ucapan tahun baru 2012 - universiti teknologi … mizan launched autobioggpyraphy pro‐chancellor...

vc new year address 2012

New AcademiaNew AcademiaUTM as a Global Brand (2012‐2020)

Vice‐Chancellor Zaini [email protected]://www.utm.my/vc

www.utm.my innovative ● entrepreneurial ● global 1

New AcademiaNew AcademiaUTM as a Global Brand (2012‐2020)

GLOBALSCENARIO

STRATEGY2012‐2020

PERFORMANCE2009‐2011

SUCCESSFACTORS


new taglineGLOBALSCENARIO

innovative ● entrepreneurial ● global


global competition

GDP USD13,700

GLOBALSCENARIO

GDP Per capita

61 Human DevelopmentI d61 Index

21 World competitive Index

Population 29 mLiteracy rate 92%

21 Index

0 64 R&D expenditure0.64 (% GDP)

818 Patent filling(Resident)


( )

global competition (ASEAN countries)

GDP* Human Development

Index

Competitive index

R&DExpenditure**

Patentregistration, resident

Population(m)

Malaysia 13.7 61 21 0.64 818 29

Singapore 52.6 26 2 2.54 750 5

I d i 3 7 124 46 282 242Indonesia 3.7 124 46 ‐ 282 242

Thailand 7.7 103 39 0.25 802 70

Brunei 45.7 33 28 ‐ ‐ 0.4

Filipina 3.5 112 75 ‐ ‐ 95

Vietnam 2.8 128 65 = ‐ 89

Cambodia 1 8 139 97 ‐ ‐ 14Cambodia 1.8 139 97 14

Laos 2.2 138 ‐ ‐ ‐ 6

Myanmar 1.5 149 ‐ ‐ ‐ 48


* GDP per capita (USD’000) ** % GDP

global competition (Islamic countries)


Competitive index

R&DExpenditure**

Patentregistration

Population(m)Development

Indexindex Expenditure** registration,

resident(m)

Malaysia 13.7 61 21 0.64 818 29

I d i 3 7 124 46 282 242Indonesia 3.7 124 46 ‐ 282 242

Brunei 45.7 33 28 ‐ ‐ 0.4

Saudi 23 56 17 0.05 128 28Arabia

Qatar 107 37 14 ‐ ‐ 1.8* GDP per capita (USD’000) ** % GDP GDP per capita (USD 000) % GDP


global competition(vs selected developed countries)


Index

Competitive index

R&DExpenditure**

Patentregistration, resident

Population(m)

Malaysia 13.7 61 21 0.64 818 29

USA 43 4 4 2.82 224,912 313

B i i 33 28 10 1 88 15 985 062Britain 33 28 10 1.88 15,985 062

Denmark 34 16 8 2.72 1518 5

Sweden 36 10 3 3.75 2549 9

Japan 32 32 9 3.44 330,110 126

S. Korea 28 15 24 3.21 127,316 48

China 3 7 101 26 1 44 229 096 1 347China 3.7 101 26 1.44 229,096 1,347

Israel 26 17 22 4.86 1387 7.6

* GDP per capita (USD’000) ** % GDP


universityPERFORMANCE2009‐2011

CultureA d iAcademicexcellence

ResearchInnovation


knowledge culture

kerana ketinggian ilmu bukan harta berlimpahanPenghormatan


kerana ketinggian ilmu bukan harta berlimpahan

kerana penghayatan ilmu bukan darjat kedudukan

Penghormatan

Kesetiaan

Keakraban kerana kecintaan ilmu bukan meraih kesenangan

Keasyikan kerana kemuliaan ilmu bukan keterpaksaan

kerana tuntutan ilmu bukan mengharap keuntungan!Pengorbanan


key amal indicators

Indicators 2008 2009 2010 2011 (nov)

1 Staff with PhD 737 773 863 10181 Staff with PhD 737 773 863 1018

2 SCOPUS journals 678 846 1325 1078

ISI impact factors 153 262 545 553

SCOPUS citation 1372 1992 2928 3791

3 Postgraduate (%) 25% 31% 40% 46%

Postgraduate no. 4,850 6,432 9,207 10,888g , , , ,

PhD students 1269 1503 2200 3439

4 Intellectual property 1075 1685 2038 2185

5 Spin‐off companies 1 2 ‐ 12

6 Research workload 30% 35% 40% 50%


international studentsPERFORMANCEPERFORMANCE2009‐2011

Universities No. of international students

% to total students

Universiti Malaya 3,626 18%

Universiti Sains Malaysia 3,652 13%

Universiti Kebangsaan Malaysia 3,114 13%

Universiti Putra Malaysia 2,951 12%

Universiti Teknologi Malaysia 4,435 19%


UTM endowment 2010‐2025

2010 2011 2012 2013 2014 2015 2018 2020 2025

REVENUES

2010 2011 2012 2013 2014 2015 2018 2020 2025

REVENUESContributions 3.5 9.9 20 30 50 65 120 200 400

Projects ‐ 10 19.5 19 27 30 250 350 600

Investment 0 1 0 5 1 3 5 30 50 100

Contributions 3.5 9.9 20 30 50 65 120 200 400

Projects ‐ 10 19.5 19 27 30 250 350 600Investment ‐ 0.1 0.5 1 3 5 30 50 100

ACCUMULATION 3.5 20 40 50 80 100 400 600 1,100

EXPENSES

Investment ‐ 0.1 0.5 1 3 5 30 50 100

ACCUMULATION 3.5 20 40 50 80 100 400 600 1,100

EXPENSES33.6

Scholarship ‐ 1 1.5 5 8 10 25 30 80

Endowment Chair ‐ 1 3 3 5 6 15 20 70

Special projects ‐ 1 1 5 2 2 4 25 50 200

EXPENSES

Scholarship ‐ 1 1.5 5 8 10 25 30 80

Endowment Chair ‐ 1 3 3 5 6 15 20 70Special projects 1 1.5 2 2 4 25 50 200

TOTAL EXPENSES ‐ 3 6 10 15 20 65 100 350

ENDOWMENT FUND 3.5 17 34 40 65 80 335 500 750

Special projects ‐ 1 1.5 2 2 4 25 50 200

TOTAL EXPENSES ‐ 3 6 10 15 20 65 100 350

TOTAL FUND 3 5 17 34 40 65 80 335 500 75031 9


TOTAL FUND 3.5 17 34 40 65 80 335 500 75031.9

autonomyPERFORMANCEPERFORMANCE2009‐2011

“UTM is the first public university to receive full autonomy from the Ministry of Higher Education”

Mohd. Khaled Nordin

8 January 2012


studentsstudents PERFORMANCE2009‐2011


UTM Kuala Lumpur International Campus


p p

2011 a colourful year

Sultan Mizan launched autobiography Pro‐Chancellor PM Najib launched biography Tan Sri Ainudin Wahidg p y j g p y

www.utm.my innovative ● entrepreneurial ● global 16Prof Ho Chin Seng speaks at COP17, South Africa VC chaired Proton Tech Advisory Council @ Lotus UK

2011 highlights Postgraduate46%Postgraduate 46%PhD students 3439PG students 10,888

International students 4,4355 000Global Outreach Program 5,000

Harvard Business School All UG

EndowmentRM31 9mcase studies

All UG


Endowment RM31.9m

improvement needed! RU compliancePERFORMANCE

● International research grants

● External funding (e g MOSTI etc )


● External funding (e.g. MOSTI etc.)

● High impact ISI journal publications

● Connectivity between different disciplinesy p

● Matching grants from external sources


Johor Premier OutletsSTRATEGYSTRATEGY2012‐2020


Luxury global brands STRATEGYLuxury global brands STRATEGY2012‐2020

Super rich, avid

Targets

50%

Segments

New release

Products

collectors

High‐income,

50%

Old seasons High income,Special occasions

Looking for the

30%Old seasons

P i Looking for the best offers 20%

PremiumOutlets’ stuff


themeSTRATEGYSTRATEGY2012‐2020

UTM as a Global Brand2012‐2020

QUALITY RECOGNITION UNIQUENESS PRICING


main objectiveSTRATEGYSTRATEGY2012‐2020

Global Top 50*Global Top 50

QUALITY RECOGNITION UNIQUENESS PRICING


* Based on composite index to be developed

top universities

T fTop professorsTop studentsSufficient operating grantsSufficient development grantsSufficient research grantsHigh impact publicationHigh impact publicationHigh citationInternational mobilityA d i d tAcademy‐industry synergySpin‐off companiesAlumni support


the way forward?STRATEGYSTRATEGY2012‐2020

Global UTM Plan 2012‐2020

PHASE 1 PHASE 2 PHASE 3

2011‐2014Alignment to b Gl b l

2015‐2017High impact

2018‐2020Strategic

T f tibe GlobalUniversity

programs Transformation& AdvancedResearch


strategic thrusts 2011STRATEGY

● Entrepreneurial research university

STRATEGY2012‐2020

● Entrepreneurial research university

● Stimulating, entrepreneurial and quality learning environment

● Dynamic intellectual ecosystem

● Organizational development

● Cheerful, healthy & sustainable campus

Strategic thrusts 2011 to be continued in 2012


StrategyOrganizationalOrgani ationalExcellence

Structure

Culture


blue ocean strategySTRATEGYSTRATEGY2012‐2020

Prof Chan Kim the second most influential management guru 2011


Prof. Chan Kim, the second most influential management guru, 2011

blue ocean strategySTRATEGYSTRATEGY2012‐2020

● Create uncontested market space

● Make the competition irrelevant● Make the competition irrelevant

● Create and capture new demand

● Break the value/cost trade off

● Align the whole organization in pursuit of differentiation and low costcost

INSEAD, FontainbleuDecember 2011


BOS strategy canvas

MIT

HKU

UTM

Academic stars PhD period New d i

Researchf ili i

Job


Tuition fees UG enrolment Citationacademiafacilities

Campus Tropicanacreation

BOS new academiaSTRATEGYSTRATEGY2012‐2020

● Big problems require a new approach to innovation. pp. 10

● “… to address them, universities must break out● … to address them, universities must break out of the traditional, hierarchical model that worked so well for the Manhattan Project … and actually change the way they approach the process ofchange the way they approach the process of innovation” pp. 12

● “…Five Minds for the Future, Prof Howard G d Di i li d i d th i i i dGardner …. Disciplined mind … synthesizing mind … creating mind … respected mind … ethical mind …”


you are too academic!STRATEGY

Knowledge-basedL i

STRATEGY2012‐2020

Less experienceToo idealNot realistic

Too theoreticalLess practical

No $ symbolScenario buildingIrrelevant

No $ symbolLack of entrepreneurship

Case studiesAfraid of generalization

Too specializedLack of synergy


future university?critical success factors

5Entrepreneurialsciencescritical success factors

4Academia‐

Industry partnership

University research focus

2

PG Advancedstudies

3 Stage Critical success factors

1 PhD staff

2 Well known professors

1 UG & PG programestablishment

2 Well known professors

3 Research culture

4 Global networks


establishment5 NEW ACADEMIA

new academia?

Faculty members

Learning materials

Conventional

Professors

Books journals

New academia

Professors, inventors, entrepreneurs

Books journals experiences InternetLearning materials

Philosophy

Books, journals

Specialization

Books, journals, experiences, Internet, internship

Integration

Funding

Students

Grants, fees

School leavers, mid‐career

Grants, fees, VC, endowment, REITs

School leavers, mid‐career,businessmen, early‐career, life‐long

Venue

Learning modes

Campus

Lectures, l l b

, y , g

Campus, Internet, incubators, brands

Lectures, tutorials, lab, studios,

Outcomes

tutorials, lab, studios

Degrees,

internship, incubators, experiential learning, 5 minds

Degrees, expertise, business models,


expertise capital, networks, culture

new academia?

Faculty members

Learning materials

New academia

Professors, inventors, entrepreneurs

Books journals experiences Internet

Action

Adjunct staff, fellows

Internship students’Learning materials

Philosophy

Books, journals, experiences, Internet, internship

Integration

Internship, students business venture

New pedagogy, RA

Funding

Students

Grants, fees, VC, endowment, REITs

School leavers, mid‐career,businessmen, early‐career, life‐long

Creative fund raising

Top UG; PG fromcorporations, research

Venue

Learning modes

, y , g

Campus, Internet, incubators, brands

Lectures, tutorials, lab, studios, h b l

p ,

Wifi, 4G, MTDC, Proton

NEW PEDAGOGY: l l

Outcomes

internship, incubators, experiential learning, 5 minds

Degrees, expertise, business models,

learner‐centric, Silicon V‐culture, GOP, ethics

JOB CREATION; micro‐


capital, networks, culture credit, spin‐off, projects

UTM blue ocean strategy (BOS)STRATEGY

Citation / publications

ELIMINATE RAISE

STRATEGY2012‐2020

Top stars (eg Nobel laureates)High tuition fees PlagiarismN f

Citation / publicationsResearch facilitiesInternet facilitiesInternationalization & UTMIC

Non‐performers World class campus experienceCo‐brandingEfficiency and transparency

Undergraduate enrolment New academia

REDUCE CREATE

gPeriod for PhD studiesLocal‐centricNon‐PhD staff

New academiaTropical experienceJob creation


Red‐tapes and layers

tuition fees (‘000 USD)STRATEGY

INSTITUTIONS LOCALS INTERNATIONAL

STRATEGY2012‐2020

UG PG UG PG

Cambridge 14‐16 4 ‐ 6 18 ‐ 20 20 ‐ 22

Harvard 38‐40 36‐38 38‐40 36‐38

MIT 38‐40 40‐42 38‐40 40‐42

Yale 38‐40 32‐34 38‐40 32‐34

Imperial College 14‐16 4‐ 6 30‐32 32‐34

Chicago 42‐44 42‐44 42‐44 42‐44

Edinburgh 2 ‐ 4 6 – 8 16 ‐ 18 18 ‐ 20Edinburgh 2 4 6 8 16 18 18 20

ETH Zurich 1 ‐ 2 1 ‐ 2 1‐ 2 1 ‐ 2

UTM 1 ‐ 2 1 ‐ 2 2 ‐ 4 2 ‐4


cost of higher educationSTRATEGY2012‐2020

Higher education loan is higher than credit card loan in the USA

– up to USD1 trillion!

‐ up to £70 billion in the UK

The Economist (20 Oct‐4 Nov 2011)e co o st ( 0 Oct o 0 )


overall UTM blue ocean strategySTRATEGY2012‐2020

Affordableworld class quality innovative education

in tropical environment


key amal indicators 2012‐2020 STRATEGY2012 2020

Indicators 2008 2011 2012 2015 2020

1 Staff with PhD 737 1018 1300 1800 2100

2012‐2020

2 SCOPUS journals 678 1078 2500 6000 15,000

ISI impact factors 153 553 1200 3000 7000

SCOPUS citation 1372 3791 5000 10,000 50,000

3 Postgraduate (%) 25% 46% 50% 60% 70%

Postgraduate no. 4,850 10,888 11,500 12,500 14,000

PhD students no. 1269 3439 4000 5000 7000

4 Mean Intake CGPA 3.11 3.47 3.60 3.80 4.00

5 Research grant (RM m) 124 103 120 200 400

6 Intellectual property 1075 2185 3000 6000 10 0006 Intellectual property 1075 2185 3000 6000 10,000

7 Spin‐off companies 1 12 100 400 1000

8 Staff research load 30% 50% 55% 60% 70%


9 Endowment (RM m) 0 31.9 50 100 500

BOS implementationSTRATEGY

TRANSFORMATION UNIT

SUNRISE PROJECT

STRATEGY2012‐2020SECRETARIAT

BOS RAISE

TROPICANA PROJECT

SYNERGY PROJECT

BOS RAISE JOB CREATION PROJECT

BOS TROPICAL CAMPUS

NEW ACADEMIA PROJECT

BOS JOB CREATION


BOS NEW ACADEMIA


BOS new academia project 2012‐2020STRATEGY2012‐2020


DESCRIPTION BUDGET (RM m) TASK FORCE

New Academia Stage 1 (2012) RM50/8 years Centre for BEng/BSc pedagogy

g ( )Stage 2 (2014)Stage 3 (2017)

/ yTeaching and Learning

N A d i St 1 (2012) RM50/8 C t fNew Academia MEng/MSc pedagogy

Stage 1 (2012)Stage 2 (2014)Stage 3 (2017)

RM50/8 years Centre for Teaching and Learning


BOS tropicana project 2012‐2020 STRATEGY2012 2020

TOPICANA PROJECT DESCRIPTION BUDGET (RM m)

Eco‐Tropical JB Campus 5 bridges 20 rumah kampung 4 rumah panjang RM50 /8 years

2012‐2020

Eco‐Tropical JB Campus 5 bridges, 20 rumah kampung, 4 rumah panjang, 5 trails, river rehab, replanting trees. Scholar’s Inn (Phase 2)

RM50 /8 years

Eco‐Valley KL Campus Garden campus Jogging track Less traffic 50m/8 yearsEco Valley KL Campus Garden campus, Jogging track, Less traffic, 50m/8 years

Environmental Leadership Tropical survival, eco‐preneur, eco‐inventor, tropical environmentalist. Annually. 30 students (50% international)

RM8/8 years

1000 spin‐off From New Academia Projects. Multiple funding (UTM‐VC, MTDC, VC etc.)

RM100/8 years

Global CSR CSR Summer Programs Service Learning RM50/8 yearsGlobal CSR‐ eg CNN Heroes‐ eg BBC Global Challenge

CSR, Summer Programs, Service Learning RM50/8 years

Global impact. eg. Save Skudai River RM8/8 years

Global impact. eg. Making JB Safer RM8/8 years


BOS synergy project 2012‐2020 STRATEGY2012 2020

PROJEC SUNRISE DESCRIPTION Budget (RM million)

10 l b S f h P i T U M l i l RM500 / 8

2012‐2020

10 top labs State‐of‐the‐art. Partnering Top U. Multiple funding

RM500 / 8 years

10 Flagship Projects Multiple funding, Global impact RM100/8 years

500 Top PhD 20 Top U Funding: JPA and UTM RM500/8 years500 Top PhD 20 Top U. Funding: JPA and UTM RM500/8 years

300 Transfer Top 20 Top first year students applied to Top U RM10/8 years

300 Top Post‐Doc Research partnership. Global exposure. High impact

RM50/8 yearsimpact

500 International staff Multiple funding, Global impact RM100/8 years

High Impact Publication 50 Science / Nature. Incentive RM5/8 years

50 best selling books Joint publications RM5/8 years50 best selling books. Joint publications RM5/8 years

Top‐10 highest cited papers. Incentive RM10/8 years

Editors in leading journals. Incentive RM5/8 years

High impact publications RM10/8 years


High impact publications RM10/8 years

high impact publicationsSTRATEGY

Impact factor 36.101

2012‐2020

pBritish‐based

Impact factor 31.36US‐based

Originality, importance, interdisciplinary, timeliness, surprising conclusion Nobel routes


conclusion, Nobel routes

BOS job creation project STRATEGY2012 2020

ACTION PLAN

Task force ICC

2012‐2020

JOB

Task force ‐ ICCPolicy changes – ProcurementPolicy changes – AUKUPolicy changes ‐ PEDAGOGY

Projects U d t ki

Quality enhancement.

Evaluation.

JOB CREATIONActivities

Value propositionMentoring program

Training and mentoring

Undertaking –assignment, evaluation, enterprising

Curriculum integration

New Academia Pedagogy


BOS synergy project: Co‐branding STRATEGY2012 2020

ACTION PLAN

2012‐2020

Top U

Task forceCo‐branding scopeActivities

KAIST, SeatucN t k

Air‐Asia

CNN

BBC

Top U

(MIT’s Blossom,

HBS case

Value proposition

Group of 5 RU

Networks BBCstudies etc)

IskandarMalaysia,

Embassies


BOS co‐brandingsudan national day 1.1.2012 STRATEGY

2012 20202012‐2020

Sudanese Ambassador HE Nadir Yousif Eltayeb Babike


officiated Sudanese 56th National Day @ UTM

UTM research alliance: Top lab and flagship projects

● UTM RUG ‐ Platform Grant eg RM5 m

● UTM Annual operating Grant – eg RM300k● UTM Annual operating Grant – eg RM300k

● External Grant 1 – Public fund – eg RM300k

● External Grant 2 – Public fund – eg RM300k

● External Grant 3 – Private fund – eg RM300k

● External Grant 4 – Private fund – eg RM3 m

● UTM Endowment Grant eg RM1 m TransportQ lit● UTM Endowment Grant ‐ – eg RM1 m

● Venture capitals – eg RM3 m

● Contract R&D ‐ – eg RM5 m Mobile

Transport

Filter

Quality

Modelingg

Water LabFilter

ROFouling

Control

Business


ROFouling

central laboratories funding & financial framework

UTM Platform GrantUTM E d t G tUTM Endowment Grant

Research Utilization C lt Utili tiResearch Utilization

Fee Receivables 100%

Consultancy Utilization

Fee Receivables 100%

Maintenance 25%Consumables 25%New equipment 25%

Maintenance 15%Consumables 10%New equipment 15%q p %

OT, Lab etc. 25%New equipment 15%UTM Bursar 25%Consultants 35%


UTM organizational structureKAI, reporting structure, e‐LPPT STRATEGY

E.g. E.g.

STRATEGY2012‐2020

Task Force 20% 10%

ResearchAlliance

30% 50%

Faculties 50% 30%

Support units 10%


UTM: towards global brand?SUCCESSSUCCESSFACTORS


success factorsSUCCESSSUCCESSFACTORS

CommitmentUnderstanding

Enjoy the challengesEngagement

Teamwork Long termTeamwork Long term, sustainability


mutiara hadithSUCCESS

ىَدُهلاَنمُهللاَينَثَعَباَمُلَثَم:َلَاقملسوهيلعُهللاىلصيبنلانعُهنعُهللاَيضَرىَسوُمْيبَأْنَع

SUCCESSFACTORS

ىدهلا نِم هللا يِنثعب ام لثم :لاقملسوِهيلعهللاىلصِيبنلا نعهنعهللايِضرىسوميِبأنعَبْشُعْلاَو َألَكْلا ِتَتَبْنَأَف ،َءاَمْلا ِتَلِبَق ٌةَّيِقَن َاهْنِم َناَكَف ،ًاضْرَأ َباَصَأ ِرْيِثَكْلا ِثْيَغْلا ِلَثَمَك ِمْلِعْلاَو،اْوُعَرَزَو اْوَقَسَو اَهْنِم اْوُبِرَشَف َساَّنلا اَهِب ُهللا َعَفَنَف ،َءاَمْلا ِتَكَسْمَأ ُبِداَجَأ اَهْنِم ْتَنَاكَو ،َرْيِثَكْلانْيديفَهُقَفْنَمُلَثَمَكلَذَف،ًأَلَكُتبْنُتَالَوًءاَمُكسْمُتَالٌناَعْيقَيهاَمَّنإىَرْخُأًةَفئَاطاَهْنمَباَصَأَو ِنيِد يِف هقف نم لثم كِلذف ،ألكتِبنتالوءامكِسمتالناعيِق يِهامنِإىرخأةفِئاطاهنِمباصأوْيِذَّلا ِهللا ىَدُه ْلَبْقَي ْمَلَو ،ًاسْأَر َكِلَذِب ْعَفْرَي ْمَل ْنَم ُلَثَمَو ،َمَّلَعَو َمِلَعَف ِهِب ُهللا َيِنَثَعَب اَم ُهَعَفَنَو ِهللا

.يراخبلا هاور .ِهِب ُتْلِسْرُأ


mutiara hadith SUCCESS

Daripada Abu Musa r.a., meriwayatkan bahawa baginda Rasulullah s.a.w. bersabda: Perumpamaan ilmu dan hidayah yang dengannya aku diutus oleh Allah SWT adalah

h j l b i b i (B i b h i k d i h)

FACTORS

seumpama satu hujan lebat yang menimpa bumi. (Bumi terbahagi kepada tiga tanah) ● Pertama ialah tanah baik, lembut dan menyerap air yang kerananya tanah menjadi subur,

menumbuhkan tumbuh‐tumbuhan yang banyak. ● Kedua ialah tanah yang keras tidak menyerap air tetapi dapat mengumpulkan air bagiy g y p p p g p g

keperluan manusia, binatang ternak dan tanam‐tanaman yang lain. ● Ketiga ialah tanah yang keras yang tidak menyerap dan tidak dapat mengumpulkan air dan

tidak menumbuhkan tanam‐tanaman. (Begitulah dengan manusia yang terbahagi kepada tiga golongan)(Begitulah dengan manusia yang terbahagi kepada tiga golongan):● Mereka yang diberi faham agama dan mendapat hidayah. Dengan hidayah itu mereka

mengenaliku, mendapat manfaat dengan ilmu yang diberikan Allah SWT kepadaku. Mereka belajar dan mengajarkan kepada orang lain.

● (Golongan kedua) ialah yang tidak mengambil manfaat bagi dirinya tetapi orang lain dapatmanfaat darinya.

● (Golongan ketiga) ialah orang yang tidak peduli dirinya dan tidak mendapat hidayah Allah SWT apa yang diturunkan melalui aku (Hadis Riwayat Bukhari)


SWT apa yang diturunkan melalui aku. (Hadis Riwayat Bukhari).

personal color for 2012


Brightness ● Clarity ● Freshness ● Versatility ● Sincerity

Happy New Year 2012Lets move forward together fasterLets move forward, together, faster

Thank you

www.utm.my innovative ● entrepreneurial ● global 60Kyoto, Sept 2011© Zaini Ujang

ucapan tahun baru 2012 - universiti teknologi … mizan launched autobioggpyraphy pro‐chancellor...

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