. given the recent success of remote working, many organisations are looking to capitalise on productivity and efficiency gains by establishing an effective hybrid working model that supports both office and remote working. these efforts can complement initiatives at a national level such as the national employment portal, myfuturejobs, which facilitates ease of job matching based on skills and competencies. with a strong foundational strategy in place, workers will not only be able to survive, but also thrive in a future - ready workforce. strengthening business - education partnerships through publicprivate collaboration 3 / 4 bis - central bankers'speeches ladies and gentlemen, an interesting insight from the last few decades is how quickly skills become obsolete. we know this will be true going forward. time horizons for reskilling will continuously shorten, as will the shelf - life of new skills. just - in - time learning may become the dominant pedagogy, with much shorter training focused on task - specific skills, flexible time commitment and agile curricula. reviews of existing curriculum can no longer have a fixed lifecycle and must keep pace with future skills needs through periodic reviews. this leads me to my final point. more effective collaboration between the private and public sector is invaluable to enhance talent development at all stages. partnerships among the education sector and employers can address this by enabling better workforce planning across disciplines, improved academic program design and relevant graduate skillsets. for malaysia, this results in lower employer training costs, improved productivity and more industry - ready graduates. i'm aware some here have existing tie ups along these lines. your insights on the success, challenges and way forward today can be invaluable for others in the sessions ahead. another avenue is through reformation of the technical and vocational education and training ( tvet ) system. intensified industry involvement in curriculum design and delivery through increased apprenticeship, hands - on training, real - life simulations and specialised employer training programme can help students gain real working experience. this system, enabled by appropriate financial support and enhanced coordination with the public sector can help to strengthen tvet as a viable alternative to traditional tertiary education and hence, improve the quality of graduates. concluding message let me conclude. structural shifts in the configuration of our economy will continue to drive further evolution in the workforce. the call to action is both evident and urgent. this means renewed opportunities for everyone here today. we have leaders representing the government, industry, training providers, institutions of higher learning and public policy. we ought to focus

– balance sheet leverage ( i. e. total assets / common equity ) for the malaysian banking system of about 15 times ( vs. global average of about 20 to 30 times ). banks had strengthened institutional set - up and capacity post asian financial crisis through : more robust risk management standards and practices. stronger corporate governance structure. smooth implementation of the standardised approach of basel ii ’ s capital adequacy framework. balanced and diversified business portfolios. enhanced financial infrastructure post asian financial crisis through : enhanced depth and size of bond and sukuk market ( about 107 % of gdp ). strengthened financial safety nets ( e. g. establishment of malaysian deposit insurance scheme ) / danajamin / cdrc / sdrs. strengthened regulatory and supervisory approach ( e. g. gradual move towards principles based regulations, adopting of risk based supervision ). legislative reforms ( e. g. introduction of the central banking act to articulate the financial stability mandate ; amendments to the companies act to codify directors ’ duties ). enhanced role by the training institute too develop talent and leaders of tomorrow ( iclif, inceif, aif ).