TOWARDS GLOBAL RESEARCH EXCELLENCE Processing Machine Learning Mobile Radio Operations Research...
Transcript of TOWARDS GLOBAL RESEARCH EXCELLENCE Processing Machine Learning Mobile Radio Operations Research...
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TOWARDS GLOBAL RESEARCH EXCELLENCE ROLE OF UTM COEs
Prof. Ir. Dr. Mohd Azraai b. KassimDeputy Vice Chancellor (Research &
InnovationDate : 18th December 2012
Venue : Equatorial Hotel, Melaka
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Establishing Research Strategic Direction
1. Establishing UTM Research vision and mission
2. 13 Working papers to be submitted to University
Management Meeting (JPU) to move forward research
activities at the university.
3. Restructuring Centres of Excellence to PTJ - have their
own staff and financial.
4. Towards The Effective Workload Distribution & Fairness Staff Appraisal System Through e-LPT
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Strengthen ResearchCapabilities
L1
Stra
tegi
c En
able
rsV
isio
nM
issi
on
Our Research Mission : “To seek and disseminate knowledge and nurture innovation through systematic, creative activities and entrepreneurial thinking with a high degree of relevance.”
Cu
sto
mer
s /
Stak
eho
lder
s
Our researchers & students expect: Our public & community expect:
Res
ear
ch M
anag
emen
t&
Ser
vice
Del
iver
y Flexible Contract ResearchManagement
P4
Build Capacity for High ImpactPublication
P3
Enhance ResearchDelivery System
P5
Enhance Industry LinkagesP6
Strengthen MultidisciplinaryResearch Focus
P8
Strengthen Centres ofExcellence
P7
Strengthen SolutionGeneration Capabilities
P9
Improving our core processes & delivery effectiveness
Resources/Financial sustainability
Reliable -Efficient ResearchFinancial System
F1Provide Excellent
Infrastructure for InnovationF2
Valuing and developing our research workforce
Strengthen Industrial Experience In Innovation
L2Efficient Recruitment of High
Quality Research StaffL4
Our industry partners & sponsors expect:
Excellent Research Training & Experience
S1
Attractive Recruitment &Research Career Path
S2
High Value CreationResearch & Innovation
S3
Strong Knowledge Pool &World Class Expertise
S4
Global Research Prominence
S5
Outstanding Contribution to the Community
S6
Innovation-EmbeddedCurricula
P1
Increase Publication inImpact Factor Journals
P2
Foster Competitive &Entrepreneurial Culture
L3
Our Research Vision : “ Universiti Teknologi Malaysia will build upon its international reputation as the world’s top 50 research-insentiveuniversities through cross-disciplinary, innovative and entrepreneurial initiatives for the betterment of mankind.”
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Senarai Kertas Kerja JPU (Hasil Perancangan StrategikPej TNCPI)
No Taskforce Tajuk Kertas Kerja Status
1. Towards
Excellence
Research
Management,
Critical Mass &
Full Time
Research.
1.1.Cadangan Kaedah Pengurusan Fleksibel bagi ProjekPenyelidikan Kontrak.
1.2. Cadangan Skim Perlantikan Penyelidikan di UTM.(Pn. Punitha) 1.3. Cadangan Mengurangkan Biokrasi Pengurusan Kewangan
projek Penyelidikan.(RMC)1.4 Cadangan Peningkatan Keberkesanan Research Alliance di
UTM. 1.5 Cadangan Penambahbaikan Laluan Kerjaya Pegawai Penyelidik
di UTM
Akan bentang J/k Kewangan 25/9JPU Bil.15/2012
JPU Bil. 16/2012
2. Mechanism of Innovation &Comercialization.
2.1. Garis Panduan Staf Akademik Terlibat Dalam Spin Off dan
Peranan UTM Holding Sdn. Bhd. Dalam Komersilisasi.
2.2. To Propose Activities That Create Entrepreneurial Ecosystem
in UTM.
2.3. Technovation Park Master Plan Development.
2.4. Cadangan Bagi Penubuhan Pusat Keusahawanan.
2.5 Polisi Komersialiasasi
2.6 Cadangan Penstrukturan semula Entiti Perniagaan
UTM
JPU Bil. 15/2012
JPU Bil. 15/2012
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SambNo Task Force Kertas Kerja
3. Effective Governance and
Structure of RA’s and CEO’s
3.1 Pusat Kecemerlangan BerimpakTinggi –
Memperkasakan Pusat
Kecemerlangan
3.2 Cadangan Bagi Peminjaman Staf
Akademik daripada Fakulti ke Pusat
Kecemerlangan UTM
JPU Bil 13/2012Ditangguhkanpelaksanaanselepas audit RU 2014
JPU Bil 13/2012
4. Towards The Effective
Workload Distribution &
Fairness Staff Appraisal System
Through e-LPT
4.1 Kertas Kerja Cadangan bagi
Penambahbaikan eLPPT Staf
Akademik ke arah Agihan beban tugas
dan penilaian yang lebih adil.
JPU Bil.5/2012
5. High Impact Publication 5.1. Reward Based on Journal Type Q1,
Q2, Q3, Q4.
5.2. Road to “Nature” and “Science”
5.3 Cadangan Projek Penerbitan
Berimpak Tinggi melalui Penyelidikan
Sinkrotron dalam Sains Fizik.
Selesai
JPU Bil 10/2012
JPU Bil 15/2012
70.6% telah dibentangkan ke JPU dan pelaksanaan sedang dilaskanakan
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Strengthening Governance of R & D
NAMA MESYUARAT
Mesyuarat Pengurusan Bulanan Pej. TNC(P&I) secarabulanan
Mesyuarat Penyelarasan Penyelidikan & Inovasi 3 bulansekali
Mesyuarat Jawatankuasa Tetap Senat MengenaiPenyelidikan & Inovasi 3 bulan sekali
Mesyuarat Penilaian Prestasi Pencapaian RA dan COE 3 bulans sekali
Mesyuarat Jawatankuasa Induk Persiapan Audit RU – 3
bulan sekali
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Memperkasa COE
Memperkemas semula pelantikanPengarah COE oleh Universiti bukan
Fakulti
Governance COE diubahsebagai sebuah PTJ
Menyediakan program –program khas untuk
Pengarah COE sebagaiPengurus
Menetapkanahli COE
Pengwujudan KodPTJ- Kewangan
sendiri
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Nourishing R & D
Aktiviti Tarikh
Taklimat Meningkatkan
Strategi Penerbitan Berimpak
Tinggi dengan semua
RA/COE /RG
15 Mac 2012
Taklimat Kepada Staf
Akademik Baru Tamat P hD
16 Mei 2012
Bengkel Pengurusan
Kewangan untuk RA/COE dan
PTJ di bawah TNCPI
10-12 Sept
2012
Perjumpaan dengan Semua
Ahli COE
14 Sept
2012
Pengwujudan Visiting
Researcher Publication
Scheme
Mei 2012
Peminjaman staf akademik
fakulti di COE
JPU Bil
15/2012
research and innovation catalyst of change
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MYRA (Malaysia Research Assessment Instrument)
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SEKSYEN DAN MARKAH BARU DALAM MyRA II
Kriteria MyRA sedia ada diberikan pemberat baru bagi setiap seksyen KECUALI seksyen A untuk MyRA fasa kedua seperti berikut:
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UTM Distinguished Competencies Progress
2009 2010
Math & Physics
Chemistry
Engineering
Earth Science
Biology
BiotechnologyInfectious Diseases
Medical Specialities
Health Science
Brain Research
Social Science
Computer Science
90 competencies
33 competencies
78 competencies
2011 MAP
2009 2010 2011
No. of Competencies 33 78 90
No. of DCs * 6 16 27
Percentage of DCs 18.2 20.51 30
Publication Leader * * 8 24 39
Reference Leader 1 9 12
Innovation Leader 6 20 24
* DC: Distinctive Competency. The criteria for DCs are more stringent than that of an EC (Emerging Competency)** Refers to the number of competencies
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UTM Articles Published 2007- 2011 (Data from SciVal)
Outer ring: All published articles, by subject areaInner ring: Articles in competencies, by subject area
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COMPARISON WITH OTHER RU’sSource: Scopus
0
500
1,000
1,500
2,000
2,500
3,000
3,500
Engineering Computer Science Environmental Science
Chemical Engineering
Mathematics Energy Decision Sciences
UTM
UM
UPM
UKM
USM
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UTM's Progress in Publication 2007-2012Source: Scopus and Journal Citation Report (as of 6th October 2012)
H-Index: 46
387
700863
1374
1886
1280
148.7 165.4311
463.7
810 723.3952
1384
2026
3031
4636
4166
0
500
1000
1500
2000
2500
3000
3500
4000
4500
5000
2007 2008 2009 2010 2011 2012
Publication ImpactFactor Citation
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Aeronautics &
Astronautics
Alloys
Antenna
Applied Optics
Automatic Control
Chemical Engineering
Computer-Aided Process
Planning
Construction & Project
Management
Decision Support Systems
ElectrochemistryComputer-Aided Process
Planning
Filtration MembraneConstruction & Project
Management
Friction Lubrication &
WearData Mining
Liquid CrystalsDecision Support
Systems
Macromolecules &
PolymersImage Processing
Materials Processing Machine Learning
Mobile Radio Operations Research
Nanotechnology Parallel Computing
Operations Management Pattern Recognition
Photonics Pharmaceutical Design
Robotics Robotics
Power Distribution Semiconducting Materials Signal Processing
Parallel Computing Geodesy Solid State Electronics Speech Recognition
Image ProcessingEnzyme Microbiological
TechniquesRemote Sensing Sound & Vibration Statistics
Ecological ModelingSystematics &
Evolutionary MicrobiologyWater Resource
Surface Coating
TechnologySystems Software
Remote Sensing Bioinformatics Bioinformatics Solar & Wind PowerSystems Software
Wireless Communication
Global Warming Infectious Disease Tropical MedicineEnergy and Water
SecurityFood Security
Advance
Manufacturing and
Value added
ICT
UTM’S Scival Spotlight competencies according to MOHE priority areas
LRGS 7 high impact niches.
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UTM as a contributor of Intellectual Properties (IP)
Intellectual Properties 2006
2007 2008
2009
2010 2011
2012
Total
Patent Granted 2 8 6 6 8 11 15 41
Patent Pending 11 58 130 250 193 59 8 701
Utility Innovation 0 1 2 1 2 1 0 7
Industrial Design 0 0 1 3 5 1 0 10
Trademark 4 27 2 5 0 0 0 38
Copyright (R&D Related) 13 48 687 351 151 86 83 1336
Integrated Circuits 0 10 0 0 2 0 0 12
Total IPR 30 152 828 615 361 158 106 2145
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Spin-Off Companies
No UTM SPIN-OFF COs YEAR ESTABLISHED
1 Gelanggang Kencana Sdn. Bhd. 2009
2 Phyto Biznet Sdn. Bhd. 20043 WCC Telco Sdn. Bhd. 20114 Gigalink Solutions Sdn. Bhd. 20115 Microclear Sdn. Bhd. 20116 Sono Engineering (M) Sdn. Bhd. 20117 HQ Nutraceuticals Sdn. Bhd. 20118 Bioswitch Technologies Sdn Bhd 20119 E Elements Technology Sdn Bhd 2011
10 Membrane Technology (M) Sdn Bhd 201111 Photolaser Grammetry Sdn Bhd 201112 Smart IBS Sdn Bhd 201213 Fastrac Construction Sdn.Bhd 201214 In Sync Sdn.Bhd. 2012
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Income Generation by R&D Commercialization
Penjanaan pendapatan hasil pengkomersilan produk-produk R&D IPT
Total Income Generated from Intellectual Properties
Total cumulative income generated from Intellectual Properties as of 31st May 2012RM 2,939,410.10
Total Income Generated from Services
Total cumulative income generated from services as of 31st May 2012RM 38,882,059.67
Total Income from Commercialized R&D
Total cumulative income generated from R&D Products as of 31st May 2012RM 41,761,469.77
Income Generated from Intellectual Properties in 2012
Total income generated from Intellectual Properties in year 2012 as of 31st May 2012RM 1,521,460.00
Income Generated from Services in 2012
Total income generated from services in year 2012 as of 31st May 2012RM 9,928,118.19
Total Income from Commercialized R&D in 2012
Total income generated from commercialized R&D in year 2012 as of 31st May 2012
RM 11,449,578.19
Commercialization *Critical Agenda Project (CAP) R&D Report
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Designation Total
Assistant Research Officer 46
Research Assistant 116
Research Officer 63
Research Student Grant (Master) 320
Research Student Grant (PhD) 120
Research Student Grant (Degree) 87
Student Working Scheme (Master) 126
Student Working Scheme (PhD) 27
Total 905
R&D Manpower - 2012
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KEPUTUSAN MARKAH PERMOHONAN HICoE
BIL COE MARKAH
1. AMTEC 68.62
2. IPASA 75.03
3. IVAT 56.98
4. IIFS 63.44
5. WCC 73.95
6. CAIRO 58.92
7. IBD 85.93
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UTM Global Collaboration Landscape (2011)
Source: SciVal Spotlight 2011 (August 2012)
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Present State
Desired State
UTM TRANSFORMATION
Research University with Entrepreneurial
Concept
Entrepreneurial Research University
World Class Research University
National RU statusTop in engineering & technology education & researchResearch-intensiveTop 300 world rankingStaff expertise/researchNew product developmentHigh publicationHigh patent (IP)High postgraduate intake
● APEX University status● Entrepreneurial culture● Excellence in research, T&L● Top 200 world ranking● Best local & international
academician & researchers● High quality local &
international students● Innovation hub● Regional-engaged
● World-Class peer recognition● Top 100 world ranking● International prominence● World-class attributes:
- Culture of excellence/learning organization
- Top notch staff- Financially able & well-equipped- Smart partnership with
industry/stakeholders- Exemplary reputation & credibility- High quality student intake
2010 - 2013 2013 - 2016 2016 - 2025
UTM Towards 2025
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Aims
● To be a leader in Asia Pacific for entrepreneurial research hub
● To be a “connector” that link with the top notch professors and universities in the world
● To be a post-doctoral research center in Asia pacific in strategic areas (ICT Future Applications, Advanced Materials, Biotechnology, Energy & Water Security, Automotive)
● To build an entrepreneurial research community involving Malaysia + Singapore + Indonesia.
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| Hydrogen-nano and
solar energy system|
Smart nano material |
| Nanometric |
| Pollution – nano eating agent|
| Nano manufacturing ,
Nano robot| Nanomaterials,
Nanotechnology, Polymers,
Advanced Energy Materials,
Functional materials, Organic-
inorganic hybrids,
Nanostructured composite, Thin
film magnetic materials,
Computer Modelling,
Biomaterials, ICT-enabled
manufacturing.
| Digital Earth
| Resilience City|
| Automation
Construction|
| Biocomputing |
Green Communication
ITPreneur
| Intelligent cities
| Cloud Computing|
Ubiquitous Computing|
Intelligent Systems
Energy Efficiency
| Oil & Gas
| Water resouces |
| Renewable Energy I
Low Carbon
Development
| |Green Construction|
| Water resources
management |
| Waste water treatment
|
| Ecohydrology|
Industrial biotech |
Biorefinery |
Bioprocessing |
Enzyme Technology |
Biomaterials |
| Natural products |
| Diagnostics|
| Nutraceutical |
| Cosmeceutical|
| Electric vehicle |
| Advanced composite |
| Vehicle components |
UTM NICHE AREAS – PRIMARY FOCUS
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Research Positioning StrategyEstablishing New COEs and Labs through Strategic Partnership
Enhancing Post Doctoral
No. Program Partner
1 Setup 2 UTM-PROTON Satelite Research Lab PROTON
2 UTM -Petronas Research Lab Petronas
3 UTM Centre for Ocean Thermal Energy Saga University, Japan
4. UTM-IJN Cardiovascular Eng. Research Centre National Heart Institute
5. UTM-Oxford Centre for Industrial Mathematic University of Oxford
6. UTM-MIMOS COE in Telecommunications MIMOS
7. UTM-NAZA Satellite Lab NAZA Sdn Bhd
8. UTM Centre for Ocean Thermal Energy Private
9. UTM-MIT on sustainable Cities MIT
10. UTM-Cambridge on combustion engine. Cambridge
11. UTM-Harvard on Innovative Learning Harvard
12. UTM-Imperial College on low carbon energy. Imperial
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Why Universities Establish COEs
• To develop its own niche and widen industrial and international networking.
• To enhance the university’s and country’s global competitiveness.
• Become relevant to the country’s needs
• To achieve bigger outcomes/ KPIs
• To bring about a mindset change in the way research is managed from individual and personal form of management to a more structured, organized and sustainable form of management.
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COE Formation : A Natural Progression for An Excellent Research Team
Supra COE
Hi-COE
COE
Excellent Research
Group
Individual Researcher
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What COEs Are Not
1. It is ‘owned’ by its founder
2. A comfortable place for us
to stay until retirement
3. A charitable body run by
volunteers and part timers
4. A place to make one self
‘rich’
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What Is Expected From UTM COEs● To excel, lead and be at the forefront in
research in its niche area to the highest level possible internationally.
● To raise UTM’s research profile and branding globally
● Become UTM’s and country’s research stars
● To have a sense of mission and urgency in achieving bigger outcomes and KPIs for the university.
● To contribute and have a major impact on industry,
the community and the country’s economy.
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University’s Initiatives For Strengthening
Its COEs
• Provision of annual operating budget and given priority in disbursement of RU Grants
• Transfer of academic staff to COEs
• Providing a minimum of two permanent /contract ROs and two Post Docs for each COEs (phase by phase)
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Transfer of Academic Staff To COE’s and
Its Implications
● You report directly to your COE head, no more to your Faculty Dean
● You are here to focus your efforts in research, fulfill KPI’s set by the University and enhance your COE’s Profile
● Your minimum teaching load is to be discussed with your former Department/Faculty
● Your career promotion and training is now through your COE Head and DVC (R&I) Office
● Your personal file (HCM ) matters will be transferred to DVC (R&I) Office
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COE Heads Must Act As Team Leaders
LO
W
1 32 4 5 6 7 8 9
98
76
54
32
1
HIG
H
Concern for Task (Task Oriented) HIGH
Co
ncern
for P
eo
ple
–(P
eo
ple
Orie
nte
d)
LOW
AuthoritarianImpoverished
Leader
WHICH ONE IS YOUR STYLE? Most preferred
Team Leader
Country Club
Leaders Lead by positive
Example
Foster Teamwork
Delegate and Disappear
Not Committed To task accomplishment
Let the team to do everything
Use reward power to maintain discipline
Do not use Coercive and Legitimate Power
Human relationship matters most
Task-oriented
Schedule-led
Hard on people
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Leaders Need Many Style
Many studies have shown that the more styles a leader exhibits, the better.
Leaders who have mastered four or more – especially the authoritative, democratic, affiliative and coaching styles – have the very best climate and business performance.
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Coercive Authoritative Affiliative
The leader’s modus operandi
Demands immediate compliance
Mobilizes people toward a vision
Creates harmony and builds emotional bonds
The style in a phrase
‘Do what I tell you’. ‘Come with me.’ ‘People come first.’
Underlyingemotional intelligence competencies
Drive to achieve, initiative, self-control
Self-confidence, empathy, change catalyst
Empathy, building relationships, communication
When the styleworks best
In a crisis, to kick start a turnaround, or with problem employees
When changes require a new vision, or when a clear direction is needed
To heal rifts in a team or to motivate people during stressful circumstances
Overall impact on climate
Negative Most strongly positive
Positive
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Democratic Pacesetting Coaching
The leader’s modus operandi
Forges consensus through participation
Sets high standardsfor performance
Develops people for the future
The style in a phrase
‘What do you think?
‘Do as I do, now.’ ‘Try this.’
Underlyingemotional intelligence competencies
Collaboration, team leadership, communication
Conscientiousness, drive to achieve,initiative
Developing others, empathy, self-awareness
When the styleworks best
To build buy-in or consensus, or to get input from valuable employees
To get quick results from a highly motivated and competent team
To help an employee improve performance or develop long-term strengths
Overall impact on climate
Positive Negative Positive
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Find and follow the relevant training eitherthrough your organization or individually.
Read the Annual Report of your organization.
You have to know what is currently happening.
Offer yourself to take over some of theresponsibilities of your manager or head.
Read magazines, journals and books relevant tothe running of your organization.
Attend important functions of yourorganization.
(Working with Management, Elizabeth Cook, 1996)
In order to prepare yourself for higher positions, youhave to think far ahead into the future:
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You have to be active and not just wait for promotion to happen.
Be positive.
Take responsibility for your training and career development.
You have to be clear of the opportunities that exist in your organization.
Establish objectives and targets so that your efforts are focused.
Find a mentor i.e. a senior who can guide and discuss problems and issues with you.
Expand your current role.
Take steps so that you are known in your organization.
Working with Management, Elizabeth Cook, 1996)
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Summary of Gross Income(RM)
No Program KPI
2013 (m) 2014 (m) 2015 (m) 2016 (m) 2017(m) 2018(m) 2019(m) 2020(m) Total
1 Testing/ Training (UP0U)
0.56 1.05 1.33 1.8 2.42 3.15 4.09 5.32 19.72
2 Revenue (UTM Press)
0.5 0.55 0.6 0.66 0.72 0.79 0.86 0.94 5.62
3 RA/COE 21.3 23.43 25.77 28.35 31.18 34.30 37.73 41.51 243.54
4 ICC 0.5 0.5 0.55 0.58 0.61 0.64 0.67 0.7
4.77
5 RMC (25%professionalfees)
20.0 22.0 24.2 26.6 29.3 32.22 35.4 38.9 228.62
TOTAL 42.86 47.53 52.45 57.99 64.23 71.1 78.75 87.37 502.27
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Summary of nett income (RM)
No Program KPI
2013 (m) 2014 (m) 2015 (m) 2016 (m) 2017(m) 2018(m) 2019(m) 2020(m) Total
1 Testing/
Training
(UPMU)
0.34 0.63 0.79 1.11 1.45 1.89 2.45 3.19 11.85
2 Revenue (UTM
Press)
0.05 0.055 0.11 0.12 0.12 0.18 0.21 0.24 1.1 0
3 RA/COE 4.6m 5.06 5.56 6.11 6.72 7.39 8.12 8.93 52.49
4 ICC 0.1 0.105 0.11 0.12 0.122 0.128 0.34 0.14 1.165
5 RMC
(25%
professionalfees)
0.06 0.066 0.072 0.079 0.087 0.096 0.11 0.12 0.69
TOTAL 5.15 5.916 6.642 7.539 8.499 9.684 11.23 12.62 66.195