Universiti Malaya
Strategic Plan
2021-2025
Foreword from Chairman of
Universiti Malaya
Board of Directors
Assalammualaikum wbt and Knowledge is at the heart of UM’s
Greetings, functions and activities. Whether
in teaching, research or public
The Universiti Malaya’s (UM) engagement, UM possesses
Strategic Plan 2021-2025 is unique knowledge about the
the initial phase of a ten-year human and natural environments
Transformation Plan that will run that it has been operating in.
into 2030. By that time UM should This stock of knowledge should
be well on the way towards be widely shared and applied
realising its vision of becoming a innovatively to create value to
global university that is impacting society.
the world.
Knowledge resides in people.
UM has already gained wide Each individual has a distinct
YM Tengku Datuk Dr. Mohd recognition as the top university
Azzman Shariffadeen Tengku understanding of what is
in Malaysia. This achievement important or relevant in any
Ibrahim comes with many heavy
Chairman, particular context. For this reason,
responsibilities. In my mind its it is not feasible to manage a
UM Board of Directors foremost intellectual role is to
(Nov 2018 - Oct 2021) knowledge-based organisation
provide sustained leadership according to strict hierarchy. A
based on its special strengths. better way is to recognise each
person’s unique strength as a
Major changes are taking place
subject matter expert while at
around the world. These changes
the same time building multi-
demand that we take proactive
disciplinary teams of equally
steps to organise ourselves
accomplished experts focused on
so that we may produce more
the delivery of well-defined goals
beneficial outcomes that may lead
and targets. By mobilising the
to greater impacts on the wider
specific knowledge of individual
community.
actors through systematic
The emerging global system has integration and consolidation, we
repositioned knowledge as the will be able to create a dynamic,
primary source of value creation. people-driven organisation for
Whether we are dealing with value creation.
economic value or other kinds of
value, knowledge will increase in
importance.
Transformation has to begin with A journey of a thousand miles
personal change. Behavioural begins with a single step. UM
changes individually and has embarked on the journey
collectively will naturally arise by mobilising an initial team of
when an adaptive and agile leaders to collaborate freely and
organisational ecosystem is put in closely in an environment that
place to promote creative thinking promotes creativity and openness
and entrepreneurial work delivery. without fear of failure. I am hopeful
Empowered staff who are creative that this new work culture will
and entrepreneurial in addressing become the norm among UM
critical issues and challenges will people across the board.
naturally find leadership roles. As
more staff learn the new way of This booklet is the result of
working UM will see the rise of intense effort by teams of
agile networks of value-creating dedicated staff who have
teams centred around knowledge taken on their respective roles
and expertise. and responsibilities with great
enthusiasm, energy and discipline.
This booklet serves to explain They have received strong
and clarify the meaning and support from the alumni as well as
implications of many of the many other external partners and
transformative ideas that underlie collaborators. I thank them all for
the strategic planning work their contributions.
conducted thus far. As we move
forward there will be many more I look forward to witnessing the
concepts and frameworks that will rebirth of UM, even stronger in
need to be shared. intellectual accomplishment, and
ready to take on the challenge of
impacting the world.
Message from the
Vice-Chancellor
Assalammualaikum wbt and I would like to express my
Salam Sejahtera, sincere gratitude and thanks to
everyone involved in our Strategic
The Universiti Malaya Strategic Plan, especially the Chairman
Plan Booklet, which outlines and members of UM Board of
more than 100 strategic initiatives Directors, for their unwavering
under the 5 pillars, serves as a support and guidance. Likewise,
reference to all members of the our deep appreciation to all
UM community in our aspiration members of the UM management
to become a global university. team, Task force leaders and
The purpose of this document is members, and everyone that has
to chart the planned and co- contributed their ideas, valuable
ordinated implementation of all the time, and resources in the various
strategic initiatives identified as stages of the formulation of this
part of institutional reform, mainly Strategic Plan.
Professor Dato' Ir. Dr. Mohd in Income Generation, Teaching
Hamdi Abd Shukor & Learning, Research Innovation, Let us work together in a
Vice-Chancellor UM Talent, and Entrepreneurship, that concerted and strategic manner
will elevate this institution to the to deliver the best teaching and
next level. learning ecosystem to all our
stakeholders in order to achieve
Indeed, UM has come a long our vision of being a global
way since we started on our university that is impacting the
journey, and we are very happy world.
with the progress that we have
achieved so far; we look forward Thank you.
to the next stages of effective
implementation. We believe
our mission of ‘Pushing the
boundaries of knowledge and
nurturing aspiring leaders’ will
produce the right human talent
for the future: individuals who
possess the right values and a
deep understanding of the world,
and are capable of contributing
effectively to the global
community.
UM at a Glance
The University of Malaya was "Knowledge is the Source of
founded in Singapore on the 28th Progress". Throughout her more
of September 1905 as the King than one century of existence, UM
Edward VII College of Medicine. has transformed from a university
The name University of Malaya was with the initial objective of nation
first used on the 8th of October 1949 building, to a nexus of knowledge. In
with the merger of the King Edward this role, UM has continued to excel,
VII College of Medicine and Raffles continuously producing outstanding
College (established in 1928). Its leaders, intellectuals and experts.
establishment marked the dawn
of unprecedented advancement UM is a comprehensive
in education in Malaya, and led research-focused university with
eventually to the founding of two multidisciplinary areas of research
autonomous branches in Kuala and teaching that encompass
Lumpur and Singapore in 1959. medicine, science, engineering,
technology, social sciences and
With the passing of the University of humanities. It has thirteen faculties,
Malaya Act in 1961 by parliament, two academies, three centres and
The University of Malaya, also known two institutes. UM also has the
as Universiti Malaya (UM), was first and biggest teaching hospital
recognised as a public university in in Malaysia, the Universiti Malaya
the Federation of Malaya from the 1st Medical Centre (UMMC), which
of January 1962. This makes UM the provides excellent healthcare
oldest public university in Malaysia. services and serves as a major
referral centre for Malaysia. In
UM’s Coat of Arms bears the addition, the UM Research Clusters
university’s motto, ‘Ilmu Puncha were established to further drive
Kemajuan’, which translates to interdisciplinary research that
addresses national and global
challenges.
Steadfast in upholding our
nation’s aspirations, UM strives
to achieve a global presence and
international recognition. In recent
years, UM has emerged among
the world’s top 100 universities
in the Quacquarelli Symonds
(QS) World University Rankings.
UM continues to strengthen and
promote strategic partnerships with
relevant stakeholders that include
universities, industries, and
government. To ensure that UM’s
academic curriculum meets and
exceeds national and international
requirements, all of the university’s
academic programmes fulfill the
standards set by the Malaysian
Qualification Agency (MQA). The
university has also successfully
attained accreditations from both
local and international bodies as
well as various institutions and
professional bodies. UM also
receives regional recognition
through institutional assessment
by the ASEAN University Network-
Quality Assurance (AUN-QA),
a testament to UM’s quality as
an institution of prestige at the
international level.
UM attributes its strength and
success to the university’s diverse
and inclusive staff, students,
partners and collaborators,
and alumni. UM’s commitment
and contribution to academia
and society through teaching,
research, and services has had a
positive impact on the nation and
the world.
Our Story So Far
The University of Malaya,
Kuala Lumpur campus was
established in 1959.
The King Edward VII College of Medicine
was founded in 1905 to train the first
Malaysian (Malayan) doctors. The College The Carr-Saunders Commission
later became known as the University of recommended immediate formation
Malaya in Singapore. of a university.
1905 1928 1938 1948 1949 1959
King Edward VII Raffles University of Malaya was established on
College of Medicine College was 8 October 1949 in Singapore from the
was founded in established merger of King Edward VII College of
Singapore. in Singapore. Medicine and Raffles College.
The University of Malaya was
divided into two autonomous
branches based in Kuala
Lumpur and Singapore.
The McLean Commission proposed a
University College comprising both the
King Edward VII College of Medicine and
Raffles College.
University of Singapore Universiti Malaya,
(now known as Kuala Lumpur
National University of
Singapore)
Dewan Tunku Canselor, an iconic landmark of UM, was
constructed between 1965-1966. It was officiated by
Tunku Abdul Rahman on 25 June 1966.
1962 1965-66 1968
The University of Malaya was
officiated as a public university
in the Federation of Malaya on 1
January 1962 with the passing of the
University of Malaya Act in 1961.
On 16 June 1962, the university
celebrated the installation of its first
Chancellor, Tunku Abdul Rahman,
Malaysia's first Prime Minister. The
first Vice-Chancellor was Professor
Alexander Oppenheim, a world-
renowned mathematician. University Hospital, which is currently known as
University of Malaya’s Coat of Arms the Universiti Malaya Medical Centre (UMMC), was
was officially chartered in April opened in 1968. It serves as the teaching hospital
1962 by Tunku Abdul Rahman, the for the Faculty of Medicine, Universiti Malaya and is
university’s first Chancellor. the largest and oldest teaching hospital in Malaysia.
UMMC is also the second largest hospital in
Malaysia.
Establishment of the
Museum of Asian Art for the
exhibition of art work, art
appreciation and research
in paintings and art objects
from the Asean Region.
Established a Quality Management System (QMS) based on MS ISO
9001-2000 Quality Management System-Requirements certification
by SIRIM QAS International Sdn. Bhd. UM is the first public
university to achieve this certification within the scope of design
& development of first degree and postgraduate programmes,
provision of education and support services, and related research
activities. Currently UM QMS complies to the MS ISO 9001: 2015.
1974 1980 2002 2007 2009
Establishment of research
clusters to address multi-, inter-
and trans-disciplinary research.
Currently there are 4 research
clusters, namely Innovative
Industry & Sustainability, Frontier
of The Natural World, Social
Advancement & Happiness, and
Health & Well-being.
Establishment of Rimba Ilmu or "The Forest of Granted Research University
Knowledge", a tropical botanical garden in UM status by the Ministry of Higher
campus. It is designated for conservation, research and Education (MOHE), Malaysia.
education about tropical plants. It occupies an area of
80 hectares, with living collections of over 1,700 species
and herbarium collections with over 70,000 accessions.
Granted the Self-accreditation status by
the Malaysian Qualifications Agency (MQA)
on 29 April 2010. This status allows UM to
internally accredit all academic programmes
(excluding professional programmes) based
on the Code of Practice for Programme
Accreditation and all related MQA policies
and guidelines.
Granted autonomy
status by MOHE in 4 Join the world’s top 100 universities (QS
dimensions namely World University Rankings 2019)
Institutional, Financial,
Human Resource and
Academic.
2010 2012 2010-15 2015 2018
Received the Asean University
Network-Quality Assurance (AUN-
QA) Institutional level certificate on
13 June 2018. To date six academic
programmes have successfully
undergone the AUN-QA programme
assessment.
Pioneered UM
Living Labs.
The only public university in Malaysia that was granted
High Impact Research (HIR) grants from MOHE to
conduct research and publish papers in Tier 1 WOS.
Serving the Nation, Impacting the World.
As the nation's foremost flagbearer of
intellectual and educational distinction,
Universiti Malaya embodies the spirit
and values of national rejuvenation and
progress, as it steers Malaysia towards
a future of prosperity and eminence with
a clear vision, leadership, and academic
responsibility.
We lead through knowledge creation and
innovation through the advancement of
research excellence and the nurturing
of human capital. The next frontier of
national growth and societal progress will
be shaped by our decision to champion
knowledge-driven and technology-led
social innovation and knowledge transfer,
leading to the growth of a forward-looking,
resilient, sustainable and developed
country. It is our unending quest to chart
new boundaries of knowledge and to
continuously mould the best global minds
and talents for a better world.
UM Vision and Mission
VISION
A global university impacting the world
Driven to achieve world-class distinction in high impact research and knowledge
creation, and resolute in the advancement of academic and scholarly milestones,
Universiti Malaya envisions itself as a leader charting new frontiers of knowledge and
inventing new breakthroughs, thus shaping the future of humankind.
UM has a strong conviction about future-driven solutions, strategic collaborative
drives, and intellectual revitalisation, tied with an unfailing eminence in providing
holistic services. Because of this, the university leads society, whether locally,
regionally, or globally, towards a new dawn of knowledge transformation which will
strongly impact civilisations, humanity and the world.
MISSION
Pushing the boundaries of knowledge and nurturing
aspiring leaders
UM seeks to reimagine knowledge for an empowered humanity, building on the
cultivation of talents and leaders who will break barriers and stamp a legacy for the
nation and the world through value-driven and forward looking knowledge, and
systemic resilience and agility.
UM will advance human capital with future-aspiring and mission-led graduates,
who will become leaders of global repute driven by passion, purpose, dynamism,
innovation and strong values, spearheading academic and research exceptionalism
for the next chapter of humanity’s progress.
UM Core Values
Core values are essential elements in an organisation. They drive
excellence, professionalism, and good work culture.
Integrity
We carry out duties with total
Passion
honesty, responsibility, and
Empathy
We perform our duties with pride, accountability, and always
giving the best services in every adhere to the highest ethical and We embrace the concept
attempt, driven by an unyielding moral standards in our personal of empathy in managing
inspiration by, and passion for what and professional conduct. We staff and students by
we do, so as to have a positive stand by our decisions in the adopting an intuitive
impact on students, community, interest of truth and justice system that understands
nation and the global community. without fear or favour. or feels what others are
experiencing from within.
P O I S E
PASSION ONENESS INTEGRITY SINCERITY EMPATHY
Oneness Sincerity
We are united as one UM We serve others as well
community with shared as discharge duties and
values and understanding, responsibilities with
demonstrating our sincerity and honesty.
commitment to creating
a positive impact as
we carry out all our
responsibilities, such as
teaching and learning,
research and innovation,
and other services. We
embrace inclusiveness and
accountability, upholding
fairness and equal
opportunities for all.
Serving the Nation
Pushing the
boundaries of
knowledge and
nurturing aspiring
leaders
Strategic
Vision Mission Objectives
5 Strategic Objectives
• To be a self sustaining
university
A global • To produce leaders
university • To impart knowledge and
impacting the provide solutions
world • To be a learning
organisation
• To impact the nation
P O
OUR VALUES
PASSION ONENESS
Impacting the World
Define the strategies and initiatives
to achieve the strategic objectives
5 Strategic Pillars
Pillar 1 - Income Generation
Pillar 2 - Teaching & Learning
Pillar 3 - Research & Innovation
Pillar 4 - Talent
Pillar 5 - Entrepreneurship
Transformation Key Performance
Strategic Plan
Plan Indicators (KPI)
6 Key elements of UM Transformation Framework - CREATE Establish Institutional Key
Performance Indicators (KPI)
C Champion New Governance & Business Model to measure outcomes and
impact of the strategic plan
R Reimagine Education @UM
Establish Academy/Faculty/
E Excel in Research
Centre KPIs
A Adobe Digital Enabled Lean Management Processes
T Transform Culture, Embrace Change & Nurture Talent
E Enhance Learning & Work Environment
I S E
INTEGRITY SINCERITY EMPATHY
House of Excellence
Entrepreneurship
Research &
Teaching &
Generation
Innovation
Learning
Income
Talent
• Enhancing • Precision • UM • KPI Pointer • Creating
Saluran Terbuka Intervention Scholarship System Entrepreneur
UM (SATU) for UM Program Ecosystem
Undergraduates • Upskilling &
• Remote • Research Reskilling • Special
Learning (RL) • Experiential Fund Incentive for
Learning with Opportunities • Reviving Students’
• Open and Industries and Kumpulan Start Ups
Distance Technocrats at • WoS Inovatif &
Learning (ODL) UM (ELITE@UM) Publication Kreatif (KIK) in • e-Platform
Incentives UM for Research-
• Microcredentials • Teaching Based
(MC@UM) & Learning • Research Solution
Delivery Ecosystem
Assessment
UM Strategic Plan 2021-2025
“The House of Excellence”
Our strategic framework is Excellence in execution. We
focused on building a “House will never compromise on our
of Excellence”. Supported by values and the quality of our
five strategic pillars - Income work. Excellence has always
generation, Teaching and learning, been at the core of everything
Research and innovation, Talent, we do - university operations,
and Entrepreneurship - this teaching and learning, research,
“House of Excellence” will propel and services. It will continue to
UM in its journey towards realizing remain the driving force in all our
its Mission and Vision over the future endeavours. We will excel.
next five years. We will play a leading role in
realising our nation’s aspirations,
With the implementation of these and contribute towards the
initiatives UM is expected to: United Nations’ Sustainability
achieve financial independence; Development Goals (SDGs).
produce graduates who are agile,
resilient and able to adapt to an Without our stakeholders, we
ever-changing world; and provide are but a ship without sails. Our
solutions for real world problems students, staff, strategic partners
with the implementation of and collaborators, the industry,
research output. government agencies, alumni and
society - we will forge a lifelong
Serving the nation, Impacting bond with all of them, striving to
the world. In line with the Shared understand their needs so that
Prosperity Vision 2030, UM together, we will make the world a
will ensure that it continuously better place.
supports efforts towards the
improvement of the quality of life.
We will continue our partnerships
with industry, academic
institutions and the government
to ensure that our outputs are in
sync with the needs of the nation
and the world.
Objective
‘Towards a Self Sustaining University’
Pillar 1 Universiti Malaya (UM), like many
other globally known universities,
Remote Learning (RL) and
Microcredentials. Income flow
Income is facing a number of challenges.
These include achieving financial
generated from these sources
will be reasonably predictable,
Generation stability and self-sustainability, as
well as increasing competitiveness
enabling more effective future
planning both in financial terms,
via internationalisation and and in terms of value delivered to
digitalisation of higher education. UM stakeholders, especially UM
However, UM has a long tradition students.
of excellence and has been
weathering challenges for the last Financial self-sustainability will
100 years. We are not cowed by ensure UM is able to continue
challenges, but instead believe playing its roles and carrying out
there are always opportunities in its responsibilities to society. It
the challenges we face. To meet will also enable the university to
these challenges, we should invest in priority areas including
shift from supply to demand- other untapped opportunities in
creation in higher education and higher education. These include
be a part of wealth creation both better facilities, conducive
nationally and beyond our shores, learning environment, innovative
leading towards financial self- educational programmes, and
sustainability. initiatives to continue producing
leaders in their respective fields.
Student tuition fees have the
potential to become a relatively UM, as the leading public
larger income source for UM Research University in Malaysia,
with new entry routes and study will continue its traditional role as
modes such as Universiti Malaya’s the national torchbearer for higher
Open Channel or Saluran Terbuka education excellence on the
Universiti Malaya (SATU), Open global stage.
and Distance Learning (ODL),
Enhancing Saluran Terbuka UM (SATU)
1 We aim to expand the inclusivity of the UM student population by attracting
potential undergraduates from diverse socio-economic backgrounds to apply
via SATU and pursue their degrees at Malaysia’s premier university.
Remote Learning (RL)
2 We are committed to improving UM students’ access to and participation
in the university’s wide ranging, high quality educational opportunities in a
comfortable and flexible manner.
Open and Distance Learning (ODL)
3 We aim to contribute to human capital development across the world by
delivering high quality university education through flexible, multi-mode
distance learning to independent learners.
Microcredentials (MC@UM)
4 We offer lifelong learners the opportunity to pursue short-term, on-demand
online courses for upskilling and reskilling, with the option to earn a UM
qualification or just for the simple love of learning.
Objective
‘Producing Leaders’
Pillar 2 Teaching and Learning (T&L) is
at the very heart of Universiti
During their studies, UM
students will contribute to
Teaching & Malaya’s raison d’etre, enlivened
by the combined efforts of
society and create meaningful
societal impact, either through
Learning UM’s passionate and talented
lecturers supported by a dynamic,
service learning, community
engagement, volunteerism, and
innovative and holistic teaching holistic Teaching and Learning
and learning ecosystem. (T&L) approaches. UM students
and future UM graduates/alumni
UM’s future-ready, holistic are imbued with UM values
and empowering curriculum is distinguishing the UM Graduate
designed to nurture students’ from the rest. UM teaching staff
professional development and will be trained and provided with
personal growth. Built upon individual capacity building/
strong academic foundations, professional growth opportunities
and with the UM core P.O.I.S.E to enhance the quality of T&L
values embedded in it, the UM delivery.
curriculum integrates authentic
learning with real-world exposure,
networking and practical
experience.
Precision Intervention for UM Undergraduates
1 We aim to inculcate future-ready UM graduates with the best soft skills
and professional working culture, which UM has always been known for,
ensuring their success in highly dynamic work and living environments.
Experiential Learning with Industries and Technocrats at UM
2 (ELITE@UM)
We are committed to enhancing UM students’ learning experience
opportunities via structured interactions and engagement with successful
UM alumni, professional experts, industry captains as well as movers and
shakers in society, as part of their degree programmes.
Teaching & Learning Delivery Assessment
3 We are committed to continuously enhancing the quality of teaching and
learning delivery at UM via professional growth and capacity building.
Objective
‘Imparting Knowledge,
Providing Solutions’
Pillar 3 We lead by Transforming
Knowledge and Impacting Lives.
As Malaysia’s leading university,
we aspire to continue in our
Research & We aspire to excel in Research
tradition of excellence. We
Innovation
believe in the spirit of discovery
and Innovation with the following and exploration, a journey that
objectives: we embark on every day in our
pursuit of knowledge. We also
• To impart knowledge for the
believe that knowledge should
betterment of society
be used for the betterment of
• To address global challenges humankind.
with research solutions,
paving the way for a Talent, leadership, ecosystem -
prosperous future these are the areas we wish to
improve. With knowledge and
experience comes wisdom. With
wisdom, UM hopes to provide
leadership for the nation.
UM Scholarships Program
1 To attract the best minds from around the world for PhD studies in UM,
who will subsequently contribute positively to their communities and
beyond.
Research Fund Opportunities
2 To continue conducting impactful research powered by diverse funding
sources, as well as leveraging on our partnerships and collaborations,
while exhibiting complete trust on our capabilities and expertise.
WoS Publication Incentives
3 To recognise the efforts, commitment, and achievements of all
academics.
To encourage Universiti Malaya’s researchers to enhance our research
profile by producing higher quality outputs.
Research Ecosystem
4 To create and nurture a vibrant, supportive and cohesive research
ecosystem to continuously support our endeavours in addressing
societal and industrial needs.
Objective
‘Dynamic Learning Organisation’
Pillar 4 Advancing values, talent and
human capital remains the central
drive towards the creation of a
world class and knowledge-driven
Talent pillar in empowering a resilient and
forward-looking organisation in its
workforce.
There are three main elements in
drive to achieve strategic future
visions and missions. Sustained, the systematic, integrated and
structured and integrated comprehensive spectrum of talent
approaches and initiatives in development, management and
transforming talent and human advancement encapsulated in this
capital are key in developing pillar; they form the cornerstone in
an overarching organisational efforts to achieve the university’s
goal that is mission-led and new vision and mission.
future-driven, with the workforce
Each element is instrumental
forming the main foundation of its
in ensuring the success of
success.
the university’s Strategic and
Central to this element is a Transformation Plan and is
dynamic learning approach where aimed at achieving the intended
individuals constantly pursue milestones of a knowledge-,
knowledge, expertise, skills and future- and value-based human
experience in a sustainable and capital.
consistent manner. Crediting
talent, formation of holistic talent
assessment and appreciation,
and human capital development
and advancement are leading the
KPI Pointer System
1 Flexible and comprehensive evaluation system that
considers different areas of achievement by UM
academics.
Upskilling & Reskilling
2 To provide numerous training avenues and courses for
upskilling and reskilling of UM staff, thus improving their
skill sets and professional toolbox to serve the university
and society.
Reviving Kumpulan Inovatif & Kreatif (KIK) in UM
3 Promoting a culture of creativity and innovation among
operational staff in UM to enhance the university’s
operation and delivery systems.
Objective
‘Impacting the Nation’
Pillar 5 UM has introduced
“Entrepreneurship” in its Strategic
meeting the goals of the Shared
Prosperity Vision (SPV) and UN’s
Entrepreneurship Plan 2021-2025, in line with
the aim of becoming a global
Sustainable Development Goals
(SDGs).
university impacting the world.
This move is also in line with the For this, Universiti Malaya plans
aspiration of the Ministry of Higher to establish more incubators and
Education (MOHE) to incorporate accelerator units to support and
entrepreneurship within the enhance entrepreneurial activities,
curriculum and produce graduates besides nurturing graduates with
that are able to act as catalysts for entrepreneurial mindsets that
economic transformation. are resilient, forward-thinking
and competitive. It is hoped that
Successful entrepreneurs require the university’s efforts will be
certain traits that can be nurtured enhanced with the cooperation
early in their lives. Universiti of role models and successful
Malaya aims to create a holistic entrepreneur leaders who will
and conducive entrepreneurship make the country proud.
ecosystem for its community, thus
Creating entrepreneur ecosystem
1 To create an effective and seamless ecosystem for graduate and
campus community entrepreneurs to translate their innovation
ideas into commercially viable products and embark on their
commercialisation journey.
Special Incentive for Students’ Start Ups
2 To create a paradigm shift in the mindsets of graduates towards
entrepreneurial culture, by promoting students’ start-ups that can lead
to future business.
e-Platform for Research-Based Solution
3 To develop an e-platform for research-based solutions which could
provide services/solutions for research activities, for researchers in
the community and for industries, in tandem with the Malaysia Digital
Economy Blueprint.
Serving the Nation, Impacting the World.
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