1. 1 Strong Industry Linkages > Industrial PhD > Industry sponsored Labs /Institutes > Japan via MJIIT International Outlook > Strong Presence of International Staff & Students > State-of-the-art Facilities > Preferred Executive & Professional Programmes PROFESSIONAL LIFESTYLE @ UTMKL

2. GAME CHANGER: PROFESSIONAL LIFESTYLE @ UTMKL Strategic ObjectiveKAIInitiativeOperational Definition2016 Target 2017 Targets Frequency of Reporting KAI Owner Financial Requirement Internationalization of UTMKL Campus 1) Ratio percentage between Postgraduate and Undergraduate Students Graduate- Focused Campus Enrolment percentage of PG and UG students in UTMKL 70%:30%80%:20% Annually UTMKL Marketing Unit Schools MYR1mil 2) Percentage of international students Strong Presence of International Students Minimum of 25% international students 25%30% Annually UTMKL Marketing Unit Schools MYR300k 3) Percentage of international staff Strong Presence of International Staff Percentage of Academic International staff over total academic staff in UTMKL Increment percentage of international staff every year 15%20%Bi-annually Schools Annual emolument 2

3. GAME CHANGER: PROFESSIONAL LIFESTYLE @ UTMKL Strategic ObjectiveKAIInitiativeOperational Definition 2016 Target 2017 Targets Frequency of Reporting KAI Owner Financial Requirement Internationalization of UTMKL Campus 4) Percentage of Customer Satisfaction Index (CSI) International outlook of delivery and facilities (Services, Students Workspace, Lab, Library, ICT, student accommodation) New questionnaire lead by IBS Average percentage of Customer Satisfaction Index (CSI) from all SBU in UTMKL 80%85%Annually PKAM MYR50k/ Research grant 5) Number of industry-driven executive programmes in UTM KL Preferred Executive & Professional Programmes Industry tailor- made programme Supports multinational industry requirements. 510Quarterly Schools MYR50k per prorgramme 6) Number of active impactful international partnerships Enhancing collaboration with international partners (eg.: through the formation of a disaster management centre) Participation of Schools and COE’s of UTMKL with international partners and contributing directly to community 12Annually PKAMMYR1mil 3

4. IMPACTFUL PROJECT IN 2016 1.DescriptionDisaster Management Centre 2.Impact to UTM/outcomeVisibility, reputation, community engagement, branding 3.BenefitsLearning from experts on management, prevention, mitigation, Build- Back-Better and research activities based on international experience. At the same time the experts and volunteers in UTMKL are gathered in a team to utilise their strengths. 4.Timeline2016 Q1 – Setting up centre Q2&Q3 – Research & training Q4 – Ready to act (implementation) 5.Person in chargeMJIIT 6.Strategic objective Key Amal Indicator(s) Internationalization of UTMKL Campus through Disaster Management Centre Number of active impactful international partnerships Number of projects Number of personnel trained with international experience A specially designed MSc (Disaster Management), a joint programme between MJIIT & Razak School and supported by faculties will be offered in Sept. 2016. 7.Resources Cost Funding, Infrastructure, Human capital MYR10mil funded by MOHE, JAPAN & Others (equipment) MYR 1mil project cost funded by Japanese MYR 1mil funded by UTM (emolument, local travel, misc.)

5. DPPC Project Collaboration JAPANASEANOther Experts Local Experts (UTMKL, UTMJB, Government Agencies, NGO) DPPC =Disaster Preparedness & Prevention Centre UTMKL can play a role from various areas such as engineering, risk management, policy, social issues, IT, medical, monitoring Action in management, prevention, mitigation, build-back-better and research activities IMPACTFUL PROJECT IN 2016

6. Isu Khas: Paradoks bahawa kedudukan UTM dalam ranking semakin meningkat, pengambilan mahasiswa semakin menurun 6 BilIsu UtamaInisiatif Utama 1. Limited marketing & branding1.Well established marketing unit 2.Appoint agent with incentive (commission) 3.Alumni networking 2. Higher UTM fees (hidden cost)1.Review fees 2.Variable structured fees (Different tiers) 3. Ratio PG:UG = 60:40, difficulties in getting 60% PG students 1.Create more executive programmes 2.Increase International UG students (5%), presently 2.5% 3.Create feeder system 4. Facilities (classroom, wifi, workspace, student accommodation, cafeteria) 1.Upgrade facilities 2.Create new procurement procedure/process/policy 3.Endowment for building/rooms 5. Long process of recruitment 1.Empowerment to faculties & schools (conditional offer) 2.Benchmark with other universities 6. VDR Process thru EMGS Negotiate and review the process with KPT; to collaborate with UTC 7. Complex VIVA process (thesis submission) for UTMKL students Decentralize the process to UTMKL/faculty/schools 8. No real campus experience Create international ambience inside campus 9. Unstructured feeder programme Create feeder system -APEL, asasi, sekolah angkat, Kolej SPACE 10. Service qualityCreate caring values (HEARTWARE)