A semiconductor manufacturer’s plan to future-proof its people and processes in Singapore

An in-house online learning platform. Sponsorships for employees to pursue industry-relevant diplomas and degrees. Collaborations with Workforce Singapore (WSG) to retrain more than 100 workers since 2023 through initiatives such as the Career Conversion Programme (CCP).

These are some of the ways Micron is strengthening its talent pool in Singapore to remain competitive in a fast-evolving industry. In addition to hiring fresh graduates, the global semiconductor giant focuses on upskilling and reskilling its workforce in Singapore to meet growing automation and manufacturing demands. The aim is to build capabilities that align with emerging technologies while supporting long-term workforce development, enhancing each employee’s career health.

“Singapore has been a great home to Micron,” said Mr Gianpaolo Mettifogo, vice president of Micron Singapore Assembly and Test, who credited the country’s strong talent pool fostered by its education system. “These talents are able to catch on fast, and they grow in technical and leadership skills, as well as soft skills like problem-solving. We can find very skilled engineers here who are not only knowledgeable but also very dedicated,” he added. Many employees take on global roles and remain with the company for decades.

Given the global talent crunch in the semiconductor industry, reskilling has become a strategic imperative, said Mr Mettifogo. As demand for technical talent continues to grow, the labour market is adapting – in Singapore and beyond. The company also works with local institutions of higher learning to attract students to relevant fields of study. “The key to being prepared is ensuring that we equip our people with the right tools and skills to stay competitive,” he said.

As part of its transformation efforts, Micron introduced an in-house AI upskilling initiative – now in its second cohort and supported by grants from WSG as part of the CCP in for Electronics Engineer/Assistant Engineer – to train employees in tools such as Microsoft Copilot and generative AI. Engineers apply these skills to extract insights, anticipate risks and improve project planning. “The programme has received overwhelmingly positive feedback, and we are excited about its potential for future expansion,” said Mr Mettifogo.

The company views such changes as opportunities, not threats. “Upskilling our workforce isn’t just a strategy – it’s a natural progression,” Mr Mettifogo added. “As our products become more complex, we anticipate potential talent gaps.”

This approach reflects Micron’s ongoing commitment to workforce development. “We are dedicated to continuously reskilling and upskilling our workforce to remain at the forefront of future technologies, ensuring our people are equipped to meet the evolving demands of the semiconductor industry,” he said.

Micron Singapore also works closely with the global talent team to support leadership development and build a well-rounded workforce. Programmes focus on developing intelligence, adaptability and emotional awareness to strengthen cognitive, adaptive and interpersonal skills – equipping team leaders to manage effectively, drive innovation and support collaboration. “Investing in leadership development is a strategic move that drives stronger employee engagement and fosters a more inclusive workplace,” said Mr Mettifogo.

Last year, he also joined the company’s job rotation programme, which allows staff to work in different departments to broaden their exposure. “I hold a lot more domain knowledge across the board, so I can integrate easily into the different units across Micron,” he said.

His experience shows how investing in career health through targeted reskilling can improve both individual capability and business efficiency. It also contributes to stronger employee engagement and retention by providing meaningful career development and enabling teams to innovate and optimise processes.

Workforce development, he added, must be a strategic priority – one that delivers long-term value for both organisations and their people. “By investing in human capital alongside technological advancement, we can enable a more inclusive and sustainable future of work,” he said.