Breakthrough Operation Laboratory Dynamics (BOLD) Better Brighter UNITEN. Better. Brighter.
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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
|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
▪ Excellence and profit are not contradictory
4
|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
▪ It is possible to be in the blue
5
|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
▪ 2 areas of focus – Revenue & Building Reputation
6
|Better Brighter UNITEN
Lab Findings: The Big Picture
“We have found that…”
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”
|Better Brighter UNITEN
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
|Better Brighter UNITEN 10
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
|Better Brighter UNITEN 11
New financial model
Financial injection
Leveraging tax incentive
New Financial Model recommendations: Creating a sustainable UNITEN
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
|Better Brighter UNITEN
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
|Better Brighter UNITEN 13
Financial model findings and recommendation
Assumptions
Description Student enrolment Student mix % Annual fees increase % International studentReach 12,000 student by 2017
▪ 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%
COBA 26%Foundation 17%Diploma 11%
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
|Better Brighter UNITEN
Projected result
14
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▪ Gradual annual increase in tuition
fees until ceiling fees in 2019
From 6% (2015) to 11% (2019)COE 28%
COIT 18%46%
COBA 26%Foundation 17%Diploma 11%
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
|Better Brighter UNITEN 15
Financial model findings and recommendation
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
|Better Brighter UNITEN 16
New financial model
Financial injection
Leveraging tax incentive
New Financial Model recommendations: Creating a sustainable UNITEN
Build Revenue
Build Reputation
1) One-off financial injection
2) CSR contribution from TNB
• Wisma KSHAS
• UNITEN mosque
• Dewan Seri Sarjana
• Landscaping maintenance
|Better Brighter UNITEN 17
New financial model
Financial injection
Leveraging tax incentive
New Financial Model recommendations: Creating a sustainable UNITEN
Build Revenue
Build Reputation
Review use of Tax Incentives for TNB and UNITEN
UNITEN BOLD Model
Better. Brighter.
|Better Brighter UNITEN
UNITEN BOLD 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
Our recommendations
Better. Brighter.
|Better Brighter UNITEN
UNITEN BOLD 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
|Better Brighter UNITEN
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
|Better Brighter UNITEN
Planned student growth
Long term fee
appreciation
Niched towards energy
Value added Staff thrust group
Teaching and Learning recommendation: Growing up
Upgrade T&L facilities
Industrial engagement
Increase enrollment to full capacity
Build Revenue
Build Reputation
Increase international students enrolment
23
|Better Brighter UNITEN
Planned student growth
Long term fee
appreciation
Niched towards energy
Value added Staff thrust group
Teaching and Learning recommendation: Increasing revenue through fee appreciation
Upgrade T&L facilities
Industrial engagement
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
|Better Brighter UNITEN
Planned student growth
Long term fee
appreciation
Niched towards energy
Value added Staff thrust group
Teaching and Learning recommendation: Focusing on Energy to be better, brighter
Upgrade T&L facilities
Industrial engagement
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
|Better Brighter UNITEN
Planned student growth
Long term fee
appreciation
Niched towards energy
Value added Staff thrust group
Teaching and Learning recommendation: value-added on academic programme
Upgrade T&L facilities
Industrial engagement
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
|Better Brighter UNITEN
Planned student growth
Long term fee
appreciation
Niched towards energy
Value added Staff thrust group
Teaching and Learning recommendation: aligning staff towards common goal
Upgrade T&L facilities
Industrial engagement
Build Revenue
Build Reputation
3 Track Career Path for Academic Staff
Utilizing qualified admin and technical staff to do teaching
27
|Better Brighter UNITEN
Planned student growth
Long term fee
appreciation
Niched towards energy
Value added Staff thrust group
Teaching and Learning recommendation: world class facilities
Upgrade T&L facilities
Industrial engagement
Build Revenue
Build Reputation
Upgrade multimedia facilities for class environment improvements
Upgrade networking and Internet facilities
28
AV support to develop e-learning
|Better Brighter UNITEN
Planned student growth
Long term fee
appreciation
Niched towards energy
Value added Staff thrust group
Teaching and Learning recommendation: engaging the industry
Upgrade T&L facilities
Industrial engagement
Build Revenue
Build Reputation
Create Industrial Relation Centre
29
Establish Alumni Mentorship program
Teaching Hospital Concept for TNB experts, structured attachment in TNB divisions
|Better Brighter UNITEN
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
Endowment Sustaining the organisation
|Better Brighter UNITEN 31
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
|Better Brighter UNITEN 32
Energy focus
Research recommendation: Focusing on energy for brighter future
Align the research focus and niche area towards TNB aspirations
Build Revenue
Build Reputation
Cutting edge facilities
Energy research
brandExpert staffSynergy with
TNBRCommer-cialisation
Dedicated research
fund
Review research governance structure
|Better Brighter UNITEN 33
Energy focusSynergy
with TNBR
Research recommendation: Smart partnership for mutual benefits
Synergy with TNBR through seamless Smart Partnership
Build Revenue
Build Reputation
Cutting edge facilities
Energy research
brandExpert staffCommer-
cialisation
Dedicated research
fund
|Better Brighter UNITEN 34
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
Cutting edge facilities
Energy research
brandExpert staffSynergy with
TNBRCommer-cialisation
Review position of UNITEN R&D
|Better Brighter UNITEN 35
Energy focus
Research recommendation: Building Energy Image and Branding
Build Revenue
Build Reputation
Cutting edge facilities
Dedicated Research
FundExpert staffSynergy with
TNBRCommer-cialisation
Establish "TNB Intelligent Future Energy Park" in UNITEN
Establish UNITEN Publication Unit
Energy research
brand
|Better Brighter UNITEN 36
Energy focus
Research recommendation: Generating revenue through commercialisation
Build Revenue
Build Reputation
Cutting edge facilities
Dedicated Research
FundExpert staffSynergy with
TNBR
Energy research
brand
Commer-cialisation
Spearhead commercialization of research outputs
|Better Brighter UNITEN 37
Energy focus
Research recommendation: Research capacity building for sustainability
Build Revenue
Build Reputation
Cutting edge facilities
Dedicated Research
Fund
Commer-cialisation
Synergy with TNBR
Energy research
brandExpert staff
Talent Pool program from UNITEN graduate/ YTN Scholars
|Better Brighter UNITEN 38
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
|Better Brighter UNITEN
UNITEN BOLD 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
|Better Brighter UNITEN 40
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
|Better Brighter UNITEN 41
Establish niche
Synergy with ILSAS
Combined staff strength
International College
Build Revenue
Build Reputation
Review status of URND as business arm of UNITEN
Graduate Business School to be a world-class business school
New Business findings: New revenue streams can be grown
|Better Brighter UNITEN 42
Establish niche
Synergy with ILSAS
Combined staff strength
International College
Build Revenue
Build Reputation
Reposition URND as a centre for consulting services with strategic partnership with INSPA, ILSAS and Quantum Solutions
New Business findings: New revenue streams can be grown
|Better Brighter UNITEN 43
Establish niche
Synergy with ILSAS
Combined staff strength
International College
Build Revenue
Build Reputation
UNITEN International College to explore new market segment offering new programs
New Business findings: New revenue streams can be grown
|Better Brighter UNITEN
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
Endowment Sustaining the organisation
|Better Brighter UNITEN 45
Big perception
issue
Improved Marketing
Lab findings on Marketing & Branding
Big perception issue Improved marketing/ strategy and branding
|Better Brighter UNITEN 46
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
|Better Brighter UNITEN 47
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
|Better Brighter UNITEN 48
Big perception
issue
Improved Marketing
Recommendation on lab findings on Marketing & Branding
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
|Better Brighter UNITEN 49
Big perception
issue
Improved Marketing
Recommendation on lab findings on Marketing & Branding
Build Revenue
Build Reputation
Alumni Engagement
a) Actively involve Alumni
b) Built relation/network
|Better Brighter UNITEN
UNITEN BOLD 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
|Better Brighter UNITEN 51
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
|Better Brighter UNITEN 52
Maintenance & upgradefacilities
Student CentreStudent
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
|Better Brighter UNITEN 53
Maintenance & upgradefacilities
Student CentreStudent
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
|Better Brighter UNITEN 54
Maintenance & upgradefacilities
Student CentreStudent
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
|Better Brighter UNITEN 55
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.
|Better Brighter UNITEN
Industrial Engagement
Long term Fee appreciation
Planned Student growth
Niched towards energy
Value added
Staff thrust group
Upgrade T&L facilities
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
|Better Brighter UNITEN
Long term Fee appreciation
Planned Student growth
Niched towards energy
Value added
Staff thrust group
Upgrade T&L facilities
Industrial Engagement
58
Teaching and Learning: Transition and Engagement Plan
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
Transition Plan Engagement PlanActivities
▪ 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
|Better Brighter UNITEN
Long term Fee appreciation
Planned Student growth
Niched towards energy
Value added
Staff thrust group
Upgrade T&L facilities
Industrial Engagement
59
Teaching and Learning: Transition and Engagement Plan
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
Transition Plan Engagement PlanActivities
▪ 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
|Better Brighter UNITEN
Long term Fee appreciation
Planned Student growth
Niched towards energy
Value added
Staff thrust group
Upgrade T&L facilities
Industrial Engagement
60
Teaching and Learning: Transition and Engagement Plan
Findings Action PlanD. Increase PG taught programmes fees
▪ Obtain uniten board to approve the 5 years tuition fees plan
Transition Plan Engagement PlanActivities
▪ Transition Plan ▪ Engage COGS and GBS on the fee increment plan
▪ Syndicate with UNITEN Board
|Better Brighter UNITEN
Long term Fee appreciation
Planned Student growth
Niched towards energy
Value added
Staff thrust group
Upgrade T&L facilities
Industrial Engagement
61
Teaching and Learning: Transition and Engagement Plan
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
Transition Plan Engagement PlanActivities
▪ Pilot implementation on One Student One Product program
▪ Pilot implementation on UROP Program
▪ Engage with CFGS, Registrar
▪ Engage academic staffs
▪ Engage with ILSAS
|Better Brighter UNITEN
Long term Fee appreciation
Planned Student growth
Niched towards energy
Value added
Staff thrust group
Upgrade T&L facilities
Industrial Engagement
62
Teaching and Learning: Transition and Engagement Plan
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
Transition Plan Engagement PlanActivities
▪ 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
|Better Brighter UNITEN
Long term Fee appreciation
Planned Student growth
Niched towards energy
Value added
Staff thrust group
Upgrade T&L facilities
Industrial Engagement
63
Teaching and Learning: Transition and Engagement Plan
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
Transition Plan Engagement PlanActivities
▪ 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
|Better Brighter UNITEN
Long term Fee appreciation
Planned Student growth
Niched towards energy
Value added
Staff thrust group
Upgrade T&L facilities
Industrial Engagement
64
Teaching and Learning: Transition and Engagement Plan
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
Transition Plan Engagement PlanActivities
▪ 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
|Better Brighter UNITEN
Long term Fee appreciation
Planned Student growth
Niched towards energy
Value added
Staff thrust group
Upgrade T&L facilities
Industrial Engagement
65
Teaching and Learning: Transition and Engagement Plan
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
Transition Plan Engagement PlanActivities
▪ 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
|Better Brighter UNITEN
Long term Fee appreciation
Planned Student growth
Niched towards energy
Value added
Staff thrust group
Upgrade T&L facilities
Industrial Engagement
66
Teaching and Learning: Transition and Engagement Plan
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
Transition Plan Engagement PlanActivities
▪ Study various models of student mobility programs currently being implemented worldwide
▪ Engage with COE, COBA, COIT and COGS
▪ Engage with sponsors on the proposed programs
|Better Brighter UNITEN
Long term Fee appreciation
Planned Student growth
Niched towards energy
Value added
Staff thrust group
Upgrade T&L facilities
Industrial Engagement
67
Teaching and Learning: Transition and Engagement Plan
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
Transition Plan Engagement PlanActivities
▪ Pilot implementation of the revised program
▪ Engage with COE, COBA, COIT and COGS
▪ Engage with sponsors on the proposed programs
|Better Brighter UNITEN
Long term Fee appreciation
Planned Student growth
Niched towards energy
Value added
Staff thrust group
Upgrade T&L facilities
Industrial Engagement
68
Teaching and Learning: Transition and Engagement Plan
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
Transition Plan Engagement PlanActivities
▪ 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
|Better Brighter UNITEN
Long term Fee appreciation
Planned Student growth
Niched towards energy
Value added
Staff thrust group
Upgrade T&L facilities
Industrial Engagement
69
Teaching and Learning: Transition and Engagement Plan
Findings Action PlanN. Utilizing admin and technical staff to do teaching
▪ Development of HR policy on this (Hours, incentives)
Transition Plan Engagement PlanActivities
▪ 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
|Better Brighter UNITEN
Long term Fee appreciation
Planned Student growth
Niched towards energy
Value added
Staff thrust group
Upgrade T&L facilities
Industrial Engagement
70
Teaching and Learning: Transition and Engagement Plan
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
Transition Plan Engagement PlanActivities
▪ Benchmark with other universities on the facilities required
▪ Engage with TNC(SAAM)
▪ Engage with FDM
▪ Engage with ITMS
Transition plan & Engagement plan
TEACHING & LEARNING
RESEARCH
SERVICES
NEW BUSINESSES
IMAGE & BRANDING
FINANCIAL MODEL
Better. Brighter.
|Better Brighter UNITEN
Cutting edge facilities
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
Transition Plan Engagement PlanActivities
▪ 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)
|Better Brighter UNITEN
Cutting edge facilities
Expert staff
Energy focus
Synergy with TNBR
Dedicated research fund
Energy research brand
Commercialisation
73
Research: Transition and Engagement Plan
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
Transition Plan Engagement PlanActivities
▪ 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
|Better Brighter UNITEN
Cutting edge facilities
Expert staff
Energy focus
Synergy with TNBR
Dedicated research fund
Energy research brand
Commercialisation
74
Research: Transition and Engagement Plan
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
Transition Plan Engagement PlanActivities
▪ 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
|Better Brighter UNITEN
Cutting edge facilities
Expert staff
Energy focus
Synergy with TNBR
Dedicated research fund
Energy research brand
Commercialisation
75
Research: Transition and Engagement Plan
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
Transition Plan Engagement PlanActivities
▪ 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
|Better Brighter UNITEN
Cutting edge facilities
Expert staff
Energy focus
Synergy with TNBR
Dedicated research fund
Energy research brand
Commercialisation
76
Research: Transition and Engagement Plan
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.
Transition Plan Engagement PlanActivities
▪ 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
|Better Brighter UNITEN
Cutting edge facilities
Expert staff
Energy focus
Synergy with TNBR
Dedicated research fund
Energy research brand
Commercialisation
77
Research: Transition and Engagement Plan
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
Transition Plan Engagement PlanActivities
▪ Obtain buy in from all related parties
▪ Benchmark with other energy parks
▪ Engage with TNB JPH
▪ Engage with FDM / TNC (SAAM)
|Better Brighter UNITEN
Cutting edge facilities
Expert staff
Energy focus
Synergy with TNBR
Dedicated research fund
Energy research brand
Commercialisation
78
Research: Transition and Engagement Plan
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
Transition Plan Engagement PlanActivities
▪ 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
|Better Brighter UNITEN
Cutting edge facilities
Expert staff
Energy focus
Synergy with TNBR
Dedicated research fund
Energy research brand
Commercialisation
79
Research: Transition and Engagement Plan
Findings Action PlanI. Talent Pool program from UNITEN graduate/ YTN Scholars
Transition Plan Engagement PlanActivities
▪ 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
Transition plan & Engagement plan
TEACHING & LEARNING
RESEARCH
SERVICES
NEW BUSINESSES
IMAGE & BRANDING
FINANCIAL MODEL
Better. Brighter.
|Better Brighter UNITEN
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
Transition Plan Engagement PlanActivities
▪ 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
|Better Brighter UNITEN
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
82
Services: Transition and Engagement Plan
Findings Action Plan
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
Transition Plan Engagement PlanActivities
▪ 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
|Better Brighter UNITEN
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
83
Services: Transition and Engagement Plan
Findings Action Plan
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
Transition Plan Engagement PlanActivities
▪ Workshop for Profit and Loss to detail out. Led by Finance and selected BU
▪ Engage CFO
▪ Engage UNITEN Management
▪ Engage HODs
|Better Brighter UNITEN
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
84
Services: Transition and Engagement Plan
Findings Action Plan
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
Transition Plan Engagement PlanActivities
▪ 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
|Better Brighter UNITEN
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
85
Services: Transition and Engagement Plan
Findings Action Plan
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
Transition Plan Engagement PlanActivities
▪ Workshop led by HR with HEP and MPP
▪ Engage HR and HEP
▪ Engage MPO
▪ Engage Marketing, Library, ITMS, FDM
▪ Engage outside parties
|Better Brighter UNITEN
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
86
Services: Transition and Engagement Plan
Findings Action Plan
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
Transition Plan Engagement PlanActivities
▪ 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
|Better Brighter UNITEN
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
87
Services: Transition and Engagement Plan
Findings Action Plan
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
Transition Plan Engagement PlanActivities
▪ 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
Transition plan & Engagement plan
TEACHING & LEARNING
RESEARCH
SERVICES
NEW BUSINESSES
IMAGE & BRANDING
FINANCIAL MODEL
Better. Brighter.
|Better Brighter UNITEN
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)
Transition Plan Engagement PlanActivities
▪ 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
|Better Brighter UNITEN
Big perception issue
Improved Marketing
90
Image and Branding: Transition and Engagement Plan
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.
Transition Plan Engagement PlanActivities
▪ 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
|Better Brighter UNITEN
Big perception issue
Improved Marketing
91
Image and Branding: Transition and Engagement Plan
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)
Transition Plan Engagement PlanActivities
▪ Updating alumni database and strengthen alumni's networking
▪ Syndicate with SCA, Ex-students in various industries
|Better Brighter UNITEN
Big perception issue
Improved Marketing
92
Image and Branding: Transition and Engagement Plan
Findings Action PlanD. Corporate Marketing
▪ Securing financial assistance for students under sponsoring and corporate bodies
▪ Promoting short-courses and consultancy
Transition Plan Engagement PlanActivities
▪ 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
Transition plan & Engagement plan
TEACHING & LEARNING
RESEARCH
SERVICES
NEW BUSINESSES
IMAGE & BRANDING
FINANCIAL MODEL
Better. Brighter.
|Better Brighter UNITEN
Establish niche
Synergy with ILSAS
Combined staff strength
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
Transition Plan Engagement PlanActivities
▪ 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
|Better Brighter UNITEN
Establish niche
Synergy with ILSAS
Combined staff strength
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
Transition Plan Engagement PlanActivities
▪ Engage INSPA, ILSAS and Quantum Solution in one workshop
Transition plan & Engagement plan
TEACHING & LEARNING
RESEARCH
SERVICES
NEW BUSINESSES
IMAGE & BRANDING
FINANCIAL MODEL
Better. Brighter.
|Better Brighter UNITEN 97
Financial model transition and engagement plan
New financial model
Financial model
Leveraging tax incentive
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
Transition Plan Engagement PlanActivities
▪ Group Tax and CIMO
▪ CEO
▪ UNITEN BOD
▪ TNB BOD
▪ YTN BOT
Concluding remarks
Better. Brighter.
|Better Brighter UNITEN
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
|Better Brighter UNITEN
The Lab Has Tested And Proven All Hypotheses
A sustainable hybrid teaching / Research University
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
TNB go for double tax & redirect tax RM for edu. funding
Improve revenue/student ratio by creating “Premium” program for specific fields
100
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
1
|Better Brighter UNITEN
The Lab Has Tested And Proven All Hypotheses
A sustainable hybrid teaching / Research University
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
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
101
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
1
|Better Brighter UNITEN
The Lab Has Tested And Proven All Hypotheses
A sustainable hybrid teaching / Research University
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
102
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
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
|Better Brighter UNITEN
The Lab Has Tested And Proven All Hypotheses
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
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
103
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
1
|Better Brighter UNITEN
The Lab Has Tested And Proven All Hypotheses
A sustainable hybrid teaching / Research University
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
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
104
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
1
|Better Brighter UNITEN 105
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
|Better Brighter UNITEN 106
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
|Better Brighter UNITEN 107
Activity Coordinated By
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
|Better Brighter UNITEN 108
Activity Coordinated By
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
|Better Brighter UNITEN 109
Activity Coordinated By
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
|Better Brighter UNITEN 110
Activity Coordinated By
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
|Better Brighter UNITEN 111
Activity Coordinated By
6. Establish Centralize Student Centre HEP
7. Outsourcing facilities and services HEP
Follow-up Actions: Services
|Better Brighter UNITEN 112
Activity Coordinated By
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
|Better Brighter UNITEN 113
Activity Coordinated By
1. Review tax incentive – mechanism through YCU/YTN
FC
2. Review UNITEN Organizational Structure – Create COO, Marketing, Research etc.
HR
Follow-up Actions: Others
top related