through their own effort.

I still think about those fertiliser bags beside the road between Sugut and Telupid. Years ago, I saw only bags waiting to be opened. Today, I see families weighing today’s sacrifice against tomorrow’s harvest.

Perhaps the real yield gap has never been only about what the palm can produce. Perhaps it has always been about whether we build systems that give ordinary farmers the confidence to unlock what the palm already knows how to give.

Joseph Tek Choon Yee has over 30 years of experience in the plantation industry, with a strong background in oil palm research and development, C-suite leadership and industry advocacy. The views expressed here are the writer’s own.

Originally published by The Star.

（吉隆坡6日讯）亚洲商学院（ASB）与顶级手套（TOPGLOV，7113，主板工业股）创办人兼执行主席丹斯里林伟才博士联合宣布，正式设立总额100万令吉的“丹斯里林伟才东盟未来领袖奖学金”。

这是一项长期的慈善倡议，旨在培育卓越的未来领袖，为马来西亚及东盟地区的持续增长与繁荣作出贡献。

这笔100万令吉的捐款将在亚洲商学院设立一项永久基金。该基金将保留本金并进行投资，以产生可持续的资金，为未来世世代代提供奖学金和领导力发展项目。

Originally published by ⁠Nanyang.

（吉隆坡6日讯）亚洲商学院（ASB）与顶级手套（TOPGLOV，7113，主板工业股）创办人兼执行主席丹斯里林伟才博士联合宣布，正式设立总额100万令吉的“丹斯里林伟才东盟未来领袖奖学金”。

这是一项长期的慈善倡议，旨在培育卓越的未来领袖，为马来西亚及东盟地区的持续增长与繁荣作出贡献。

这笔100万令吉的捐款将在亚洲商学院设立一项永久基金。该基金将保留本金并进行投资，以产生可持续的资金，为未来世世代代提供奖学金和领导力发展项目。

Originally published by KL Screener.

这是一项长期的慈善倡议，旨在培育卓越的未来领袖，为马来西亚及东盟地区的持续增长与繁荣作出贡献。

这笔100万令吉的捐款将在亚洲商学院设立一项永久基金。该基金将保留本金并进行投资，以产生可持续的资金，为未来世世代代提供奖学金和领导力发展项目。

Originally published by Pickastock.

（吉隆坡6日讯）亚洲商学院（ASB）与顶级手套（Top Glove）创办人兼执行主席丹斯里林伟才，宣布设立总值100万令吉的“林伟才未来东盟领袖奖学金”，培育具备卓越学术表现、领导潜能及社会使命感的马来西亚与东盟人才。

ASB在文告中指出，林伟才捐出的100万令吉将作为永久捐赠基金，保留本金并透过投资收益，长期资助奖学金及领导力培育计划，让更多学生受惠。

文告指出，这项合作旨在扩大优质教育机会，培养具备能力、诚信及国际视野的新一代领袖，以配合东盟持续发展对高素质人才的需求。

ASB创办主席兼董事局联合主席丹斯里洁蒂表示，教育是推动人力资本与制度建设的重要投资，奖学金将让更多不受经济背景限制的优秀人才接受优质教育，未来为马来西亚、东盟以至全球社会创造长远价值。

林伟才表示，教育是最具意义的长期投资之一，国家未来不仅取决于经济成长，更取决于人民素质及领袖品质。

他希望透过奖学金，协助更多有才华的青年发挥潜能，成为推动组织、社区及东盟发展的领袖。

成立于2015年的ASB，是与美国麻省理工学院（MIT）史隆管理学院合作创办，致力培育具全球竞争力及创新能力的领导人才。

Originally published by Guang Ming Daily.

The Asia School of Business (ASB) and Tan Sri Dr Lim Wee Chai, Founder and Executive Chairman of Top Glove Corporation Bhd, have announced the establishment of the RM1 million Tan Sri Dr Lim Wee Chai Scholarship for Future ASEAN Leaders, a long-term philanthropic initiative aimed at nurturing future leaders for Malaysia and the ASEAN region.

The RM1 million contribution will create a permanent endowment at ASB, with the principal preserved and invested to generate sustainable funding for scholarships and leadership development initiatives.

ASB, established in collaboration with the Massachusetts Institute of Technology (MIT) Sloan School of Management in 2015, was founded to develop transformative leaders for the emerging world. The scholarship is intended to expand access to quality education and support talented individuals regardless of financial background, in line with ASB’s mission of developing capable, ethical leaders for Malaysia and ASEAN.

The initiative reflects a broader belief among its backers that investing in people and education is key to shaping the region’s long-term leadership pipeline, institutional strength and continued growth.

Originally published by Daily Straits.

The Asia School of Business (ASB) and Tan Sri Dr Lim Wee Chai have established a RM1 million scholarship aimed at giving talented individuals across Malaysia and ASEAN greater access to leadership education.

The Tan Sri Dr Lim Wee Chai Scholarship for Future ASEAN Leaders will be held as a permanent endowment at ASB, with the principal preserved and invested to generate long-term funding for scholarships and leadership development initiatives.

The scholarship will support individuals who demonstrate academic excellence, leadership potential and a commitment to creating a positive impact in their communities and the wider ASEAN region.

Tan Sri Dr Zeti Akhtar Aziz, Founding Chair and Co-Chair of ASB’s Board of Governors, said the initiative would support the school’s mission of developing leaders who understand Asia while being able to compete globally.

“The future of Malaysia and ASEAN will be determined by the quality of its institutions, and by the calibre of the people who lead them. Our future will therefore be powered by our investment in education,” she said.

Lim, who is Founder and Executive Chairman of Top Glove Corporation Bhd, said education was among the most meaningful long-term investments for the future.

“Our future prosperity will depend not only on economic growth, but on the quality of our people and the leaders we develop,” he said.

Professor Joseph Cherian, President and Dean of ASB, said the scholarship would help remove financial barriers while allowing the school to attract talented individuals from Malaysia and ASEAN whose experiences could enrich its learning community.

ASB was established in collaboration with MIT Sloan School of Management in 2015 with a focus on developing transformative leaders for the emerging world.

Originally published by Business Today.

(吉隆坡4日讯）亚洲商学院（ASB）与顶级手套创办人兼执行主席丹斯里林伟才宣布，设立“丹斯里林伟才未来东盟领袖奖学金”，总额为100万令吉。

顶级手套今日发文告指出，这是一项长期公益计划，旨在培养杰出的未来领袖，推动大马和东盟地区持续发展与繁荣。

文告说，这笔100万令吉款项将作为亚洲商学院的校务基金，保留本金并透过投资产生收益，为未来世代持续提供奖学金和领导力培训资金。

文告说，此计划反映亚洲商学院与林伟才共同致力于扩大优质教育机会、培育具备正直品格的领袖，并投资于人力资本。随着东盟持续发展成世界最具活力的经济区域之一，培养能力强、道德操守及全球视野的领袖尤为重要。

文告指出，这项奖学金与亚洲商学院的办学使命一致，也体现林伟才长期以来坚信教育是对个人、机构及社会最有意义的投资之一。

Originally published by China Press Online.