breakthrough operation laboratory dynamics (bold) better brighter uniten. better. brighter

Breakthrough Operation Laboratory Dynamics (BOLD)Better Brighter UNITEN.

Better. Brighter.

Lab findings and our recommendations

Better. Brighter.

|Better Brighter UNITEN

Lab Findings: The Big Picture

“We have found that…”

Energy-Focused Success & Sustainable

Moving forward Breaking-even

Mindset & behavior

shifts

The Big

Picture

Further info

▪ There is a need to establish new business that establish niche towards Energy

▪ Research should be focused on Energy

▪ New programs aligning with Energy

3






Mindset & behavior

shifts

The Big

Picture

Further info

▪ Excellence and profit are not contradictory

4






Mindset & behavior

shifts

The Big

Picture

Further info

▪ It is possible to be in the blue

5






Mindset & behavior

shifts

The Big

Picture

Further Info

▪ 2 areas of focus – Revenue & Building Reputation

6




Energy-FocusedThere is a need to establish new business niched towards Energy

Success & SustainableExcellence and profit are not contradictory

Moving forward2 areas of focus – Revenue & Building Reputation

Breaking-evenIt is possible to be in the blue

Mindset & behavior

shifts

The Big

Picture

7

|Better Brighter UNITEN 8

“BOLD Lab has identified several initiatives to make UNITEN as an excellent hybrid teaching & research University focusing on Energy, profitable by 2016”


UNITEN BOLD MODEL

Financial Model

Teaching & Learning

Generating revenue

Producing high quality

human capital

Services

Generating revenue

Building image &

reputation

New Business

Generating new

revenue streams

Research

Cradle of Knowledge for TNB and

Nation in Energy

Image & Branding

Building excellent

brand and image

Endowment Sustaining the organisation


New financial model

Financial injection

Leveraging tax incentive

New Financial Model recommendations: Creating a sustainable UNITEN

Other GLU emphasis on breakeven on generating positive cash flow

Other university consider research grant as revenue

Financial injection (One-off and continuous) is required

Section 127(3a) Income Tax Act

Section 44(6) Income Tax Act


New financial model

Financial injection



Build Revenue

Build Reputation

Each College/Dept/Unit to be responsible for their own profit and loss

Financial injection (One-off and continuous) is required

YTN offers scholarship for UNITEN staff development

Explore COO function


Projected result

12

Financial model findings and recommendation

Assumptions

Description Student enrolment Student mix % Annual fees increase % International studentReach 12,000 student by 2017

▪ Annual increase in fees for new cohort

▪ Implement Bold initiatives:-▪ New Business▪ Teaching & Learning▪ Commercialization▪ Marketing▪ CSR from TNB▪ Upgrade facilities – require one

off funding

From 6% (2015) to 11% (2019)COE 28%

COIT 18%46%

COBA 26%Foundation 17%Diploma 11%

54%

UNITEN BOLD

10%

7%

7%8%9%

(50.00)

-

50.00

100.00

150.00

200.00

250.00

300.00

FY2015 FY2016 FY2017 FY2018 FY2019

RM m

il Revenue

Opex

PBT

FY2015 FY2016 FY2017 FY2018 FY2019 Revenue 184.77 208.18 238.28 256.18 277.33 Opex 188.27 205.45 224.18 240.35 257.34 PBT (3.50) 2.73 14.10 15.83 19.99



Assumptions


▪ No annual increase in feesBusiness as usual

Base case scenario

No increase in fees after 2015

From 6% (2015) to 11% (2019)COE 32%

COIT 14%46%


54%

Base case UNITEN BOLD A UNITEN BOLD B UNITEN BOLD C Summary

FY2015 FY2016 FY2017 FY2018 FY2019

Revenue 176.15 192.01 210.80 216.76 224.73

Opex 200.20 214.08 229.38 244.90 261.19 PBT (24.05) (22.07) (18.59) (28.14) (36.47)

Projected result

(100.00)

(50.00)

-

50.00

100.00

150.00

200.00

250.00

300.00

FY2015 FY2016 FY2017 FY2018 FY2019

RM m

il Revenue

Opex

PBT


Projected result

14


Assumptions


▪ Annual increase in fees for new cohort

▪ Implement Bold initiatives:-▪ New Business▪ Teaching & Learning▪ Commercialization▪ Marketing▪ CSR from TNB▪ Upgrade facilities – require one

off funding▪ Gradual annual increase in tuition

fees until ceiling fees in 2019

From 6% (2015) to 11% (2019)COE 28%

COIT 18%46%


54%

Base case UNITEN BOLD A UNITEN BOLD B UNITEN BOLD C

10%

7%

7%8%9%

Summary

(50.00)

-

50.00

100.00

150.00

200.00

250.00

300.00

FY2015 FY2016 FY2017 FY2018 FY2019

RM m

il Revenue

Opex

PBT

FY2015 FY2016 FY2017 FY2018 FY2019 Revenue 184.77 208.18 238.28 256.18 277.33 Opex 188.27 205.45 224.18 240.35 257.34 PBT (3.50) 2.73 14.10 15.83 19.99



Summary: One off injection is reqiured

Summary

8,142,860

20,590,660

Break down based on OPEX & CAPEX

OPEX CAPEX Year 1 Year 2 -

5,000,000.00

10,000,000.00

15,000,000.00

20,000,000.00

25,000,000.00

19,919,880

8,813,640

Total One Off Injection Spread Over 2 years

RM 28.7M


New financial model

Financial injection



Build Revenue

Build Reputation

1) One-off financial injection

2) CSR contribution from TNB

• Wisma KSHAS

• UNITEN mosque

• Dewan Seri Sarjana

• Landscaping maintenance


New financial model

Financial injection



Build Revenue

Build Reputation

Review use of Tax Incentives for TNB and UNITEN

UNITEN BOLD Model

Better. Brighter.


UNITEN BOLD MODEL

Teaching & Learning

Generating revenue


human capital

Services

Generating revenue

Building image &

reputation

New Business

Generating new

revenue streams

Research


Nation in Energy

Image & Branding

Building excellent

brand and image


Our recommendations

Better. Brighter.


UNITEN BOLD MODEL

Teaching & Learning

Generating revenue


human capital

Services

Generating revenue

Building image &

reputation

New Business

Generating new

revenue streams

Research


Nation in Energy

Image & Branding

Building excellent

brand and image



Planned student growth

Long term fee

appreciation

Niched towards energy

Value added Staff thrust group

Teaching and Learning findings: Towards premier status

Upgrade T&L facilities

Industrial engagement

Optimize students mix and fill in available space capacity

Programs differentiation via focus towards energy and electricity supply industry

International recognition, international exposure, professional certification

T&L will have several tracks

Upgrade and maintain physical & IT Infrastructure for T&L

Yearly increase in fee

Industrial engagement via Alumni

22



Long term fee

appreciation



Teaching and Learning recommendation: Growing up



Increase enrollment to full capacity

Build Revenue

Build Reputation

Increase international students enrolment

23



Long term fee

appreciation



Teaching and Learning recommendation: Increasing revenue through fee appreciation



Build Revenue

Build Reputation

Increase tuition fees for Undergraduate programs

24

Increase tuition fees for Postgraduate taught programs

Offer Engineering as Premium/Exclusive Programs with higher fee



Long term fee

appreciation



Teaching and Learning recommendation: Focusing on Energy to be better, brighter



Build Revenue

Build Reputation

Align Undergraduate programs to meet the needs of TNB and the nations

25

Align Postgraduate programs to meet the needs of TNB and the nations

Set up “independent” Graduate Business School as vehicle to offer tailor-made energy-related executive programs



Long term fee

appreciation



Teaching and Learning recommendation: value-added on academic programme



Build Revenue

Build Reputation

Establish Double Degree agreement with partner universities

Enhance Student Mobility Program with partner universities

26

Embed Professional certifications into academic programs



Long term fee

appreciation



Teaching and Learning recommendation: aligning staff towards common goal



Build Revenue

Build Reputation

3 Track Career Path for Academic Staff

Utilizing qualified admin and technical staff to do teaching

27



Long term fee

appreciation



Teaching and Learning recommendation: world class facilities



Build Revenue

Build Reputation

Upgrade multimedia facilities for class environment improvements

Upgrade networking and Internet facilities

28

AV support to develop e-learning



Long term fee

appreciation



Teaching and Learning recommendation: engaging the industry



Build Revenue

Build Reputation

Create Industrial Relation Centre

29

Establish Alumni Mentorship program

Teaching Hospital Concept for TNB experts, structured attachment in TNB divisions


UNITEN BOLD MODEL

Teaching & Learning

Generati

ng revenue

Producing high

quality human capital

Services

Generating

revenue

Building image & reputatio

n

New Business

Generating new revenue streams

Research

Cradle of Knowledge for TNB and Nation

in Energy

Image & Branding

Building excellent brand

and image



Energy focus

Research focus on Energy

Cutting edge facilities

Cutting edge research facilities,

lab certification & services

Energy research

brand

UNITEN must have research brand that is associated to Energy

Expert staff

Expert staff will churn more research and innovation

Synergy with TNBR

Synergy with TNBR will give more value to TNB in the short, medium and long term

Research findings: Energising towards quality research output

Commer-cialisation

Commercialisa-tion of research product can lead to spin off company which can generate revenue

Dedicated research

fund

Dedicated research fund will sustain focus energy research


Energy focus

Research recommendation: Focusing on energy for brighter future

Align the research focus and niche area towards TNB aspirations

Build Revenue

Build Reputation


Energy research

brandExpert staffSynergy with

TNBRCommer-cialisation

Dedicated research

fund

Review research governance structure


Energy focusSynergy

with TNBR

Research recommendation: Smart partnership for mutual benefits

Synergy with TNBR through seamless Smart Partnership

Build Revenue

Build Reputation


Energy research

brandExpert staffCommer-

cialisation

Dedicated research

fund


Energy focusDedicated Research

Fund

Research recommendation: Supporting TNB in Future Technologies

Build Revenue

Build Reputation

Direct access to TNB Research Fund for Social Science, ICT and Fundamental Research

Establish a TNB Chair in Power Engineering


Energy research

brandExpert staffSynergy with


Review position of UNITEN R&D


Energy focus

Research recommendation: Building Energy Image and Branding

Build Revenue

Build Reputation


Dedicated Research

FundExpert staffSynergy with


Establish "TNB Intelligent Future Energy Park" in UNITEN

Establish UNITEN Publication Unit

Energy research

brand


Energy focus

Research recommendation: Generating revenue through commercialisation

Build Revenue

Build Reputation


Dedicated Research

FundExpert staffSynergy with

TNBR

Energy research

brand

Commer-cialisation

Spearhead commercialization of research outputs


Energy focus

Research recommendation: Research capacity building for sustainability

Build Revenue

Build Reputation


Dedicated Research

Fund

Commer-cialisation

Synergy with TNBR

Energy research

brandExpert staff

Talent Pool program from UNITEN graduate/ YTN Scholars


Energy focus

Research recommendation: Generating revenue through lab services

Build Revenue

Build Reputation

Expert staffDedicated Research

Fund

Commer-cialisation

Synergy with TNBR

Energy research

brand

Cutting edge

facilities

Lab Certification


UNITEN BOLD MODEL

Teaching & Learning

Generating revenue


human capital

Services

Generating revenue

Building image &

reputation

New Business

Generating new

revenue streams

Research


Nation in Energy

Image & Branding

Building excellent

brand and image



Establish niche

Synergy with ILSAS

Combined staff strength

International College

New Business findings: New revenue streams can be grown

Establish niche in Energy

Create courses and programmes related or have inclination towards energy

Competency certification

Short courses

Consultancy

Combined staff strength to achieve high impact consultancy

Combine ILSAS-UNITEN-TNBR

Research and consultancy under one roof

Subsidiary company to explore new market segment


Establish niche

Synergy with ILSAS



Build Revenue

Build Reputation

Review status of URND as business arm of UNITEN

Graduate Business School to be a world-class business school



Establish niche

Synergy with ILSAS



Build Revenue

Build Reputation

Reposition URND as a centre for consulting services with strategic partnership with INSPA, ILSAS and Quantum Solutions



Establish niche

Synergy with ILSAS



Build Revenue

Build Reputation

UNITEN International College to explore new market segment offering new programs



UNITEN BOLD MODEL

Teaching & Learning

Generati

ng revenue

Producing high

quality human capital

Services

Generating

revenue

Building image & reputatio

n

New Business

Generating new revenue streams

Research

Cradle of Knowledge for TNB and Nation

in Energy

Image & Branding

Building excellent brand

and image



Big perception

issue

Improved Marketing

Lab findings on Marketing & Branding

Big perception issue Improved marketing/ strategy and branding


Big perception

issue

Improved Marketing

Marketing & Branding recommendation: Overcome perception, enhance marketing

Build Revenue

Build Reputation

Strengthening Marketing And Branding

a) Revamping MCC

b) Comprehensive media campaign - outdoor, television, radio and press advertisement

c) Increase UNITEN's presence in social media

d) To ensure effective branding and marketing activities through market analysis by marketing intelligent group


Big perception

issue

Improved Marketing

Recommendation on lab findings on Marketing & Branding

Build Revenue

Build Reputation

Strengthening International Office

a) To employ international student at international office

b) Improve service given by IO office

Utilize TNB offshore office and dedicated agents for international marketing


Big perception

issue

Improved Marketing


Build Revenue

Build Reputation

Corporate marketing

a) Securing financial assistance for students from sponsoring and corporate bodies.

Synergize with TNB

b) Use Pusat Khidmat Pelanggan, Hari Raya advertisement/Messages, CSR activities


Big perception

issue

Improved Marketing


Build Revenue

Build Reputation

Alumni Engagement

a) Actively involve Alumni

b) Built relation/network


UNITEN BOLD MODEL

Teaching & Learning

Generating revenue


human capital

Services

Generating revenue

Building image &

reputation

New Business

Generating new

revenue streams

Research


Nation in Energy

Image & Branding

Building excellent

brand and image



Maintenance & upgradefacilities

Student facilities

Staff facilities

Important for effective Teaching and Learning, and good branding

Student CentreStudent

working on campus

Student oriented Service

Alternative revenue

Management of asset

Vibrant Student community

Place for study, work and play

Services findings: Good services creates conducive environment




working on campus

Management of asset

Services recommendation: Good & updated facilities will create a vibrant environment

Build Revenue

Build Reputation

Build reputation through vibrant environment.

• This includes upgrading of facilities and services at both in Muadzam and Putrajaya Campus




working on campus

Management of asset

Services recommendation: Student Centre is the heart of a university student life

Build Revenue

Build Reputation

Create Students Centre in both campuses

• Develop entrepreneurial skills




working on campus

Management of asset

Services recommendation: working student inculcates prudent & responsible student

Build Revenue

Build Reputation

Create on-campus employment opportunity for students

• Experience to students

• Cost savings


Maintenance & Upgrade

facilitiesStudent Centre

Student working on

campus

Management of asset

Services recommendation: Optimally managed asset will improve financial performance

Build Revenue

Build Reputation

Commercially available facilities and services to be outsourced

Partially-subsidised essential facilities and services through CSR TNB

Return facilities that we could not afford to maintain to TNB

Savings

Transition plan & Engagement plan

TEACHING & LEARNING

RESEARCH

SERVICES

NEW BUSINESSES

IMAGE & BRANDING

FINANCIAL MODEL

Better. Brighter.


Industrial Engagement

Long term Fee appreciation

Planned Student growth


Value added

Staff thrust group


57

Teaching and Learning: Transition and Engagement Plan

Findings Action PlanA. Increase UG enrolment from 9800 to 12,200 & PG from 700 to 1600

▪ Strengthen the Marketing department (MCC)

▪ Develop 5 year marketing plan by MCC

▪ Upgrade and expand physical infrastructure that support TnL

▪ Upgrade and expand IT infrastructure that support TnL

▪ Improve students services (eg. Student center, counter service, HEP, transport, accomodation)

▪ Branding program

Transition Plan Engagement PlanActivities

▪ Communicate with MCC on the future roles of MCC and the possibilities of changing staff

▪ Develop deployment plan for outgoing MCC staff

▪ Communicate with all BU under TNC SAAM to upgrade current students services

▪ Communicate with the students on the facilities upgrading programs

▪ Syndicate with TNC (SAAM) and HR

▪ Syndicate with TNB Corporate Communication Department

▪ Syndicate with the students on possible issues relating the infrastructure upgrading program





Value added

Staff thrust group



58


Findings Action PlanB. Increase International student Enrolment - UG from 5% to 11% - PG 25%

▪ Strengthen the IO (visa, embassy, our officer at EMGS unit etc)

▪ Reduce overstaying issues

▪ IO to have good monitoring system

▪ Marketing approach (reliable/reputable agent etc


▪ Communicate with IO on the future roles of IO and the possibilities of changing staff

▪ Develop deployment plan for outgoing IO staff

▪ Communicate with MCC on the future roles of MCC related to International Marketing

▪ Delineate IO and MCC responsibilities

▪ Syndicate with TNC (SAAM) and HR

▪ Syndicate with international students on their needs and expectation

▪ Syndicate with embassies

▪ Syndicate with TNB New Business





Value added

Staff thrust group



59


Findings Action PlanC. Increase UG programs tuition fees between 7% to 10 % annually

▪ Review student mix: Change the market segment to sponsored students, government sponsored international students, “high net worth" student

▪ Develop specific marketing strategy to focus on the new student mix

▪ Obtain UNITEN board to approve the 5 years tuition fees plan


▪ Training of marketing staff on new marketing approach

▪ Engage MCC to change marketing focus and develop marketing strategy to address new student mix

▪ Syndicate with UNITEN Board





Value added

Staff thrust group



60


Findings Action PlanD. Increase PG taught programmes fees

▪ Obtain uniten board to approve the 5 years tuition fees plan


▪ Transition Plan ▪ Engage COGS and GBS on the fee increment plan

▪ Syndicate with UNITEN Board





Value added

Staff thrust group



61


Findings Action PlanE. Offer Engineering as Exclusive / Premium Programs with Higher fee

▪ Review the entry requirements for engineering programs to cater for cream students

▪ Launch the "One Student One Product" program

▪ Launch the "Undergraduate Research Opportunity Program" UROP

▪ Include additional competencies into the programs through collaboration with ILSAS


▪ Pilot implementation on One Student One Product program

▪ Pilot implementation on UROP Program

▪ Engage with CFGS, Registrar

▪ Engage academic staffs

▪ Engage with ILSAS





Value added

Staff thrust group



62


Findings Action PlanF. Refine undergraduate program to meet the needs of TNB and the nations

▪ Review all UG program curriculum to align with TNB and Nation needs

▪ Incorporate elements of TNB PEP program into the programs curriculum

▪ Leverage on TNB and ESI linkages for Industrial Training Program


▪ Survey on the elements to be included in the UG program curriculum

▪ Pilot implementation of the PEP program element in current program curriculum

▪ Pilot implementation of the Improved Industrial Training Program

▪ Engage with TNB Group HR on the elements to be included

▪ Engage with academic staffs on the necessary changes to program curriculum

▪ Engage with students on the program changes





Value added

Staff thrust group



63


Findings Action PlanG. Refine postgraduate program to meet the needs of TNB and the nations

▪ Maintain and improve current postgraduate programmes

▪ Develop new suitable postgraduate programmes based on current demands and TNB needs


▪ Market survey on the suitable programs that meet the needs of TNB and Electricity Supply Industries

▪ Engage with TNB Group HR on the staff development needs

▪ Engage with colleges on the new PG programs

▪ Engage with MCC on the marketing of the programs





Value added

Staff thrust group



64


Findings Action PlanH. Set up GBS and Offer energy related Executive programs

▪ GBS to lead the offering of executive programs

▪ Tailor the executive programs towards energy and electricity supply industries

▪ To obtain international recognition for existing programs e.g. MBA


▪ Benchmark the programs with other well known executive programs

▪ Repackaging of the programs from academic to executives

▪ Engage with lecturers in GBS and COBA

▪ Engage MCC on the marketing initiative for executive programs

▪ Engage with TNB on their needs





Value added

Staff thrust group



65


Findings Action PlanJ. Establish Double Degree agreement with partner universities

▪ Identify universities to be partnered with

▪ Established linkages with the universities

▪ Obtain approval from senate, MQA & professional bodies

▪ Launch the double degree program


▪ Study various models of double degree programs currently being implemented worldwide

▪ Engage with COE, COBA, COIT and COGS

▪ Engage with sponsors on the proposed programs





Value added

Staff thrust group



66


Findings Action PlanK. Enhance Student mobility Programme with partner universities

▪ Identify universities to be partnered with

▪ Established linkages with the universities

▪ Launch the enhanced student mobility program


▪ Study various models of student mobility programs currently being implemented worldwide







Value added

Staff thrust group



67


Findings Action PlanL. Embed Professional Certification Programs

▪ Identify the professional certification to be included in the academic program

▪ Review curriculum to include the professional certification program

▪ Obtain approval from senate, professional bodies, MQA

▪ Launch the improved program


▪ Pilot implementation of the revised program







Value added

Staff thrust group



68


Findings Action PlanM. 3 Track Career Path for Academic Staff

▪ Policy on three track/career path in teaching, research & admin

▪ Development of KPIs to support no 1

▪ Review promotion criteria to spport three track

▪ Sustain passionate and committed culture in young and senior academic staff

▪ Teaching hospital concept - specialist from TNB to teach for 1 semester in UNITEN.

▪ Review policy/guidelines on staff honorarium for consultancy/contract research/short courses


▪ Pilot implementation of the tri-track career path system for academic staff

▪ Pilot implementation on the teaching hospital concept

▪ Syndicate with academic staffs on the tri-track system

▪ Syndicate with HR on the development of revised policies on tri-track system - KPI, promotion & career path for academic staffs

▪ Syndicate with TNB Group HR on teaching hospital concept





Value added

Staff thrust group



69


Findings Action PlanN. Utilizing admin and technical staff to do teaching

▪ Development of HR policy on this (Hours, incentives)


▪ Develop the teaching skills on admin & technical staffs

▪ Engage with Unions and admin & technical staffs on the plan

▪ Engage with HR on the policy development





Value added

Staff thrust group



70


Findings Action PlanO. Upgrade IT, Multimedia & AV facilities for class environment improvements

▪ Identify facilities to be upgraded and installed

▪ Secure funding sources for the upgrading work

▪ Execute the upgrading work


▪ Benchmark with other universities on the facilities required

▪ Engage with TNC(SAAM)

▪ Engage with FDM

▪ Engage with ITMS


TEACHING & LEARNING

RESEARCH

SERVICES

NEW BUSINESSES

IMAGE & BRANDING

FINANCIAL MODEL

Better. Brighter.



Expert staff

Energy focus

Synergy with TNBR

Dedicated research fund

Energy research brand

Commercialisation

72

Research: Transition and Engagement Plan

Findings Action PlanA. Align the research focus and niche area towards TNB aspirations

▪ Consolidate research centres and centres of excellence under the colleges and university that addresses those niche areas

▪ Establish a clear roadmap to have a balance process to ensure that both fundamental and applied research is carried out.

▪ Initiate top down research that are aligned to the immediate and long term needs of TNB

▪ Identify potential projects, apply funding, screening, award and execute


▪ Publisize to TNB UNITEN research capabilities

▪ Determine the area of focus which meets the TNB requirements

▪ Engage research centres on the proposed restructuring of centres in line with TNB requirement

▪ Engage TNB and TNB Research on their requirements

▪ Engage iRMC and UNITEN R&D (URND)



Expert staff

Energy focus

Synergy with TNBR



Commercialisation

73


Findings Action PlanB. Synergy with TNBR through seamless Smart Partnership

▪ Create platform for UNITEN-TNBR collaboration on smart partnership basis

▪ Establish new collaboration procedures and mechanisms

▪ Strengthening TNBR applied research program through first right of refusal for all TNB research project

▪ Sharing of TNBR certified lab facilities


▪ Pilot implementation of the smart partnership mechanism between UNITEN-TNBR

▪ Engage with TNB Research on research synergy

▪ Engage with CIMO

▪ Engage UNITEN R&D and INSPA



Expert staff

Energy focus

Synergy with TNBR



Commercialisation

74


Findings Action PlanC. Access to TNB Research Fund for Soc Science, ICT & Fundamental Research

▪ Establish TNB special unit on research fund and research project (target RM10mil)

▪ URND to establish research proposal system

▪ Review charging mechanism UNITEN to URND

▪ Review URND composition of board members

▪ Review policy/guidelines on staff honorarium for consultancy/contract research/short courses


▪ Reallignment process of research centres in UNITEN towards meeting TNB needs

▪ Obtain buy in from all related parties - TNBR, TNB GTD etc

▪ Engage with TNB CEO

▪ Engage with TNB Board Members

▪ Engage UNITEN Board on change of URND Board compositions.

▪ Engage with URND, INSPA & Finance

▪ Engage with staffs on the change in honorarium policy/guidelines



Expert staff

Energy focus

Synergy with TNBR



Commercialisation

75


Findings Action PlanD. Establish a TNB Chair in Power Engineering : Prof. Agelidis (UNSW)

▪ Prepare working paper for establishment of TNB Power Engineering Chair

▪ Obtain approval from TNB on the establishment of the chair

▪ Appointment of the chairs


▪ Obtain buy in from all related parties - TNBR, TNB GTD etc

▪ Engage with TNB CEO

▪ Engage with Relevant TNB VPs

▪ Engage with TNBR ▪ Engage with URND and staffs



Expert staff

Energy focus

Synergy with TNBR



Commercialisation

76


Findings Action PlanE. Review URnD position and function

▪ If TNB research fund cannot be obtained via URND, review R & D status of URND.

▪ Put INSPA as income generation company

▪ Change board member - chairman VC, and appoint board members among UNITEN staff.


▪ Action plan for transition will be based on the outcome of "Activity C".

▪ Execute appropriate process to restructure URND Business Plan

▪ Board paper to change board compositions of URND

▪ Engage JPU on restructuring of URND

▪ Engage INSPA & URND

▪ Engage CIMO



Expert staff

Energy focus

Synergy with TNBR



Commercialisation

77


Findings Action PlanG. Establish "TNB Intelligent Future Energy Park" in UNITEN

▪ Identify components of TNB Future Energy Park

▪ Prepare working papers & Secure funding

▪ Execute the development

of the TNB Future Energy Park


▪ Obtain buy in from all related parties

▪ Benchmark with other energy parks

▪ Engage with TNB JPH

▪ Engage with FDM / TNC (SAAM)



Expert staff

Energy focus

Synergy with TNBR



Commercialisation

78


Findings Action PlanH. Spearhead Commercialization of Research outputs

▪ Synergy with TNBR on shared IP to evaluate potential for commercialization

▪ Develop a ‘profit sharing’ terms, e.g, forming new start-up company.

▪ Sell the start-up company or opt to be shareholder of the start-up.

▪ Shortlist products which can be commercialized immediately

▪ Revised commercialization policy on the maximum duration of patent to commercialization

▪ Relocate commercialization unit into URND


▪ Train staffs with Ips on commercialization process

▪ Engage TNB Research on shared IP commercialization

▪ Engage staffs with patented products

▪ Engage iRMC & URND on commercialization of research outputs

▪ Engage MTDC



Expert staff

Energy focus

Synergy with TNBR



Commercialisation

79


Findings Action PlanI. Talent Pool program from UNITEN graduate/ YTN Scholars


▪ Prepare working paper for establishment of PhD program through YTN

▪ Obtain approval of YTN Board on the establishment of the program

▪ Launching and execution of the program

▪ Engage with YTN on the talent pool program

▪ Develop policy/guidelines on establishment of chair

▪ Determine the chair area of focus including deliverables, expectation etc

▪ Discuss with YTN on the way forward


TEACHING & LEARNING

RESEARCH

SERVICES

NEW BUSINESSES

IMAGE & BRANDING

FINANCIAL MODEL

Better. Brighter.


Outsourcing facilities and services

Establish Centralize Student Centre

Synergy between INSPA, ILSAS and Quantum Solutions

Create UNITEN International College

College/Dept/Unit to be responsible for their own profit and loss

Upgrade Facilities (Physical & IT)

Establish Student On Campus Employment

81

Services: Transition and Engagement Plan

Findings Action Plan

A. Synergy between INSPA, ILSAS and Quantum Solutions

▪ Study on various model in market

▪ Explore options available

▪ Develop mechanism for collaboration

▪ Develop cost sharing structure

▪ Prepare proposal and seek approval

▪ Start new synergy


▪ Review resources to determine synergy

▪ To determine expertise available in INSPA, ILSAS and Quantum Solutions for synergy.

▪ Engage INSPA, ILSAS and Quantum Solution in one workshop









82



B. Create UNITEN International College

▪ Set up the company and establishment of Office

▪ Develop academic programs

▪ Develop skill programs, competency programs

▪ Develop professional courses

▪ Develop Executives programs

▪ Market the new programs▪ Commercialization of

research outputs, labs and internal software

▪ Develop special programs– Tahfiz- Engineering– Tahfiz- Business


▪ Workshop for implementation

▪ Prepare UNITEN Board paper

▪ Prepare application for ROS

▪ Prepare application for KPM

▪ Prepare application for Kementerian Sumber Manusia

▪ Execute implementation plan

▪ Engage UNITEN Board

▪ Engage KPM

▪ Engage Kementerian Sumber Manusia

▪ Approval UNITEN Board

▪ Approval ROS

▪ Approval KPM

▪ Approval Kementerian Sumber Manusia









83



C. College/Dept/Unit to be responsible for their own profit and loss

▪ Create Chief Operation Officer function

▪ Explore Chief Operation Officer function

▪ Create a monitoring and reporting model

▪ Implement monitoring and reporting model

▪ Identify BUs function


▪ Workshop for Profit and Loss to detail out. Led by Finance and selected BU

▪ Engage CFO

▪ Engage UNITEN Management

▪ Engage HODs









84



D. Upgrade Facilities (Physical & IT)

▪ Upgrade IT facilities – Wifi campus– Increase bandwidth– Multimedia classrooms

▪ Green Campus @ Putrajaya

▪ Upgrade physical infrastructure for students– Upgrade Library Facilities– Problem Based Learning

Classrooms– Upgrade Food Facilities– Creation of Covered space

for student activities– Study Areas– Free & Easy Areas

▪ Upgrade physical infrastructure for staff– Interior Painting & Carpet

Replacement COE & Admin

– Upgrade Toilet Facilities COE


▪ Workshop involving FDM, HEP, MPP, ITMS, Security, Library, KSHAS

▪ Engage CIMO and COO▪ Engage CEO▪ Engage UNITEN BOD▪ Engage TNB BOD▪ Engage YTN▪ Engage YTN BOT









85



E. Student On Campus Employment

▪ Create Student On-Campus Employment Centre

▪ Identify Areas for employment inhouse

▪ Offer for employment outside parties

▪ Create policy for student employment and mechanism

▪ Create employment database


▪ Workshop led by HR with HEP and MPP

▪ Engage HR and HEP

▪ Engage MPO

▪ Engage Marketing, Library, ITMS, FDM

▪ Engage outside parties









86



E. Establish Centralize Student Centre

▪ Engage MPP to come out with the business plan for Putrajaya and KSHAS

▪ Obtain approval from HEP

▪ Identify and finalise the layout

▪ Upgrading of the student centre area

▪ Include Teh Tarik TV facility


▪ Workshop led by HEP and MPP

▪ Prepare proposal for approval.

▪ Budget preparation and approval

▪ Preparation of tender and floatation of works

▪ Approval of tender

▪ Award and commencement of work.

▪ Engage HEP as owner.

▪ Engage MPP

▪ Implementation by FDM









87



F. Outsourcing facilities and services

▪ Engage CIMO and Chief Corporate Communication Officer for agreement

▪ Agreement on TNB's CSR as tax incentives to YTN/YCU

▪ Propose TNB-wide service for security

▪ Implementation plan for each facility

▪ Seek CEO's approval

▪ Seek UNITEN's BOD approval

▪ Seek TNB BOD approval


▪ Workshop led by HEP and MPP

▪ Gallery walk for HOD and staff

▪ Meeting with CIMO and CCO TNB

▪ Meeting with Unions

▪ Meeting with Group HR.

▪ Prepare proposal for UNITEN BOD

▪ Prepare proposal for TNB BOD

▪ Engage CIMO and Chief Corporate Communication Officer for agreement

▪ Engage HEP, HR, Security

▪ Engage Pakat, K3P, K2P

▪ Engage Group HR


TEACHING & LEARNING

RESEARCH

SERVICES

NEW BUSINESSES

IMAGE & BRANDING

FINANCIAL MODEL

Better. Brighter.


Big perception issue

Improved Marketing

89

Image and Branding: Transition and Engagement Plan

Findings Action PlanA. Strengthening Marketing And Branding

▪ Revamping MCC

▪ Comprehensive media campaign - outdoor, billboard, signage, TV, radio and press advertisement

▪ Increase UNITEN's presence in social media

▪ To ensure effective branding and marketing activities through market analysis (Market Intelligent)


▪ Develop new functional structure which include additional 1 manager, 8 executives and 5 clerks and centralized marketing structure for KSHAS

▪ Packaging of brochures using "infotainment" concept.

▪ To develop social media unit under MCC and select effective social media.

▪ To develop new marketing intelligent unit.

▪ To secure budget for marketing plan

▪ Syndicate with DVC (SAAM), MCC, IO, SCA, GHR, TNB CC

▪ Syndicate with Students (Existing and potential),

▪ Syndicate with FINANCE, HR



Improved Marketing

90


Findings Action PlanB. Strengthening International Office

▪ Utilising TNB offshore office and agents for international marketing

▪ Maintaining good rapport with embassies

▪ To employ international student at international office.


▪ To select offshore office and appoint agent

▪ To identify countries to

venture

▪ To develop the payment structure the position

▪ Syndicate with IO office, potential agents and offshore office

▪ Syndicate with DVC (SAAM), MCC, IO, Embassies

▪ Syndicate with Finance



Improved Marketing

91


Findings Action PlanC. Alumni Engagement

▪ Collaborate career week with alumni, “roundtable talk” with alumni - discussion on what’s current in the industry – live cast in social media, fb, etc)


▪ Updating alumni database and strengthen alumni's networking

▪ Syndicate with SCA, Ex-students in various industries



Improved Marketing

92


Findings Action PlanD. Corporate Marketing

▪ Securing financial assistance for students under sponsoring and corporate bodies

▪ Promoting short-courses and consultancy


▪ Strengthen networking with industry and corporate bodies

▪ Customize content of brochures according to product

▪ Syndicate with PIC of UNITEN's sponsorship initiatives, potential sponsoring and corporate bodies


TEACHING & LEARNING

RESEARCH

SERVICES

NEW BUSINESSES

IMAGE & BRANDING

FINANCIAL MODEL

Better. Brighter.


Establish niche

Synergy with ILSAS


Spin off company

New courses

94

New Business: Transition and Engagement Plan

FindingsAction PlanA. Create UNITEN International College

▪ Set up the company, establishment of Office

▪ Develop academic programs, skill programmes, professional courses and executive programmes

▪ Market the new programmes

▪ Commercialisation of research outputs, labs and internal software

▪ Develop special programs▪ Tahfiz- Engineering▪ Tahfiz- Business


▪ Workshop for Implementation Plan

▪ Engage KPM▪ Engage K Sumber Manusia▪ Engage UNITEN BOD▪ Approval UNITEN BOD▪ Approval ROS▪ Approval KPM▪ Approval K Sumber

Manusia

▪ Workshop for Implementation

▪ Prepare UNITEN BOD paper

▪ Prepare application for ROS

▪ Prepare application for KPM

▪ Prepare application for K Sumber Manusia

▪ Execute implementation plan


Establish niche

Synergy with ILSAS


Spin off company

New courses

95

New Business: Transition and Engagement Plan

FindingsAction PlanB. Consolidate all consulting activities in one entity - INSPA, ILSAS, Quantum Solutions

▪ Study on various model in market

▪ Explore options

▪ Develop mechanism for collaboration

▪ Develop cost sharing structure

▪ Prepare proposal

▪ Get approval

▪ Start new synergy


▪ Engage INSPA, ILSAS and Quantum Solution in one workshop


TEACHING & LEARNING

RESEARCH

SERVICES

NEW BUSINESSES

IMAGE & BRANDING

FINANCIAL MODEL

Better. Brighter.


Financial model transition and engagement plan

New financial model

Financial model


FindingsAction PlanReview tax incentive

▪ Discussion with Tax Group and CIMO

▪ Propose mechanism and amount through YTN/YCU

▪ Proposal to UNITEN BOD

▪ Proposal to TNB BOD

▪ Proposal to YTN BOT


▪ Group Tax and CIMO

▪ CEO

▪ UNITEN BOD

▪ TNB BOD

▪ YTN BOT

Concluding remarks

Better. Brighter.


The Lab Has Tested And Proven All Hypotheses

A sustainable hybrid teaching / Research University

Increase UG and PG students enrolment to x% and y% respectively

Increase international students enrolment to 20%

Increase tuition fees aggressively for both postgraduate and undergraduate to reach ceiling figures by 2017

Create a Pool of Professors/Experts in the area of ENERGY

Align the research focus and niche area towards TNB aspirations

Establish advance energy frontier research fund

Synergy between UNITEN and TNBR

Spearhead commercialization of research outputs

Correct costing & one off investment for infra ensuring sustainability

TNB go for double tax & redirect tax RM for edu. funding

Improve revenue/student ratio by creating “Premium” program for specific fields

99

Improve brand with high quality human capital dev. to Nation and TNB ensuring sustainability as excellent uni.

Unutilized space in Muadzam campus and other space capacity can be used for value adding

2

3

4

5

1

6

7

8




UNITEN will develop a new financial model, which will consider optimizing usage of all facilities

An injection of 22 Million from TNB is required to create vibrant campus for UNITEN to attract more international and best local students.

Correct costing & one off investment for infra ensuring

sustainability



100



2

1




UNITEN has established 2 separate entities namely YCU and URND

TNB can enjoy tax benefit through Sec. 44 (6) and double deduction by channeling funds to UNITEN through these 2 entities




101



2

1






Improve revenue/student ratio by creating “Premium” program

for specific fields

102



Offer Engineering as a Premier Program

The fee for Engineering programme will be increased to be above or at par with the market

The % of international students for Engineering will be increased to 20% by 2017

Review the entry requirements for engineering programs to cater for cream students

Launch the "One Student One Product" program

Launch the "Undergraduate Research Opportunity Program" UROP

2

3

4

5

1

6



A sustainable hybrid teaching / Research University A new marketing strategy for UNITEN is needed

The need to establish an Implementation Lab for Marketing and Branding, which will address the strategy to increase student enrolment, international student enrolment and change the market segment of new students




103

Improve brand with high quality human capital dev. to Nation

and TNB ensuring sustainability as excellent uni.


2

1




There are no requirement for new building in Muadzam even though the expected increase in number of students enrolment.

The decision to return some space to TNB

The available space will be optimized




104


Unutilized space in Muadzam campus and other space

capacity can be used for value adding

2

3

1


MOVING FORWARD: Summary of Our Recommendations

Research

• Align the research focus and niche area towards TNB aspirations• Direct access to TNB Research Fund• Establish TNB Chair for Power Engineering• Synergy between UNITEN and TNBR

Teaching and Learning• Offer Engineering as a Premier Program• Increase enrolment & fees for Local and International Student • Upgrading GBS to be a college on its own with international recognition

Marketing and Branding

• Develop new marketing and branding strategy for UNITEN• Conduct implementation lab for Marketing and Branding

New Business• Establish UNITEN International College• Review URND status• Consolidate consulting activities with INSPA, ILSAS, Quantum Solution

Services• To create vibrant campus• Optimise facilities and services (Outsource, Subsidised, Return)

Financial Modelling

• One off injection of funding to improve infrastructure to create vibrant campus

• Review financial reporting to include external grants obtained• Leverage Tax Incentive


Activity Coordinated By

1. Increase UG enrolment – to review processes to cater for increase in student intake

Registrar

2. Offer Engineering as Exclusive / Premium Programs

COE

3. Refine undergraduate program to meet the needs of TNB and the nations

DVC (A)/TLC - COE, COIT, COBA, COGS

4. Refine postgraduate program to meet the needs of TNB and the nations

COGS

5. GBS to be own college with international recognition and offer energy related Executive programs

GBS

Follow-up Actions : Teaching & Learning



6. Establish Double Degree agreement & student mobility programs with partner universities

DVC (A): COE, COIT, COBA, COGS

7. Embed Professional Certification ProgramsDVC (A): COE, COIT, COBA, COGS

8. Career Path for Academic Staff - policy, guidelines, promotion criteria, teaching hospital concept, honorarium etc

HR

9. Utilizing admin and technical staff to do teaching – policy, guidelines, incentives

HR

10. Upgrade IT, Multimedia & AV facilities for class environment improvements

ITMS

Follow-up Actions: Teaching & Learning



1. Align the research focus and niche area towards TNB aspirations – consolidate research centers, road map, top down research etc.

iRMC

2. Synergy with TNBR through seamless Smart Partnership

URND

3. Access to TNB Research Fund for Social Science, ICT & Fundamental Research

URND or iRMC

4. Establish a TNB Chair in Power Engineering

PEC or URND

5. Review URND position and function URND

Follow-up Actions: Research



6. Establish "TNB Intelligent Future Energy Park" in UNITEN

CRE

7. Spearhead Commercialization of Research outputs

iRMC or URND

8. Talent Pool program from UNITEN graduate/ YTN Scholars – establishment of Ph.D program through YTN

HR

Follow-up Actions: Research



1. Synergy between INSPA, ILSAS and Quantum Solutions – on consultancy work & short courses.

INSPA

2. Create UNITEN International CollegeCFGS

3. College/Dept/Unit to be responsible for their own profit and loss

FC

4. Upgrade Facilities (Physical & IT) FDM

5. Student On Campus Employment – policy, guidelines, incentives etc

HR

Follow-up Actions: Services



6. Establish Centralize Student Centre HEP

7. Outsourcing facilities and services HEP

Follow-up Actions: Services



Strengthening Marketing And Branding – revamp MCC, new marketing strategy, new functional structure etc.

TNC (SAAM) – Lab Leader to involve MCC, IO, SAC, INSPA, Colleges etc.

Strengthening International Office – utilizing TNB offshore offices, maintaining good rapport with embassies, employ international student at IO

Alumni Engagement

Corporate Marketing – secure financial assistance for students under sponsoring, marketing of short courses & expertise etc.

Follow-up Actions: Image & Branding Implementation Lab



1. Review tax incentive – mechanism through YCU/YTN

FC

2. Review UNITEN Organizational Structure – Create COO, Marketing, Research etc.

HR

Follow-up Actions: Others

breakthrough operation laboratory dynamics (bold) better brighter uniten. better. brighter

Documents