Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1698744935120.pdf (Malaysia)
LAPORAN TAHUNAN A N N U A L R E P O R T MEMAcU PROdUkTiviTi NEgARA Driving PrODuctivity Of the natiOn 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2007 Laporan Tahunan MPC 2007 MPC Annual Report 2007 2011 & 2012 pemangkin Transformasi / Transformation of Catalyst 2008 & 2009 • Transformasi • Inovasi • Perkongsian • Transformation • Innovation • Partnership 2010 Menerajui organisasi mencapai daya saing bertaraf dunia sebagai najakan ke arah transformasi global / Leading organisations to attain world-class competitiveness as the springboard for global transformation for Global Competitiveness 2013 Transformation di Tahap yang Terbaik / Transformation at its Best 2014 Membina Transformasi organisasi / architecturing organisational Transformation 2015 hab pengerakan produktiviti negara / hub for national productivity Movement 2016 Memacu produktiviti negara/ Driving productivity of The nation ©2018 Hakcipta terpelihara Tidak dibenarkan mengeluar ulang mana-mana bahagian penerbitan, illustrasi, reka bentuk, grafik dan menyimpan isi kandungan dalam apa jua cara sama ada secara elektonik, mekanikal, fotokopi, rakaman atau apa-apa cara lain tanpa mendapat keizinan bertulis terlebih dahulu daripada Perbadanan Produktiviti Malaysia.
All rights reserved No part of this publication may be reproduced, illustration, design, graphics and stored in retrieval system, or transmitted, in any form or any means, electronics, mechanical, photocopying, recording or otherwise, without prior written permission of Malaysia Productivity Corporation.
LAPORAN TAHUNAN A N N U A L R E P O R T MeMacu Produktiviti Negara Tema laporan Tahunan MpC 2017 adalah Memacu produktiviti negara.

pada muka hadapan laporan ini, anak panah besar yang menunjuk ke atas mewakili perkembangan prestasi MpC sepanjang tahun.
anak panah yang utama juga menggambarkan bagaimana MpC adalah penggerak yang memimpin sektor industri ke hadapan secara bersepadu dan berimpak tinggi dengan menyediakan maklumat nilai tambah mengenai amalan terbaik dan kecemerlangan organisasi.

Warna merah anak panah mencerminkan semangat MpC dalam memupuk budaya produktiviti melalui program-program peningkatan produktiviti dan inovasi bersama sektor swasta, awam dan akademia untuk menjadi lebih produktif dan berdaya saing di peringkat antarabangasa.
driviNg Productivity of the NatioN The theme of MpC’s 2017 annual report is Driving productivity of the nation.

on the cover of the report, the big arrow pointing upwards represents the improvement of MpC performance throughout the year.

The main arrow also illustrates how MpC is the driving force that leads the industry sectors forward in an integrated and high-impact manner through value-added information on best practices and organisational excellence.
The red colour of the arrow reflects MpC’s passion in nurturing productivity culture innovation enhancement programmes together with the private, public and academia sectors to be more productive and competitive at the international level.
through productivity and Laporan Tahunan 2017 annuaL r EporT 0101 Laporan Tahunan 2017 annuaL rEporT ISI KANDuNGAN CONteNtS Perutusan Pengerusi Chairman’s Statement Visi dan Misi Vision and Mission 09 Struktur Organisasi Organisation Structure 04 10 Ahli Lembaga Pengarah Board of Directors Ahli Lembaga Pengurusan Board of Management 14 Maklumat Korporat Corporate Information Nexus Produktiviti Sektor Sector Productivity Nexus 12 15 20 30 Champion Nexus Produktiviti Productivity Nexus Champion 26 Peraturan Bestari Smart Regulation Daya Saing Global Global Competitiveness 46 02 Laporan Tahunan 2017 annuaL rEporT 52 Pengurusan Pengetahuan Knowledge Management Kecemerlangan Perniagaan Business excellence 60 72 Inovasi enterprais enterprise Innovation 64 Program Kerjasama Antarabangsa International Partnership Programme 80 Pengurusan Sumber dan Organisasi Resource and Organisation Management Persatuan dan Kelab Societies and Club 92 102 Diari Korporat Corporate Diary Laporan Kewangan Finacial Report 112 03 Laporan Tahunan 2017 annuaL rEporT Perutusan Pengerusi Chairman’s statement MPC perlu terus proaktif dalam memastikan kejayaan pelaksanaan inisiatif peningkatan produktiviti di peringkat nasional, sektoral dan enterprais.
MPC needs to be proactive in ensuring the successful implementation of productivity improvement initiatives at national, sectoral and enterprise levels.
Tan Sri Azman Hashim pengerusi | Chairman Sebagai agensi pelaksanaan program peningkatan produktiviti, peranan utama MpC adalah untuk As the agency for implementing productivity improvement programmes, the main role of MpC is to meningkatkan lagi paras produktiviti ke peringkat increase productivity levels in order to achieve the lebih tinggi bagi mencapai sasaran pertumbuhan targeted productivity growth of 3.7% by 2020.
The produktiviti sebanyak 3.7 % menjelang tahun year 2017 had presented new challenges to MpC, 2020.
Tahun 2017 memberi cabaran baru kepada namely being given a greater mandate as the Delivery MpC dengan mandat lebih besar sebagai pejabat Management office (DMo) to work closely with the pengurusan penyampaian (DMo) untuk berkerjasama Economic planning unit (Epu) of the prime Minister’s rapat dengan unit perancang Ekonomi (Epu), Jabatan Department in monitoring and controlling the perdana Menteri dalam memantau dan mengawal effectiveness of productivity initiatives at the national, keberkesanan inisiatif-inisiatif produktiviti di peringkat sectoral and enterprise levels.
nasional, sektor dan enterprais.

Mengukuhkan Prestasi Produktiviti dan Daya Saing Dalam Laporan produktiviti 2016-2017, Malaysia Strengthening Productivity and Competitiveness In the productivity report 2016-2017, Malaysia recorded productivity growth of 3.5% to a level of merekodkan pertumbuhan produktiviti sebanyak rM78,218 in 2016 compared to rM75,548 in the 3.5% kepada rM78,218 pada tahun 2016 berbanding previous year.

Various efforts therefore need to be rM75,548 pada tahun sebelum-nya.
pelbagai usaha intensified to continuously improve the country’s perlu dipergiat untuk terus meningkatkan tahap productivity levels.

With the establishment of 9 04 Laporan Tahunan 2017 annuaL r EporT produktiviti negara secara berterusan.
Dengan productivity nexus in May 2017, it is expected that penubuhan 9 nexus produktiviti pada bulan Mei 2017, productivity at sector level will continue to increase kami yakin produktiviti di peringkat sektor akan terus through 43 planned initiatives that are currently in meningkat melalui 43 inisiatif yang telah dirancang progress.

among the projects that have been carried dan dalam pelaksanaan.
Di antara projek yang telah out include sharing of best practices, recognition of dijalankan adalah perkongsian amalan terbaik, firms that have high productivity and acknowledging pengiktirafan firma-firma berproduktiviti tinggi dan industry experts in the area of productivity pakar produktiviti industri.

enhancement.
MpC selaku sekretariat kepada Majlis pemantauan MpC, as the Secretariat to the national oversight produktiviti Kebangsaan (nopC) turut memantau productivity Council (nopC), also monitors the pelaksanaan 4 model kerjasama strategik inovasi implementation of 4 strategic innovation models that yang berjaya merekodkan impak positif terhadap have been successful in creating a positive impact prestasi produktiviti syarikat yang terlibat towards improving productivity of the companies berdasarkan petunjuk-petunjuk produktiviti seperti involved based on productivity indicators, namely produktiviti modal, kecekapan proses, keuntungan capital productivity, process efficiency, profitability dan produktiviti buruh selepas pelaksanaan projek and labor productivity after the implementation of intervensi.
antara prestasi yang direkodkan adalah the intervention project.
among the achievements Public-Private Research Network (pprn) (oleh recorded were the public-private research network Kementerian pendidikan Tinggi) berjaya memadankan (pprn) (by Ministry of higher Education) which 104 projek yang melibatkan pakar akademik untuk had succeeded in matching 104 projects involving membantu dalam penyelesaian isu yang dihadapi academic experts to assist in addressing issues faced oleh industri manakala SIRIM - Fraunhofer Partnership by the industry while SIrIM - Fraunhofer partnership telah melaksanakan 560 projek intervensi teknologi.
had implemented 560 technology intervention Selain itu, Steinbeis Malaysia Foundation - agensi projects.

In addition, Steinbeis Malaysia Foundation Inovasi Malaysia (aIM) dapat menyiapkan 212 projek - The Malaysian Innovation agency (aIM) was able berkaitan penyelesaian perniagaan dan plaTCoM to complete 212 business-related solutions and Ventures bersama SME Corp berjaya memindahkan 33 plaTCoM-Ventures along with SME Corp successfully hak milik intektual.

transferred 33 intellectual property rights.


Bagi mengukuhkan pelaksanaan aktiviti amalan Baik In order to strengthen the implementation of Good peraturan (Grp), MpC terus menjalankan kajian dan regulatory practice (Grp), MpC continues to conduct usaha untuk menambah baik peraturan perniagaan research and implement efforts to improve business bagi meningkatkan daya saing Malaysia.

Tahun 2017 regulations to enhance Malaysia’s competitiveness.
In mencatatkan penjimatan kos pematuhan mencecah 2017, the cost savings from compliance reached rM1.2 rM1.2 bilion melalui projek Mengurangkan Beban billion through the reducing unnecessary regulatory peraturan yang Tidak Wajar (rurB), pemodenan Burdens (rurB), Modernising Business Licenses Lesen perniagaan (MBL) dan Cutting Red Tape (MBL) and Cutting red Tape (MyCurE) projects.

(MyCurE).
(MyCurE).

Laporan Doing Business 2018 (DB2018) oleh Bank World Bank ranked Malaysia 24th position out of 190 Dunia mencatatkan kedudukan Malaysia di tangga economies (DB2017: 23/190).

For another two major The Doing Business 2018 (DB2018) report by the 05 Laporan Tahunan 2017 annuaL rEporT Perutusan Pengerusi Chairman’s statement ke-24 daripada 190 ekonomi (DB2017: 23/190).
Bagi international reports monitored by MpC, the Global 2 lagi laporan antarabangsa utama yang dipantau Competitiveness report 2017-2018 (GCr2017-2018) oleh MpC, laporan Global Competitiveness Report report released by the World Economic Forum (WEF) 2017-2018 (GCr2017-2018) yang dikeluarkan oleh ranked Malaysia 23rd out of 138 countries while in the World Economic Forum (WEF) meletakkan Malaysia World Competitiveness Yearbook 2017 (WCY2017) di tempat ke-23 daripada 138 negara (GCr2016-2017: report by the Institute for Management Development 25/138) manakala laporan World Competitiveness (IMD), Malaysia was ranked 24th among 63 economies.
Yearbook 2017 (WCY2017) oleh Institute for overall, Malaysia sustained its position as among the Management Development (IMD) mencatatkan 25 most competitive countries in the world in all the Malaysia di kedudukan ke-24 dalam kalangan 63 three reports.

ekonomi (WCY2016: 19/61).

Secara keseluruhannya, Malaysia berjaya kekal dalam kalangan 25 negara productivity Gain Measurement (pGM) is a systematic paling berdaya saing di dunia bagi kesemua tiga measurement and productivity management laporan tersebut.
approach to assess the productivity performance of a firm.

In 2017, pGM had been used in 6 projects involving pengukuran Keberhasilan produktiviti (pGM) adalah 233 companies, namely projects under the national satu pendekatan pengukuran dan pengurusan Blue ocean Strategy (nBoS), projects monitored produktiviti yang sistematik untuk menilai prestasi by nopC, the high productivity Enterprise (hpE) produktiviti sesebuah firma.
pada tahun 2017, pGM recognition programme and Enterprise productivity telah digunakan dalam 6 projek yang melibatkan 233 Improvement Scheme (SppE).

In addition, epGM had syarikat seperti projek di bawah Strategi Lautan Biru also been developed to facilitate pGM’s activities and Kebangsaan (nBoS), projek yang dipantau oleh nopC, enable companies to self-assess seamlessly.
program pengiktirafan perusahaan Berproduktiviti Tinggi dan Skim peningkatan produktiviti Enterprais among other initiatives undertaken by MpC (SppE).

Selain itu, epGM juga telah dibangunkan bagi to improve organisational productivity is the memudahkan aktiviti pGM dan syarikat- syarikat dapat introduction of the Benchmarking online networking membuat self assessment dengan lancar.
Database (BonD) system that has produced best practice articles from the Lean project, productivity- antara inisiatif lain yang dijalankan oleh MpC Linked Wage System (pLWS), Innovative and Creative bagi penambahbaikan produktiviti organisasi Circles (ICC) as well as sharing by the winners of adalah memperkenalkan sistem Benchmarking various national and international excellence awards.
Online Networking Database (BonD) yang Furthermore, MpC promotes the use of the Malaysian telah menghasilkan artikel amalan terbaik dari Business Excellence Framework (MBEF) which has projek Lean, Sistem upah Yang Dikaitkan Dengan been adopted by 261 private companies in 2017 produktiviti (pLWS), Kumpulan Kreatif dan Inovatif bringing the total to 5,326 companies in Malaysia after (ICC) serta perkongsian dari pemenang pelbagai having adopted this framework since 2013.
MBEF has anugerah kecemerlangan peringkat kebangsaan also been adopted as a basis for assessing dan antarabangsa.

Selain itu, MpC mempromosikan companies participating in the Industry Excellence penggunaan rangka Kerja Kecemerlangan perniagaan award (aKI) organised by the Ministry of Malaysia (MBEF) yang telah diamalkan oleh 261 International Trade and Industry (MITI) as well as other syarikat swasta pada tahun 2017 menjadikan jumlah local awards.
06 Laporan Tahunan 2017 annuaL rEporTPerutusan PengerusiChairman’s statement keseluruhan sebanyak 5,326 syarikat di Malaysia telah among the programmes implemented by MpC mengamalkan rangka kerja ini sejak tahun 2013.

MBEF to increase productivity at enterprise level are turut diguna pakai sebagai asas untuk untuk menilai capacity building programs, system development syarikat yang menyertai anugerah Kecemerlangan programs, and best practice sharing.
organising Industri (aKI) yang dianjurkan oleh Kementerian the Team Excellence Convention is one of the main antarabangsa dan Industri (MITI) dan anugerah- agenda of MpC to inculcate creativity and innovation anugerah tempatan lain.

among employees in an organisation through best practice sharing.
overall, the Team Excellence antara program yang dilaksanakan MpC bagi Convention Series in 2017 saw participation of meningkatkan produktiviti di peringkat enterprais 754 groups from 511 organisations with a total of adalah program pembangunan kapasiti, program 5,719 participants.

a cost savings of rM515 million pembangunan sistem, serta perkongsian amalan was also recorded at the series of conventions terbaik.
penganjuran Konvensyen Team Excellence held in 2017. merupakan salah satu agenda utama MpC untuk membudayakan kreativiti dan inovasi dalam kalangan warga kerja di sesebuah organisasi melalui Regional Productivity Improvement as a member country of the asian productivity perkongsian amalan terbaik.
Secara keseluruhannya, organisation (apo), MpC hosted the International Siri Konvensyen Team Excellence 2017 telah disertai Forum on productivity programme which was held oleh 754 kumpulan dari 511 organisasi dengan from 12th to 14th September 2017 in putrajaya.

The penyertaan seramai 5,719 orang peserta.

Siri program was attended by representatives from both konvensyen 2017 ini juga telah merekodkan jumlah the public and private sectors as well as delegates penjimatan kos sebanyak rM515 juta.
from the 19 apo countries which had benefited from Peningkatan Produktiviti Serantau Sebagai mewakili negara anggota Asian Productivity Organisation (apo), MpC telah menjadi tuan rumah sharing of experiences and information on the latest developments occurring in productivity institutions across the asia pacific region.

bagi program International Forum on Productivity yang telah diadakan pada 12 hingga 14 September Financial Performance MpC recorded an increase of 4% in revenue to 2017 di putrajaya.
program ini disertai oleh wakil dari rM49,108,594 in 2017 compared to rM47,178,952 the sektor awam dan swasta serta delegasi dari 19 buah previous year.

This was due to an increase in revenue negara aggota apo yang telah mendapat manfaat of rM2,090,382 (18%) resulting from collections in dari sesi perkongsian pengalaman dan perkembangan training, consulting and convention fees.

Expenditure terkini institusi produktiviti di rantau asia pasifik.
for the year 2017 recorded an increase of 6% to Prestasi Kewangan MpC mencatatkan peningkatan pendapatan sebanyak 4% kepada rM49,108,594 pada tahun 2017 berbanding rM47,178,952 pada tahun sebelumnya.

peningkatan ini disumbangkan oleh pertambahan hasil dalaman sebanyak rM2,090,382 (18%) dari kutipan seperti yuran latihan, yuran perundingan 07 Laporan Tahunan 2017 annuaL rEporT Perutusan Pengerusi Chairman’s statement dan yuran konvensyen.
perbelanjaan bagi tahun rM53,177,857 which was an increase of rM3,043,585 2017 telah menunjukkan peningkatan sebanyak 6% compared to 2016.

The increase in spending was due kepada rM53,177,857 iaitu pertambahan rM3,043,585 to the availability of additional development grants.

berbanding tahun 2016. peningkatan perbelanjaan Development expenditure for 2017 was rM6,714,484 disebabkan pertambahan geran pembangunan.

compared to rM3,017,838 in 2016.


This was in line perbelanjaan pembangunan pada tahun 2017 adalah with the allocation grant for SppE of rM3,020,511.

rM6,714,484 berbanding rM3,017,838 pada tahun however, operating expenditure was reduced by 2016.

Ini sejajar dengan pemberian geran Skim 8% to rM1,421,613 as compared to 2016 due to the peningkatan produktiviti Enterpris (SppE) yang implementation of cost savings.

berjumlah rM3,020,511.


Walau bagaimanapun, perbelanjaan mengurus telah berkurang sebanyak 8% iaitu rM1,421,613 berbanding tahun 2016 disebabkan Prospects for Productivity 2018 Moving forward into 2018, MpC needs to be proactive in oleh pelaksanaan penjimatan perbelanjaan.

ensuring the successful implementation of productivity Prospek Produktiviti 2018 Melangkah ke tahun 2018, MpC perlu terus proaktif improvement initiatives at national, sectoral and enterprise levels.
an additional allocation of rM15 million to increase productivity of the 9 major sectors dalam memastikan kejayaan pelaksanaan inisiatif of the industry which contribute to 30% of Gross peningkatan produktiviti di peringkat nasional, sektoral Domestic product (GDp) and 40% to total employment dan enterprais.

Tambahan peruntukan sebanyak rM15 in Malaysia should be fully utilised by the productivity juta untuk meningkatkan produtiviti 9 sektor utama nexus that have been set up.
We believe that this yang telah menyumbang sebanyak 30% kepada ongoing effort will be able to develop future workforce, Keluaran dalam negara Kasar (KDnK) dan 40% kepada drive digitalisation and innovation, ensure that the jumlah pekerjaan di Malaysia perlu dimanfaatkan industry is equipped to increase productivity, build sepenuhnya oleh nexus produktiviti yang telah strong ecosystems and adopt a culture of productivity.

dibentuk.
dibentuk.

Kami yakin usaha berterusan ini akan dapat menghasilkan tenaga kerja masa hadapan, memacu pendigitalan dan inovasi, memastikan industri berupaya Appreciation I would like to express my appreciation to MpC Board untuk meningkatkan produktiviti, membina ekosistem Members, Champions and members of the productivity yang teguh dan menerapkan budaya produktiviti.
nexus Committee, Consultative panels and special task Penghargaan Saya ingin merakamkan setinggi-tinggi penghargaan commitment and dedication in making MpC and the nation more productive.
I also wish to acknowledge the kepada ahli Lembaga pengarah MpC, Champion dan strong support given by the Ministry of International ahli Jawatankuasa Tadbir urus nexus produktiviti, Trade and Industry (MITI) to MpC in its productivity panel perundingan, pasukan petugas khas, pihak improvement initiatives throughout 2017. forces, as well as MpC Management and staff for their pengurusan dan warga kerja MpC atas komitmen dan dedikasi dalam menjadikan MpC dan negara lebih produktif.
Sekalung penghargaan juga ditujukan kepada Kementerian perdagangan antarabangsa dan Industri (MITI) yang telah memberikan sokongan padu dalam inisiatif peningkatan produktiviti sepanjang tahun 2017.

08 Laporan Tahunan 2017 annuaL rEporTPerutusan PengerusiChairman’s statement VISI VISION MISI MISSION Organisasi utama dalam meningkatkan produktiviti untuk inovasi dan daya saing global.

The leading organisation in productivity enhancement for global competitiveness and innovation.
Memberi perkhidmatan berkesan untuk mencapai prestasi cemerlang melalui inovasi ke arah meningkatkan taraf hidup.

To deliver high impact services towards achieving performance excellence through innovation for the betterment of life.
1 Menyediakan maklumat mengenai produktiviti, kualiti, daya saing dan amalan-amalan terbaik melalui aktiviti-aktiviti penyelidikan dan pembangunan pangkalan data; Providing value-added information on productivity, quality, competitiveness and best practices through research activities and databases; 2 Membangunkan modal insan dan kecemerlangan organisasi bagi membentuk masyarakat berasaskan pengetahuan melalui latihan, pembangunan sistem dan amalan terbaik; Developing human capital and organisational excellence for building a knowledge-based society through training, systems development and best practices; ObjektIF ObjectIVeS 3 Menjalankan kajian semula peraturan dan promosi Amalan Baik Peraturan untuk mewujudkan persekitaran perniagaan yang lebih kompetitif; dan Conducting review on regulation and promoting Good Regulatory Practice to create a more competitive business environment; and 4 Memupuk budaya kreatif dan inovatif demi produktiviti dan daya saing menerusi program jalinan kerjasama.
Nurturing innovative and creative culture for productivity and competitiveness through partnership programmes.
09 Laporan Tahunan 2017 annuaL rEporT strUKtUr organisasi organisation strUctUre Urusetia Perbadanan & Hal Ehwal Undang-Undang Corporate Service & Legal Affairs (CSL) Lembaga Pengarah board of directors KetUa Pengarah director-generaL Pembangunan Kualiti & Kecemerlangan Quality & Excellence Development (QED) Khidmat Pengurusan & Kewangan Management Services & Finance (MSF) Kecemerlangan Peniagaan Business Excellence (BE) Inovasi Enterprais Enterprise Innovation (EI) MPC Wilayah Utara Northern Regional Office (NRO) MPC Wilayah Selantan Southern Regional Office (SRO) MPC Wilayah Pantai Timur East Coast Regional Office (ECR) MPC Wilayah Sarawak Sarawak Regional Office (SKO) MPC Wilayah Sabah Sabah Regional Office (SBO) Pengurusan Teknologi Maklumat Management Of Information Technology (MIT) Perolehan Procurement (PCT) Kewangan Finance (FIN) Pusat Maklumat & Pembelajaran Learning & Information Centre (LIC) Pentadbiran Administration (ADM) Aset & Teknikal Asset & Technical (AST) Pengurusan & Pembangunan Sumber Manusia Human Resource Management & Development (HRMD) 10 Laporan Tahunan 2017 annuaL rEporT Audit Dalam Internal Audit (IA) Peracangan & Pembangunan Korporat Corporate Planning & Development (CPD) Pembangunan Produktiviti & Daya Saing Productivity & Competitiveness Development (PCD) Perhubungan Antarabangsa International Relation (ITR) Peraturan Bestari Smart Regulation (SR) Khidmat Pelanggan & Media Media & Customer Services (MCS) Daya Saing Global Global Competitiveness (GC) Pemasaran Marketing (MKTG)
 Pengurusan Pengetahuan Knowledge Management (KM) Inovasi & Transformasi Perniagaan Business Transformation & Innovation (BTI) Pemudah Pemudah (PMDH) 11 Laporan Tahunan 2017 annuaL rEporT AHLI LEMBAGA PENGARAH BOARD OF DIRECTORS YBhg.
Tan Sri Azman Hashim Pengerusi Perbadanan Produktiviti Malaysia Chairman Malaysia Productivity Corporation YBhg.

Dato’ Nik Rahmat Nik Taib Timbalan Ketua Setiausaha (Industri), Kementerian Perdagangan Antarabangsa dan Industri Deputy Secretary-General (Industry) Ministry of International Trade and Industry YBhg.

Dato’ Sri Adenan Ab.

Rahman Ketua Setiausaha, Kementerian Sumber Manusia Secretary-General, Ministry of Human Resources YBhg.
Tan Sri Dato’ Azman Shah Dato’ Seri Harun Pengerusi, Persekutuan Majikan-Majikan Malaysia Chairman, Malaysian Employers Federation (MEF) YBhg.

Dato’ Muhamad Noor Yacob Wakil swasta Private sector representative YBhg.

Datuk AG.

Buhtamam AG.

Mahmun Pengerusi Eksekutif, Sedafiat Sdn.

Bhd.

Executive Chairman, Sedafiat Sdn.

Bhd.
Puan Zakiah Jaafar Pengarah Seksyen Ekonomi Makro Unit Perancang Ekonomi, Jabatan Perdana Menteri Director of Macroeconomics Section Economic Planning Unit, Prime Minister’s Department Puan Roszanina Wahab Ketua Seksyen Bahagian Pengurusan Aset Awam, Kementerian Kewangan Section Head of Public Asset Management Division, Ministry of Finance Encik A. Balasubramaniam Timbalan Setiausaha Agung, Kongress Kesatuan Sekerja Malaysia Deputy Secretary-General, Malaysian Trades Union Congress 12 Laporan Tahunan 2017 annuaL rEporT YBhg.
Dato’ Mohd Sallehhuddin Hassan Timbalan Ketua Setiausaha (Dasar), Kementerian Pertanian dan Industri Asas Tani Deputy Secretary-General (Policy) Ministry of Agriculture and Agro-based Industry YBhg.

Prof. Tan Sri Dato’ Dzulkifli Abdul Razak Penyandang Kursi Kepimpinan Islam, Fakulti Kepimpinan dan Pengurusan Universiti Sains Islam Malaysia (USIM) Chair of Islamic Leadership, Faculty of Leadership and Management Islamic Science University of Malaysia YBhg.
Tan Sri Datuk Mustafa Mansur Pengerusi dan Pengarah Urusan, Itco Niaga Sdn.

Bhd.

Chairman and Managing Director, Itco Niaga Sdn.

Bhd.

YBhg.

Datuk Abang Haji Abdul Karim Tun Abang Haji Openg Presiden, C/O Brooke Dockyard & Engineering Works Corporation President, C/O Brooke Dockyard & Engineering Works Corporation YBhg.

Dato’ Dr. Haminnuddin Haji Abd.

Hamid Pengasas/Ketua Eksekutif, Ideal Healthcare Sdn.

Bhd.

Founder/Chief Executive, Ideal Healthcare Sdn.

Bhd.

YBhg.
Dato’ Mohd Razali Hussain Ketua Pengarah, Perbadanan Produktiviti Malaysia Director-General Malaysia Productivity Corporation Puan Roseleena Hashim Setiausaha Perbadanan Corporate Secretary AHLI-AHLI GANTI AlternAte MeMbers Encik Khoo Boo Seng Pengarah Kanan Strategik, Kementerian Perdagangan Antarabangsa dan Industri Senior Director of Strategic, Ministry of International Trade and Industry Puan Betty Hassan Setiausaha Bahagian, Bahagian Dasar Under Secretary of Policy Division Kementerian Sumber Manusia Ministry of Human Resources Puan Roziah Abudin Setiausaha Bahagian, Bahagian Dasar dan Perancangan Strategik, Kementerian Pertanian dan Industri Asas Tani Under Secretary of Policy and Strategic Planning Division, Ministry of Agriculture and Agro-based Industry Encik Azlan Abdul Rashid Timbalan Pengarah Seksyen Ekonomi Makro, Unit Perancang Ekonomi, Jabatan Perdana Menteri Deputy Director of Macroeconomics Section, Economic Planning Unit, Prime Minister’s Department Encik Ahmad Ridzwan Ishak Ketua Penolong Pengarah Belanjawan Negara, Kementerian Kewangan Head Assistant Director of National Budget, Ministry of Finance 13 Laporan Tahunan 2017 annuaL rEporT AHLI LEMBAGA PENGURUSAN BOARD OF MANAGEMENT YBhg.
Dato’ Mohd Razali Hussain Ketua Pengarah Director-General Malaysia Productivity Corporation YBhg.

Dato’ Abdul Latif Haji Abu Seman Timbalan Ketua Pengarah Deputy Director-General Malaysia Productivity Corporation Tuan Haji Ab.
Rahim Yusoff Timbalan Ketua Pengarah Deputy Director-General Malaysia Productivity Corporation Tuan Haji Burhanuddin Saidin Pengarah Director Malaysia Productivity Corporation Encik Kamaruddin Mohamad Pengarah Director Malaysia Productivity Corporation Puan Hajah Rauzah Zainal Abidin Pengarah Director Malaysia Productivity Corporation SENARAI KETUA PENGARAH MPC | LIST OF MPC DIRECTOR-GENERALS 1963-1965 1965-1980 1981-1994 1995-2000 2000-2003 2003-2009 2009-Kini/Present : Encik S. S. Abishegam : YBhg.
Dato’ Haji Abu Kassim Haji Mohamed : Tuan Ir.

Haji Arshad Haji Marsidi : YBhg.

Tan Sri Ismail Adam : Tuan Ir.

Haji Mah Lok Abdullah : YBhg.

Dato’ Nik Zainiah Nik Abdul Rahman : YBhg.
Dato’ Mohd Razali Hussain 14 Laporan Tahunan 2017 annuaL rEporT MAKLUMAT KORPORAT CORPORATE INfORMATION Laporan Tahunan 2017 annuaL rEporT MAkluMAt korporAt CorporAte INforMAtIoN Kerja-kerja Perbadanan berdasarkan peruntukan The functions of the Corporation in accordance seksyen 7 Akta Perbadanan Produktiviti Malaysia with the provision under Section 7 of the Malaysia 1966 adalah: Productivity Corporation (Incorporation) Act, a. Menerajui pengalakkan dan penyebaran 1966 are as follows: maklumat dan isu-isu yang berhubungan a.
To lead in the promotion and dissemination dengan Produktiviti; of productivity related information and issues; b. Menubuhkan satu pusat maklumat dan rujukan b.
To establish an information and reference centre bagi indeks Produktiviti bagi negara dan bagi for productivity indices for the country and for sistem-sistem pengurusan dan kajian kes; management systems and case studies; c. Mengeluarkan pakar dan kepakaran tempatan c. To generate local expertise in the field of dalam bidang Produktiviti, Kualiti , Pengurusan productivity, quality, management and dan Keusahawanan; entrepreneurship; d. Mempertingkatkan pembangunan sumber d. To enhance the development of human resource manusia pada peringkat penyeliaan dan both at the supervisory and management levels peringkat pengurusan kedua-duanya dalam in the country; negara; e. To advise on and coordinate the implement- e. Menasihati dan menyelaraskan pelaksanaan ation of programmes and activities related to program-program dan akitiviti-aktiviti yang productivity and quality; berhubungan dengan Produktiviti dan Kualiti; f. To assess and certify supervisory and f. Menilai dan memperakui program-program management training programmes, penyeliaan dan latihan Pengurusan, program- entrepreneurship programmes and productivity program Keusahawanan dan program-program and quality management programme sconducted Produktiviti dan Pengurusan Kualiti yang by the private sector for the public; dijalankan oleh sektor swasta bagi orang awam; g. To conduct training or other programmes g. Menjalankan latihan atau program-program lain relating to productivity, quality, management yang berhubungan dengan Produktiviti, Kualiti, and entrepreneurship; Pengurusan dan Keusahawanan; h. To provide consultancy services relating h. Mengadakan perkhidmatan rundingan yang to productivity, quality, management and berhubung dengan Produktiviti, Kualiti, entrepreneurship; Pengurusan dan Keusahawanan; i.
To collect, produce and publish information i. Mengumpul, mengeluar dan menerbit maklumat on productivity, quality, management and mengenai Produktiviti, Kualiti, Pengurusan, Ke- entrepreneurship and other related matters; usahawanan dan hal-hal lain yang berhubungan; j.
To carry out business undertakings for the j. Menjalankan usaha-usaha perniagaan bagi purpose of the discharge of its functions under maksud menunaikan kerja-kerjanya di bawah this Act with the approval of the Minister; Akta ini dengan kelulusan Menteri; k. To report annually to the Minister on the k. Memberikan laporan setiap tahun kepada progress and problems of raising productivity Menteri mengenai kemajuan dan masalah- in commerce and industry and to make masalah meningkatkan Produktiviti dalam recommendations on the manner in which such perdagangan dan industri dalam negara dan problems may be dealt with; and membuat syor-syor mengenai cara bagaimana l. To perform all matters and things as may masalah-masalah itu boleh diuruskan; dan be incidental to or consequential upon the l. Membuat semua perkara dan benda yang discharge of its functions under the Act.
bersampingan dengan atau berbangkit daripada penunaian kerja-kerjanya di bawah Akta ini.
16 Laporan Tahunan 2017 annuaL rEporT lAtAr belAkANg bACkgrouNd Perbadanan Produktiviti Malaysia (MPC) ditubuhkan sebagai Pusat Daya Pengeluaran telah Malaysia Productivity Corporation (MPC) was established in 1962 as the National Productivity Negara pada tahun 1962, iaitu suatu projek Corporation, a joint project between the United bersama Dana Khas Bangsa-Bangsa Bersatu dan Nations Special Fund and the Federal Government, Kerajaan Persekutuan dengan Pertubuhan Buruh with the International Labour Organisation (ILO) Antarabangsa (ILO) sebagai agensi pentadbir.
acting as its executing agency.

Pusat Daya Pengeluaran Negara menjadi sebuah In 1966, the National Productivity Council Badan berautonomi melalui Akta (Memper- (Incorporation) Act No.

19 was passed making the badankan) Majlis Daya Pengeluaran Negara Bilangan Centre an autonomous body.

It was later amended 19 pada tahun 1966.


Akta ini telah dipinda oleh as the National Productivity Council (Incorporation) Akta (Memperbadankan) Majlis Daya Pengeluaran (Amendment) Act A305 1975, to cater for expansion Negara (Pindaan) Akta A305, 1975 sesuai dengan of the Centre’s role.

perkembangan Pusat ini.


Majlis Daya Pengeluaran Negara telah dinamakan National Productivity Corporation on 1 December Perbadanan Produktiviti Negara pada 1 Disember 1991 when the National Productivity Centre 1991 apabila Akta (Memperbadankan) Majlis (Incorporation) (Amendment) Act A801 1991 came The National Productivity Council was renamed the Daya Pengeluaran Nasional (Pindaan) Akta A801 into effect.

dikuatkuasakan.
dikuatkuasakan.

The National Productivity Corporation Akta Perbadanan Produktiviti Negara (Incorporation), 1966 Act was amended and (Pemerbadanan) 1996 sekali lagi dipinda dan disebut renamed as the Malaysia Productivity Corporation sebagai Akta Perbadanan Produktiviti Malaysia (Incorporation) Act 1966.

The new name was (Pemerbadanan), 1966.

Nama baru telah diwartakan gazetted on 21 February 2008.

The objective of pada 21 Februari 2008.


Pindaan ini adalah bertujuan the amendment was to highlight the status of the untuk memperjelaskan status Perbadanan tersebut Corporation as the government body in all aspects sebagai suatu badan yang ditubuhkan oleh Kerajaan related to the nation’s productivity and in particular, Malaysia berhubung dengan perkara-perkara yang to the international community.

berkaitan dengan produktiviti Negara, khususnya kepada masyarakat antarabangsa.
17 Laporan Tahunan 2017 annuaL rEporT NEXUS PRODUKTIVITI SEKTOR SECTOR PRODUCTIVITY NEXUS Produktiviti Nexus Sektor yang terdiri daripada 9 sektor telah diperkenalkan di bawah Blueprint The Sector Productivity Nexus comprised of 9 sectors was introduced under the Malaysia Productivity Produktiviti Malaysia (MPB) yang dilancarkan Blueprint (MPB) launched on 8 May 2017 as an action pada 8 Mei 2017 sebagai satu pelan tindakan bagi plan for realising the country’s productivity agenda merealisasikan agenda produktviti negara dan and achieving Vision 2020.
The Eleventh Malaysia matlamat Wawasan 2020.

Rancangan Malaysia Plan (11MP), 2016-2020 had identified productivity as Kesebelas (RMKe-11), 2016–2020 telah mengenal pasti one of the six game changers which will significantly produktiviti sebagai salah satu daripada enam pemacu improve economic growth of the country.

perubahan yang akan meningkatkan pertumbuhan ekonomi negara dengan ketara dan mampan.
MPB has outlined initiatives to increase national productivity from government-initiated initiatives to MPB telah menggariskan inisiatif untuk meningkat- industry-led initiatives.

Productivity improvements kan produktiviti negara daripada inisiatif yang need to be supported or implemented holistically at diterajui oleh Kerajaan kepada inisiatif yang diterajui national, sector and enterprise levels.

Five strategic oleh pemain industri.


Peningkatan produktiviti thrusts have been identified to address the challenges perlu disokong atau dilaksanakan secara holistik di of the transformation of the economy as well as to peringkat nasional, sektor dan perusahaan.

Lima teras ensure that any change will have an impact.

The five strategik telah dikenal pasti untuk menangani cabaran thrusts are: transformasi ekonomi serta memastikan perubahan yang berimpak.
Lima teras tersebut adalah: i) Building Workforce of the Future i) Menghasilkan Tenaga Kerja Masa Hadapan • Menyusun tenaga kerja dengan semula • Restructuring workforce by raising the number of high-skilled workers, tightening entry of low- skilled workers; and meningkatkan jumlah pekerja berkemahiran • Improve workforce competency level to contribute tinggi dan mengurangkan kebergantungan value added benfit to the country’s economy; kepada pekerja asing; dan • Meningkatkan tahap kompetensi pekerja yang ii) Driving Digitalisation and Innovation memberikan nilai tambah kepada ekonomi • Strengthening the readiness of enterprises to negara; ii) Memacu Pendigitalan dan Inovasi effectively adopt and exploit technology and digital advantage (4th Industry Revolution); • Memperkukuh kesiapsiagaan perusahaan iii) Making Industry Accountable for Productivity untuk mengguna pakai serta mengeksploi- • Reducing reliance on non-critical subsidies, tasi teknologi dan peluang digital secara linking financial assistance and liberalisation berkesan (Revolusi Perindustrian 4.0); efforts to productivity outcomes; and • Review major grants, incentives, soft loans iii) Memastikan Akauntabiliti Industri terhadap and funding mechanism for industries with Produktiviti accordance to productivity measures; • Mengurangkan kebergantungan kepada subsidiyang tidak kritikal secara berperingkat, dan memastikan usaha liberalisasi dikaitkan dengan outcome produktiviti; dan • Menyemak semula geran utama, insentif, pinjaman mudah dan mekanisme
 pembiayaan kepada industri dikaitkan dengan pengukuran produktiviti; 20 Laporan Tahunan 2017 annuaL rEporTNEXUS PRODUKTIVITI SEKTOR SECTOR PRODUCTIVITY NEXUS iv) Membentuk Ekosistem yang Teguh iv) Forging a Robust Ecosystem • Menyemak semula peraturan dan akta ke arah • Review regulations and acts to promote an mewujudkan ekosistem perniagaan yang efficient business ecosystem; and efisien; dan • Establish accountability mechanism for the • Mewujudkan mekanisme akauntabiliti bagi implementation of government regulatory pelaksanaan semakan semula pengawalseliaan revisions; oleh kerajaan; v) Menentukan Mekanisme Pelaksanaan Implementation Mechanism v) Securing a Strong yang Padu • Ensuring thorough implementation across • Menginstitusikan model penyelarasan dan government, sectors and industries with tadbir urus kerajaan yang padu bagi menjamin institutionalisation of the ideal coordination and kepastian pelaksanaannya merentasi peringkat governance model; and kerajaan, sektor dan perusahaan; dan • Instill productivity culture through nationwide • Melancarkan gerakan produktiviti di seluruh movements to all local communities.
negara bagi memupuk budaya produktiviti di semua lapisan masyarakat.

In order to meet the aspirations of this blueprint, collaboration and strategic partnership among all Bagi mereliasasikan aspirasi pelan tindakan ini, stakeholders are essential.

Effective collaboration kolaborasi dan perkongsian strategik di antara semua between government, industry players and pihak berkepentingan adalah mustahak.
Kolaborasi associations, as well as academia, known as triple helix, yang berkesan di antara pihak seperti pihak kerajaan, is a critical component in improving productivity and pemain dan persatuan industri, serta akademia atau competitiveness of the nation.

Strong coordination dikenali sebagai triple helix ini merupakan komponen and governance are key to ensure the successful kritikal dalam meningkatkan produktiviti dan daya implementation of strategies and initiatives under saing negara.
Penyelarasan dan tadbir urus yang this blueprint.

Productivity needs to be top of mind cekap adalah penting untuk memastikan kejayaan movement and embedded into day-to-day work pelaksanaan strategi dan inisiatif di bawah pelan culture.

tindakan ini.

Minda berteraskan produktiviti juga perlu dibudayakan di kalangan rakyat Malaysia dalam melaksanakan aktiviti harian mereka.
Pejabat Pengurusan Penyampaian Selaras dengan pelancaran MPB, MPC Delivery Management Office In line with the launch of MPB, MPC had been mandated to carry out its duties as Delivery Management Office (DMO).

The DMO is responsible for ensuring the telah effectiveness of the blueprint through coordination, diberi mandat untuk melaksanakan tugas sebagai monitoring and evaluating the effectiveness of Pejabat Pengurusan Penyampaian (DMO).

DMO productivity initiatives.


MPC will work closely with bertanggungjawab untuk memastikan keberkesanan the Economic Planning Unit (EPU), Prime Minister’s pelaksanaan MPB melalui penyelarasan, pemantauan Department and Sector Productivity Nexus to monitor dan penilaian keberkesanan inisiatif-inisiatif and track the effectiveness of productivity initiatives produktiviti.

MPC selaku DMO bekerjasama dengan at national, sector and enterprise levels.
Unit Perancang Ekonomi (EPU), Jabatan Perdana Menteri dan Nexus Produktiviti untuk memantau dan mengawal keberkesanan inisiatif-inisiatif produktiviti di peringkat nasional, sektor dan perusahaan.
21 Laporan Tahunan 2017 annuaL rEporT Sembilan subsektor telah dikenal pasti untuk Nine sub-sectors had been identified to boost melonjakkan produktiviti di peringkat sektor yang productivity at sector level comprising: terdiri daripada: i) Peruncitan dan makanan & minuman (F&B); ii) Electrical and Electronics (E&E); i) Retail and Food & Beverage (F&B); ii) Elektrik dan Elektronik (E&E); iii) Kimia dan Produk Kimia; iv) Mesin dan Peralatan (M&E); v) Pelancongan; vi) Agro-makanan; iii) Chemicals and Chemical Products; iv) Machinery and Equipment (M&E); v) Tourism; vi) Agro-Food; vii) Information, Communication and Technology vii) Teknologi, Maklumat dan Komunikasi (ICT); (ICT); viii) Perkhidmatan Profesional; dan ix) Penjagaan Kesihatan Swasta viii) Professional Services; and ix) Private Healthcare Sub-sektor tersebut dipilih berdasarkan 4 kriteria iaitu The sub-sectors were selected based on 4 criteria sumbangan kepada Keluaran Dalam Negara Kasar namely, contribution to Gross Domestic Product (KDNK), sumbangan kepada tenaga kerja, peluang (GDP), share of workforce, opportunity for untuk penambahbaikan produktiviti dan kesediaan productivity improvement and the readiness to untuk melaksanakan penambahbaikan produktiviti.
implement productivity improvement.

All of these Kesemua subsektor tersebut menyumbang sebanyak sub-sectors contributed to 30% of GDP and 40% of 30% kepada KDNK dan 40% kepada jumlah pekerjaan.

total employment.
Untuk melaksanakan inisiatif di peringkat sektoral, To implement sector-level initiatives, 9 industry-led sebanyak 9 subsektor Nexus Produktiviti yang Productivity Nexus sub-sectors that are supported by diterajui oleh pihak industri dan disokong oleh pihak the government and academia have been established kerajaan dan akademia telah ditubuhkan sebagai as centre of excellence providing expertise and pusat kecemerlangan yang menyediakan kepakaran information sharing to enhance productivity and dan juga perkongsian maklumat bagi meningkatkan competitiveness at sectoral level.
produktiviti dan daya saing di peringkat sektoral.

Pada tahun 2017, sebanyak 43 inisiatif telah dirancang for implementation by the nine Productivity Nexus.

untuk pelaksanaan oleh kesembilan Nexus Produktiviti.

Among the projects that have been carried out are Antara projek yang telah dijalankan adalah sharing of best practices, recognition of productivity perkongsian amalan terbaik, pengiktirafan firma-firma firms and industry productivity specialists.
In 2017, a total of 43 initiatives had been designed berproduktiviti dan pakar produktiviti industri.
The successful implementation of projects by the Kejayaan pelaksanaan projek oleh Nexus Produktiviti Productivity Nexus will be reported to the National akan dilaporkan kepada Majlis Pemantauan Oversight Productivity Council (NOPC) chaired by Produktiviti Kebangsaan (NOPC) yang dipengerusikan the Minister of International Trade and Industry and bersama oleh Menteri Perdagangan Antarabangsa Minister in the Economic Planning Unit of the Prime dan Industri dan Menteri di Unit Perancang Minister’s Office where MPC is the secretariat to this Ekonomi, Jabatan Perdana Menteri di mana MPC Council.
The overall achievement of MPB as well as selaku sekretariat kepada Majlis ini.

Pencapaian issues faced at the sectoral level will be reported at keseluruhan MPB serta isu-isu yang dihadapi di the National Productivity Council (NPC) meeting peringkat sektoral akan dilaporkan di Mesyuarat Majlis chaired by YAB Prime Minister.

Produktiviti Negara (MPN) yang dipengerusikan oleh YAB Perdana Menteri.
22 Laporan Tahunan 2017 annuaL rEporTNEXUS PRODUKTIVITI SEKTOR SECTOR PRODUCTIVITY NEXUS Majlis Produktiviti Negara Majlis Produktiviti Negara (MPN) adalah mesyuarat National Productivity Council The National Productivity Council (NPC) is the highest- peringkat tertinggi yang dipengerusikan oleh YAB level meeting chaired by YAB Prime Minister.

The first Perdana Menteri.


Mesyuarat pertama telah diadakan meeting was held on 8 May 2017 and the members of pada 8 Mei 2017 dan ahli mesyuarat terdiri daripada 23 the meeting comprised of 23 from the public sector ahli daripada sektor awam dan 14 ahli daripada sektor and 14 from the private sector.

The second meeting swasta.

Mesyuarat kedua pula telah diadakan pada 27 was held on November 27, 2017.

The NPC governance November 2017.
Model tadbir urus MPN merangkumi model covers three stages as follows: tiga peringkat seperti berikut: i) The first tier, the highest level, chaired by YAB i) Peringkat pertama iaitu peringkat tertinggi Prime Minister of Malaysia and comprises dipengerusikan oleh YAB Perdana Menteri representatives from both public and private Malaysia dan dianggotai oleh wakil sektor awam sectors; dan swasta; ii) The second tier, oversight level, the Economic ii) Peringkat kedua iaitu peringkat pemantauan, Unit Planning Unit, Prime Minister’s Department will Perancang Ekonomi, Jabatan Perdana Menteri act as an advisor and policy support; and melaksanakan peranan sebagai penasihat dan iii) The third tier, the execution level, penggubal dasar; dan implementation of the 9 industry-led Nexus iii) Peringkat ketiga iaitu peringkat pelaksanaan, Productivity sub-sectors with coordination and DMO menyelaras dan memantau 9 Nexus suprvision by the DMO office.
Produktiviti yang diterajui oleh pihak industri.

The Council will provide strategic direction to ensure Majlis berperanan untuk menentukan hala tuju the implementation of national productivity agenda.

serta memainkan peranan kawal selia dasar dan To drive the agenda at sector and enterprise levels, strategi produktiviti negara.
Bagi memacu agenda productivity champions have been appointed as produktiviti di peringkat sektor dan perusahaan pula, council members to lead and formalise programmes jaguh produktiviti telah dilantik sebagai ahli majlis and action plans for each sector to improve on its untuk menerajui dan mengenal pasti program serta productivity.

pelan tindakan bagi sektor yang dijalankan untuk meningkatkan produktiviti di peringkat sektoral tersebut.
Majlis Pemantauan Produktiviti Kebangsaan (NOPC) MPC merupakan sekretariat kepada Majlis Pemantauan National Oversight Productivity Council (NOPC) MPC is the secretariat to the NOPC established in July 2015 to monitor the implementation of projects that are implemented under four innovation strategic partnership platforms.
The four strategic partnership Produktiviti Kebangsaan (NOPC) yang ditubuhkan platforms are: pada Julai 2015 untuk memantau pelaksanaan projek yang dilaksanakan di bawah empat platform perkongsian strategik inovasi.
Empat model perkongsian strategik tersebut adalah: 23 Laporan Tahunan 2017 annuaL rEporT Perkhidmatan / Services Prestasi 2017 / Performance in 2017 Platform Perkongsian Strategik Inovasi / Strategic Innovation Sharing Platform Public-Private Research Network (PPRN) di bawah agensi pelaksana Kementerian Pendidikan Tinggi Public-Private Research Network (PPRN) spearheaded by the Ministry of Higher Education Malaysia • Mencadangkan penyelesaian untuk isu yang dihadapi oleh pihak industri.
Finding the best-match solution for issues faced by industries.

• Mencari dana bantuan melalui kolaborasi di antara pihak akademik dan industri.

Seeking funding assistance through collaboration between academia and industry.

• Mendapatkan pakar akademik untuk membantu dalam penyelesaian isu yang dihadapi oleh industri.

Getting assistance from academic experts in resolving issues faced by industries.

SIRIM-Fraunhofer Partnership SIRIM-Fraunhofer Partnership • Penambahbaikan produk dan proses.
Product and process improvements.

Steinbeis Malaysia Foundation - Agensi Inovasi Malaysia (AIM) Steinbeis Malaysia Foundation – National Innovation Agency Malaysia (AIM) PlaTCOM Ventures - SME Corp PlaTCOM Ventures - SME Corp • Meningkatkan keupayaan dan perbelanjaan perintis.

Increase pioneers’ capabilities and expenditures.

• Latihan / Training • Ujian, pemeriksaan, pensijilan dan kalibrasi.

Testing, checking, certification and calibration.

• Mengguna pakai penyelidikan.

Applied research.


• Menyediakan kepakaran dalam bidang berkaitan (tempatan & luar) untuk penyelesaian perniagaan.

Provide specialists in related fields (local & external) for business solutions.

• Melatih syarikat untuk mencapai standard antarabangsa.

Train companies to achieve international standards.
• Sokongan ‘end-to-end’ yang bermula daripada peringkat konseptual sehingga pengkomersialan, pelindungan Intellectual Property (IP), pembangunan kapasiti dan perkhidmatan khidmat nasihat.

End-to-end support starting from conceptual stage to commercialisation, Intellectual Property (IP) protection, capacity building and advisory services.
• 104 projek berjaya dipadankan 104 projects successfully matched • 93 projek dalam pelaksanaan 93 projects in implementation • 11 projek disiapkan 11 projects completed • 170 syarikat diaudit 170 companies audited • 560 syarikat projek melaksanakan intervensi teknologi 560 companies implemented technological intervention • 212 projek disiapkan 212 projects completed • 31 syarikat HIP2 31 HIP2 companies • 33 hak milik intektual (IP) berjaya dipindahkan 33 Intellectual Properties transferred • 19 inovasi dikomersilkan 19 innovations commercialised Kejayaan projek-projek intervensi melalui 4 platform The successful intervention of projects through these 4 ini melibatkan usaha daripada pelbagai pihak terdiri platforms involves efforts by various parties including daripada agensi kerajaan, akademia, penyelidik dan government agencies, academia, researchers and industri.
MPC sebagai sekretariat berperanan untuk industries.

MPC as a secretariat serves to report on the melaporkan status kemajuan pelaksanaan inisiatif– progress status of the initiatives implemented under inisiatif di bawah 4 platform ini dan menilai keberkesanan these 4 platforms and assess the effectiveness of intervensi terhadap prestasi produktiviti syarikat intervention on companies’ productivity performance melalui kaedah PGM.

through the PGM approach.


24 Laporan Tahunan 2017 annuaL rEporTNEXUS PRODUKTIVITI SEKTOR SECTOR PRODUCTIVITY NEXUS Setiap platform kerjasama strategik ini mempunyai Each of these strategic platforms has strategies and strategi dan pendekatan termasuk pembiayaan approaches including diverse financing to assist small yang pelbagai dalam menentukan pelaksanaan and medium enterprises (SMEs) in enhancing their perusahaan kecil dan sederhana (PKS) dari sektor innovation productivity and competitiveness.
There dan keperluan kesedaran inovasi yang lebih berkesan.

are similarities and differences in target groups, areas Terdapat persamaan dan perbezaan dalam kumpulan of focus and services provided.

For example, PPRN sasar, bidang tumpuan dan perkhidmatan yang and Steinbeis offer business solutions to SMEs, but disediakan.
Sebagai contoh, PPRN dan Steinbeis differ in focus areas, while SIRIM-Fraunhofer targets menawarkan penyelesaian perniagaan kepada PKS SMEs in the manufacturing sector with selected focus tetapi berbeza dari segi bidang tumpuan, sementara areas.

PlaTCOM Ventures also offers end-to-end SIRIM-Fraunhofer mensasar kepada PKS dalam services to SMEs in all sectors of the economy.

sektor pembuatan dengan bidang tumpuan terpilih.


PlaTCOM Ventures pula menawarkan perkhidmatan Overall, positive impact can be seen on the company’s menyeluruh (end-to-end) kepada PKS dalam semua productivity performance based on productivity sektor ekonomi.
indicators such as capital productivity, process efficiency, profitability, value added per labour cost, Secara keseluruhannya, impak positif dapat dilihat productivity and labour cost per employee after the terhadap prestasi produktiviti syarikat berdasarkan implementation of the intervention project.
petunjuk-petunjuk produktiviti seperti produktiviti modal, kecekapan proses, keuntungan, nilai ditambah In 2017, a Showcase on Innovation for Productivity bagi setiap kos buruh, produktiviti buruh dan kos (SHIP) programme was jointly organised by the NOPC buruh setiap pekerja selepas pelaksanaan projek with agencies under the Ministry of International Trade intervensi.
and Industry, Ministry of Higher Education, Ministry of Science, Technology and Innovation and the Prime Pada tahun 2017 juga, satu program Showcase on Minister’s Office.
Innovation for Productivity (SHIP) telah dianjurkan secara bersama oleh Sekretariat NOPC dengan agensi The main objective of this showcase was to provide di bawah Kementerian Perdagangan Antarabangsa a medium for the four strategic platforms to share dan Industri, Kementerian Pendidikan Tinggi, the success stories of their collaborative innovation Kementerian Sains, Teknologi dan Inovasi dan Jabatan projects.

Almost 400 participants attended this Perdana Menteri.
showcase where presentations were made by experts and companies that had successfully implemented Objektif utama penganjuran showcase ini adalah the intervention programmes under these strategic untuk menyediakan medium bagi 4 platform platforms.

strategik inovasi tersebut berkongsi kejayaan pelaksanaan projek mereka.

Hampir 400 peserta telah menghadiri showcase ini di mana pembentang kertas kerja merupakan pakar runding dan syarikat yang telah berjaya melaksanakan program di bawah model strategik ini.
25 Laporan Tahunan 2017 annuaL rEporT CHAMPION NEXUS PRODUKTIVITI PRODUCTIVITY NEXUS CHAMPION YBhg.

Dato’ Seri Wong Siew Hai Pengerusi / Chairman The Malaysian American Electronis Industry (MAEI), American Malaysian Chamber of Commerce (AMCHAM) Elektrik dan Elektronik / Electrical and Electronics (E&E) 1 3 26 2 YBhg.
Datuk Dr. Abd Hapiz Abdullah Pengerusi / Chairman Chemical Industries Council of Malaysia (CICM) Kimia dan Produk Kimia / Chemicals and Chemical Products Encik Mac Ngan Boon Presiden / President Machinery and Engineering Industries Federation (MEIF) Mesin dan Peralatan (M&E)/ Machinery and Equipment 4 YBrs.

Dr. Nungsari Ahmad Radhi Pengarah Urusan / Managing Director Prokhas Sdn Bhd Agro-makanan/ Agro-Food Laporan Tahunan 2017 annuaL rEporTNEXUS PRODUKTIVITI SEKTOR SECTOR PRODUCTIVITY NEXUS 5 7 9 YBhg.
Dato’ Bruce Lim Aun Choong Timbalan Setiausaha Agung / Deputy Secretary- General Malaysia Retail Chain Association (MRCA) Peruncitan dan Makanan & Minuman/ Retail and Food & Beverage (F&B) 6 YBhg.
Dato’ Dr. Jacob Thomas Presiden / President Association of Private Hospitals of Malaysia (APHM) Penjagaan Kesihatan Swasta / Private Healthcare Encik Ganesh Kumar Bangah Pengerusi / Chairman Persatuan Industri Komputer dan Multimedia Malaysia (PIKOM) Teknologi Maklumat dan Komunikasi / Information Communication and Technology (ICT) 8 Encik Uzaidi Udanis Presiden / President Malaysian Inbound Tourism Association (MITA) Pelancongan / Tourism YBrs.

Ts.
Choo Kok Beng Mantan Presiden / Former President Malaysian Service Providers Confederation (MSPC) Perkhidmatan Profesional / Professional Services 27 Laporan Tahunan 2017 annuaL rEporT Peraturan Bestari smart regulation PemBaharuan Peraturan Di malaysia regulatory reform in malaysia Pembaharuan peraturan merujuk kepada perubahan Regulatory reform refers to concerted change bersepadu yang menambah baik kualiti peraturan dan that improves regulatory quality and enhances the meningkatkan prestasi, keberkesanan kos pematuhan performance, cost-effectiveness of compliance or atau kualiti undang-undang peraturan dan formaliti legal quality of regulations and related government kerajaan yang berkaitan.
Skop pembaharuan formalities.

The scope of reform can encompass the boleh merangkumi semakan peraturan individu, revision of individual regulations, the improvement of penambahbaikan proses membuat peraturan atau processes for making regulations or the rebuilding of pembinaan semula keseluruhan rejim peraturan dan an entire regulatory regime and its institutions.

institusinya.
institusinya.

Pembaharuan peraturan membawa kepada higher productivity through better service delivery by peningkatan kecekapan dan produktiviti yang lebih governmental ministries and agencies, thus enhancing tinggi melalui penyampaian perkhidmatan yang lebih competitiveness of the private sector.

Ultimately baik oleh kementerian dan agensi kerajaan, seterusnya regulatory reform contributes to improved economic meningkatkan daya saing sektor swasta.
Justeru, performance, inclusiveness and better governance.

Regulatory reform leads to increased efficiency and pembaharuan peraturan menyumbang kepada peningkatan prestasi ekonomi, keterangkuman dan tadbir urus yang lebih baik.
Pelaksanaan Aktiviti Amalan Baik Peraturan (GRP) Sejak pengenalan Amalan Baik Peraturan (GRP) Good Regulatiry Practice Activities Implementation (GRP) Since the introduction of Good Regulatory Practice (GRP) in Malaysia through the National Policy on the Development and Implementation of Regulations (NPDIR) in 2013, efforts to promote NPDIR among di Malaysia melalui Dasar Kebangsaan mengenai regulators of the federal government have been Pembangunan dan Pelaksanaan Peraturan (NPDIR) intensified.
pada tahun 2013, usaha untuk mempromosikan NPDIR dalam kalangan badan pengawal selia kerajaan During 2016-2017, a series of programmes involving persekutuan telah dipergiatkan.

the participation of regulatory coordinators (RCs) Pada tahun 2017, beberapa siri program yang to increase the understanding of RCs and to melibatkan penyertaan penyelaras peraturan (RC) obtain feedback on challenges encountered in the kementerian telah diadakan.

Program-program ini implementation of NPDIR.


RCs have been appointed dijalankan untuk meningkatkan pemahaman RC dan in each regulator to coordinate and liaise with MPC on of ministries were held.

These programmes sought mendapatkan maklum balas mengenai cabaran yang regulatory activities.

dihadapi dalam pelaksanaan NPDIR.


RC telah dilantik di setiap badan pengawal selia untuk menyelaras As at 31 December 2017, 360 RCs have been registered dan berhubung dengan MPC mengenai aktiviti with MPC compared to 357 in 2016.

Stakeholders were pengawalseliaan.

also included in these programmes as their support and contribution are vital to the success of NPDIR.

Sehingga 31 Disember 2017, 360 RC telah didaftarkan dengan MPC berbanding 357 pada tahun 2016.
Pihak The regulatory process management requirements berkepentingan juga terlibat dalam program ini kerana under NPDIR specifies that all federal government sokongan dan sumbangan mereka adalah penting dalam menjayakan agenda NPDIR.
30 Laporan Tahunan 2017 annuaL rEporTPeraturan Bestari smart regulation Keperluan pengurusan proses pengawalseliaan di regulators are to comply with the principles of GRP, bawah NPDIR menyatakan bahawa semua pengawal including the need for regulatory impact analysis selia kerajaan persekutuan harus mematuhi prinsip (RIA), regulatory impact statement (RIS) and public GRP, termasuk keperluan untuk menjalankan analisis consultation when introducing new regulations or impak peraturan (RIA), penyata impak peraturan reviewing current regulations, particularly in relation (RIS) dan rundingan awam apabila memperkenalkan to regulations that relate to or impact business, peraturan baru atau mengkaji semula peraturan sedia investment and trade.
RIA is required for all regulatory ada, terutamanya berhubung dengan peraturan yang proposals expected to have significant impact on berkait atau memberi impak kepada perniagaan, businesses or consumers.

pelaburan dan perdagangan.

RIA diwajibkan bagi semua cadangan peraturan yang dijangka akan memberi kesan yang signifikan terhadap sesuatu Performance of Regulatory Notification 2017 to submit Regulatory Regulators are required perniagaan atau pengguna.
Notification (RN) and notify MPC on any proposals for new regulations or amendment to existing regulations.

Prestasi Notifikasi Peraturan 2017 Pengawal selia dikehendaki mengemukakan Notifikasi Through the RN, MPC will determine if an RIA is required.

Exemption from RIA is given if the impact Peraturan (RN) dan memaklumkan MPC mengenai of the proposed regulatory action is minor in nature sebarang cadangan peraturan baru atau pindaan and does not substantially alter existing regulations.
kepada peraturan sedia ada.

Melalui RN, MPC akan Exemptions are also allowed for security purpose.

In menentukan sama ada RIA diperlukan.

Pengecualian some cases, regulators may also withdraw the RN from daripada melaksanakan RIA diberikan sekiranya impak consideration if they decide that they are not ready peraturan yang dicadangkan adalah kecil dan tidak to proceed with the proposed regulation.

For 2017, banyak mengubah peraturan sedia ada.


Pengecualian MPC has received 70 RNs from 28 regulators as in the juga dibenarkan untuk tujuan keselamatan.

Dalam table below: keadaan tertentu, pengawal selia juga boleh menarik balik RN daripada pertimbangan sekiranya mereka memutuskan tidak bersedia untuk meneruskan dengan peraturan yang dicadangkan.
Bagi tahun 2017, MPC telah menerima 70 RN daripada 28 badan pengawal selia seperti dalam jadual di bawah: Status Notifikasi Peraturan 2017 | Status of Regulatory Notification 2017 Notifikasi Peraturan / Regulatory Notification Total / Jumlah RN Diterima / RN Received Pengecualian (RIA tidak diperlukan) / Exemption (RIA is not required) RN Ditarik Semula / RN Withdrawn RN dalam tindakan / RN in progress Cadangan Peraturan Yang Melalui Proses RIA / Proposal Undertaking RIA Process Bilangan Badan Pengawal Selia Yang Mengemukakan RN / Number of Regulators Submitted RN 70 10 4 0 56 28 31 Laporan Tahunan 2017 annuaL rEporT Prestasi Penyata Impak Peraturan 2017 (RIS) Penyata Impak Peraturan adalah dokumen yang Performance of Regulatory Impact Statement 2017 (RIS) Regulatory Impact Statement is the document mengandungi elemen RIA dan kesimpulan yang containing the RIA and conclusion submitted dihantar untuk pertimbangan pembuat keputusan.
for consideration of the decision-maker.

MPC is MPC bertanggungjawab membantu Jawatankuasa responsible for assisting National Development Perancangan Pembangunan Negara (JPPN) dalam Planning Committee (NDPC) in assessing the menilai kepatuhan RIS berdasarkan proses dan adequacy of the RIS based on the prescribed process keperluan yang ditetapkan dalam Buku Panduan and requirements under The Best Practice Regulation Amalan Baik Peraturan.

MPC menilai 25 RIS pada Handbook.


MPC assessed 25 RIS during the year 2017 tahun 2017 berbanding 21 RIS pada tahun sebelumnya.

compared to 21 RIS in the previous year.
Status Penyata Impak Peraturan 2017 | Status of Regulatory Impact Statement 2017 Penyata Impak Peraturan / Regulatory Notification Total / Jumlah 1 2 3 Penyerahan RIS / RIS Submission RIS Dalam Tindakan / RIS In Progress Bilangan Badan Pengawal Selia Yang Mengemukakan RIS / Number of Regulators Submitted RIS 25 10 12 Program Kesedaran dan Latihan Pada tahun 2017, sebanyak 24 khidmat nasihat, Outreach and Training Programmes Advisory services have recorded 24 activities in the 8 bengkel hands-on RIA dan 6 seminar telah year 2017, while at the same time MPC conducted 8 dikendalikan oleh MPC bagi meningkatkan hands-on workshops on RIA and 6 seminars to further pengetahuan mengenai GRP.
enhance knowledge on GRP.

Pelan Peraturan Tahunan Pengawal selia Kerajaan Persekutuan dikehendaki Annual Regulatory Plan Regulators of the Federal Government are required untuk mengemukakan pelan peraturan tahunan (ARP) to submit an annual regulatory plan (ARP) at the pada setiap awal tahun kepada MPC.

ARP adalah beginning of each year to MPC.

ARP is a list of senarai cadangan peraturan yang dijangka akan regulatory proposals expected to commence the memulakan proses perundingan pada tahun tersebut.
consultation process during the year.

ARP membolehkan pengawal selia memberi petunjuk ARP allow regulators to provide early indication to the awal kepada pihak berkepentingan dan orang ramai stakeholders and the public of potential regulatory tentang sebarang cadangan perubahan peraturan.

Ini changes.
Ini changes.

This allows stakeholders to be better membolehkan pihak berkepentingan lebih bersedia prepared to participate more effectively and provide untuk terlibat dengan lebih efektif dan memberi input valuable input into the regulatory process.

Although dalam proses pengawalseliaan.


Walaupun pelan ini these plans are only indicative in nature, the exercise hanya bersifat indikatif, pelaksanaan penyediaan of preparing ARP encourages regulators to take stock ARP menggalakkan pengawal selia untuk mengambil of regulatory matters that require attention.

kira peraturan yang memerlukan semakan mahupun pembaharuan.
32 Laporan Tahunan 2017 annuaL rEporTPeraturan Bestari smart regulation Status Notifikasi Peraturan 2017 | Status of Regulatory Notification 2017 Ringkasan Pelan Pengawalseliaan Tahunan 2017 / Summary of Annual Regulatory Plan 2017 Cadangan Pengawalseliaan Yang Dirancang / Planned Regulatory Proposal Badan Pengawal Selia / Regulators Kementerian / Ministry 1 2 3 Total / Jumlah 174 43 17 Prestasi rurB 2017 rurB Performance 2017 Program “Mengurangkan Beban Peraturan yang tidak Reducing Unnecessary Regulatory Burdens (RURB) is Wajar” (RURB) merupakan kajian semula peraturan ex- an ex-post review of regulations which are aimed at post bertujuan untuk memperbaiki kualiti peraturan improving the existing business regulations and its perniagaan yang sedia ada dan pelaksanaannya.
implemen-tation.

The framework to assess the quality Rangka kerja bagi menilai kualiti peraturan dan of regulations and help identify the unnecessary membantu mengenal pasti beban yang tidak wajar burdens on business are based on 6 Core Principles pada perniagaan adalah berdasarkan 6 Prinsip Utama for Assessing Regulation and its Administration: untuk Menilai Peraturan dan Pentadbirannya: Prinsip 1: Memberikan respons yang setimpal dan response to the risk being addressed.
bermatlamat terhadap risiko yang ditangani.

Prinsip 2: Meminimumkan kesan sampingan yang those necessary to achieve regulatory objectives at Principle 2: Minimise adverse side-effects to only Principle 1: Have a proportionate and targeted buruk hanya kepada perkara yang perlu sahaja bagi least cost.

mencapai objektif peraturan pada kos yang paling rendah.

Principle 3: Provide incentives to promote responsive approach on regulatory compliance.
Prinsip 3: Menggunakan pendekatan responsif untuk memberikan insentif bagi pematuhan peraturan.

Principle 4: Ensure all written regulations are consistent and that regulators interpret and apply Prinsip 4: Memastikan semua peraturan bertulis them consistently to avoid duplication and overlap of adalah konsisten dan pengawal selia mentafsir regulations and regulators.
dan mempraktikkannya secara konsisten untuk mengelakkan duplikasi dan pertindihan peraturan dan Principle 5: Adopt transparency criteria, so that kawal selia.

interested parties are regularly consulted, businesses are well-informed on their legal obligations and that Prinsip 5: Mengamalkan kriteria ketelusan supaya pihak all regulations are easily accessed by all parties.
berkepentingan sentiasa dirujuk, perniagaan tahu dengan jelas tentang obligasi undang-undangnya dan Principle 6: Ensure accountability which allows semua peraturan mudah diakses oleh sesiapa sahaja.

businesses to seek explanations and submit appeals on decisions made by regulators, and to create probity Prinsip 6: Akauntabiliti supaya perniagaan boleh provisions in order to eradicate corruption.
mendapatkan penjelasan dan mengemukakan rayuan tentang keputusan yang dibuat oleh pengawal selia, dan mewujudkan peruntukan kejujuran bagi mengurangkan rasuah.

33 Laporan Tahunan 2017 annuaL rEporT Sebanyak 12 projek RURB telah berjaya disiapkan pada Throughout 2017, 12 RURB projects have been tahun 2017.

Senarai projek yang dilaksanakan adalah: successfully completed.
The list of projects undertaken (i) Perkhidmatan Perdagangan Edaran – Perdagangan Peruncitan; (ii) Penyelenggaraan, Pembaikan dan Baik Pulih (MRO) are: (i) (ii) Distributive Trade Services – Retails Trade; Maintenance, Repair and Overhaul (MRO) in Oil dalam Industri Perkhidmatan Minyak & Gas; & Gas Services Industry; (iii) Perkhidmatan Kurier; (iii) Courier Services; (iv) Pembaharuan Penguatkuasaan ke atas Prosedur (iv) Regulatory Innovation on Customs’ Standard Operasi Standard Kastam untuk Pelupusan Operating Procedure for Scrap Disposalof Skrap bagi Gudang Pengilangan Berlesen (GPB); Licensed Manufacturing Warehouses (GPB); (v) Kajian kes: Prosedur Pemindahan Kapal (v) Case study: Transshipment Procedure (kenderaan Import) di Pelabuhan Klang; (Imported Vehicles) at Port Klang; (vi) Kajian kes: Memudahkan Keperluan Data Elemen (vi) Case study: Simplification of Export Clearance bagi Pelepasan Eksport (K2) untuk Bungkusan (K2) Data Elements Requirements for Express Ekspres; Parcels; (vii) Kajian kes: Pelaksanaan e-COR (Resit Rasmi (vii) Case study: Implementation on e-COR Kastam) untuk Keperluan Penyimpanan Rekod (Customs Official Receipt) for Customs Record Kastam; Keeping Requirements; (viii) Kajian kes: Menambahbaik Pematuhan Dokumen (viii) Case study: Improving Customs Clearance bagi pelepasan Kastam untuk Aktiviti Pindah- Document Compliance for Multimodal Carrier Kapal pengangkutan multimodal (Kapal-Rel); (Sea-Rail) Transshipment Activity; (ix) Kajian kes: Memudahkan Prosedur Sil Kastam (ix) Case study:
 Simplification of Customs Seals untuk Aktiviti Pindah-Kapal menggunakan Rel; Procedures for Rail Cargo Transshipment; (x) Kajian kes: Mengkaji Semula Pelaksanaan 100% (x) Case study: Review 100% Customs Scanning Pengimbasan Kastam di Terminal Kontena Implementation at North Butterworth Container Butterworth Utara (NBCT); Terminal (NBCT); (xi) Pemeriksaan Berasaskan Risiko (RBI) bagi (xi) Risk-Based Inspection (RBI) for Dealing with Urusan Mendapatkan Permit Pembinaan Construction Permits for Small Scale Non- Pembangunan Berskala Kecil Bukan- Kediaman Residential Development in Kuala Lumpur; and di Kuala Lumpur; dan (xii) Improving Efficiency in Dealing with (xii) Meningkatkan Kecekapan dalam Menangani Construction Permits for Private Hospitals.
Permit Pembinaan untuk Hospital Swasta.
34 Laporan Tahunan 2017 annuaL rEporTPeraturan Bestari smart regulation PemoDenan lesen Perniagaan moDernising Business licences Pembangunan Manual Pelesenan Perniagaan Mesyuarat Koordinasi dan Penyelarasan dengan Development of Business Licensing Manual The Coordination Meeting and collaboration with the Setiausaha Kerajaan Negeri mengenai SME High State Secretary on SME High Impact Programs (SME Impact Programmes (SME HIP) 1 yang diadakan HIP) 1 held on 11 August 2015, decided to improve, pada 11 Ogos 2015, memutuskan untuk memperbaiki, streamline and standardise licensing procedures and memperkemaskan dan menyeragamkan prosedur dan systems at the state level.
Therefore, MPC which has sistem pelesenan di peringkat negeri.
Oleh itu, MPC been given the reponsibility has partnered with the sebagai organisasi yang dipertanggungjawabkan State Government through the Local Government telah bekerjasama dengan Kerajaan Negeri melalui Division of the State Secretariat Office (SUK) and Bahagian Kerajaan Tempatan Pejabat Setiausaha all Local State Authorities (PBT) to implement the Kerajaan (SUK) negeri terlibat dan semua Pihak Modernising Business Licensing (MBL) initiative Berkuasa Tempatan (PBT) negeri untuk melaksanakan through regulatory review activities and enhancement insiatif Pemodenan Lesen Perniagaan (MBL) of business licensing approval procedures by melalui aktiviti semakan semula peraturan dan developing a Business Licensing Work Procedure penambahbahbaikan prosedur kelulusan pelesenan Manual and Business Licensing Application and perniagaan dengan membangunkan Manual Prosedur Regulatory Guidelines in all local authorities (PBT).
Kerja Pelesenan Perniagaan serta Garis Panduan The following are the objectives of the Business Permohonan dan Peraturan Pelesenan Perniagaan di Licensing Work Procedure Manual and the Business semua PBT.
Berikut adalah objektif Manual Prosedur Licensing Application and Regulatory Guidelines: Kerja Pelesenan Perniagaan dan Garis Panduan Permohonan dan Peraturan Pelesenan Perniagaan: (i) Improving the application and work procedure for approval of business license in all local authorities (i) Menambah baik prosedur permohonan dan (PBT); proses kerja kelulusan lesen perniagaan PBT; (ii) Reviewing outdated and unnecessary regulatory (ii) Menyemak semula keperluan/peraturan yang requirements that are not in line with the current lapuk dan tidak perlu/relevan dengan keadaan situation; semasa; (iii) As reference information for the business (iii) Sebagai rujukan maklumat kepada komuniti community / regulatory agency to start a perniagaan/agensi kawal selia untuk memulakan business; perniagaan; (iv) To harmonise and coordinate compliance (iv) Mengharmoni dan koordinasi keperluan requirements and regulations enforced by the pematuhan dan peraturan yang dikuat kuasa oleh relevant authorities as required in an application; pihak berkuasa berkaitan yang diperlukan dalam and sesuatu permohonan; dan (v) Assist all stakeholders in understanding the (v) Membantu semua pihak berkepentingan processes, procedures, methods of application, untuk memahami proses, prosedur, kaedah compliance requirements, rules/conditions and permohonan, keperluan pematuhan, peraturan/ other information that must be met in conducting syarat dan maklumat lain yang mesti dipenuhi business activities (business license applications dalam menjalankan aktiviti perniagaan and compliance requirements that need to be (permohonan lesen perniagaan dan pematuhan complied with after approval).
yang perlu dipatuhi selepas mendapat kelulusan).
35 Laporan Tahunan 2017 annuaL rEporT Methodologi Pembangunan Manual dan Panduan Dalam membangunkan manual dan panduan ini, Methodology for Developing the Manual and Guidelines In developing the manual and guidelines, a series beberapa siri bengkel telah diadakan bagi setiap of workshops were held in each state to obtain negeri untuk mendapat input, pandangan dan maklum inputs, views and feedback from all local authorities balas daripada semua wakil PBT yang hadir semasa (PBT) representatives present during the session.
sesi tersebut.

Bengkel ini diadakan mengikut negeri The workshop was held by the state to ensure that bagi memastikan manual dan garis panduan yang manuals and guidelines developed were relevant and dibangunkan adalah relevan dan mudah untuk diguna easy to use as each state had different legislations and pakai kerana setiap negeri mempunyai perundangan uniqueness.

However, these manuals and guidelines berbeza dan keunikan masing-masing.
Manual are expected to narrow the gap between local dan panduan ini diharap dapat merapatkan jurang authorities (PBTs) in the same state.

perbezaan yang diamalkan oleh PBT-PBT di negeri yang sama.
Status Kemajuan Projek Pembangunan manual dan panduan ini dilakukan secara berperingkat seperti berikut: Project Progress Status The development of the manual and guideline was carried out in stages as follows: Fasa/ Phase Tahun/ Year Negeri terlibat / States Involved 1 2 3 2015-2016 Pahang, Johor, Selangor, Perak, Wilayah Persekutuan 2016-2017 Kelantan, Terengganu, Melaka, Negeri Sembilan, Perlis, Kedah, Pulau Pinang 2017-2018 Sabah dan Sarawak Sehingga tahun 2017, kedua-dua dokumen tersebut Up to 2017, the development of both documents had telah siap dibangunkan untuk dilaksanakan oleh PBT been completed for implementation by the respective masing-masing tetapi bagi negeri Sabah dan Sarawak local authorities, however for the states of Sabah ianya masih dalam proses kerana terdapat perbezaan and Sarawak it is still in process as there are legal perundangan bagi kawal selia pelesenan perniagaan differences in business licensing regimes in both di kedua-dua negeri tersebut.
states.
Cadangan penambahbaikan dalam Manual dan The proposed improvements made in the Business Panduan Pelesenan Perniagaan adalah seperti berikut: Licensing Manual and Guide are as follows: (i) Borang Permohonan & Keperluan (i) Application Form & Requirement Dokumen Sokongan of Supporting Documents Bilangan dan jenis borang permohonan yang The number and type of application forms to perlu diisi oleh pemohon untuk memohon be filled by the applicant who wishes to apply lesen perniagaan adalah berbeza di antara PBT for a business license varies between the local walaupun dalam negeri yang sama.
Oleh itu, authorities (PBT) even though they may be in manual ini mencadangkan penambahbaikan the same state.
Therefore, this manual suggests iaitu memperkemas dan menyeragam borang improvements that will streamline and standardise permohonan, dan menyemak semula serta the application forms, and review and improve menambah baik keperluan dokumen sokongan the need for supporting documents, for licensing permohonan pelesenan dikalangan PBT di applications among local authorities in the 36 Laporan Tahunan 2017 annuaL rEporTPeraturan Bestari smart regulation sesebuah negeri.

Penambahbaikan ini diharap country.


It is hoped that these improvements will dapat menjimatkan masa mengisi borang reduce time to fill up the application form, reduce permohonan, masa pemprosesan kelulusan dan processing time of approvals and save costs of menjimatkan kos mencetak borang.

printing the form.
(ii) Tempoh Proses Kelulusan Lesen (ii) License Approval Period Berdasarkan kajian, tempoh masa yang diambil Based on the study, the length of time taken bagi meluluskan satu lesen perniagaan oleh to approve a business license by most local kebanyakan pihak PBT adalah selama 21-30 hari authorities is between 21-30 days as each approval kerana setiap kelulusan permohonan tersebut of the application is to be submitted to the perlu dibawa kepada Jawatankuasa Pelesenan Licensing Committee which meets on a monthly yang diadakan pada setiap bulan (bergantung basis (depending on the frequency of meetings by kepada kekerapan mesyuarat oleh PBT).
Oleh local authorities).

Therefore, to improve efficiency, itu, untuk meningkatkan kecekapan, manual this manual suggests that the approval period be ini mencadangkan tempoh masa kelulusan devided into two which are immediately or one dibahagikan kepada dua iaitu kelulusan serta- day approval and 7-21 days approval.

merta atau satu hari dan kelulusan antara 7 hingga 21 hari.
(iii) Review of Risk and Non-Risk Categories PBTs classify risk and non-risk categories based on (iii) Semakan Semula Kategori Berisiko the type of business activity carried out.

Among dan Tidak Berisiko the examples of the risk category used by the PBT mengklasifikasikan kategori berisiko dan local authorities (PBT)are the business activities kategori tidak berisiko adalah berdasarkan jenis of petrol stations, hotels, restaurants, food aktiviti perniagaan yang dijalankan.
Antara contoh premises and others.

kategori berisiko yang digunakan oleh PBT adalah seperti aktiviti perniagaan stesen minyak, hotel, restoran, premis makanan dan lain-lain.
Langkah-langkah untuk Permohonan Lesen Perniagaan | Steps for Business Licenses Application Sertamerta-1 hari Immediate-1 day Permohonan Tidak Risiko Non-Risk Applications Keputusan Permohonan Application Result Terima Bayaran, Cetak & Serah Lesen Payment Received, Print & Delivery Terima Permohonan/ Application Received Semakan dan Penilaian/ Checking and Evaluation • Lawatan Pematuhan • Compliance Visit • Audit Lapangan • Site Audit • Penguatkuasaan • Enforcement 7-21 hari 7-21 days Permohonan Berisiko Risk Applications Mohon Ulasan / Review Request Terima Ulasan / Review Received Keputusan Permohonan Application Result Makluman Keputusan Result Notification Terima Bayaran, Cetak & Serah Lesen Payment Received, Print & Delivery 37 Laporan Tahunan 2017 annuaL rEporT (iv) Tempoh Sah Laku Lesen (iv) Valid Period for License Manual mencadangkan bahawa peniaga diberi The Manual suggests that traders are given the pilihan untuk memohon tempoh sah laku lesen option to apply for a valid license period of either samada secara tahunan atau untuk tempoh 3 annually or for a period of 3 years for business tahun bagi aktiviti perniagaan yang dikenal pasti activities that do not present any major risks.
tidak memberi ancaman risiko yang besar.

Amalan Current practice reveals that most PBTs give valid semasa, kebanyakan PBT hanya memberi tempoh license periods for one year only.

Nevertheless, sah laku lesen untuk satu tahun sahaja.
Namun, local authorities need to regularly conduct pihak PBT perlu untuk sentiasa melakukan compliance visits, enforcement activities and lawatan pematuhan, aktiviti penguatkuasan dan regulatory compliance education campaigns to kempen pendidikan pematuhan peraturan secara ensure that all terms and conditions are complied berkala bagi memastikan segala syarat dan by the trader.

peraturan dipatuhi oleh peniaga.


(v) Distribution of Approval Powers (v) Pengagihan Kuasa Melulus Based on the findings, it was found that the major Berdasarkan kajian didapati antara sebab utama reason for delay in the applications approval for kelulusan permohonan sesuatu lesen perniagaan a business license was due to the applications mengambil masa yang lama disebabkan ianya that are required to be forwarded to the memerlukan permohonan tersebut perlu Licensing Committee of the local authority (PBT).
dibawa kepada Jawatankuasa Pelesenan di PBT Therefore, the manual suggests improvement on berkenaan.
Oleh itu, manual mencadangkan authorisation for non-risk application approvals penambahbaikan supaya agihan kuasa melulus which have complied with the prescribed terms bagi permohonan yang tidak berisiko dan telah and conditions; to be given to the President of mematuhi syarat dan peraturan yang ditetapkan; the Council, Licensing Officer, Assistant Officer or diberikan kepada Yang Dipertua Majlis, Pegawai any officer appointed by the relevant local Lesen, Penolong Pegawai atau mana-mana authorities (PBT).
jawatan yang dikenal pasti oleh PBT terlibat.

38 Laporan Tahunan 2017 annuaL rEporTPeraturan Bestari smart regulation Program mycure mycure Programme Birokrasi dan produktiviti adalah dua aspek yang penting dalam pembangunan ekosistem sesebuah Bureaucracy and productivity are two important aspects in the development of an ecosystem of a negara di mana ianya mempengaruhi proses membuat country which will affect the decision-making process.

keputusan.
keputusan.

Birokrasi yang baik berupaya mewujudkan Good bureaucracy ensures that service is systematic satu aspek perkhidmatan yang bersistematik dan and effective, whereas excessive bureaucracy which berkesan, manakala birokrasi yang berlebihan is complex will contribute to delayed or overlapping dan kompleks akan menyumbang kepada isu-isu issues and hinder an efficient and productive work kelewatan atau pertindihan dan ini sekaligus environment.

menghalang suasana kerja yang cekap dan produktif.


Excessive bureaucracy or Red Tape refers to Birokrasi yang berlebihan atau Red Tape merujuk “excessive regulation or rigid compliance” in relation kepada “peraturan berlebihan atau pematuhan to official rules that impede actions or decisions.

tegar” kepada peraturan rasmi yang menghalang Bureaucracy-related issues usually focus on matters tindakan atau membuat keputusan.
Isu berkaitan such as regulatory inefficiencies, repeated work birokrasi ini biasanya memfokuskan perkara seperti processes and overlapping procedures, as well as ketidakcekapan peraturan, proses kerja yang excessive and irrelevant information required in dilakukan berulang kali dan pertindihan prosedur, documents.

These are some of the issues faced by the mahupun keperluan maklumat di dalam dokumen people, irrespective of whether dealing with the public yang berlebihan dan tidak perlu.
Ia adalah sebahagian or private sector.

daripada perkara yang kerap dihadapi oleh rakyat yang berurusan tidak kira sama ada dengan Implementing Good Regulatory Practices (GRP) looks perkhidmatan awam atau swasta.

at issues related to new and existing regulations.


This implementation is supported and strengthened Pelaksanaan Amalan Baik Peraturan (GRP) melihat with the mandate given to MPC through the National kepada isu-isu berkaitan peraturan-peraturan baru Policy on the Development and Implementation of dan sedia ada.
Pelaksanaan ini disokong dan Regulations (NPDIR) for the purpose of modernising diperkukuhkan dengan mandat yang diberikan kepada current regulations which are to be fully implemented MPC melalui National Policy on the Development and by regulators in the affected states and local Implementation of Regulations (NPDIR) bagi tujuan governments.
memodenkan peraturan semasa untuk dilaksanakan sepenuhnya oleh pengawal selia di negeri-negeri dan In 2016, MPC introduced the Cutting Red Tape kerajaan tempatan yang terlibat.

initiative (MyCURE) as part of its efforts to enhance public service delivery and facilitate business Pada tahun 2016, MPC telah memperkenalkan processes including reducing regulations that impede inisiatif Cutting Red Tape (MyCURE) sebagai productivity growth.
Using the PEMUDAH platform, sebahagian daripada usaha-usaha untuk MPC had implemented several MyCURE projects at meningkatkan penyampaian perkhidmatan awam the federal level relating to bureaucracy issues.

dan memudahkan urusan menjalankan perniagaan termasuk mengurangkan peraturan yang menghalang pertumbuhan produktiviti.

Dengan menggunakan platform PEMUDAH, MPC telah melaksanakan beberapa projek MyCURE di peringkat persekutuan yang melibatkan isu-isu birokrasi.
39 Laporan Tahunan 2017 annuaL rEporT Objektif utama program MYCURE ini adalah untuk The main objective of MYCURE program is to mewujudkan sistem pembelajaran di kalangan develop a learning system among regulators through pengawal selia melalui fasa-fasa program various programme phases that have been established.

yang telah ditetapkan.


Pengawal selia dilatih The regulator is trained to continuously adopt untuk sentiasa mengamalkan penambahbaikan regulatory improvements to existing regulations and peraturan sedia ada dan berupaya menerapkan incorporate the usage of data for decision making or budaya penggunaan data di dalam membuat suggestions for improvement.

The MyCURE initiative keputusan atau cadangan penambahbaikan.
also encourages the use of public consultation to Inisiatif MyCURE juga menggalakkan pelaksaaan ensure that actual issues or problems can be reviewed seranta awam dibuat bagi memastikan isu atau and resolved more effectively.

The MyCURE program pemasalahan sebenar dapat dikaji dan diselesaikan also emphasises on reduced compliance cost and dengan lebih efektif.

Program MyCURE juga the enhancement of operational efficiencies through menekankan pengurangan kos pematuhan dan proposed improvements.
meningkatkan kecekapan operasi melalui cadangan penambahbaikan yang diusulkan.

The MyCURE program was initiated by analysing issues proposed by the organisation (Ministry/state) Program MyCURE dimulakan dengan menganalisa isu- involved, and resolved by using a systematic approach isu yang dicadangkan oleh organisasi (kementarian/ to define, measure, analyse, improve and control negeri) terlibat, dan diselesaikan dengan (DMAIC).
The DMAIC process will then be introduced menggunakan pendekatan sistematik mengikut to regulators through the following phases: proses define, measure, analyse, improve and control (DMAIC).

Proses DMAIC akan didedahkan 1.

Problem definition and mapping process; kepada pengawal selia melalui fasa-fasa berikut: 2.

Data collection and compliance cost; 1.

Definisi masalah dan proses pemetaan; 4.

Identify benchmarking studies and suggestions 3.

Data review and validation; and 2.


Pengumpulan data dan kos pematuhan; for improvement.

3.

Kajian semula dan pengesahan data; dan 4 Mengenal pasti kajian penandaarasan dan With the help of appointed facilitators, several cadangan penambahbaikan consultation sessions will be held and public consultation sessions will also be conducted to Dengan bantuan pemudahcara yang dilantik, examine how far these issues can be solved more beberapa sesi lawatan perundingan akan dibuat dan efficiently.
The next process is to provide and facilitate sesi seranta awam (public consultation) juga dilakukan data collection plans, computation of compliance untuk meneliti sejauh mana isu-isu tersebut boleh costs followed by analysing and identifying diselesaikan dengan lebih efisien.

Proses seterusnya performance gaps and benchmarks.


The MyCURE dijalankan untuk menyediakan dan memudahkan process ends by comparing best practices and pelan pengumpulan data, pengiraan kos pematuhan recommending solutions or improvements to existing diikuti dengan menganalisis dan mengenal pasti processes.

MyCURE Program Implementation can be jurang prestasi dan penanda aras.
Proses MyCURE summarised shown in the figure next page: diakhiri dengan membuat perbandingan amalan terbaik dan mengesyorkan cadangan penyelesaian atau penambahbaikan ke atas proses yang sedia ada.
Pelaksanaan Program MyCURE boleh dirumuskan seperti gambar rajah di mukasurat sebelah: 40 Laporan Tahunan 2017 annuaL rEporTPeraturan Bestari smart regulation Program MyCURE | MyCURE Programme Menjalankan Rancangan Awal Carry Out Initial planning Pendekatan: Perbincangan Tempoh: 1 hari Pelaksanaan: 1-3 minggu Approach: Discussion Duration: 1 day Implementation: 1-3 weeks Fasa 5: Pelaksanaan dan Kawalan Phase 5: Implementation and Control Pendekatan: Perbincangan Tempoh: 1 hari Pelaksanaan: 4 minggu Approach: Presentation Duration: 1 day Implementation: 4 weeks Fasa 1: Kenalpasti Isu/Masalah Phase 1: Identify Issue/Problem Fasa 2: Mengukur Prestasi Semasa Phase 2: Measure Current Performance Pendekatan: Bengkel 1 Tempoh: 3 hari 2 malam Pelaksanaan: 4 minggu Approach: Workshop 1 Duration: 3 days 2 nights Implementation: 4 weeks Pendekatan: Bengkel 2 Tempoh: 3 hari 2 malam Pelaksanaan: 4 minggu Approach: Workshop 2 Duration: 3 days 2 nights Implementation: 4 weeks Fasa 4: Kemuka Cadangan Penyelesaian Phase 4: Submit Proposed Solutio Fasa 3: Analisis Data dan Punca Masalah Phase 3: Analyse Data and Source of Problem Pendekatan: Bengkel 4 Tempoh: 3 hari 2 malam Pelaksanaan: 4 minggu Approach: Workshop 4 Duration: 3 days 2 nights Implementation: 4 weeks Pendekatan: Bengkel 3 Tempoh: 3 hari 2 malam Pelaksanaan: 4 minggu Approach: Workshop 3 Duration: 3 days 2 nights Implementation: 4 weeks Fasa Pelaksanaan Program MyCURE | Implementation of MyCURE Programme Pelaksanaan MyCURE ini bukan sahaja penting di Implementation
 of MyCURE is not only important in dalam menambah baik proses kerja atau perkhidmatan improving existing work processes or services, but sedia ada, tetapi pada masa yang sama ia membantu at the same time helps guide regulators to identify pihak pengawal selia secara langsung untuk mengenal and conduct regulatory reviews based on their pasti dan menjalankan kajian semula peraturan atas own initiatives.
Through MyCURE, simplified work inisiatif mereka sendiri.

Melalui MyCURE juga, proses processes can be used as examples and adopted by kerja yang telah dipermudahkan boleh dijadikan other relevant organisations or agencies.

contoh dan digunakan semula oleh organisasi atau agensi lain yang berkaitan.

In 2017, MPC successfully carried out 11 MyCURE projects implemented in Kedah and Pahang and Pada tahun 2017, MPC telah berjaya menjalankan recorded cost savings of RM20.7 million.
For the sebanyak 11 projek MyCURE yang dilaksanakan di year 2018, a total of 22 MyCURE projects will be negeri Kedah dan Pahang dengan merekodkan implemented in Perlis, Penang and Perak and Ministry penjimatan kos pematuhan sebanyak RM20.7 juta.

of Land, Water and Natural Resources (KATS) with Bagi tahun 2018, sebanyak 22 projek MyCURE a target cost savings of RM66 million.
With the akan dilaksanakan melibatkan negeri Perlis, Pulau implementation of the MyCURE programmes at the Pinang dan Perak dan Kementerian Air, Tanah dan state and ministry levels, MPC hopes that regulators Sumber Asli (KATS) dengan sasaran penjimatan kos will always adopt improvements to processes and pematuhan sebanyak RM66 juta.
Dengan pelaksanaan regulations as well as making this practice a culture program MyCURE di negeri dan kementerian, MPC in enhancing productivity and competitiveness of the berharap agar pengawal selia akan sentiasa organisation.

mengamalkan penambahbaikan kepada proses dan peraturan serta menjadikan amalan ini budaya di dalam meningkatkan produktiviti dan daya saing organisasi.
41 Laporan Tahunan 2017 annuaL rEporT PasuKan Petugas Khas PemuDahcara Perniagaan (PemuDah) the sPecial tasKforce to facilitate Business (PemuDah) inisiatif yang telah dilaksanakan Salah satu oleh PEMUDAH untuk menambah baik kedudukan One of the initiatives undertaken by PEMUDAH improve Malaysia’s position was to organise to Malaysia ialah dengan menganjurkan perbincangan discussions and meetings with relevant agencies dan mesyuarat dengan agensi-agensi berkaitan yang chaired by MITI where it was agreed at these meetings telah dipengerusikan oleh MITI di mana mesyuarat to establish a strategic communications plan for bersetuju untuk mewujudkan satu pelan komunikasi the purpose of disseminating information on the strategik bagi tujuan untuk menguar-uarkan inisiatif- initiatives that have been carried out by the Malaysian inisiatif yang telah dijalankan oleh Kerajaan Malaysia.
Government.
Laporan Kedudukan Malaysia Dalam World Bank Doing Business Report 2018 Bank Dunia dan International Finance Corporation Malaysia’s Position In the World Bank Doing Business Report 2018 The World Bank and the International Finance (IFC) menerbitkan laporan tahunan World Bank Corporation (IFC) publishes the World Bank Doing Doing Business Report 2018 (DB2018) kali ke-15 bagi Business Report 2018 (DB2018) which is the 15th in mengkaji peraturan-peraturan dan undang-undang a series of annual reports measuring reforms of laws yang menyumbang serta mengekang aktiviti-aktiviti and regulations that contribute or restrict business perniagaan.
Laporan ini juga membentangkan activities.

The report also presents quantitative indikator-indikator kuantitatif yang merangkumi indicators which evaluate the entire business cycle keseluruhan kitaran perniagaan melibatkan 11 bidang involving 11 areas for 190 economies in the world.

bagi 190 buah ekonomi di dunia.
Bidang-bidang yang dikaji adalah seperti berikut: Memulakan Perniagaan; Urusan Permit Pembinaan; Kemudahan Bekalan Elektrik; Pendaftaran Hartanah; Mendapatkan Pinjaman; (i) (ii) (iii) (iv) (v) (vi) The areas evaluated are as follows: (i) (ii) (iii) (iv) (v) (vi) Starting a Business; Dealing With Contract Permits; Getting Electricity; Registering Property; Getting Credit; Protecting Minority Investors; Perlindungan ke atas Pelabur Minoriti; (vii) Paying Taxes; (vii) Pembayaran Cukai; (viii) Perdagangan Rentas Sempadan; (ix) (x) (xi) Penguatkuasaan Kontrak; Penyelesaian Insolvensi; dan Peraturan Pasaran Buruh (viii) Trading Across Borders; (ix) (x) (xi) Enforcing Contracts; Resolving Insolvency; and Labour Market Regulation Laporan ini dibuat berdasarkan kaji selidik dan by information through video conferences and disokong dengan maklumat menerusi sidang video teleconferences, written reports and visits by the dan telefon, secara bertulis serta lawatan oleh World Bank’s research team.
For the DB2018 report, a pasukan penyelidik Bank Dunia.

Bagi laporan DB2018, total of 105 respondents from Malaysia participated in This report is based on surveys and supported seramai 105 responden dari Malaysia telah mengambil the survey.

bahagian.
bahagian.

42 Laporan Tahunan 2017 annuaL rEporTPeraturan Bestari smart regulation Pencapaian Keseluruhan Laporan DB2018 mencatatkan peningkatan skor Overall Achievement DB2018 Report showed that Malaysia’s Distance to Distance to Frontier (DTF) bagi Malaysia sebanyak Frontier (DTF) score increased by 0.96 to 78.43 from 0.96 iaitu 78.43 daripada 77.47 (DB2017) dalam 77.47 (DB2017) among 190 economies.

However, kalangan 190 ekonomi.


Walaubagaimanapun, Malaysia declined in its ranking to 24th position from kedudukan Malaysia menurun ke kedudukan ke-24 23rd position the previous year.

daripada kedudukan ke-23 pada tahun sebelumnya.

The DTF score which is a major improvement made Skor DTF yang merupakan penambahbaikan utama in the report introduced last year, continues to be the laporan yang diperkenalkan tahun lalu terus menjadi main focus.

Basically, the DTF score measures the gap tumpuan utama.
Pada dasarnya, skor DTF mengukur between economic performance and best practice jurang antara prestasi ekonomi dan ukuran amalan measures for 45 indicators in 11 areas measured.

terbaik untuk 45 indikator bagi 11 bidang.

Negara The leading country is identified on the basis of peneraju dikenal pasti berdasarkan tanda aras amalan benchmarking of the regulatory best practice i.e.
the terbaik peraturan iaitu jurang antara prestasi setiap gap between the performance of each economy and ekonomi dengan prestasi ekonomi terbaik bagi the best economic performance for each of 11 areas setiap 11 bidang yang diukur.

Skor sesebuah negara measured.

The score of a country is shown on a scale ditunjukkan pada skala 0 hingga 100, di mana 0 of 0 to 100, where 0 shows the lowest performance menunjukkan prestasi yang paling rendah dan 100 and 100 is the best performance.

adalah prestasi terbaik.


Pengukuran menggunakan metodologi baru ini affected Malaysia but also affected other economies bukan hanya memberi kesan kepada Malaysia tetapi such as Singapore which was previously in first juga kepada beberapa ekonomi lain seperti negara position but had dropped one position to attain Measurements of these new methodologies not only Singapura yang sebelum ini berada di kedudukan second position.

pertama telah menurun satu kedudukan iaitu kedudukan ke-2.
Nevertheless, Malaysia has been identified to have made improvements in the following areas: Walaubagaimanapun, Malaysia dikenal pasti telah membuat penambahbaikan dalam bidang-bidang (i) Paying Taxes - Improvements have been made berikut: by introducing and enhancing the e-filing system (i) Pembayaran Cukai – Penambahbaikan telah that makes it easier for taxpayers to estimate dibuat dengan memperkenalkan dan tax payable each year incuding the payment of mempertingkatkan sistem pemfailan cukai atas Goods and Services Tax (GST); talian yang memudahkan pelanggan membuat anggaran cukai yang perlu dibayar setiap tahun (ii) Getting Credit - This area has strengthened credit serta bayaran Cukai Barang dan Perkhidmatan; reporting systems by establishing a bureau or credit score registry as value-added services; (ii) Mendapatkan Pinjaman – Bidang ini telah memperkukuhkan laporan kredit dengan (iii) Getting Electricity - This area has achieved full mewujudkan biro atau pendaftar skor kredit DTF scores alongside Belgium and Ireland in sebagai perkhidmatan nilai tambah; terms of reliability of supply and transparency of tarrifs index; and (iii) Kemudahan Bekalan Elektrik – Bidang ini telah memperolehi skor penuh DTF di samping Belgium dan Ireland dari segi kebolehpercayaan bagi indeks tarif bekalan dan ketelusan; dan 43 Laporan Tahunan 2017 annuaL rEporT (iv) Perlindungan ke atas Pelabur Minoriti – Bidang (iv) Protecting Minority Investors - This area has ini juga telah memperolehi skor penuh DTF di also attained full DTF scores apart from China samping China dari segi indeks keterbukaan.
in terms of disclosure index.

Pada kedudukan ke-24, Malaysia mendahului negara- At 24th position, Malaysia is ahead of countries such as negara seperti Belanda, Perancis, Switzerland, Jepun, the Netherlands, France, Switzerland, Japan, Thailand, Thailand, China dan India.

Dalam kalangan 29 negara China and India.


Among the 29 Asia Pacific economies, Asia Pasifik, Malaysia berada pada kedudukan ke-7 Malaysia ranks 7th after New Zealand, Singapore, the selepas New Zealand, Singapura, Republik Korea, Republic of Korea, Hong Kong, Australia and Taiwan.

Hong Kong, Australia dan Taiwan.

Manakala, di antara Meanwhile, among ASEAN countries, Malaysia retains negara-negara ASEAN, Malaysia kekal di kedudukan second position after Singapore.

ke-2 selepas Singapura.


Perubahan kedudukan Malaysia ini diakibatkan methodology changes.

For changes involving oleh perubahan metodologi.
Bagi perubahan yang methodology, some areas of Doing Business have melibatkan metodologi, beberapa bidang Doing had an impact that resulted in a drop in DTF Scores The change in Malaysia’s position is reflected in Business telah memberi kesan yang mengakibatkan namely: penurunan Skor DTF iaitu: (i) Memulakan Perniagaan – Memerlukan syarikat annual revenue of over RM500,000 to register as dengan hasil tahunan lebih RM500,000 a Goods and Services Taxpayer (GST); and (i) Starting a Business - Requires a company with mendaftar sebagai pembayar Cukai Barang dan Perkhidmatan (GST); dan (ii) Paying Taxes - Using the new measurement, the World Bank not only examines the current (ii) Pembayaran Cukai - Dengan menggunakan processes but also looks into the post-filing issues.
pengukuran baru, pihak Bank Dunia bukan sahaja melihat kepada proses semasa tetapi juga kepada proses selepas filing.
44 Laporan Tahunan 2017 annuaL rEporTPeraturan Bestari smart regulation DAYA SAING GLOBAL GLOBAL COmpetItIveNeSS DAYA SAING GLOBAL GLOBAL COmpetItIveNeSS MPC pelbagai kementerian, jabatan dan agensi melalui telah bekerjasama rapat dengan MPC has established close collaboration with various ministries, government departments and Kementerian Perdagangan Antarabangsa dan agencies through the Ministry of International Trade Industri (MITI) untuk meningkatkan kedudukan daya and Industry (MITI) to improve Malaysia’s global saing Malaysia di peringkat antarabangsa.
Tahun competitiveness ranking at the international 2017 mencatatkan sebanyak 3 sesi perbincangan level.

In 2017, a total of three discussion sessions dengan pelbagai kementerian, jabatan dan agensi were carried out with various ministries, government kerajaan dalam usaha membaiki kedudukan daya departments and agencies to improve competitiveness saing dan produktiviti melalui Kumpulan Kerja ranking and prodcutivity through the Competitiveness Daya Saing Malaysia (CWG).
Kumpulan Kerja CWG, Working Group (CWG).
The CWG has given emphasis telah memberikan fokus bukan sahaja kepada not only to the Global Competitiveness Report laporan Global Competitiveness Report (GCR) yang (GCR) published by the World Economic Forum diterbitkan oleh World Economic Forum (WEF) tetapi (WEF) but also the report published by Institute for juga kepada laporan yang diterbitka oleh Institute Management Development (IMD) which is the World for Management Development (IMD) iaitu World Competitiveness Yearbook (WCY) as per the Cabinet Competitiveness Yearbook (WCY) seperti yang meetings’ decision.
diputuskan dalam mesyuarat Kabinet.
These discussion sessions involved 14 ministries and Sesi perbincangan ini melibatkan 14 kementerian departments as well as over 20 government agencies dan jabatan serta lebih 20 agensi kerajaan yang grouped into 10 clusters comprising health, education dikelompokkan kepada 10 kluster yang terdiri daripada and skills, institutional framework, financial market kluster kesihatan, pendidikan dan kemahiran, rangka development, product market efficiency, utilities, kerja institusi, pembangunan pasaran kewangan, innovation, technology adoption & communications, kecekapan pasaran produk, utiliti, inovasi, penggunaan infrastructure & connectivity, trade & investments teknologi & komunikasi, infrastruktur & perhubungan, as well as agriculture comprising the Ministry of perdagangan & pelaburan serta pertanian yang Agriculture and Agro-based Industries and the dianggotai oleh Kementerian Pertanian dan Industri Ministry of Plantation Industries and Commodities .
Asas Tani dan Kementerian Perusahaan Perladangan dan Komoditi.

Each cluster is responsible for the indicators under their respective jurisdiction, and are constantly Setiap kluster bertanggungjawab terhadap indikator- identifying improvement initiatives to further indikator yang di bawah bidang kuasa masing- enhance the country’s competitive position globally.
masing dan berusaha mencari inisiatif-inisiatif Among the participating ministries are the Ministry penambahbaikan untuk melonjakkan lagi kedudukan of Health (MOH), Ministry of Finance (MOF), Ministry negara di peringkat global.
Antara kementerian yang of Education (MOE), Ministry of Human Resources mengambil bahagian ialah Kementerian Kesihatan (MOHR), Ministry of Domestic Trade, Cooperatives and Malaysia (KKM), Kementerian Kewangan (MOF), Consumerism (MDTCC), Ministry of Communications Kementerian Pendidikan Malaysia (KPM), Kementerian and Multimedia (MCMC), Ministry of Works (KKR), Sumber Manusia (MOHR), Kementerian Perdagangan Department of Statistics, Malaysia (DOSM), and Bank Dalam Negeri, Koperasi dan Kepenggunaan (KPDNKK), Negara Malaysia (BNM).
Kementerian Komunikasi dan Multimedia Malaysia (KKMM), Kementerian Kerja Raya (KKR), Jabatan One of the important roles of MPC as partner institute Perangkaan Malaysia (DOSM), Bank Negara Malaysia to the IMD and the WEF is to provide Malaysia’s (BNM) dan sebagainya.
statistical data which requires involvement of various 46 Laporan Tahunan 2017 annuaL rEporT Salah satu peranan penting MPC sebagai rakan institusi ministries and government agencies known as the Inter kepada IMD dan WEF adalah untuk membekalkan Agency Planning Group (IAPG) towards providing and data statistik Malaysia dengan penglibatan pelbagai supplying quality data to international rating bodies.
kementerian dan agensi kerajaan yang dikenali Members of IAPG will verify the data to be provided to sebagai Inter Agency Planning Group (IAPG) ke arah the IMD for publication of the WCY.

menyedia dan membekalkan data yang berkualiti kepada badan penarafan antarabangsa.

Ahli-ahli MPC collaborated with MAMPU to upload information IAPG akan menentusahkan data yang akan dibekalkan related to the ministry’s initiatives through the kepada IMD bagi penerbitan WCY.

MyGov Online Services Portal.


The purpose of this collaboration with MAMPU is to establish MPC juga telah bekerjasama dengan MAMPU untuk another platform to disseminate information on the memuat naik segala maklumat berkaitan inisiatif- competitiveness of the country to the public including inisiatif kementerian melalui laman web MyGov Portal.
the business community which would form part Hasil kerjasama dengan MAMPU ini dapat mewujudkan of the respondents who would evaluate Malaysia’s satu lagi platform penyaluran maklumat daya saing performance in both the IMD and WEF reseaches.
negara kepada sektor awam termasuklah komuniti The initiatives of each cluster pertaining to the perniagaan yang menjadi sebahagian daripada indicators under the purview of each ministry and responden yang akan menilai prestasi Malaysia dalam respective agencies have been uploaded in the form kedua-dua kaji selidik IMD dan WEF.

Inisiatif-inisiatif of infographics, slides and writings at MyInitiative in setiap kluster yang berkaitan indikator-indikator di the MyGov Portal.
bawah seliaan kementerian dan agensi masing-masing dalam bentuk infografik, slide dan penulisan telah Meanwhile, MPC’s cooperation with the Civil Service dimuat naik di MyInitiative dalam Portal MyGov.

Delivery Unit (CSDU) under the Prime Minister’s Department is to identify improvement initiatives Manakala kerjasama MPC dengan Unit Penyampaian in terms of the quality of statistical data supplied to Perkhidmatan Awam (CSDU), Jabatan Perdana international organisations.
Efforts to improve the Menteri bagi mengenal pasti langkah-langkah country’s position in terms of quality of data provided penambahbaikan dari segi kualiti data statistik yang by government agencies were led by CSDU with dibekalkan kepada organisasi antarabangsa.

Usaha the establishment of a Competitiveness Taskforce bagi memperbaiki kedudukan negara dari aspek comprising 32 representatives from ministries, kualiti data yang dibekalkan oleh agensi kerajaan telah departments and government agencies.
This team diketuai oleh CSDU dengan penubuhan satu pasukan is tasked to identify the ministry responsible for petugas daya saing yang terdiri daripada 32 wakil dari supplying data, determining the validity of the data kementerian, jabatan dan agensi kerajaan.

Pasukan and ensuring that the data supplied is accurate and up ini ditugaskan untuk mengenal pasti kementerian to date as well as meets the definitions identified by yang bertanggungjawab dalam membekalkan data, the IMD and WEF.
menentukan kesahihan data dan memastikan data yang dibekalkan adalah tepat dan terkini serta The taskforce commenced its task from 16th menepati definisi yang ditetapkan oleh IMD dan WEF.

September 2017 until 15th December 2017, a period of Gerak kerja pasukan petugas ini telah bermula pada focused on three major competitiveness reports, 16 September 2017 sehingga 15 Disember 2017 iaitu namely WCY, GCR and World Bank Doing Business, selama tiga bulan.
Ahli pasukan kerja yang terlibat where more than 500 data comprising quantitative memberi tumpuan kepada tiga laporan daya saing and qualitative data from these three reports had utama iaitu WCY, GCR dan World Bank Doing Business, been studied and analysed thoroughly.

three months.
three months.

The team members who were involved di mana lebih 500 data yang merangkumi data kuantitatif dan kualitatif daripada 3 laporan tersebut As a result of these efforts, 31 ministries, departments telah dikaji dan dianalisa dengan lebih mendalam.
and government agencies have taken the responsibility 47 Laporan Tahunan 2017 annuaL rEporT DAYA SAING GLOBAL GLOBAL COmpetItIveNeSS Hasil daripada usaha tersebut, sebanyak 31 to monitor and supply data related to their respective kementerian, jabatan dan agensi kerajaan telah ministries and agencies.
The information and data mengambil tanggungjawab bagi memantau dan supplied will be uploaded on to MyData in the MyGov membekalkan data-data yang berkaitan dengan Portal which comprises 10 key areas namely, Economy, kementerian dan agensi masing-masing.
Maklumat Education & Human Capital, Agriculture, Health dan data yang dibekalkan akan dimuat naik ke MyData and Environment, Infrastructure, Innovation & di dalam Portal MyGov yang merakumi 10 bidang Communication Technology, Institutions, Monetary utama iaitu Ekonomi, Pendidikan & Modal Insan, and Finance, Business Legislation and Trade Pertanian, Kesihatan dan Persekitaran, Infrastruktur, & Investment.
Inovasi & Teknologi Komunikasi, Institusi, Monetari dan Kewangan, Perundangan Perniagaan serta In conclusion, any information that is uploaded Perdagangan & Pelaburan.
on the MyGov Portal either in terms of data or ministry initiatives, is basically to disseminate Kesimpulannya, segala maklumat yang dimuat naik information on government efforts in enhancing ke Portal MyGov sama ada data ataupun inisiatif- national competitiveness from time to time to enable inisiatif kementerian adalah untuk menguar-uarkan wider outreach of information.
Efforts to disseminate usaha-usaha kerajaan dalam meningkatkan daya competitiveness information to stakeholders through saing negara dari masa ke masa dengan capaian print and electronic publications, official websites maklumat yang lebih meluas lagi.

Usaha penyebaran and social media are also being continued.
In 2017, maklumat daya saing kepada pihak berkepentingan nine publications were produced in the form of melalui penerbitan bercetak dan elektronik melalui booklets, articles, columns, infoline, infographics etc.

laman web rasmi dan media sosial juga diteruskan.


Malaysia’s performance analysis in the IMD World Pada tahun 2017, sebanyak 9 penerbitan dihasilkan Competitiveness Yearbook 2017 and Malaysia in the berbentuk booklet, artikel, kolum, infoline, infografik Global Competitiveness Report 2107-2018 in the form dan sebagainya.

Analisa prestasi negara iaitu Malaysia of booklets in 2 versions specifically Bahasa Malaysia dalam IMD World Competitiveness Yearbook 2017 and English, have been printed and distributed.
Global dan Malaysia in the Global Competitiveness Report Competitiveness Infoline has also been published 2107-2018 yang berbentuk booklet dalam 2 versi twice, while columns and articles related to Industrial Bahasa Melayu dan Bahasa Inggeris telah dicetak dan Revolution 4.0 have been published in the New Straits diedarkan.

Global Competitiveness Infoline juga telah Times.


At the same time, more than 20 topline reports diterbitkan sebanyak 2 kali, manakala kolum dan artikel were uploaded on to the MPC’s website and electronic berkaitan Industrial Revolution 4.0 telah diterbitkan publication in the form of infographics had been dalam akhbar New Straits Times.

Manakala lebih increased.


daripada 20 topline report dimuat naik di laman web MPC dan penerbitan elektronik berbentuk infografik In addition, efforts to disseminate information on mula diperbanyakkan.

the country’s competitiveness performance were carried out through the Nexus Competitiveness Selain daripada itu, usaha untuk menyebarkan program.
A total of 4 series of Nexus was organised maklumat berkaitan prestasi daya saing negara juga in 2017 as well as two post-engagement sessions with dibuat melalui program Competitiveness Nexus.

respondents were held as soon as both the WCY and Sebanyak 4 siri Nexus telah dianjurkan pada tahun 2017 GCR reports were published.
This effort is to report selain 2 sesi post engagement bersama responden the country’s performance as well as obtain feedback yang diadakan sebaik sahaja kedua-dua laporan WCY from respondents in order to understand issues, views dan GCR diterbitkan.

Ini adalah usaha untuk memaklum- and perceptions of the business community towards kan mengenai prestasi negara serta mendapatkan educating the public on the importance of national maklum balas daripada responden bagi memahami isu competitiveness.
dan pandangan serta persepsi komuniti perniagaan ke arah mendidik masyarakat terhadap kepentingan daya saing negara.
48 Laporan Tahunan 2017 annuaL rEporT Kedudukan Malaysia di Peringkat Antarabangsa Pada tahun 2017, Malaysia mencatatkan peningkatan Malaysia’s Position at International Level In 2017, Malaysia improved 2 positions in the Global Competitiveness Report (GCR) 2017-2018 report 2 kedudukan dalam laporan Global Competitiveness released by the World Economic Forum (WEF), Report (GCR) 2017-2018 yang dikeluarkan oleh ranking 23rd out of 138 countries as compared World Economic Forum (WEF) iaitu di tempat ke-23 to the previous year at 25th.
Whereas, the World daripada 138 negara berbanding tahun sebelumnya Competitiveness Yearbook (WCY) report by the iaitu di tempat ke-25.

Manakala dalam laporan World Institute for Management Development (IMD), Competitiveness Yearbook (WCY) oleh Institute for ranked Malaysia 24th among 63 economies.

Management Development (IMD) meletakkan Malaysia di tempat ke-24 dalam kalangan 63 ekonomi.

Malaysia also registered improving rankings among other international reports.
The Index of Malaysia juga mencatatkan peningkatan kedudukan Economic Freedom 2017 report by The Heritage dalam beberapa laporan antarabangsa lain.

Index of Foundation which measures the level of economic Economic Freedom 2017 oleh The Heritage Foundation freedom of countries in the world, places Malaysia at yang mengukur tahap kebebasan ekonomi negara- 27th position out of 180 countries that were considered negara di dunia meletakkan Malaysia di kedudukan to have economic freedom.
ke-27 daripada 180 negara yang dianggap mempunyai kebebasan ekonomi.

This report assesses 4 main categories that affect economic freedom namely, rule of law, government Laporan ini membuat penilaian ke atas 4 kategori size, regulatory efficiency and open markets.

utama merangkumi peraturan undang-undang, The achievement of the country in this report is saiz kerajaan, kecekapan peraturan dan keterbukaan commendable where Malaysia records a steady pasaran.
Pencapaian negara dalam laporan ini adalah increase over a 4 year period from 37th position in membanggakan di mana Malaysia telah mencatatkan 2014 to 31st in 2015, then improving to 29th in 2016 peningkatan kedudukan yang berterusan dalam and ultimately to the 27th position in 2017.
4 tahun kebelakang iaitu dari tempat ke-37 pada tahun 2014 ke tempat ke-31 pada tahun 2015, seterusnya The A.T. Kearney 2017 Global Services Location Index ke-29 pada tahun 2016 dan terus melonjak ke-27 placed Malaysia 3rd among 55 countries that have pada tahun 2017. experieced significant change in global employment stability with emphasis on the gap of creating a global Laporan A.T. Kearney 2017 Global Services Location sourcing market in three major categories namely Index menempatkan Malaysia di tempat ke-3 dalam financial attractiveness, skilled employee availability, kalangan 55 negara yang mengalami perubahan ketara and business environment.
dalam kestabilan pekerjaan di peringkat antarabangsa dan memberi tumpuan kepada jurang mencipta European Institute of Business Administration pasaran dari sumber global dalam tiga kategori utama (INSEAD) ranked Malaysia 28th among 119 other iaitu daya tarikan kewangan, ketersediaan pekerja economies in the Global Talent Competitiveness berkemahiran dan persekitaran perniagaan.

European Index 2017 and ranked first among the upper middle Institute of Business Administration (INSEAD) pula income countries.
The report measures the ability of meletakkan Malaysia di kedudukan ke-28 dalam an economy to attract, retain and develop talent.

kalangan 119 ekonomi lain dalam laporan Global Talent Competitiveness Index 2017 dan berada di tempat pertama dalam kalangan kumpulan negara berpendapatan pertengahan.

Laporan tersebut mengukur keupayaan sesebuah ekonomi untuk menarik, mengekal dan mengembangkan bakat.
49 Laporan Tahunan 2017 annuaL rEporT Pengurusan PengetaHuan Knowledge ManageMent laPoran ProduKtIVItI 2016/2017 ProductIVIty rePort 2016/2017 Laporan Produktiviti 2016/2017 mengetengahkan intipati utama mengenai peningkatan rangkaian Productivity Report 2016/2017 highlights the main essence regarding the enhancement of the kerjasama ke arah usaha memacu inovasi yang lebih collaboration network to drive a higher level of tinggi bagi melahirkan minda dan budaya produktif innovation for a more productive mindset and culture, sekaligus merapatkan jurang sempadan teknologi.
and narrow the gap with the technological frontier.

Ia menepati kelangsungan tema iaitu, ‘Merentasi This is in line with the theme ‘Challenging the Frontier, Cabaran Sempadan, Memperkasa Rakyat’.

Empowering People’.
Empowering People’.

Laporan ini menganalisa prestasi produktiviti This report analyses the productivity performance Malaysia, sektor perkhidmatan, pembuatan, pertanian of Malaysia, the services, manufacturing, agriculture dan pembinaan serta industri-industri di bawah setiap and construction sectors as well as industries under sub-sektor terlibat.

Laporan ini juga menekankan each of the sub-sectors.
This report also emphasises bagaimana peningkatan produktiviti secara on how a continuous rise in productivity growth will berterusan akan dapat meningkatkan taraf hidup dan lead to increasingly better standards of living and kesejahteraan sosial.

Selain itu ia merangkumi inisiatif- improved social wellbeing.
Additionally, this report inisiatif produktiviti, amalan terbaik dan cadangan- also encompasses productivity initiatives, best cadangan bagi memudahkan perniagaan bagi practices and recommendations in order to facilitate meningkatkan produktiviti di peringkat enterprais, businesses in boosting productivity at enterprise, industri dan nasional.

industry and national levels.


Di dalam laporan ini, produktiviti Malaysia In this report, Malaysia’s Productivity expanded by berkembang sebanyak 3.5% kepada RM78,218 3.5% to RM78,218 in 2016.

This achievement rate was pada tahun 2016.

Kadar pencapaian ini adalah 84.7% of the 11th Malaysia Plan’s targeted level of 84.7% dari tahap yang disasarkan dalam Rancangan RM92,300 to be achieved by 2020.
The manufacturing Malaysia Kesebelas sebanyak RM92,300 menjelang sector remained as the highest contributor of 2020.

Sektor pembuatan kekal sebagai penyumbang productivity at RM106,647, followed by services terbesar produktiviti dengan RM106,647 diikuti oleh sector at RM68,166.

sektor perkhidmatan dengan RM68,166.
52 Laporan Tahunan 2017 annuaL rEporTPengurusan PengetaHuanKnowledge ManageMent PeMantaPan PelaKsanaan sIsteM uPaH yang dIKaItKan dengan ProduKtIVItI (Plws) enHancIng IMPleMentatIon of tHe ProductIVIty-lInKed wage systeM (Plws) PLWS telah dikenal pasti sebagai salah satu initiatif di bawah Thrust 1: “Building Workforce of the PLWS has been identified as one of the initiatives under Thrust 1: “Building Workforce of the Future” in Future” dalam Malaysia Productivity Blueprint (MPB).
the Malaysia Productivity Blueprint (MPB).

In line with Selaras dengan matlamat kerajaan untuk mencapai the government’s goal of achieving developed status negara maju bagi tahun 2020, PLWS memastikan by 2020, the implementation of PLWS will ensure pertumbuhan upah selaras dengan pertumbuhan that wage growth commensurates with growth in produktiviti yang akan meningkatkan daya saing productivity ultimately enhancing competitiveness of syarikat.

Pada penghujung RMK11, adalah disasarkan companies.
At the end of the RMK11, it is targeted that sebanyak 85,000 syarikat akan melaksanakan PLWS 85,000 companies will implement PLWS compared to berbanding 82,426 dan memanfaatkan 3.8 juta 82,426 companies and benefit 3.8 million employees pekerja pada tahun 2017. in 2017.
Oleh yang demikian, MPC dengan kerjasama MOHR In view of this, MPC in collaboration with the telah menganjurkan 5 seminar PLWS iaitu di Kuala Ministry of Human Resources (MOHR) organised 5 Lumpur, Kelantan, Sabah, Terengganu dan Pahang PLWS seminars in Kuala Lumpur, Kelantan, Sabah, yang telah memanfaatkan lebih kurang 740 orang Terengganu and Pahang benefiting 740 participants peserta dari pelbagai sektor.

Disamping itu, satu from various sectors.


In addition, a conference conference bertajuk ASEAN PLWS telah dianjurkan entitled ASEAN PLWS was organised by MOHR oleh MOHR dengan kerjasama MPC yang melibatkan in collaboration with MPC involving 300 local and 300 orang peserta dari dalam dan luar negara pada foreign participants on October 10, 2017.

A total of 10 Oktober 2017.


Sebanyak 10 sesi penerangan telah 10 information sessions were also conducted by MPC dijalankan oleh MPC pada 2017 yang melibatkan in 2017 comprising companies and associations such syarikat dan persatuan seperti Malaysian Trades as the Malaysian Trades Union Congress (MTUC).

In Union Congress (MTUC).


Disamping itu satu program addition, a program titled PLWS SME@University had bertajuk PLWS SME@Universiti telah dijalankan been conducted involving 10 local universities and merangkumi 10 Universiti tempatan dan melibatkan 250 SME entrepreneurs.

KPI enhancement workshops 250 usahawan SME.


Bengkel pemantapan KPI dalam among SMEs had also been conducted to assist local kalangan SME telah dijalankan untuk membantu entrepreneurs in developing appropriate KPIs for usahawan tempatan membangunkan KPI yang sesuai adoption at the company level.

untuk diguna pakai oleh syarikat.


In recognition of companies that had implemented Sebagai mengiktiraf syarikat yang mengamalkan PLWS, a PLWS Award Day was held on 19 September, PLWS, Hari Anugerah PLWS telah diadakan pada 19 2017 which included the participation of 123 SME September 2017 dengan penglibatan sebanyak 123 companies.

A total of 5 small companies and 5 syarikat SME.


Sebanyak 5 syarikat kecil dan 5 syarikat medium-sized companies had competed at the final sederhana telah bertanding di peringkat akhir.

Mengikut stage.
Mengikut stage.

Based on a study by the MOHR entitled “Study satu kajian oleh MOHR bertajuk “Study on on Implementing PLWS Towards A High Income Implementing PLWS Towards A High Income Economy” Economy” it was found that implementation of PLWS pelaksanaan PLWS telah membantu syarikat had enabled companies to increase productivity by meningkatkan produktiviti sebanyak 15%, keuntungan 15%, profit by 10% and wages by 10%.

sebanyak 10% dan upah meningkat kepada 10%.


53 Laporan Tahunan 2017 annuaL rEporT PenguKuran KeberHasIlan ProduKtIVItI ProductIVIty gaIn MeasureMent Rancangan (RMK11) menekankan kepentingan peningkatan produktiviti Kesebelas Malaysia The Eleventh Malaysia Plan (RMK11) emphasises the importance of productivity improvement to realise bagi merealisasikan aspirasi negara ke arah negara the country’s aspiration towards a high-income nation berpendapatan tinggi menjelang 2020.

Ini dapat by 2020.
This can be achieved through productivity dilaksanakan melalui pengukuran produktiviti di mana measurement where more strategic and effective langkah-langkah penambahbaikan yang lebih strategik improvement measures can be implemented and dan efektif dapat dilaksanakan dan menjadi input become inputs for policy evaluation, particularly in untuk penilaian polisi, terutamanya yang melibatkan relation to Key Performance Index (KPI) and financial Key Performance Index (KPI) dan peruntukan kewangan.

allocation.
allocation.

Menerusi Kertas 1 Pelan Strategi RMK11: Meningkatkan Through Paper 1, Strategic Plan of RMK11: Increasing Potensi Produktiviti, juga telah dinyatakan bahawa Productivity Potential, it was stated that productivity program pengukuran produktiviti akan diperluas measurement programs will be expanded to identify untuk mengenal pasti isu-isu tertentu dan menilai specific issues and assess a company’s operational kemampuan operasi dan keupayaan syarikat.

capabilities.
capabilities.

Productivity measurement will be used Pengukuran produktiviti akan digunakan dalam in formulating programs that are appropriate for the merumuskan program yang sesuai dengan syarikat company and will be required for applicants that apply dan akan diwajibkan bagi pemohon insentif dan for incentives and government assistance.

bantuan kerajaan.
bantuan kerajaan.

Faedah-Faedah Pengukuran Keberhasilan Produktiviti (PGM) adalah Benefits Productivity Gain Measurement (PGM) is a systematic measurement and productivity management satu pendekatan pengukuran dan pengurusan approach to assess the productivity performance of a produktiviti yang sistematik untuk menilai prestasi firm.

Among the benefits that can be derived from the produktiviti sesebuah firma.
Antara faedah yang boleh use of PGM are: diperolehi daripada penggunaan PGM ini adalah: i) Assisting firms to determine strategic objectives i) Membantu firma menentukan objektif strategik related to productivity; yang berkaitan dengan produktiviti; ii) Enable firms to maintain performance levels in line ii) Membolehkan firma mengekalkan tahap prestasi with specific strategic objectives; seiring dengan objektif-objektif strategik yang iii) Identify various problems and opportunities for khusus; improvement; iii) Mengenal pasti pelbagai masalah dan peluang iv) Measure the improvement of firm productivity penambahbaikan; performance before and after implementation of iv) Mengukur peningkatan prestasi produktiviti the intervention project; and firma sebelum dan selepas pelaksanaan projek v) Benchmarking with best-in-class firms in intervensi; dan the overall implementation of innovation and v) Menanda aras dengan firma-firma best-in-class productivity initiatives.
dalam keseluruhan pelaksanaan inisiatif inovasi dan produktiviti.
Pencapaian Tahun 2017 Sepanjang tahun 2017, PGM telah digunakan dalam 6 2017 Achievement Throughout 2017, PGM had been applied in 6 projects involving 233 companies as follows: projek yang melibatkan 233 syarikat seperti berikut: i) PGM assessment on 30 companies under the i) Pengukuran penilaian PGM terhadap 30 syarikat di Game Changer 1, Automation & Modernisation National Blue Ocean Strategy (NBOS) program: 54 Laporan Tahunan 2017 annuaL rEporTPengurusan PengetaHuanKnowledge ManageMent bawah program Strategi Lautan Biru Kebangsaan Loan Scheme for manufacturing companies; (NBOS): Game Changer 1, Skim Pinjaman Automasi ii) PGM assessment on 7 projects under NBOS & Modenisasi untuk syarikat perkilangan; Program: Game Changer 1, Automation & ii) Pengukuran PGM terhadap 7 projek di bawah Mechanisation Scheme for Agro-food; Program NBOS: Game Changer 1, Skim Mekanisasi iii) PGM assessment on 50 companies to measure the dan Automasi Agro Makanan; effectiveness of projects under the monitoring iii) Pengukuran PGM terhadap 50 syarikat bagi of the National Oversight Productivity Council mengukur keberkesanan projek-projek di bawah (NOPC); pemantauan Majlis Pemantauan Produktiviti iv) Measuring Productivity of 16 companies under the Kebangsaaan (NOPC); High Productivity Recognition Program; iv) Pengukuran produktiviti bagi 16 syarikat di bawah v) Measuring Productivity of 125 companies applying Program Pengiktirafan Perusahaan Berproduktiviti for Enterprise Productivity Improve-ment Scheme Tinggi; (SPPE); and v)
 Pengukuran produktiviti 125 syarikat yang vi) Other projects involving of productivity memohon geran Skim Peningkatan Produktiviti measurement of 5 companies at firm level.
Enterprais (SPPE); dan vi) Lain-lain projek yang melibatkan pengukuran produktiviti 5 syarikat di peringkat firma.

Pembangunan Sistem ePGM Bagi memudahkan aktiviti PGM dan syarikat- syarikat membuat penilaian sendiri, sistem ePGM telah dibangunkan semula.

Sistem ePGM terbaharu telah dibangunkan dengan mempunyai ciri- ciri istimewa seperti dalam rajah di bawah: ePGM Systems Development To facilitate the activities of PGM and self-assessment of companies, the ePGM system has been redeveloped.
The latest ePGM system has been developed with special features as shown in the diagram below.
Sistem ePGM (Penilaian Sendiri) | ePGM System (Self-Assessment) Data syarikat dijamin kerahsiaan dengan Confidentiality Agreement Privacy of company data is guaranteed with Confidentiality Agreement Keunikan Sistem eProductivity Gain Measurement (ePGM) Uniqueness of the eProductivity Gain Measurement System (ePGM) Dibangunkan mengikuti format perakaunan yang standard Developed according to the standard accounting format Syarikat boleh membuat perbandingan prestasi dengan industri Companies can make performance comparisons with the industry Analisa boleh dicetak dan disimpan untuk kegunaan di masa hadapan The analysis can be printed and stored for usage in future Boleh menjana analisa secara automatik Can generate analysis automatically Sistem ini boleh dilayari di http://www.mpc.gov.my/epgm/ atau di wayup.my This system can be viewed at http://www.mpc.gov.my/epgm/ or at wayup.my Menyediakan pemeriksaan automatik data yang dimasukkan Provides automatic checking of data entered Mampu mengeluarkan analisa produktiviti dalam ‘level’ dan ‘growth’ Able to produce productivity analysis on level and growth 55 Laporan Tahunan 2017 annuaL rEporT Penandaarasan bencHMarKIng Semenjak tahun 1996, MPC telah memperkenalkan program penandaarasan bagi membantu industri Since 1996, MPC introduced the benchmarking implementing programme to assist industries in untuk melaksanakan penambahbaikan produktiviti productivity improvements at the organisation di peringkat organisasi.
Pada mulanya, program ini level.

Initially, the program was implemented for dilaksanakan bagi tujuan untuk mewujudkan tanda the purpose of developing benchmarks that can be aras yang boleh dirujuk oleh pelbagai industri.

Di referred to by various industries.


Among the sectors antara sektor yang pernah mengambil bahagian that have participated in the program are Electrical dalam program ini adalah Elektrikal dan Elektronik, and Electronics, Chemicals & Chemical Products, Kimia & Produk Kimia, Peruncitan, Hospital Swasta, Retailing, Private Hospitals, Hotels, Professional Perhotelan, Perkhidmatan Profesional, Logistik dan Services, Logistics and Education.

Pendidikan.
Pendidikan.

The program has undergone various revolutions, Program ini telah melalui pelbagai revolusi dan and from 2015, MPC had begun documenting best bermula tahun 2015, MPC telah mula mendokumen- practices implemented by excellent organisations tasikan amalan terbaik yang dilaksanakan oleh for sharing with industries.

This initiative is an effort organisasi yang cemerlang untuk perkongsian towards enhancing value added services of MPC and bersama industri.
Inisiatif ini merupakan usaha ke arah at the same time establishing MPC as a key reference meningkatkan nilai tambah perkhidmatan MPC dan hub for best practices in Malaysia.

sekaligus menjadikan MPC sebagai hub rujukan utama amalan terbaik di Malaysia.

To achieve this, MPC had successfully developed a system known as the Benchmarking Online Bagi mencapai matlamat ini, MPC telah berjaya Networking Database (BOND).
The development membangunkan sebuah sistem yang dikenali sebagai phase of this system began in December 2016 and Benchmarking Online Networking Database (BOND).

was fully completed in May 2017.

BOND is a database Fasa pembangunan sistem ini telah bermula dari that contains documents related to best practice Disember 2016 dan siap sepenuhnya pada Mei 2017. improvement projects which have had positive BOND merupakan sebuah pangkalan data yang impacts on organisations involved.
MPC shares mengandungi dokumen berkaitan amalan terbaik various categories of these best practice documents projek penambahbaikan yang telah membawa impak such as case studies and success stories in the form positif kepada organisasi yang terlibat.

MPC berkongsi of articles, infographics, Key Performance Indicators pelbagai kategori dokumen amalan terbaik seperti (KPIs), newspaper extracts and video clips.
kajian kes dan kisah kejayaan dalam bentuk artikel, infografik, senarai Petunjuk Prestasi Utama (KPI), In 2017, a total of 50 best practice articles had been keratan akhbar dan video.

produced.

This had enabled industries to share best practices through the implementation of Lean projects, Pada tahun 2017, sebanyak 50 artikel amalan PLWS projects, Innovative and Creative Circles (ICC) terbaik telah dihasilkan.
Ini membolehkan industri and sharing by the winners of various national and berkongsi amalan terbaik melalui pelaksanaan projek international awards.

To date, the industry can refer to Lean, projek PLWS, Kumpulan Kreatif dan Inovatif a total of 252 best practice documents in the BOND (ICC) dan perkongsian dari pemenang pelbagai system and breakdown of the documents are: anugerah kecemerlangan peringkat kebangsaan dan antarabangsa.
Sehingga kini, industri boleh merujuk sejumlah 252 dokumen amalan terbaik di dalam BOND dan pecahan dokumen tersebut adalah: 56 Laporan Tahunan 2017 annuaL rEporTPengurusan PengetaHuanKnowledge ManageMent i) Kajian kes : 122 dokumen i) Case Studies ii) Kisah Kejayaan iii) Infografik : 21 dokumen : 31 dokumen ii) Success Stories iii) Infographics : 122 documents : 21 documents : 31 documents iv) Petunjuk Prestasi Utama : 11 dokumen iv) Key Performance Indicators : 11 documents v) Keratan akhbar vi) Video : 53 dokumen : 14 dokumen v) Newspaper extracts : 53 documents vi) Videos : 14 documents Sistem ini bukan sahaja digunakan untuk tujuan This system is not only used for the purposes of penyebaran dan perkongsian amalan terbaik, dissemination and sharing of best practices, but malahan ia juga dibangunkan sebagai medium it is also developed as a medium for industries to untuk industri menyumbang amalan terbaik mereka contribute their best practices with MPC.
Involvement kepada MPC.

Penglibatan dari industri ini secara tidak by the industries can indirectly increase the number of langsung dapat meningkatkan bilangan dokumen best practice documents contained in BOND.

amalan terbaik yang terdapat di dalam BOND.
Keunikan Sistem Benchmarking Online Networking Database (BOND) Uniqueness of The Benchmarking Online Networking Database (BOND) Data Asas Amalan Baik/ Best Practise Database Documen-documen Amalan Terbaik mengenai bagaimana organisasi mencapaian kejayaan berimpak tinggi daripada projek- project peningkatan prodcutivity Plenty of Best Practices documents on how other organisation obtain high impact achievement from productivity improvement projects Alat dan Teknik untuk Peningkatan / Tools and Techniques to Improve Program-program dan perhidmatan untuk tranformasi perniagaan daripada MPC MPC programmes and services for business transformation Berita Amalan Baik/ News of Best Practices Penyusunan berita mengenai amalan terbaik yang diterbitkan oleh akhbar tempatan Malaysia Compilation of news on best practice published in Malaysian newspapers Perkongsian Amalan Baik/ Sharing of Best Practise Platform kerjasama dengan MPC mengongsikan amalan-amalan baik untuk meningkatkan operasi perniagaan harian A platform to collaborate with MPC by sharing best practices on how to improve daily business operations Infografik Amalan Baik/ Best Practise Infographics Video Amalan Baik / Best Practise Video Presentarion Pandangan dan pemikiran yang dikongsi daripada organisasi teladan dan penceramah yang terkenal Pandangan dan pemikiran yang dikongsi daripada organisasi teladan dan penceramah yang terkenal List of the latest Best Pratices documents are: • Uploads by MPC • The Most Preferred Documents and • Downloaded by BOND users Insights and thoughts shared by examplary orgnisation and well-known speakers Cipta gaya anda sendiri bira ia menjadi unik untuk diri anda dan diiktiraf oleh orang lain Create your own style.
Let it be unique for yourself and yet indentifiable for others.

Sistem ini boleh dilayari di http://bond.mpc.gov.my This system can be viewed at http://bond.mpc.gov.my 57 Laporan Tahunan 2017 annuaL rEporT KECEMERLANGAN PERNIAGAAN BUsINEss ExCELLENCE KECEMERLANGAN PERNIAGAAN BUsINEss ExCELLENCE Kecemerlangan Perniagaan dikaitkan dengan Rangka Kerja Kecemerlangan Perniagaan (BEF).

Business Excellence is associated with the Business Excellence Framework (BEF) Framework.
It is a robust Ia merupakan rangka kerja atau panduan yang framework or guide based on the experience of mantap berdasarkan pengalaman pengamal practitioners from international award organisations daripada organisasi anugerah antarabangsa yang that guide the company towards excellence.

membimbing syarikat ke arah kecemerlangan.

Companies that adopt the BEF have proven their Syarikat-syarikat yang mengguna pakai BEF telah level of achievement which they can be proud of.
membuktikan tahap pencapaian mereka yang boleh The BEF is also used internationally.

The Malaysian dibanggakan.

BEF ini juga digunakan di peringkat Business Excellence Framework (MBEF) Framework antarabangsa.
Rangka Kerja Kecemerlangan was developed specifically for adoption in Malaysia Perniagaan Malaysia (MBEF) dibangunkan khusus through approaches acquired by several BEF untuk diguna pakai di Malaysia dengan merujuk international models in 83 countries by 96 award- kepada pendekatan beberapa model antarabangsa winning administrators worldwide.

BEF di 83 buah negara oleh 96 pentadbir anugerah di seluruh dunia.
This Framework is adopted by all private sectors irrespective the size of business and has become a Rangka Kerja ini diguna pakai oleh semua sektor tool to help organisations manage and review matters swasta dari pelbagai saiz perniagaan dan menjadi alat related to business excellence that is associated with untuk membantu organisasi mengurus dan menyemak business performance.
semula perkara-perkara berkaitan kecemerlangan perniagaan yang dihubungkaitkan dengan prestasi MPC as Malaysia’s representative is a member of the perniagaan.

Global Excellence Model Council (GEM), comprising 11 organisations from 10 countries around the world.
MPC MPC sebagai wakil Malaysia menjadi ahli kepada Global actively promotes the use of MBEF through activity Excellence Model Council (GEM), yang dianggotai oleh reporting as well as the application of MBEF at GEM 11 organisasi daripada 10 negara di dunia.

MPC aktif annual meetings.

At the same time, MPC continually mempromosikan MBEF dengan pelaporan kegiatan strives to adopt best practices practiced by member serta pemakaian MBEF dalam mesyuarat tahunan countries.

GEM.
GEM.

Dalam masa yang sama, MPC giat berusaha menerapkan amalan terbaik yang diamalkan oleh To promote the adoption of MBEF among private negara anggota.

organisations in Malaysia, various efforts and initiatives have been undertaken.

From 2013 to 2017, a total of Bagi mempromosikan pemakaian MBEF dalam 5,326 companies in Malaysia have adopted the MBEF kalangan organisasi swasta di Malaysia, beberapa and out of these, 261 companies had adopted MBEF usaha dan inisiatif telah dilaksanakan.
Dari tahun 2013 in 2017. hingga 2017, sejumlah 5,326 syarikat di Malaysia telah mengamalkan MBEF, di mana sebanyak 261 syarikat In order to promote the practice of business excellence swasta telah mengamalkan MBEF pada tahun 2017. in an organisation, a company which adopts this practice is recognised as a member of the Malaysia Bagi menggalakkan kelestarian amalan kecemer- Productivity and Innovation Class (MPIC).
This langan perniagaan dalam organisasi, syarikat yang programme is a recognition by MPC of organisations mengamalkannya diberi pengiktirafan sebagai ahli that have achieved practice and performance 60 Laporan Tahunan 2017 annuaL rEporTKECEMERLANGAN PERNIAGAANBUSINESS EXCELLENCE Malaysia Productivity and Innovation Class (MPIC).

achievement levels that exceed 400 points using Program ini adalah satu bentuk pengiktirafan MPC MBEF.
From 2014 to 2017, a total of 375 companies untuk mengiktiraf organisasi yang mencapai tahap have been recognised as MPIC members.

amalan dan prestasi yang melebihi 400 markah menggunakan penilaian MBEF.

Bermula dari tahun 2014 sehingga 2017, sebanyak 375 syarikat telah diiktiraf sebagai ahli MPIC.
Program Pembangunan Kapasiti Pengamal, Penilai dan Perunding serta Jaguh Produktiviti Bermula dari tahun 2013 hingga 2017, seramai 1,103 orang Pengamal, Penilai dan Perunding telah dilatih Capacity Development Program for Practitioners, Assessors Consultants and Productivity Champions From 2013 to 2017, a total of 1,103 Practitioners, Assessors and Consultants have been trained in capacity building programs in business excellence.

During the same period MPC identified 478 Productivity Champions.
dalam program pembangunan kapasiti dalam bidang Meanwhile, MBEF has been adopted as a basis for kecemerlangan perniagaan.

Dalam tempoh tersebut assessing companies participating in the Industry juga, MPC telah mengiktiraf Jaguh Produktiviti kepada Excellence Award (AKI) organised by the Ministry 478 orang.

of International Trade and Industry (MITI).

AKI is among the prestigious awards programs carried out Sementara itu juga, MBEF telah diguna pakai sebagai at national level using the MBEF criteria.
Companies asas untuk untuk menilai syarikat yang menyertai that join AKI come from various categories and sizes of Anugerah Kecemerlangan Industri (AKI) yang organisations, such as multi-nationals, large-scale local dianjurkan oleh Kementerian Antarabangsa dan companies and small and medium enterprises (SMEs).

Industri (MITI).

AKI adalah antara program anugerah These companies are from the manufacturing and berprestij yang dijalankan di peringkat nasional yang services sectors.
There are also AKI award-winning menggunakan kriteria MBEF.

Syarikat yang menyertai companies participating at international award AKI terdiri daripada pelbagai kategori dan saiz programs such as the Global Performance Excellence organisasi, seperti multi-nasional, syarikat tempatan Awards (GPEA).

In 2017, the 2016 AKI Finisar (Malaysia) bersaiz besar dan enterprais kecil dan sederhana (EKS).

Sdn.

Bhd.

winner won one of GPEA’s categories.


Syarikat-syarikat ini terdiri daripada sektor perkilangan dan perkhidmatan.

Terdapat juga antara syarikat From 2014 onwards, AKI was held every 2 years.

pemenang AKI ini yang menyertai program anugerah To ensure the success of AKI 2018, several series antarabangsa seperti Global Performance Excellence of workshops were conducted nationwide.

Awards (GPEA).

Syarikat Finisar (Malaysia) Sdn.


Bhd In 2017, a total of 14 workshops were conducted to sebagai pemenang AKI 2016 telah memenangi salah promote AKI 2018 which involved 451 participants satu kategori GPEA pada tahun 2017. from 209 organisations.

Bermula 2014, AKI diadakan setiap 2 tahun sekali.

Bagi menjayakan AKI 2018, beberapa siri bengkel telah dijalankan di seluruh negara.
Sebanyak 14 bengkel dijalankan pada tahun 2017 bagi mempromosikan AKI 2018 yang melibatkan 451 peserta daripada 209 organisasi.
61 Laporan Tahunan 2017 annuaL rEporT MBEF turut diguna pakai untuk anugerah-anugerah The MBEF approach has also been used by other local tempatan lain yang dijalankan pada tahun 2017 awards conducted in 2017 such as Malaysia Franchise seperti Malaysia Franchise Award, Anugerah Kualiti Award, Sarawak Chief Minister’s Industry Excellence Ketua Menteri Sarawak (CMIEA), Anugerah Kualiti Award (CMIEA), Agrobank Quality Award and Agrobank dan Anugerah Kualiti Federation Malaysian Federation Malaysian Manufacturers Excellence Award Manufacturers (FMMEA).
Melalui program anugerah (FMMEA).

As a result of this award program, a total of ini pada tahun 2017, sebanyak 234 syarikat dinilai 234 companies were appraised using the MBEF in 2017. mengguna pakai MBEF.

MPC is also involved in the MITI Bumiputera Vendor Selain itu, MPC terlibat dalam Program Pembangunan Capacity Building Program (PPKV).

A total of 21 Kapasiti Vendor (PPKV) Bumiputera MITI.
Sebanyak 21 Bumiputera vendors were evaluated using the MBEF syarikat vendor Bumiputera telah dinilai menggunakan in 2016, while 29 companies were evaluated in 2017.

MBEF pada tahun 2016, dan 29 syarikat pada tahun Another 125 companies were also evaluated using the 2017.

Sebanyak 125 syarikat lagi dinilai menggunakan MBEF under the Enterprise Productivity Improvement MBEF di bawah projek Skim Peningkatan Produktiviti Scheme (SPPE) project.

Enterprais (SPPE).
Enterprais (SPPE).

MPC also conducts best practice sharing sessions by MPC juga turut menjalankan sesi perkongsian amalan local and foreign MBEF practitioner organisations.

terbaik oleh organisasi pengamal MBEF dari dalam Among the forums organised include the Business dan luar negara.

Antaranya ialah melalui Business Excellence CEO Forum 2017 which was held in Kuala Excellence CEO Forum 2017 yang diadakan di Kuala Lumpur and Sarawak.

A total 461 participants from Lumpur dan Sarawak.


Jumlah penyertaan bagi kedua- 183 organisations participated in these two forums.

In dua forum berkenaan adalah seramai 461 peserta dari addition, 4 series of talks on business excellence were 183 organisasi.

Sebanyak 4 siri ceramah berkaitan conducted in Sarawak involving 179 participants from kecemerlangan perniagaan telah dijalankan di Sarawak 152 organistions.

melibatkan 179 peserta daripada 152 organisasi.
62 Laporan Tahunan 2017 annuaL rEporTKECEMERLANGAN PERNIAGAANBUSINESS EXCELLENCE InovasI EntErpraIs EntErprIsE InnovatIon InovasI EntErpraIs pEMaCU pEnInGKatan proDUKtIvItI nEGara EntErprIsE InnovatIon DrIvEs proDUCtIvItY oF tHE natIon Perlaksanaan program pembangunan kapasiti, inovasi untuk perundingan, amalan terbaik dan implementation of capacity building, The consultancy, best practices and innovation programs meningkatkan produktiviti sudah wujud di peringkat to improve productivity already exists at the enterprise enterprais dan industri.
Selaras dengan MPB, inisiatif and industry levels.

In line with the MPB, initiatives di peringkat enterprais telah menggariskan strategi at enterprise level have outlined specific strategies yang spesifik bagi meningkatkan produktiviti.

Antara for improving productivity.


Among the programs program yang dilaksanakan MPC bagi meningkatkan implemented by the MPC to boost entrepreneurial produktiviti enterprais adalah program pembangunan productivity are capacity building programs, systems kapasiti, program pembangunan sistem, serta development programs, and best practices sharing perkongsian amalan terbaik di seluruh negara.

across the country.
Program Pembangunan Kapasiti Program Pembangunan Kapasiti Produktiviti dan Capacity Building Program The Productivity and Innovation Enhancement Inovasi (P&I) meliputi program-program yang Programme (P&I) encompasses programmes berkaitan dengan latihan kaedah-kaedah peningkatan pertaining to training on productivity improvement produktiviti dan inovasi ke arah meningkatkan and innovation towards enhancing the efficiency and kecekapan dan keberkesanan sistem penyampaian effectiveness of product and service delivery systems produk dan perkhidmatan kepada pelanggan.
to customers.

Entreprises which participate in these Enterprais yang menyertai program-program ini diberi programmes are given guidance and knowledge bimbingan dan pengetahuan melalui latihan secara through theoretical and practical training for the teori dan praktikal bagi pelaksanaan program Amalan implementation of Quality Environment Practice Persekitaran Berkualiti (5S), Kumpulan Kreatif dan (5S) programme, Innovative and Creative Circle Inovatif (ICC), Lean dan lain-lain.
Program-program (ICC), Lean and others.

These programmes are being ini telah ditawarkan sepanjang tahun dan juga offered throughout the year and are also implemented dilaksanakan berdasarkan permintaan.

Pencapaian based on demand.


The overall achievement of the P&I keseluruhan Program Peningkatan P&I mengikut Enhancement Programme according to the number of bilangan kursus, peserta dan organisasi serta Pejabat courses, participants and organisations carried out by MPC dalam tahun 2017 adalah seperti di Jadual 1.

MPC in 2017 are as shown in Table 1.
Jadual 1: Pencapaian Keseluruhan Program Peningkatan | Table 1: Overall Achievement of P&I Enhancement Programme Program dan Pencapaian 2017 / Programme and Achievement 2017 Total / Jumlah Pejabat MPC / MPC Office Bilangan Kursus / Number of Courses Bilangan Kursus Number of Courses 454 Ibu Pejabat / Headquarters Utara / Northern Selatan / Southern Bilangan Peserta Number of Participants 8,792 Pantai Timur / East Coast Jumlah Organisasi Number of Organisations 825 Sarawak / Sarawak Sabah / Sabah Jumlah / Total 165 50 88 59 43 49 454 64 Laporan Tahunan 2017 annuaL rEporTInovasI EntErpraIsEntErprIsE InnovatIon Pelaksanaan program pembangunan kapasiti telah Capacity building programs have enabled enterprises membolehkan enterprais melaksanakan penambah- to carry out continuous improvements in their baikan berterusan dalam organisasi serta meningkatkan organisations while at the same time improving keupayaan pengeluaran serta produktiviti.
production capabilities and enhancing productivity.
Program Pembangunan Sistem Intervensi Inovasi Enterprais (EIIP) Program Pembangunan Sistem Intervensi Inovasi Enterprise Innovation Intervention System Development Programme (EIIP) Innovation The Enterprise Intervention System Enterprais (EIIP) telah dilaksanakan di MPC sebagai Development Programme (EIIP) implemented by MPC salah satu inisiatif dan usaha di peringkat enterprais is one of the initiatives and efforts at enterprise level to untuk meningkatkan sistem penyampaian, produktiviti, enhance the delivery system, productivity, innovation inovasi dan daya saing enterprais di Malaysia.
and entrepreneurship competitiveness in Malaysia.

Pelaksanaan program ini mendapat kerjasama dari The implementation of this program has received pihak pelbagai persatuan perniagaan, agensi-agensi cooperation from various business associations, kerajaan dan kementerian.

Usaha ini adalah selaras government agencies and ministries.
This effort is in dengan fungsi MPC sebagai peneraju produktiviti line with MPC’s function as a leader in productivity dan inovasi berimpak tinggi dan ianya membantu and high impact innovation and it helps to improve meningkatkan kecekapan proses dan memperkasa- process efficiency and promote collaboration among kan jalinan kerjasama di antara organisasi serta organisations as well as strengthen the partnership merangsang budaya perkongsian di kalangan industri.

culture among industries.


Objektif keseluruhan Program Pembangunan Sistem The overall objective of the EIIP System Development EIIP adalah untuk memacu produktiviti syarikat Programme is to drive the company’s productivity so dalam meningkatkan kecekapan, pembangunan as to improve efficiency, develop knowledge and skills, pengetahuan dan kemahiran, mencipta dan as well as create and implement systems to enhance melaksanakan sistem untuk meningkatkan productivity, innovation and competitiveness.
Upon produktiviti, inovasi dan daya saing.

Selepas tamat completion of the EIIP System Development Program, Program Pembangunan Sistem EIIP, perkongsian best practice sharing is conducted through Lean amalan terbaik diadakan melalui program Lean Creanova programs, and seminars on best practices Creanova dan seminar amalan terbaik dalam kalangan within the industry as well as the general public.

industri serta kepada masyarakat umum.


The EIIP System Development Program is a framework Program Pembangunan Sistem EIIP merupakan developed by the MPC to enable enterprises improve satu rangka kerja yang dibangunkan oleh MPC bagi productivity and competitiveness.

The main purpose membantu enterprais meningkatkan produktiviti dan of this System Development Program is to enhance daya saing.
Tujuan utama Program Pembangunan creativity and innovation of enterprises through the Sistem ini adalah bagi meningkatkan kreativiti dan use of productivity enhancement tools such as 5S, inovasi enterprais dengan menggunakan alat-alat ICC and Lean.

Implementation of the EIIP System peningkatan produktiviti seperti 5S, ICC dan Lean.
Development Programme will increase productivity, Pelaksanaan Program Pembangunan Sistem EIIP reduce production costs, minimise product quality akan meningkatkan produktiviti, mengurangkan kos problems, increase employee motivation and pengeluaran, mengurangkan masalah kualiti produk, ultimately create a culture of continuous productivity meningkatkan motivasi pekerja dan seterusnya improvement.

menjadi budaya dalam peningkatan produktiviti secara berterusan.
Throughout 2017, a total of 242 organisations comprising 9,318 participants had participated in the Sepanjang tahun 2017 sejumlah 242 organisasi EIIP programme with achievements above the targets dengan jumlah peserta seramai 9,318 orang terlibat set.

This was achieved through programs such as Lean dalam program EIIP dilaksanakan dengan pencapaian Management System, 5S and Quality Management 65 Laporan Tahunan 2017 annuaL rEporT melebihi sasaran yang ditetapkan.

Ianya dicapai System.


The EIIP Programmes are divided into 3 main melalui program seperti Sistem Pengurusan Lean, components: 5S dan Sistem Pengurusan Kualiti.
Pecahan utama Program EIIP dibahagikan kepada 3 komponen utama: (a) The Lean Transformation Program for Small & Medium Enterprises (PTL-PKS) (a) Program Transformasi Lean Bagi Perusahaan The implementation of the PTL-PKS program is Kecil & Sederhana (PTL-PKS) one of the transformation programmes outlined in Pelaksanaan program PTL-PKS ini merupakan the Eleventh Malaysia Plan (11MP) which focuses salah satu program transformasi yang digariskan on increasing productivity of enterprises using the di dalam Rancangan Malaysia Kesebelas (RMK- Lean approach.
11) yang memfokuskan kepada peningkatan produktiviti enterprais dengan menggunakan This collaborative program has been allocated pendekatan Lean.
a budget which is channeled by SME Corp for a period of 4 years from 2016 to 2019 and is Program kerjasama ini menerima bajet yang divided into two levels namely Level 1 and Level 2. disalurkan oleh SME Corp untuk tempoh 4 tahun Impact measurement on enterprises is based on dari tahun 2016 hingga 2019 dan terbahagi cost savings, increase in sales revenue, reduced kepada Tahap 1 dan Tahap 2.
Pengukuran work processes, reduction in energy sources and impak terhadap enterprais dibuat berdasarkan improvements in operational efficiency.

penjimatan kos, peningkatan hasil jualan, pengurangan proses kerja, pengurangan sumber (b) Vendor Capacity Building Program tenaga dan peningkatan kecekapan operasi.
MPC also implemented the EIIP program under the Vendor Capacity Development program with (b) Program Pembangunan Kapasiti Vendor MITI for the purpose of enhancing Bumiputera MPC juga melaksanakan program EIIP di bawah Vendor Productivity in the face of globalisation program Pembangunan Kapasiti Vendor bersama challenges.

MITI bagi tujuan meningkatkan Produktiviti Vendor Bumiputera dalam menghadapi cabaran globalisasi.
Jadual 2: Prestasi Keseluruhan Program EIIP 2017 | Table 2: Overall Performance of EIIP Programme 2017 Wilayah / Region Bilangan dan bidang Projek Pembangunan Sistem 2017 / Number and area of Systems Development Projects 2017 Jumlah / Total LEAN 5S ICC 34 14 13 9 10 14 94 1 11 2 3 1 18 1 1 BEF 1 1 ISO 1 1 1 3 36 16 26 11 13 15 117 HQ ECR NRO SRO SKO SBO Jumlah / Total 66 Laporan Tahunan 2017 annuaL rEporTInovasI EntErpraIsEntErprIsE InnovatIon Jadual 2 menunjukkan Prestasi Pencapaian Table 2 shows the performance achievement of Program Pembangunan Sistem EIIP bagi Program the EIIP System Development Program for the PTL-PKS dan Program Pembangunan Kapasiti PTL-PKS Programme and the Vendor Capacity Vendor pada tahun 2017.
Building Programme for 2017.

Bidang intervensi Lean merupakan bidang The area of Lean intervention had the highest intervensi tertinggi iaitu sebanyak 94 program number of programmes i.e.

94 compared to 4 berbanding 4 bidang intervensi yang lain.

other intervention areas.


The highest number of Bilangan intervensi Pengurusan Lean yang tinggi Lean Management interventions was contributed adalah disumbangkan oleh Program Transformasi by the Lean Transformation Program which was Lean yang dijalankan terhadap 60 organisasi PKS conducted on 60 Level 1 SME organisations and 10 Tahap 1 dan 10 organisasi pada Tahap 2.

Level 2 organisations.
(c) Skim Peningkatan Produktiviti Enterprais (SPPE) Pada tahun 2017, MPC memperolehi peruntukan (c) Entreprise Productivity Improvement Scheme (SPPE) In 2017, MPC obtained an allocation from the dari Unit Perancang Ekonomi, Jabatan Perdana Economic Planning Unit (EPU) of the Prime Menteri (EPU) bagi melaksanakan Program Minister’s Department to implement the Enterprise Skim Peningkatan Produktiviti Enterprais (SPPE) Productivity Improvement Scheme (SPPE) aimed yang bertujuan untuk meningkatkan produktiviti at increasing productivity and competitiveness of dan daya saing enterprais.
Peruntukan yang enterprises.

An allocation of RM3.02 million was disalurkan sebanyak RM3.02 juta bagi membantu channeled to assist 125 entreprises throughout 125 enterprais di seluruh Malaysia menjalankan Malaysia to carry out continuous improvement program penambahbaikan berterusan melalui programmes through Lean, ISO, information sistem pengurusan Lean, ISO, sistem maklumat, systems, 5S, Halal and other management systems 5S, Halal dan lain-lain seperti di Jadual 3. as shown in Table 3.
Jadual 3: Prestasi Keseluruhan Program SPPE 2017 | Table 3: Overall Performance of EIIP Programme 2017 Bidang Intervansi / Intervention area i n o g e R / h a y a l i W HQ ECR NRO SRO SKO SBO N A E L 15 1 4 2 1 S 5 19 2 2 2 1 Jumlah/ Total 23 26 : 5 1 0 2 1 0 0 9 O S I 13 3 6 6 3 11 42 / i s a m o t u A T I m e t s i S 9 5 / m i k a J l a l a H n a l i j i s r e P n o i t a c fi / n a a g a i n r e P 2 9 5 2 2 P C C A H / ) C P H ( s e i n a p m o C 3 ) 1 0 0 4 1 O S I , 5 8 4 3 1 O S I ( s r e h t O / n i a l - n i a L 1 1 ) M P T ( / h a l m u J 66 12 14 12 6 16 2 3 2 126 67 Laporan Tahunan 2017 annuaL rEporT Perkongsian Amalan Terbaik Penganjuran Konvensyen Team Excellence merupakan Sharing of Best Practices Organising the Team Excellence Convention is one of salah satu agenda utama MPC untuk membudayakan the main agendas of MPC to inculcate creativity and kreativiti dan inovasi dalam kalangan warga kerja di innovation among employees in an organisation.
This sesebuah organisasi.

Program ini menggalakkan warga program encourages employees to generate creative kerja dalam sesebuah organisasi untuk menjana idea ideas and transform them into innovative projects kreatif dan mentransformasikan idea tersebut menjadi while fostering positive work ethics through teamwork projek-projek yang inovatif di samping memupuk nilai- collaboration.

nilai kerja yang positif secara bekerjasama melalui sebuah pasukan.
Overall, the Team Excellence Convention 2017, included the participation of 754 groups from 511 Secara keseluruhannya, Konvensyen Team Excellence organisations with a total of 5,719 participants.

The 2017 telah disertai oleh 754 kumpulan dari 511 Team Excellence Convention 2017 has also recorded a organisasi dengan penyertaan seramai 5,719 orang total cost savings of RM515 million.

peserta.
peserta.

Konvensyen Team Excellence 2017 juga telah merekodkan jumlah penjimatan kos sebanyak The highlights of the Team Excellence Convention was RM515 juta.

the Annual Productivity and Innovation Conference and Exposition (APIC) 2017 which took place from Kemuncak acara Konvensyen Team Excellence adalah 14-16 November 2017 at the Genting International pada Annual Productivity and Innovation Conference Convention Center.
APIC 2017 had achieved its highest and Exposition (APIC) 2017 yang telah berlangsung participation since its inception in 2011 with a total of pada 14-16 November 2017 di Pusat Konvensyen 1,978 participants comprising 286 groups from 155 Antarabangsa Genting (GICC).

APIC 2017 telah organisations.

A total of RM180 million cost savings mencapai penyertaan tertinggi sejak penganjurannya were successfully recorded at APIC 2017 as shown in dimulakan pada tahun 2011 dengan penyertaan seramai Table 4.
1,978 peserta merangkumi 286 kumpulan dari 155 buah organisasi.

Sejumlah RM180 juta penjimatan kos MPC also provided a platform for organisations that berjaya direkodkan pada APIC 2017 seperti di Jadual 4. carry out Lean management projects to share their best practices at the Lean Creanova 2017 Convention MPC juga menyediakan platform bagi organisasi yang which was held on May 19, 2017.
A total of 30 projects menjalankan projek pengurusan Lean untuk berkongsi from 30 organisations were presented during the amalan terbaik mereka di Konvensyen Lean Creanova convention which was attended by 420 participants.

2017 yang telah diadakan pada 19 Mei 2017.

Sebanyak 30 projek dari 30 organisasi telah dibentangkan Apart from national convention, MPC has also taken semasa konvensyen tersebut yang disertai oleh 420 delegations from Malaysia to participate in several orang peserta.
international best practice sharing platforms.

Among the international conventions participated by Team Selain konvensyen di dalam negara, MPC juga telah Excellence from Malaysia throughout 2017 are as membawa delegasi Malaysia membuat persembahan shown in Table 4. di beberapa platform perkongsian amalan terbaik di peringkat antarabangsa.

Antara konvensyen antarabangsa yang telah disertai oleh ‘Team Excellence’ dari Malaysia sepanjang tahun 2017 adalah seperti di Jadual 4.
68 Laporan Tahunan 2017 annuaL rEporTInovasI EntErpraIsEntErprIsE InnovatIon Jadual 4: Penyertaan dalam Konvensyen Antarabangsa | Table 4: Participation in the International Convention Konvensyen Team Excellence/ Team Excellence Convention Tarikh & Tempat / Date & Venue Kumpulan / Group Peserta / Participant 1 2 International Convention on Quality Control Circle (ICQCC) 2017 24-27 Oktober 2017 / 24-27 October 2017 Okada Manila, Filipina International Quality and Productivity Conference (IQPC) 2017 27-30 November 2017 / 27-30 November 2017 Padang, Indonesia 37 17 209 94 Pencapaian Keseluruhan Program Inovasi Enterprais Keberkesanan Program EIPP yang dilaksanakan Overall Achievement of Enterprise Innovation Programme The effectiveness of the EIPP Programme memberi sumbangan kepada peningkatan produktiviti implemented contributes to increased organisational organisasi dan menyumbang kepada pertumbuhan productivity and national growth.
The output negara.

Output dan pencapaian keseluruhan program and overall achievement of the programme are as in tersebut adalah seperti dalam Jadual 5.

Table 5.
Jadual 5: Output dan Pencapaian Keseluruhan Program EIIP | Table 5: Output and Overall Achievement of EIIP Programme 1 2 3 Program / Programme Sambutan / Output Hasil / Outcome Pembangunan Kapasiti – Kursus yang dijalankan boleh meningkatkan pengetahuan dan motivasi kakitangan Capacity Building - Courses to enhance knowledge and motivate employees • 8,792 peserta telah menghadiri kursus 8,792 participants attended the course • 825 organisasi telah menerima manfaat kursus 825 organisations have benefitted from the courses • Peningkatan produktiviti organisasi adalah 5%–10% Increase in organsational productivity is between 5-10% Pembangunan Sistem – Perundingan yang dilaksanakan bagi semakan proses bertujuan meningkatkan kecemerlangan organisasi Systems Development – Consultancy on process review which is aimed at enhancing organisational excellence • 242 organisasi telah melaksanakan • Penjimatan masa proses operasi yang perundingan.
242 organisations have completed consultation.

• 9,318 peserta telah berjaya meningkat pengetahuan dalam bidang pengurusan penambahbaikan organisasi.

9,318 participants have enhanced their knowledge on organisational improvement management.
dihasilkan dari program ini secara purata adalah dalam 50%-75% Reduction in operation process time is between 50-75% • Penjimatan kos bagi bagi pembangunan sistem adalah sebanyak RM50 juta Cost savings for systems development amounted to RM50 million Team Excellence – Penambahbaikan proses dalam organisasi melalui kerjasama berkumpulan Team Excellence - Improving process in the organisation through group collaboration • 754 kumpulan dari organisasi telah melaksanakan penambahbaikan 754 teams from organisations have implemented improvements • 511 organisasi telah menerima manfaat dari perkongsian amalan terbaik 511 organisations have benefited from best practice sharing • Penjimatan kos yang dihasilkan sebanyak RM515 juta Total Cost Savings of RM515 million generated 69 Laporan Tahunan 2017 annuaL rEporT Program Kerjasama antarabangsa InternatIonal PartnershIP Programme 71 Laporan Tahunan 2017 annuaL rEporT jarIngan Kerjasama antarabangsa UntUK ProDUKtIVItI & InoVasI InternatIonal CooPeratIon netWorKIng For ProDUCtIVItY & InnoVatIon Asian Productivity Organisation (APO) APO adalah satu pertubuhan antara kerajaan serantau Asian Productivity Organisation (APO) APO is a regional intergovernmental organisation yang telah ditubuhkan pada tahun 1961.
Malaysia established in 1961.

Malaysia has been a member of telah menjadi ahli APO semenjak tahun 1983 dan APO since 1983 and has benefited significantly from telah banyak memperoleh hasil daripada keahlian its membership and bilateral relations with APO’s 19 dan hubungan dua hala dengan 19 buah negara member countries.

anggota APO.
As a national productivity and quality institution, Sebagai institusi produktiviti dan kualiti negara, MPC acknowledges the importance of sustaining the MPC mengiktiraf kepentingan untuk mengekalkan relationship with APO by expanding its knowledge hubungan dengan APO dengan memperluaskan asas base/resources on the latest important topics through pengetahuan/sumber berkenaan topik-topik penting information sharing, international conferences, and yang terkini melalui pertukaran maklumat, persidangan study missions for the latest advances and best antarabangsa dan misi lawatan yang diikuti untuk practices.
In addition, this available platform also melihat kemajuan dan amalan terbaik yang terkini.

strengthens the ties and networks between Malaysia Disamping itu, platfom yang tersedia ini juga mengerat- and other member countries.

kan hubungan dan rangkaian yang terjalin di antara Malaysia dan negara anggota yang lain.
72 Laporan Tahunan 2017 annuaL rEporTProgram Kerjasama antarabangsaInternatIonal PartnershIP Programme Sebanyak 5 program berbentuk latihan dan seminar A total of 5 training and seminar programs were telah dianjurkan di Malaysia pada tahun 2017. organised in Malaysia in 2017.
Summary of the APO Ringkasan program-program APO tersebut adalah programs are as follows: seperti berikut: Program / Programme Objectif / Objective E-Learning Course on Customer Satisfaction Management for the Service Sector 25-28 Julai 2017, Petaling Jaya E-Learning Course on Customer Satisfaction Management for the Service Sector 25-28 July 2017, Petaling Jaya International Forum on Productivity 12-14 September 2017, Kuala Lumpur International Forum on Productivity 12-14 September 2017 Kuala Lumpur Training Course on Certified Productivity Champions 27 November-14 Disember 2017 Kuala Lumpur Training Course on Certified Productivity Champions 27 November-14 December 2017 Kuala Lumpur Untuk memberikan pemahaman tentang konsep dan strategi baru perkhidmatan pelanggan (customer satisfaction) bagi meningkatkan produktiviti dalam sektor perkhidmatan.
To provide an understanding of new concepts and strategies for customer satisfaction to enhance productivity in the services sector.
• Perkongsian dan perkembangan terkini produktiviti sektor awam di rantau ini yang meliputi dasar-dasar kerajaan yang inovatif; sharing sessions and latest developments on public sector productivity within the region including innovative government policies; • pertukaran maklumat dan pengalaman di antara negara anggota dalam pengurusan prestasi sektor awam; dan exchange of information and experience among member countries on public sector performance management; and • mengenal pasti cabaran masa depan di dalam peningkatan produktiviti sektor awam dan cara mempromosikannya dalam kalangan negara-negara anggota.
identifying future challenges in improving public sector productivity and ways of promoting them among member countries.

Menyediakan "value added information" mengenai produktiviti, inovasi, daya saing dan amalan terbaik melalui aktiviti penyelidikan dan pangkalan data.

Providing value added information on productivity, innovation, competitiveness and best practices through research activities and databases.
E-Learning Course on ICT Based Services for Agricultural Extension 27-30 November 2017, Kuala Lumpur Untuk mengkaji kes-kes adaptasi ICT yang berjaya untuk golongan yang kurang berkemampuan seperti wanita, petani tua, belia, dan petani kecil di kawasan pedalaman untuk pertumbuhan inklusif.
E-Learning Course on ICT Based Services for Agricultural Extension 27-30 November 2017, Kuala Lumpur To study successful cases of ICT adaptation for underprivileged groups such as women, elderly farmers, youth, and small farmers in the remote areas for inclusive growth.
E-Learning Course on Food Safety Risk Management in the Food Supply Chain 5-8 December 2017, Kuala Lumpur E-Learning Course on Food Safety Risk Management in the Food Supply Chain 5-8 December 2017, Kuala Lumpur Untuk meningkatkan pemahaman peserta mengenai rangka kerja pengurusan risiko dan aplikasinya dalam risiko keselamatan makanan dan rantaian bekalan makanan.

To enhance participants' understanding of risk management framework and its applications in food safety and food supply chain.
73 Laporan Tahunan 2017 annuaL rEporT MPC juga turut menerima misi-misi lawatan dari MPC also receives missions from APO member negara-anggota APO di bawah program Bilateral countries under the Bilateral Cooperation between Cooperation between NPOs (BCBN) dan Individual NPOs (BCBNs) and Individual Country Observational Country Observational Study Mission (IOSM) yang Study Missions (IOSMs) with the objective of sharing berobjektifkan perkongsian amalan terbaik di antara best practices among member countries.
Summary of negara anggota.
Ringkasan misi-misi lawatan APO APO missions for 2017 are as follows: untuk tahun 2017 adalah seperti berikut: Tema Lawatan / Visitation Theme Tarikh/ Date Tarikh/ Date 1 2 IOSM program on Halal Production and Monitoring Systems IOSM program on Halal Production and Monitoring Systems 10-14 Julai 2017 10-14 July 2017 Iran BCBN Study on Benchmarking and Industry 4.0 BCBN Study on Benchmarking and Industry 4.0 13-14 November 2017 13-14 November 2017 Vietnam Malaysia juga telah menggunakan platform APO di Malaysia has also used the APO platform under the bawah program Technical Expert Scheme (TES) dan Technical Expert Scheme (TES) programme and has telah menghantar pakar/tenaga pengajar ke negara sent experts / trainers to APO member countries in anggota APO pada tahun 2017: 2017: Program / Programme Objectif / Objective TES on Lean Production TES on Lean Production 11-16 Julai/July, 2017 – Tehran, IR Iran Training Course on Development of Advanced Productivity Practitioners Training Course on Development of Advanced Productivity Practitioners 6-17 Feb/Feb, 2017 – Mauritius Mr. Shahril Goh Mr. Mohd Lizuan Abd Latif Advanced Management Course for Executives and Managers Advanced Management Course for Executives and Managers 27 Feb/Feb - 3 Mac/Mar, – Bali, Indonesia Mr. Chan Seng Kit Steering Committee Meeting for DPP Steering Committee Meeting for DPP 13-14 Mac/Mar, 2017 – Hanoi, Vietnam Dr. Rahmat Smail (MPC) Ms. Saliza Saari (MPC) National Follow-up Workshop on MSME Development Policies National Follow-up Workshop
 on MSME Development Policies 5-7 Julai/July, 2017 – Nepal Mr. Rithaudeen Makip (SME) 74 Laporan Tahunan 2017 annuaL rEporTProgram Kerjasama antarabangsaInternatIonal PartnershIP Programme Program / Programme Objectif / Objective Workshop on e-Business Modelling for Women Entrepreneurs Workshop on e-Business Modelling for Women Entrepreneurs 19-23 Jun/June, 2017 – Taipei, Republic of China Ms. Fione Tan Training of Trainers on Total Quality Management for SMEs Training of Trainers on Total Quality Management for SMEs 4-8 Sept/Sept 2017 – Ulaanbaatar, Mongolia Tn Hj Ab Rahim Yusoff International Conference on Public-sector Productivity International Conference on Public-sector Productivity 10-12 Okt/Oct, 2017 – Tagaytay City, Philippines Hjh Rauzah Zainal Abidin Dr. John Antony Xavier Workshop on Total Productive Maintenance Applications in SMEs Workshop on Total Productive Maintenance Applications in SMEs 30 Okt/Oct - 3 Nov/Nov, 2017 – Taipei, Republic of China Mr. Che Abdull Kadir Abdullah Training Course on TFP and Productivity Measurement Training Course on TFP and Productivity Measurement 6-17 Nov/Nov, 2017 – Suva, Fiji Research on Industry 4.0 Digitization strategies for SMEs – Expert Coordination Meeting Research on Industry 4.0 Digitization strategies for SMEs – Expert Coordination Meeting 13-15 Dec/Dec, 2017 – New Delhi, India Dr. Roslina Md.
Isa Ms. Mazuin Dahlan Ms Sarimah Binti Misman Keseluruhannya, sejumlah 194 orang peserta Overall, a total of 194 local participants attended APO tempatan telah menyertai program APO di dalam programs locally and abroad.

61 participants (31%) dan luar negara.


Seramai 61 orang (31%) adalah warga were from MPC, while 133 (69%) were participants MPC, manakala 133 orang (69%) adalah gabungan from government agencies, and industries namely peserta yang terdiri daripada agensi-agensi kerajaan agriculture, electrical & electronics, consultancy, dan industri seperti pertanian, elektrikal & elektronik, SMEs, manufacturing, food and engineering.
A total perundingan, industri kecil sederhana, pembuatan, of 14 TES and trainers including those from MPC makanan dan kejuruteraan.

Seramai 14 orang were involved in conducting training among APO melengkapi penglibatan warga MPC dan pihak luar member countries.

For programmes in Malaysia, 44 sebagai tenaga pengajar atau pakar-pakar TES yang international participants from the 18 APO member menjalankan latihan di negara anggota APO.

Peserta countries participated.


antarabangsa dari 18 buah negara-negara anggota APO yang terlibat dengan program di Malaysia pula adalah seramai 44 orang.

Japan International Cooperation Agency (JICA) Malaysia menyokong 139 negara-negara membangun Japan International Cooperation Agency (JICA) Malaysia has supported 139 developing countries under the South-South Cooperation framework since 1980 through the Malaysian Technical Cooperation Programme (MTCP).
In 1983, Third Country Training di bawah rangka kerja usaha sama Selatan-Selatan Programme (TCTP) was introduced in Malaysia by (South-South Coopration) sejak 1980 melalui Program Kerjasama Teknikal Malaysia (PKTM).

Pada tahun 1983, 75 Laporan Tahunan 2017 annuaL rEporT Third Country Training Programme (TCTP) telah mula JICA to assist developing countries under the TCTP diperkenalkan di Malaysia oleh JICA dalam membantu programme in collaboration with MTCP.
negara-negara membangun di bawah program TCTP dengan kerjasama PKTM.

From 2011 to 2017, all TCTP programs were based on three core areas namely KAIZEN, Total Quality Dari 2011 hingga 2017, semua program TCTP adalah Management (TQM) and Productivity and Innovation.

berlandaskan tiga bidang teras iaitu KAIZEN, Total The objectives of the TCTP program are as follows: Quality Management (TQM) dan Produktiviti dan Inovasi.
Objektif program TCTP adalah seperti berikut: i) To provide participants with the knowledge (expertise) and experience that Malaysia has i) Untuk menyediakan para peserta dengan in providing best practices in TQM and Kaizen; pengetahuan (kepakaran) serta pengalaman yang dimiliki oleh Malaysia dalam menyediakan amalan- ii) Provide participants with information on Plan, amalan terbaik dalam TQM dan Kaizen; Do, Check and Act (PDCA) through approaches ii) Menyediakan peserta dengan maklumat process of KAIZEN and TQM projects; and berkenaan Plan, Do, Check and Act (PDCA) melalui pendekatan dan teknik yang digunakan iii) To equip participants with effective approaches dalam proses pemantauan dalam projek KAIZEN to face development challenges and provide dan TQM; dan effective tools for developing integration and and techniques used in the monitoring iii) Untuk melengkapkan peserta dengan pendekatan- coordination.
pendekatan yang berkesan dalam menghadapi A total of 3 training and study mission programmes cabaran pembangunan serta alat berkesan were organised in Malaysia in 2017.

The TCTP programs untuk integrasi pembangunan dan penyelarasan.

are as follows: Sebanyak 3 program berbentuk latihan dan Misi Pembelajaran telah dianjurkan di Malaysia pada tahun 2017.
Program-program TCTP tersebut adalah seperti berikut: Jenis Program / Type of Programme Nama Program / Title of Programme 1 Program Latihan TCTP TCTP Training Program Third Country Training Programme on Enhancement of Productivity and Competitiveness through TQM and Kaizen Approach for Africa (Collaboration with Malaysia Technical Cooperation Programme (MTCP)/JICA) Third Country Training Programme on Enhancement of Productivity and Competitiveness through TQM and Kaizen Approach for Africa (Collaboration with Malaysia Technical Cooperation Programme (MTCP)/JICA) Tarikh/ Date 14–25 Ogos 2017 14–25 August 2017 2 Program Permintaan dari Luar Negara Specially requested programmes from other countries Capacity Building For Dissemination of Quality and Productivity Improvement (KAIZEN Project) For Ethiopian Kaizen Institute (EKI) Capacity Building For Dissemination of Quality and Productivity Improvement (KAIZEN Project) For Ethiopian Kaizen Institute (EKI) 3–19 Mac 2017 3–19 March 2017 76 Laporan Tahunan 2017 annuaL rEporTProgram Kerjasama antarabangsaInternatIonal PartnershIP Programme Jenis Program / Type of Programme Nama Program / Title of Programme 3 Program Misi Pembelajaran Study Mission programme Study Mission from Egypt KAIZEN Center (EKC) on Productivity Improvement Programme (Lean Management) Study Mission from Egypt KAIZEN Center (EKC) on Productivity Improvement Programme (Lean Management) Tarikh/ Date 15–17 Mei 2017 15–17 May 2017 Sepanjang tahun 2017, seramai 40 orang dari 10 negara Throughout 2017, a
 total of 40 people from 10 telah menyertai program MTCP/TCTP/JICA, program countries participated in the MTCP/TCTP/JICA permintaan dan misi pembelajaran di Malaysia.
Antara program, specially requested programmes and study negara yang terlibat menyertai program ini adalah mission in Malaysia.
Among the countries involved in seperti berikut: the programmes are as follows: Negara Bilangan Peserta Country Number of Participants Bostwana Cameroon Ghana Malawi Ethiopia Kenya Nigeria Republic of Senegal Tanzania Zambia Mesir Jumlah 3 1 2 2 20 2 2 2 1 2 3 40 Bostwana Cameroon Ghana Malawi Ethiopia Kenya Nigeria Republic of Senegal Tanzania Zambia Egypt Total 3 1 2 2 20 2 2 2 1 2 3 40 Terdapat penambahan 3 negara luar yang menyertai In 2017 there were an additional 3 foreign countries program MPC pada tahun 2017 iaitu Mesir, Republic of participating in MPC programs namely Egypt, the Senegal dan Nigeria.
Penyertaan bagi peserta adalah Republic of Senegal and Nigeria.

However, only 40 seramai 40 orang berbanding tahun 2016 dengan 53 participants attended compared to 53 participants in peserta.

Pengurangan jumlah peserta program ini 2016.

The reduction in the number of participants was adalah disebabkan beberapa program latihan yang due to postponement of some training programs for telah dijadualkan pada tahun 2017 telah ditangguhkan 2017 being rescheduled to 2018. ke tahun 2018.
77 Laporan Tahunan 2017 annuaL rEporT Pengurusan sumber Dan OrganIsasI resOurCe anD OrganIsaTIOn managemenT Pengurusan Dan Pembangunan sumber manusIa (HrmD) Human resOurCe managemenT anD DeVeLOPmenT (HrmD) Modal insan merupakan aset yang paling strategik dalam sesebuah organisasi yang bertindak sebagai Human capital is the most strategic asset of an organisation, acting as a catalyst for other types of pemacu kepada penggunaan modal-modal lain capital within the organisation to ensure efficient dalam organisasi ke arah perkhidmatan yang and effective service.
In this regard, the role of cekap dan berkesan.

Oleh itu, peranan Unit Pengurusan Human Resource Management and Development dan Pembangunan Sumber Manusia (HRMD) pada Unit (HRMD), requires transform-ation from a purely hari ini dituntut untuk berubah dari bersifat operasi operational perspective towards a more strategic semata-mata kepada peranan yang lebih strategik.

role.
role.

The diversity of these roles are classified into Kepelbagaian peranan ini diklasifikasikan kepada 4 areas, namely Strategic Partner, Change Agent, 4 iaitu Rakan Strategik, Agen Perubahan, Pakar Administrative Expert and Employee Champion.

Pentadbiran dan Juara Pekerja.

1.


Rakan Strategik As a Strategic Partner, the HRMD Unit has worked Sebagai Rakan Strategik, Unit HRMD menjalinkan kerjasama dengan bahagian-bahagian dan wilayah- closely with the divisions and regional offices to ensure that existing work processes and policies wilayah untuk memastikan cara, proses kerja dan complement the organisation’s strategy and that it dasar yang ada melengkapi strategi organisasi has the capacity to implement any strategy.

1.
1.

Strategic Partner dan kapasiti sentiasa tersedia untuk melaksanakan sebarang strategi.
Kapasiti MPC 2017 | MPC’s Capacity 2017 1 | 0% 0 | 0% 127 | 38% 2 | 1% 13 | 4% 17 | 5% 26 | 8% 40 | 12% 104 | 32% Ketua Pengarah Director-General Timbalan Ketua Pengarah Deputy Director-General Pengarah Kanan Senior Director (KUP) Pengarah Director Pengurus Kanan Senior Manager Pengurus Manager Pegawai Perunding Kanan Senior Consultant Pegawai Perunding Consultant Kumpulan Pelaksanaan Support Group 80 Laporan Tahunan 2017 annuaL rEporTPengurusan sumber Dan OrganIsasIresOurCe anD OrganIsaTIOn managemenT 2.
Agen Perubahan 2.

Change Agent Sebagai Agen Perubahan, Unit HRMD telah As a Change Agent, the HRMD Unit has developed membangunkan Pelan Laluan Kerjaya yang jelas clear and flexible Career Path Planning that dan fleksibel agar lebih mudah difahami dan enables staff to easily understand and follow in diikuti oleh pekerja dalam membangunkan kerjaya advancing their respective career paths.

Career masing-masing.


Peluang kenaikan pangkat adalah advancement has also been shortened and are lebih singkat berbanding sebelum ini dan ia diberi now based on merit or performance as outlined in berdasarkan merit atau prestasi seperti yang the Guideline on Career Advancement Criteria for digariskan dalam Garis Panduan Kriteria Kemajuan Management and Professionals (P&P).

Kerjaya Pengurusan dan Profesional (P&P).

3.

Administrative Expert 3.


Pakar Pentadbiran To improve efficiency in human resource Dalam usaha meningkatkan kecekapan management, HRMD Unit has implemented the pengurusan sumber manusia, Unit HRMD telah HRMIS System and MyHRMIS Cuti Mobile Apps mengaplikasikan Sistem HRMIS dan MyHRMIS for employees.

In addition, the Time Attendance Cuti Mobile Apps untuk kegunaan warga.
Selain Management System (TAMS) and Training itu, Sistem Pengurusan Waktu (TAMS) dan Sistem Management System (MyLearning) are also being Pengurusan Latihan (MyLearning) juga sedang developed to reduce administrative workloads dibangunkan bagi mengurangkan bebanan kerja done manually towards more user-friendly and pentadbiran secara manual ke arah perkhidmatan paperless services.

yang lebih mesra pengguna dan bebas kertas.

4.

Employee Champion 4.


Juara Pekerja HRMD acts as champion for enhancing the success HRMD berperanan sebagai champion dalam and excellence of the organisation through meningkatkan keberhasilan dan kecemerlangan dedicated, committed and motivated employees.

organisasi melalui pekerja yang berdedikasi, HRMD as the leader ensures the implementation komited dan bermotivasi.

HRMD menjadi peneraju of human resource-related matters.
Among them untuk memastikan pelaksanaan urusan-urusan are: berkaitan sumber manusia dijalankan.
Antaranya: a) Pembangunan Organisasi b) Pengurusan Bakat c) Pengurusan Kemudahan d) Pengurusan Rekod e) Pembangunan dan Latihan f) Penjawatan g) Anugerah dan Insentif a) Organisational Development b) Talent Management c) Facilities Management d) Records Management e) Development and Training f) Employment g) Awards and Incentive Pembangunan Modal Insan Sebagai Juara Pekerja, Unit HRMD telah menjalankan Human Capital Development As Employee Champion, the HRMD Unit has undertaken Human Capital Development programmes program-program Pembangunan Modal Insan bagi to meet MPC’s strategic needs.
These programmes memenuhi keperluan strategik MPC.

Program- are carried out continuously to enhance creativity and program ini dijalankan secara berterusan bagi innovation as well as enhance knowledge among MPC meningkatkan kreativiti dan inovasi serta pengetahuan employees, ultimately producing a human capital pool Warga MPC, seterusnya melahirkan modal insan yang with first-class minds.

mempunyai minda kelas pertama.
81 Laporan Tahunan 2017 annuaL rEporT Program Pembangunan Modal Insan 2017 | Human Capital Development Programme 2017 Latihan Dalam Pembangunan/ Training in Development Pembangunan Kepakaran/ Developing Expertise Peningkatan Imej & Pembangunan Personaliti / Image Enhancement & Personality Development 1 36 1 88 43 9 Peningkatan Pengetahuan & Kemahiran Umum/ Improving Knowledge & Generic Skills Sesi Perkongsian Pit Stop/ Pit Stop Sharing Sessions Productivity Made Easy Anugerah Anugerah Khidmat Cemerlang, Anugerah Khas, Awards Excellent Service Award, Special Award, Consistency Anugerah Konsistensi, dan Anugerah Khidmat Setia 25 Award, and 25 Years Loyalty Service Award are Tahun diberikan sebagai tanda penghargaan kepada presented as a token of appreciation to outstanding warga yang cemerlang dan setia dalam perkhidmatan.
and loyal staff.

These awards were presented at the Anugerah ini telah disampaikan pada Majlis Apresiasi MPC 2017 Appreciation and Aidilfitri function by MPC’s dan Aidilfitri MPC 2017 oleh Pengerusi MPC dan Chairman and at the MPC Monthly Assembly.

The juga pada Majlis Perhimpunan Bulanan MPC.
Jumlah breakdown of the number of recipients according to penerima mengikut anugerah adalah seperti berikut: the awards are as follows: Anugerah Khidmat Cemerlang/ Excellence Service Award 28 Anugerah Konsistensi/ Consistency Award 23 Jumlah Penerima Anugerah 2017 Total Award Recipients 2017 32 Anugerah Khas/ Special Award 18 Anugerah Khidmat Setia 25 Tahun/ 25 Years Loyalty Service Award HR Fiesta HR Fiesta 2017 bertujuan memberi pendekatan HR Fiesta The purpose of HR Fiesta 2017 was to familiarise MPC kepada warga MPC tentang sistem HRMIS dan staff with the HRMIS system and Training Management Sistem Pengurusan Latihan (MyLearning) oleh kerana System (MyLearning) as only a handful of staff were hanya segelintir sahaja warga yang mahir meng- skilful in applying the system.
With activities like this, aplikasikan sistem tersebut.

Dengan adanya aktiviti apart from strengthening ties among employees, such seperti ini, ia dapat mengeratkan hubungan sesama activities would also enable MPC staff to apply both of warga MPC dan mengalakkan kegunaan kedua-dua these systems effectively.

sistem ini dengan lebih berkesan.


Sistem Pengurusan Latihan (MyLearning) Sistem MyLearning memudahkan pemantauan latihan Training Management System (MyLearning) The MyLearning system facilitates monitoring of training programmes including those for employees dilakukan termasuk warga di wilayah.

Penggunaan at regional level.


The use of this system can monitor 82 Laporan Tahunan 2017 annuaL rEporTPengurusan sumber Dan OrganIsasIresOurCe anD OrganIsaTIOn managemenT Anugerah Khas/ Special Award sistem ini dapat memantau setiap latihan yang telah every training programme that has been attended by dihadiri oleh warga.

Sistem ini memudahkan Unit employees.


This system will enable the HRMD Unit to HRMD untuk memastikan warga menyempurnakan ensure that employees complete 10 hours of training 10 jam latihan dalam setahun seperti yang telah per year as determined by management ditetapkan oleh pihak pengurusan.
Lawatan HRMD ke Wilayah Lawatan ke wilayah-wilayah MPC dijalankan untuk HRMD Visit to Regional Offices Visits to MPC regional offices were conducted to provide exposure and briefings on the use of memberi pendedahan serta taklimat berkenaan HRMIS system and Training Management System penggunaan sistem HRMIS dan Sistem Pengurusan (MyLearning) to employees at the regional offices.

Latihan (MyLearning) kepada warga di wilayah.


HR Day Out Program ini dijalankan untuk menjadikan organisasi- HR Day Out The programme was conducted to identify best practices among visited organisations as the organisasi yang dilawati sebagai penanda aras benchmark for MPC.

Besides this, the program also amalan terbaik untuk MPC.

Selain itu, program ini enabled the HRMD Unit to improve weaknesses and juga membantu agar Unit HRMD dapat memperbaiki identify best practice organisations as benchmarks.
kelemahan yang ada dan menjadikan organisasi- organisasi tersebut sebagai penanda aras.
auDIT DaLam InTernaL auDIT Pengauditan Tahun 2017 Secara umumnya Audit yang dijalankan di MPC adalah Audit for Year 2017 In general, audits that are conducted at MPC are berkaitan kecekapan dan keberkesanan pengurusan related to the efficiency and effectiveness of financial kewangan, pengurusan aset & stor, pengurusan management, asset & store management, procurement perolehan serta keberkesanan pengurusan kualiti di management and quality management effectiveness in MPC.

MPC.
MPC.

Pencapaian Audit 2017 Pada tahun 2017, sebanyak 16 aktiviti audit telah Audit Achievement 2017 In 2017, a total of 16 audit activities were conducted dilaksanakan di MPC Ibu Pejabat dan Wilayah.

10 audit at MPC Headquarters and Regional Offices.

10 audits telah dijalankan oleh Unit Audit Dalam (UAD) MPC, were conducted by the Internal Audit Unit (UAD) manakala 6 audit adalah daripada audit luar.
Berikut of MPC, while 6 audits were carried out by external adalah aktiviti pengauditan yang telah dijalankan auditors.
The following are auditing activities that were di MPC: conducted at MPC: i) 10 audit oleh Unit Audit Dalam MPC; i) 10 audits by Internal Audit Unit of MPC; ii) 3 audit oleh Unit Audit Dalam MITI; ii) 3 audits by Internal Audit Unit of MITI; iii) 1 audit Indeks Akauntabiliti oleh Jabatan Audit iii) 1 audit on Accountability Index by the National Negara; Audit Department; iv) 1 audit Penyata Kewangan MPC oleh Tetuan Raki iv) 1 audit of MPC Financial Statements by Messrs Raki Thomas & Co; dan Thomas & Co; and v) 1 audit MS ISO 9001:2008 oleh SIRIM QAS Sdn Bhd.
v) 1 audit on MS ISO 9001:2008 by SIRIM QAS Sdn Bhd.

83 Laporan Tahunan 2017 annuaL rEporT Carta-carta di bawah menunjukkan antara perkara The charts below shows among the areas audited by yang telah diaudit oleh UAD MPC, dan perbandingan UAD MPC and a comparison of total auditing activities jumlah aktiviti pengauditan tahun 2016 dan 2017. in 2016 and 2017.

Bil.

/ No.
Pengauditan oleh UAD MPC / Auditing by UAD MPC Pejabat-Pejabat MPC / MPC Offices HQ SKO SBO NRO WPT SRO Audit Dalaman Pengurusan ISO 9001:2008 / Quality Management System Audit ISO 9001:2008 Audit Prestasi Bahagian / Division Performance Audit Audit Pengurusan Aset dan Stor / Asset and Store Management Audit Audit Pengurusan Perolehan / Procurement Management Audit Audit Susulan / Follow-up Audit Audit Pemeriksaan Mengejut / Surprise Check Audit Audit Kawalan Terimaan / Audit of Receipts Audit Khas / Special Audit √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ √ t i d u A f o r e b m u N / t i d u A n a g n a l i B 16 14 12 10 8 6 4 2 0 16 Perbandingan Jumlah Aktiviti Pengauditan Tahun 2016 dan 2017 Comparison of Total Auditing Activities for 2016 and 2017 12 10 6 2016 2017 Tahun / Year Pengauditan Auditor Luar / Auditing by External Auditors Pengauditan oleh Unit Audit Dalam (MPC) / Auditing by Internal Audit Unit (MPC) Komitmen dan Kecekapan Bagi meningkatkan pengetahuan dan mendapat Commitment and Efficiency To enhance their knowledge and get the latest perkembangan terkini, juruaudit telah dihantar untuk developments, the auditors have been sent to attend menghadiri beberapa kursus dan seminar seperti several courses and seminars as follows in 2017: berikut pada tahun 2017: 1.
Pemahaman & Perlaksanaan Pengurusan Risiko 2.

Quality Management Awareness MS ISO 9001: 2015 2.

Kesedaran Pengurusan Kualiti MS ISO 9001 : 2015 3. International Forum on Productivity 1.

Understanding & Implementing Risk Management 3.


Forum Productiviti Antarabangsa 84 Laporan Tahunan 2017 annuaL rEporTPengurusan sumber Dan OrganIsasIresOurCe anD OrganIsaTIOn managemenT agenDa TransFOrmasI mPC 2017 mPC TransFOrmaTIOn agenDa 2017 Proses transformasi di MPC dilaksanakan sejajar dengan aspirasi pembangunan negara.

Penyelarasan MPC’s transformation process was implemented in line with the aspirations of the country’s development.
terkini adalah berdasarkan Rancangan Malaysia The latest coordination is in tandem with the Kesebelas (RMK11) yang mengangkat produktiviti 11th Malaysia Plan (RMK11), where productivity is sebagai salah satu pemacu perubahan yang akan emphasised as one of the drivers of change that will mendorong pertumbuhan ekonomi negara.

propel the country’s economic growth.


Sesi Transformasi MPC Bagi memastikan fokus MPC sentiasa sejajar dengan MPC Transformation Sessions To ensure that MPC’s focus is in line with the hasrat kerajaan, MPC telah mengendalikan Sesi government’s aspirations, MPC conducted Transformasi secara berkala sepanjang tahun 2017.

Transformation Sessions periodically throughout Tujuan utama sesi ini adalah untuk membincangkan 2017.
The main purpose of these sessions was to have perancangan dan merangka strategi perniagaan discussions on planning and formulate MPC’s business MPC, memantau prestasi secara suku-tahunan dan strategy, monitor performance on a quarterly basis membuat penyelarasan yang diperlukan dari masa and make the necessary adjustments from time to ke semasa.

Sesi Transformasi MPC turut meliputi time.


The MPC Transformation Session also includes a siri komunikasi antara pihak Pengurusan MPC series of communications between MPC Management bersama warga.

Ianya bertujuan memastikan agenda and employees.


It aims to ensure that MPC’s transformasi MPC dapat disampaikan dan dihayati transformation agenda is conveyed and internalised oleh segenap peringkat warga kerja di MPC agar at all levels of employees to ensure realisation of segala perancangan organisasi dapat direalisasikan organisational plans and achievement of targets.

dan mencapai sasaran yang ditetapkan.
Sesi Transformasi yang telah dilaksanakan pada tahun included 4 series of Strategic Labs on Achieving 2017 meliputi 4 siri Makmal Strategik Mencapai Excellence through Execution (AEE), an Executive Kecemerlangan Melalui Pelaksanaan (AEE), satu Strategic Session (ESS), 3 dialogues with Management Sesi Strategik Esekutif (ESS), 3 sesi dialog bersama and the Professional Group as well as 3 dialogue Kumpulan Pengurusan dan Profesional serta 3 sesi sessions with the Support Group.
The Transformation Sessions which were held in 2017 dialog bersama Kumpulan Pelaksana.

Sistem Pengurusan Kualiti MPC Laporan Audit Pemantauan MS ISO 9001:2008 MPC Quality Management System MS ISO 9001: 2008 Surveillance Audit Report MS ISO 9001: 2008 Recertification Audit by SIRIM Audit Persijilan Semula MS ISO 9001:2008 oleh pihak QAS International Sdn.

Bhd.

was conducted from 25th SIRIM QAS International Sdn.

Bhd.

telah dijalankan to 26th April 2017.


MPC Sabah and MPC Johor were pada 25 dan 26 April 2017.

Pihak SIRIM telah memilih selected by SIRIM as the audited locations in addition Pejabat MPC Wilayah Sabah dan Wilayah Johor to MPC HQ.

Audit activities were well implemented as sebagai lokasi yang diaudit selain dari Ibu Pejabat.

planned.

There was also no non-conformance to the Aktiviti audit telah dilaksanakan dengan baik seperti MS ISO 9001: 2008 system identified by SIRIM during mana perancangan.
Tiada ketidakakuran pada Sistem the audit.

However, there were 5 opportunities for MS ISO 9001:2008 telah dikenal pasti oleh pihak SIRIM improvement proposed by SIRIM to be considered to pada audit kali ini.

Walaubagaimanapun, terdapat 5 ensure effective and satisfactory implementation of peluang penambahbaikan telah dicadangkan oleh the MS ISO 9001: 2008 at MPC.

pihak SIRIM untuk diberi perhatian bagi memastikan pelaksanaan Sistem MS ISO 9001:2008 di MPC sentiasa berada di tahap yang baik dan memuaskan.
85 Laporan Tahunan 2017 annuaL rEporT Jumlah Cadangan dan Aduan Bagi Tahun 2017 | Number of Suggestions and Complaints in 2017 150 120 90 60 30 0 129 95 66 64 Cadangan/ Suggestion Aduan / Complaints 76 50 48 56 47 18 19 29 4 2 1 1 2 3 2 4 1 1 4 Jan/ Jan Feb/ Feb Mac/ Mar Apr/ Apr Mei/ May Jun/ June Jul/ July Ogos/ Aug Sept/ Sept Okt/ Oct Nov/ Nov Dis/ Dec Laporan Sistem Cadangan Q & Inovasi MPC 2017 MPC Quality & Innovation Suggestion System 2017 Sistem Cadangan Q & Inovasi merupakan satu medium MPC Quality & Innovation Suggestion System is a komunikasi bagi pekerja untuk menyumbangkan communication tool for employees to contribute ideas idea yang bernas ke arah kecemerlangan organisasi.
towards organisational excellence.

Throughout 2017, Sepanjang tahun 2017, sebanyak 697 cadangan serta a total of 697 suggestions and 25 complaints were 25 aduan telah dikemukakan oleh 151 warga MPC.

submitted by 151 MPC staffs.

The suggestion trend was Tren cadangan adalah lebih tinggi pada penghujung seen to be highest in November with 129 suggestions tahun dengan bulan November mencatatkan jumlah (19%) of the total suggestions received during the cadangan terbanyak iaitu sebanyak 129 cadangan year.
The lowest number of suggestions received (19%) daripada jumlah cadangan yang diterima was in April with 18 suggestions (3%).

In relation sepanjang tahun.

Bilangan cadangan terendah yang to complaints, the highest number of complaints diterima adalah pada bulan April dengan hanya 18 submitted were recorded in January, August and cadangan (3%).

Berdasarkan laporan aduan pula, November with 4 complaints while no complaints aduan tertinggi telah direkodkan dalam bulan Januari, were received in December.
The graph above shows Ogos dan November sebanyak 4 aduan manakala the total number of suggestions and complaints tiada aduan diterima pada bulan Disember.

Rajah di recorded in 2017. atas menunjukkan graf jumlah cadangan dan aduan bagi tahun 2017.

The Q suggestions received were classified into 7 categories.

The highest number of suggestions were Cadangan Q yang diterima juga diklasifikasikan in the ‘Work Efficiency’ category with 206 suggestions berdasarkan 7 kategori.
Cadangan tertinggi adalah (30%), bagi kategori meningkatkan ‘Kecekapan Kerja’ dengan sebanyak 206 cadangan (30%).

In 2017, a total of 147 suggestions (21%) received Pada tahun 2017, sebanyak 147 cadangan (21%) yang comprised of ‘Action Taken’ status (84 suggestions) diterima merupakan cadangan-cadangan yang and ‘In Progress’ status (63 suggestions).

The diagram dilaksanakan.


Ianya berdasarkan cadangan-cadangan below show the number of proposals by category and berstatus ‘Telah Diambil Tindakan’ (84 cadangan) dan breakdown of implementation status of suggestions.

were those that were being implemented.

These ‘Sedang Dilaksanakan’ (63 cadangan).

Rajah di bawah menunjukkan bilangan mengikut cadangan dan pecahan status pelaksanaan cadangan.
86 Laporan Tahunan 2017 annuaL rEporTPengurusan sumber Dan OrganIsasIresOurCe anD OrganIsaTIOn managemenT 250 200 150 100 50 0 Jumlah Cadangan Bagi Setiap Kategori 2017 | Total Suggestions Based on Category in 2017 206 106 85 80 80 73 67 Kecekapan Kerja / Work Efficiency Komunikasi, Kebajikan & Pengiktirafan / Communication, Welfare & Recognition Kualiti & Inovasi / Quality & Innovation Persekitaran, Imej & Keselamatan/ Environment, Image & Safety Peralatan & Kemudahan/ Equipment & Facilities Persekitaran Am / General Environment Penjimatan Kos / Cost Savings Status Pelaksanaan Cadangan Q 2017 | Implementation Status of Q Suggestions 2017 12% Telah Diambil Tindakan/ Action Taken 7% Tidak Dilaksanakan/ Not Accepted 18% Baru/New 9% Sedang Dilaksanakan/ In Progress 35% Dalam Pertimbangan/ Under Consideration 19% Menuggu Maklumbalas Pelaksanaan/ Waiting for Implementation Feedback 87 Laporan Tahunan 2017 annuaL rEporT LaPOran maJLIs bersama JabaTan JOInT DeParTmenTaL COunCIL (mbJ) Mesyuarat Majlis Bersama Jabatan (MBJ) diwujudkan The Joint Departmental Council Meeting (MBJ) was adalah berdasarkan Surat Pekeliling Perkhidmatan established based on Service Circular No.
3 of 2002.

Bilangan 3 Tahun 2002.

Surat Pekeliling Perkhidmatan The Service Circular outlines the key areas such as tersebut menggariskan perkara-perkara utama incorporation rules, management roles and methods seperti peraturan penubuhan, peranan serta kaedah of MBJ at Ministries, Agencies, Statutory Bodies and pengurusan MBJ di peringkat Kementerian, Jabatan, Local Authorities.

Pihak Berkuasa Badan Berkanun dan Pihak Berkuasa Tempatan.
Among the key functions of its establishment is to maintain harmonious relationships between employers Antara fungsi penting penubuhannya adalah bagi and employees whereby The Employees are given the mengekalkan hubungan harmonis antara majikan opportunity to communicate with management to dan pekerja di mana Pihak Pekerja diberi saluran express opinions, views and contribute ideas through untuk berkomunikasi dengan Pihak Pengurusan proper channels for the benefit of all.
dalam menyuarakan pendapat, pandangan serta menyumbang idea-idea yang bernas demi kepentingan MBJ’s jurisdiction and functions include all matters dan kebaikan warga.

relating to the terms of service and running of the organisation concerning administrative matters, Bidang kuasa dan fungsi MBJ adalah meliputi except those relating to government policies or semua perkara yang berkaitan dengan syarat- personal matters.
syarat perkhidmatan dan perjalanan organisasi yang ada hubung kait dengan pentadbiran kecuali yang For the 2017 session, the Director-General of the MPC menyentuh dasar kerajaan atau hal-hal perseorangan.

acted as Chairman at each MBJ meeting that was held.

Joint Chairman or Chairman of the Workers’ Bagi sesi tahun 2017, Ketua Pengarah MPC berperanan Party, En.
Zahid Ismail has played an important role in sebagai Pengerusi pada setiap mesyuarat MBJ the delivery of proposals raised by the employees to yang dijalankan.

Pengerusi Bersama atau Pengerusi seek the approval and attention of MPC Management.

Pihak Pekerja iaitu En.


Zahid Ismail telah memainkan A total of 30 MPC employees were elected as MBJ peranan penting penyampaian usul yang ditimbulkan Members comprising 11members from the officers oleh pihak pekerja bagi mendapatkan kelulusan dan group and 19 from the workers group including perhatian pihak Pengurusan MPC.

Seramai 30 orang representatives from the regional offices.
warga MPC telah dilantik sebagai Ahli MBJ MPC yang terdiri daripada 11 ahli bagi Pihak Pegawai dan 19 ahli An average of 77.5% of attendance was recorded bagi Pihak Pekerja termasuk wakil pekerja pejabat for the 4 sessions of MBJ meetings held during the wilayah.

year.

The MBJ meeting also invited relevant unit representatives, associations and co-operatives to Sebanyak 77.5% purata kehadiran direkodkan bagi 4 give opinions, answers and implement issues raised sesi mesyuarat MBJ yang telah diadakan.
Mesyuarat during the meeting.

The dates of MBJ meetings for MBJ juga menjemput wakil unit yang berkaitan, 2017 are as follows: persatuan-persatuan serta koperasi bagi bersama memberikan pendapat, menjawab dan melaksanakan isu-isu yang berbangkit semasa mesyuarat.
Berikut adalah tarikh Mesyuarat MBJ bagi tahun 2017: 88 Laporan Tahunan 2017 annuaL rEporTPengurusan sumber Dan OrganIsasIresOurCe anD OrganIsaTIOn managemenT i) Suku Tahun Pertama : 2 Mac 2017 i) First Quarter : 2 March 2017 ii) Suku Tahun Kedua : 8 Jun 2017 ii) Second Quarter : 8 June 2017 iii) Suku Tahun Ketiga : 11 September 2017 iii) Third Quarter : 11 September 2017 iv) Suku Tahun Keempat : 30 November 2017 iv) Fourth Quarter : 30 November 2017 Setiap sesi mesyuarat hendaklah dilaporkan kepada Each MBJ meeting must be reported to the Public pihak Jabatan Perkhidmatan Awam (JPA) dan Service Department (PSD) and the Ministry of Kementerian Antarabangsa dan Industri (MITI) International Trade and Industry (MITI) for information sebagai makluman dan rekod pelaksanaan MBJ di and for them to record the implementation of MBJ MPC.
MBJ-MPC telah menerima Sijil Penghargaan in MPC.

In 2016, MBJ-MPC had received a Certificate tahun 2016 daripada Jabatan Perkhidmatan Awam of Appreciation from the Public Service Department (JPA) kerana berjaya melaksanakan mesyuarat dalam (PSD) for having successfully conducted the quarterly sukuan tahun dan melaporkan kepada pihak JPA.

meetings and reporting to the PSD.


Perkara-perkara yang dibincangkan di dalam The issues that were discussed at MBJ-MPC meetings Mesyuarat MBJ-MPC telah dikelaskan seperti berikut; are categorised as follows; i) Elaun dan Kemudahan; i) Allowance and Facilities; ii) Kewangan; iii) Perkhidmatan; ii) Finance; iii) Services; iv) Skim Perkhidmatan dan Perjawatan; iv) Service and Employment Scheme; v) Kebajikan; vi) Pentadbiran, dan vii) Hal-hal lain.

v) Welfare; vi) Administration, and vii) Other matters.
Pada mesyuarat MBJ tahun 2017, sebanyak 14 At the 2017 MBJ meetings, 14 issues raised by perkara berbangkit dari usul Pihak Pekerja telah employees were successfully implemented while 12 berjaya dilaksanakan dan 12 usul baharu direkodkan new proposals were recorded in the same year.

Among pada tahun yang sama.
Antara usul yang berjaya the proposals that were successfully implemented are dilaksanakan adalah: as follows: i) MPC menanggung separuh kos pemeriksaan i) MPC will cover half the cost of a comprehensive kesihatan menyeluruh untuk warga MPC bagi health examination for permanent staff including lantikan tetap dan warga di pejabat wilayah; for those at regional offices; ii) Penggabungan 3 persatuan kepada hanya ii) Merger of 3 associations to only one association satu pesatuan iaitu Persatuan Warga MPC namely the MPC Staff Association (PWMPC); and (PWMPC); dan iii) Special outfits for public relations officers.
iii) Pakaian khas bagi pegawai khidmat pelanggan.

At the fourth MBJ meeting in 2017, the members Pada mesyuarat MBJ bilangan 4 tahun 2017, ahli agreed on the proposed amendment to the mesyuarat telah bersetuju bagi cadangan pindaan MBJ-MPC Constitution.

The amendment refers to Perlembagaan MBJ-MPC.


Pindaan adalah merujuk Article F, Paragraph 15, PSD’s Incorporation Guideline kepada Perkara F, Perenggan 15, Panduan Penubuhan for MBJ, PSD Remuneration Division, June 2009, MBJ JPA, Bahagian Saraan JPA, Jun 2009, Keahlian where participation from Employee Members should dari Pihak Pekerja hendaklah terdiri daripada Gred consist of Grade 48 and below and those who are not 48 dan ke bawah serta tidak terlibat dalam membuat involved in decision making.
keputusan.
89 Laporan Tahunan 2017 annuaL rEporT PERSATUAN DAN KELAB SOCIETIES AND CLUB PERSATUAN DAN KELAB SOCIETIES AND CLUB Persatuan Warga MPC (PWMPC) Persatuan Warga MPC (PWMPC) ditubuhkan bagi MPC Staff Association (PWMPC) MPC Staff Association (PWMPC) was established to memupuk persefahaman dan mengeratkan foster understanding and strengthen the relationship silaturrahim dalam kalangan warga dan menyediakan among employees as well as carry out activities that aktiviti-aktiviti yang memberi manfaat kepada ahli- will benefit its members.
Among the activities carried ahlinya.

Antara aktiviti persatuan yang dijalankan out by the association throughout 2017 are: sepanjang tahun 2017 adalah: Tarikh / Date Activiti / Activities 17 Februari–15 Mac Ibu Pejabat MPC Program Fit 1.0 • Program untuk meningkatkan tahap kesihatan dan pengetahuan warga MPC dalam penjagaan kesihatan yang betul.
17 February–15 March MPC Headquarters 31 Mac Sunway Megalanes 31 March Sunway Megalanes 7 April Dewan Produktiviti, MPC 7 April Dewan Produktiviti, MPC 22 April Ibu Pejabat MPC 22 April MPC Headquarters Fit 1.0 Programme • Programme to improve health and create awareness on proper healthcare for MPC staff.

Pertandingan Boling Tertutup MPC • Mengeratkan silaturrahim dalam kalangan warga MPC serta mencungkil bakat baru dalam sukan boling.
MPC Internal Bowling competition • Strengthen relationship among MPC staff as well as identify new talents in bowling.

Perlawanan Persabatan Badminton • Perlawanan disekitar MPC, Agensi-agensi & Kumpulan-kumpulan sekitar Lembah Klang • Mengeratkan silaturrahim di antara warga MPC, agensi-agensi kerajaan dan orang awam.

Friendly Badminton Championship • Friendly match between MPC, Agencies & Community Groups around the Klang Valley.
• Strengthen the relationship between MPC, government agencies and the public.

Karnival Sepak Takraw MPC 2017 • Mengeratkan silaturrahim dalam kalangan warga MPC serta mencungkil bakat baru dalam sukan sepak takraw.

MPC Sepak Takraw Carnival 2017 • Strengthen the relationship among MPC employees as well as to identify new talents in sepak takraw sport.

9 Jun Dewan Produktiviti, MPC Mesyuarat Agung Tahunan • Pembentangan aktiviti dan perbelanjaan PWMPC.
Annual General Meeting • Reporting of PWMPC’s activities and expenditure.

Gotong-Royong Menyediakan Bubur Lambuk dan Program CSR kepada Golongan Asnaf - Kerjasama dengan PKMMPC • mengeratkan silaturrahim dalam kalangan warga MPC serta menghulurkan bantuan kepada golongan asnaf Gotong-Royong for preparation of Bubur Lambuk and CSR programme for Asnaf group – collaboration with PKMMPC • Strengthen relationship among MPC staff and give alms to the Asnaf group.
9 June Dewan Produktiviti, MPC 20 Jun Ibu Pejabat MPC, Sekitar Kuala Lumpur & Petaling Jaya 20 June MPC Headquarters, areas around Kuala Lumpur & Petaling Jaya 92 Laporan Tahunan 2017 annuaL rEporTPERSATUAN DAN KELABSOCIETIES AND CLUB Tarikh / Date Activiti / Activities 28 Julai Dewan Produktiviti, MPC Perhimpunan Bulanan MPC bagi bulan Julai – Dewan Produktiviti, MPC • Menganjurkan perhimpunan bulanan MPC dengan bertemakan Empati.
28 July Dewan Produktiviti, MPC MPC Monthly Assembly for July – Dewan Produktiviti, MPC • Organised monthly assembly with the theme “Empathy” 2 & 9 Ogos Padang SK Sri Petaling Perlawanan Persabatan Bola Sepak (MPC lwn.

Guru Sekolah SK Sri Petaling) • Mengeratkan silaturrahim di antara warga MPC dan orang awam.

2 & 9 August SK Sri Petaling School Field Friendly Football Match (MPC vs Teachers of SK Sri Petaling school) • Strengthen relationship among MPC staff and the public.
9 Ogos–13 September Ibu Pejabat MPC Program Fit 2.0 • Programme untuk meningkatkan tahap kesihatan dan pengetahuan warga MP 9 August–13 September MPC Headquarters Fit 2.0 Programme • Program to improve the level of health and knowledge of MPC staff on proper healthcare.

dalam penjagaan kesihatan yang betul.


9 September Ibu Pejabat MPC 9 September MPC Headquarters 13-14 Oktober Menara MITI 13-14 October MITI Tower 6-8 Oktober Jerangkang, Pahang 6-8 October Jerangkang, Pahang 25 November Sunway Megalanes, Sunway Pyramid 25 November Sunway Megalanes, Sunway Pyramid Karnival Badminton MPC 2017 • Mengeratkan silaturrahim dalam kalangan warga MPC serta menggalakkan aktiviti sukan bagi menyihatkan badan.
MPC Badminton Carnival 2017 • Strengthen the relationship between MPC staff and encourage sports activities to remain healthy.

Hari Sukan Negara Peringkat Kementerian MITI 2017 • Mengeratkan silaturrahim di antara warga MPC dan MITI serta agensi-agensi.

National Sports Day at Ministry level 2017 • Strengthen relationship among MPC staff and MITI and their agencies.
Fit@MPC – Air Terjun Jerangkang • Mengeratkan silaturrahim antara warga MPC serta menenangkan fikiran sambil beriadah dan menikmati keindahan flora dan fauna.

Fit @MPC – Jerangkang Waterfalls • Strengthen relationship among MPC staff, provide time for relaxation while enjoying mother nature’s flora and fauna.

Sukan Boling antara MPC dan Media • Mengeratkan silaturrahim di antara warga MPC dan agensi media.
Bowling Competition between MPC and the Media • Strengthen relationship among MPC staff and media agencies.

8–16 Disember Ibu Pejabat MPC, sekitar Petal- ing Jaya & pejabat Wilayah 8-16 December MPC Headquarters, areas around Petaling Jaya & Regional Offices MPC Sports Fiesta 2017 • Mengeratkan silaturrahim di kalangan warga MPC serta mencungkil bakat baru dalam sukan-sukan yang dipertandingkan.
MPC Sports Fiesta 2017 • Strengthen the relationship among MPC staff as well as identify new talents in sporting activities.

93 Laporan Tahunan 2017 annuaL rEporT Persatuan Kebajikan Muslim MPC (PKMMPC) PKMMPC terdiri daripada 3 Jawatankuasa iaitu MPC Muslim Welfare Association (PKMMPC) PKMMPC comprises 3 committees namely the Welfare Jawatankuasa Kebajikan, Jawatankuasa Dakwah Committee, Da’wah & Education Committee and the & Pendidikan dan Jawatankuasa Promosi.

Senarai Promotion Committee.
The list of activities undertaken aktiviti yang telah dijalankan oleh PKMMPC sepanjang by PKMMPC throughout 2017 are as follows: tahun 2017 adalah seperti berikut: i) Sumbangan dan Bantuan Sebanyak 16 kes bantuan dan sumbangan telah diberikan kepada ahli-ahli yang layak mengikut garis panduan yang telah ditetapkan; i) Donations and Assistance A total of 16 cases comprising assistance and donation were awarded to eligible members according to the set guidelines; ii) Bicara Ilmu 10 sessions of Bicara Ilmu programmes were 10 sesi Bicara Ilmu telah dijalankan dan senarainya conducted as follows: ii) Bicara Ilmu Programme adalah seperti berikut: Tarikh / Date Activiti / Activities Penceramah / Speaker 20 Januari 20 January 24 Februari 24 February 23 Mac 23 March 14 April 14 April 25 Mei 25 May 14 Jun 14 June 31 Julai 31 July 22 Ogos 22 August Bicara Ilmu Bulan Januari: “Cahaya Syahadah” Bicara Ilmu programme for the month of January: “Cahaya Syahadah” YBhg.
Ustaz Mohd Shah Shanmugam Bicara Ilmu Bulan Februari: “Keluarga Bahagia Keluarga Sunnah” Bicara Ilmu programme for the month of February: “Keluarga Bahagia Keluarga Sunnah” YBhg.

Ustaz Zul Ramli Mohd Razali Bicara Ilmu Bulan Mac: Bengkel Penyembelihan Bicara Ilmu Programme for the month of March: “Bengkel Penyembelihan” YBhg.

Ustaz Halim Zakaria Bicara Ilmu Bulan April: “Lintas Langsung dari Sidratul Muntaha” Bicara Ilmu Programme for the month of April: “Lintas Langsung dari Sidratul Muntaha” YBhg.
Ustaz Ustaz Wan Shohor Bani Leman Bicara Ilmu Bulan Mei: “Cinta High Class Saat Ramadan” Bicara Ilmu programme for the month of May: “Cinta High Class Saat Ramadan” YBhg.

Ustazah Fatimah Syarha Bicara Ilmu Bulan Jun sempena Majlis Berbuka Puasa MPC: Tazkirah Bulan Ramadan Bicara Ilmu programme for the month of June in conjunction with MPC Breaking Fast : Tazkirah Bulan Ramadan YBhg.
Ustaz Mohd Rozie Mohd Rejab Bicara Ilmu Bulan Julai: “Menjadi Hamba Ar Rahmaan” Bicara Ilmu programme for the month of July: “Menjadi Hamba Ar Rahmaan” Bicara Ilmu Bulan Ogos: “Buktikan Cintamu” Bicara Ilmu programme for the month of August: “Buktikan Cintamu” YBhg.

Ustaz Mohd Elyas Ismail YBhg.

Ustaz Syed Abdul Kadir Aljoofre 14 Sept 14 Sept Bicara Ilmu Bulan September: “Transformasi Diri” Bicara Ilmu programme for the month of September: “Transformasi Diri” YBhg.
Dr. Sher 24 Oktober 24 October Bicara Ilmu Bulan Oktober: “Keutamaan Amal” Bicara Ilmu programme for the month of October: “Keutamaan Amal” YBhg.
Ustaz Ahmad Shukri Yusoff 94 Laporan Tahunan 2017 annuaL rEporTPERSATUAN DAN KELABSOCIETIES AND CLUB iii) Pengajian Al-Quran, Jom Ngaji ‘Sejam Bersama iii) Quran Recital, Jom Ngaji ‘Sejam Bersama Al-Quran’ Al-Quran’ Program ini diadakan pada setiap hari Jumaat, dari This program is held every Friday, from 8.00 am jam 8.00 pagi hingga 9.00 pagi bermula 13 Januari to 9.00 am begining from 13 January 2017 to 10 2017 hingga 10 November 2017.

Sebanyak 23 sesi November 2017.
A total of 23 study sessions were pengajian telah dijalankan dengan kehadiran yang conducted with consistent attendance of between konsisten di antara 10 hingga 20 orang warga MPC 10 to 20 MPC staff participating in each session; pada setiap sesi; iv) Majlis Bacaan Yassin dan Tahlil including Solat Hajat Serta Solat Hajat Several Yassin and Tahlil recital sessions were held iv) Recital of Yassin and Tahlil Beberapa sesi majlis bacaan Yassin dan Tahlil telah for the following: diadakan bagi perkara-perkara berikut: a) Ceremony for Haj Pilgrims comprising MPC a) Majlis Meraikan Bakal Haji Warga MPC atau ahli staff or family members for year 1438H/2017M keluarga Tahun 1438H/2017M dengan Bacaan with ”Yasin, Tahlil” and “Doa Selamat” on 21 Yasin, Tahlil dan Doa Selamat pada 21 Julai 2017 July 2017 at Surau Utama MPC.
di Surau Utama MPC.

b) Yassin and Tahlil Recitals to pray for the health b) Majlis Bacaan Yaasin dan Tahlil bagi mendoakan of former MPC members and to pray for the kesihatan mantan warga MPC dan mendoakan passing of one of the MPC family members held pemergian salah seorang keluarga MPC yang on 7 December 2017 at Surau Utama MPC.

diadakan pada 7 Disember 2017 di Surau Utama MPC.


v) Determining the Confirmation of Qibla Direction v) Penentuan dan Pengesahan Arah Kiblat This project involved “Surau Utama” MPC, “Surau Projek ini melibatkan Surau Utama MPC, Surau Blok Inovasi” and MPC PJ8.

The process of Blok Inovasi dan Surau MPC PJ8.


Proses penentuan determining and validating the direction of the serta pengesahan arah kiblat telah dilaksanakan Qibla was carried out by 2 officers from the Falak oleh 2 orang pegawai dari Bahagian Falak, Jabatan Division, Selangor Mufti Department.

Mufti Negeri Selangor.
vi) Pembangunan Transformasi Surau The PKMMPC has made wakaf collections for the PKMMPC telah membuat kutipan wakaf untuk purchase of prayer time hours, the purchase of 20 pembelian jam waktu solat, pembelian 20 pasang new telekung, the installation of toilettries shelves telekung baru, pemasangan rak toilettries di in Muslimah wudhuk rooms, the purchase of bilik wudhuk Muslimah, pembelian penyangkut telekung hooks, sarongs and the Al-Qur’an; vi) Transforming Development of Surau telekung, kain pelikat dan Al-Quran; vii) Program Lupus Al-Quran This program involves the disposal of old books Program ini melibatkan pelupusan kitab-kitab or old Al-Quran from MPC members.
The disposal lama atau Al-Quran lama daripada Warga MPC.

was carried out at Saufi Printing.

Pelupusan tersebut dijalankan di Percetakan Saufi.
vii) Programme to Dispose Al-Quran viii) Activities During Ramadan 2017 | viii) Aktiviti Sepanjang Ramadhan 2017| 1438 Hijrah 1438 Hijrah a) Tadarus Al Quran Programme: A total of 39 a) Program Tadarus Al Quran: Seramai 39 orang participants had participated in the program peserta telah menyertai program ini dan setiap and each participant was given 1 juzuk or half peserta diberi 1 juzuk atau separuh juzuk untuk juzuk to be read in the period from 2 to 14 June dibaca dalam tempoh antara 2 hingga 14 Jun 2017.
Khatam Quran was further celebrated at 95 Laporan Tahunan 2017 annuaL rEporT 2017.
Khatam Quran seterusnya dirai pada the June 2017 Monthly Assembly; Perhimpunan Bulanan Jun 2017; b) Distribution of Dates; b) Agihan Kurma; c) MPC Breaking of Fast Function: The function c) Majlis Berbuka Puasa MPC: Majlis diadakan was held on 14 June 2017 (16 Ramadhan 1438H) pada 14 Jun 2017 bersamaan 16 Ramadhan with an attendance of 328 guests comprising 1438H dengan kehadiran seramai 328 orang MPC Board Members, staff and family tetamu merangkumi Ahli Lembaga Pengarah members, MPC contractors and neighbouring MPC, Warga MPC dan Keluarga, Kontraktor organisations; and MPC dan organisasi berdekatan; dan d) Solat Zohor Berjemaah d) Solat Zohor Berjemaah ix) Majlis Korban MPC & Masjid Jamek Sultan Abdul Aziz, PJ Sultan Abdul Aziz, PJ The collabortion with Sultan Abdul Aziz Jamek Kerjasama dengan Masjid Jamek Sultan Abdul Mosque, Section 3, Jalan Templer, Petaling Jaya ix) Qurban Ceremony & Masjid Jamek Aziz, Seksyen 3, Jalan Templer, Petaling Jaya continued in 2017. diteruskan pada tahun 2017. x) Announcement and Coordination of Knowledge/ x) Hebahan dan Koordinasi Program Ilmu/ Religious Programmes organised by MITI Keagamaan Anjuran MITI PKMMPC and MITI’s Human Resource Development PKMMPC bersama Bahagian Pembangunan Division (BPSM) continuously coordinates Sumber Manusia (BPSM) MITI saling berhubung programmes organised by MITI for the purpose berkenaan program-program yang dianjurkan oleh of providing knowledge and knowledge sharing pihak MITI bagi tujuan memberi ilmu pengetahuan among Muslim staff.
Among the programmes that dan perkongsian ilmu kepada warga.
Antara were participated by MPC staff in collaboration program tahun 2017 yang turut disertai oleh Warga with PKMMPC in 2017 were: MPC dengan kerjasama PKMMPC adalah: Tarikh / Date Activiti / Activities Kursus Smart Solat Smart Solat Course Kursus Penyembelihan Slaughtering Course Majlis Munajat Ramadhan Qiamulail @ MITI 1438H/2017H Function on Munajat Ramadhan Qiamulail @ MITI 1438H/2017H Majlis Pelancaran Ihya’ Ramadhan 1438H/2017H Launching ceremony of Ihya’ Ramadhan 1438H/2017H function Pertandingan Menulis Esei MITI MITI Essay Competition Majlis Berbuka Puasa MITI & Agensi MITI & Agencies – Breaking of Fast function Majlis Meraikan Bakal Haji MITI & Agensi 1438H/2017H MITI & Agencies – 1438H/2017H Haj Pilgrims Ceremony 5 April 5 April 23 Mac 23 March 12 Mei 12 May 30 Mei 30 May 2-15 Jun 2-15 June 5 Jun 5 June 25 Julai 25 July 96 Laporan Tahunan 2017 annuaL rEporTPERSATUAN DAN KELABSOCIETIES AND CLUB Tarikh / Date Activiti / Activities 25 Julai 25 July Majlis Meraikan Bakal Haji MITI & Agensi 1438H/2017H MITI & Agencies – 1438H/2017H Haj Pilgrims Ceremony 12 September 12 September Program Motivasi & Peningkatan Kendiri MITI & Agensi MITI & Agencies – Motivational & Self Improvement programme 26 Oktober 26 October 22 November 22 November 1 Disember 1 December 6 Disember 6 December 7 Disember 7 December Konsep Wasatiyah Dalam Ekonomi The Wasatiyah Concept in Economy Bengkel Pengurusan Harta Dalam Islam Workshop on Islamic Property Management Perarakan MITI & Agensi di Majlis Sambutan Maal Hijrah Peringkat
 Kebangsaan 1438H|2017 bertempat di Taman Ekspo Pertanian Malaysia (MAEPS), Serdang, Selangor MITI & Agencies National Level Parade – Maal Hijrah Celebration 1438H/ 2017 held at Malaysia Agro Exposition Park (MAEPS), Serdang, Selangor Gema Santai Al-Quran MITI & Agensi 2017 MITI & Agencies – 2017 Gema Santai Al-Quran Pertandingan Hafazan Al-Quran MITI & Agensi 2017 MITI & Agencies – 2017 ‘Hafazan Al-Quran’ Competition Kelab Dayanita Kelab Dayanita adalah salah satu platfom yang Dayanita Club The Dayanita Club is one of the platforms created diwujudkan untuk menyediakan pelbagai bentuk to provide various forms of activities to enhance aktiviti bagi meningkatkan pengetahuan serta knowledge and strengthen the relationship mengeratkan hubungan silaturrahim di antara warga among female employees of MPC.
Its members wanita MPC.

Ahli-ahlinya terdiri daripada warga wanita include MPC’s female employees and wives of serta para isteri warga lelaki MPC yang berminat.

MPC staff who are interested in being members.

Terdapat pelbagai aktiviti yang dijalankan pada tahun Various activities were carried out in 2017.

Among 2017.
Among 2017.

Di antaranya adalah: them are: i) Mesyuarat Jawatankuasa Eksekutif i) Executive Committee Meeting Jawatankuasa Eksekutif Dayanita telah The Dayanita Executive Committee has held a mengadakan beberapa siri perbincangan untuk series of discussions to deliberate in detail the membincangkan secara terperinci program dan planned programs and activities.

The Executive aktiviti yang telah dirancang.

Jawatankuasa Committee had met 7 times in 2017.


To ensure Eksekutif Dayanita telah bermesyuarat sebanyak success of the planned activities, the Exco’s 7 kali pada tahun 2017.
Bagi menjayakan aktiviti- had appointed their respective sub-committee aktiviti yang telah dirancang, beberapa Exco telah members; melantik Ahli Jawatankuasa Kecil masing-masing; ii) Mesyuarat Agung Tahunan (AGM) This meeting is held annually to present the Mesyuarat ini diadakan secara tahunan bagi financial reports and activities of Dayanita; ii) Annual General Meeting (AGM) membentangkan laporan kewangan dan aktiviti Dayanita; 97 Laporan Tahunan 2017 annuaL rEporT iii) Zumba MPC iii) MPC Zumba Session Terdapat 4 sesi Zumba Dance yang telah Four Zumba Dance sessions were held throughout dijalankan sepanjang tahun 2017.
Kelas zumba 2017.
The sessions provides many benefits to ini memberi banyak manfaat untuk kesihatan physical and mental health as it makes the person fizikal dan mental disamping menjadikan diri more consistent in practicing a healthy lifestyle lebih konsisten untuk sentiasa mengamalkan gaya and lose weight through a balanced diet; hidup sihat dan menurunkan berat badan dengan mengamalkan pemakanan yang seimbang; (iv) Sales Kiosks iv) Gerai jualan Among the products sold at the MPC sales kiosks are clothing, books, waqf Al-Quran, bread, Antara produk yang dijual di tapak gerai jualan biscuits, banking and housing products; MPC adalah pakaian, buku, wakaf Al-Quran, roti, biskut, produk institusi perbankan dan perumahan; v) Collection of used clothes This program was conducted to raise funds for v) Pengumpulan baju terpakai Dayanita; Program ini dijalankan bagi mengumpul dana untuk tabung Dayanita; vi) Celebrations for Children’s Birthdays and Caretakers of the Nursery vi) Sambutan Hari Jadi anak-anak dan pengasuh These celebrations were held to celebrate Taska Sudut Kenari birthdays of the children of MPC staff at the Sambutan ini diadakan bagi meraikan anak- nursery as well the caretakers with the presence anak warga MPC serta pengasuh taska dengan of their parents.
Three birthday celebration kehadiran ibu dan bapa.

Tiga sesi sambutan hari sessions were held in April, June and September jadi telah diadakan iaitu pada bulan April, Jun dan 2017; September 2017; vii) Contributions vii) Sumbangan Various contributions were given to qualified Beberapa sumbangan telah diberikan kepada Dayanita members who had submitted their ahli Dayanita yang layak dan membuat tuntutan.

claims.
Among the types of contributions given Antara jenis-jenis sumbangan yang diberikan were for marriages, birth of first child, misfortunes adalah perkahwinan, kelahiran anak pertama dan such as hospitalisation, death, accident or ditimpa musibah seperti kemasukan ke hospital, incidents of natural disasters; kematian, kemalangan atau ditimpa bencana alam; viii) Other Activities: a) Usherettes for MPC Appreciation Function & viii) Aktiviti-aktiviti lain: Aidilfitri celebrations 2017; a) Usherette/penyambut tetamu di Maljis b) MPC Breaking of Fast celebration 2017; Apresiasi & Aidilfitri MPC 2017; b) Majlis Berbuka Puasa MPC 2017; c) Extending greetings for New Year’s Day, Mother’s Day, and International Women’s Day.
c) H ebahan ucapan Selamat Tahun Baru, Hari Ibu, d) Segment on “Santai Productivity” at APIC Hari Wanita Sedunia; 2017; d) Segmen Santai Produktiviti di APIC 2017; e) Dissemination of information through email on e) Emel makluman aktiviti kelolaan agensi lain; activities organised by other agencies; and dan f) Updating and disseminating information f) Pengemaskinian maklumat dan hebahan di through the Dayanita Facebook account.

akaun Facebook Dayanita.


98 Laporan Tahunan 2017 annuaL rEporTPERSATUAN DAN KELABSOCIETIES AND CLUB Koperasi MPC Berhad Koperasi MPC Berhad terus aktif sepanjang tahun Koperasi MPC Berhad Throughout 2017, Koperasi MPC Berhad had continued 2017 dengan menganjurkan aktiviti-aktiviti berfaedah to organise activities that would benefit its Board and untuk Ahli Lembaga Koperasi (ALK) dan juga ahli- Co-Operative members.

Among the activities carried ahlinya.


Antara aktiviti-aktiviti yang dijalankan adalah out are follows: seperti berikut: Tarikh / Date Activiti / Activites 28 April 28 April 28 April 28 April 16 Jun 16 June 16 Jun 16 June 16 Jun 16 June 18 Jun 18 June Mesyuarat Agung Tahunan Yang ke-31 31st Annual General Meeting Mesyuarat Bil.
1 bagi ALK 2017/2018 1st meeting of 2017/2018 Board Members Perhimpunan Bulanan MPC anjuran Koperasi MPC Berhad dan Persatuan Kebajikan Muslim MPC MPC Monthly Assembly organised by Koperasi MPC Berhad and the Persatuan Kebajikan Muslim MPC Perasmian Kiosk MPC oleh Ketua Pengarah Opening of the MPC Kiosk by Director General Jualan alat-alat ganti kenderaan Sale of vehicle spare parts Perkhidmatan servis pemeriksaan kenderaan percuma untuk ahli Koperasi sempena Kempen Balik Kampung Hari Raya / Free vehicle inspection services for co-operative members in conjunction with the ‘Balik Kampung Kampung Hari Raya’ Campaign 25 Ogos 25 August Promosi jualan dengan menyokong produk-produk Industri Kecil dan Sederhana (IKS) tempatan Sales promotion to support products by local Small and Medium Industries (SMIs) 11 September 11 September Mengendalikan tempahan baju korporat MPC Processing orders for MPC corporate shirts 4 Disember 4 December 11 Disember 11 December 31 Disember 31 December Persediaan membaik pulih Café MPC Upgrading works on Café MPC Persediaan menggantikan Café MPC sementara dibaik pulih dengan perhidmatan ‘Food Truck’ Providing ‘Food Truck’ service to temporarily replace Café MPC that is currently being upgraded Café MPC ditutup sementara untuk tujuan membaik pulih Temporarily closing Café MPC for upgrading works 99 Laporan Tahunan 2017 annuaL rEporT DIARI KORPORAT CORPORATE DIARY ACTIVITI MPC 2017 / MPC ACTIVITIES 2017 9 Mac / 9 Mar 8 Mei / 8 May 19 Mei / 19 May 25 Mei / 25 May 31 Mei / 31 May 14 Jun / 31
 May 20 Jul / 20 Jul 24-25 Jul / 24-25 Jul 25-26 Jul / 25-26 Jul 1-2 Ogos / 1-2 Aug 8-9 Ogos / 8-9 Aug Mesyuarat Lembaga Pengarah MPC – 1/2017 MPC Board of Directors Meeting – 1/2017 Menara AmBank, Kuala Lumpur Pelancaran Blueprint Produktiviti Malaysia Launching of Malaysia Productivity Blueprint Putrajaya Lean Creanova 2017 Lean Creanova 2017 Shah Alam, Selangor Mesyuarat Lembaga Pengarah MPC – 2/2017 MPC Board of Directors Meeting – 2/2017 Johor Bahru, Johor Pelancaran Laporan Produktiviti 2016/ 2017
 Launching of Productivity Report 2016/ 2017 MITI, Kuala Lumpur Majlis Buka Puasa MPC 2017 Majlis Buka Puasa MPC 2017 MPC Selangor MPC Appreciation Dinner & Aidilfitri Celebration 2017 Majlis Apresiasi & Aidilfitri MPC 2017 Subang Jaya, Selangor Konvensyen Team Excellence Peringkat: Wilayah Tengah 2017 Regional Convention on Team Excellence: Central Region 2017 Putrajaya Konvensyen Team Excellence Peringkat: Wilayah Pantai Timur 2017 Regional Convention on Team Excellence: East Coast Region 2017 Kuala Terengganu, Terengganu Konvensyen Team Excellence Peringkat: Wilayah Selatan 2017 Regional Convention on Team Excellence: Southern Region 2017 Melaka Konvensyen Team Excellence Peringkat: Wilayah Sabah & Sarawak 2017 Regional Convention on Team Excellence: Sabah & Sarawak Region 2017 Kota Kinabalu, Sabah 15-16 Ogos / 15-16 Aug Konvensyen Team Excellence 17 Ogos / 17 Aug 23 Ogos / 23 Aug 29 Ogos / 29 Aug 12 Sep / 12 Sept 3 Okt / 3 Oct 5 Okt / 5 Oct 13 Okt / 13 Oct 19 Okt / 19 Oct 30 Okt / 30 Oct 14-16 Nov / 14-16 Nov 7 Dis / 7 Dec Peringkat: Wilayah Utara 2017 Regional Convention on Team Excellence: Northern Region 2017 Batu Feringghi, Penang Pameran Inovasi untuk Peningkatan Produktiviti Showcase on Innovation for Productivity Enhancement MITI, Kuala Lumpur Seminar and Forum Kecemerlangan Perniagaan 2017 Business Excellence Seminar and Forum 2017 Kuching, Sarawak Hari Amalan Baik Peraturan Good Regulatory Practice Day MITI, Kuala Lumpur Forum Antarabangsa
 Produktiviti Putrajaya International Forum on Productivity Putrajaya Putrajaya Mesyuarat Lembaga Pengarah MPC – 3/2017 MPC Board of Directors Meeting – 3/2017 Kuantan, Pahang Konvensyen Kebangsaan Amalan Baik Peraturan 2017 National Convention on Good Regulatory Practice 2017 MITI, Kuala Lumpur Mesyuarat Majlis Pemantauan Produktiviti Kebangsaan National Oversight Productivity Council Meeting MITI, Kuala Lumpur Hari Produktiviti @ Exim Bank Productivity Day @ Exim Bank Exim Bank, Kuala Lumpur Forum CEO Kecemerlangan
 Perniagaan 2017 Business Excellence CEO Forum 2017 Bangsar, Kuala Lumpur Persidangan dan Eksposisi Tahunan Produktiviti & Inovasi (APIC) 2017 Annual Productivity & Innovation Conference and Exposition (APIC) 2017 Genting Highlands, Pahang Mesyuarat Lembaga Pengarah MPC – 4/2017 MPC Board of Directors Meeting – 4/2017 Menara AmBank, Kuala Lumpur 102 Laporan Tahunan 2017 annuaL rEporTDIARI KORPORATCORPORATE DIARY KENANGAN 2017 / 2017 REVIEWS Perjumpaan bersama JICA expert, Mr Koichi Tanaka Misi Pengajian dari Civil Service Training Centre, Ghana Anugerah Kecemerlangan Industri 2017 Creanova Lean 2017 Perhimpunan Bulanan Misi pembelajaran dari Mesir Bicara Ilmu Bersama Ustaz Wan Shohor Bani Leman Hari Produktiviti di KWAP Cyberjaya 103 Laporan Tahunan 2017 annuaL rEporT Pelancaran Laporan Tahunan PEMUDAH 2016 VIsit by Minister of Public Service, Senegal Taklimat media ‘World Competitiveness Yearbook 2017’ Majlis menandatangani MoU MPC bersama UNITEN Taklimat media ‘Competitiveness Report’ Forum Produktiviti Antarabangsa Showcase on Innovation for Productivity Enhancement 104 104 LAPorAn TAHunAn 2017 AnnuAL r EPorT LAPorAn TAHunAn 2017 AnnuAL r EPorT DIARI KORPORAT CORPORATE DIARY Misi Pengajian dari kumpulan APO Misi pembelajaran tentang ‘RIA’ oleh Delegasi Kerajaan Laos Business Excellence CEO Forum 2017 Sesi pendekatan sistem MyLearning dan HRMIS pada HR Fiesta 2017 GRP Day 2017 LAPorAn TAHunAn 2017 AnnuAL r EPorT 105 Majlis Apresiasi & Aidilfitri MPC 2017 Majlis
 Apresiasi & Aidilfitri MPC 2017 Perhimpunan Bulanan MITI by MAI-MPC Mesyuarat Majlis Produktiviti Negara GRP Day Lawatan BCBN daripada delegasi Vietnam Lawatan daripada Open University Malaysia bersama Brac University Bangladesh MPC Sports Fiesta 2017 106 Laporan Tahunan 2017 annuaL rEporTDIARI KORPORATCORPORATE DIARY MEDIA MASA DAN MEDIA DALAM TALIAN PRINT MEDIA AND ONLINE MEDIA DIARI KORPORAT CORPORATE DIARY 107 Laporan Tahunan 2017 annuaL rEporT 108 Laporan Tahunan 2017 annuaL rEporTDIARI
 KORPORATCORPORATE DIARY PENERBITAN MPC 2017 MPC PUBLICATIONS 2017 109 Laporan Tahunan 2017 annuaL rEporT 110 Laporan Tahunan 2017 annuaL rEporTLAPORAN KEWANGANFINANCIAL REPORT LAPORAN KEWANGAN FINANCIAL REPORT 111 Laporan Tahunan 2017 annuaL rEporT Peruntukan Geran Mengurus dan Pembangunan Tahun 2013-2017 Pada tahun 2017, MPC telah menerima Geran Provision of Management and Development Grants For The Year 2013-2017 In 2017, MPC received a Management Grant of Mengurus sebanyak RM27,933,000 dan Geran RM27,933,000 and Development Grant of Pembangunan sebanyak RM21,020,511.
RM21,020,511.
Jadual 1: Peruntukan Geran Mengurus dan Pembangunan 2013-2017 Table 1: Management and Development Grants Allocation for 2013-2017 2013 2014 2015 2016 2017 36,693,000 37,706,680 33,952,800 31,779,800 27,933,000 8,640,000 3,500,000 3,500,000 2,677,672 21,020,511 45,333,000 41,206,680 37,452,800 34,457,472 48,953,511 Program Programme Geran Mengurus Management Grant Geran Pembangunan Development Grant Jumlah Total Rajah 1: Peruntukan Geran Mengurus dan Pembangunan 2013-2017 Figure 1: Management and Development Grants Allocation for 2013-2017 Geran Mengurus / Management Grant Geran Pembangunan / Development Grant 2013 2014 2015 2016 2017 Jumlah (RM Juta) Total (RM Million) 40 35 30 25 20 15 10 5 0 112 Laporan Tahunan 2017 annuaL rEporTLAPORAN KEWANGANFINANCIAL REPORT Peruntukan Geran Pembangunan mengikut program Allocation of Development Grant by programme is adalah seperti di Jadual 2. shown in Table 2 Jadual 2: Peruntukan Geran Pembangunan Mengikut Program Table 2: Development Grant Allocation by Programme Program / Programme 2013 2014 2015 2016 2017 Program Daya Saing Negara National Competitiveness Programme 1,000,000 Pembangunan Kandungan Pengetahuan Bagi Firma Development of Knowledge Content for Firms – – – – – – – – – Program Memodenkan Peraturan Perniagaan Modernising Business Regulations Programme Program Bagi Kerajaan Negeri dan Kerajaan Tempatan State and Local Government Programmes Skim Peningkatan Produktiviti Enterpris Selaras Dengan Malaysia Produktiviti Blueprint Enterprise Productivity Improvement
 Scheme in line with Malaysia Productivity Blueprint Pembangunan Produktiviti Nexus Malaysia Produktiviti Blueprint Development of Productivity Nexus, Malaysia Productivity Blueprint 7,640,000 3,500,000 3,500,000 892,672 1,500,000 – – – – – – – – – 1,785,000 1,500,000 – – 3,020,511 15,000,000 Jumlah / Total 8,640,000 3,500,000 3,500,000 2,677,672 21,020,511 Rajah 2: Peruntukan Geran Pembangunan Mengikut Program Figure 2: Development Grant Allocation by Programme Jumlah (RM Juta) Total (RM Million) 25 20 15 10 5 0 2013 2014 2015 2016 2017 Pembangunan Produktiviti Nexus Malaysia Produktiviti Blueprint / Development of Productivity Nexus, Malaysia Productivity Blueprint Program Memodenkan Peraturan Perniagaan / Modernising Business Regulations Programme Program Bagi Kerajaan Negeri dan Kerajaan Tempatan / State and Local Government Programme Program Daya Saing Negara National Competitiveness Programme Pembangunan Kandungan Pengetahuan Bagi Firma / Development of Knowledge Contents for Firms 113 Laporan Tahunan 2017 annuaL rEporT Prestasi Perbelanjaan Mengurus MPC Tahun 2013-2017 Perbelanjaan Mengurus MPC pada tahun 2017 MPC’s Operating Expenditure Performance for Year 2013-2017 MPC’s Operating Expenditure in 2017 amounted adalah RM45,037,172 berbanding RM45,469,171 to RM45,037,172 compared to RM45,469,171 in pada tahun 2013 dan RM45,106,591 pada tahun 2013 and RM45,106,591 in 2016.
The operating 2016.

Peratus perbelanjaan mengurus berbanding expenditure ratio against the total income jumlah pendapatan adalah 99%.

Tiada perbezaan was 99%.

There was no significant difference yang ketara berbanding perbelanjaan mengurus over operating expenditure for 2016 and tahun 2016 dan tahun 2013.

Perbelanjaan mengurus 2013.

Operating expenditure is in the range of adalah dalam linkungan RM45 juta.

RM45 million.
Jadual 3: Prestasi Perbelanjaan Mengurus 2013-2017 Table 3: Operating Expenditure Performance 2013-2017 Geran Kerajaan Government Grant Hasil Dalaman Internal Revenue Tambahan Peruntukan Supplementary Allocation 2013 2014 2015 2016 2017 36,693,000 37,706,680 33,952,800 31,779,800 27,933,000 9,549,090 10,000,000 12,000,000 15,928,200 17,313,872 7,987,785 1,892,177 2,239,819 207,200 – Jumlah Selepas Tambahan Total after Supplementary Allocation 54,229,875 49,598,857 48,192,619 47,915,200 45,246,872 45,469,171 47,796,993 48,022,825 45,106,591 45,037,172 84% 96% 100% 94% 100% Rajah 3: Prestasi Perbelanjaan Mengurus 2013-2017 Figure 3: Operating Expenditure Performance 2013-2017 Jumlah Selepas Tambahan / Total After Supplementary Allocation Belanja Sebenar / Actual Expenditure 2013 2014 2015 2016 2017 Belanja Sebenar Actual Expenditure Peratus Percentage Jumlah (RM Juta) Total (RM Million) 60 50 40 30 20 10 0 114 Laporan Tahunan 2017 annuaL rEporTLAPORAN KEWANGANFINANCIAL REPORT Prestasi Perbelanjaan Pembangunan MPC Tahun 2013-2017 Pada tahun 2017, terdapat empat program diperuntuk- MPC Development Expenditure Performance for Year 2013-2017 In 2017, there were four programmes assigned to kan kepada MPC iaitu Program bagi Kerajaan Negeri MPC, namely programme for the State and Local dan Kerajaan Tempatan – Kawal Selia Pembangunan Government - National Policy on the Development dan Pelaksanaan Dasar Negara (NPDIR), Program and Implementation of Regulation (NPDIR), Memodenkan Peraturan Perniagaan untuk Sektor
 Modernising Business Regulations Programmes for Ekonomi (MBR), Program Skim Peningkatan Enterprais Economic Sectors (MBR), Enterprise Improvement Selaras Dengan Malaysia Produktiviti Blueprint Scheme Programmes in line with the Malaysia (SPPE-MPB) dan Program Pembangunan Produktiviti Productivity Blueprint (SPPE-MPB) and Development Nexus Produktiviti Blueprint Malaysia (MPB).Prestasi of Productivity Nexus under the Malaysia Productivity Perbelanjaan Pembangunan program-program adalah Blueprint (MPB).
Development Expenditure seperti di Jadual 4.

Performance by programme is shown in Table 4.
Jadual 4: Prestasi Perbelanjaan Pembangunan 2013-2017 Table 4: Development Expenditure Performance 2013-2017 Program Daya Saing Negara National Competitiveness Programme Pembangunan Kandungan Pengetahuan Bagi Firma Development of Knowledge Content for Firms Program Memodenkan Peraturan Perniagaan (MBR) Modernising Business Regulations Programme (MBR) Program Bagi Kerajaan Negeri dan Kerajaan Tempatan (NPDIR) State and Local Government Programmes (NPDIR) Skim Peningkatan Enterpris Selaras Dengan Malay- sia Produktiviti Blueprint (SPPE) Enterprise Productivity Improvement Scheme in line with Malaysia Productivity Blueprint (SPPE) Pembangunan Produktiviti Nexus Produktiviti Blueprint (MPB) Development of Productivity Nexus, Productivity Blueprint (MPB) Belanja Sebenar Actual Expenditure Peruntukan Diterima Allocation received Peratus Percentage 2013 2014 2015 2016 2017 1,013,701 1,386,605 – – – – – – – – 9,342,893 3,605,393 3,310,171 1,083,697 1,543,350 – – – – – – – – – 1,752,971 1,534,378 – – 3,010,131 91,299 11,743,199 3,605,393 3,310,171 2,836,668 6,179,158 8,640,000 3,500,000 3,500,000 2,677,672 21,020,511 136% 103% 95% 106% 29% 115 Laporan Tahunan 2017 annuaL rEporT Jumlah (RM Juta) Total (RM Million) 10 8 6 4 2 0 Rajah 4: Prestasi Perbelanjaan Pembangunan 2013-2017 Figure 4: Development Expenditure Performance 2013-2017 2013 2014 2015 2016 2017 Program Daya Saingan Negara/ National Competitiveness Programme Pembangunan Kandungan Pengetahuan Firma/ Development of Knowledge Content for Firms Program
 memodenkan Peraturan Perniagaan (MBR)/ Modernising Business Regulations Programme (MBR) Program Bagi Kerajaan Negeri Dan Kerajaan Tempatan (NPDIR)/ State and Local Government Programme (NPDIR) Skim Peningka- tan Enterprais Selara Dengan Malaysia Produktiviti Blueprint (SPPE)/ Enterprise Productivity Improvement Scheme in line with Malaysia Productivity Blueprint (SPPE) Pembangunan Produktiviti Nexus Produk- tiviti Blueprint (MPB)/ Development of Productivity Nexus, Malaysia Productivity Blueprint (MPB) Prestasi Pengurusan Kewangan MPC 2013-2017 MPC telah menggunakan Piawaian Perakaunan MPC Financial Management Performance 2013-2017 MPC has adopted the Malaysian Public Sector Sektor Awam Malaysia (MPSAS) yang berkuat Accounting Standards (MPSAS) which came into kuasa pada 1 Januari 2016.
Penyata kewangan effect on 1 January 2016.

The financial statements 2017 ini merupakan penyata kewangan kedua of 2017 are the second financial statements yang disediakan menggunakan piawaian MPSAS.

using MPSAS standards.

Previously, the financial Sebelum ini penyata kewangan telah disediakan statements had been prepared using Private Entity menggunakan Piawaian Pelaporan Entiti Reporting Standards (PERS).

Persendirian (PERS).


Penyata Kedudukan Kewangan Pada 31 Disember 2016-2017 1) Kedudukan aset bersih pada tahun 2017 adalah RM30,368,638 berbanding RM34,437,901 pada tahun 2016.

Statement Of Financial Position At 31 December 2016-2017 1) Net assets in 2017 amounted to RM30,368,638 compared to RM34,437,901 in 2016.

116 Laporan Tahunan 2017 annuaL rEporTLAPORAN KEWANGANFINANCIAL REPORT 2) Net assets decreased by RM4,069,263 due to 2) Aset bersih berkurang sebanyak RM4,069,263 current revenue deficit.
disebabkan defisit hasil semasa.

3) Peningkatan jumlah aset sebanyak RM8,125,163 was due to an increase in fixed deposits of disebabkan peningkatan deposit tetap sebanyak RM8,463,110.

MPC allocated RM12 million as RM8,463,110.

MPC menyimpan RM12 juta geran fixed deposit for the Nexus programme (total untuk program Nexus sebagai simpanan tetap ( grant of RM15 million).

3) The increase in total assets of RM8,125,163 jumlah geran RM15 juta).
4) Business debtors increased by RM927,009 as 4) Penghutang perniagaan meningkat sebanyak per increase in MPC’s internal revenue.

Various RM927,009 seiring dengan peningkatan hasil debtors increased by RM354,286 million due to dalaman MPC.

Pelbagai penghutang meningkat accrued revenue.

However, there was a decline sebanyak RM354,286 juta disebabkan akru in property, plant and equipment amounting to hasil.
Walau bagaimana pun, berlaku penurunan RM1,122,427 due to no significant puchase of pada hartanah, loji dan peralatan sebanyak assets as well as due to depreciation provisions.

RM1,122,427 disebabkan tiada pembelian aset yang ketara dan juga disebabkan peruntukan 5) Total liabilities increased by RM12,194,426.

This susut nilai.

is due to the development grant from EPU for Productivity Nexus of RM15 million for a period 5) Jumlah liabiliti meningkat sebanyak of 3 years.
The remainder of the development RM12,194,426.

Ini disebabkan pemberian geran programme (deferred grant) in 2017 was pembangunan dari EPU untuk Produktiviti RM28,958,553 compared to RM15,189,952 in Nexus sebanyak RM15 juta bagi tempoh 3 tahun.

2016.

Baki program pembangunan (geran tertunda) pada 2017 adalah RM28,958,553 berbanding 6) Joint venture trust funds decreased by RM15,189,952 pada tahun 2016.

RM2,310,452 due to the utilisation of the SME Corp Lean programme in 2017.
The original 6) Kumpulan wang amanah usaha sama berkurang allocation for SME Corp Lean programme sebanyak RM2,310,452 disebabkan penggunaan amounting to RM5 million was received in peruntukan program SME Corp Lean pada tahun November 2016.

2017.

Peruntukan asal program SME Corp Lean berjumlah RM5 juta, diterima pada November 7) Creditors accrued increased by RM532,483 2016. with total headquarters expenses amounting to RM2,242,717 (2016: RM1,724,505).
Miscellaneous 7) Pemiutang terakru meningkat sebanyak creditors increased by RM494,784 million due RM532,483 dengan jumlah perbelanjaan di to suppliers’ invoices that were received by the ibu pejabat berjumlah RM2,242,717 (2016: headquarters, which were paid in January 2018.

RM1,724,505).
RM1,724,505).

Pelbagai pemiutang meningkat Deposits received reduced by RM513,068 due to sebanyak RM494,784 juta disebabkan inbois payment for the MITI programme given in 2016 pembekal yang diterima di ibu pejabat, yang which amounted to RM500,000.

dibayar pada Januari 2018.

Deposit diterima berkurang sebanyak RM513,068 disebabkan pembayaran program MITI yang diberi pada tahun 2016 sebanyak RM500,000.
117 Laporan Tahunan 2017 annuaL rEporT Jadual 5: Penyata Kedudukan Kewangan 2016-2017 Table 5: Statement of Financial Position 2016-2017 2016 2017 ASET / ASSETS Aset Semasa / Current Assets Deposit tetap, tunai dan baki bank / Fixed deposit, cash and bank balance 38,898,805 46,726,211 Penghutang / Debtors Penghutang pinjaman dan pendahuluan / Debtors for loans and advances Deposit diberi dan prabayar / Deposits and prepaid Jumlah Aset Semasa / Total Current Assets Aset Bukan Semasa / Non-Current Assets Penghutang pinjaman dan pendahuluan / Loan debtors and advances Hartanah, loji dan peralatan / Property, plant and equipment Jumlah Aset Bukan Semasa / Total Non-Current Assets 1,995,356 3,276,651 155,043 336,648 184,730 389,204 41,385,852 50,576,796 339,780 16,965,291 17,305,071 396,426 15,842,864 16,239,290 JUMLAH ASET / TOTAL ASSETS 58,690,923 66,816,086 LIABILITI / LIABILITy Liabiliti Semasa / Current Liabilities Pelbagai pemiutang / Various creditors Deposit diterima / Deposits received Manfaat Kakitangan / Employee Benefits Jumlah Liabiliti Semasa / Total Current Liabilities Liabilities Bukan Semasa / Non-Current Liabilities Manfaat kakitangan / Employee Benefits Hasil bukan pertukaran / Non-Exchange revenue Geran tertunda / Deferred grant Jumlah Liabiliti Bukan Semasa / Total Non-Current Liabilities 2,262,066 539,312 240,455 3,041,833 3,171,108 2,850,129 15,189,952 21,211,189 3,289,333 26,244 290,232 3,605,809 3,343,409 539,677 28,958,553 32,841,639 JUMLAH LIABILITI / TOTAL LIABILITIES 24,253,022
 36,447,448 JUMLAH ASET BERSIH/EKUITI / TOTAL NET ASSETS/EQUITy 34,437,901 30,368,638 Kumpulan Wang Pengurusan / Management Fund Kumpulan Wang Pinjaman Kenderaan / Current Liabilities Kumpulan Wang Pinjaman Komputer / Current Liabilities 32,137,901 28,068,638 2,000,000 300,000 2,000,000 300,000 JUMLAH ASET BERSIH/EKUITI / TOTAL NET ASSETS/EQUITy 34,437,901 30,368,638 118 Laporan Tahunan 2017 annuaL rEporTLAPORAN KEWANGANFINANCIAL REPORT Penyata Prestasi Kewangan Bagi Tahun Berakhir Pada 31 Disember (2013-2017) Pendapatan MPC telah menunjukkan peningkatan Statement Of Financial Performance For The Year Ended 31 December (2013-2017) MPC’s increased by 4% revenue had from sebanyak 4% iaitu dari RM47,178,952 pada tahun RM47,178,952 in 2016 to RM49,108,594 in 2017.
This 2016 kepada RM49,108,594 pada tahun 2017.

Ini was due to an increase in internal revenue of 18% disebabkan peningkatan hasil dalaman sebanyak which amounted to an increase of RM2,090,382.

18% iaitu pertambahan sebanyak RM2,090,382.

Significant increases of 46% for consultation fees, Peningkatan yang ketara adalah dari yuran 19% for convention fees and 22% for other revenues perundingan sebanyak 46%, yuran konvensyen were recorded.

sebanyak 19% dan lain-lain hasil sebanyak 22%.


Berbanding tahun 2013, pendapatan pada tahun by 23%.

This decline was due to a reduction in 2017 telah berkurang sebanyak 23%.

Penurunan ini government grants and MPC internal revenue.

The disebabkan pemberian geran kerajaan dan hasil grants had been reduced from RM49,138,740 in dalaman MPC yang berkurangan.

Pemberian geran 2013 to RM35,184,910 in 2017.


Internal revenue also Compared to 2013, income in 2017 had decreased telah berkurang dari RM49,138,740 pada tahun 2013 decreased by 5%.

kepada RM35,184,910 pada tahun 2017.

Pendapatan hasil dalaman telah berkurang sebanyak 5%.

Expenditure for the year 2017 had increased by 6%, which is an increase of RM3,043,585 as compared to Perbelanjaan bagi tahun 2017 telah menunjukkan 2016.
Increase in spending was due to the increase peningkatan sebanyak 6% iaitu pertambahan in development grants.

Development expenditure in RM3,043,585 berbanding tahun 2016.

Peningkatan 2017 was RM6,714,484 compared to RM3,017,838 in perbelanjaan disebabkan pertambahan geran 2016.

This is in line with the SPPE grant amounting pembangunan.

Perbelanjaan pembangunan pada to RM3,020,511.


However, operating expenditure was tahun 2017 adalah RM6,714,484 berbanding reduced by 8% to RM1,421,613 as compared to 2016.

RM3,017,838 pada tahun 2016.

Ini sejajar dengan This was due to the implementation of expenditure pemberian geran SPPE yang berjumlah RM3,020,511.

savings.

Walau bagaimanapun, perbelanjaan mengurus telah berkurang sebanyak 8% iaitu RM1,421,613 berbanding Other expenditures that increased were emoluments tahun 2016.
Ini disebabkan pelaksanaan penjimatan (RM407,090, 1.6%), conventions (RM334,182, 10%) perbelanjaan.

and depreciation (RM27,280, 1.8%).

The increase in emoluments was due to annual salary increments and Lain-lain perbelanjaan yang meningkat adalah special financial assistance given to civil servants.

emolumen (RM407,090, 1.6%), konvensyen Convention expenditure in 2017 was only 83% of (RM334,182, 10%) dan susut nilai (RM27,280, 1.8%).
total convention revenue derived, compared to 89% Peningkatan emolumen adalah disebabkan kenaikan in 2016.

Expenditure performance was improved gaji tahunan dan pemberian bantuan khas kewangan with convention revenue increasing by RM702,548 kepada kakitangan awam.

Perbelanjaan konvensyen as compared to 2016. pada tahun 2017 hanya 83% dari jumlah hasil konvensyen yang diperolehi, berbanding 89% pada Compared to 2013, expenditure has decreased by tahun 2016.
Prestasi perbelanjaan adalah lebih baik 13%, which is RM7,868,834, in line with the reduction dengan hasil konvensyen yang meningkat sebanyak of government grants.

RM702,548 berbanding tahun 2016.

Berbanding tahun 2013, perbelanjaan telah berkurang sebanyak 13% iaitu RM7,868,834, sejajar dengan pengurangan pemberian geran kerajaan.
119 Laporan Tahunan 2017 annuaL rEporT Defisit pendapatan MPC pada tahun 2017 berjumlah MPC’s revenue deficit in 2017 amounted to RM4,069,263 berbanding RM2,955,320 pada tahun RM4,069,263, compared to RM2,955,320 in 2016.

2016.

Peningkatan defisit pendapatan sebanyak The increase in revenue deficit of RM1,113,943 was RM1,113,943 disebabkan pengurangan geran due to a reduction in the managed grant received in mengurus yang diterima pada tahun 2017.

2017.
2017.

Penyata Pendapatan MPC dari tahun 2013-2017 MPC’s Income Statement from 2013-2017 is shown in adalah seperti di Jadual 6.

Table 6.
Jadual 6: Penyata Prestasi Kewangan Tahun 2013-2017 Table 6: Statement Financial Performance for 2013-2017 2013 2014 2015 2016 2017 PENDAPATAN / INCOME Pemberian Kerajaan Persekutuan Federal Government Grant Pelbagai Pendapatan Miscellaneous Income PERBELANJAAN /EXPENDITURE Emolumen / Emoluments Pelbagai perbelanjaan / Miscellaneous Expenditure Susut Nilai / Depreciation LEBIHAN PENDAPATAN SEBELUM CUKAI / SURPLUS INCOME BEFORE TAX Cukai/ Tax LEBIHAN PENDAPATAN SELEPAS CUKAI / SURPLUS INCOME AFTER TAX (943,993) (2,482,595) (4,069,263) 2,714,433 720,090 (943,993) (2,482,595) (4,069,263) Penyata Aliran Tunai Bagi Tahun Berakhir 31 Disember 2013-2017 Jumlah wang tunai dan deposit tetap pada tahun Cash Flow Statement For The Year Ended 31 December 2013-2017 Total cash and fixed deposits in 2017 amounted 2017 adalah sebanyak RM46,726,211 berbanding to RM46,726,211 compared to RM38,898,805 in RM38,898,805 pada tahun 2016.
Peningkatan 2016.

The increase of 20% is due to the increase in sebanyak 20% adalah disebabkan pertambahan government grants of RM14,496,039.

Compared to geran kerajaan sebanyak RM14,496,039.


2013, total cash and deposits increased by 18% due Berbanding tahun 2013, jumlah wang tunai dan to an increase in government grants of RM11,260,511 120 Laporan Tahunan 2017 annuaL rEporTLAPORAN KEWANGANFINANCIAL REPORT deposit meningkat sebanyak 18% disebabkan and an increase in cash receipts from various pertambahan geran kerajaan sebanyak RM11,260,511 revenue sources of RM1,041,553.
The Cash Flow dan pertambahan terimaan tunai pelbagai hasil Statement for 2013-2017 is shown in Table 7. sebanyak RM1,041,553.

Penyata aliran tunai bagi tahun 2013-2017 adalah seperti di Jadual 7.
Jadual 7: Penyata Aliran Tunai 2013-2017 Table 7: Cash Flow Statement 2013-2017 2013 2014 2015 2016 2017 ALIRAN TUNAI DARI AKTIVITI OPERASI/ CASH FLOW FROM OPERATIONAL ACTIVITIES Terimaan Tunai dari Kerajaan Persekutuan Cash received from Federal Government Terimaan Tunai Pelbagai Hasil / Cash Received from Various Sources Bayaran Tunai Kepada Pekerja Dan Pembekal / Cash Payments to Employees and Suppliers TUNAI BERSIH DARI ACTIVITI OPERASI / NET CASH FROM OPERATING ACTIVITIES ALIRAN TUNAI DARI AKTIVITI PELABURAN/ CASH FLOW FROM OPERATIONAL ACTIVITIES 37,693,000 41,206,680 37,452,800 34,457,472 48,953,511 10,230,600 9,704,342 9,647,273 11,086,496 11,272,153 (57,156,512) (47,885,360) (46,056,028) (52,058,909) (53,149,358) (9,232,912) (3,025,662) 1,044,045 (6,514,941) 7,076,306 Pembelian Aset / Purchase of Assets (999,597) (782,853) (470,053) (350,430) (403,991) Faedah Diterima / Interest Received 1,431,561 1,098,136 991,647 1,286,483 1,116,816 TUNAI BERSIH DARI AKTIVITI PELABURAN NET CASH FROM INVESTMENT ACTIVITIES 431,964 315,283 521,594 936,053 712,825 PERTAMBAHAN BERSIH TUNAI & SETARA TUNAI / SURPLUS NET CASH AND CASH EQUIVALENT TUNAI DAN KESETARAAN TUNAI PADA AWAL TAHUN / CASH AND CASH EQUIVALENT AT THE BEGINNING OF THE yEAR TUNAI DAN KESETARAAN TUNAI PADA AKHIR TAHUN / CASH AND CASH EQUIVALENT AT THE END OF THE yEAR TERDIRI DARIPADA: / COMPRISES OF: Wang tunai di tangan dan baki bank / Cash in Hand and Bank Balances Deposit tetap dengan bank / Fixed Deposit (8,800,948) 3,340,945 1,565,639 (5,578,888)
 7,827,406 48,372,057 39,571,109 42,912,054 44,477,693 38,898,805 39,571,100 42,912,054 44,477,693 38,898,805 46,726,211 7,958,210 14,702,457 9,775,571 9,862,531 9,226,827 31,612,890 28,209,597 34,702,122 29,036,274 37,499,384 39,571,100 42,912,054 44,477,693 38,898,805 46,726,211 121 Laporan Tahunan 2017 annuaL rEporT Maklumat Hasil Dalaman MPC Hasil dalaman MPC yang utama terdiri dari yuran MPC Internal Revenue MPC’s internal revenue comprises programme fees program untuk Badan Berkanun, Pihak Berkuasa for Statutory Bodies, Local Authorities and the Tempatan dan pihak swasta.
Hasil dalaman MPC Private Sector.

MPC's internal revenue in 2017 was pada tahun 2017 adalah sebanyak RM13,923,684, RM13,923,684, an increase of 18% compared to 2016. meningkat sebanyak 18% berbanding tahun 2016.

This was due to increase in demand for programmes Ini disebabkan peningkatan permintaan terhadap relating to consultancy and systems development program perundingan & pembangunan sistem dan and conventions.

However, compared to 2013 konvensyen.


Walau bagaimanapun, berbanding and 2014, MPC's revenue decreased by 5% and 6% tahun 2013 dan 2014, pendapatan MPC menurun respectively.

The performance of MPC's internal sebanyak 5% dan 6%.

Prestasi hasil dalaman MPC revenue is shown in Table 8. adalah seperti di Jadual 8.
Jadual 8: Hasil Dalaman MPC 2013-2017 Table 8: MPC’s Internal Revenue 2013-2017 2013 2014 2015 2016 2017 HASIL yANG DIKUTIP / REVENUE COLLECTED Yuran Program / Programme Fee 12,596,360 13,074,770 12,094,381 10,050,583 11,742,536 Faedah Atas Pinjaman Komputer dan Kenderaan / Interest on Computer and Vehicle loans 25,722 28,442 23,135 23,652 24,663 Faedah Bank / Bank Interest 1,387,983 1,038,922 956,415 1,262,831 1,523,383 Sewaan / Rentals 549,184 575,558 414,757 385,464 471,723 Pelbagai Pendapatan / Miscellaneous Income 63,135 123,758 97,466 55,552 161,379 JUMLAH HASIL / TOTAL REVENUE 14,622,384 14,841,450 13,588,154 11,778,082 13,923,684 % Kenaikan Kutiapan Hasil % Increase in Revenue -24.43 1.50 -8.44 -13.32 18.22 122 Laporan Tahunan 2017 annuaL rEporTLAPORAN KEWANGANFINANCIAL REPORT Rajah 5: Hasil Dalaman MPC 2013-2017 Figure 5: MPC’s Internal Revenue 2013-2017 Jumlah (RM Juta) Total (RM Million) 15 12 9 6 3 0 Jumlah Hasil / Total Revenue 2013 2014 2015 2016 2017 Penyumbang Hasil Dalaman MPC Yuran program merupakan penyumbang hasil MPC’s Internal Revenue Contibutions Programme fees was the largest contributor to dalaman MPC yang terbesar iaitu sebanyak 84.33%.
MPC’s internal revenue of 84.33%.

This is followed Ini diikuti oleh faedah bank 10.94% (simpanan by bank interest of 10.94% (fixed deposits), rental tetap), sewaan dewan dan asrama 3.39%, lain- of halls and hostels of 3.39%, miscellaneous income lain pendapatan 1.16% dan faedah atas pinjaman of 1.16% and interest on computer loans and komputer dan kenderaan 0.18%.

Yuran program vehicles of 0.18%.


Programme fees include course adalah terdiri dari yuran kursus, yuran perundingan fee, consultancy and systems development fee, dan pembangunan sistem, yuran konvensyen, yuran convention fee, certification fee and research fee.

pensijilan dan yuran penyelidikan.
Rajah 6: Peratus Komposisi Hasil MPC Pada Tahun 2017 Figure 6: Percentage of MPC’s Revenue Composition 2017 3.4% 1.2% 84.3% 10.9% 0.2% Yuran Program / Programme Fees Faedah Bank / Bank Interest Sewaan / Rentals Pelbagai Pendapatan / Miscellaneous Faedah Atas Pinjaman Komputer dan Kereta / Interest On Computer and Vehicle loans 123 Laporan Tahunan 2017 annuaL rEporT 124 Laporan Tahunan 2017 annuaL rEporTLAPORAN KEWANGANFINANCIAL REPORT 125 Laporan Tahunan 2017 annuaL rEporT 126 Laporan Tahunan 2017 annuaL rEporTLAPORAN KEWANGANFINANCIAL REPORT 127 Laporan Tahunan 2017 annuaL rEporT 128 Laporan Tahunan 2017 annuaL rEporTLAPORAN KEWANGANFINANCIAL REPORT 129 Laporan Tahunan 2017 annuaL rEporT Penyata Kedudukan Kewangan Pada 31 Disember 2017 Statement of Financial Position As at 31 December 2017 Nota Notes 2017 RM Seperti yang dinyatakan semula As restated 2016 RM ASET SEMASA | CURRENT ASSETS Baki bank dan wang tunai | Cash and bank Balance 9,226,827 9,862,531 Deposit tetap di institusi kewangan | Fixed deposit at financial institutions 37,499,384 29,036,274 Urusniaga pertukaran belum terima | Exchange transactions receivable ASET BUKAN SEMASA | NON-CURRENT ASSETS Urusniaga pertukaran belum terima | Exchange transactions receivable Hartanah, loji dan peralatan | Property, Plant and Equipment JUMLAH ASET | TOTAL ASSETS LIABILITI SEMASA / CURRENT LIABILITIES Urusniaga pertukaran belum bayar | Exchange transactions that have not been paid Peruntukan manfaat kakitangan | Provision for Employee Benefits LIABILITI BUKAN
 SEMASA | NON-CURRENT LIABILITES Peruntukan manfaat kakitangan | Provision for Employee Benefits Kumpulan wang amanah usahasama | Joint trust funds Geran tertunda | Outstanding grants JUMLAH LIABILITI | TOTAL LIABILITIES ASET BERSIH | NET ASSETS ASET BERSIH/EKUITI / NET ASSETS/EQUITY Kumpulan wang pengurusan | Management fund 10 28,068,638 32,137,901 Kumpulan wang pinjaman kenderaan | Vehicle loan fund Kumpulan wang pinjaman komputer | Computer loan fund 2,000,000 2,000,000 300,000 300,000 JUMLAH ASET BERSIH /EKUITI | TOTAL NET ASSESTS/EQUITY 30,368,638 34,437,901 Nota-nota yang dilampirkan adalah sebahagian dari penyata kewangan ini.
The accompanying notes are an integral part of these financial statements.
130 Laporan Tahunan 2017 annuaL rEporTLAPORAN KEWANGANFINANCIAL REPORT Penyata Prestasi Kewangan Bagi Tahun Kewangan Berakhir 31 Disember 2017 Statement Of Financial Performance For The Financial Year Ended 31 December 2017 Hasil Daripada Urusniaga Bukan Pertukaran Revenue From Non-Exchange Transactions Pemberian Kerajaan Persekutuan | Federal Government Grant Hasil Daripada Urusniaga Pertukaran Revenue From Exchange Transactions Yuran latihan, perundingan & pensijilan | Training, consultancy & certification fees Yuran konvensyen | Convention fees Faedah deposit tetap | Interest from fixed deposit Sewaan | Rental Faedah bank | Bank interest Faedah atas pinjaman komputer & kenderaan | Interest from computer & vehicle loans Pelbagai pendapatan | Miscellaneous income Keuntungan jualan aset | Profit from assets sold Pemulihan hutang ragu | Recoverable doubtful debts Nota Notes 2017 RM Seperti yang dinyatakan semula As restated 2016 RM 11 35,184,910 35,345,650 7,381,259 4,361,277 1,450,435 471,723 72,948 24,663 90,401 38,268 32,710 6,391,854 3,658,729 1,181,535 385,464 81,296 23,652 42,727 12,825 55,220 JUMLAH HASIL | TOTAL REVENUE 49,108,594 47,178,952 Perbelanjaan Pengurusan | Management Expenditure Emolumen | Emoluments Perjalanan dan sara hidup | Travel and subsistance Pengangkutan barang-barang | Transportation of goods Perhubungan | Communication Utiliti | Utilities Sewaan | Rental Perkhidmatan percetakan | Printing Services Bekalan dan alatan | Supplies and Tools Penyelenggaraan dan pembaikan yang dibeli |
 Maintenance and repairs purchased Perkhidmatan ikhtisas dan hospitaliti | Professional services and hospitality Bayaran juruaudit | Payment to auditors Yuran keahlian | Membership fees Manfaat kakitangan | Employee benefits Hutang lapuk dilupuskan | Written off bad debts Hutang ragu | Doubtful debts Cukai barang dan perkhidmatan | Goods and service tax Taksiran dan cukai tanah | Assessment and Quit rent Perbelanjaan konvensyen | Convention expenditure Susutnilai hartanah, loji dan peralatan | Depreciation of property, plant and equipment Perbelanjaan Pembangunan | Development Expenditure 12 13 25,326,034 1,069,788 27,261 345,369 1,159,814 1,657,794 469,116 601,971 2,139,000 6,639,163 30,125 1,155,125 476,860 76,263 - 172 159,743 3,603,365 1,526,410 6,714,484 24,918,944 1,220,933 38,672 431,257 1,167,028 1,681,927 485,302 813,113 2,264,192 7,168,078 30,465 1,095,543 783,260 63,153 14,730 7,317 164,207 3,269,183 1,499,130 3,017,838 JUMLAH PERBELANJAAN | TOTAL EXPENDITURE 53,177,857 50,134,272 DEFISIT TAHUN SEMASA | CURRENT YEAR DEFICIT (4,069,263) (2,955,320) Nota-nota yang dilampirkan adalah sebahagian dari penyata kewangan ini.
The accompanying notes are an integral part of these financial statements.
131 Laporan Tahunan 2017 annuaL rEporT Penyata Perubahan Dalam Aset Bersih/Ekuiti Bagi Tahun Kewangan Berakhir 31 Disember 2017 Statement Of Changes In Net Assets / Equity For The Financial Year Ended 31 December 2017 Kumpulan Wang Pengurusan Management fund RM Kumpulan Wang Pinjaman Kenderaan Vehicle Loan fund RM Kumpulan Wang Pinjaman Komputer Computer Loan Fund RM Jumlah Total RM 33,182,289 2,000,000 300,000 35,482,289 1,910,932 - - 1,910,932 - 35,093,221 2,000,000 300,000 37,393,221 (2,955,320) - - (2,955,320) Pada 1 Januari 2016 seperti yang dinyatakan sebelum As at 1 January 2016 as stated before Kesan penggunaan MPSAS The effects of the use of MPSAS Pada 1 Januari 2016 seperti yang dinyatakan semula As at 1 January 2016 as restated Defisit tahun semasa Deficit for the current year Pada 31 Disember 2016 As at 31 December 2016 32,137,901 2,000,000 300,000 34,437,901 Pada 31 Disember 2016 seperti yang dinyatakan sebelum As at 31 December 2016 as stated before Kesan penggunaan MPSAS The effects of the use of MPSAS 30,699,694 2,000,000 300,000 32,999,694 1,438,207 - - 1,438,207 Pada 31 Disember 2016 seperti yang dinyatakan semula As at 31 December 2016, as restated 32,137,901 2,000,000 300,000 34,437,901 Defisit tahun semasa Deficit for the current year Pada 31 Disember 2017 As at 31 December 2017 (4,069,263) - - (4,069,263) 28,068,638 2,000,000 300,000 30,368,638 Nota-nota yang dilampirkan adalah sebahagian dari penyata kewangan ini.
The accompanying notes are an integral part of these financial statements.
132 Laporan Tahunan 2017 annuaL rEporTLAPORAN KEWANGANFINANCIAL REPORT Penyata Aliran Tunai Bagi Tahun Kewangan Berakhir 31 Disember 2017 Cash Flow Statement For The Financial Year Ended 31 December 2017 ALIRAN TUNAI DARI AKTIVITI OPERASI CASH FLOW FROM OPERATING ACTIVITIES Terimaan tunai dari kerajaan persekutuan Cash received from the Federal Government Terimaan tunai pelbagai hasil Cash received from various sources Bayaran tunai kepada pekerja dan pembekal Cash payments to employess and suppliers Tunai bersih dari aktiviti operasi Net cash from operating activities ALIRAN TUNAI DARI AKTIVITI PELABURAN CASH FLOW FROM INVESTMENT ACTIVITIES Pembelian hartanah, loji dan peralatan Purchase of property, plant and equipment Faedah diterima Interest received Keuntungan dari jualan hartanah, loji dan peralatan Profit from the sale of property, plant and equipment Tunai bersih dijana dari aktiviti pelaburan Net cash from investment activities Pertambahan/(Pengurangan) bersih tunai dan setara tunai Increase (Decrease) in net cash and cash equivalent Tunai dan setara tunai pada awal tahun Cash and cash equivalent at the beginning of the year Nota Notes 2017 RM 2016 RM 48,953,511 34,457,472 11,272,153 11,086,496 (53,149,358) (52,058,909) 7,076,306 (6,514,941) (403,991) (350,430) 1,116,816 1,286,483 38,275 - 751,100 936,053 7,827,406 (5,578,888) 38,898,805 44,477,693 Tunai dan setara tunai pada akhir tahun Cash and cash equivalent at the end of the year 46,726,211 38,898,805 TUNAI DAN SETARA TUNAI CASH AND CASH
 EQUIVALENT Wang tunai di tangan dan baki bank Cash and Bank Balance Deposit tetap di institusi kewangan Fixed Deposits at financial institutions 9,226,827 9,862,531 37,499,384 29,036,274 46,726,211 38,898,805 Nota-nota yang dilampirkan adalah sebahagian dari penyata kewangan ini.
The accompanying notes are an integral part of these financial statements.
133 Laporan Tahunan 2017 annuaL rEporT Penyata Perbandingan Bajet Mengurus Dan Amaun Sebenar Bagi Tahun Kewangan Berakhir 31 Disember 2017 Statement Of Operation Budget And Actual For The Financial Year Ended 31 December 2017 BELANJA MENGURUS / OPERATION EXPENSES Gaji dan upahan / Salary and wages Elaun tetap / Fixed allowance Tambahan kos kakitangan / Additional staff cost Elaun lebih masa / Overtime / Other financial benefits Faedah-faedah kewangan yang lain / Finance interests Bajet Asal Proposed Budget RM Bajet Akhir Actual Budget RM Belanja Sebenar Actual Expenditure RM Varian Bajet Budget Variance RM 19,200,000 4,910,000 17,200,000 4,410,000 17,188,915 4,394,810 3,250,000 3,000,000 2,984,129 350,000 400,000 230,000 555,000 213,908 544,272 11,085 15,190 15,871 16,092 10,728 EMOLUMEN / EMOLUMENTS 28,110,000 25,395,000 25,326,034 68,966 Perjalanan dan sara hidup / Travel and Subsistance Pengangkutan barang-barang Transportation of goods Perhubungan dan utiliti Communication and utilities Sewaan / Rental Bahan-bahan penyelenggaraan / Maintenance materials Bekalan dan bahan-bahan lain / Supplies and other materials Penyelenggaraan dan pembaikan kecil Maintenance and repairs Perkhidmatan ikhtisas Professional services PERKHIDMATAN DAN BEKALAN SERVICES AND SUPPLIES 1,190,000 1,080,000 1,069,788 10,212 49,000 34,000 27,261 1,324,200 2,071,600 56,100 741,300 1,514,200 1,666,600 61,100 551,300 1,505,183 1,657,794 56,291 545,680 1,555,500 2,150,500 2,139,000 8,335,400 10,755,400 10,736,328 6,739 9,017 8,806 4,809
 5,620 11,500 19,072 15,323,100 17,813,100 17,737,325 75,775 Kenderaan / Vehicles Perabut dan kelengkapan / Furniture and Fixtures - 100,000 323,272 120,000 292,344 111,647 ASET / ASSETS 100,000 443,272 403,991 Pemberian dalam negeri / Domestic contributions Pemberian luar negeri / Foreign contributions Ganjaran cuti rehat / Employee Benefits 3,000 1,217,500 - 3,000 1,157,500 265,000 - 1,155,125 254,782 SUMBANGAN / CONTRIBUTIONS 1,220,500 1,425,500 1,409,907 Cukai dan pelbagai / Taxes and miscellaneous
 PERBELANJAAN LAIN / OTHER EXPENSES 170,000 170,000 170,000 170,000 159,915 159,915 30,928 8,353 39,281 3,000 2,375 10,218 15,593 10,085 10,085 JUMLAH PERBELANJAAN / TOTAL EXPENDITURE 44,923,600 45,246,872 45,037,172 209,700 SUMBER DALAMAN / INTERNAL SOURCES PEMBERIAN KERAJAAN / GOVERNMENT CONTRIBUTION 16,990,600 27,933,000 17,313,872 27,933,000 17,104,172 27,933,000 209,700 - JUMLAH/ TOTAL 44,923,600 45,246,872 45,037,172 209,700 134 Laporan Tahunan 2017 annuaL rEporTLAPORAN KEWANGANFINANCIAL REPORT Penyata Perbandingan Bajet Pembangunana Dan Amaun Sebenar Bagi Tahun Kewangan Berakhir 31 Disember 2017 Statement Of Development Budget And Actual For The Financial Year Ended 31 December 2017 Bajet Asal Proposed Budget RM Bajet Akhir Actual Budget RM Belanja Sebenar Actual Expenditure RM Varian Bajet Budget Variance RM BELANJA PEMBANGUNAN / DEVELOPMENT EXPENSES Program Bagi Kerajaan Negeri dan Kerajaan Tempatan (NPDIR)/ Programme for State and Local Government (NPDIR) 2,000,000 1,500,000 1,534,378 (34,378) Program Memodenkan Peraturan Perniagaan Untuk Sektor Ekonomi (MBR) / Programme for Modernising Business Regulations for Economic Sectors Skim Peningkatan Produktiviti Enterpris Selaras Dengan Malaysia Produktiviti Blueprint (SPPE-MPB) / Scheme for Enhancing Enterprise Productivity in line with the Malaysia Productivity Blueprint (SPPE-MPB) Pembangunan Produktiviti Nexus Malaysia Produktiviti Blueprint (MPB) / Development of Productivity Nexus Malaysia Productivity
 Blueprint (MPB) 1,000,000 1,500,000 1,543,350 (43,350) 5,000,000 3,020,511 3,010,131 10,380 15,000,000 15,000,000 91,299 14,908,701 JUMLAH PERBELANJAAN / TOTAL EXPENDITURE 23,000,000 21,020,511 6,179,158 14,841,353 Nota-nota kepada penyata perbandingan bajet dan amaun sebenar:- Notes to the budget comparison statement and actual amount: 1.
Bajet diluluskan berdasarkan asas akruan mengikut klasifikasi fungsi yang terdiri daripada objek dan program.

Bajet yang diluluskan adalah meliputi tempoh fiskal daripada 1 Januari 2017 sehingga 31 Disember 2017.

1.

The budget is approved on an accrual basis following the function classification of the object and program.

The approved budget covers the fiscal period from 1 January 2017 to 31 December 2017.

2.
2.

Yang Berhormat Perdana Menteri telah membentangkan bajet 2017 di Parlimen pada 21 Oktober 2016.

Tambahan bajet mengurus telah diluluskan oleh sebanyak RM323,272 Lembaga Pengarah MPC (BOD) pada mesyuarat BOD Bil 2/2017 bertarikh 25 Mei 2017.

3.

Lembaga Pengarah telah meluluskan agihan semula peruntukan mengurus pada mesyuarat BOD Bil 1/2018.

Tiada perbezaan yang ketara di antara perbelanjaan sebenar mengurus dengan bajet akhir.

Peratus perbelanjaan keseluruhan mengurus adalah 99.5%.

4.
4.

Perbadanan menggunakan sumber dalaman sebanyak RM17,104,172 dan pemberian kerajaan bagi membiayai sebanyak RM27,933,000 2.

The Prime Minister tabled the 2017 budget in Parliament on October 21, 2016.

The MPC Board of Directors (BOD) at the BOD meeting No.

2/2017 dated May 25, 2017 approved an additional budget of RM323,272.

the 3.

The Board approved redistribution of operationl budget at BOD meeting No.

1/2018.
1/2018.

There is no significant difference between actual spending in managing the final budget.

The overall cost of operations is 99.5%.

4.

The Corporation resources used of RM17,104,172 and government grants of RM27,933,000 to finance operating expenses.

internal 135 Laporan Tahunan 2017 annuaL rEporT 5.

The Corporation used 101% of the MBR development budget, NPDIR and SPPE.

The Corporation used the balance of the previous year’s budget to cover the excess of development expenditure for 2017.

6.
6.

The allocation of RM15,000,000 the development project on Productivity NEXUS - Malaysia Productivity Blueprint (MPB) is for the period 2017 to 2020 (4 years).

for 7.

The expenses of the Nexus allocation is low as these expenses can only be made after the establishment of the Nexus Governing Commitee (NGC).

It aims to manage projects under the Productivity Nexus.

8.

The first NGC held in 2017 is only for “Retail, Food and Beverages” and “Chemicals & Chemical Products”.

9.
9.

Productivity Nexus is a new initiative for 2017 which requires new procurement processes, where these processes were still at the stage of discussion at that time.

perbelanjaan mengurus.

5.

Perbadanan menggunakan bajet pembangunan MBR, NPDIR dan SPPE.

Perbadanan menggunakan baki peruntukan tahun terdahulu lebihan perbelanjaan untuk menampung pembangunan bagi tahun 2017.

101% 6.
101% 6.

Peruntukan Projek Pembangunan Produktiviti NEXUS - Malaysia Productivity Blueprint (MPB) yang berjumlah RM15,000,000 adalah bagi tempoh 2017 hingga 2020 (4 tahun).

7.

Perbelanjaan bagi peruntukan Nexus adalah rendah kerana perbelanjaan hanya dapat dibuat selepas pembentukan Nexus Governing Commitee (NGC).

Ia bertujuan untuk mengurus tadbir projek- projek di bawah Produktiviti Nexus.

8.
8.

NGC yang pertama diadakan pada tahun 2017 hanyalah untuk “ Retail, Food and Beverages” dan “ Chemicals & Chemical Products”.

9.

Produktiviti Nexus merupakan inisiatif baru untuk tahun 2017 yang memerlukan proses-proses perolehan baru, dimana proses-proses ini masih pada peringkat perbincangan pada waktu itu.
136 Laporan Tahunan 2017 annuaL rEporTLAPORAN KEWANGANFINANCIAL REPORT NOTA-NOTA kepAdA peNyATA kewANgAN BAgi TAhuN BerAkhir 31 disemBer 2017 NOTes TO The fiNANciAl sTATemeNT fOr The yeAr eNded 31 decemBer 2017 1.

MAKluMAT PErBADANAN 1.

COrPOrATE INFOrMATION Perbadanan Produktiviti Malaysia (MPC) dahulunya dikenali sebagai Pusat Daya Pengeluaran Negara ditubuhkan di bawah Akta (Memperbadankan) Majlis Daya Pengeluaran Negara Bil.
19 pada tahun 1966 (pindaan 1975 “Akta A305 1975” dan pindaan 1991 “Akta A801 1991”).

Ia dikenali sebagai Perbadanan Produktiviti Negara mulai 1 Disember 1991.

Perbadanan Produktiviti Negara sekali lagi dengan rasminya telah dikenali sebagai Perbadanan Produktiviti Malaysia bermula 21 Februari 2008.

Malaysian Productivity Corporation (MPC) formerly known as the National Productivity Center was incorporated under the National Production Council (Incorporation) Act No.
19 in 1966 (1975 amendment “Act A305 1975” and amendment 1991 “Act A801 1991”).

It was then known as the National Productivity Corporation from 1 December 1991.

The National Productivity Corporation was officially renamed as Malaysia Productivity Corporation as of 21 February 2008.

Objektif korporat Perbadanan adalah: • Menyediakan maklumat mengenai produktiviti, kualiti, daya saing dan amalan-amalan terbaik melalui aktiviti penyelidikan dan pembangunan pangkalan data.
• Membangunkan modal insan dan kecemerlangan organisasi bagi membentuk masyarakat berasaskan latihan, pembangunan pengetahuan menerusi sistem dan amalan-amalan terbaik.

• Memupuk budaya kreatif dan inovatif melalui jalinan program-program promosi P&Q dan kerjasama.

Objectives of the Corporation are: • Providing value-added information on productivity, quality, competitiveness and best practices through research activities and databases.
• Developing human capital and organisational excellence for building a knowledge-based society through training, systems development and best practices.

• Nurturing innovative and creative culture productivity partnership programmes.

and competitiveness for through Penyata Kewangan Perbadanan Produktiviti Malaysia (MPC) bagi tahun berakhir 31 Disember 2017 yang telah di audit telah dibentang dan diluluskan oleh Lembaga Pengarah melalui resolusi bertarikh 15 Ogos 2018.
The Malaysian Productivity Corporation (MPC) Financial Statement for the year ended 31 December 2017 which was audited was tabled and approved by the Board by resolution dated 15 August 2018.

2.

ASAS PENYEDIAAN PENYATA 2.

BASIS OF PrEPArATION OF FINANCIAl KEwANgAN STATEMENTS 2.1.

Asas Perakaunan Penyata Kewangan Perbadanan telah disediakan menurut Piawaian Perakaunan Sektor Awam Malaysia (MPSAS).

2.1.
2.1.

Basis of Accounting The Corporation’s Financial Statements have been prepared in accordance with Malaysian Public Sector Accounting Standards (MPSAS).

2.2.
Perubahan dalam polisi perakaunan Polisi-polisi perakaunan yang diterima pakai adalah konsisten dengan tahun kewangan yang lepas kecuali seperti berikut: • MPSAS 34, Penyata Kewangan Berasingan • MPSAS 35, Penyata Kewangan Disatukan • MPSAS 36, Pelaburan dalam Syarikat Bersekutu dan Usahasama • MPSAS 37, Pengaturan Bersama • MPSAS 38, Pendedahan Kepentingan di dalam Entiti Lain Pada 1 Januari 2017, Perbadanan telah menerima pakai piawaian MPSAS yang diwajibkan bagi tempoh kewangan tahunan bermula pada atau selepas 1 Januari 2017.
Perbadanan menggunapakai pengecualian peralihan dimana entiti diberi tempoh selama tiga tahun selepas 2.2.
Changes in accounting policies The applicable accounting policies are consistent with the previous financial year except as follows: • MPSAS 34, Seperate Financial Statements • MPSAS 35, Consolidated Fianacial Statements • MPSAS 36, Investments in Associates and Joint Ventures • MPSAS 37, Joint Arrangements • MPSAS 38, Disclosure of Interests in Other Entities On 1 January 2017, the Corporation has adopted the mandatory MPSAS standard for the annual financial period beginning on or after January 1, 2017.
The Corporation applies transitional exemptions in which the entity is given three years after the date of first adoption of the accounting according to MPSAS to recognise certain assets and / or liabilities.

The effect of the exchange on MPSAS is shown in Note 18.
137 Laporan Tahunan 2017 annuaL rEporTNOTA-NOTA kepAdA peNyATA kewANgAN BAgi TAhuN BerAkhir 31 disemBer 2017NOTes TO The fiNANciAl sTATemeNT fOr The yeAr eNded 31 decemBer 2017 tarikh pertama kali entiti menerima pakai perakaunan menurut MPSAS untuk mengiktiraf aset dan/atau liabiliti tertentu.

Kesan pertukaran kepada MPSAS ditunjukkan pada Nota 18.

2.3.

Basis of Measurement The financial statements have been prepared using the historical cost basis unless otherwise stated in Note 3.

2.3.
2.3.

Asas Pengukuran ini telah disediakan dengan Penyata kewangan menggunakan asas kos sejarah melainkan dinyatakan sebaliknya di dalam Nota 3.

2.4.

Functional and Presentation Currency The financial statements are presented in Ringgit Malaysia (RM), which is the functional currency of the Corporation.

2.4.

Matawang Persembahan dan Fungsian Penyata kewangan Malaysia (RM), Perbadanan.

ini dinyatakan pada Ringgit fungsian untuk iaitu matawang 2.5.
Anggaran dan Pertimbangan Perakaunan Signifikan Penyediaan penyata kewangan yang mematuhi MPSAS memerlukan pihak pengurusan membuat pertimbangan, anggaran dan andaian yang memberi kesan kepada penggunaan polisi perakaunan dan amaun aset, liabiliti, pendapatan dan perbelanjaan.

Keputusan sebenar mungkin berbeza daripada anggaran ini.

Anggaran dan andaian asas disemak secara berterusan.
Semakan ke atas anggaran perakaunan diiktiraf dalam tempoh di mana anggaran tersebut disemak dan dalam mana-mana tempoh masa depan yang terlibat.

Tiada bahagian signifikan dalam ketidakpastian anggaran dan pertimbangan kritikal dalam mengguna pakai dasar perakaunan yang mempunyai kesan ketara ke atas amaun yang diiktiraf dalam penyata kewangan selain daripada yang dinyatakan dalam nota-nota kepada penyata kewangan.

3.
3.

POlISI PErAKAuNAN PENTINg Polisi-polisi perakaunan berikut telah digunakan secara konsisten dalam tempoh tahun kewangan yang dibentangkan di dalam penyata kewangan melainkan jika dinyatakan sebaliknya.

3.1.

Instrumen Kewangan 3.1.1.

Aset Kewangan (a) Pengiktirafan dan Taksiran Awal Aset kewangan diiktiraf dalam Penyata Kedudukan Kewangan apabila Perbadanan menjadi satu pihak kepada peruntukan kontrak instrumen berkenaan.
Aset-aset kewangan dikelaskan seperti berikut:- • Aset kewangan pada nilai saksama melalui lebihan atau defisit; • Pinjaman dan penghutang; 138 2.5.

Estimates and Significant Changes in Accounting The preparation of financial statements that comply with MPSAS requires management to make judgments, estimates and assumptions that affect the application of accounting policies and amounts of assets, liabilities, income and expenses.

Actual results may differ from this estimate.


Basic estimates and assumptions are reviewed on a continuous basis.

Revisions to accounting estimates are recognised in the period in which the estimates are reviewed and in any future periods involved.

There is no significant unreliable estimation and critical judgment in applying accounting policies that have a material impact on the amounts recognised in the financial statements other than those disclosed in the notes to the financial statements.

3.
3.

SIgNIFICANT ACCOuNTINg POlICIES The following accounting policies have been applied consistently during the financial year and are set out in the financial statements unless otherwise stated.

3.1.

Financial Instruments 3.1.1.

Financial Assets (a) recognition and Preliminary Assessment Financial assets are recognised in the Statement of Financial Position when the Corporation becomes a party to the contractual provisions of the instrument.
Financial assets are classified as follows: • Financial assets at fair value through surplus or deficit; • Loans and debtors; • Investment assets are held to maturity.

The classification of financial assets is dependent on the purpose of the financial asset being acquired.

Purchases or sales of financial assets that require submission of the asset within the timeframe set by the market are recognised when the commitment to purchase is made.
Laporan Tahunan 2017 annuaL rEporTNOTA-NOTA kepAdA peNyATA kewANgAN BAgi TAhuN BerAkhir 31 disemBer 2017NOTes TO The fiNANciAl sTATemeNT fOr The yeAr eNded 31 decemBer 2017 instruments are recognised Financial initially, at transaction prices (including transaction costs except for initial calculations of fairly mixed financial assets or liabilities, in the event that a financial instrument is not measured at fair value through surplus or deficit).

This recognition does not include financing transactions.
Should the deal involve a financing transaction, the asset or financial liability is measured at the present value of payment discounted at the market interest rate for a similar debt instrument.

(b) Further Evaluation Further evaluation for the financial assets depends on their respective classifications.

i.
i.

Financial assets at fair value through surplus or deficit Financial Assets At Fair Value through Surplus or Deficit include financial assets held for trading and financial assets that are designated at the time of initial recognition at fair value through surplus or deficit.

Financial assets are classified as held for trading if acquired for sale or redemption purposes in the near future.
Financial assets at fair value through surplus or deficit are recognised in the Statement of Financial Position at fair value where changes are recognised in surplus or deficit.

ii.

loans and debtors Loan, Advances and Financing Instruments are financial assets that have a fixed or determinable payment schedule where these financial assets are not listed in the active market.

Subsequent ratings of these financial assets are at amortised cost using the effective interest method, after impairment.
The loan instrument classified as current assets or liabilities is stated at discounted cash or the amount of consideration to be received or paid unless the transaction is in fact a financing transaction.

• Aset pelaburan dipegang sehingga matang.

Pengkelasan aset kewangan adalah bergantung kepada tujuan aset kewangan berkenaan diperolehi.

Pembelian atau jualan aset kewangan yang memerlukan serahan aset dalam rangka masa yang ditetapkan oleh pasaran adalah diiktiraf di waktu komitmen pembelian dibuat.
Instrumen kewangan diiktiraf pada awalnya, pada harga transaksi (termasuk kos transaksi kecuali untuk kiraan awal bagi aset atau liabiliti kewangan yang saksama dicampur, dalam keadaan sesuatu instrumen kewangan tidak dikira pada nilai saksama melalui lebihan atau defisit).

Pengiktirafan secara ini tidak termasuk transaksi pembiayaan.
Sekiranya urusan berkenaan melibatkan transaksi pembiayaan, aset atau liabiliti kewangan dikira pada nilai semasa bayaran hadapan didiskaunkan pada kadar faedah pasaran untuk instrumen hutang yang serupa.

(b) Penilaian Berikutan Penilaian berikutan untuk aset-aset kewangan bergantung kepada klasifikasi masing-masing.
i. Aset Kewangan Pada Nilai Saksama melalui lebihan atau Defisit Aset Kewangan Pada Nilai Saksama melalui Lebihan atau Defisit termasuk aset kewangan dipegang untuk diniagakan dan aset kewangan yang ditetapkan di waktu pengiktirafan asalnya pada nilai saksama melalui lebihan atau defisit.

Aset kewangan diklasifikasikan sebagai dipegang untuk diniagakan sekiranya diperolehi bagi tujuan jualan atau belian semula di masa terdekat.
Aset kewangan pada nilai saksama melalui lebihan atau defisit dinyatakan ke Penyata Kedudukan Kewangan pada nilai saksama yang mana perubahan diiktiraf ke lebihan atau defisit.

ii.

Pinjaman dan Penghutang Instrumen Pinjaman, Pendahuluan dan Pembiayaan adalah aset kewangan yang mempunyai jadual bayaran yang telah ditetapkan atau ditentukan di mana aset kewangan ini tidak disenaraikan dalam pasaran aktif.
Penilaian berikutnya bagi aset kewangan ini adalah pada kos terlunas menggunakan kaedah faedah efektif, selepas penjejasan nilai.

Instrumen pinjaman yang dikelaskan sebagai aset atau liabiliti semasa dinyatakan pada jumlah tunai tanpa didiskaunkan atau jumlah balasan yang akan diterima atau dibayar kecuali jika urusan berkenaan sebenarnya adalah transaksi pembiayaan.
139 Laporan Tahunan 2017 annuaL rEporTNOTA-NOTA kepAdA peNyATA kewANgAN BAgi TAhuN BerAkhir 31 disemBer 2017NOTes TO The fiNANciAl sTATemeNT fOr The yeAr eNded 31 decemBer 2017 iii.

Aset Pelaburan Dipegang Sehingga Matang Aset kewangan yang mempunyai ketetapan matang dan bayaran tetap (atau boleh ditentukan ketetapannya) dikelaskan sebagai dipegang sehingga matang apabila Perbadanan berhasrat positif dan berkemampuan untuk memegang aset berkenaan sehingga matang.
Selepas taksiran awal, aset berklasifikasi begini akan ditaksir pada kos terlunas menggunakan kaedah faedah efektif selepas penjejasan nilai.

Kos terlunas ditentukan dengan mengambil kira sebarang premium atau diskaun pada tarikh perolehan termasuk fi dan kos yang bersepadu sebagai faedah efektif.

Kerugian penjejasan nilai diiktiraf ke lebihan atau defisit.
(c) Penyahiktirafan Aset kewangan atau sebahagian daripadanya dinyahiktiraf apabila, dan hanya apabila hak tunai daripada aset kontraktual kepada aliran kewangan itu luput atau aset kewangan dipindahkan kepada pihak lain tanpa mengekalkan kawalan atau risiko dan ganjaran atas aset tersebut pada kuantum yang signifikan.
Pada penyahiktirafan aset kewangan, perbezaan di antara amaun dibawa dan jumlah ganjaran yang diterima (termasuk sebarang aset baru yang diperoleh tolak sebarang liabiliti baru diambil alih) diiktiraf ke lebihan atau defisit.

Liabiliti kewangan atau sebahagian daripadanya dinyahiktiraf apabila, dan hanya apabila, obligasi yang dinyatakan dalam kontrak tamat atau dibatalkan atau luput.
Pada penyahiktirafan liabiliti kewangan, perbezaan di antara amaun dibawa liabiliti kewangan yang dihapuskan atau dipindahkan kepada pihak lain dan ganjaran yang dibayar, termasuk sebarang aset bukan tunai yang dipindahkan atau diambil alih liabilitinya, diiktiraf ke lebihan atau defisit.

(d) Penjejasan Nilai untuk Aset Kewangan Penilaian dibuat pada setiap tarikh pelaporan untuk menentukan sama ada terdapatnya bukti yang objektif bahawa aset-aset kewangan mengalami penjejasan nilai.
Aset kewangan dianggap mengalami penjejasan nilai apabila terdapat bukti objektif tentang penjejasan nilai disebabkan kejadian selepas tarikh taksiran awal yang memberi kesan kepada anggaran aliran tunai hadapan.
Untuk menentukan sama ada terdapatnya bukti yang objektif bahawa kerugian penjejasan nilai atas aset- aset kewangan telah ditanggung, pertimbangan dibuat ke atas faktor-faktor seperti kebarangkalian ketidakmampuan bayar atau kesukaran kewangan penghutang yang signifikan dan kemungkiran bayaran atau tundaan yang signifikan dalam pembayaran.

iii.
iii.

Investment assets are held to maturity Monetary assets with maturity and fixed payments (or their determination) are classified as held- to-maturity when the Corporation intends to be positive and capable of holding the asset until maturity.

After initial estimates, these classified assets will be estimated at amortised cost using the effective interest rate after impairment.
The amortised cost is determined taking into account any premiums or discounts at the date of acquisition including fees and costs that are integrated as an effective benefit.

Impairment losses are recognised in surplus or deficit.
(c) Derecognition Financial assets or part thereof are derecognised when, and only when the contractual rights to the cash flows of the financial asset expires or the financial assets are transferred to another party without maintaining control or risk and rewards of the assets in significant quantities.
On derecognition of financial assets, the difference between the carrying amount and the amount of reward received (including any new assets acquired less any new liabilities acquired) is recognised in surplus or deficit.

Financial liabilities or part thereof are derecognised when, and only when, the obligations specified in the contract expire or are canceled or expired.
On derecognition of financial liabilities, the difference between the carrying amount of a financial liability being eliminated or transferred to another party and the remuneration paid, including any non-cash assets transferred or acquired by the liability, is recognised in surplus or deficit.

(d) Impairment of Financial Assets Evaluation is made at each reporting date to determine whether there is objective evidence that financial assets are impaired.
Financial assets are deemed to be impaired when there is objective evidence of impairment as a result of the events after the initial assessment date affecting the estimated future cash flows.

To ascertain whether there is objective evidence that the impairment loss on the financial assets has been incurred, the consideration is made on factors such as the probability of inability to pay or significant financial difficulty of the debtor and the breach of significant payment or delay in payment.
140 Laporan Tahunan 2017 annuaL rEporTNOTA-NOTA kepAdA peNyATA kewANgAN BAgi TAhuN BerAkhir 31 disemBer 2017NOTes TO The fiNANciAl sTATemeNT fOr The yeAr eNded 31 decemBer 2017 3.1.2. liabiliti Kewangan (a) Pengiktirafan dan Taksiran Awal Liabiliti kewangan yang terkandung di dalam skop MPSAS 29 diklasifikasikan mengikut kesesuaian sebagai:- 3.1.2.
Financial liabilities (a) recognition and Preliminary Assessment Financial liabilities contained within the scope of MPSAS 29 are classified accordingly as:- • Financial liability at fair value through surplus or • Liabiliti kewangan pada nilai saksama melalui deficit, or lebihan atau defisit, atau • Pinjaman dan pembiayaan.

Klasifikasi ini ditentukan semasa pengiktirafan awal.
Liabiliti kewangan termasuk pemiutang dagangan dan pemiutang lain, overdraf bank, pinjaman dan pembiayaan, dan kontrak jaminan kewangan.

Semua liabiliti kewangan asalnya diiktiraf pada nilai saksama dan untuk pinjaman dan pembiayaan, dicampur kos transaksi langsung berkaitan.

(b) Penilaian Berikutan Penilaian bergantung kepada klasifikasi masing-masing.
berikutan liabiliti untuk kewangan i. liabiliti Kewangan Pada Nilai Saksama melalui lebihan atau Defisit Liabiliti ini termasuk liabiliti kewangan dipegang untuk diniagakan dan liabiliti kewangan ditentukan di waktu pengiktirafan asalnya pada nilai saksama melalui lebihan atau defisit.

kewangan Liabiliti sebagai dipegang untuk diniagakan sekiranya diperoleh dengan tujuan untuk dijual dalam tempoh terdekat.

diklasifikasikan • Loans and financing.

This classification recognition.


is determined during initial Financial liabilities include trade creditors and other creditors, bank overdrafts, loans and financing, and financial guarantee contracts.

All financial liabilities originally recognised at fair value and for loans and financing, plus related direct transaction costs.

(b) Following Evaluation Evaluation follows for financial liabilities depending on their respective classifications.

i.
i.

Financial liabilities At Fair Value through Surplus or Deficit This liability includes financial liabilities held for trading and financial liabilities are determined at the time of their initial recognition at fair value through surplus or deficit.

Financial liabilities are classified as held for trading if acquired for trading purposes in the near future.

Keuntungan atau kerugian dari liabiliti dipegang untuk diniagakan diiktiraf ke lebihan atau defisit.
Gains or losses from liabilities held for trading are recognised as surplus or deficit.

ii.

Pinjaman dan Pembiayaan Selepas pengiktirafan awal, pinjaman mengandungi faedah dan pembiayaan ditaksir pada kos terlunas menggunakan kaedah faedah efektif.

Keuntungan dan kerugian diiktiraf ke lebihan atau defisit apabila liabiliti dinyahiktiraf dan juga melalui proses pelunasan berkaedah faedah efektif.

ii.
ii.

loans and Financing Upon initial recognition, loans bearing interest and financing are estimated at amortised cost using the effective interest method.

Gains and losses are recognised in surplus or deficit when the liability is derecognised and is also through the effective settlement of the effective interest rate.

Kos pelunasan dibuat dengan mengambil kira sebarang diskaun atau premium semasa pengambilan dan fi atau kos yang berhubung dengan kadar faedah efektif.
The amortisation costs are made in consideration of any discounts or premiums on the acquisition and fees or costs associated with effective interest rates.

(c) Penyahiktirafan Liabiliti kewangan dinyahiktiraf apabila obligasi telah dipisah keluar, dibatal atau tamat.

(c) Derecognition Financial obligation is separated, canceled or expired.
liabilities are derecognised when the Apabila liabiliti kewangan sedia ada ditukar dengan yang lain oleh pemiutang yang sama pada terma yang Where existing financial liabilities are exchanged by other creditors on terms of significant differences, 141 Laporan Tahunan 2017 annuaL rEporTNOTA-NOTA kepAdA peNyATA kewANgAN BAgi TAhuN BerAkhir 31 disemBer 2017NOTes TO The fiNANciAl sTATemeNT fOr The yeAr eNded 31 decemBer 2017 ketara perbezaannya, atau terma liabiliti sedia ada dimodifikasi secara ketara, pertukaran atau modifikasi berkenaan dikaedahkan sebagai penyahiktirafan liabiliti asal dan pengiktirafan liabiliti yang baru, dan perbezaan diantara nilai bawa diiktiraf ke lebihan atau defisit.
(d) Hapus silang (Offsetting) Instrumen Kewangan Aset dan liabiliti kewangan dihapus silang dan nilai bersih dilaporkan di penyata kedudukan kewangan sekiranya terdapat hak perundangan yang boleh dikuatkuasakan untuk menghapus silang amaun yang diiktiraf dan terdapat hasrat untuk menyelesaikan secara asas bersih, atau untuk merealisasikan aset dan liabiliti secara serentak.

3.2.
3.2.

Tunai dan Setara Tunai Tunai dan setara tunai adalah tunai di tangan, baki dalam bank dan pelaburan jangka pendek cair yang boleh ditukarkan kepada jumlah tunai yang diketahui.

3.3.

Hartanah, loji dan Peralatan (a) Pengiktirafan dan ukuran Hartanah, loji dan peralatan dinyatakan pada harga kos setelah ditolak susut nilai dan penjejasan nilai terkumpul.

Kos adalah termasuk kos perbelanjaan yang berkait secara terus semasa perolehan aset tersebut.
Apabila terdapat bahagian penting sesuatu hartanah, loji dan peralatan mempunyai anggaran usia penggunaan yang berbeza, bahagian berkenaan akan dikaedahkan sebagai aset berasingan.

Sekiranya aset diperolehi melalui transaksi bukan pertukaran, tanpa sebarang kos atau balasan nominal, dan di mana nilai saksama boleh ditentukan, aset tersebut pada mulanya diiktiraf pada nilai saksama dan sebagai pendapatan di dalam penyata prestasi kewangan.
Kos berikutnya akan dimasukkan dalam nilai bawa aset tersebut atau diambil kira sebagai aset yang berasingan, sekiranya bersesuaian, hanya apabila faedah ekonomi masa hadapan berkaitan dengan aset itu, berkemungkinan boleh diperolehi dan kos tersebut boleh ditaksir dengan munasabah Apabila hartanah, loji dan peralatan dijual, untung atau rugi hasil dari penjualan tersebut ditentukan dengan membandingkan harga jualan dengan nilai dibawa aset berkenaan dan akan dikredit atau didebitkan ke lebihan atau defisit, di mana berkenaan.
Kos penukaran komponen sesuatu aset diiktiraf ke dalam nilai bawaan aset berkenaan sekiranya or the terms of the existing liability are substantially modified, the exchange or modification is disclosed as a derecognition of the original liability and recognition of new liabilities, and the difference between the carrying amount is recognised as excess or deficit.
(d) Offsetting Financial Instruments Financial assets and liabilities are offset and net values are reported on the statement of financial position if there is a legally enforceable legal right to offset the recognised amount and there is a desire to settle on a net basis, or to realise simultaneously assets and liabilities.

3.2.

Cash and Cash Equivalents Cash and cash equivalents are cash in hand, bank balances and short term investments that can be converted into known cash amounts.

3.3.
3.3.

Property, Plant and Equipment (a) recognition and Size Property, plant and equipment are stated at cost less accumulated depreciation and impairment.

Cost includes costs directly attributable to the acquisition of the asset.

Whenever a property, plant and equipment have an estimated useful life that varies, the proportion will be disclosed as a separate asset.
If assets are acquired through non-exchange transactions, at no cost or nominal consideration, and where fair value can be determined, the assets are initially recognised at fair value and as income in the financial performance statements.

Subsequent costs will be included in the carrying amount of the asset or accounted for as a separate asset, if applicable, only when the future economic benefits associated with the asset are probable and that the costs can be reasonably assessed.
When property, plant and equipment are sold, the profit or loss arising from the sale is determined by comparing the selling price to the carrying amount of the asset and will be credited or debited to the surplus or deficit, where applicable.

The cost of conversion of a component of an asset is recognised in the carrying amount of the asset if any economic benefits contained in the asset can be enjoyed in the future and the cost may be reasonably measured.
The carrying amount of the converted component is derecognised to surplus or deficit.

142 Laporan Tahunan 2017 annuaL rEporTNOTA-NOTA kepAdA peNyATA kewANgAN BAgi TAhuN BerAkhir 31 disemBer 2017NOTes TO The fiNANciAl sTATemeNT fOr The yeAr eNded 31 decemBer 2017 terdapat manfaat ekonomi yang terkandung di dalam aset boleh dinikmati pada masa hadapan dan kos berkenaan boleh diukur dengan wajarnya.

Nilai bawaan untuk komponen yang ditukar dinyahiktiraf ke lebihan atau defisit.
(b) Depreciation An important component of an asset is considered and if it has a different age of use, the component is depreciated separately.

(b) Susunilai Komponen penting bagi sesuatu aset dipertimbangkan dan sekiranya mempunyai usia penggunaan berbeza, komponen secara berasingan.

disusutnilaikan berkenaan Tanah milikbebas tidak disusutnilaikan.

Semua hartanah, loji dan peralatan dinyatakan pada kos selepas ditolak susutnilai terkumpul, kerugian penurunan nilai (sekiranya ada).
Susutnilai dibuat menurut kaedah garis lurus untuk melupus kira kos, berasaskan tempoh anggaran usia kegunaan setiap aset.

Kadar susutnilai tahunan adalah seperti berikut: Tanah milik pajak Bangunan Perabot, lengkapan dan kemudahan Mesin, alat kelengkapan dan komputer Kenderaan Ubahsuai Sepanjang jangka pajak 50 tahun 10 tahun 5 tahun 5 tahun 10 tahun Nilai bawaan aset akan dikaji semula apabila terdapat terjejas.
petanda yang menunjukkan nilai aset Hartanah, loji dan peralatan akan dinyatakan ke nilai pulih semula kurang dari nilai bawaan.

Nilai pulih semula adalah nilai yang lebih tinggi di antara nilai bersih boleh direalisasikan dan nilai penggunaannya.

Jika sesuatu aset diperoleh melalui urus niaga bukan pertukaran, kos hendaklah diukur berdasarkan nilai saksama pada tarikh perolehan.
Aset-aset ini kemudiannya akan dikreditkan di dalam Penyata Prestasi Kewangan, melainkan jika terdapat syarat- syarat mengenai penggunaan aset tersebut, di mana ia perlu diiktiraf di dalam liabiliti semasa.

Pembelian harta modal yang berharga RM2,000 dan ke atas bagi setiap unit akan dipermodalkan.

Jika wujud penurunan nilai, jumlah aset akan dinilai semula dan dikurangkan serta merta kepada jumlah yang boleh dituntut.
Keuntungan dan kerugian dari penjualan akan ditentukan secara membandingkan jumlah penerimaan dengan nilai buku aset dan akan diiktiraf di dalam Penyata Prestasi Kewangan.

Freehold land is not depreciated.

All property, plant and equipment are stated at cost less accumulated depreciation, impairment loss (if any).

Depreciation is made on a straight-line basis to write off costs, based on the estimated useful life of each asset.
The annual depreciation rates are as follows: Leasehold land Buildings Furniture and fixtures Machinery, fittings and computers Vehicles Renovations Tenure of Lease 50 years 10 years 5 years 5 years 10 years The carrying amount of an asset will be reviewed when there is an indication that the value of the asset is impaired.

Property, plant and equipment will be stated at the recoverable amount less than the carrying amount.
The recoverable amount is the higher of the net realisable value and value of its use.

If an asset is acquired through a non-exchange transaction, the cost shall be measured based on the fair value at the date of acquisition.

These assets will then be credited in the Financial Performance Statement, unless there is a condition for the use of such assets, which should be recognised in current liabilities.

Purchase of capital assets of RM2,000 and above for each unit will be capitalised.
If there is an impairment loss, the total assets will be revalued and reduced immediately to the amount recoverable.

Gain and loss on disposal will be determined by comparing the amount of receivables with book value of assets and will be recognised in the Statement of Financial Performance.
143 Laporan Tahunan 2017 annuaL rEporTNOTA-NOTA kepAdA peNyATA kewANgAN BAgi TAhuN BerAkhir 31 disemBer 2017NOTes TO The fiNANciAl sTATemeNT fOr The yeAr eNded 31 decemBer 2017 (c) Aset yang diterima secara percuma (bukan pertukaran) Aset yang diterima secara percuma hendakalah direkodkan pada nilai saksama aset pada masa aset itu diterima dan disebelah kredit dinyatakan sebagai hasil bukan tukaran.
Entiti diberi masa tiga tahun bermula dari tahun kewangan pertama penggunaan MPSAS liabiliti berdasarkan untuk mengiktiraf aset dan keperluan MPSAS.

Tahun tahun kewangan kedua penggunaan MPSAS.

in merupakan 3.4.
in merupakan 3.4.

Peruntukan Peruntukan diiktiraf apabila Perbadanan mempunyai obligasi semasa (secara konstruktif dan perundangan), kesan daripada peristiwa lalu dan berkemungkinan bahawa aliran keluar sumber yang melibatkan manfaat ekonomi akan diperlukan untuk menyelesaikan obligasi tersebut dan amaun obligasi itu boleh dianggarkan dengan pasti.

Peruntukan disemak pada setiap tarikh pelaporan dan diselaraskan untuk membayangkan anggaran semasa terbaik.
Jika tiada lagi kemungkinan bahawa aliran keluar sumber ekonomi akan diperlukan untuk menyelesaikan obligasi berkenaan, peruntukan tersebut akan dibalikkan.

3.5.

Manfaat Kakitangan (a) Manfaat Jangka Pendek Manfaat pekerja berkenaan upah, gaji, bonus dan gantian cuti rehat dikira atas dasar tanpa diskaun dan diiktiraf sebagai perbelanjaan dalam tahun di mana perkhidmatan berkaitan diberikan oleh pekerja.
(b) Manfaat Kakitangan (gantian Cuti rehat - gCr) Perbadanan telah menerima pakai keperluan MPSAS 25 (Employee Benefits) di mana bayaran manfaat kakitangan yang akan dibayar selepas persaraan pekerja diiktiraf sebagai belanja dalam Penyata Prestasi Kewangan bagi tahun semasa manakala peruntukan manfaat kakitangan di tunjukkan dalam Penyata Kedudukan Kewangan di bawah liabiliti sebagai Peruntukan Manfaat Kakitangan.
Jenis Peruntukan Manfaat Kakitangan yang diiktiraf secara akruan adalah bayaran gantian cuti rehat untuk pekerja yang telah mencapai umur persaraan wajib dengan andaian seorang pekerja mengumpulkan cuti tahunan sebanyak 15 hari setahun sehingga mencapai tahap maksima 150 hari semasa ianya bersara.

Kadar gaji semasa telah digunakan untuk mengira amaun liabiliti tersebut.
(c) Pelan Caruman Tetap Perbadanan membuat caruman kepada Kumpulan Wang Simpanan Pekerja (KWSP) bagi pegawai yang (c) Assets accepted for free (non-exchangeable) Assests accepted for free should be recorded at the fair value of the asset at the time the asset is received and the credit is stated as non-exchange revenue.

Entities are given three years from the first financial year of the use of MPSAS to recognise assets and liabilities based on MPSAS requirements.
This year is the second financial year of MPSAS’s use.

3.4.

Provisions Provisions are recognised when the Corporation has current obligations (constructively and legally), the effects of past events and that the outflow of resources involving economic benefits will be required to settle the obligation and the amount of the obligation can be estimated reliably.

Provisions are reviewed at each reporting date and adjusted to reflect the best current estimate.
If there is no possibility that an outflow of economic resources will be required to settle the obligation, the provision will be reversed.

3.5.

Employee Benefits (a) Short term Benefits Employee benefits of wages, salaries, bonuses and paid annual leave are calculated on a non-discounted basis and recognised as an expense in the year in which the associated services are rendered by employees.
(b) Employee Benefits (Paid leave replacement - gCr) The Corporation has adopted the requirement of MPSAS 25 (Employee Benefits) whereby the employee benefit payment to be paid after retirement in the Financial is recognised as an expense Performance Statement for the current year while the employee benefit provision is shown in the Statement of Financial Position under liability as an Employee Benefits Provision.
Employee benefits on an accrual basis is classified as paid leave replacement for employees who have reached a compulsory retirement age assuming an employee collects annual leave of 15 days per year to reach a maximum of 150 days during retirement.

The current pay rate is used to calculate the amount of the liability.
(c) Fixed Contribution Plan The Corporation makes contributions to the Employees Provident Fund (EPF) for officers who opt for the EPF and Retirement Benefit Fund (Incorporated) (KWAP) scheme for officers who opt for pension schemes.

Such contributions are accounted for as an expense in the Statement of Financial Performance when the expenditure is incurred.
144 Laporan Tahunan 2017 annuaL rEporTNOTA-NOTA kepAdA peNyATA kewANgAN BAgi TAhuN BerAkhir 31 disemBer 2017NOTes TO The fiNANciAl sTATemeNT fOr The yeAr eNded 31 decemBer 2017 memilih skim KWSP dan Kumpulan Wang Persaraan (Diperbadankan) (KWAP) bagi pegawai yang memilih skim pencen.

Caruman tersebut diambilkira sebagai perbelanjaan di dalam Penyata Prestasi Kewangan apabila perbelanjaan tersebut dilakukan.

3.6.
3.6.

Transaksi Matawang Asing Transaksi matawang asing dinyatakan asalnya menggunakan kadar tukaran terpakai pada tarikh transaksi berkenaan.

Pemiutang atau penghutang dagangan berdominasikan matawang asing pada tarikh berakhir tahun kewangan dilaporkan dengan menggunakan kadar tukaran pada hari tersebut.
Perbezaan tukaran hasil dari penyelesaian dengan pemiutang, atau dari pelaporan semula pemiutang pada kadar yang berbeza dari apa yang dilaporkan sebelumnya, diiktiraf sebagai pendapatan atau perbelanjaan dalam tempoh perbezaan berkenaan timbul.

3.7. geran Kerajaan Geran Kerajaan terbahagi kepada:- (a) geran Pengurusan Geran Mengurus tahunan yang diterima untuk tujuan membiayai perbelanjaan mengurus adalah diambilkira sebagai pendapatan dalam Penyata Prestasi Kewangan tahunan semasa.
(b) geran Pembangunan Geran Pembangunan adalah geran yang diterima untuk tujuan program-program yang dikenakan syarat-syarat prestasi masa depan tertentu dan diiktiraf sebagai geran tertunda serta dilunaskan mengikut kos projek yang telah siap.

3.8.

Kumpulan wang Pinjaman Kenderaan Kumpulan Wang Pinjaman Kenderaan merupakan jumlah wang yang dipindahkan daripada Kumpulan Wang Mengurus bagi tujuan membiayai Pinjaman Kenderaan.

Hibah yang dikenakan di ambilkira sebagai pendapatan mengurus.

3.9.
3.9.

Kumpulan wang Pinjaman Komputer Kumpulan Wang Pinjaman Komputer merupakan jumlah wang yang dipindahkan daripada Kumpulan Wang Mengurus bagi tujuan membiayai Pinjaman Komputer.

Hibah yang dikenakan diambilkira sebagai pendapatan mengurus 3.10.

Penjejasan Nilai untuk Aset Bukan Kewangan Semakan dibuat sama ada terdapat petanda bahawa nilai bawaan aset bukan kewangan mengalami penjejasan nilai.

Sekiranya ada, anggaran nilai boleh diperolehi aset berkenaan akan dilakukan.
Bagi tujuan menyemak penjejasan nilai, aset bukan 3.6.

Foreign Currency Transaction Foreign currency transactions are originally made using the prevailing exchange rates at the date of the transaction.

Creditors or trade receivables denominated in foreign currencies at the end of the financial year are reported using the exchange rate on that day.
Exchange differences arising from settlement with creditors, or from repayment of creditors at rates which differ from those previously reported, are recognised as income or expense in the period when the difference is incurred.

3.7. government grants Government grants are divided into:- (a) Management grant The annual Management Grant received for the purpose of financing operating expenses are recognised as income in the current annual Financial Performance Statement.
(b) Development grant Development Grants are grants received for the purposes of programs that are subject to certain future performance requirements and are recognised as deferred grants and are amortised according to the completed project costs.

(c) Vehicle loan Fund The Vehicle Loan Fund is the sum transferred from the Management Fund for the purpose of financing the loans for vehicle.

The grants imposed are taken into account as operating income.

3.9.
3.9.

Computer loan Fund The Computer Loan Fund is the amount transferred from the Management Fund for the purpose of financing Computer Loans.

The applied grants are treated as operating income.

3.10.

Impairment of Non-Financial Assets A review is made whether there is a sign that the carrying amount of non-financial assets has impaired value.

If any, the estimated value of the asset can be obtained.
For purposes of reviewing impairment, non-monetary assets are compiled on cash-generating units (“UPT”), the lowest level in which cash flows are separately identifiable.

145 Laporan Tahunan 2017 annuaL rEporTNOTA-NOTA kepAdA peNyATA kewANgAN BAgi TAhuN BerAkhir 31 disemBer 2017NOTes TO The fiNANciAl sTATemeNT fOr The yeAr eNded 31 decemBer 2017 kewangan dikumpulkan pada unit penjanaan tunai (“UPT”), iaitu tahap terendah di mana aliran tunai boleh dikenal pasti secara berasingan.
Nilai boleh pulih aset adalah nilai yang lebih tinggi di antara nilai saksama selepas kos untuk jualan dan nilai gunaan.

Untuk mentafsir nilai gunaan, unjuran aliran tunai didiskaunkan pada kadar diskaun sebelum cukai yang berpandukan kepada taksiran pasaran semasa untuk aset atau UPT berkenaan.

Penjejasan nilai akan diiktiraf apabila nilai bawaan untuk aset atau UPT yang berkenaan melebihi jumlah boleh diperolehi.
Pertambahan seterusnya ke atas jumlah yang boleh diperolehi oleh sesuatu aset dikira sebagai pembalikkan kerugian atas sebab pengurangan kekal terdahulu dan diambilkira setakat nilai aset yang dibawa tersebut yang sepatutnya dikira (jumlah bersih perlunasan dan susutnilai) jika kerugian atas sebab pengurangan kekal tidak diambilkira.

Nilai yang diterbalikkan ini diambilkira ke lebihan atau defisit bagi tahun semasa.

3.11.
3.11.

Pengiktirafan Hasil Hasil daripada urusniaga bukan tukaran i) Geran Kerajaan tanpa syarat perlaksanaan spesifik diakaunkan sebagai hasil apabila geran berkenaan dapat dipastikan penerimaannya.

ii) Geran Kerajaan dengan syarat perlaksanaan spesifik diakaunkan sebagai hasil apabila terlaksana syarat-syarat berkenaan.

Hasil daripada urusniaga tukaran i) Hasil daripada yuran kursus dan latihan diiktiraf apabila kursus dan latihan telah dijalankan.
The recoverable amount of an asset is the higher of the fair value after the cost of sales and value in use.

To interpret the applied value, cash flow projections are discounted at a discount rate before taxation based on the current market estimates for the asset or the relevant UPT.

Impairment is recognised when the carrying amount of the asset or the relevant UPT exceeds its recoverable amount.
The subsequent increase in the amount recoverable by an asset is recognised as a reversal of the loss on the basis of a permanent diminution in value and is accounted for to the extent that the asset’s carrying amount should have been calculated (net of amortisation and depreciation) if the loss due to the reduction is not included.

These reversed values are accounted for over the current year deficit.
3.11. revenue recognition revenue from non-exchange transactions i) Unconditional Government grants without specific stipulations are accounted for when there is confirmed acceptance of the grant.

ii) Government Grants with specific implementation the for when requirements are accounted conditions apply.

revenue from exchange transactions i) Proceeds from course fees and training are recognised when courses and training have been conducted.
ii) Proceeds from savings and fixed deposits are on an accrual basis.

iii) The proceeds rental recognised on an accrual basis.

from receivables are ii) Hasil faedah dari simpanan dan deposit tetap iv) Dividend revenue is recognised when the right to mengikut asas akruan.

receive payment is established.

iii) Hasil dari kutipan sewaan adalah diiktiraf mengikut asas akruan.

iv) Hasil dividen diiktiraf apabila hak untuk menerima pembayaran ditetapkan.
v) Hasil jualan aset diiktiraf apabila risiko dan ganjaran signifikan telah beralih kepada pembeli.

3.12.
Percukaian Perbadanan dikecualikan dari cukai di bawah seksyen 127(3)(b) Akta Cukai Pendapatan 1967 Kementerian Kewangan berkuatkuasa bagi tahun 2001 dan mulai tahun taksiran 2002, pengecualian ke atas pendapatan Perbadanan diberi melalui Perintah Cukai Pendapatan (Pengecualian)(No.4) 2003 dan diganti dengan Perintah Cukai Pendapatan (Pengecualian)(No.22) 2006 berkuatkuasa mulai tahun taksiran 2006. v) Revenue from sale of an asset is recognised when significant risks and rewards have been transferred to the buyer.
3.12.
Taxation The corporation is exempted from tax under section 127 (3) (b) of the Income Tax Act 1967 Ministry of Finance with effect from 2001 and from year of assessment 2002, exemption to the income of the Corporation is given by the Income Tax (Exemption) (No.4) 2003 and Income Tax (Exemption) (No.22) Order 2006 with effect from year of assessment 2006. is replaced with 146 Laporan Tahunan 2017 annuaL rEporTNOTA-NOTA kepAdA peNyATA kewANgAN BAgi TAhuN BerAkhir 31 disemBer 2017NOTes TO The fiNANciAl sTATemeNT fOr The yeAr eNded 31 decemBer 2017 4. uruSNIAgA PErTuKArAN BEluM 4.
OuTSTANDINg BuSINESS TrANSFErS TErIMA Penghutang perniagaan (Nota 4a) / Business Debtors (Note 4a) Pelbagai Penghutang / Miscellaneous debtors Penghutang Pinjaman Kenderaan (Nota 4b) / Vehicle loan debtors (Note 4b) Penghutang Pinjaman Komputer (Nota 4c) / Computer loan debtors (Note 4c) Pelbagai Pendahuluan / Various advances Deposit diberi dan prabayar / Deposits paid and pre-payment Tolak: Peruntukan jejas nilai Less: Provision for impaired value Ditera sebagai / indicated as: Aset Semasa / Current Assets Aset Bukan Semasa / Non-Current Assets 2017 RM 2,554,856 721,795 429,621 138,725 12,810 389,204 4,247,011 – 4,247,011 3,850,585 396,426 4,247,011 2016 RM 1,660,557 367,509 385,478 103,225 6,120 336,648 2,859,537 (32,710) 2,826,827 2,487,047 339,780 2,826,827 4(a) Penghutang Perniagaan Analisis pengumuran bagi penghutang perniagaan adalah seperti berikut:- 4(a) Business Debtors Categorisation of analysis for business debtors is as follows: - Belum tertunggak dan tidak dijejasnilai / Not yet overdue and not impaired 1 hingga 4 tahun tertunggak dan tidak dijejasnilai / 1 to 4 years overdue and not impaired Lebih dari 4 tahun dan tidak dijejasnilai/ More than 4 years and not impaired Dijejasnilai / impaired value i) Penghutang yang belum tertunggak dan tidak dijejasnilai.
Penghutang yang belum tertunggak dan tidak dijejasnilai merupakan penghutang yang mempunyai kepercayaan rekod pembayaran yang baik dengan Perbadanan.

dan mempunyai kredit 2017 RM 2016 RM 2,234,895 1,264,578 297,958 22,003 2,554,856 – 2,554,856 343,379 19,890 1,627,847 32,710 1,660,557 i) Business Debtors that are not overdue and not impaired.

Debtors that have not been overdue and undervalued are creditors with creditworthiness and have good payment records with the Corporation.
147 Laporan Tahunan 2017 annuaL rEporTNOTA-NOTA kepAdA peNyATA kewANgAN BAgi TAhuN BerAkhir 31 disemBer 2017NOTes TO The fiNANciAl sTATemeNT fOr The yeAr eNded 31 decemBer 2017 ii) Penghutang yang telah tertunggak tetapi tidak dijejasnilai.

Penghutang yang telah tertunggak tetapi tidak dijejasnilai merujuk kepada penghutang dengan corak pembayaran balik yang lebih perlahan.
Berdasarkan pengalaman lalu, Perbadanan yakin dapat memungut hutang tersebut dan berpendapat bahawa tiada peruntukan untuk jejasnilai diperlukan bagi baki tersebut memandangkan baki dinilai sebagai boleh diperolehi semula sepenuhnya.

iii) Penghutang yang dijejasnilai.


Penghutang yang dijejasnilai pada tarikh pelaporan dan pergerakan dalam akaun peruntukan kerugian jejasnilai penghutang adalah seperti berikut: Pada 1 Januari / As at 1 January Caj pada tahun kewangan semasa / Charges in the current financial year Pemulihan hutang ragu/ Recovery of doubtful debts Pada 31 Disember / As as 31 Deccember ii) Business Debtors that are overdue but not impaired.
Debtors that have been overdue but not undervalued refer to debtors with a slower repayment pattern.

Based on past experience, the Corporation is confident of collecting the debt and believes that no provision for impairment is required for the balance since the balance is assessed as fully recoverable.

iii) Impairment of debtors.


Receivables that are impaired at the reporting date and movements in the provision for impairment losses are as follows: 2017 RM 32,710 – (32,710) – 2016 RM 73,200 14,730 (55,220) 32,710 Penghutang ini telah dikenalpasti secara individu untuk dijejasnilai kerana, berdasarkan kepada penilaian pada tarikh pelaporan Perbadanan menganggarkan hutang ini tidak dapat dipungut semula.
identified for This debtor has been impairment because, based on the valuation at the date of the Corporation’s estimate the debt cannot be recovered.
individually 4(b) Penghutang Pinjaman Kenderaan Penghutang pinjaman kenderaan terdiri daripada :- 4(b) Vehicle loan Debtors Debtors for vehicle loans comprise: Pinjaman yang perlu dibayar selepas 12 bulan / Loans to be paid after 12 months Pinjaman yang perlu dibayar dalam masa 12 bulan / Loans to be paid within 12 months 2017 RM 313,130 116,491 2016 RM 281,060 104,418 429,621 385,478 4(c) Penghutang Pinjaman Komputer Penghutang pinjaman komputer terdiri daripada:- 4(c) Computer loan Debtors Debtors for computer loans comprise:- Pinjaman yang perlu dibayar selepas 12 bulan / Loans to be paid after 12 months Pinjaman yang perlu dibayar dalam masa 12 bulan / Loans to be paid within 12 months 148 2017 RM 83,296 55,429 2016 RM 58,720 44,505 138,725 103,225 Laporan Tahunan 2017 annuaL rEporTNOTA-NOTA kepAdA peNyATA kewANgAN BAgi TAhuN BerAkhir 31 disemBer 2017NOTes TO The fiNANciAl sTATemeNT fOr The yeAr eNded 31 decemBer 2017 6 1 0 2 6 1 0 2 M R 7 1 0 2 7 1 0 2 M R M R / , / , Y T r E P O r P / N A T A l A r E P N A D I J O l , H A N A T r A H .
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y r u a n a J 1 s a s A ff o - e t i r W / n a s u p u e P l / / n a h a b m a T ff o - e t i r W / n a s u p u e P l / / H I S R E B A W A B I A L I N / / n
/ 149 Laporan Tahunan 2017 annuaL rEporTNOTA-NOTA kepAdA peNyATA kewANgAN BAgi TAhuN BerAkhir 31 disemBer 2017NOTes TO The fiNANciAl sTATemeNT fOr The yeAr eNded 31 decemBer 2017 , , / , / – : s w o l l o f l s a t n e m p o e v e d d n a d n u f – : ) a ( n a s u r u g n e P a n a D ) a ( T N E M P I u q E D N A T N A l P , Y T r E P O r P .
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a d a P 7 1 0 2 r e b m e c e D 1 3 t a s A / / n a h a b m a T ff o - e t i r W / n a s u p u e P l I E U L A V G N Y R R A C T E N / H I S R E B A W A B I A L I N / / / 6 1 0 2 r e b m e s i D 6 1 0 2 r e b m e c
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a d n a l e h T 9 6 3 3 1 , – 3 4 6 4 3 5 , / .
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 .
l 2 1 0 2 a u m r e b n u h a t 4 4 a m a e s l i a l i n 151 Laporan Tahunan 2017 annuaL rEporTNOTA-NOTA kepAdA peNyATA kewANgAN BAgi TAhuN BerAkhir 31 disemBer 2017NOTes TO The fiNANciAl sTATemeNT fOr The yeAr eNded 31 decemBer 2017 6. uruSNIAgA PErTuKArAN BEluM BAYAr 6.
OuTSTANDINg BuSINESS TrANSFErS Pemiutang terakru / Accrued creditors Pelbagai pemiutang / Miscellaneous creditors Deposit diterima/ Deposits received 2017 RM 2,592,230 697,103 26,244 2016 RM 2,059,747 202,319 539,312 3,315,577 2,801,378 7.

PEruNTuKAN MANFAAT KAKITANgAN 7.


AllOCATION FOr EMPlOYEE BENEFITS Pada awal tahun / At the beginning of the year Peruntukan tahun semasa/ Current year allocation Pembayaran tahun semasa/ Current year payment Ditera sebagai:- / Indicated as:- Liabiliti semasa/ Current liabilities Liabiliti bukan semasa/ Non-current liabilities 2017 RM 3,411,563 476,860 (254,782) 3,633,641 290,232 3,343,409 3,633,641 8.

KuMPulAN wANg AMANAH uSAHASAMA 8.
JOINT VENTurE TruST FuND 2016 RM 2,978,908 783,260 (350,605) 3,411,563 240,455 3,171,108 3,411,563 2016 RM 5,801,419 477,904 (3,429,194) 2017 RM 2,850,129 1,018,216 (3,328,668) 539,677 2,850,129 – 2,121 57,649 317,969 161,938 – 539,677 5,400 47,315 340,078 1,770 2,484,266 (28,700) 2,850,129 Baki pada 1 Januari 2017 / Balance as at 1 January 2017 Tambahan dalam tahun semasa / Additions in the current year Belanja dalam tahun semasa/ Expenses in the current year Program Usahasama / Joint Venture Programmes Program BPU (MITI)/ BPU Programme (MITI) Program MTCP-JICA/ MTCP-JICA Programme Program PEMANDU SRI-CSL/ PEMANDU SRI-CSL Programme Program Pembangunan Vendor MITI/ MITI Vendor Development Programme Program SME Corp LEAN/ SME Corp LEAN Programme Program PPKV-BEF/ PPKV-BEF Programme 152 Laporan Tahunan 2017 annuaL rEporTNOTA-NOTA kepAdA peNyATA kewANgAN BAgi TAhuN BerAkhir 31 disemBer 2017NOTes TO The fiNANciAl sTATemeNT fOr The yeAr eNded 31 decemBer 2017 Program BPu (MITI) Program Groom Big merupakan program Bahagian Pembangunan Usahawan Bumiputera (BPU) dibawah Ministry of International Trade and Industries (MITI).
Program ini mensasarkan perusahaan kecil sederhana (PKS) bagi meningkatkan produktiviti dan kualiti syarikat ke arah berdaya saing dan lebih sistematik.

Program MTCP-JICA Program MTCP-JICA merupakan program kerjasama di antara Malaysian Technical Corporation Programme (MTCP) dan Japan International Cooperation Agency (JICA) bagi membantu negara-negara membangun dibawah Third Country Training Program (TCTP).
Program ini berlandaskan tiga bidang teras iaitu KAIZEN, Total Quality Management (TQM) dan Produktiviti dan Inovasi.

Program PEMANDu SrI-CSl Program Starategi Reform Initiative – Competition, Standards and Liberalisation (SRI-CSL) adalah program dibawah MITI dan Performance Management and Delivery Unit (PEMANDU) untuk mengurangkan beban peraturan perniagaan.

Program Pembangunan Vendor (PPV) MITI Program Pembangunan Vendor (PPV) merupakan program dibawah MITI.
Program ini memfokuskan kepada Program Transformasi Lean.

Program ini bertujuan untuk membangunkan perusahaan (PKS) dengan meningkatkan sederhana kecil produktiviti dan menambahbaik proses kerja PKS.

Program SME COrP lEAN Program Transformasi Lean merupakan program kerjasama antara SME Corporation dan MPC yang memfokuskan kepada perusahaan kecil sederhana (PKS) bagi membantu meningkatkan kecekapan proses serta penggunaan tenaga kerja yang optimum dan membantu mengurangkan/menyingkirkan pembaziran (waste).
program Program PPKV-BEF Program Pembangunan Kapasiti Vendor (PPKV) merupakan dan tanggungjawab MITI dimana MPC dilantik untuk melaksanakan penilaian diagnostik menggunakan kaedah Bisness Excellence Framework (BEF) untuk meningkatkan produktiviti dan kualiti syarikat.

dibawah kawalan BPu Programme(MITI) Groom Big Programme is a Bumiputera Entrepreneur Development Division (BPU) programme under the Ministry of International Trade and Industry (MITI).
This programme targets small medium enterprises (SMEs) to improve productivity and quality of the company so that it is more systematic and enhances its competitiveness.

MTCP-JICA Programme The MTCP-JICA programme is a collaborative program between the Malaysian Technical Corporation Program (MTCP) and the Japan International Cooperation Agency (JICA) to assist developing countries under the Third Country Training Program (TCTP).
The programme is based on three core areas of KAIZEN, Total Quality Management (TQM) and Productivity and Innovation.

PEMANDu SrI-CSl Programme The Starategi Reform - Competition, Standards and Liberalisation Program (SRI-CSL) is a programme under MITI and Performance Management and Delivery Unit (PEMANDU) to reduce the burden of business regulations.

Initiative MITI Vendor Development Programme (PPV) The Vendor Development Programme (PPV) is a program under MITI.
This programme focuses on Lean Transformation.

The programme aims to develop increasing small-medium enterprises (SMEs) by productivity and improving SME work processes.

SME COrP lEAN Programme The Lean Transformation Programme is a collaborative programme between SME Corporation and MPC which focuses on medium-sized enterprises (SMEs) to help improve process efficiency and optimise the use of labour as well as help reduce / eliminate wastes.
PPKV-BEF Programme Vendor Capacity Development Programme (PPKV) is a programme under MITI’s control and responsibility whereby MPC is appointed to implement diagnostic assessment using the Business Excellence Framework (BEF) method to improve the productivity and quality of the company.

153 Laporan Tahunan 2017 annuaL rEporTNOTA-NOTA kepAdA peNyATA kewANgAN BAgi TAhuN BerAkhir 31 disemBer 2017NOTes TO The fiNANciAl sTATemeNT fOr The yeAr eNded 31 decemBer 2017 9. gErAN TErTuNDA 9.
ACCruED grANT 2017 RM 2016 RM Baki pada 1 Januari 2017 / Balance as at 1 January 2017 15,189,952 16,136,856 Pendapatan/ Income Pemberian Kerajaan Persekutuan/ Federal Government Grant Jumlah Pendapatan/ Total Income Tolak: Perbelanjaan/ Less: Expenditure Perbelanjaan operasi (Nota 13) / Operational expenditure (Note 13) Susutnilai/ Depreciation 21,020,511 21,020,511 6,714,484 537,426 2,677,672 2,677,672 3,017,838 548,012 Jumlah Perbelajaan/ Total Expenditure 7,251,910 3,565,850 Pelarasan / Adjustment – (58,726) Baki pada 31 Disember 2017 / Balance as at 31 December 2017 28,958,553 15,189,952 10.
KuMPulAN wANg PENguruSAN 9. grOuP OPErATION FuND Baki pada 1 Januari 2017 (seperti dinyatakan semula) / Balance as at 1 January 2017 (as restated) Pendapatan/ Income Pemberian Kerajaan Persekutuan/ Federal Government Grant Pelbagai Pendapatan/ Miscellaneous Income 2017 RM 2016 RM 32,137,901 35,093,221 27,933,000 13,890,974 31,779,800 11,778,082 Jumlah Pendapatan/ Total Income 41,823,974 43,557,882 Tolak: Perbelanjaan/ Less: Expenditure Emolumen / Emoluments Perbelanjaan Pengurusan/ Operational expenditure Perbelanjaan Konvensyen/ Convention expenditure Pelarasan peruntukan GCR/ GCR allocation adjustment Susutnilai/ Depreciation 25,326,034 15,497,994 3,603,365 476,860 988,984 24,918,944 16,590,697 3,269,183 783,260 951,118 Jumlah Perbelajaan/ Total Expenditure 45,893,237 46,513,202 Defisit tahun Semasa/ Current year deficit Baki pada 31 Disember 2017 / Balance as at 31 December 2017 (4,069,263) 28,068,638 (2,955,320) 32,137,901 154 Laporan Tahunan 2017 annuaL rEporTNOTA-NOTA kepAdA peNyATA kewANgAN BAgi TAhuN BerAkhir 31 disemBer 2017NOTes TO The fiNANciAl sTATemeNT fOr The yeAr eNded 31 decemBer 2017 11.
PEMBErIAN KErAJAAN PErSEKuTuAN 11.

FEDErAl gOVErNMENT grANT Geran mengurus / Operation grant Pengiktirafan geran pembangunan/ Development fund accredited 2017 RM 27,933,000 7,251,910 2016 RM 31,779,800 3,565,850 35,184,910 35,345,650 Geran Pembangunan sebenar yang diterima daripada Kerajaana Persekutuan bagi tahun 2017 sebanyak RM21,020,511 (pada tahun 2106: RM2,677,672).
The actual amount of Development Grants received from the Federal Government for the year 2017 was RM21,020,511 (in year 2016: RM2,677,672).

12.

EMOluMEN 12.
12.

EMOluMEN 12.

EMOluMENTS Gaji kakitangan / Staff wages Elaun tetap / Fixed allowances Tambahan kos kakitangan / Additional staff costs Elau lebih masa / Overtime allowances Pelbagai faedah kewangan / Miscellaneous finance interest 2017 RM 17,188,915 4,394,810 2,984,129 213,908 544,272 2016 RM 24,918,944 16,590,697 3,269,183 783,260 951,118 Jumlah Perbelajaan/ Total Expenditure 25,326,034 46,513,202 Bilangan kakitangan / Number of employee 331 32,137,901 13.

PErBElANJAAN PEMBANguNAN 13.
DEVElOPMENT ExPENDITurE Lain-lain faedah kewangan / Miscellaneous finance interest Perjalanan dan sara hidup / Travelling and subsitence Pengangkutan barang-barang / Transportation of good Perhubungan / Communications Sewaan / Rental Perkhidmatan percetakan / Printing services Bekalan dan alatan / Supplies and equipment 2017 RM 17,500 972,216 – 245 15,405 203,116 59,689 2016 RM 13,501 703,562 100 53 21,423 160,116 11,778 Perkhidmatan iktisas dan perkhidmatan lain yang dibeli dan hospitaliti / Professional and other services purchased and hospitality 5,446,313 2,107,305 Jumlah Perbelajaan/ Total Expenditure 6,714,484 3,017,838 14.
KOMITMEN MODAl 14.

CAPITAl COMMITMENT 2017 RM 2016 RM Diluluskan dan telak dikontrakkan / Approved and contracted 21,020,511 2,677,672 155 Laporan Tahunan 2017 annuaL rEporTNOTA-NOTA kepAdA peNyATA kewANgAN BAgi TAhuN BerAkhir 31 disemBer 2017NOTes TO The fiNANciAl sTATemeNT fOr The yeAr eNded 31 decemBer 2017 15.

PENguruSAN MODAl 15.

CAPITAl MANAgEMENT Bagi tujuan pengurusan modal Perbadanan, modal merujuk kepada ekuiti, termasuk lebihan terkumpul dan segala rizab ekuiti.
Ekuiti diwakili oleh aset bersih.

Perbadanan mengurus modal dengan mengikuti peruntukan di dalam Akta (Memperbadankan) Majlis Daya Pengeluaran Negara Bil.

19 pada tahun 1966. semula dan sentiasa menyemak Perbadanan menguruskan modalnya untuk memastikan kecukupan bagi keperluan kendalian dan modal.

Tiada perubahan dalam pendekatan Perbadanan untuk pengurusan modal dalam tahun kewangan semasa.

16.
16.

KAKITANgAN PENguruSAN uTAMA lembaga Pengarah (BOD) MPC Ahli Lembaga Pengarah (BOD) MPC adalah terdiri daripada 16 orang ahli tetap dan 5 orang ahli ganti.

Jumlah keseluruhan bayaran elaun tetap bulanan dan elaun kehadiran mesyuarat adalah berjumlah RM477,250.00 bagi tahun 2017. lembaga Pengurusan (BOM ) MPC Ahli Lembaga Pengurusan (BOM) MPC terdiri daripada Ketua Pengarah MPC, 2 orang Timbalan Ketua Pengarah dan 3 orang Pengarah yang dilantik oleh Lembaga Pengarah MPC.
Jumlah keseluruhan bayaran emolumen kepada ahli BOM adalah sebanyak RM1,340,794.44 pada tahun 2017.

For the Corporation’s capital management purposes, capital refers to equity, including accumulated surpluses and all equity reserves.

Equities are represented by net assets.

The Corporation manages capital by following the provisions in the National Productivity Council (Incorporation) Act No.

19 in 1966.
19 in 1966.

The Corporation constantly reviews and manages its capital to ensure the adequacy of operational and capital requirements.

There has been no change in the Corporation’s approach to capital management during the current financial year.

16.

KEY MANAgEMENT PErSONNEl MPC Board of Directors (BOD) The MPC Board of Directors (BOD) comprises 16 permanent members and 5 alternate members.
The total amount of monthly fixed allowance allowance and meeting attendance allowance amounted to RM477,250.00 for 2017.

MPC Board of Management (BOM ) The MPC Management Board (BOM) comprises the Director General of MPC, 2 deputy director-generals and 3 Directors appointed by the Board of MPC.

The total amount of emolument payments to BOM members is RM1,340,794.44 in 2017.

17.

INSTruMEN KEwANgAN 17.


FINANCIAl INSTruMENTS Instrumen kewangan adalah sebarang kontrak yang menimbulkan aset kewangan bagi satu pihak perniagaan dan liabiliti kewangan atau instrumen ekuiti bagi satu pihak perniagaan yang lain.

Financial instruments are any contracts that give rise to financial assets of one party of business and financial liabilities or equity instruments of another business entity.

17.1.

Kategori Instrumen Kewangan 17.1.
Financial Instruments 2017 / 2017 Aset Kewaangan / Financial Assets Baki bank dan wang tunai / Bank and cash balance Deposit tetap di institusi kewangan / Fixed deposits at financial institutions Urusniaga pertukaran belum terima / Exchange transaction receivable Liabiliti Kewangan / Financial Liabilities Urusniaga pertukaran belum bayar / Exchange transaction unpaid 156 Penjaman dan belum terima / Loans and receivable RM Liabiliti kewangan pada kos terlunas / Financial liabilities at amortised cost RM Jumlah / Total RM 9,226,827 37,499,384 4,247,011 50,973,222 – – – – 9,226,827 37,499,384 4,247,011 50,973,222 – 3,315,577 3,315,577 Laporan Tahunan 2017 annuaL rEporTNOTA-NOTA kepAdA peNyATA kewANgAN BAgi TAhuN BerAkhir 31 disemBer 2017NOTes TO The fiNANciAl sTATemeNT fOr The yeAr eNded 31 decemBer 2017 2016 / 2016 Aset Kewaangan / Financial Assets Penjaman dan belum terima / Loans and receivable RM Liabiliti kewangan pada kos terlunas / Financial liabilities at amortised cost RM Jumlah / Total RM Baki bank dan wang tunai / Bank and cash balance 9,862,531 – 29,036,274 – 9,862,531 29,036,274 Deposit tetap di institusi kewangan / Fixed deposits at financial institutions Urusniaga pertukaran belum terima / Exchange transaction receivable Liabiliti Kewangan / Financial Liabilities Urusniaga pertukaran belum bayar / Exchange transaction unpaid 2,826,827 – 2,826,827 41,725,632 – 41,725,632 – 2,801,378 2,801,378 17.2.
Objektif dan dasar pengurusan risiko kewangan Perbadanan terdedah kepada risiko kewangan yang timbul daripada aktiviti operasi dan penggunaan instrumen kewangan.

Polisi pengurusan risiko Perbadanan adalah memastikan sumber kewangan yang mencukupi bagi aktiviti operasi di samping menguruskan risiko kewangan, termasuk risiko kredit, kecairan dan pasaran.

17.2.
17.2.

Financial risk management objectives and policies The Corporation is exposed to financial risks arising from the operating activities and the use of financial instruments.

The Corporation’s risk management policy is to ensure adequate financial resources for operating activities as well as managing financial risks, including credit risk, liquidity and market risk.
(a) risiko kredit Risiko kredit merupakan risiko kerugian yang timbul daripada instrumen kewangan tertunggak sekiranya pihak balas memungkiri obligasi mereka.

Pendedahan maksimum kepada risiko kredit adalah diwakili oleh amaun bawaan setiap kelas aset kewangan.

(a) Credit risk Credit risk is a risk of loss arising from an overdue financial intrument if the counterpart breaches their obligations.

Maximum exposure to credit risk is represented by the carrying amount of each class of financial assets.
i) Penghutang daripada transaksi pertukaran daripada Penghutang pertukaran majoritinya terdiri daripada penghutang konvensyen dan kursus.

Baki penghutang dipantau secara berterusan supaya Perbadanan tidak terdedah kepada risiko hutang lapuk yang signifikan.

transaksi Pendedahan kepada risiko kredit: Perbadanan tidak terdedah kepada tumpuan risiko kredit yang ketara bagi penghutang daripada transaksi pertukaran.
ii) Pinjaman kepada kakitangan Perbadanan memberi pinjaman kenderaan dan komputer yang tidak bercagar kepada kakitangan.

Pendedahan kepada risiko kredit: Pendedahan maksimum kepada risiko kredit adalah diwakili oleh amaun bawaan di dalam Penyata Kedudukan Kewangan.

Risiko kredit terhadap pinjaman kakitangan adalah tidak signifikan kerana baki pinjaman belum terima diperolehi setiap bulan melalui pemotongan gaji.
i) Debtors from exchange transaction Debtors from major exchange transactions are derived from conventional debtors and courses.

Debt balances are monitored continuously so that the Corporation is not exposed to significant bad debt risk.

Exposure to credit risk: The Corporation is not exposed to significant credit risk for debtors from exchange transactions.

ii) Loans to staff The corporation provides unsecured vehicles and computers to staff.
loans for Exposure to credit risk The maximum exposure to credit risk is represented by the carrying amount in the Statement of Financial Position.

Credit risk on employee loans is insignificant as the outstanding loan receivable is earned monthly through salary deductions.
157 Laporan Tahunan 2017 annuaL rEporTNOTA-NOTA kepAdA peNyATA kewANgAN BAgi TAhuN BerAkhir 31 disemBer 2017NOTes TO The fiNANciAl sTATemeNT fOr The yeAr eNded 31 decemBer 2017 risiko adalah kecairan (b) risiko Kecairan Risiko ketidakupayaan Perbadanan untuk memenuhi obligasi yang berkaitan dengan instrumen kewangan.

Pendedahan Perbadanan kepada risiko kecairan timbul terutamanya daripada ketidaksepadanan kematangan aset dan liabiliti kewangan.
Objektif Perbadanan adalah untuk mengekalkan tahap aliran tunai dan setara tunai yang mencukupi untuk menampung keperluan modal kerjanya.

Analisis kematangan Profil kematangan liabiliti kewangan Perbadanan pada akhir tempoh pelaporan berdasarkan kepada tanggungan bayaran balik yang tidak didiskaunkan mengikut kontrak adalah kurang daripada setahun atau atas permintaan.
(c) risiko Kadar Faedah Risiko kadar faedah merupakan risiko nilai saksama atau aliran tunai masa hadapan bagi Perbadanan akan menurun-naik disebabkan oleh perubahan dalam kadar faedah pasaran.

Perbadanan terdedah kepada risiko kadar faedah dari simpanan tetap dengan institusi kewangan dan bank berlesen.

Simpanan tetap diletakkan pada kadar kompetitif di bawah terma dan syarat yang paling menguntungkan.
Analisis sensitiviti nilai saksama bagi instrumen berkadar tetap Perbadanan tidak mengakaunkan aset dan liabiliti kewangan berkadar tetap pada nilai saksama melalui lebihan atau defisit.

Oleh itu, perubahan kadar faedah pada akhir tahun pelaporan tidak akan menjejaskan lebihan atau defisit.

17.3.
17.3.

Nilai Saksama Instrumen Kewangan (a) Hierarki nilai saksama Semua aset dan liabiliti yang mana nilai saksama diukur atau dinyatakan di dalam penyata kewangan dikategorikan dalam hierarki nilai saksama, yang dinyatakan seperti berikut, berdasarkan input paras terendah yang ketara terhadap pengukuran nilai saksama secara keseluruhan:- is the risk of (b) liquidity risk Liquidity risk incapacity of the Corporation to meet obligations associated with financial instruments.
Exposure to the Corporation’s liquidity risk arises primarily from maturing financial assets and liabilities.

The objective of the Corporation is to maintain sufficient cash flow and cash equivalents to meet their working capital requirements.

Maturity analysis The maturity profile of the financial liability of the Corporation at the end of the reporting period based on the liability of non-discounted repayment by contract is less than one year or on demand.
(c) Interest rate risk Interest rate risk is the risk of a fair value or future cash flows for the Corporation to be volatile due to changes in market interest rates.

The Corporation is exposed to interest rate risk from fixed deposits with licensed financial institutions and banks.

Deposits are placed at competitive rates under the most lucrative terms and conditions.
Fair value sensitivity analysis for fixed rate instruments The Corporation does not account for fixed rate financial assets and liabilities at fair value through surplus or deficit.

Therefore, interest rate changes at the end of the reporting year will not affect the surplus or deficit.

17.3.
17.3.

The Fair Value Of Financial Instruments (a) Fair value hierarchy All assets and liabilities for which fair value are measured or stated in the financial statements are categorised in the fair value hierarchy, as set out below, based on the lowest leveraged inputs on the measurement of fair value as a whole: - Level 1: Quoted (non-adjusted) market prices active markets for similar assets or liabilities.
in Level 2: Assessment techniques which are the lowest leveraged inputs to fair value measurements that are directly or indirectly observable.

Tahap 1: Tersiar harga (tidak dilaras) harga pasaran dalam pasaran aktif bagi aset atau liabiliti yang serupa.
Level 3: Inputs for assets or liabilities based on observable market data (inputs are not observable) Tahap 2: Teknik penilaian yang mana input paras terendah yang ketara terhadap pengukuran nilai saksama secara langsung atau tidak langsung yang boleh diperhatikan.
Tahap 3: Input bagi aset atau liabiliti yang berdasarkan data pasaran yang boleh diperhatikan (input tidak boleh diperhatikan) 158 Laporan Tahunan 2017 annuaL rEporTNOTA-NOTA kepAdA peNyATA kewANgAN BAgi TAhuN BerAkhir 31 disemBer 2017NOTes TO The fiNANciAl sTATemeNT fOr The yeAr eNded 31 decemBer 2017 (b) Aset kewangan dinyatakan pada nilai saksama Amaun dibawa urusniaga pertukaran belum terima dan urusniaga pertukaran belum bayar adalah anggaran munasabah bagi nilai saksama, disebabkan oleh sifat jangka pendeknya atau kesan pendiskaunan yang tidak ketara terhadap instrumen kewangan ini.
Oleh itu, instrumen kewangan ini tidak dinyatakan pada nilai saksama.

18.

PENJElASAN PErAlIHAN KEPADA MPSAS MPSAS 25 memerlukan entiti mengiktiraf liabiliti peruntukan manfaat akan diselesaikan melebihi 12 bulan dari tarikh akhir pelaporan didiskaunkan.

Perbadanan mempunyai obligasi untuk membayar gantian cuti rehat kepada kakitangan semasa persaraan.

kakitangan yang Liabiliti peruntukan manfaat kakitangan telah dikira semula dan diiktiraf kepada amaun yang didiskaunkan.
Pelarasan kepada nilai bawaan sebelum ini telah diiktiraf sebagai pelarasan kepada baki awal kumpulan wang pengurusan (lebihan terkumpul) pada 1 Januari 2016.

(b) Financial assets are stated at fair value The carrying amount of the change in receivables and the trade payables are reasonable estimates of fair value, due to their short term nature or the effects of intangible discount on these financial instruments.

Therefore, these financial instruments are not stated at fair value.

18.
18.

DESCrIPTION OF TrANSFEr TO MPSAS MPSAS 25 requires an entity to recognise liabilities for employee benefits provision which will be settled in excess of 12 months from the discounted reporting deadline.

The Corporation has the obligation to pay cash award in lieu of accumulated annual leave (GCR) for employees on retirement.

Provision of liabilities on employee benefits have been recalculated and recognised on the discounted amount.
The adjustment to the carrying amount previously was recognised as an adjustment to the beginning balance of the management fund (accumulated surplus) on 1 January 2016.
Penyata Kedudukan Kewangan / Statement of Financial Position Peruntukan manfaat kakitangan / Provision of staff benefit Kumpulan wang pengurusan / Group operation fund Penyata Prestasi Kewangan / Financial Performance Statement Manfaat kakitangan / Staff benefit Seperti dinyatakan sebelum / As stated previously RM Pelarasan / Adjustment RM Seperti dinyatakan semula / As restated RM 4,849,770 (1,438,207) 3,411,563 30,699,694 1,438,207 32,137,901 310,535 472,725 783,260 159 Laporan Tahunan 2017 annuaL rEporTNOTA-NOTA kepAdA peNyATA kewANgAN BAgi TAhuN BerAkhir 31 disemBer 2017NOTes TO The fiNANciAl sTATemeNT fOr The yeAr eNded 31 decemBer 2017 aLaMat PeJaBat cOMPany aDDreSS MPc ibu Pejabat / headquarters Lorong Produktiviti, Jalan Sultan, 46200 Petaling Jaya, Selangor T: +603-7955 7266 F: +603-7957 8068 E: marketing@mpc.gov.my MPc Petaling Jaya A-06-01 Tingkat 6, Blok A, PJ8, No.
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