The adoption of Industry 4.0 by developed countries poses a significant threat to other countries and nations. It is expected that each country will face a number of challenges related to the skill level of its employees. Industry 4.0 will provide expertise in information technology, data analytics… in the industrial sectors. The result is a growing need for skilled employees trained in cross-cutting areas and capable of managing new processes and information systems. The aim of this project is to build Skills 4.0 THrough UniversitY and Entreprise Collaboration (SHYFTE) by analysing the gap between the skills acquired in HEIs and the skills required by industry 4.0, and develop a new model of emergent skills in line with the needs of the industry of the future. To provide a performant job market platform in Thailand, China and Malaysia. SHYFTE project will provide an emergent skill development strategy in both EU and Asia with main focus on four research domains: Industrial engineering and management, Software Engineering and Big data analytics, Wireless and Networks analytics, and Artificial Intelligence by incorporating the competencies of all partners to fill the skill gap in Asian partner countries. The overall aims of SHYFTE project are:- To support academic and administrative staff in Asian HEIs to design and implement new methodology and learning materials to enhance and improve the competences and skills related to Industry 4.0. That will enable HEIs organizations aligning their learning program strategy both to the requirements of the regional industry and the global labor market. - To build and strengthen links between HEIs and Industry 4.0, and promote the job market by minimizing the skills gap.- To build Skills 4.0 LABs or Learning centers of excellence in Asian Partner's HEIs to enable each of them to become the reference center in its country and disseminate the outcomes of the project nationally and regionally.

Asian Family Businesses (FB) are the backbone of the Asian economy, however the specific characteristics of family businesses which can affect their longevity and their competitiveness remain unexplored. More efforts should be directed towards studying the contribution of family businesses to establish the proper institutional frameworks to support their longevity. In this context the project aims to create a new Master’s programme in the specialized academic area of FB Management in total 16 HEIs of Cambodia, Malaysia, Philippines, Bangladesh, Bhutan and Nepal, that is as much absent from HEI programmes in the Partner Countries (PC) involved as it is needed. The FAB curriculum will incorporate novel entrepreneurial theories, business models and innovative management tools fostering new family entrepreneurs, but also promoting entrepreneurial behaviour (including innovation) in existing family firms.Beyond coursework, the program will be structured around:- industry placement, in family businesses;- ‘FB Centers of Excellence’ in PC HEIs that will act as foci for research and innovation in the area;- country-specific VET online courses (MOOCs), introducing PC HEIs in the MOOC era;- digital learning, to allow modern forms of learning, as well as to enable contribution from experts across the globe in the development of the program;- promote cooperation, exchange of know-how and good practices in the subject area between EU and PC HEIs;-establish viable synergies and links with family businesses in order to address their needs in specialized personnel and enhance the employability of FAB graduates;-contribute to local economic growth, by providing to program participants the right knowledge/skills/tools to turn the local family-business sector into a driver of social and economic growth;-promote dialogue between the academic sector, family businesses and policy/decision makers in PC and help convey the concerns faced by FB into policy consultation processes.

Advanse aims at promoting the modernization of financial management practices and income diversification strategies in HE institutions at regional level, with a view to sustainably strengthen the Higher Education systems and maximize the social return on investment in Higher Education in Malaysia, Indonesia and Thailand. More specific it aims at:-enhancing human, organisational and technical capacities of partner countries HEIs to increase efficiency in financial management (FM) and income diversification, promoting accountability and transparency through systematisation and promotion of good practice.-promoting regional integration through creating a network of financial managers pursuing modernisation of financial management systems and practices.The prjoect will have a sustainable impact on following levels:1. Increased awareness on regional level HEIs & policy makers on common challenges and existing initiatives in modernising FM and income diversification strategies in HE, through systematisation of experiences and supra-regional promotion of good practice; 2. Enhanced human, organisational & technical capacities at institutional levels to improve efficient FM and create a pool of qualified human resources capable to effectively implement reforms, using modern tools and methodologies; 3. Sustainably strengthened institutional modernisation capacities, through development of strategic action plans and joint strategies for efficient FM and income diversification; 4. Region-wide impact and replication of project outputs through creation and implementation of a supra-regional network; 5. Active involvement of relevant actors & non-partner HEIs and region-wide up-take through consistent dissemination strategy

There is a growing interconnectedness and rise in cooperation between societies and machines, a cooperation meant to serve and be adapted to humans and not the other way around. It is changing how global challenges may be met: climate change, urbanisation, energy efficiency and optimisation, sustainability. Smart and sustainable cities (SSCs) are heralded as a possible, significant means to face these challenges. A more efficient urban metabolism requires a better understanding of the concept of sustainability, ecology and social coherence, amongst other things. This is also where the educational challenge lays and what makes the industry and public authorities so interested in finding employees that have the potential to manage broad solutions and complex ecosystems. In this context, the SCALE project will develop an innovative ecosystem in Asia consisting of:- Micro-courses/micro-credentials to train Theoretical, Natural, Engineering, Computer Science and Information Technologies graduates to address the new challenges posed by the ever-increasing needs for environmental awareness, energy efficiency and concerns posed by urbanisation and technological developments. The micro-courses will introduce innovative elements to the existing curricula. - Professionals’ courses / MOOCs, introducing dual learning systems bridging tertiary studies with upper secondary VET to boost graduates' employability. - Practical training schemes, internships, and study of real-life cases in business and industry.- Capacity building workshops for academic, technical, and administrative staff to support HEIs to develop and implement the institutional reforms.- Knowledge triangle integration, establishing new collaborations and enhancing the nature, content and types of partnerships with businesses, regional authorities, research organisations, governmental bodies, NGOs and other societal partners.- Exchange of good practices through enhanced networking and mutual learning.

Recognizing and treating employees as a source of quality is one of the key drivers for organizational excellence. In global contexts, the need for talented employees has increased drastically. In Partner Country HEI, the probability that the talented employees (academic and also administrative staff) leave the HEI for better opportunities is very high. So these HEIs need to fight harder to attract, recruit and retain these employees in a systematic way. The overall aim of the project is to improve the activities and processes that involve the systematic attraction, identification, development, engagement, retention and deployments of those talented employees in order to create strategic sustainable success. To achieve this aim, this proposal suggests three main outcomes/outputs: The first one is to build a toolkit that allows HEIs to design their own strategies on HR for talented employees. The second one is to train a set of managers to share the concepts, principles and techniques for talent management to other managers. Finally, the third one is to build an on-line observatory of strategies and practices for talent management in Asian HEIs. This observatory also offers courses for developing managerial skills for talent management.The scope of this proposal is quite broad. On the one hand, their results offer the possibility of introducing a completely different approach to people management in these HEIS. Over time, these practices could also reach private companies in PCs. On the other hand, major efforts will be made to involve researchers (as well as research centres) in the creation of new lines of research on human resources in PCs.