Investing In Tomorrow - UniKLUniKL needs to excel in these areas via its differentiation advantage and aggressive targets in orderto remain competitive and to spearhead itsgrowth

Investing In Tomorrow

Guiding principleVISION

MISSION

CORE VALUES

To be the leading entrepreneurial technical university.

To produce enterprising global technopreneurs.

CommitmentIntegrityTeamworkInnovativenessExcellence

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contentsChapter 1 Background

Chapter 2 Qua Vadis UniKL

Chapter 3 What Makes UniKL A World Class University

Chapter 4 HTVET As Core Capability

Chapter 5 WE4ASIA Transformation Program

Chapter 6 WE4ASIA Protocols 2017

Chapter 7 Conclusion

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CHAPTER 1

A Rolling Plan Protocol From The Blueprint Launched in 2015

background

UniKL startedoutwiththeamalgamationofseven(7)technical institutesintoaentrepreneurial

technicaluniversityin2002.

We have since gone from strength to strength and over the years, the university has grown interms of its profile, student enrolment, facilities and infrastructure, teaching quality and researchagility.

Today, UniKL offers a comprehensive array of programmes across many areas of specialisationand a unique university experience to our students.

Our curriculum has been developed to promote hands-on and integrated learning, with equalemphasize on theory and practical knowledge. This robust curriculum design has been madepossible by leveraging on the strong collaboration between our sterling faculties and industryplayers in various diciplines.

The demand for skilled, competent workforce will grow in tandem with the nation’s growth, andUniKL has a key role to unleash the potential of Malaysia’s human capital.

Under the 11th Malaysia Plan, UniKL is entrusted with the mandate to harness Malaysia’s talentusing Higher Technical, Vocational Education and Training (HTVET) as a platform to mobilise thecountry towards becoming a high income society.

The 2015 Malaysian Education Blueprint calls for the development of holistic graduates who arenot only highly skilled, but also equipped with soft skills such as teamwork, decision making,problem solving and creativity.

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The blueprint emphasises the value of graduate efficacy, where graduates possessan entrepreneurial mindset and cultivates the necessary curiosity and appetite forlifelong learning, which will ultimately make them more employable.

The mandate demands that UniKL move beyond the traditional role of a higherlearning institute, which is to provide good education to fine young Malaysians.

To all intents and purposes, UniKL responsibilities are now elevated to becoming akey enabler of the nation’s aspirations in an increasingly borderless world. It is aunique value proposition by a private university to expand the productive capacity ofthe society through education.

While UniKL remains a commercial entity, the university recognises that it will haveto think beyond the doctrine of profit maximisation and play the wider social roleexpected by its stakeholders.

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CHAPTER 2

After demonstrating a robust growth in thepast thirteen years or so, the time has comefor UniKL to take another huge leap into thefuture, and position itself as one of the topuniversities in Asia.

QUA VADISKuala lumpurUNIVERSITI

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The tertiary education market is becoming morecompetitive with a proliferation of industryplayers, and this is further exacerbated by theprevailing difficult market conditions.

While demand for higher education remainsstrong and expected to remain resilient in thelong run, parents and students today are spoiltfor choice. As funding becomes tighter, we canexpect them to be more discerning in weighingtheir options and in making their choices.

More students graduating from universities eachyear than ever before, against the backdrop of aworld economy that is still blindly stumbling itsway out of recession. Crude oil supply glut anddepressed prices are dampening marketsentiments, amidst overall contraction ofgrowth in economies across the globe.

The somewhat challenging economic conditionscould mean job markets will continue to be softin the foreseeable future. In a highly competitivejob market, both academic excellence andgraduate employment and employabilityindicators are like to feature strongly in theirdecision making.

An increasingly challenging market conditions

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Rising fee will also invariably make schoolleavers – and by extension parents – moreselective about their choices of institutions ofhigher learning.

Higher tuition costs and higher unemploymentrates have done little to soothe nerves and havecombined to make students, potential students,parents and society at large question the valueof higher education.

Be that as it may, parents and students alike arelikely to continue to invest in the bestprogrammes at universities and colleges thatoffer a compelling learning experience.

In the final analysis, it is not about value per se,but rather value for money.

This may not necessarily be defined only in termsof academic grades but also the development ofsoft skills such as teamwork, decision-making,problem solving, business acumen,entrepreneurship and creativity, all of whichcould enhance the employability prospects ofgraduates.

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THE BUSINESSCONUNDRUMThere is a need for institutes of higher learni ng to re-think their business model in theface of intense cost pressures, as they have to compete for a shrinking amount offunding available. This necessitates everyone to work towards operationalexcellence and better cost management, lest they will find themselves in a financialquagmire.

There will be a need for operating expenditure (OPEX) optimisation, as competingdemands and priorities will require everyone to make tough strategic choices.

Capital expenditure (CAPEX) requirements to upgrade ageing facilities and improvelearning, teaching, research and campus facilities will continue to exert pressure oninstitutions to push for a more diversified and sustainable revenue streams.

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We will need to be more purposeful in our business development and marketingeffort, looking more closely at target markets and capture the desired segments withingenuity and imagination.

Industry partners will be looking for business savvy and worthwhile allies amonghigher learning institutes. Therefore, UniKL will need to double down on our effortsto cultivate relationships and form strategic alliances with these industry players.

This will not only allow the university to attract research opportunities and grants,but also to ensure our curriculum design remains relevant to market needs.Strengthening these partnerships can also enhance the employability prospects ofour graduates through access to internship and job placement opportunities.

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LOOKING AHEADIn essence, all our efforts during these challenging times must be geared towardsimproving the market readiness of would-be graduates, to ensure that they canimmediately contribute to the economy from the outset.

The education industry is becoming an increasingly crowded marketplace, especiallyif it experiences further liberalisation, which could well open the floodgate and allowthe entry of more competitors.

As the competition in the education industry grows apace, UniKL must move withthe times and rei nvent itself. We cannot afford to be complacent and we must workharder in a much more concerted fashion to differentiate UniKL as a premiertechnical and technopreneur university of choice.

This is absolutely critical if we were to slingshot past our competitors and becomeone of the leading universities.

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CHAPTER 3

What makesA world classUNIVERSITY?

What Makes A World Class University?

A world class UniKL needs to demonstrate superior performancein several areas such as dynamic talent management, strongfunding, effective autonomy, robust governance and prolificleading-edge research teams that also contribute towardsknowledge and technology transfer.

UniKL needs to excel in these areas via its differentiationadvantage and aggressive targets in order to remain competitiveand to spearhead its growth.

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talent

A world-class university is able to draw a highconcentration of diverse and talented lecturers,researchers and students.

Building a strong academic staff is not only aboutattracting, recruiting and retaining experienced academicsand researchers at the peak of their careers, but also aboutmaking the university a desirable destination for youngresearchers with promising prospects.

Likewise, there is a healthy balance betweenundergraduate and graduate students that allows theuniversity to thrive, build its core capabilities and have acritical mass of research teams.

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funding

A world-class university requires a sizable budget foroperational spending and research. Ideally, a diversifiedfunding sources should be in place, where direct subsidiesare complemented by generous contribution fromcorporations, research grants, tuition fees, endowmentsand donations.

Generous and adequate funding is also indispensable for aworld-class university to continue providing first-ratefacilities and appropriate physical infrastructure to go withthe sterling academic faculty and students that it is able toattract.

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A world-class university benefits from areasonably high degree of autonomy andallowed to thrived on environment thatfosters competitiveness, unrestrainedscientific inquiry, critical thinking,innovation and creativity. Its operation isnot hindered by clunky bureaucracy whichenables the university to be more agile inmanaging its resources and responding tothe demands of a rapidly changing globalmarket.

Having an adequate regulatory,management and decision makingframework in place for an effectivegovernance of the university is also a sinequa non. This is ideally complemented bypurposeful leadership that carefullyarticulates a compelling vision for thefuture of the institution to all stakeholdersto rally their support and commitment.

governance

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A world-class university aspires for aeducation that fosters critical thinking,irreverence, debate and a healthy respectfor the pursuit of knowledge, technicalcompetence and academic excellence. Itdelivers a learning experience in a cultureof inquiry and analysis across a remarkablydiverse faculties that harnesses boththeoretical knowledge and practicaldexterity, thereby offering the mostempowering education to students.

Education and learning

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research

A world-class university demonstrates excellence inteaching and cutting-edge research, where the essentialwork by the university on these endeavours could well bemanifested in citations, breakthrough findings andproliferation of international staff and students.

More importantly, there is also an impressive body ofresearch work build upon a long tradition of strategiccollaborations and alliances, focusing on expediting elegantsolutions to industry conundrums and the most pressingproblems of our society.

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Social contribution

Ultimately, a world-class university plays a key role inproviding an enriching learning experience and educatingthe next generation of leaders. It can also be instrumentalin expanding the productive capacity of the society byimproving access to knowledge and opportunity, especiallyto the under-privileged segments. This is consistent withthe wider social mandate that learning institutions areexpected to fulfill.

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CHAPTER 4

Higher technical, vocational education and training (Htvet) as core capability

Higher Technical, Vocational Education And Training (HTVET) As Core Capability

It is imperative that UniKL identifies and builds its core capability and channel itsresources towards this endeavours to avoind being outpaced by its competitors.

HTVET is an innovative education model which embodies the spirit ofdemocratisation of knowledge and shampions the continuous advancement ofscience, technology and trade.

It is designed to produce graduates who are needed globally and educated in waysto maintain a humane society.

Driven by conviction that a sustainable education system needs to be flexible andadapt to the needs of society, this model emphasises strong connections withrelevant industries and organisations.

This symbiotic and dynamic relationship between academic and industry adds valueto our integrated application-oriented curricula. It provides a fertile ground toproduce independent, creative and innovative graduates who are able to contributeto, and reap the benefits od an innovation-driven high income nation.

UniKL’s overriding aims is to bring HTVET to greater heights following the aspirationarticulated in the Malaysian Education Blueprint 2015. Hence, HTVET forms thestrategic driving force that drives adoption, development and implementation of thestrategic efforts in the organisation as a whole.

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HTVET As The Strategic Driving Force

INDEPENDENT, CREATIVE & INNOVATIVE GRADUATES

Dynamic, mutually-beneficial

relationship between

academia and industry

Sustainable academic

programmeofferings relevant to societal needs

Integrated, application-

oriented curricula for academic and

technical proficiency

Building character, social dexterity and right mindset

Development of hands-on skills aligned with

industry requirements

Application of knowledge for

high level competency

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2

3 4

5

6

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This is complemented by HTVET’s outward looking strategic emphasiswhere academia and industry symbiotic and dynamic synergy creates thefinal desired outcome – independent, competent, creative, innovative andenterprising graduates.

The internal strategic focus of HTVETcentres around the notion ofdemocratisation of knowledge, wherestudents – as eager and curious learnersare empowered to seek knowledge fromvarious sources and through variousmethods, rather than just relying solelyon classroom and interactions.

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CHAPTER 5

We4asiaTransformation

programme

We4asia aspiration statement

UniKL aspires to become one of the top universities in Asia by 2020 by

offering enriching university experience towards achieving academic excellence and

enhancing graduate life success.

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The WE4ASIA aspiration statement articulates the desired end state of UniKL.

It provides a shared vision towards a common goal, mobilises congruence of effortand harnesses the energy for relentless execution.

It allows the communication of WE4ASIA Transformation Programme, our long-term direction and strategic priorities in a clear, consistent and coherent manner.

The aspiration statement also articulates UniKL’s value proposition to its studentsand stakeholders. It further identifies the key areas or protocols that we need tocollectively work on and the capabilities that we must develop.

Transformation programmeWE4asia

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In charting UniKL’s long term direction under the WE4ASIA TransformationProgramme, eight (8) strategic thrusts (ST) have been identified earlier asour strategic priorities.

ST 1 Enforcing Effective Governance and Branding

ST 2 Harnessing and Nurturing Global Talents

ST 3 Developing Enterprise Sustainability

ST 4 Providing Quality Campus Environment andInfrastucture

ST 5 Enhancing Research and Development Capacity andCapability

ST 6 Creating Innovative Teachi ng and LearningExperience

ST 7 Building and Strengthening RewardingCommunity Engagement

ST 8 Providing Excellent Student Support and AlumniServices

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WE4ASIA

University Experience

(UE)

Academic Excellence

(AE)

Graduate Life Success

Enhancement (LSE)

Financial Sustainability

Capacity and Capability Utilization

Effective Governance and

Branding

Sustainable Enterprise (SE)

ASPIRATION

PROTOCOLS

KEY ENABLERS

However, in order to provide a precise and clear communication of the strategicpriorities of the WE4ASIA Transformation Programme to all level of stakedoldersin UniKL, these strategic thrusts were embodied in a more concise WE4ASIAProtocols as illustrated below:

WE4ASIA Protocols

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University experienceThe university experience describes the rich and rewardingcampus experience that stretches from enrolment to graduationthat shapes a unique and differentiated student’s life at theuniversity, with engaging learning experiences, effective studentinteraction with the academic aspects of the university such thatit enhances academic performance and employability of thestudents.

PROTOCOL 1

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ENROLMENT EXPERIENCE

Refers to all interactions between potential students and the university,up to the point of arrival, orientation and integration.

Essentially, it is the conversion of marketing efforts (eg: open day,roadshows) into application, admission (eg: arrival and registration) andintegration/immersion (eg: orientation and student support totransition to university life).

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GRADUATE EXPERIENCE

Refers to the university’s role in assisting students transition fromuniversity life to employment and enhance their employabilityprospects.

This includes the provision of a structured, coherent and accessiblesupport for student welfare (eg: counseling, grievances and financialassistance) as well as career guidance (eg: opportunities for internships,career choices and job placement).

Student development is another key aspect where students are offeredevery possible opportunity to develop soft skills and social dexterity tocomplement their technical competence through participation in co-curricular activities (eg: leadership, communication, entrepreneurship).

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Academic experience refers to studentinteraction with the academic aspects of theuniversity, particularly the provision of anengaging learning experience to enhance theacademic performance and employability ofstudents.

Key elements include the content of programmeoffered where robust industry-relatedcurriculum design is in place where thetraditional aim of education as a means tobroaden the young minds is balanced with thecontemporary needs of the market and industry.

The teaching methodology, which employs ahealthy theory-practical mix, is an indispensableelement as are the competency of teachi ng staffand teaching/learni ng facilities (eg: classrooms,labs, workshops and libraries).

ACADEMIC EXPERIENCE

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Refers to all aspects of student life not directlyconnected with study, but consists of elementsthat enhances/supports the academicexperience.

A key feature is the provision of an attractiveinfrastructure and student and campus serviceswhich delivers the infrastructure and utility ofcampuses (eg: residential, catering, library, wi-fiavailability, sporting facilities).

A conducive atmosphere is equally essentialwhere a coherent campus and social space thatenhances a since of community and encouragesopportunities for engagements.

CAMPUS EXPERIENCE

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Academic excellenceThe university is committed to provide an undisputed andunparalleled academic excellence and strives to create anenvironment whereby a student can excel in scholastic activities,demonstrate superior learning and develop intellectualcapacities and skills that prepare them for the employmentmarket and to contribute back to the society.

This is cultivated in an environment that delivers an educationexperience that instills intelectual agility, inculcates an inquiringmind, hones skills for lifelong learning and prepares ourstudents for enriching careers in the future.

PROTOCOL 2

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Academic excellence lies at the core of theuniversity’s existence and it is our shared missionin all of our efforts to prepare our graduates forsuccess.

CORE PURPOSE

The university strives to attract, develop andretain an exemplary faculty of thought leaders,exceptional teachers and outstandingresearchers whose talent and excellentperformance is demonstrated by excellent peerand student evaluation.

The university also supports faculty growth andexcellence by way of investing in professionaldevelopment opportunities to retain apassionate, committed and dynamic faculty.

ACADEMIC TALENT

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The university is committed to deliver excellencein research and aim to demonstrate work ofoutstanding originality with clear, observableimpact on the field of study and the society.

This necessitates focused and purposeful appliedresearch efforts towards the creation of newknowledge in our core area of expertise, as wellas the delivery of elegant industry solutions witha clear commercialisation potential.

RESEARCH

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This will be supported by a keen effort by theuniversity to seek research opportunities and thenecessary funding from relevant agencies andpartners and provide appropriate infrastructureto support research endeavours by the faculty.

The university aims to deliver research ofoutstanding quality that should be evidence inthe publication in prestigious journals,authorship of definite, possibly seminaltextbooks, competitive grant winning and asubstantial body of work that has impact,influence and value beyond academia.

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PROGRAMME CURRICULAR

The university is committed to design, develop anddeliver curriculum and extracurricular programmesthat attract, educate and motivate individuals whoare driven to enterprise and to making contributionsto society and economy in an ethical, responsibleand sustainable manner.

This necessitates continual assessment,strengthening and review of academic programmesto ensure their relevance to the market demands.

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The university is committed to invest in learningfacilities and infrastructure to complementefforts of attracting, developing and retainingtop teaching talents in order to promoteengaging and innovative teachingmethodologies and practices, and deliver acompelling learning learning experience forstudents.

LEARNINGRESOURCES

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Graduate life successThe university is committed to shape and deliver market-readygraduates who can immediately step into the workplace andcontribute their ideas and knowledge towards driving thenation’s economic prosperity.

Employability is not limited to gaining a job upon graduation.Rather, it denotes a certain amount of self-sufficiency, andimplies the capacity of a graduate to function in a job, to movebetween jobs thus remaining employable throughout his life andalso to create jobs from the skills and attributes possessed viaentrepreneurship.

PROTOCOL 3

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Employability refers to a set of skills andattributes that make graduates more likelyto gain employment and be successful intheir chosen careers which allows them tocontribute towards workforce, communityand economy.

GRADUATEEMPLOABILITY

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Employability is not limited to gaining a job upongraduation. Rather, it denotes a certain amountof self-sufficiency and implies the capacity of agraduate to function in a job and be able tomove between jobs, thus remaining employablethroughout his life and also to create jobs fromthe skills and attributes possessed viaentrepreneurship.

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The UniKL Business Value Chain identifies the activitiesthat we must perform to deliver a valuable product orservice for the market (eg: employable graduates).

It describes the organisation’s value system and allowsus to identify the value streams, assume a more criticalperspective of cross-functional process and thus adopta more strategic outlook of our business.

UniKL graduates are a product of our system. Theirability to secure employment, perform in variousworking opportunities and produce results both asindividuals and as part of a team will mark thedistinctiveness of our product.

A critical review of each discrete activity will allow us todevelop our competitive advantage that differentiatesUniKL from the rest. This includes efforts in marketingand onboarding, moulding the students as curiouslifelong learners and shaping the qualities of ourgraduates towards enhancing their employability.

Therefore, the focus of managi ng performance inUniKL will be on producing results rather than merelyperforming various functions in the organisations.

A VALUE CHAIN PERSPECTIVE

39

40

41

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Enterprise sustainability

In order to deliver on the academic excellence and graduate lifesuccess agenda of UniKL, the university must put in place thekey enablers that will strengthen our operational efficacy thusproviding the enterprise sustainability. Providing for financialindependence, revenue generation effort, brand reputation,maximizing the potential of the capacity and capability,harnessing potential of the manpower and optimizing itsutilization are the key building blocks.

PROTOCOL 4

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CAPACITY AND CAPABILITY

The university must create a conducive learning andworkplace environment to enable UniKL to functionoptimally and with no disruptions to its operation as well ashelp attract the best employees and students.

The university must continue to make strategic investmentsin our human capital to shape our people into a confident,capable and committed workforce. This can be achievedthrough robust talent management practices, leadershipeffectiveness and development of employee competencies.

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SUSTAINABLE BUSINESS MODEL

The university must operates using a sustainable businessmodel that is not overly dependent on public funding fromour stakeholders and on conventional income from tuitionfess, and work towards a diversified revenue stream.

This must be complemented with prudent costmanagement and cost optimisation efforts by payingparticular attention to operational efficiency andproductivity improvement.

We must also strive to operate with autonomy and nothindered by unnecessary bureaucracy. This will allow us tothrive in an environment that fosters superior performanceand swiftly respond to changing market conditions.

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The university is committed to ensurethat appropriate operational andregulatory framework are in place,including the necessary structure, systemand processes to ensure resources aremade available and properly distributedand talents are managed, compensatedand rewarded properly.

Further, the university strives to install arobust management and decision makingauthority framework, enabled by strongand inspiring leadership and adequatemanagement capacity.

GOVERNANCE

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CHAPTER 5

In charting UniKL’s long term direction underthe WE4ASIA Transformation Programme,four (4) protocols have been identified as ourstrategic priorities.

WE4ASIAPROTOCOL

These are the key components that UniKL must deliver to realiseour aspiration to become one of the top universities in Asia by 2020.

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University experience

PROTOCOL 1

Enriching

Key Result Areas Headline KPIs Targets

UE1: ENHANCE the Enrolment Experience of UniKL’s students, including by instilling superior customer relationship management (CRM) at key touch points that represent ‘Moment of Truth’

UE2: STRENGTHEN UniKL’s research capability to produce quality & timely research effectively

UE3: ENHANCE teaching quality & effectiveness towards an engaging learning experience

UE4: PROMOTE a conducive work environment through the provision of necessary infrastructure

UE5: PROMOTE a positive lifestyle/campus experience and conducive learning environment through provision of necessary infrastructure

Scholarship provided (internal/ external)

No. of Research Clusters

Campus with smart classroom

Master Plan for TengkuAzizah Resource Centre (21st Century Library)

Employee Satisfaction Index

Student Satisfaction Index

RM12m

13

Two (2) Campuses with full smart classroom

100% by July 2017

80% (Rating 3), 85% (Rating 4)

80% (Rating 3) 85% (Rating 4)

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UE6: PROVIDE strong Graduate Experience to strengthen the employability prospects of UniKL graduates

Alumni gives back

Development of a framework/concept of a one-stop centre for students counseling

Development of Employer Satisfaction Survey/measurement tool

Employer Satisfaction Rating

No. of Industry players participating in Industrialmanship

RM250,000

100% by July 2017

100% by July 2017

80%

2 per Campus (24 Total)

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ACADEMIC EXCELLENCE

PROTOCOL 2

Achieving


AE1: ENHANCE visibility and academic reputation through delivery of prolific research output

QS Asia UniversityRanking

QS STARS

Webometrics Ranking

SETARA Rating

MyRA

No. of SCOPUS Publication

No. of International Conferences

No. of International Engagements

No. of Books Published

Top 350

3 Stars

Top 20 in Malaysia

SETARA 6

2

400 (Rating 3), 500 (4), 600 (5)

14

Participations/ Presentations at QS and similar events

4 Communication Cycles

*

50


AE2: BUILD UniKL’s core capabilities in HTVET niche areas via engagement and in collaboration with industry partners and key stakeholders

AE3: INSTALL and OPERATE proper governance for research work and opportunities, including complementary support systems.

AE4: BOLSTER networking & engagement efforts towards a sustainable research agenda

Academic staff with industrial experience (>2 year)

External Expertise Recognition

% Staff with PhD

Post Graduate enrolment

No. of Post Doctorate

External Research grant+

Active patents registered with national/international patent office

30%

39

35%

600 (Rating 3), 675 (4), 750 (5)

14

RM5 m (Rating 3) RM7.5 m (4) RM10 m (5)

*

51


AE5: DESIGN robust and sustainable programme relevant to industrial needs to enhance the employability of UniKLgraduates

AE6: ENHANCE teaching quality & effectiveness towards an engaging learning experience

Establishment of ProgrammeDevelopment Monitoring Committee (PDMC)

No. of International Advisory input meeting

o. of Industrial Advisory input meeting

% of International Academic staff

Blended Learning implementation

Graduate on time

Student Academic Status

13

1 per year

1 per year

5%

89% of lecturersimplementing 30% blended learning

75% (Rating 3), 80% (4)

GS>95%, PB <4%, F&O <1%

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Graduate life success

PROTOCOL 3

Enhancing


LSE1: DEVELOP students’ HTVET/technical skills and competency to enhance their market readiness through purposeful exposure that complements their academic programme

LSE2: DEVELOP students’ proficiency in essential soft skills and attributes and shaping the right mindset to produce well rounded graduates through appropriate programmes e.g. exchange programmesto expand horizon, high impact CSR programmes, other extra-curricular activities:

Student performance in IE1 Test

Enrolment with Professional Certificate

Talent Inside Job Matching

Employability Rate

Average Graduate Starting Salary

Data of GHOCs activities captured in the system

Student participation in GHOCs activities

No.of ISEM/Intra+ Students

No. of International Students (Full Time)

75% Pass

10%

3,000

80%

RM2,500

100%

Each student in all 6 SPICES

250

700 (Enrolment)

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LSE3: DEVELOP students’ proficiency in essential soft skills and attributes and shaping the right mindset to produce well rounded graduates through appropriate programmes e.g. exchange programmesto expand horizon, high impact CSR programmes, other extra-curricular activities

No. of International Students (Mobility)

No. of High Impact CSR

No. of new GENESIS Entrepreneur created in 2017

No. of new GENESIS Intrapreneur

No. of GENESIS Entrepreneur with Turnover RM36,000 p.a.

No. of Start-up companies

300

13

1,000

*

300

26

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ENTERprise sustainability

PROTOCOL 4

Developing


SE1: STRENGTHEN and DIVERSIFY revenue streams

Programmerationalisation audit

No. of intake

No. of Feeder Institute

No. of self-paying students enrolment

% of Post Diploma Enrolment

No. of enrolled paying students

Part-time/weekend programmes (endorsed by Senate by June 2017), in line with MQA/ETA

Part-time students enrolment

External Revenue

100%

6,500

5

1,000

70%

25,000

6 (Rating 3), 10 (4), 13 (5)

50 (5 programmesx 10 pax)

URSB RM20m,ACE RM30m, Investment RM18m

56


SE2: DRIVE cost management & optimisation efforts and institutionalisation

SE3: SECURE financial sustainability and business robustness

SE4: STRENGHTEN human capital pipeline through strategic talent management (attract, develop and retain)

No. of Reverse TDP Programme approved

% of cost savings

Year End profit

Contribution from industries

Structural, Manpower and Competency Audit

Revenue per capita

HR Cost per Capita

Productivity Index (Revenue/HR Cost)

Services staff to Academic Staff Ratio

5

*

RM14m

RM1.3m

100%

RM150,000

<RM80,000

RM1.90

39% Services staff, 61% Academicstaff

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SE5: SHAPE high performance culture and mindset through leadership effectiveness

SE6: DELIVER organisational effectiveness through organisational capability building

SE7: DELIVER safe & secure facilities/infrastructure to minimisedisruption to business operations

SE8: STRENGHTEN cost effectiveness and operational efficiency in facilities/infrastructure management

Employee engagement index

Organisationaleffectiveness/ Health index

Labs compliance with GMP, GRP, GLP, ISO17025

UniKL Facilities Standard Established

RMK11 Budget Spend

RP3 RMK11 Project Approved

7.5

70%

*

100%

100% of allocated budget committed for agreed projects (RM63.5m)

3

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SE9: PROTECT UniKL’s ‘privilege to operate’ by cultivating, establishing and managing mutually beneficial strategic alliances and relationships with key stakeholders to protect UniKL’s ‘privilege to operate’

SE10: ESTABLISH a Management Framework to ensure organisationalcomplexities are managed effectively and business operations run smoothly

SE11: ESTABLISH supporting systems & processes essential in key functions of the organisation to deliver business results

No. of programmes in support of rural development

Risk Management System Implementation

No. of major audit finding

Established Integrated Rating System iRAS

Alumni One-Stop Portal

Customer Relationship Management

Management Information System

Digital Record & Document Management

(31) Certification24, Research 4, Training 3

100%

0

100%

100%

100%

2 Management Dashboards

3 Domain Areas

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SE12: BUILD a winning reputation/brand Brand Award Received

PR Value on ADEX Spending

2

4x

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CHAPTER 7

conclusion

WE4ASIA Transformation Programmearticulates UniKL’s aspiration andspells out the lofty heights that weare going to scale to get there.

This is no doubt a dauntingundertaking, the achievement ofwhich will require plenty of guts, gritand gumption and dependent uponeveryone in UniKL working in tandemtowards this shared vision.

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As we embark on this transformation journey, it is imperative that wecontinue to deliver academic excellence by demonstrating an impressivebody of research that focuses on expediting elegant solutions to industryconundrums and the most pressing problems of our society.

We must continue our efforts in attracting, developing and retaining anexemplary faculty of thought leaders, exceptional teachers and outstandingresearchers and build cutting-edge learning facilities to promote innovativeteaching methodologies and engaging learning experience.

We must remain steadfast in our commitment towards operational efficacy,which includes putting in place a robust governance framework, continuingto invest in our human capital and creating a conducive learning andworkplace environment. All this must be delivered by employing asustainable business model with sufficiently diversified revenue stream,prudent cost management and operational efficiency.

Investing in tomorrow

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Our relentless focus on these keybuilding blocks will allow UniKL toenable our academic excellence andgraduate employability agenda, as wemove closer towards our goal tobecome one of the top universities inAsia by 2020.

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Documents

Investing In Tomorrow - UniKLUniKL needs to excel in these areas via its differentiation advantage and aggressive targets in orderto remain competitive and to spearhead itsgrowth