Hareehaaran Mathialagan, Assistant Director cum Science Officer in the National Planetarium, Ministry of Science, Technology and Innovation (MOSTI), Malaysia

1) What does public service mean to you? Can you share more about your role in the public sector?

To me, public service is about giving my very best in service to the people and to our beloved nation. 

I am currently serving as an Assistant Director cum Science Officer in the National Planetarium, under the purview of Ministry of Science, Technology and Innovation (MOSTI) Malaysia. As an Assistant Director, my day-to-day responsibilities involve planning and executing space science education outreach programs across Malaysia.

My work involves engaging with the public and raising awareness about the wonders of space, astronomy, telescopes and the future of the space industry, especially among the younger generation.   

2) Tell us about a project you championed. What impact did it have on the community?

Over the past six years, I have championed several key projects including the National Science Challenge, Kejohanan Roket Kebangsaan, International Asteroid Day and Jelajah Astronomi. 

Each project carries its own philosophy and objectives, ranging from nurturing scientific innovation to increasing public awareness and appreciation for space science. 

These initiatives have provided me with valuable experience in handling national level competitions, coordinating a United Nation (UN) sanctioned global awareness campaign and managing national level outreach programs to targeted states in Malaysia.  

Jelajah Astronomi is a national level space education outreach program and one of the key pillars of the Space Enculturation Unit at the National Planetarium. 

The goal of the project was simple yet meaningful: to bring the planetarium closer to communities across Malaysia, while helping bridge the gap between urban and rural areas in Science, Technology and Innovation.   

This project aligns with the National Science, Technology and Innovation Policy (NSTIP 2021-2030) and Malaysia Space Exploration 2030 (MSE 2030). 

Science policies can often feel difficult for the public to understand, particularly in terms of direct and tangible impacts on the society. 

This is where the planetarium team plays an important role by engaging directly with the public through effective science communication techniques. 

We simplify complex concepts to educate the public on the nation’s aspirations and long-term direction in the space industry. 

As the National Planetarium’s only physical experience center is located in Kuala Lumpur, the Jelajah Astronomi outreach program was created to bring immersive and hands-on astronomical experiences directly to the communities across Malaysia. 

The program features specialised equipments, including a 3-meter portable Mini Planetarium dome for space screenings, Planet Virtual Reality (VR) simulations that cast attendees as astronauts, and high-powered telescopes for solar and lunar observation. 

These experiences are complemented by curated talks, interactive games and educational activities designed to bring the mysteries of the universe closer to the community.  

Since the launching of Jelajah Astronomi in Sabah (2022), followed by Sarawak in 2025, The program has received heartwarming and overwhelming responses. 

Feedback from participants has been incredibly positive and encouraging, with many requesting longer sessions to allow more families and children to experience and explore the wonders of space science.  

3) As a young professional, how has your unique background or perspective allowed you to identify a solution that others in your organisation might have overlooked?

I graduated with Bachelor of Science (Physics) from Malaysia’s top university, University of Malaya back in 2018, and graduated with Distinction in Masters in Business Administration (MBA) from National University of Malaysia – Graduate School of Business (UKM - GSB) in 2024.

Having knowledge of both worlds helped me see the bigger picture and gain a deeper understanding of the organisation, the ministry and the nation’s broader aspirations. 

While many of the officers are subject matter experts in their respective fields, there is sometimes a gap in management and strategic communications skills which can lead to misunderstandings during the planning, strategising and execution of tasks and initiatives.    

As a young game changer, I always strive to stand for what is right and truthful. I am not afraid to speak up or offer constructive criticisms to the management during meetings based on my knowledge, experience and skillset.  

Based on my observations and experience, many officers tend to communicate with the public based on what they personally know, understand or feel is important to share. 

However, what experts know is not always what the public wants or needs to hear. This is where science communication plays a crucial role. 

It’s about understanding the target audience, identifying what they are genuinely interested in when it comes to your topic and conveying science theories in a simple manner that creates understanding and impact.  

4) What is your personal strategy for maintaining your creative energy when faced with bureaucracy?

Keep my leaders informed. A quick update / follow up via WhatsApp. Keep nothing personal.  

5) If you had just one area to invest in to accelerate transformation in the public sector (regulation, technology, talent, etc.), which one would you choose and why?

Leadership and top management remain among the most important aspects of any organisation. However, not everyone in a leadership position possesses the ability to lead effectively. 

In the civil service, career progression is often associated with age and years of experience. 

Young professionals in 2026 are increasingly dynamic, adaptable and capable of leadership.

However, their contributions are often overshadowed by senior figures who equate leadership with years of experience. 

In reality, leadership is not defined by tenure but by inherent qualities and the ability to inspire.

Effective leaders must articulate clear vision and set defined timelines to drive organisational progress. Yet, in many cases, particularly within the civil service, leadership lacks clearly defined objectives and measurable deliverables.  

Accordingly, the governing body should reconsider time-based promotion systems and move towards a performance-driven model.

Promotions based on merit and measurable outcomes would better incentivise officers to excel and progress.

This approach will foster a strong drive to contribute to the nation, thereby cultivating resilient and competent leaders, regardless of age, experience or race. 

6) What is your greatest ambition as you grow in your public service career?

I hope to look back on a public service landscape where innovation is a second nature and where we have successfully inspired the next generation of thinkers, leaders, builders and explorers to improve the nation.  

7) What is a “universal value” that connects everyone in your department – from interns to directors – and how do you use that to drive collaboration?

Enculturation.  

Enculturation of Science, Technology and Innovation (STI) in alignment with the Ministry’s aspirations is the process of embedding a scientific mindset into the fabric of a society. 

We believe that space belongs to everyone. By spreading awareness of astronomy across Malaysia, we bridge the gap between complex scientific knowledge and daily life.

Our initiatives are designed to ensure no one is left behind, fostering a national culture where science is embraced as a shared driver of progress, innovation and collective problem-solving. 

8) What is the best piece of advice you’ve got for the next generation of public servants?

Don’t be afraid to be a changemaker.

Remember, being chosen against the odds already sets you apart. With that opportunity comes a responsibility to serve the nation and most importantly, its people with excellence, integrity, and purpose. 

Working alongside senior officers and experienced personnel can sometimes be challenging but that should never discourage you from thinking differently or striving for improvement.

Have the courage to carve your own path, voice your ideas during meetings, refine existing processes to enhance efficiency and maintain strong communication with your managers and colleagues. 

Above all, remain humble. True leadership is not only about making change but doing so with respect, empathy, and a willingness to keep learning. 

9) What is a myth you wish to debunk about young public servants?

Many people think we joined the public service for the pension scheme. However, we have moved beyond the mindset of simply working until retirement.

Young public servants are passionate about their work and want to make an immediate impact. They just need proper mentorship from senior officers. 

Another myth is that working in government is easy. In reality, the sector is often understaffed, underpaid and overworked. Officers frequently manage multiple portfolios at the same time.

This heavy workload can lead to mental stress and burnout. The job itself is not difficult but dealing with people who do not share the same mindset is often the greatest challenge.

10) Write a letter to your future self in 2035. Please keep it within 200 words.

Choose a niche area and build your expertise in it. It is okay to be average in many things but having a clear specialty will help you grow further in your career.

Always look at the bigger picture and long-term goals before making decisions. Being a jack of all trades can be exciting but without a niche, it becomes difficult to progress further up the career ladder.