After completing his degree in agricultural economics from Universiti Kebangsaan Malaysia ( UKM ), Mohammad Zamir Ghazali embarked on a unique journey . He furthered his studies in Japan , where he joined the Japan Agricultural Exchange Council ( JAEC ) in Tokyo for a twinning programme , immersing himself in Japanese agricultural practices .

He then immersed himself in Japanese agricultural practices , a journey without challenges , before returning to Malaysia to dedicate himself to the farm sector . His perseverance paid off , as he became the first to be accredited with the Malaysian Farm Accreditation Scheme ( SALM ).

CHILDHOOD DRIVE

Even before assuming the role of managing director , Zamir ’ s devotion to agriculture was deeply ingrained in his family ’ s heritage . His father , a former manager at the Pertubuhan Peladang Kebangsaan ( NAFAS ), introduced him to farming from a tender age , sparking a lifelong love for the field .

This early exposure led him to plant and sell crops , including papaya , lime , melon , and Japanese cucumbers .

Beyond a family tradition , Zamir ’ s passion extends to developing land and working in the field ( with livestock ),

“ We have not accelerated the agricultural sector as we have industrialisation . Unlike countries like Taiwan , Malaysia has yet to prioritise agriculture to the same extent , leading to the reliance on imports and declining domestic food production .

– Mohammad Zamir Ghazali

embracing the challenges of long hours and the physical demands of farming .

VISIONARY LEADER

Since assuming his position at MARDI- Corp , Zamir ’ s leadership approach has been characterised by patience , risktaking , and extensive knowledge of the agricultural business .

He believes effective agricultural leadership involves a distinct combination of resilience and passion .

“ Agriculture is not like other businesses ,” he explained . “ It is full of external risks like weather and price fluctuations .

“ When I joined MARDICorp , the organisation focused on management and handling large-scale events like MAHA ( Malaysia Agriculture , Horticulture & Agrotourism Show ).

“ While these events are important , they were not aligned with MARDI-

Corp ’ s core mission of commercialising agricultural technologies . The challenge was to shift focus towards becoming a key player in the agricultural sector .”

He has focused on two main functions : commercialisation of agriculture and event management . By creating groups for commercialisation , technology , farming , agrotourism , and training , he has streamlined administrative support and added more ways to make money .

ADDRESSING SECTOR CHALLENGES

According to Zamir , the agricultural industry in Malaysia is confronted with several obstacles , such as antiquated farming methods and inadequate technical progress . He proposed reorienting technology and thinking to revitalise agriculture as a solution to this .

“ We have not accelerated the agricultural sector as we have industrialisation .

“ Unlike countries like Taiwan , Malaysia has yet to prioritise agriculture to the same extent , leading to the reliance on imports and declining domestic food production .

“ In all honesty , we have long abandoned agricultural practices . We have not accelerated and developed the agriculture sector as we have given importance to industrialisation .

“ Our budget and plans are all for industry , which is indeed important , but not at the expense of leaving agriculture too far behind ,” he explained .

Furthermore , Zamir emphasised the necessity of drawing younger genera-