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Perbadanan Produktiviti Malaysia Lorong Produktiviti, Jalan Sultan 46200 Petaling Jaya, Selangor Tel: 603-7955 7266 Fax: 603-7957 8086 Website: www.mpc.gov.my L A P O R A N T A H U N A N | ©2021 Hakcipta Terpelihara Tidak dibenarkan mengeluar ulang mana-mana bahagian penerbitan, ilustrasi, reka bentuk, grafik dan menyimpan isi kandungan dalam apa jua cara sama ada secara elektronik, mekanikal, fotokopi, rakaman atau apa-apa cara lain tanpa mendapat keizinan bertulis terlebih dahulu daripada Perbadanan Produktiviti Malaysia.
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ISI KANDUNGAN CONTENTS Perutusan Timbalan Pengerusi Message From The Deputy Chairman Maklumat Korporat Corporate Information Meningkatkan Pertumbuhan Pruduktiviti di Peringkat Negeri Enhancing Productivity Growth at State Level Memacu Produktiviti di Pering- kat Organisasi dan Enterpris Enhancing Productivity at Organ- isational and Enterprise Level Diari Korporat Corporate Diary 3 5 7 16 33 38 50 71 79 83 MPC Sepintas Lalu MPC at A Glance Meningkatkan Produktiviti di Peringkat Nasional Boosting Productivity at National Level Meningkatkan Produktiviti di Peringkat Sektor Uplifting Productivity at Sectorial Level MPC Go Digital Laporan dan Penyata Kewangan Financial Report and Statement Alamat Pejabat Office Address 157 2 N 3 PERUTUSAN TIMBALAN PENGERUSI MESSAGE FROM THE DEPUTY CHAIRMAN Perbadanan Produktiviti Malaysia (MPC) ber- peranan penting dalam menyumbang kepada pemulihan ekonomi negara yang terkesan dengan penularan global pandemik COVID-19.
Pen- ingkatan tahap produktiviti seiring dengan pembukaan sektor-sektor ekonomi mampu menyegerakan pertumbuhan ekonomi ke tahap yang lebih baik.

MPC telah meran- cang dan melaksanakan program peningkatan produktiviti yang lebih mantap, berkesan dan terangkum melalui kolaborasi inovatif semua peme- gang taruh demi tahap dan kualiti sosio-ekonomi rakyat yang lebih baik.
The Malaysia Productivity Corporation (MPC) plays an important role to economic re- covery of the country that has been affected by the global spread of COVID-19 pandemic.

The increase in productivity level in line with the is opening of economic sectors expected to accelerate economic growth to greater heights.
MPC has planned and implemented more robust, effective and inclusive pro- improvement programmes through innovative collaboration with all stakeholders for the betterment of the people’s socio-economic level and quality.
ductivity Dato’ Sri Norazman Ayob Meningkatkan Produktiviti di Peringkat Nasional Boosting Productivity at National Level Meningkatkan Produktiviti di Peringkat Sektor Uplifting Productivity at Sectorial Level Laporan dan Penyata Kewangan Financial Report and Statement Fokus utama MPC ialah usaha yang berterusan dalam membentuk ekosistem peratur- an yang responsif, tangkas dan berkesan serta rel- evan dengan keperluan dan cabaran semasa.
Di peringkat nasional, MPC komited dalam memu- dahcara penggubalan dan pelaksanaan pera- turan berkualiti agar perniagaan dapat beroper- asi dengan lebih baik.

Program Malaysia Mudah atau #MyMudah yang telah terbukti membantu komuniti perniagaan dalam mengurangkan be- ban peraturan yang tidak wajar akan diperluas- kan ke seluruh kementerian melalui pendekatan “Keseluruhan Kerajaan”.
Penglibatan MPC selaku sekretariat kepada PEMUDAH (Pasukan Petugas Khas Pemudahcara Perniagaan) yang bertanggungjawab mening- katkan kemudahan menjalankan perniagaan atau “ease of doing business” di Malaysia akan dilipatgandakan.

Kejayaan beberapa uji kaji peraturan atau “regulatory experimentation” ha- sil kerjasama PEMUDAH, agensi Kerajaan yang berkaitan dan pihak industri pada tahun 2020 mengukuhkan pendekatan yang diguna pakai MPC dan PEMUDAH dalam memudahcara op- erasi perniagaan.
Lebih banyak uji kaji peraturan akan dilaksanakan sebelum sesuatu kelongga- ran, pindaan atau penguatkuasaan peraturan dibuat secara menyeluruh.

The main focus of MPC is the continuous efforts in creating a responsive, agile and effective as well as relevant regulatory ecosystem that meets cur- rent needs and challenges.

At the national level, MPC is committed to facilitating the formulation and implementation of quality regulations for busi- nesses to operate better.
The Malaysia Mudah or #MyMudah program which has been proven to help the business community in reducing the bur- den of unnecessary regulations will be extended to all ministries through the “Whole-of-Govern- ment” approach.

The involvement of MPC as the secretariat to PEMUDAH (Special Task Force on Business Facilita- tion) which responsible for improving the ease of doing business in Malaysia will be enhanced.
The success of several regulatory experimentation as a result of the collaboration of PEMUDAH, relevant Government agencies and the industry in 2020 had strengthened the approach adopted by MPC and PEMUDAH in facilitating business operations.

More regulatory experimentations will be con- ducted before any relaxation, amendment or en- forcement of the regulation is made in its entirety.
juga mampu dilonjakkan Produktiviti negara sekiranya pihak awam dan swasta berterusan memaksimakan penggunaan teknologi dan dig- italisasi dalam urusan dan operasi.

Tidak dapat disangkal lagi, peranan teknologi digital sangat penting dalam memacu industri agar lebih ber- daya tahan, berdaya saing dan lestari.
MPC terus menyumbang kepada usaha membangunkan The country’s productivity can also be height- ened if the public and private sectors continue to maximize the use of technology and digitalization in business and operations.

Undoubtedly, digital technology is crucial in driving the industry to be more resilient, competitive and sustainable.
MPC continues in contributing towards developing an integrated digital ecosystem through the en- 2 3 ekosistem digital yang bersepadu melalui pening- katan kemahiran digital dalam kalangan tenaga kerja.

Program-program “reskilling” dan “upskill- ing” disasarkan lebih mantap untuk melengkapi tenaga kerja dengan keperluan pasaran.

An- taranya ialah sasaran untuk membimbing 5,000 peniaga di bawah program MyReskill IoT untuk mendorong peniaga beralih kepada pendigita- lan dan automasi.
Di peringkat enterpris, program peningkatan produktiviti dan inovasi telah mencatatkan pen- jimatan kos bernilai RM1.14 bilion yang dijana daripada pelbagai sumber melalui projek inovasi Team Excellence, Pensijilan Quality Environment (QE) atau 5S dan Pengiktirafan Lean.

Sebanyak 31,100 organisasi telah terlibat yang mana ia telah meningkatkan kadar keuntungan enterpris seban- yak 30-50%, menjimatkan masa dan kos pengel- uaran produk dengan kadar 50-90% serta men- gurangkan pembaziran dengan kadar 60-90%.
Semestinya, usaha ini akan diteruskan dan diman- tapkan agar ia memberi kesan yang lebih meluas.

Pada tahun 2020, MPC merekodkan penguran- gan kos operasi yang ketara iaitu RM65,703,157 berbanding RM82,479,390 pada tahun 2019.

Penjimatan ini dicapai melalui pengendalian program MPC secara atas talian yang menam- bah kecekapan kos dan keberkesanan sumber dalaman, transaksi proses perolehan secara atas talian dan digital melalui sistem eRO serta penurunan tuntutan elaun lebih masa bagi khid- mat sokongan.
Tahun 2020 menyaksikan inisiatif MPC Go Digital yang memaksimakan teknologi dalam urusan kerja, penyelarasan dan penyam- paian perkhidmatan.

hancement of digital skills among the workforce.

The “reskilling” and “upskilling” programmes are targeted to be more robust to equip the workforce with the needs of the market.

Among them is the target to assist 5,000 merchants under the MyReskill IoT programme to encourage businesses to move towards digitization and automation.
At the enterprise level, productivity and innovation improvement programmes have recorded cost savings of RM1.14 billion that was generated from various sources such as Team Excellence innova- tion projects, Quality Environment (QE) or 5S Cer- tification and Lean Recognition.

A total of 31,100 organizations had participated and successfully increased their profit rate by 30-50%, time and cost savings in production by 50-90% as well as waste reduction by 60-90%.
Therefore, it is natural that these efforts will be continued and strengthened for a wider impact.

In 2020, MPC recorded a significant reduction in operating cost, i.e, RM65,703,157 compared to RM82,479,390 in 2019.

The savings were achieved through conducting MPC programmes online, in which increases cost efficiency and effectiveness of internal resources, online and digital procure- ment process transactions through the eRO system as well as a reduce in overtime allowance claims for support services.
The year 2020 saw the initia- tive of MPC Go Digital that maximizes technology in work affairs, coordination and service delivery.

Ekonomi negara diunjurkan akan pulih dan leb- ih maju didokong oleh peningkatan produktivi- ti.

Persekitaran perniagaan yang kondusif serta rangka kawal selia yang mesra perniagaan dan dinamik bagi membolehkan aktiviti ekonomi ber- jalan dengan rancak adalah antara pemangkin kejayaan pemulihan ekonomi negara dan pen- ingkatan produktiviti yang pesat.
The country’s economy is projected to recover and be more developed with the support of in- creased productivity.

A conducive business envi- ronment as well as a business-friendly and dynamic regulatory framework to enable vibrant economic activities are among the catalysts for the country’s successful economic recovery and rapid produc- tivity growth.
Saya ingin merakamkan setinggi-tinggi penghar- gaan dan terima kasih kepada Ahli Lembaga Pengarah, Lembaga Pengurusan dan warga MPC yang telah bersama-sama menjayakan segala ini- siatif sepanjang tahun 2020 walaupun diuji dengan pandemik COVID-19.

Penghargaan juga dirakam kepada rakan strategik MPC dari sektor awam dan swasta termasuk di peringkat antarabangsa yang sentiasa komited dalam mengemukakan in- put dan cadangan bagi memastikan produktiviti dan daya saing negara terus ditingkatkan.
Semo- ga terus cemerlang dan produktif demi mencapai Wawasan Kemakmuran Bersama 2030.

I would like to express my deepest appreciation and gratitude to the Board of Directors, Board of Man- agement and MPC staff who have worked together to turn the initiatives into a success throughout 2020 despite being tested by the COVID-19 pandemic.
The appreciation is also extended to MPC’s strate- gic partners from the public and private sectors, in- cluding those at the international level, who are al- ways committed in providing input and suggestions to ensure continuous inprovement of the country’s productivity and competitiveness continue.

May the excellence and productivity continue for the achievement of Shared Prosperity Vision 2030.
4 5 MPC SEPINTAS LALU MPC AT A GLANCE 4 5 MPC SEPINTAS LALU MPC AT A GLANCE RM1.14 BILION BILLION PENJIMATAN KOS PROJEK PRODUKTIVITI & INOVASI COST SAVINGS FROM PRODUCTIVITY & INNOVATION PROJECTS SEMAKAN PERATURAN REGULATORY REVIEW 80 721 PROJEK/PROJECTS PERATURAN/ REGULATIONS 235 PROGRAM PENINGKATAN PRODUKTIVITI & INOVASI PRODUCTIVITY & INNOVATION ENHANCEMENT PROGRAMMES RM6.31 HASIL REVENUE JUTA MILLION RM1.53 BILION BILLION PENJIMATAN KOS PEMATUHAN COMPLIANCE COST SAVINGS 257 KHIDMAT NASIHAT DAN PERUNDINGAN ADVISORY AND CONSULTANCY SERVICES PENYERTAAN PROGRAM PROGRAMME PARTICIPATION 420 128,200 31,000 PESERTA/ PARTICIPANTS ORGANISASI/ ORGANISATIONS KONVENSYEN/PERSIDANGAN/ SEMINAR/BENGKEL CONVENTIONS/CONFERENCES/ SEMINARS/WORKSHOPS 599 JUARA PRODUKTIVITI PRODUCTIVITY CHAMPIONS 54 PENERBITAN PRODUKTIVITI & INOVASI PRODUCTIVITY & INNOVA- TION PUBLICATIONS 170 PERBINCANGAN MEJA BULAT/ KUMPULAN FOKUS ROUND TABLE DISCUSSIONS/ FOCUS GROUPS 30 PRODUK/PERKHIDMATAN BAHARU NEW PRODUCTS/SERVICES 6 7 MAKLUMAT KORPORAT CORPORATE INFORMATION 6 7 MAKLUMAT KORPORAT CORPORATE INFORMATION VISI, MISI DAN OBJEKTIF VISION, MISSION AND OBJECTIVES VISI VISION Organisasi utama dalam meningkatkan produktiviti untuk inovasi dan daya saing global The leading organisation in productivity enhancement for global competitiveness and innovation MISI MISSION 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 OBJEKTIF OBJECTIVES • Menyediakan maklumat mengenai produktiviti, kualiti, daya saing dan amalan-amalan terbaik melalui aktiviti-aktiviti penyelidikan dan pembangunan pangkalan data; • Providing value-added information on quality, productivity, competitiveness and best practices through research activities and databases; • Membangunkan modal insan dan kecemerlangan organisasi bagi membentuk masyarakat berasaskan pengetahuan melalui latihan, pembangunan sistem dan amalan terbaik; • Developing human capital and excellence organisational for building knowledge-based a society through training, systems development and best practices; • Menjalankan kajian semula peraturan dan promosi Amalan Baik Peraturan untuk mewujudkan persekitaran perniagaan yang lebih kompetitif; dan • Memupuk budaya kreatif dan inovatif demi produktiviti dan daya saing menerusi program jalinan kerjasama.
2 8 • Conducting review on regulation and promoting Good Regulatory to create a more Practice competitive business environment; and • Nurturing innovative and creative and culture competitiveness through partnership programmes productivity for 9 LATAR BELAKANG BACKGROUND Perbadanan Produktiviti Malaysia telah ditubuh- kan sebagai Pusat Daya Pengeluaran Negara pada tahun 1962, iaitu suatu projek bersama Dana Khas Bangsa-Bangsa Bersatu dan Kerajaan Perse- kutuan dengan Pertubuhan Buruh Antarabangsa (ILO) sebagai agensi pentadbir.
Malaysia Productivity Corporation (MPC) was es- tablished in 1962 as the National Productivity Cor- poration, a joint project between the United Na- tions Special Fund and the Federal Government, with the International Labour Organisation (ILO) acting as its executing agency.

Pusat Daya Pengeluaran Negara menjadi se- buah Badan berautonomi melalui Akta (Memper- badankan) Majlis Daya Pengeluaran Negara Bil- angan 19 pada tahun 1966.
Akta ini telah dipinda oleh Akta (Memperbadankan) Majlis Daya Penge- luaran Negara (Pindaan) Akta A305, 1975 sesuai dengan perkembangan Pusat ini.

In 1966, the National Productivity Council (Incorpo- ration) Act No.

19 was passed making the Centre an autonomous body.

It was later amended as the National Productivity Council (Incorporation) (Amendment) Act A305 1975, to cater for expan- sion of the Centre’s role.
Majlis Daya Pengeluaran Negara telah dina- makan Perbadanan Produktiviti Negara pada 1 Disember 1991 apabila Akta (Memperbadankan) Majlis Daya Pengeluaran Nasional (Pindaan) Akta A801 dikuatkuasakan.

The National Productivity Council was renamed the National Productivity Corporation on 1 Decem- ber 1991 when the National Productivity Centre (In- corporation) (Amendment) Act A801 1991 came into effect.
Akta Perbadanan Produktiviti Negara (Pemer- badanan) 1966 sekali lagi dipinda dan disebut sebagai Akta Perbadanan Produktiviti Malaysia (Pemerbadanan), 1966.

Nama baru telah diwar- takan pada 21 Februari 2008.

Pindaan ini ada- lah bertujuan untuk memperjelaskan status Per- badanan tersebut sebagai suatu badan yang ditubuhkan oleh Kerajaan Malaysia berhubung dengan perkara-perkara yang berkaitan den- gan produktiviti Negara, khususnya kepada mas- yarakat antarabangsa.
The National Productivity Corporation (Incorpora- tion) 1966 Act was amended once again as the Malaysia Productivity Corporation (Incorporation) Act 1966.

The new name was gazette on 21 Febru- ary 2008.

The objective of the amendment was to highlight the status of the Corporation as the gov- ernment body in all aspects related to the nation’s productivity and in particular, to the international community.
8 9 FUNGSI MPC DI BAWAH AKTA FUNCTION OF MPC UNDER ACT Kerja-kerja Perbadanan berdasarkan peruntukan seksyen 7 Akta Perbadanan Produktiviti Malaysia 1966 adalah: a) Menerajui pengalakkan dan penyebaran maklumat dan isu-isu yang berhubungan dengan Produktiviti; b) Menubuhkan satu pusat maklumat dan rujukan bagi indeks Produktiviti bagi negara dan bagi sistem- sistem pengurusan dan kajian kes; c) Mengeluarkan pakar dan kepakaran tempatan dalam bidang Produktiviti, Kualiti, Pengurusan dan Keusahawanan; d) Mempertingkatkan pembangunan sumber manusia pada peringkat penyeliaan dan peringkat pengurusan kedua-duanya dalam negara; The functions of the Corporation in accordance with the provision under Section 7 of the Malaysia Productivity Corporation (Incorporation) Act, 1966 are as follows: a) To lead in the promotion and dissemination of productivity related information and issues; b) To establish an information and reference centre for productivity indices for the country and for management systems and case studies; c) To generate local expertise in the field of productivity, quality, management and entrepreneurship; d) To enhance the development of human resource both at the supervisory and management levels in the country; e) Menasihati dan menyelaraskan pelaksanaan program-program dan akitiviti-aktiviti yang berhubungan dengan Produktiviti dan Kualiti; e) To advise on and coordinate the implementation of programmes and activities related to productivity and quality; f) Menilai dan memperakui program-program penyeliaan dan latihan Pengurusan, program- program Keusahawanan dan program-program Produktiviti dan Pengurusan Kualiti yang dijalankan oleh sektor swasta bagi orang awam; g) Menjalankan latihan atau program-program lain yang berhubungan dengan Produktiviti, Kualiti, Pengurusan dan Keusahawanan; h) Mengadakan perkhidmatan rundingan yang berhubung dengan Produktiviti, Kualiti, Pengurusan dan Keusahawanan; i) Mengumpul, mengeluar dan menerbit maklumat mengenai Produktiviti, Kualiti, Pengurusan, Keusahawanan dan hal-hal lain yang berhubungan; j) Menjalankan usaha-usaha perniagaan bagi maksud menunaikan kerja-kerjanya di bawah Akta ini dengan kelulusan Menteri; k) Memberikan laporan setiap tahun kepada Menteri mengenai kemajuan dan masalah- masalah meningkatkan Produktiviti dalam perdagangan dan industri dalam negara dan membuat syor-syor mengenai cara bagaimana masalah-masalah itu boleh diuruskan; dan l) Membuat semua perkara dan benda yang bersampingan dengan atau berbangkit daripada penunaian kerja-kerjanya di bawah Akta ini.
To assess and certify supervisory and f) management training programmes, entrepreneurship programmes and productivity and quality management programmes conducted by the private sector for the public; g) To conduct training or other programmes relating to productivity, quality, management and entrepreneurship; h) To provide consultancy services relating to productivity, quality, management and entrepreneurship; i) j) k) To collect, produce and publish information on productivity, quality, management and entrepreneurship and other related matters; To carry out business undertakings for the purpose of the discharge of its functions under this Act with the approval of the Minister; To report annually to the Minister on the progress and problems of raising productivity in commerce and industry and to make recommendations on the manner in which such problems may be dealt with; and l) To perform all matters and things as may be incidental to or consequential upon the discharge of its functions under the Act.
10 11 STRUKTUR ORGANISASI ORGANISATIONAL STRUCTURE KETUA PENGARAH DIRECTOR GENERAL PEMBANGUNAN KECEMERLANGAN ORGANISASI ORGANISATIONAL EXCELLENCE DEVELOPMENT KHIDMAT PENGURUSAN & KEWANGAN PERANCANGAN PEMBANGUNAN KORPORAT MANAGEMENT OF SERVICES & FINANCE CORPORATE PLANNING & DEVELOPMENT PEMBANGUNAN PRODUKTIVITI DAN DAYA SAING PRODUCTIVITY AND COMPETITIVENESS DEVELOPMENT • Kecemerlangan • Pengurusan Teknologi Perniagaan Enterpris Maklumat • Perhubungan Antarabangsa • Kelestarian dan Kemakmuran Bersama • Amalan Terbaik Produktiviti • Pengiktirafan Kecemerlangan Produktiviti • Khidmat Nasihat & Perundingan Produktiviti • MPC Wilayah Utara • MPC Wilayah Selatan • MPC Wilayah Pantai TImur • MPC Wilayah Sabah • MPC Wilayah Sarawak • Enterprise Business Excellence • Productivity Best Practices • Productivity Excellence Recognition • Productivity Advisory & Consultancy Services • Northern Region MPC • Southern Region MPC • East Coast Region MPC • Sabah Region MPC • Sarawak Region MPC • Perolehan • Kewangan • Pentadbiran • Aset & Teknikal • Management of Information Technology • Procurement • Finance • Administration • Khidmat Pelanggan • Daya Saing Negara dan Media • Pemasaran • Inovasi dan Transformasi Perniagaan • International Relation • Media and Customer Service • Marketing • Business Transformation • Pertumbuhan Produktiviti (9 Nexus Produktiviti) • Pertumbuhan Produktiviti • Sustainability and Shared Prosperity • National Competitiveness • Productivity Growth (9 Productivity Nexus) • Productivity Growth • Asset & Technical and Innovation • Urusetia Perbadanan & Hal Ehwal Undang-undang • Pengurusan & Pembangunan Sumber Manusia • Audit Dalam • Unit Integriti & Governans • Corporate Secretariat & Legal • Human Resources Management & Development • Internal Audit • Integrity & Governance Unit 10 11 LEMBAGA PENGARAH BOARD OF DIRECTORS Tuan Chua Tian Chang (Tian Chua) Dato’ Sri Norazman Ayob PENGERUSI (Sehingga 31 Ogos 2020) CHAIRMAN (Until 31 August 2020) TIMBALAN KETUA SETIAUSAHA (INDUSTRI) Kementerian Perdagangan Antarabangsa dan Industri DEPUTY SECRETARY-GENERAL (INDUSTRY) Ministry of International Trade and Industry Prof.
Emeritus Tan Sri Dato’ Dzulkifli Abdul Razak REKTOR Universiti Islam Antarabangsa Malaysia RECTOR International Islamic University of Malaysia Tan Sri Dato’ Azman Shah Dato’ Seri Haron Datuk Abang Haji Abdul Karim Tun Abang Haji Openg PRESIDEN EMERITUS Persekutuan Majikan-Majikan Malaysia PRESIDEN Brooke Dockyard & Engineer- ing Works Corporation PRESIDENT EMERITUS Malaysian Employers Federation PRESIDENT Brooke Dockyard & Engineering Works Corporation Dato’ Muhamad Noor Yacob PROFESSOR ADJUNG Institut Kajian Malaysia & Antarabangsa (IKMAS) Universiti Kebangsaan Malaysia ADJUNCT PROFESSOR Institute of Malaysian and International Studies (IKMAS) Universiti Kebangsaan Malaysia 12 13 Datuk Hj.
Awang Buhtamam bin Hj.

Awang Mahmun KETUA PEGAWAI EKSEKUTIF/ PENGERUSI Sedafiat Sdn.

Bhd.

CHIEF EXECUTIVE OFFICER/ CHAIRMAN Sedafiat Sdn.

Bhd.

Datuk Ruben Emir Gnanalingam Abdullah Dato’ Jamelah Jamaludin PENGARAH URUSAN KUMPULAN Westports Holdings Berhad PENGERUSI EKSEKUTIF Mudharib Partners Sdn.

Bhd.

GROUP MANAGING DIRECTOR Westports Holding Berhad EXECUTIVE CHAIRMAN Mudharib Partners Sdn.

Bhd.
Dato Abdul Latif Haji Abu Seman Encik Maniam a/l Arumugam Encik Surrendren a/l Sathasivam KETUA PENGARAH Perbadanan Produktiviti Malaysia DIRECTOR GENERAL Malaysia Productivity Corporation TIMBALAN KETUA SETIAUSAHA (DASAR & ANTARABANGSA) Kementerian Sumber Manusia DEPUTY SECRETARY GENERAL (POLICY & INTERNATIONAL) Ministry of Human Resources PENGARAH BAHAGIAN EKONOMI MAKRO Unit Perancang Ekonomi Jabatan Perdana Menteri DIRECTOR OF MACROECONOMICS DIVISION Economic Planning Unit Prime Minister’s Department 13 12 Cik Hasliana Binti Kamarudin Encik A. Balasubramaniam Ir.
Daniel Lim Kim Chuan KETUA PENOLONG PENGARAH BELANJAWAN NEGARA Kementerian Kewangan TIMBALAN SETIAUSAHA AGUNG Kongress Kesatuan Sekerja Malaysia PRINCIPAL ASISTANT DIRECTOR OF NATIONAL BUDGET Ministry of Finance DEPUTY SECRETARY GENERAL Malaysian Trades Union Congress PENGARAH URUSAN AD Consultants (M) Sdn Bhd MANAGING DIRECTOR AD Consultants (M) Sdn Bhd Encik Jacob Lee Chor Kok AHLI MAJLIS Federation of Malaysian Manufacturers (FMM) COUNCIL MEMBER Federation of Malaysian Manufacturers (FMM) Encik Mohd Sofiyuddin Ahmad Tabrani (Sehingga/ Until 30 June 2020) RAKAN KONGSI Zaid Ibrahim & Co (ZICO Law) PARTNER Zaid Ibrahim & Co (ZICO Law) Datin Roseleena Hashim SETIAUSAHA PERBADANAN Perbadanan Produktiviti Malaysia CORPORATE SECRETARY Malaysia Productivity Corporation 14 15 LEMBAGA PENGURUSAN BOARD OF MANAGEMENT Dato Abdul Latif Haji Abu Seman Tuan Haji Ab.
Rahim Yusoff Encik Zahid Ismail KETUA PENGARAH Perbadanan Produktiviti Malaysia DIRECTOR GENERAL Malaysia Productivity Corporation TIMBALAN KETUA PENGARAH (Sehingga 16 Disember 2020) Bahagian Pembangunan Kecemerlangan Organisasi DEPUTY DIRECTOR GENERAL (Until 16 December 2020) Organisational Excellence Development Division TIMBALAN KETUA PENGARAH Bahagian Pembangunan Produktiviti dan Daya Saing DEPUTY DIRECTOR GENERAL Productivity and Competitive- ness Development Division Tuan Haji Burhanuddin Saidin Encik Kamaruddin Mohamad PENGARAH (Sehingga 2 November 2020) Bahagian Khidmat Pengurusan dan Kewangan DIRECTOR Management of Services and Finance Division PENGARAH Bahagian Perancangan dan Pembangunan Korporat DIRECTOR Corporate Planning and Development Division 14 15 MENINGKATKAN PRODUKTIVITI DI PERINGKAT NASIONAL BOOSTING PRODUCTIVITY AT NATIONAL LEVEL 16 17 MENINGKATKAN PRODUKTIVITI DI PERINGKAT NASIONAL BOOSTING PRODUCTIVITY AT NATIONAL LEVEL Pandemik COVID-19 memberi impak ke atas ekonomi negara, operasi dan aktiviti perniag- aan, tahap produktiviti dan kehidupan mas- yarakat amnya.
Secara keseluruhan pada ta- hun 2020, produktiviti buruh Malaysia mengalami penurunan sebanyak -5.5% kepada RM89,022 berbanding (2019: 2.3%, tahun sebelumnya RM94,162).

Penguncupan ini adalah yang perta- ma sejak krisis ekonomi global 2009 dan terendah dalam hampir 10 tahun.

MPC terus memainkan peranan penting dalam mengurangkan impak negatif terhadap ekonomi dengan membentuk ekosistem yang teguh sep- erti yang digariskan di dalam Teras 4 Blueprint Produktiviti Malaysia (MPB).
MPC telah mengenal pasti bahawa peraturan yang lapuk dan mem- bebankan sebagai tidak produktif dan perlu disemak semula untuk dimansuhkan atau diper- mudahkan bagi mewujudkan persekitaran perni- agaan yang kondusif dan mesra peniaga terma- suk kepada pelabur asing.

MPC berperanan melaksanakan intervensi dan bertindak sebagai pemudah cara kepada isu ber- kaitan beban peraturan dengan menggunakan penerapan Amalan Baik Peraturan (GRP).
GRP digunakan dalam merumuskan peraturan baha- ru atau pindaan terhadap peraturan yang sedia ada.

Antara fokus utamanya adalah menambah baik peraturan perniagaan dan menghapuskan polisi dan kos pematuhan yang tidak wajar bagi memantapkan penyampaian sesuatu peraturan sekali gus meningkatkan produktiviti negara.

Se- hubungan itu, MPC telah melaksanakan bebera- pa inisiatif bagi mencapai tujuan tersebut.
Antara inisiatif-inisiatif utama adalah: a) Analisa Impak Peraturan (RIA); b) Urusan Mendapatkan Permit Pembinaan (DCP); c) Langkah-Langkah Bukan Tarif (NTM); d) Pasukan Petugas Khas Pemudahcara Perniagaan (PEMUDAH); e) Portal Konsultasi Awam Berpusat (UPC); f) Behavioural Insights; g) Competitiveness Deep Dive; h) Inisiatif Penambahbaikan Garis Panduan Pelesenan Perniagaan; dan Program #MyMudah.
i) COVID-19 pandemic is disrupting the country’s economy, impacting business operations and ac- tivities, productivity level and the quality of life in general.

Overall, in 2020, Malaysia’s labor produc- tivity had decreased by -5.5% to RM89,022 com- pared to the previous year (2019: 2.3%, RM94,162).

This contraction is the first since the 2009 global economic crisis, and the lowest in nearly 10 years.
MPC continues to play an important role in re- ducing the negative impact on the economy by building a strong ecosystem as outlined in Thrust 4 of the Malaysia Productivity Blueprint (MPB).

MPC has identified that outdated and burdensome regulations as unproductive, and they need to be reviewed for repeal or simplification to create a conducive and business-friendly environment for businesses and foreign investors.
The roles of MPC are to implement interventions and acts as a facilitator to issues related to regula- tory burden by applying Good Regulatory Practice (GRP).

GRP is used to formulate new regulations or amend existing regulations.

One of its main focus- es is to improve business regulations and eliminate inappropriate policies and compliance costs to strengthen the delivery of a regulation, in which consequently increases national productivity.
MPC has implemented several initiatives to achieve this goal.
Among the key initiatives are: a) b) c) d) e) f) g) h) i) Regulatory Impact Assessment (RIA) Dealing with Construction Permits (DCP) Tarif/ Non-Tariff Measures (NTM) The Special Task Force to Facilitate Business (PEMUDAH) Unified Public Consultation Portal (UPC) Behavioural Insights Competitiveness Deep Dive Business License Guideline Improvement Initiative #MyMudah program 16 17 a) ANALISA IMPAK PERATURAN (RIA) a) REGULATORY IMPACT ANALYSIS (RIA) RIA adalah satu pendekatan yang komprehensif untuk menilai secara kritis tentang kesan positif dan negatif terhadap peraturan sedia ada dan cadangan alternatif bukan peraturan.
Ia adalah elemen yang penting dalam pendekatan mem- buat dasar berasaskan bukti bagi memastikan peraturan yang dihasilkan adalah efisien dan efektif dalam persekitaran yang sentiasa berubah dan kompleks.

Sehubungan itu, MPC bertindak sebagai pemudah cara kepada kementerian dan agensi yang ingin memperkenalkan peraturan baharu atau memin- da peraturan sedia ada, terutamanya peraturan yang berkaitan atau memberi impak kepada per- niagaan, pelaburan dan perdagangan.
Pada tahun 2020, MPC telah menerima sebanyak 84 Notifikasi Peraturan (RN) daripada 13 Pengaw- al Selia.

Manakala bagi Penyata Impak Peraturan (RIS), sebanyak 31 RIS diterima daripada 12 Pen- gawal Selia seperti jadual di bawah: RIA is a comprehensive approach to critically as- sess the positive and negative effects on existing regulation and non-regulatory options.
It is an im- portant element in the evidence-based policy making approach to ensure that the regulations established are efficient and effective in an ev- er-changing and complex environment.

MPC acts as a facilitator to ministries and agencies wishing to introduce new regulations or amend ex- isting regulations, particularly those that are rele- vant or have an impact on businesses, investments and trades.

In 2020, MPC received a total of 84 Regulatory Notifications (RN) from 13 Regulators.
Meanwhile, for the Regulatory Impact Statement (RIS), 31 RISs were received from 12 Regulators as shown in the table below: Jadual 1: Status RIA Bagi Tahun 2020 Table 1: RIA Status for Year 2020 Bil./No.
Aktiviti / Activity 2020 RN diterima/ RN received RN yang perlu melalui proses RIA/ RN needed to undergo the RIA process Pengecualian - RIA tidak diperlukan/ tarik balik/ Penilaian Pasca Pelaksanaan (PIR)/ Exemption – RIA was not needed/ retracted/ Post Imple- mentation Review (PIR) RIS diterima/ RIS received Bilangan pengawal selia yang mengemukakan RN/ Number of regulators submitting RN Bilangan pengawal selia yang mengemukakan RIS/ Number of regulators submitting RN 84 42 39 31 13 12 Sebanyak 32 khidmat nasihat berkaitan RIA telah diberikan kepada 166 pengawal selia di kementeri- an dan agensi pada tahun 2020.
Manakala seban- yak 10 bengkel RIA telah dijalankan merangkumi penglibatan seramai 290 pegawai pengawal selia di peringkat persekutuan.

Sebanyak 7 siri bengkel INTAN telah diadakan secara fizikal dan atas talian yang melibatkan 390 peserta.

Sejumlah 10 webinar yang melibatkan RIA dan Portal UPC telah mereko- dkan penyertaan sebanyak 1,551 peserta dari sek- tor kerajaan (peringkat Kementerian dan Kerajaan Negeri) dan sektor swasta.
A total of 32 RIA-related advisory services were provided to 166 regulators of various ministries and agencies in 2020.

Meanwhile, 10 RIA workshops were conducted involving 290 regulatory officers at the federal level.

There were 7 series of INTAN physical and online workshops held involving 390 participants.
There were also 10 webinars involv- ing RIA and the Unified Public Consultation Portal (UPC) with 1,551 participants from the government sector (Ministry and State-Government Levels) and the private sector.

18 19 b) URUSAN MENDAPATKAN PERMIT PEMBINAAN b) DEALING WITH CONSTRUCTION PERMITS (DCP) (DCP) DCP merupakan salah satu indikator yang diukur oleh Bank Dunia ke atas 190 buah ekonomi ter- masuk Malaysia dalam Laporan Ease of Doing Business (EoDB).
Pada tahun 2020, Malaysia telah mencatat kejayaan yang memberangsangkan apabila menduduki tempat ke-2 dalam kalangan 190 ekonomi dunia dalam indikator DCP.

Salah satu faktor kepada kejayaan Malaysia dalam pencapaian kedudukan ke-2 dunia adalah hasil ker- jasama inovasi di antara pihak kerajaan dan swasta melalui Kumpulan Kerja Teknikal Urusan Mendapat- kan Permit Pembinaan (TWGDCP) yang diselaraskan oleh MPC.
Sehubungan dengan kejayaan tersebut, beberapa projek DCP telah dilaksanakan pada ta- hun 2020 dengan mengguna pakai rangka kerja, metodologi dan skop seperti yang dibangunkan oleh Bank Dunia bermula dari proses kelulusan pelan Kebenaran Merancang sehingga pengeluaran Sijil Perakuan Siap dan Pematuhan (CCC).

DCP is one of the indicators measured by the World Bank on 190 economies including Malaysia in the Ease of Doing Business (EoDB) Report.
In 2020, Ma- laysia had achieved an impressive success by ranking 2nd among 190 world economies in the DCP indicator.

One of the factors to Malaysia’s success in achiev- ing the 2nd position in the world was due to the in- novative collaboration between the government and private sector through the Technical Working Group on Dealing with Construction Permits (TWG- DCP) coordinated by MPC.
In line with this success, several DCP projects implemented in 2020 had used the framework, methodology and scope de- veloped by the World Bank starting from the plan- ning approval process Planning Permission (PP), to the issuance of the Certificate of Completion and Compliance (CCC).
i) Projek DCP Perbadanan Putrajaya (PPj) i) DCP Project Perbadanan Putrajaya (PPj) Projek ini bertujuan untuk mempertingkatkan kece- kapan, penyeragaman dan mewujudkan keberke- sanan dalam urusan mendapatkan permit pem- binaan di Perbadanan Putrajaya melalui 3 aktiviti utama iaitu pengurangan prosedur, pengurangan tempoh masa dan pembangunan manual.
This project aimed to improve efficiency, stan- dardization and create effectiveness in obtaining construction permits from Putrajaya Corporation through 3 main activities, namely reduced proce- dure, shorter timeframe and manual development.

Penciptaan Nilai: Value Creation: Melalui 3 siri bengkel yang melibatkan 12 agen- si teknikal, proses permohonan permit di Per- badanan Putrajaya telah ditambah baik dari 45 prosedur ke 21 prosedur dan tempoh masa telah dikurangkan dari 254 hari ke 94.5 hari.
Through 3 series of workshops involving 12 techni- cal agencies, the permit application process at the Putrajaya Corporation had been improved; from 45 procedures to 21 procedures and shorten time period from 254 days to 94.5 days.
Jadual 2: Penambahbaikan Prosedur dan Masa DCP di Perbadanan Putrajaya Table 2: Improvement of Procedure and DCP Time at Perbadanan Putrajaya Perkara/ Item Sebelum/Before Selepas/After Penambahbaikan/ Improvement Prosedur Procedure Masa Time 45 21 254 hari 94.5 hari Pengurangan prosedur sehingga 53.3% Reduce of procedure by 53.3% Pengurangan tempoh masa sehingga 62.8% Reduce of period by 62.8% ii) Projek DCP Pembangunan Tepi Lebuh Raya ii) DCP Project for Highway Side Development Pemohon permit iaitu pihak syarikat petroleum tel- ah menyatakan kesukaran untuk mematuhi pros- es dan prosedur sedia ada yang ditetapkan oleh kementerian dan agensi terlibat.
Hal ini kerana pi- hak syarikat petroleum terpaksa mengemukakan maklumat dan permohonan yang sama secara The permit applicants, namely the petroleum com- panies had mentioned on the difficulty in comply- ing with the existing processes and procedures set by the ministries and agencies involved.

This is be- cause the petroleum companies need to submit the same information and application repeatedly.

18 19 berulang kali.


Selain itu, masa untuk mendapatkan CCC juga terlalu lama akibat bilangan prosedur yang banyak.

MPC sebagai fasilitator projek telah menjalinkan kolaborasi dengan beberapa kemen- terian, agensi, syarikat konsesi lebuh raya dan syari- kat petroleum yang terlibat untuk memudahkan urusan permit pembinaan pembangunan stesen minyak di tepi lebuh raya.

In addition, the time to obtain the CCC is also too long due to the huge number of procedures.
MPC as the project facilitator had collaborated with several ministries, agencies, highway concession- aires and the petroleum companies involved to facilitate the process of construction permit for the development of petrol stations along highways.

Penciptaan Nilai: Value Creation: Sebanyak 10 prosedur telah dicadang untuk di- mansuhkan bagi mengurangkan proses permo- honan dari 463 hari kepada 150 hari.
Dengan ini, lebih banyak stesen minyak akan berjaya dibuka dengan kos yang lebih rendah dan masa yang leb- ih singkat.

Ia dapat memberi keuntungan kepada pengusaha-pengusaha stesen minyak kerana tidak perlu menunggu lama untuk memulakan operasi.

Rakyat juga akan menikmati pengalaman perjala- nan yang lebih baik dengan kemudahan yang disediakan.
iii) Subnational Doing Business Subnational Doing Business in Malaysia merupakan satu kajian yang telah dijalankan oleh MPC dan Bank Dunia bermula tahun 2019 sehingga ia diterbit- kan pada April 2020.

Kajian ini menganalisa prestasi 6 buah bandar raya terpilih di Malaysia iaitu, Kuala Lumpur, Kuantan, Johor Bahru, George Town, Kota Kinabalu dan Kuching dalam urusan DCP.
Kajian ini menggunakan metodologi yang sama seperti Laporan EoDB yang melihat prestasi bandar raya tersebut dari skop jumlah bilangan prosedur, masa yang diambil, kos dan indeks kualiti bangunan.

Penciptaan Nilai: Berdasarkan kajian yang telah dijalankan, Kua- la Lumpur mendahului prestasi di dalam urusan mendapatkan permit perniagaan berbanding bandar-bandar yang lain.
Berikut adalah rumusan perbandingan kajian tersebut: A total of 10 procedures had been proposed for abolishment to reduce the application process from 463 days to 150 days.

With this, more petrol stations will be successfully opened at lower cost and shorter time.

It can benefit the petrol station operators as they do not have to wait long to start operating.

The highway users will also enjoy a bet- ter travel experience with the facilities provided.
iii) Subnational Doing Business Subnational Doing Business in Malaysia is a study conducted by MPC and the World Bank com- mencing in 2019 until its publication in April 2020.

This study analysed the performance of 6 selected cities in Malaysia, namely, Kuala Lumpur, Kuantan, Johor Bahru, George Town, Kota Kinabalu and Kuching in DCP matters.
This study employed the same methodology as the EoDB Report, which looks at the performance of those cities from the aspects of total number of procedures, time taken, cost and building quality index.

Value Creation: Based on the study that had been conducted, Kuala Lumpur was the performance leader in ob- taining business permits compared to other cities.
The following is a comparative summary of the study: 20 21 Jadual 3: Analisa Prestasi 6 Buah Bandar Raya Terpilih di Malaysia Table 3: Performance Analysis for 6 Selected Cities in Malaysia Bandar Raya Cities Skor Score Kedudukan Position Bilangan Prosedur No.
of Procedures Masa (hari) Time (Days) Kos (% nilai gudang) Cost (% warehouse value) Indeks Kualiti Bangunan (0-15) Building Quality Index (0-15) George Town Johor Bahru Kota Kinabalu Kuala Lumpur Kuantan Kuching c) LANGKAH-LANGKAH BUKAN TARIF (NTM) c) NON-TARIFF MEASURES (NTM) Inisiatif semakan NTM adalah salah satu strategi dalam membentuk ekosistem yang teguh bagi meningkatkan pertumbuhan produktiviti negara.
Sejak 2018 hingga 2019, NTM telah dilaksanakan di 14 buah kementerian.

Bagi tahun 2020, semakan profiling NTM telah dilaksanakan di Kementerian Pertahanan (MINDEF), Kementerian Pengangkutan (MOT) dan Kementerian Tenaga dan Sumber Asli (KETSA).

The NTM review initiative is one of the strategies in developing a robust ecosystem to enhance the country’s productivity growth.

From 2018 to 2019, NTM had been implemented in 14 ministries.
For the year 2020, the NTM profiling review had been implemented in The Ministry of Defense (MINDEF), The Ministry of Transport (MOT) and The Ministry of Water, Land and Natural Resources (KETSA).

Di samping itu, inisiatif ini telah diperluaskan ke be- berapa kementerian di Sabah dan Sarawak.

Di Sabah, inisiatif ini melibatkan dua kementerian iai- tu Kementerian Pertanian dan Industri Makanan (MAFI) Sabah dan Kementerian Pelancongan, Ke- budayaan dan Alam Sekitar (KEPKAS).
Manakala di Sarawak, inisiatif ini dilaksanakan di Kementerian Pertanian dan Industri Makanan (MAFI) Sarawak, Kementerian Pemodenan Pertanian, Tanah Adat dan Pembangunan Wilayah (MANRED) dan Ke- menterian Pembangunan Bandar dan Sumber Asli (MUDERN).

In addition, this initiative has been extended to several ministries in Sabah and Sarawak.
In Sabah, this initiative involves two ministries, namely the Sabah Ministry of Agriculture and Food Industries (MAFI) and the Ministry of Tourism, Culture and En- vironment (KEPKAS).

Meanwhile in Sarawak, this initiative is implemented by Sarawak Ministry of Agriculture and Food Industries (MAFI), the Ministry of Modernization of Agriculture, Native Land and Regional Development (MANRED) and the Minis- try of Urban Development and Natural Resources (MUDERN).
Penciptaan Nilai: Value Creation: Salah satu hasil daripada projek NTM ini ialah penambahbaikan sistem, proses dan prosedur bagi meningkatkan kecekapan proses permohon- an permit eksport (AP) mineral dan bahan batuan secara dalam talian (e-BMG) bersama KETSA.

One of the outcomes of the NTM project is the im- provement of systems, processes and procedures to increase the efficiency of the Approved Permit (AP) application process for minerals and rock ma- terials online (e -BMG) with KETSA.
d) PASUKAN PETUGAS KHAS PEMUDAHCARA PERNIAGAAN (PEMUDAH) d) THE SPECIAL TASK FORCE TO FACILITATE BUSINESS (PEMUDAH) MPC dan PEMUDAH amat prihatin akan kesulitan yang dihadapi oleh sektor perniagaan terutaman- ya ketika pelaksanaan Perintah Kawalan Pergera- kan (PKP) 1.0 pada 18 Mac 2020.
Ia telah memberi impak yang besar dengan penurunan penjualan yang amat ketara serta menjejaskan aliran tunai MPC and PEMUDAH are highly concerned about the difficulties faced by the business sector, es- pecially during the implementation of Movement Control Order (MCO) 1.0 on 18 March 2020.

It had a significant impact where sales and cash flow are negatively affected.

Effective April 7, 2020, PEMU- 20 21 perniagaan.


Bermula pada 7 April 2020, PEMUDAH Sektor Swasta memutuskan agar jawatankuasa tersebut perlu mengadakan mesyuarat mingguan secara dalam talian untuk membolehkan pihak in- dustri mengemukakan isu-isu dan cabaran-caba- ran yang mereka hadapi ketika pandemik dan mengusulkan cadangan kepada pihak kerajaan bagi membantu menangani masalah yang dih- adapi.
Saranan dan cadangan tersebut disam- paikan melalui PEMUDAH kepada kementerian dan agensi berkaitan bagi mempertimbangkan pelaksanaannya.

Pada tahun 2020, sebanyak 23 mesyuarat dalam talian berjaya dilaksanakan oleh PEMUDAH Sek- tor Swasta.

Program libat urus ini dilaksanakan se- cara berterusan dengan kerjasama sektor awam dan swasta bertujuan mengumpul maklumat dan menyelesaikan masalah perniagaan yang berkai- tan dengan COVID-19.
Penglibatan lebih daripada 40 kementerian dan agensi seperti Kementerian Perdagangan Antarabangsa dan Industri (MITI), Kementerian Kewangan (MOF), Kementerian Pen- gangkutan (MOT) dan Jabatan Kastam Diraja Ma- laysia (RMCD) adalah sepanjang tahun melalui mesyuarat atas talian.
Selain itu, persatuan perni- agaan dan perdagangan dari pelbagai sektor sep- erti Persekutuan Pekilang-Pekilang Malaysia (FMM), Majlis Peguam, Persatuan Kontraktor Binaan Malay- sia (MBAM) dan Persatuan Pembangunan Akuakul- tur Malaysia (MADA) turut terlibat dalam mesyuarat ini.

Antara masalah yang berjaya diselesaikan ada- lah mempercepatkan proses bayaran balik Cukai Barang dan Perkhidmatan (GST) dan mengubah jadual pemotongan pembayaran lanjutan untuk kontraktor semasa PKP.
Penyelesaian inisiatif terse- but membantu meringankan beban dan aliran tu- nai perniagaan pada masa yang mencabar ini.
Mesyuarat mingguan PEMUDAH Sektor Swasta se- cara dalam talian juga digunakan sebagai plat- form untuk menjalin hubungan dengan pakar an- tarabangsa seperti Bank Dunia, Organisation for Economic Co-operation and Development (OECD) dan Asian Productivity Organisation (APO) untuk mendapatkan pengetahuan dan pandangan ber- kaitan dengan mengurangkan kesan COVID-19 melalui peningkatan kualiti peraturan.
PEMUDAH juga telah menjalankan 9 webinar yang membincangkan topik dan isu berkaitan dengan kesan dari COVID-19, PKP dan norma baharu.

We- binar ini bertujuan memperjelaskan masalah yang melibatkan peraturan, proses dan prosedur serta cadangan penyelesaian yang perlu dilaksanakan.

Penglibatan PEMUDAH dengan pihak berkepentin- gan diteruskan secara dalam talian bagi menjamin sektor perniagaan dapat dibantu dengan kerjasa- ma pihak awam dan swasta.
DAH Private Sector decided that the committee should hold weekly online meetings to enable the industry players to present issues and challeng- es they face during the pandemic and propose recommendations to the government to help ad- dressing the problems faced.

The recommenda- tions and suggestions are communicated through PEMUDAH to the relevant ministries and agencies to consider their implementation.

In 2020, a total of 23 online meetings had success- fully been conducted by PEMUDAH Sector Private.
This engagement program is implemented on an ongoing basis in collaboration between the pub- lic and private sectors aimed at gathering infor- mation and resolving business problems related to COVID-19.
More than 40 ministries and agencies such as the Ministry of International Trade and In- dustry (MITI), Ministry of Finance (MOF), Ministry of Transport (MOT) and the Royal Malaysian Customs Department (RMCD) had conducted online meet- ings throughout the year.. Other than that, business and trade associations from various sectors such as the Federation of Malaysian Manufacturers (FMM), the Bar Council, the Master Builders Association Malaysia (MBAM) and the Malaysia Aquaculture Development Association (MADA) also involved in the meetings.
Among the problems that had been successfully resolved were expediting the Goods and Services Tax (GST) refund process and chang- ing the deduction schedule of further payments for contractors during MCO.

The initiatives help to ease the burden and cash flow of businesses during this challenging time.
The weekly online PEMUDAH Private Sector meet- ings are also used as a platform for networking with international experts such as the World Bank, the Organisation for Economic Co-operation and Development (OECD) and the Asian Productivity Organization (APO) to gain knowledge and in- sights related to reducing the impact of COVID -19 through improvement in regulatory quality.

PEMUDAH had also conducted 9 webinars where topics and issues related to the impact of COVID-19, MCO and new norms were discussed.
These webinars aimed to clarify issues involving regulations, processes and procedures as well as proposed solutions that need to be implemented.

PEMUDAH’s engagement with stakeholders con- tinues online to ensure that the business sector can be assisted through the cooperation between the public and private sectors.
Continuous Improvement and Reform PEMUDAH continues to support and strive to im- prove Malaysia’s performance in the EoDB Re- 22 23 port to ensure that the regulatory ecosystem is always conducive and business-friendly.

Despite the COVID -19 pandemic, the Technical Working Group (TWG) under PEMUDAH continues to take measures by providing specific improvement proposals.
Besides that, MPC receives an annual request from the World Bank to submit Reform Update Memo and provide an input on relevant regula- tory reforms that will have an impact on the Doing Business indicator.

In 2020, MPC had submitted 17 updates and 4 data corrections to be taken into account in the EoDB Report.

The World Bank then reviewed and took the data into account; and provided feedback to MPC.
e) UNIFIED PUBLIC CONSULTATION PORTAL (UPC) UPC is a single platform created in collaboration with the World Bank.

This platform is a mecha- nism for easier access to policies or regulations made.

It also facilitates the involvement of stake- holders in the process of formulating new poli- cies/ regulations and reviewing existing policies/ regulations by the government that comply with international standards to ensure good quality policies/ regulations.
The UPC portal makes the involvement of stake- holders in regulation development process more uniform, effective and efficient.

In addition, the views and feedback expressed could provide a support to the country’s commitment to being more accountable, transparent and inclusive, and even to support the aspiration of becoming a high-income country by 2020.
The objectives of UPC are: i) ii) facilitate consultation with stakeholders through online feedback; and comply with the standards set out by public consultation.

To date, there are 14,737 registered UPC users.

In 2020, there were 8,394 registered users compared to 6,343 in 2019.

The breakdown of the categories of UPC registered users is shown in Figure 1.
Pembaharuan dan Penambahbaikan Berterusan PEMUDAH terus menyokong dan berusaha dalam meningkatkan prestasi Malaysia dalam Laporan EoDB bagi memastikan ekosistem peraturan sentia- sa kondusif dan mesra peniaga.

Walaupun dalam kondisi pandemik COVID-19, Kumpulan Kerja Tekni- kal (TWG) di bawah PEMUDAH terus bertindak den- gan menyediakan cadangan penambahbaikan yang spesifik.
Selain itu, setiap tahun MPC menerima permintaan daripada Bank Dunia bagi mengemukakan Reform Update Memo dan melaporkan input berkenaan pembaharuan peraturan relevan yang akan mem- beri impak kepada indikator Doing Business.

Pada tahun 2020, MPC telah mengemukakan 17 pemba- haruan dan 4 pembetulan data untuk diambil kira dalam Laporan EoDB.

Bank Dunia telah meneliti dan mengambil kira data-data tersebut dan juga telah memberi maklum balas kepada MPC.
e) PORTAL KONSULTASI AWAM BERPUSAT UPC adalah platform tunggal yang diwujudkan dengan kerjasama Bank Dunia.

Platform ini mer- upakan mekanisme untuk akses yang lebih mudah terhadap polisi atau peraturan yang dibuat.

Ia juga memudahkan penglibatan pihak berkepentingan dalam proses pembentukan polisi/ peraturan ba- haru dan semakan polisi/peraturan sedia ada oleh pihak kerajaan yang mematuhi piawaian antara- bangsa bagi memastikan polisi/peraturan yang berkualiti.
Portal UPC menjadikan penglibatan pihak berkepentingan dalam proses pembentukan pera- turan lebih seragam, efektif dan efisien.

Selain itu, pandangan dan maklum balas yang diutarakan dapat menyokong komitmen negara untuk men- jadi lebih berakauntabiliti, telus dan inklusif, malah berupaya mendukung aspirasi untuk menjadi neg- ara berpendapatan tinggi menjelang tahun 2020.
Objektif UPC adalah: i) memudahkan konsultasi bersama pihak berkepentingan melalui maklum balas dalam talian; dan ii) mematuhi piawaian yang ditetapkan dalam konsultansi awam.

Sehingga kini, bilangan pengguna berdaftar UPC adalah sebanyak 14,737.

Pada tahun 2020, seramai 8,394 pengguna berdaftar direkodkan berbanding 6,343 pada tahun 2019.

Pecahan kategori penggu- na berdaftar UPC adalah seperti di Gambar Rajah 1.
22 23 7500 7000 6500 6000 5500 5000 4500 4000 3500 3000 2500 2000 1500 1000 500 0 Gambar Rajah 1: Statistik Kategori Pengguna Berdaftar Portal UPC 2020 Figure 1: Statistics of Registered User Categories of UPC 2020 Portal 6832 Bilangan Pengguna Mengikut Kategori No.
of Users According to Category 920 894 246 Individu Individual Enterpris Enterprises Persatuan Perniagaan Business Associaons Government Agencies Agensi Kerajaan 42 NGO NGO Pada tahun 2020, sebanyak 50 kementerian dan agensi telah mengguna pakai portal UPC dalam menjalankan konsultasi awam bersama pihak berkepentingan.
Manakala, sebanyak 158 doku- men konsultasi telah dimuat naik ke dalam portal UPC bagi mendapatkan maklum balas terhadap peraturan yang ada supaya ia dapat diselaraskan dan relevan dengan keadaan semasa.

Antara do- kumen-dokumen konsultasi yang telah dimuat naik adalah daripada Kementerian Perdagangan Da- lam Negeri dan Hal Ehwal Pengguna yang telah menerima maklum balas tertinggi (1,136), Jabatan Kerajaan Tempatan (774) dan diikuti oleh Lembaga Pelesenan Tenaga Atom (774).
MPC telah menyasa- rkan sebanyak 25,000 pengguna berdaftar yang akan memanfaatkan sistem ini pada tahun 2021.

In 2020, a total of 50 ministries and agencies had utilised the UPC portal in conducting public con- sultations with stakeholders.

Meanwhile, a total of 158 consultation documents had been up- loaded into the UPC portal to obtain feedbacks on the existing regulations so that they can be coordinated and remain relevant with current situation.
Among the consultation documents that had been uploaded were the Ministry of Domestic Trade and Consumer Affairs, which re- ceived the highest response (1,136), the Local Government Department (774), and followed by the Atomic Energy Licensing Board (774).

MPC is targeting 25,000 registered users to take advan- tage of the system by 2021.

NEW PRODUCT a) BEHAVIOURAL INSIGHTS The Behavioral Insights approach in public policy formulation has been widely adopted by devel- oped countries since 2010.
Behavioral Insights is an innovative policy tool to increase the effec- tiveness of government interventions so that any policy formulated is effective and achieves a high rate of regulatory compliance.

In 2020, there were 10 Behavioral Insights case studies being conducted with the relevant Minis- tries/ Productivity Nexus, they are as follows.

PRODUK BAHARU a) BEHAVIOURAL INSIGHTS Pendekatan Behavioural Insights dalam penggu- balan polisi awam telah banyak diguna pakai di negara-negara maju sejak 2010.
Behavioural In- sights merupakan alat polisi yang inovatif untuk meningkatkan keberkesanan dalam intervensi kerajaan agar sesuatu polisi yang digubal adalah berkesan dan mencapai kadar pematuhan pera- turan yang tinggi.
Pada tahun 2020, sejumlah 10 Kajian Kes Be- havioural Insights telah dijalankan bersama Kemen- terian / Nexus Produktiviti yang berkaitan seperti berikut: 24 25 Jadual 4: Senarai Kajian Kes Behavioural Insights Pada Tahun 2020 Table 4: List of Behavioral Insights Case Studies in 2020 Bil./No.
Tajuk Kajian / Research title Kementerian / Nexus Produktiviti Ministry/ Productivity Nexus To Encourage the Use of Public Transport in Major Cities in Malaysia Especially in The Klang Valley MOT Behavioural Insights (BI) For Better Regulations of Electrical Life and Asset Safety to Malaysians (Safety Inclusive of Existing Street Lighting Fixtures) Enhancing Awareness and Empowerment of Malaysian on the Effects of 2nd and 3rd Hand Tobacco Smoke on Health Understanding Human Behaviour in Practicing Life Course Preventive Care and Selfcare Encouraging PTPTN Borrowers' Reporting During and After the Great Lockdown of Covid-19 Using Behavioural Insight Study on Traders' Mindset in Retail and Food & Beverage Subsector on Cashless Transactions (Adoption Of E-Wallet: Cashless Business Transaction) Improving Waste Disposal Behaviour Among the People of Semporna, Sabah: A Case of Behavioural Insights Perspective Behavioural Insights Case Study Through Volunteer Registration or Membership Drive to Formulate Initiatives for Entrepreneurship Development in Malaysia Public Perception (Parents and School Leavers) of Ministry of Youth and Sports Skill Training Institutions as a Second-Class Option and Having No Job Prospect Nexus Produktiviti Mesin & Peralatan (MEPN) Machiney & Equipment Productivity Nexus (MEPN) MOH MOH MOHE KPDNHEP MOTAC MEDAC KBS 10 To Increase the number of consumers who buys Agrofood goods with the Status of MyGAP Nexus Produktiviti Agro-Makanan (AFPN) Agro-Food Productivity Nexus (AFPN) Daripada hasil kajian yang telah dijalankan ini, kesedaran dan pengetahuan masyarakat men- genai Behavioural Insights telah meningkat.
Ini dapat dibuktikan dengan penyertaan yang san- gat memberangsangkan dalam setiap webinar yang dijalankan oleh MPC.

Kerajaan juga semakin menggalakkan penggunaannya melalui paparan media kepada umum.

Susulan dari meluasnya kesedaran mengenai pendekatan Behavioural Insights di Malaysia, MPC telah membangunk- an Rangka Kerja Behavioural Insights yang dina- makan PRIME.
PRIME yang terdiri daripada 5 fasa adalah pan- duan atau alat yang membantu penggubal dasar dalam mereka bentuk dan menyampaikan dasar awam melalui penerapan tingkah laku.

From the results of these studies, the public’s awareness and knowledge of Behavioral Insights have improved.

This is as evidenced by the en- couraging number of participants in every webi- nar conducted by MPC.

The government is also increasingly encouraging its utilisation through media displays to the public.
Following the wide- spread awareness of the Behavioral Insights ap- proach in Malaysia, MPC has developed a Be- havioral Insights Framework called PRIME.

PRIME has 5 phases, and it is a guide or tool that as- sists policy makers in designing and delivering pub- lic policies through the application of behavior.
24 25 Gambar Rajah 2: Rangka Kerja Behavioural Insights PRIME Figure 2: PRIME Behavioral Insights Framework Macro policy area Policy Goal Target sample size Measurable behaviour outcomes Timeframe Contoh Example To increase regular exercise amongst type 2 diabetes patients by 20% over the course of 6 months.
Citizen Behaviour Enviromental context Use behavioural design strategies Consider feasibility Policy delievry teams Consider target sample size Measure change in user behaviour Consider societal impact Use standardised testing method Consider if results can be generalised Identify key bottlenecks that hindler exercise amongst citizens.

Design interventions such as or incentives to promote exercise.

Collect measurement and track progress to monitor effectiveness Share results with the public.
Consider scaling incentives and programmes into a larger scale intervention.

26 27 B.

COMPETITIVENESS DEEP DIVE B.

COMPETITIVENESS DEEP DIVE i World Competitiveness Yearbook (WCY) I.

World Competitiveness Yearbook (Wcy) WCY 2020 terbitan Institute for Management De- velopment (IMD) merekodkan Malaysia berada di kedudukan ke-27 dalam kalangan 63 ekonomi (2019: ke-22), penurunan sebanyak 5 tempat ber- banding tahun sebelumnya.
Dalam rantau ASEAN, Malaysia kekal berada di tangga ke-2 dengan Singapura mengekalkan kedudukan pertama.

Malaysia mencatatkan peningkatan bagi faktor Prestasi Ekonomi iaitu dari kedudukan ke-11 (2019) kepada kedudukan ke-9 (2020).

Peningkatan faktor Prestasi Ekonomi ini didorong oleh penam- bahbaikan sub-faktor ekonomi domestik dan perdagangan antarabangsa.

Manakala, Harga dan Tenaga Kerja masing-masing kekal berada di kedudukan pertama dan ke-16.

ii.
ii.

Global Competitiveness Report (GCR) Laporan Edisi Khas GCR 2020 yang diterbitkan oleh World Economic Forum (WEF) memfokus- kan kepada memulih dan membina semula serta mempertimbangkan transformasi sistem ekonomi baharu dengan menyasarkan produktiviti, tena- ga kerja dan persekitaran.

Laporan Edisi Khas ini tidak melaporkan perbandingan kedudu- kan indeks daya saing global negara seperti ta- hun-tahun sebelumnya disebabkan pengumpu- lan data yang terhad.
Sebaliknya, Laporan Edisi Khas ini melihat kepada asas-asas mengukuhkan ekonomi dengan mengemukakan saranan pelan tindakan untuk pemulihan sistem ekonomi nega- ra melalui pembangunan modal insan agar selari dengan keadaan persekitaran semasa.

WCY 2020 published by the Institute for Manage- ment Development (IMD) recorded that Malaysia ranked 27th among 63 economies (2019: 22nd), de- clining 5 rankings compared to the previous year.
In the ASEAN region, Malaysia remained in the 2nd place with Singapore maintaining its first place.

Malaysia recorded an increase in the Economic Performance factor from 11th position (2019) to 9th position (2020).

This increase in Economic Perfor- mance factors was driven by the improvement of domestic economic sub-factors and international trade.

Meanwhile, Prices and Labor remained in the first and 16th positions, respectively.

ii.
ii.

Global Competitiveness Report (GCR) The Special Edition GCR 2020 published by the World Economic Forum (WEF) focused on rehabil- itating and rebuilding as well as considering the transformation of new economic systems by tar- geting productivity, labor and the environment.

This Special Edition Report did not report on the comparison of countries’ global competitiveness index position as in previous years due to limited data collection.
Instead, this Special Edition Report looked at the fundamentals of strengthening the economy by presenting action plan recommen- dations for the recovery of the country’s econom- ic system through human capital development so that it will be in line with the current environmental conditions.
Competitiveness Deep Dive Strategy Competitiveness Deep Dive Strategy Dalam usaha untuk meningkatkan daya saing neg- ara, MPC melalui PEMUDAH telah melaksanakan program Competitiveness Deep Dive Strategy melibatkan laporan WCY 2020 dan GCR 2019 dengan tujuan menambah baik kedudukan daya saing seterusnya meningkatkan produktiviti nega- ra.

Strategi yang dijalankan adalah menganalisis kriteria yang mengalami penurunan yang ketara dan berada di kedudukan terbawah.
Seterusnya, cadangan penambahbaikan akan dibentangkan kepada Kementerian/ Agensi melalui sesi libat urus bagi mendapatkan maklum balas untuk tindakan selanjutnya.

Pada tahun 2020, sebanyak 65 krite- ria telah dianalisis dan empat daripadanya telah dibentangkan di peringkat Kementerian, manaka- la sebahagiannya masih dalam tindakan.

Siri we- binar juga diadakan bagi setiap kriteria yang dia- nalisis dengan objektif untuk berkongsi maklumat dan cadangan penambahbaikan.
In an effort to increase the country’s competitive- ness, MPC through PEMUDAH had implemented the Competitiveness Deep Dive Strategy program involving the WCY 2020 and GCR 2019 reports with the aim of improving the country’s competitive- ness position and further increasing national pro- ductivity.

The strategy is to analyse the criteria that have experienced a significant decline and are at the bottom positions.
Subsequently, improvement proposals will be presented to the Ministry/ Agency through a management engagement session to obtain feedback for further action.

In 2020, a total of 65 criteria had been analysed and four of them were tabled at the Ministry level, while others were still being processed.

A series of webinars were also held for each of the criteria analysed with the ob- jective of information sharing and suggestions for improvement.
26 27 Selain itu, beberapa kriteria di dalam laporan GCR 2019 telah dikenal pasti untuk penambahbaikan seperti Expenditure on R&D, Mean Years of School- ing dan School Life Expectancy yang melibatkan usaha sama bersama MOSTI, KPM dan Jabatan Perangkaan Malaysia (DOSM).

Projek Deep Dive Mean Years of Schooling menyasarkan pening- katan pencapaian pendidikan rakyat Malaysia menggunakan kaedah pengumpulan data pen- capaian yang merangkumi pendidikan formal dan bukan formal.
School Life Expectancy pula menggunakan pendekatan Behavioural Insights dalam mengubah tingkah laku pelajar dan pihak terlibat di dalam ekosistem pendidikan mengenai kepentingan melanjutkan pelajaran ke peringkat lebih tinggi.

Manakala Gross Expenditure on R&D (GERD) melalui geran-geran kerajaan atau inisiatif swasta dan inovasi syarikat permulaan akan diting- katkan untuk mencapai tahap negara maju dan berdaya saing di bawah projek Expenditure on R&D.
Bagi tujuan penambahbaikan yang berteru- san, program ini akan diteruskan bagi lain-lain kri- teria yang terdapat di dalam laporan daya saing.

In addition, several criteria in the GCR 2019 re- port had been identified for improvement such as Expenditure on R&D, Mean Years of Schooling and School Life Expectancy, which involved joint ventures with MOSTI, MOE and the Department of Statistics Malaysia (DOSM).
The Deep Dive Mean Years of Schooling project aimed at improving the educational achievement of Malaysians through a collection method where achievement data are gathered including formal and non-formal ed- ucation.

School Life Expectancy uses the Behav- ioral Insights approach in changing the behavior of students and parties involved in the education ecosystem on the importance of furthering edu- cation to a higher level.
Meanwhile, Gross Expen- diture on R&D (GERD) through government grants or private initiatives, and innovation of start-up companies will be increased to reach the level of developed and competitive countries under the Expenditure on R&D project.

For the purpose of continuous improvement, this program will be continued for other criteria mentioned in the com- petitiveness report.
C. INISIATIF PENAMBAHBAIKAN GARIS PANDUAN PELESENAN PERNIAGAAN C. BUSINESS LICENSING GUIDELINE IMPROVEMENT INITIATIVES Mesyuarat Jawatankuasa Khas Kabinet Menge- nai Anti-Rasuah (JKKMAR) Siri 12 Bilangan 2 pada 25 Jun 2020 yang dipengerusikan oleh YAB Tan Sri Dato’ Haji Muhyiddin bin Haji Mohd.
Yassin, Per- dana Menteri telah bersetuju dengan syor MPC supaya semua kementerian/ agensi yang bertang- gungjawab mengeluarkan permit dan lesen men- erbitkan Garis Panduan Permohonan Lesen yang dipaparkan secara dalam talian untuk makluman umum.

Usaha ini bertujuan untuk meningkatkan keberkesanan dan ketelusan perolehan awam bagi mengelak ketirisan yang mampu menggu- gat usaha kerajaan dalam membina ekosistem lestari.
Pembinaan ekosistem yang lestari mampu mendukung pembangunan sosio ekonomi negara menjadi lebih baik dari perspektif kerajaan dan ko- muniti perniagaan.

Antara objektif utama pelaksa- naan inisiatif ini adalah: The meeting of the Cabinet Special Committee on Anti-Corruption (JKKMAR) Series 12 Number 2 on 25 June 2020 chaired by YAB Tan Sri Dato’ Haji Muhy- iddin bin Haji Mohd.
Yassin, the Prime Minister had agreed with MPC’s recommendation that all min- istries/ agencies responsible for issuing permits and licenses to publish the License Application Guide- lines, which are to be posted online for public infor- mation.

This effort aims to increase the effective- ness and transparency of public procurement to prevent leakages that could jeopardise the gov- ernment’s efforts in building a sustainable ecosys- tem.
The construction of a sustainable ecosystem is able to support the country’s socio-economic development to be better from the perspective of the government and business community.

Among the main objectives of the implementation of this initiative are: i) mewujudkan mekanisme yang lebih telus dalam memproses pengeluaran permit dan lesen; dan ii) meningkatkan integriti, kecekapan dan keberkesanan penyampaian perkhidmatan awam.
i) ii) Establish a more transparent mechanism in processing the issuance of permits and licenses; and Improving the integrity, efficiency and effectiveness of public service delivery.
28 29 Gambar Rajah 3: Inisiatif 2.1.6 di dalam Pelan Antirasuah Nasional 2019-2023 Figure 3: Initiative 2.1.6 in the National Anti-Corruption Plan 2019-2023 Untuk memastikan inisiatif anti rasuah negara dilak- sanakan secara cekap dan sistematik, satu struktur khusus dan mekanisme pelaksananan penerbitan garis panduan telah dirangka yang melibatkan pelbagai peringkat.

Pelaksanaan ini merangkumi tiga peringkat kerajaan, termasuk Negeri dan Ker- ajaan Tempatan.
Butiran mekanisme pelaksanaan adalah seperti carta berikut: To ensure that the country’s anti-corruption initia- tives are implemented efficiently and systematical- ly, a specific structure and implementation mech- anism for guideline publication had been devised involving various levels.

This implementation covers three levels of government, including State and Lo- cal Government levels.
Details of the implementa- tion mechanism are shown below: Gambar Rajah 4: Pelaksanaan Inisiatif Anti Rasuah Negara di Peringkat Kerajaan, Negeri dan Kerajaan Tempatan Figure 4: Implementation of the National Anti -Corruption Initiative at the Government, State and Local Government Levels MENCADANGKAN PROPOSE JKKMAR MELAPORKAN REPORT GIACC MITI/MPC DASAR MEWAJIBKAN PENERBITAN GARIS PANDUAN COMPULSORY PUBLISHED GUIDELINES POLICY PEMUDAH MENASIHI DAN MEMBIMBING ADVICE AND GUIDE KEMENTERIAN & AGENSI PERSEKUTUAN, NEGERI DAN KERAJAAN TEMPATAN FEDERAL MINISTRIES & AGENCIES, STATE AND LOCAL GOVERNMENTS PENYAMPAIAN PERATURAN GUIDELINE DELIVERY PENIAGA TRADERS MEMANTAU & MENILAI MONITOR & EVALUATE PEMATUHAN PERATURAN GUIDELINE ADHERENCE 28 29 Pelan Tindakan pelaksanaan ini adalah mengikut fasa seperti berikut; The implementation of Action Plan is according to the following phases;  Fasa Pertama : Semakan status semasa  First Phase penyediaan garis panduan pelesenan; : Status review during preparation of licensing guidelines    Fasa Kedua : Pembangunan garis panduan pelesenan; Fasa Ketiga : Seranta awam; dan Fasa Keempat : Terbitan garis panduan dalam talian.
   Second Phase : Development of licensing guidelines : Public consultation : Publication of online guidelines Third Phase Fourth Phase Status Pelaksanaan Peringkat Kerajaan Persekutu- an (2020) Sebanyak 21 Kementerian dan 84 Agensi pihak berkuasa melesen telah terlibat dalam inisiatif Penambahbaikan Garis Panduan Pelesenan Perni- agaan.
Ringkasan penemuan Fasa Pertama ada- lah seperti berikut: The Implementation Status at Federal-Government Level (2020) A total of 21 Ministries and 84 Licensing Authority Agencies were involved in the Business Licensing Guideline Improvement initiative.

A summary of the findings of Phase One is as follows: Jadual 5: Ringkasan Penemuan Fasa Pertama (Semakan Status Semasa) Table 5: Summary of Phase One Findings (Current Status Review) No.

1.

2.

3.

4.

5.

Items Bilangan pelesenan perniagaan No.


of business licenses Bilangan pelesenan tiada garis panduan No.

of licenses without guideline Bilangan pelesenan ada garis panduan No.

of licenses with guideline Bilangan pelesenan ada garis panduan tetapi tiada dalam talian No.

of licenses with guideline but not online Bilangan garis panduan untuk ditambah baik No.
of guidelines to be improved Total 617 54 563 24 123 MPC bertindak sebagai pemudah cara dalam membimbing kementarian dan agensi yang terli- bat melaksanakan penambahbaikan dan seranta awam sehingga dimuat naik ke dalam talian un- tuk diguna pakai.

MPC acts as a facilitator in guiding the ministries and agencies involved in implementing improve- ments and public consultation until they are up- loaded online for adoption.
D. PROGRAM #MYMUDAH D. #MYMUDAH PROGRAM Inisiatif ‘MalaysiaMudah’ atau #MyMudah telah dipersetujui oleh YAB Perdana Menteri melalui Mesyuarat Majlis Tindakan Ekonomi Negara (EAC) pada 20 Julai 2020.

Ia merupakan usaha kerajaan melalui pendekatan bukan fiskal, bagi membantu pemulihan peniagaan dan ekonomi yang terke- san dengan wabak COVID-19.

The ‘MalaysiaMudah’ or #MyMudah initiative was agreed by the YAB Prime Minister through the Na- tional Economic Action Council (EAC) meeting on 20 July 2020.
It is a government effort through a non-fiscal approach to help businesses and the national economy affected by the COVID-19 pan- demic to recover.

Sehingga 31 Disember 2020, sebanyak 373 isu telah didaftarkan oleh komuniti perniagaan melalui por- tal UPC.

MPC telah berjaya menganalisis sebanyak As of 31 December 2020, a total of 373 issues had been registered by the business communi- ty through the UPC portal.
MPC had successfully 30 31 39 isu dan mengemukakan 64 cadangan penam- bahbaikan kepada para pembuat dasar untuk pertimbangan sama ada memansuhkan, mengkaji semula atau melonggarkan peraturan tertentu buat sementara atau secara kekal jika didapati membe- bankan perniagaan dan menghalang pertumbu- han ekonomi.
Antara isu-isu yang telah diselesaikan di bawah inisiatif #MyMudah adalah seperti berikut: i) Isu pengeluaran permit eksport produk florikutur dan makanan proses: Pengeluaran permit eksport yang dikenakan ke atas 524 kod produk termasuk florikutur dan makanan proses dimansuhkan kerana tidak selaras dengan Perintah Kastam (Larangan Mengenai Eksport) 2017. ii) Isu pengeluaran ‘Surat Pelepasan’ oleh Agensi Teknikal berkaitan Sijil Perakuan Penyiapan dan Pematuhan (CCC): Bagi mempercepatkan peroses mendapatkan CCC bagi bangunan/premis yang telah siap dan sedia diduduki, Agensi Teknikal iaitu Tenaga Nasional Berhad (TNB), Pengurusan Air Selangor Sdn.
Bhd.

dan Indah Water Konsortium (IWK) bersetuju untuk mengeluarkan ‘Surat Pelepasan’ dalam masa 28 hari daripada tarikh permohonan lengkap diterima.

Sekiranya tiada maklum balas diberikan selepas tempoh tersebut, kelulusan akan diberikan secara automatik.
iii) Isu lesen unggas berkaitan pembinaan penternakan ayam moden (tertutup): Jabatan Perkhidmatan Veterinar (DVS) Ibu Pejabat tiada halangan dan menyambut baik cadangan memanjangkan tempoh lesen unggas daripada 1 tahun kepada 5 tahun bagi menyokong pemodenan industri agro- makanan.

MPC akan melaksanakan sesi libat urus susulan bersama DVS negeri ke atas usul ini.
iv) (MOTAC) bersedia memberikan Isu berkaitan pembaharuan Lesen Pengendalian Pelancongan dan Agensi Pengembaraan: Kementerian Pelancongan, Seni dan Budaya kelonggaran syarat sedia ada bagi syarikat pengendali pelancongan berlesen di bawah Kementerian tersebut.

Inisiatif ini telah membantu mengurangkan beban yang ditanggung oleh penggiat industri pelancongan yang terkesan daripada penularan pandemik COVID-19.
30 Sebanyak 65 Sesi Perbincangan Meja Bulat se- cara maya di seluruh negara membabitkan sera- mai 722 wakil persatuan dan pemilik syarikat telah analysed a total of 39 issues and submitted 64 improvement proposals to policymakers for con- sideration on whether to repeal, review or relax certain regulations temporarily or permanently if they are found to burden businesses and hinder economic growth.
Among the issues resolved under the #MyMudah initiative are as follows: i) ii) Issuance issue of export permits for floriculture products and processed food: The issuance of export permits imposed on 524 product codes including floriculture and processed food was abolished as it was not in line with Customs Order (Prohibition of Exports) 2017.
Issuance issue of ‘Letter of Release’ by Technical Agency related to Certificate of Completion and Compliance (CCC): To expedite the process of obtaining CCC for buildings/ premises that have been completed and are ready to be occupied, the Technical Agency, namely Tenaga Nasional Berhad (TNB), Pengurusan Air Selangor Sdn.

Bhd.

and Indah Water Konsortium (IWK) had agreed to issue a ‘Letter of Release’ within 28 days from the date of a complete application is received.
If no feedback is given after that period, approval will be given automatically.

iii) Poultry license issues related to the construction of modern poultry farms (closed): The Department of Veterinary Services (DVS) Headquarters had no objection and welcomed the proposal to extend the poultry license period from 1 year to 5 years to support the modernization of agro-food industry.

MPC will conduct a follow -up session with state DVS on this proposal.
iv) Issues related to license renewal of Tourism Operation and Travel Agencies: The Ministry of Tourism, Arts and Culture ( MOTAC) had agreed to relax the existing conditions for tour operators licensed under the Ministry.

This initiative had helped to reduce the burden of tourism industry players affected by the COVID-19 pandemic.
A total of 65 virtual Roundtable Discussion Sessions nationwide involving a total of 722 association rep- resentatives and company owners had been con- ducted to identify regulatory problems faced in operating businesses.

A total of 47 companies had participated in the online advisory clinic to verify the issues received by the UPC portal.
In addition, throughout 2020 there were five webinar sessions involving about 1,030 participants who were rep- 31 resentatives of associations and industry players to discuss regulatory burden issues.

Implications on the Rakyat The Government recognises that regulation affects businesses’ ecosystem and behaviors especially when the country is hit by the COVID-19 pandem- ic.
Initiatives under GRP are expected to provide benefits in terms of reduced compliance costs, which are targeted at RM10 billion per annum.

This projection is based on an estimated RM40 billion in regulatory compliance burden cost and reduction target of 25%.

These initiatives can also bring bene- fit in terms of reduced time, expediated processes, better financial management and a more condu- cive business environment for economic growth.
It will attract foreign investors, increase employment opportunities, increase productivity; and in turn raise the living standard of the Rakyat.

dilaksanakan bertujuan untuk mengenal pasti ma- salah peraturan yang dihadapi dalam menjalank- an operasi perniagaan.

Sebanyak 47 syarikat tel- ah menyertai klinik khidmat nasihat secara dalam talian untuk verifikasi isu yang diterima melalui portal UPC.
Selain itu, lima sesi webinar membabit- kan kira-kira 1,030 peserta bagi membincangkan masalah bebanan peraturan yang menampilkan wakil persatuan dan pemain industri telah diada- kan sepanjang tahun 2020.

Implikasi Terhadap Rakyat Kerajaan menyedari bahawa peraturan mem- pengaruhi ekosistem perniagaan dan tingkah laku terutamanya ketika negara dilanda pandemik COVID-19.
Inisiatif-inisiatif di bawah Amalan Baik Peraturan ini dijangka memberikan manfaat dari segi pengurangan kos pematuhan yang disasar- kan berjumlah RM10 bilion setahun.

Unjuran ini adalah berdasarkan anggaran RM40 bilion kos beban pematuhan peraturan dan sasaran pen- gurangan sebanyak 25%.

Inisiatif ini juga dapat memberi manfaat kepada pengurangan masa, mempercepatkan proses, pengurusan kewan- gan yang lebih baik dan persekitaran perniagaan yang lebih kondusif untuk pertumbuhan ekonomi.
Ia akan menjadi tarikan kepada pelabur-pelabur asing, menambah peluang pekerjaan, mening- katkan produktiviti seterusnya menaikkan taraf hidup rakyat yang lebih berkualiti.
32 33 MENINGKATKAN PERTUMBUHAN PRODUKTIVITI DI PERINGKAT NEGERI ENHANCING PRODUCTIVITY GROWTH AT STATE LEVEL 32 33 MENINGKATKAN PERTUMBUHAN PRODUKTIVITI DI PERINGKAT NEGERI IMPROVING PRODUCTIVITY GROWTH AT STATE LEVEL NEGERI PRODUKTIF NEGERI PRODUKTIF Inisiatif Negeri Produktif telah dirancang untuk meningkatkan pertumbuhan produktiviti di per- ingkat negeri.
Inisiatif ini akan mendukung aspi- rasi Kerajaan Negeri menuju ke arah negeri ber- pendapatan tinggi, progresif dan berdaya saing seiring dengan matlamat Kerajaan Persekutuan.

Inisiatif ini telah bermula pada Mac 2020 dengan kerjasama Kerajaan Negeri.

Negeri Produktif Initiative is designed to increase productivity growth at state level.
This initiative provides the support to the aspirations of State Governments towards becoming a high-income, progressive and competitive state, compatible with the goals of the Federal Government.

Through collaboration with State Governments, this initia- tive was introduced in March 2020.
Objektif Negeri Produktif adalah membantu Kera- jaan Negeri untuk: The objectives of Negeri Produktif are to assist the State Governments in: i) Mempercepat dan meningkatkan pertumbuhan produktiviti negeri; ii) Mengukuhkan persekitaran perniagaan dengan mengurangkan peraturan perniagaan yang tidak perlu; dan i) Accelerating and increasing state ii) productivity growth; Strengthening the business environment by reducing unnecessary business regulation; and iii) Mempromosikan pemikiran yang produktif iii) Promoting productive mindset to all state kepada semua pihak berkepentingan negeri.
stakeholders.

RANGKA KERJA NEGERI PRODUKTIF NEGERI PRODUKTIF FRAMEWORK Rangka Kerja Negeri Produktif memfokuskan matlamat untuk meningkatkan pertumbuhan pro- duktiviti Negeri melalui 5 teras utama iaitu modal insan, teknologi, insentif, peraturan dan minda produktif selaras dengan Blueprint Produktiviti Ma- laysia (MPB) yang akan memberi manfaat kepa- da sektor awam dan swasta di setiap negeri yang terlibat.
Rangka Kerja ini turut menggariskan peng- etahuan dan kemahiran serta projek penambah- baikan produktiviti sebagai asas yang menyokong 5 teras tersebut.

The Negeri Produktif Framework focuses on en- hancing State productivity growth through 5 main thrusts; namely human capital, technology, in- centives, regulations and productive mindset in harmony with the Malaysian Productivity Blueprint (MPB).

It is hoped that this will benefit both the pub- lic and private sectors of the states involved.
The Framework also outlines the knowledge and skills as well as productivity improvement projects as the foundation that upholds those 5 thrusts.
Rajah 1: Rangka Kerja Negeri Produktif Diagram 1 : Negeri Produktif Framework NEGERI PRODUKTIF PRODUKTIVITI/PRODUCTIVITY KERAJAAN GOVERNMENT SWASTA PRIVATE RAKYAT PEOPLE NGO Modal Insan Human Resource Teknologi & Inovasi Technology & Innovation Insentif Incentive Peraturan Regulation Minda Produktif Productive Mindset Keberhasilan Result Sasaran Target Faktor Mempengaruhi Peningkatan Produktiviti Productivity Growth Influencing Factor Sokongan Institusi Insitutional Support Pengetahuan & Kemahiran Knowledge & Skills Projek Penambahbaikan Produktiviti Productivity Enhancement Projects 34 35 #PerlisProduktif #KedahProduktif #PenangProduktif #PerakProduktif #PerlisProduktif #KedahProduktif #PenangProduktif #PerakProduktif Inisiatif Negeri Produktif telah dipelopori di Wilayah Utara iaitu Perlis, Kedah, Pulau Pinang dan Perak sebagai negeri perintis.
MPC telah menjalankan kajian pelan pembangunan negeri, keperluan tadbir urus, permintaan pelanggan serta kelemah- an dan kekuatan negeri dalam menyediakan pro- gram Negeri Produktif untuk setiap negeri.

Melalui pelbagai pendekatan penambahbaikan seperti Behavioural Insights dan Agile Regulation, inisiatif ini telah berjaya mencipta nilai atau hasil seperti di Jadual 1.

The pioneering states that adopt Negeri Pro- duktif initiative in the Northern Region are Perlis, Kedah, Penang and Perak.
MPC has conducted a study on state development plans, governance requirements, customer demands as well as the states’ weaknesses and strengths in preparing the Negeri Produktif programs for each state.

Through various improvement approaches such as Behav- ioral Insights and Agile Regulation, these initiatives have been successful in creating value as shown in Table 1.
Jadual 1: Hasil Inisiatif Negeri Produktif Table 1: Results of Negeri Produktif Initiatives Projek Project Project Hasil Result Projek E10 (permit pembinaan ekspres) mempercepatkan prosedur kelulusan bangu- nan industri dan permit operasi bagi pelaburan melebihi RM100 juta di Kulim Hitech (proses semasa 24 bulan) The E10 Project (express construction permit) expedites the approval procedure for industrial buildings and operating permits for investments exceeding RM100 million in Kulim Hitech (current processing period is 24 months) Kilang boleh beroperasi sepenuhnya dalam masa kurang dari 10 bulan dan lesen perniagaan dikelu- arkan dalam masa 1 hari The factories could be fully operational in less than 10 months, and business licenses are issued within 1 day Mempercepatkan Proses Ubah Jenis Kegunaan Tanah (UJKT) di Kedah Expedite the change in land usage status (UJKT) process in Kedah Pengurangan tempoh masa memproses dari 365 hari kepada 45 hari Shorten the processing period from 365 days to 45 days Program Pematuhan SOP COVID-19 di Jeti Kuala Kedah - Kuala Perlis - Pulau Langkawi COVID-19 SOP Compliance Program at Kuala Kedah - Kuala Perlis - Langkawi Island jetties Memastikan 100% pengunjung mematuhi SOP melalui pendekatan Behavioral Insight Ensure 100% SOP compliance by visitors through the Behavioral Insight approach Peningkatan Kecekapan Pergerakan Kargo di Pelabuhan Pulau Pinang.
Improving Cargo Movement Efficiency at Penang Port Kecekapan proses kerja meningkat 50% Work process efficiency increased by 50% 34 35 Pembangunan Usahawan Negeri Pulau Pinang, Perak dan Perlis melalui program Journey Towards Industry 4.0 dan MyReskill Internet of Things (IoT) Entrepreneur Development in the states of Pen- ang, Perak and Perlis through the Journey To- wards Industry 4.0 and MyReskill Internet of Things (IoT) programs Melahirkan 600 usahawan yang menggunakan teknologi dalam perniagaan 600 technology-embracing entrepreneurs had been produced.
Kempen Teknologi Tanpa Tunai JPJ Negeri Pulau Pinang, Kedah dan Perlis JPJ Cashless Campaign for Penang, Kedah and Perlis 98% pelanggan yang berurusan dengan JPJ menggunakan transaksi tanpa tunai 98% of customers dealing with JPJ use cashless transactions Projek peningkatan produktiviti pertanian Negeri Perak (padi-food security) melalui teknologi Perak agricultural productivity improvement project (padi-food security) through technology Meningkatkan 80% produktiviti petani dan agensi pertanian di Negeri Perak melalui teknologi IoT untuk profiling kesuburan tanah An increment of 80% in the productivity of farmers and agricultural agencies in Perak through IoT technology for soil fertility profiling IMPAK KEPADA NEGERI, INDUSTRI DAN RAKYAT IMPACT ON STATE, INDUSTRY AND THE PEOPLE Inisiatif Negeri Produktif telah memberi impak yang tinggi kepada Kerajaan Negeri, Industri dan Rakyat iaitu dari segi: The impact of Negeri Produktif Initiative on the State Government, Industry and the People has been exceedingly favorable in terms of: Peningkatan pembangunan negeri; i) ii) Peningkatan hasil negeri; iii) Peningkatan kualiti penyampaian perkhidmatan; iv) Pemindahan teknologi dan inovasi; dan v) Pengurangan beban peraturan yang tidak wajar.
Increased state development; i) Increased state revenue; ii) iii) Improved the quality of service delivery; iv) Technology transfer and innovation; and v) Reduced unnecessary regulatory burden.

MPC telah berjaya melahirkan lebih 500 agen pro- duktiviti dari sektor awam dan swasta Negeri.

Ini- siatif ini telah menjadi tanda aras dan akan dilak- sanakan sepenuhnya ke seluruh negeri-negeri di Malaysia dalam masa terdekat.
MPC has successfully developed over 500 pro- ductivity agents from the States’ public and pri- vate sectors.

This initiative has become a bench- mark and will be fully implemented in all states of Malaysia in the near future.

NUDGES BEHAVIORAL INSIGHTS NEGERI PRODUKTIF NEGERI PRODUKTIF NUDGES BEHAVIORAL INSIGHTS Sebagai perintis, MPC Wilayah Utara telah beker- jasama dengan setiap Kerajaan Negeri bagi menghasilkan nudges yang selari dengan aspirasi negeri tersebut di lokasi-lokasi strategik.
Sebagai tanda permulaan inisiatif, teknik Behavioural Insights telah diterapkan bagi memberi kesedaran, meru- bah dan membentuk minda rakyat di negeri-negeri utara agar menjadi warga yang lebih produktif.

As a pioneer, the Northern Region MPC has col- laborated with each State Government to pro- duce nudges that are in line with the state’s as- pirations at strategic locations.
The Behavioral Insights technique is first employed to raise aware- ness, change and shape the minds of the people in the northern states to become more produc- tive citizens.
36 37 Lobi Utama Bangunan SUK Kerajaan Negeri Kedah Main Lobby of Kedah State Government SUK Building Pintu Masuk Utama Dewan Undangan Negeri Perlis Main Entrance of Perlis State Assembly Building Dataran Majlis Perbandaran Seberang Perai, Pulau Pinang Seberang Perai City Council Square, Penang Dataran Utama Pelancongan UNESCO, Lenggong, Perak UNESCO Tourism Main Square, Lenggong, Perak 36 37 MENINGKATKAN PRODUKTIVITI DI PERINGKAT SEKTOR UPLIFTING PRODUCTIVITY AT SECTORAL LEVEL 38 39 MENINGKATKAN PRODUKTIVITI DI PERINGKAT SEKTOR UPLIFTING PRODUCTIVITY AT SECTORAL LEVEL Blueprint Produktiviti Malaysia (MPB) telah men- genal pasti 5 cabaran utama pertumbuhan pro- duktiviti yang dihadapi oleh pelbagai sektor di Malaysia iaitu modal insan, teknologi, struktur in- sentif, persekitaran perniagaan dan minda pro- duktif.
Cabaran tersebut semakin membimbang- kan apabila negara telah dilanda pandemik COVID-19 pada tahun 2020 yang menyebabkan kebanyakan aktiviti terpaksa dijalankan dengan cara baharu.

Bagi memastikan cabaran dan ha- langan kepada pertumbuhan produktiviti ini di- atasi, MPC terus komited melaksanakan inisiatif peningkatan produktiviti yang dipacu oleh pihak industri.
Melalui MPB, 5 teras strategik telah dikenal pasti untuk memacu pertumbuhan dan pemulihan ekonomi ke arah negara berpendapatan ting- gi iaitu melahirkan tenaga kerja masa hadapan, memacu pendigitalan dan inovasi, memastikan akauntabiliti industri terhadap produktiviti, mem- bentuk ekosistem yang teguh dan menentukan mekanisme pelaksanaan yang padu.
The Malaysian Productivity Blueprint (MPB) has identified that there are 5 main elements that hamper productivity growth of Malaysia’s busi- ness sectors, those are human capital, technolo- gy, incentive structure, business environment and productive mindset.

The challenges had become more pronounced when COVID-19 pandemic hit the country in 2020.

The pandemic has caused most activities to be carried out unconventional- ly.
To ensure that the challenges and obstacles to productivity growth are overcome, MPC remains committed to implement industry-driven produc- tivity improvement initiatives.

Through MPB, 5 stra- tegic thrusts have been identified to accelerate economic growth and recovery towards a be- coming a high-income nation.
Those thrusts are producing workforce of the future, spurring digiti- sation and innovation, ensuring industry account- ability in productivity, building a robust ecosystem and establishing strong implementation mecha- nisms.
Di peringkat sektor, 9 subsektor yang terdiri dar- ipada 3 sektor utama iaitu Perkhidmatan, Pem- buatan, dan Pertanian telah dikenal pasti sebagai pemangkin pertumbuhan produktiviti negara ber- dasarkan sumbangan terkumpul sebanyak 40% ke- pada Keluaran Dalam Negara Kasar (KDNK) dan 30% jumlah tenaga kerja.

Sektor perkhidmatan merangkumi subsektor Peruncitan dan Makanan & Minuman, Perkhidmatan Profesional, Digital, Penjagaan Kesihatan Swasta dan Pelancongan.
Subsektor Pembuatan pula merangkumi subsek- tor Elektrikal dan Elektronik, Jentera & Peralatan dan Bahan Kimia dan Produk Kimia manakala bagi Sektor Pertanian melibatkan subsektor Agro Makanan.

Setiap subsektor tersebut diterajui oleh pihak industri dengan sokongan daripada pihak kerajaan yang dikenali sebagai Nexus Produktiviti.

Pelbagai inisiatif dan program telah dilaksanakan oleh MPC yang memberi tumpuan kepada as- pek tenaga kerja, teknologi, struktur industri dan persekitaran perniagaan.
At the sectoral level, 9 sub-sectors encompassing of 3 main sectors, i.e., Services, Manufacturing, and Agriculture have been identified as cata- lysts for national productivity growth.

This is based on their cumulative contribution of 40% to Gross Domestic Product (GDP) and 30% to total labor force.

The services sector includes the Retail and Food & Beverage, Professional Services, Digital, Private Healthcare and Tourism sub-sectors.
The Manufacturing sub-sector includes the Electrical and Electronics, Machinery & Equipment, and Chemicals and Chemical Products subsectors; while the Agriculture Sector involves the Agro- Food sub-sector.

Every sub-sector is led by the industry with a support given by the government known as Productivity Nexus.

Various initiatives and programmes have been implemented by MPC with aspects of manpower, technology, in- dustry structure and business environment being emphasised.

1.
1.

Melahirkan Tenaga Kerja Masa Hadapan 1.

Building Workforce of the Future Cabaran utama yang dihadapi sektor industri adalah kekurangan tenaga kerja yang berse- suaian dengan keperluan industri dan kebergan- tungan yang tinggi kepada pekerja asing.
Untuk itu, MPB telah mengenal pasti Teras 1: Melahirkan Tenaga Kerja Masa Hadapan melalui penstruktur- an tenaga kerja dengan mengurangkan pergan- tungan kepada pekerja berkemahiran rendah dan meningkatkan bilangan pekerja berkemahi- The main challenges facing the industrial sector are the shortage of workforce, and high depen- dency on foreign workers.

To that end, MPB has identified Thrust 1: Building Workforce of the Fu- ture through the structuring of workforce.
This is done by reducing the nation’s reliance on low- skilled workers and increasing the number of high- skilled workers to meet the needs of future job market and economy.

A dynamic and efficient 38 39 ran tinggi bagi memenuhi keperluan pasaran kerja serta ekonomi pada masa hadapan.

Tenaga kerja yang dinamik dan efisien bukan sahaja memenuhi permintaan pasaran kerja pada masa hadapan malah menjadi penggerak utama pertumbuhan industri dan sektor.
Oleh itu, dalam usaha menuju ke arah ekonomi berpendapatan tinggi, negara perlu melahirkan lebih ramai tenaga kerja mahir yang berupaya menyumbang kepada nilai tam- bah yang tinggi.

workforce does not only meet the demand of fu- ture job market but also becomes a key driver to the growth of industries and sectors.

Therefore, to move towards becoming a high-income econ- omy, the country needs to produce more skilled workers who are able to contribute to high added value.
Sehubungan itu, MPC melalui 9 Nexus Produktiviti melaksanakan inisiatif bagi mengatasi isu kekuran- gan tenaga kerja mahir melalui kerjasama dengan pelbagai pemegang taruh.

Antara inisiatif yang telah dijalankan sepanjang tahun 2020 adalah membangunkan rangka kerja modal insan, modul latihan khas untuk pekerja mengembangkan ke- mahiran dan menyebarluaskan inisiatif ini kepada industri termasuk majikan dan pekerja.
Inisiatif-inisi- atif yang dilaksanakan ini telah memberi manfaat kepada 1,847 organisasi yang melibatkan sera- mai 3,132 orang peserta.

Inisiatif ini diharap dapat membantu industri untuk mengekang masalah kekurangan tenaga kerja berkemahiran pada masa hadapan dan ketidakpadanan graduan dalam industri.

Usaha melahirkan tenaga kerja berkemahiran perlu diberi perhatian bagi mema- cu transformasi industri ke arah digitalisasi selaras dengan perubahan proses kerja dalam perseki- taran norma baharu.
Acknowledging the above requirement, MPC had through 9 Productivity Nexus introduced sev- eral initiatives to address the skilled manpower shortage issue through collaborations with vari- ous stakeholders.

Among the initiatives that had been undertaken throughout 2020 were the de- velopment of human capital framework, and special training modules for workers to develop their skills.

These initiatives were disseminated to the industry, where both the employers and their employees had been engaged.
These initiatives had benefited 1,847 organisations involving 3,132 participants.

It is envisioned that this initiative will assist the industry to overcome the issues of skilled manpower shortage and mismatch of graduates in the industry.

The efforts of producing a skilled workforce need to be given the attention.

This is to spur the industry’s transformation towards dig- italisation, consistent with the changes in work processes in the new environment.
Pada tahun 2020, sebanyak 6 rangka kerja mod- al insan telah dibentuk bagi meningkatkan jalinan kerjasama antara industri, kerajaan dan institusi pendidikan.

Rangka kerja modal insan tersebut menjadi rujukan penting kepada pihak industri dalam membentuk tenaga kerja mahir selaras dengan keperluan masa kini.

Setiap rangka kerja yang dibangunkan adalah berdasarkan keperlu- an dalam subsektor masing-masing.
Penghasilan rangka kerja modal insan juga membantu indus- tri merancang program penambahbaikan seperti program yang berkaitan dengan peningkatan ke- mahiran dan latihan semula.

Kedua-dua program peningkatan modal insan ini memainkan peranan penting dalam melahirkan tenaga kerja produk- tif dalam sesebuah organisasi.

Enam rangka ker- ja modal insan yang dibangunkan adalah seperti berikut.
● ● ● ● ● ● Pelan Pelaksanaan dan Rangka Tadbir Urus; Rangka Kerja Kejuruteraan Uji; Rangka Kerja Kerjasama Awam-Swasta; Rangka Kerja Kemahiran Industri (IndSF); Rangka Kerja Quadruple Helix; dan Rangka Kerja Digital STARS.

In 2020, a total of 6 human capital frameworks had been developed to enhance the cooper- ation among the industry, government and ed- ucational institutions.
Consistent with current re- quirement, the human capital frameworks are a vital reference for the industry in the formation of a skilled workforce.

Each framework is developed based on the need of each sub-sector.

The indus- try is assisted through the establishment of human capital frameworks where the industry could plan improvement programmes such as those related to upskilling and reskilling.
These human capital enhancement programmes have a vital function in the generation of an organisation’s productive workforce.

The six human capital frameworks are as follows.


● Implementation Plan and Governance Framework; Test Engineering Framework; ● Public-Private Partnership Framework; ● ● Industrial Skills Framework (IndSF); ● Quadruple Helix Framework; and ● Digital STARS Framework 40 41 Selain itu, sebanyak 14 modul latihan telah dibangunkan dengan kerjasama industri dan institusi pendidikan bagi memastikan kandun- gan latihan adalah berkesan dan mencapai objektif program.
Projek rintis dijalankan sebe- lum pembangunan modul bagi mengenal pasti latar belakang permasalahan serta penyele- saian yang dicadangkan.

Dalam proses pem- bangunan, penglibatan industri dan institusi pendidikan adalah penting agar modul yang dihasilkan berkualiti, telus dan menepati keper- luan industri.

There are 14 training modules being developed in collaboration with the industry and educational institutions.
This is to ensure that the training con- tent is effective and achieves the programmes’ objectives.

A pilot project is conducted prior to the development of the module to identify the back- ground of the problem as well as the proposed solution.

In the development process, the involve- ment of the industry and educational institutions is important so that the modules are of high quality, transparent and meet the industry’s requirement.
Melalui inisiatif Nexus Produktiviti Elektrikal dan Elek- tronik (EEPN), sebanyak 6 modul latihan berkaitan Pengenalan kepada Integrated Circuit (IC) Design telah dibangunkan bersama MIMOS yang mer- angkumi aspek Digital Front End, Digital Back End, Design for Testability (DFT), Analogue dan Layout telah diperkenalkan.

Modul latihan tersebut men- jadi rujukan dalam pelaksanaan latihan IC Design oleh organisasi-organisasi di Malaysia.
Through the Electrical and Electronic Productivity Nexus (EEPN) initiative, a total of 6 training mod- ules related to the Introduction to Integrated Cir- cuit (IC) Design had been jointly developed with MIMOS.

These modules cover the aspects of Digi- tal Front End, Digital Back End, Design for Testabil- ity (DFT), Analogue and Layout; and become a reference for IC Design training by organisations in Malaysia.
Produktiviti Nexus Jentera dan Peralatan (MEPN) pula telah berjaya membangunkan program In- dustry Lean Apprentice sebagai satu standard sukatan pelajaran produktiviti kepada para pe- lajar Latihan Teknikal dan Vokasional (TVET) serta universiti.

Terdapat 8 modul latihan dan satu sim- ulasi yang dihasilkan melalui program ini, antara- nya ialah pengenalan kepada produktiviti, alat produktiviti seperti Lean, Zero Waste, Kaizen, Quick Change Over, dan Poka Yoke.
Selain itu, modul ini juga meningkatkan kemahiran pelatih berkaitan penyelesaian masalah dan analisa kewangan or- ganisasi.

Program Industry Lean Apprentice ini be- rupaya memberi nilai tambah kemahiran graduan dan meningkatkan kemahiran pekerja sedia ada.

Program ini juga secara tidak langsung menyum- bang kepada peningkatan produktiviti pekerja, organisasi, industri dan ekonomi.
Machinery and Equipment Productivity Nexus (MEPN) had successfully developed the Industry Lean Apprentice programme as a standard pro- ductivity syllabus for Technical and Vocational Training (TVET) and university students.

The pro- gramme has 8 training modules and a simulation, among which are introduction to productivity, productivity tools such as Lean, Zero Waste, Kai- zen, Quick Change Over, and Poka Yoke.
This module also enhances the trainees’ skills in prob- lem solving and corporate financial analysis.

The Industry Lean Apprentice programme is able to add value to the graduates’ skills and improve existing employees’ abilities.

The programme also indirectly contributes to increased productivity of employees, organisations, industries and the economy.
Nexus Produktiviti Digital (DPN) memperkenalkan program Internship Digital STARS bagi menempat- kan pelatih teknologi digital dari Institusi Pengajian Tinggi Malaysia (IHL) di industri terpilih bagi mem- bentuk tenaga kerja digital masa hadapan seiring dengan keperluan ekonomi digital negara.

DPN telah berjaya melaksanakan projek rintis pada bulan Julai 2020 dengan menempatkan 97 pela- tih dalam teknologi digital di 20 buah organisasi.
Para pelatih dilengkapkan dengan kemahiran khusus seperti pengetahuan mengenai tingkah laku profesional, etika, kemahiran teknikal digital dan pra-pengurusan projek sebelum ditempatkan ke industri.

Digital Productivity Nexus (DPN) had introduced the Digital Internship STARS programme.

This pro- gramme involves the placement of digital technol- ogy trainees from Malaysian Institutions of Higher Learning (IHL) in selected industries.
The aim of this programme is to form the future digital workforce, consistent with the needs of the country’s digital economy.

The DPN had successfully implement- ed a pilot project in July 2020 by placing 97 digi- tal technology trainees in 20 corporations.

Prior to their placement in the industry, the trainees were already equipped with specialised skills such as knowledge of professional conduct, ethics, digital technical skills and project pre-management.

40 41 2.

Memacu Teknologi Digital 2.


Driving Digital Technology Bagi mempercepatkan aplikasi teknologi digital yang mampu meningkatkan produktiviti nega- ra, MPB memberi fokus kepada kepentingan te- knologi dan inovasi di bawah Teras 2: Memacu Pendigitalan dan Inovasi.
Teras ini memberi tum- puan kepada usaha memperkasa kesiapsiagaan, pengetahuan dan penggunaan teknologi sektor industri dan mengukuhkan pendigitalan dalam kalangan Perusahaan Kecil dan Sederhana (PKS) melalui e-dagang dan teknologi yang inovatif.

Perintah Kwalan Pergerakan (PKP) akibat pande- mik COVID-19 telah mengubah cara kerja lama kepada norma baharu.
Organisasi dan peniaga perlu beralih kepada penggunaan teknologi digi- tal dan e-dagang bagi meningkatkan kecekapan proses dan memasarkan produk serta perkhid- matan mereka.
Antara inisiatif yang telah dijalank- an dibawah struktur industri adalah seperti berikut: ● Business Virtual Advisory Services ● PRODUCTIVITY1010 (Produktiviti melalui Pendigitan) ● Webinar “Go B.I.G with Digital” ● Pangkalan Data Teknologi Kompendium Agro-Makanan Penilaian Kesediaan Industry4WRD Promosi e-wallet Digital dan Platform e-Pem bayaran Program Transformasi Digital PKS Program Kesedaran Strategi e-Pasaran, Penjenamaan dan Pemasaran.
● ● ● ● Sehubungan itu, Produktiviti Nexus telah melak- sanakan inisiatif Business Virtual Advisory Services dengan tema Bringing Productivity Activities to Every Business That Connects to the Internet bagi meningkatkan kesediaan industri mengadapta- si teknologi digital.

Inisiatif ini menawarkan pro- gram seminar, khidmat nasihat, program intervensi melalui bimbingan, koordinasi dan latihan secara atas talian.
Program-program ini telah memberi manfaat kepada 937 organisasi yang melibatkan peserta seramai 4,243 orang pada tahun 2020.

Pro- gram yang dijalankan secara atas talian terbukti telah menyumbang kepada penjimatan kos dan sumber sebanyak 50 peratus berbanding dengan kaedah konvensional.

In view that the national productivity could be im- proved through the utilisation of digital technolo- gy, MPB is focusing on technology and innovation under Thrust 2: Driving Digitalisation and Innova- tion.
The thrust concentrates on the efforts to en- hance the readiness, knowledge and utilisation of technology in the industrial sector; and enhance digitalisation among Small and Medium Enter- prises (SMEs) through e-commerce and innova- tive technologies.

The Movement Control Order (MCO), an outcome of the COVID-19 pandemic has changed the traditional working method to a new normal.

Organisations and entrepreneurs need to shift to digital technology and e-com- merce.
This transformation is needed to improve the efficiency of the processes, as well as the mar- keting of products and services.
Among the ini- tiatives that had been carried out under industry structure are as follows: ● ● Business Virtual Advisory Services PRODUCTIVITY1010 (Productivity through Digitalization) ● Webinar “Go B.I.G with Digital” ● Agrolink Malaysia Portal ● ● Digital e-wallet promotion and e-Payment Industry4WRD Readiness Assessment Platform ● SME Digital Transformation Programme ● e-Market, Branding and Marketing Strategy Awareness Programme The Productivity Nexus has established the Business Virtual Advisory Services initiative with the theme, Bringing Productivity Activities to Every Business That Connects to the Internet.
This initiative’s aim is to increase the industry’s readiness to digital technology adaptation.

Through this initiative, virtual seminar programmes, advisory services, in- tervention programmes through coaching, coor- dination and trainings are offered.

In 2020, these programmes had benefited 937 organisations involving 4,243 participants.

It had been proven that these virtual programmes saved 50 percent in costs and resources compared to the conven- tional methods.
Nexus Produktiviti Mesin dan Peralatan (MEPN) telah melancarkan program intervensi PRODUC- TIVITY1010 (Produktiviti melalui Pendigitan) bagi membantu PKS yang ingin memulakan kesediaan pendigitan ke arah Industri4WRD.

Program ini mem- bantu organisasi menilai tahap kesediaan pendigi- tan organisasi dengan menggunakan alat Penilaian Pendigitan Kendiri seterusnya dibimbing menerusi program bimbingan atas talian oleh pakar industri.
Penilaian Pendigitan Kendiri membolehkan perni- The Machinery and Equipment Productivity Nex- us (MEPN) has established the PRODUCTIVITY1010 (Productivity through Digitisation) intervention pro- gramme.

This programme aims at assisting SMEs wishing to embark on digitisation readiness towards Industry4WRD.

Through this programme, the organ- isations could assess their organisations’ digitisation readiness by using the Self-Digitisation Assessment tool.
This is then followed by guidance through on- line mentoring programme by industry experts.

The 42 43 agaan menilai sendiri kesediaan organisasi untuk memulakan transformasi digitasi manakala Prioriti- zation Matrix pula merujuk kepada alat perancan- gan pengurusan yang merangkumi rangka kerja 4R iaitu Reality Check, ROI Calculation, KPIs Review dan Reference Global Best Practice.
Sebanyak 72 organisasi telah menggunakan alat ini yang mana 39 organisasi telah dibimbing bagi menghasilkan pelan pendigitan individu.

Self-Digitisation Assessment allows businesses to conduct self-evaluation on their readiness towards digital transformation.

Meanwhile, Prioritization Matrix refers to management planning tools.

This matrix has 4R frameworks, i.e., Reality Check, ROI Calculation, KPIs Review and Global Best Practice Reference.
The tool had been utilised by 72 organ- isations, of which 39 organisations had been guid- ed in producing their own digitisation plan.

Nexus Produktiviti Digital (DPN) berperanan mem- berikan kesedaran tentang inisiatif, insentif dan pro- gram latihan pendigitalan yang disediakan oleh pihak kerajaan kepada industri dan peniaga.

Bagi mencapai tujuan tersebut, DPN telah mengan- jurkan 36 siri webinar dengan tema “Go B.I.G with Digital” dengan kehadiran seramai 7,000 peserta.
Inisiatif ini telah diperluaskan kepada Nexus Produk- tiviti yang lain untuk menggalakkan penggunaan teknologi digital dalam subsektor masing-masing.

The Digital Productivity Nexus (DPN) involves the awareness on digitalisation initiatives, incentives and training programmes provided by the gov- ernment to industry and entrepreneurs.

In achiev- ing its objective, DPN had organised 36 series of webinars under the theme “Go B.I.G with Digi- tal” with 7,000 participants.
This initiative is also extended to other Productivity Nexus to encour- age the utilisation of digital technology in other sub-sectors.

Melalui inisiatif GO B.I.G with Digital yang diperluas- kan, Nexus Produktiviti Agro-Makanan (AFPN) telah membangunkan pangkalan data yang dikenali sebagai Teknologi Kompendium Agro-Makanan yang memberi manfaat kepada Sektor Pertanian dan Agro-Makanan.
Pangkalan data yang diban- gunkan ini menyediakan maklumat terperinci ber- kaitan bidang teknologi yang sedang digunakan di pasaran.

Maklumat ini merangkumi rantaian bekalan subsektor iaitu pengeluaran, pengenda- lian selepas penuaian, pemprosesan, pengedaran dan peruncitan.

Kompendium ini mampu meng- hubungkan pemain industri yang pelbagai dalam satu platform yang sama.
Kemudahan akses kepa- da maklumat penting ini memberi peluang kepa- da para petani untuk memanfaatkan sepenuhnya teknologi yang menyokong kepada amalan perta- nian produktif dan lestari.

Contohnya, petani dapat mengubah suai fungsi guna tanah sedia ada men- jadi ladang moden dan berdaya saing.

Sehingga kini, hampir 700 pengguna telah mendapat man- faat daripada pangkalan data yang dibangunkan.
Selain itu, Penilaian Kesediaan Industry4WRD yang mensasarkan kepada PKS juga disediakan untuk meningkatkan penggunaan teknologi dan inovasi dalam organisasi.

Objektif program adalah untuk mengenal pasti tahap kesediaan perusahaan se- belum mengadaptasi teknologi di organisasi mas- ing-masing.

Fasa pertama ditumpukan kepada aktiviti perkongsian pengetahuan dan promosi ke- pada organisasi daripada subsektor kimia.
Seban- yak 31 organisasi telah menjalani penilaian kese- diaan tersebut melalui Dana Intervensi daripada pihak kerajaan dan telah memperoleh laporan tahap kesediaan melalui penilaian yang telah dilaksanakan.

Through the expanded GO B.I.G with Digital initia- tive, the Agro-Food Productivity Nexus (AFPN) has developed a portal known as the Agrolink Malay- sia Portal.

It is envisioned that it will positively serve the Agriculture and Agro-Food sectors.
This portal furnishes detailed information on the technolo- gy employed by the market.

This information en- compasses of sub-sectors’ supply chain activities; which are production, post-harvest handling, pro- cessing, distribution and retail.

The compendium facilitates the communication of various industry players in a single platform.

The accessibility to this vital information provides an opportunity for the farmers to exploit on technology that facilitates productive and sustainable farming practices.
For example, farmers could transform their farms into being modern and competitive.

To date, the da- tabase has benefitted almost 700 users.

With SMEs being its target, the Industry4WRD Readiness Assessment has the goal of increas- ing the technology adoption and innovation of businesses.

It is the programme’s objective to identify the companies’ readiness prior to tech- nology adoption.
The focus of the first phase is on knowledge sharing and promotional activities of companies operating in the chemical sub-sector.

Through the government’s Intervention Fund, 31 organisations had taken the readiness assessment and obtained their readiness level reports.

42 43 Nexus Produktiviti Peruncitan dan Makanan & Minu- man (RFBPN) pula telah melaksanakan 3 program utama untuk menggalakkan penggunaan teknolo- gi digital.
Program tersebut adalah Promosi e-wal- let Digital dan Platform e-Pembayaran, Program Transformasi Digital PKS dan Program Kesedaran Strategi e-Pasaran, Penjenamaan dan Pemasaran.

Program tersebut bertujuan memberi sokongan kepada organisasi yang berpotensi tinggi untuk melaksanakan pendigitalan dalam operasi perni- agaan dan membina keupayaan e-Dagang da- lam urusan pembelian dan penjualan.
Beberapa siri webinar telah diadakan untuk menyebar luas kepentingan penggunaan platform digital yang memberi manfaat kepada 1,118 peserta.

Hasil daripada penganjuran siri webinar ini telah mem- bantu peniaga sektor peruncitan dan makanan & minuman memperoleh pengalaman praktikal da- lam proses pembelian dan peruncitan secara dig- ital.

Program tersebut juga memberikan impak sig- nifikan dari segi peningkatan kepuasan pelanggan dan telah menambah baik operasi perniagaan.

3.
3.

Mengukuhkan Struktur Industri Struktur industri turut mempengaruhi pelaksanaan inisiatif Produktiviti Nexus yang unik mengikut sub- sektor ekonomi.

Isu seperti kurangnya tumpuan ke- pada aktiviti nilai tambah seperti pembangunan dan reka bentuk produk memerlukan pendekatan penyelesaian struktur industri yang inklusif.

Seban- yak 6 rangka kerja dan 6 modul latihan telah diba- ngunkan yang memberi manfaat kepada 4,035 peserta dari 1,146 organisasi.
Antara inisiatif yang telah dijalankan di bawah struktur industri adalah seperti berikut: ● Program Pengalaman Maya Malaysia (MyVXp) Persijilan Kecemerlangan Pelancongan ● Malaysia (MaTEx) ● Garis Panduan Patuh dan Amal COVID-19 ● ● ● (GPPAC19) Program Responsible Care (RC) Program Health Safety Environment (HSE) Kerangka Konseptual untuk Konsortium Perkhidmatan Profesional Portal Electrical & Electronics Malaysia ● Marketplace (EEMM) Program Hackathon ● Nexus Produktiviti Pelancongan (TPN) telah mem- bangunkan Program Pengalaman Maya Malaysia (MyVXp) iaitu program pelancongan norma baharu yang dibangunkan sebagai adaptasi terhadap ke- san pandemik COVID-19.
Program ini dibangunkan untuk membantu pemain industri pelancongan tem- patan yang terjejas akibat kekangan pergerakan se- cara fizikal.

Program daripada ‘industri untuk industri’ ini melibatkan usaha sama antara pemain-pemain 44 Meanwhile, the Retail and Food & Beverage Pro- ductivity Nexus (RFBPN) has established 3 main programmes to encourage the utilisation of digital technology.
The programmes are Digital e-wallet Promotion and e-Payment Platform, SME Digital Transformation Programme and e-Market Strat- egy Awareness Programme, Branding and Mar- keting.

It is these programmes’ goal to support businesses that have the high potential to digital- ise their business operations and develop e-Com- merce capabilities in their corporate purchases and sales.

A series of webinars had been held to emphasise on the importance of digital platforms, benefiting 1,118 participants.
As a result of these efforts, the retail and food & beverage sector has gained invaluable practical experience in digital purchasing and retailing process.

The sector has also experienced increased customer satisfaction and improved business operations.

3.

Strengthening the Industrial Structure The industry structure also affects the uniquely designed Productivity Nexus, which is economic sub-sector oriented.
Issues such as lack of focus on value-added activities, for examples product development and design require an inclusive solution to the industry structure.

6 frameworks and 6 training modules had been developed, benefiting 4,035 participants from 1,146 organisa- tions.
Among the initiatives that had been carried out under the industry structure are as follows: ● Malaysia Virtual Experience Programme (MyVXp) ● Malaysia Tourism Excellence (MaTEx) certification ● COVID-19 Adopt and Adhere Guideline (GPPAC19) Responsible Care (RC) programme ● ● Health Safety Environment (HSE) programme ● Conceptual Framework for Professional Services Consortium Electrical & Electronics Malaysia ● Marketplace (EEMM) portal ● Hackathon programme The Tourism Productivity Nexus (TPN) has creat- ed the Malaysia Virtual Experience Programme (MyVXp), a new norm tourism programme de- veloped in response to the COVID-19 pandemic.
The aim of the programme is to assist local tour- ism industry players affected by the restriction of physical movement.

The ‘industry for industry’ pro- gramme involves collaboration between tourism industry players and the relevant ministries and agencies.

It is the programme’s goal to transform products, packages and physical tourism experi- ences into live virtual experiences.
In 2020, a total 45 industri pelancongan yang disokong oleh kemente- rian dan agensi berkaitan untuk mengubah produk, pakej dan pengalaman pelancongan fizikal kepa- da pengalaman maya secara langsung dalam tal- ian.

Program MyVXp telah memberi manfaat kepa- da 740 hos secara maya dan berjaya menghasilkan 305 produk pengalaman maya yang turut menyum- bang kepada pendapatan dan produktiviti peserta pada tahun 2020.
Ketika negara masih dilanda pandemik COVID-19, program ini telah membantu kelangsungan pemi- lik produk pelancongan tempatan dengan peng- hasilan produk secara digital melalui strategi pen- ingkatan kemahiran dan latihan semula.

Program ini dirangka secara teliti untuk meningkatkan ke- mahiran, kecekapan dan pengetahuan peserta yang terlibat melalui sesi bimbingan dalam talian.
Pelaksanaan program adalah secara ‘mentor mentee’ bagi melatih pemilik/ pengendali produk pelancongan, ejen pelancongan, pemandu pe- lancong, hos pengalaman dan individu atau or- ganisasi lain yang berkaitan.

Peserta dilatih untuk mengembangkan prototaip pakej pengalaman dalam talian sebagai alternatif untuk pengalaman pelancongan fizikal.

Ketika musim PKP, program yang unik ini telah menyediakan pilihan pengala- man melancong secara maya kepada pelancong dalam dan luar negara.
Program ini telah mem- bantu mentee yang terdiri daripada pengusaha produk pelancongan memperoleh pendapatan melalui penjualan pakej pengalaman pelancon- gan dalam talian.

Mereka juga dapat mening- katkan strategi pemasaran kreatif dalam usaha menarik kedatangan pelancong selepas kawalan pergerakan dilonggarkan melalui program ini.
Kecemerlangan Pelancongan Malaysia (MaTEx) merupakan program pensijilan industri pelancongan pertama yang menyediakan standard asas untuk organisasi perkhidmatan pelancongan tempatan.

MaTEx menyediakan keperluan standard asas bagi organisasi pelancongan Mikro Kecil dan Sederhana (MSME) dalam kategori ejen pelancongan, aktiviti pelancongan ekstrim, organisasi pengurusan majlis, pemilik atau pengendali tempat penganjuran majlis dan pengeluar atau pemilik produk berkaitan pelan- congan.
Sebanyak 177 organisasi telah menyertai program pensijilan ini yang merangkumi 6 standard untuk 6 kategori seperti berikut: ● Adventure Tourism; ● Event Management Companies; ● Homestay and Kampungstay; ● MICE and Event Venue Travel Agencies; ● Travel Agencies; dan ● Tourism Product and Site Operators.
Untuk memastikan program MaTEx sentiasa rel- evan dengan keadaan semasa, garis panduan 44 of 740 virtual hosts had benefitted from the MyVXp programme with 305 virtual experience products created; in which consequently increased the businesses’ income and productivity.

During this COVID-19 pandemic, the programme had managed to support the survival of local tourism products’ owners.

This is done through skills upgrading and retraining strategies where the products digitally produced.
Via online coaching sessions, the carefully designed programme aims to enhance the skills, competencies and knowl- edge of the participants.

The ‘mentor mentee’ approach is employed to train owners/ operators of tourism products, travel agents, tour guides, experience hosts and other relevant individuals or organisations.

Participants are trained in de- veloping online experience package prototypes, an alternative to physical tourism experiences.
This unique programme provides the domestic and foreign tourists the option of virtual travel ex- periences during the MCO period.

The mentees, i.e., the tourism product operators are assisted where they could sell their virtual travel experi- ence packages online.

Upon the relaxation of the MCO, through improved strategies, the tourism operator’s creative marketing would attract the tourists.
Malaysia Tourism Excellence (MaTEx) is the first tourism industry certification programme that pro- vides basic standards for organisations involved in local tourism services.

MaTEx provides the basic standard requirements for tourism organisations of Micro, Small and Medium Enterprises (MSMEs) such as travel agents, extreme tourism activities, event management organisations, event venue owners or operators, and manufacturers or own- ers of tourism-related products.
This certification programme had attracted the participation of 177 organisations encompassing 6 standards for 6 categories as follows: Event Management Companies; ● Adventure Tourism; ● ● Homestay and Kampungstay; ● MICE and Event Venue Travel Agencies; ● ● Travel Agencies; and Tourism Product and Site Operators.
To ensure that the MaTEx programme stays rel- evant with the current situation, guidelines on COVID-19 have been developed and introduced; namely the COVID-19 TPN Adopt and Adhere Guidelines (GPPAC19).

In 2020, the GPPAC19 cer- tification had been awarded to 88 organisations.
The GPPAC19 initiative has a positive impact on the owners of tourism premises and products; in which there are increased tourist confidence in service delivery quality and compliance with 45 mengenai COVID-19 telah dibangun dan diperke- nalkan iaitu Garis Panduan Patuh dan Amal COVID-19 TPN (GPPAC19).

Sebanyak 88 organ- isasi telah diperakui dengan sijil GPPAC19 pada tahun 2020.
Pelaksanaan inisiatif GPPAC19 telah memberi kesan positif kepada pemilik premis dan produk pelancongan dari segi peningkatan tahap keyakinan pelancong terhadap penyampaian perkhidmatan yang berkualiti dan pematuhan ter- hadap prosedur operasi standard (SOP) COVID-19.

Selain sektor pelancongan, pelaksanaan program Responsible Care (RC) telah meningkatkan tahap keselamatan, kesihatan dan persekitaran operasi pengendalian produk berisiko dalam industri kimia dan produk berkaitan kimia.
Program ini dilak- sanakan oleh Nexus Produktiviti Kimia dan Produk Kimia (CPN) yang memberi tumpuan kepada kese- lamatan dan kesejahteraan awam.

Program ini tel- ah memberi manfaat kepada 175 peserta.

Lanjutan daripada itu, Program Health Safety Environment (HSE) juga telah diperkenalkan untuk memberikan latihan kepada peserta bagi meningkatkan tahap kesedaran dan kefahaman tentang aspek kesela- matan dan kesihatan pekerjaan serta memupuk budaya kerja yang selamat dan sihat.
Usaha meningkatkan keupayaan organisasi tem- patan di luar negara telah dilaksanakan melalui pembangunan Kerangka Konseptual untuk Kon- sortium Perkhidmatan Profesional yang melibatkan 6 perkhidmatan profesional di Malaysia iaitu Per- akaunan, Pengiklanan, Seni Bina, Kejuruteraan, Pe- rundangan dan Perundingan Pengurusan.
Program yang melibatkan pembangunan model dan garis panduan ini adalah sebahagian daripada usaha MPC melalui Nexus Produktiviti Perkhidmatan Pro- fesional (PSPN) dalam menyokong perkhidmatan profesional yang terjejas oleh COVID-19.

Rangka kerja yang dibangunkan bersama pemain industri ini bertujuan mempromosikan Konsortium Perkh- idmatan Profesional yang merangkumi program peningkatan kesedaran, penyediaan panduan, pelaksanaan dan pemantauan serta penilaian.
Jangkaan impak daripada program ini adalah peningkatan daya saing organisasi perkhidmatan.

profesional tempatan di peringkat antarabangsa.

Pembangunan portal Electrical & Electronics Ma- laysia Marketplace (EEMM) secara maya oleh Nexus Produktiviti Elektrikal dan Elektronik (EEPN) telah membantu mempromosikan produk organ- isasi pengeluar elektrikal dan elektronik (E&E) di Malaysia ke peringkat antarabangsa.
Sebanyak 60 organisasi telah menyertai portal maya ini bagi mempromosikan dan mengiklankan produk or- ganisasi tempatan di pasaran global.

Di samping itu, Program Hackathon juga telah dilaksanakan untuk memberi pendedahan berkenaan isu-isu yang dihadapi oleh industri kepada pelajar univer- COVID-19 standard operating procedures (SOPs).

Meanwhile for the chemical and chemical-relat- ed products industry, the Responsible Care (RC) programme is introduced.
This programme aims to improve the safety, health and the operating environment of hazardous products.

The pro- gramme which is under the Chemical Productiv- ity and Chemical Products Nexus (CPN) focuses on public safety and well-being.

The programme has 175 participants.

In addition, the Health Safe- ty Environment (HSE) Programme has also been introduced.
This programme aims at providing trainings in increasing the participants’ awareness and understanding on the aspects of occupa- tional safety and health as well as instilling a safe and healthy work culture.

For the enhancement of local organisations’ competitiveness abroad, a Conceptual Frame- work for the Professional Services Consortium in- volving 6 professional services in Malaysia namely Accounting, Advertising, Architecture, Engineer- ing, Legal and Management Consulting has been developed.
This programme that supports the professional services affected by COVID-19 is part of MPC’s efforts through the Professional Services Productivity Nexus (PSPN).

The jointly developed framework with industry players aims at promoting the Professional Services Consortium.

The initia- tive includes awareness programmes, handbook preparation, implementation and monitoring, as well as evaluation.
This programme is envisioned to increase the competitiveness of local profes- sional service organisations internationally.

The Electrical & Electronics Malaysia Marketplace (EEMM) portal established through the Electrical and Electronics Productivity Nexus (EEPN) has as- sisted in the global promotion of products manu- factured by Malaysian electrical and electronics (E&E) companies.
This virtual portal is participated by 60 domestic businesses with the goal of pro- moting and advertising their products in foreign markets.

In addition, there is also the Hackathon Programme that aims to expose the university stu- dents to issues faced by the industry.

An example of an activity carried out is the industry’s employ- ment of machine vision system based on Artificial Intelligence (AI).
It is the programme’s objective to produce a Proof of Concept where affordable vision machine is produced.

It will also propel the students to be innovative or generate novel ideas for industrial use.

The programme positively im- pacts the industry’s structure where the students’ ideas could be adopted by the industry.

The three series programmes had attracted 33 groups with 132 participants from all over Malaysia.

46 47 siti.
46 47 siti.

Antara aktiviti yang dijalankan ialah promosi berkenaan penggunaan sistem mesin visi ber- dasarkan Kecerdasan Buatan atau Artificial Intelli- gence (AI) oleh industri.

Program ini juga bertujuan menghasilkan Proof of Concept bagi memban- gunkan mesin visi dengan kos yang berpatutan dan membantu pelajar menghasilkan inovasi atau idea baru untuk kegunaan industri.
Program ini tel- ah menunjukkan impak positif kepada skruktur in- dustri yang mana cadangan idea yang dihasilkan oleh pelajar dapat digunakan oleh industri.

Tiga siri program yang telah dijalankan mencatat 132 penyertaan daripada 33 kumpulan dari seluruh Malaysia.

4.

Membentuk Ekosistem Perniagaan Yang Teguh Cabaran ekosistem perniagaan turut menjadi fak- tor penghalang pertumbuhan produktiviti di per- ingkat sektor seperti yang dikenal pasti dalam MPB Teras 4: Membentuk Ekosistem Perniagaan Yang Teguh.
Bagi mewujudkan persekitaran perniagaan yang mantap, dasar dan peraturan hendaklah dibuat dengan jelas, mudah dan dikuatkuasakan dengan berkesan.

Peraturan yang tidak wajar per- lu dikaji semula agar tidak membebankan sektor industri dan perniagaan.

Walaupun berhadapan dengan pandemik COVID-19, beberapa strategi menambah baik peraturan yang bertepatan den- gan keadaan krisis telah dilaksanakan oleh Nexus Produktiviti.
Ia telah memberi manfaat kepada 260 organisasi dan 7,694 peserta yang secara langsung dapat menambah baik pelaksanaan dasar dan peraturan dalam usaha menjadikan Malaysia se- buah negara yang cekap dan mesra perniagaan.

Program Virtual Advisory Clinic merupakan satu program khidmat nasihat atas talian yang telah dilancarkan bagi mengenal pasti permasalah- an organisasi yang terkesan dengan pandemik COVID-19.
Program ini menawarkan satu jam khid- mat rundingan solusi jangka pendek daripada pa- kar-pakar industri terpilih.

Program ini telah berjaya mengenal pasti beberapa solusi dan intervensi bagi membantu organisasi yang terlibat secara lansung dan memberi manfaat kepada industri secara keseluruhannya.

Antara isu yang diketen- gahkan adalah isu adaptasi teknologi digital, ke- wangan, penerokaan pasaran baru, insentif dan peningkatan produktiviti.
Sehingga kini, program ini telah mendapat maklum balas yang positif daripada pemain industri.

Kesan positif pelaksa- naanya dilihat apabila organisasi-organisasi yang telah menghadiri program ini mengambil kira dan melaksanakan saranan yang diutarakan oleh pa- kar-pakar penasihat.

Strategi ini terbukti memban- tu industri dalam menambah baik persekitaran perniagaan walaupun dalam keadaan yang ge- tir.

Sejak dilaksanakan, strategi ini telah memberi 4.


Forging a Robust Ecosystem It has been determined through MPB Thrust 4: Forging a Robust Ecosystem that the challenges of business ecosystem are productivity growth barriers at the sectoral level.

For the creation of a conducive business environment, policies and regulations must be clear, simple and effectively enforced.

There should be a review on unneces- sary regulations so as not to burden the industrial and business sectors.
Despite the COVID-19 pan- demic, several regulatory improvement strategies appropriate to the crisis had been initiated by the Productivity Nexus.

This initiative, which is an effort to make Malaysia an efficient and business-friend- ly country had benefitted 260 organisations and 7,694 participants.

Through this effort, the imple- mentation of policies and regulations had been improved.
The Virtual Advisory Clinic programme is an online advisory service programme launched to identi- fy problems faced by organisations affected by the COVID-19 pandemic.

The programme offers a one-hour consultation on short-term solution by selected industry experts.

The programme had successfully identified a number of solutions and interventions; helping organisations that are di- rectly involved and benefiting the industry as a whole.
Among the issues highlighted were digital technology adaptation, finance, new market ex- ploration, incentives and increased productivity.

The programme has received positive feedbacks from the industry players.

This programme’s posi- tive impact could be seen when the participating organisations consider and implement the rec- ommendations put forth by the experts.

It is prov- en that despite the hostile condition, this strategy has helped the industry to improve the business environment.
Since its implementation, 493 or- ganisations had gained benefit from this initiative.

In 2020, MPC through the Private Healthcare Pro- ductivity Nexus (PHPN) had produced 14 reports.

These reports also contained proposals for regu- latory improvements in each sub-sector.

In addi- tion, 5 guidelines had been published to address regulatory challenges and ensure regulations are implemented clearly and effectively.
This initiative aims to develop consistent guidelines on regula- tions involved in the construction of private hos- pitals.

Various parties from the public and private sectors through a series of workshops with minis- tries, agencies, private hospitals and submitting persons had contributed to this initiative.

Follow- ing the workshops, a guidebook had successfully been published through collaborations between MPC and the industry, relevant ministries and agencies.
The guidebook is to become a source of reference for industry players and stakeholders.

46 47 In the agro-food sub-sector, MPC through the Agro-Food Productivity Nexus (AFPN) had con- ducted a Behavioral Insights (BI) study.

This study was related to the Malaysian Good Agricultural Practices (MyGAP) certification scheme.

It was this study’s aim to encourage more consumers to buy food products recognised by MyGAP.
MyGAP is a certification scheme designed by the Department of Agriculture to recognise farms that practice Good Agricultural Practices (GAP).

The BI study was conducted to identify the con- sumers’ understanding towards MyGAP certifica- tion scheme as the standard of good agricultural practice.

It also aimed at changing their behavior towards purchasing MyGAP certified food prod- ucts through intervention.
As a result of the BI study, it was found that there was an increase in the acceptance and purchase of food products certified by MyGAP.

To guarantee the best business environment, a research had been conducted by EEPN on the import and export process of materials for the E&E sector, both locally and internationally.

Using the Reducing Unnecessary Regulatory Burden (RURB) approach, reports containing issues and proposed solutions had been discussed in 4 engagement sessions held throughout Malaysia.
The research is envisioned to improve the E&E sub-sector’s per- formance so that the material supply is of good quality and the transportation process is efficient and does not burden the industry.

In addition, an assessment and update programme on the stan- dard of local product and adherence enforce- ment had been undertaken.

It aimed to devel- op the National Smart Manufacturing Guideline for the manufacturing sector.
The guidelines had been developed and submitted to the Depart- ment of Standards Malaysia (DOSM) for analysis for the issuance of official guidelines/smart manu- facturing standards.

The guidelines will be used by the stakeholders as a benchmark and reference for the implementation of Industry 4.0 strategies and expedite the digital and Industry 4.0 transfor- mation process in Malaysia.

manfaat kepada 493 organisasi.


Pada tahun 2020, MPC melalui Nexus Produktiviti Penjagaan Kesihatan Swasta (PHPN) telah meng- hasilkan 14 laporan yang turut mengemukakan cadangan penambahbaikan peraturan di setiap subsektor.

Selain itu, 5 buku garis panduan telah diterbitkan bagi menangani cabaran peraturan dan memastikan peraturan dilaksanakan dengan jelas dan berkesan.
Inisiatif ini melibatkan pelbagai pihak dari sektor awam dan swasta melalui pen- ganjuran beberapa siri bengkel bersama pihak ke- menterian, agensi, hospital swasta dan submitting person untuk membangun dan menyelaras garis panduan mengenai peraturan yang terlibat da- lam pembinaan hospital swasta.
Susulan daripada bengkel tersebut, MPC melalui kerjasama industri, kementerian dan agensi yang berkaitan telah ber- jaya menerbitkan buku panduan yang menjadi sumber rujukan kepada pemain industri dan pihak yang berkepentingan.

Dalam subsektor agro-makanan, MPC melalui Nexus Produktiviti Agro-Makanan (AFPN) telah terlibat dalam melaksanakan kajian Behavioural Insights (BI) berkaitan Skim Pensijilan Amalan Per- tanian Baik Malaysia (MyGAP).
Kajian ini bertujuan untuk menggalakkan lebih ramai lagi pengguna membeli produk makanan yang telah diiktiraf oleh MyGAP.

MyGAP merupakan skim pensijilan yang dirangka oleh Jabatan Pertanian untuk mengikti- raf ladang-ladang yang mengamalkan Amalan Pertanian Baik (APB).
Kajian BI ini dilaksanakan un- tuk mengenal pasti kefahaman pengguna men- genai skim pensijilan MyGAP sebagai standard amalan pertanian yang baik dalam kalangan pengguna dan mengubah tingkah laku pembeli agar membeli produk makanan yang mendapat pensijilan MyGAP melalui intervensi.

Hasil daripada kajian BI, didapati terdapat peningkatan dalam penerimaan dan pembelian produk makanan yang dipersijilkan oleh MyGAP.
Bagi menjamin suasana perniagaan yang terbaik, EEPN telah melaksanakan kajian proses import dan eksport bahan untuk sektor E&E di sempadan luar dan dalam negara.

Melalui pendekatan Re- ducing Unnecessary Regulatory Burden (RURB), laporan yang mengandungi isu-isu dan cadangan penyelesaian masalah telah dibincangkan dalam 4 sesi libat urus yang telah diadakan di seluruh Ma- laysia.
Kajian ini dapat meningkatkan prestasi sub- sektor E&E agar bekalan bahan sentiasa berkualiti dan proses pengangkutan adalah cekap dan ti- dak membebankan industri.

Selain itu, program se- makan dan kemaskini standard produk domestik dan penguatkuasaan pematuhan telah diadakan bagi membangunkan Garis Panduan Pembua- tan Pintar Kebangsaan untuk sektor pembuatan.
Garis panduan tersebut telah dibangunkan dan diserahkan kepada Jabatan Standard Malaysia 48 49 The DPN and the Malaysian Communications and Multimedia Commission (MCMC) had worked together in developing the Digital Infrastructure Competitiveness Index (DICI).

The index is to measure the efficiency and effectiveness of the permit issuance system for telecommunication structure construction in 10 selected localities in Malaysia.
The index enables the analysis on the quality of existing regulations by federal, state and local government policy makers.

As such, these policy makers could make suggestions on improvements to streamline and strengthen the service delivery system of local authorities and technical agencies.
In developing the index, the instruments used were the number of procedures between the applicant and the agency, the time taken by the agency to complete the procedure and the charges imposed by the local authority and the measured agency; these were then uti- lised as a comparative index.

The City of Kuala Lumpur recorded the highest DICI index of 71% for telecommunication structures; indicating a better regulation for telecommunication structures’ con- struction compared to other selected localities.
MPC through the MyMudah and DPN platforms will continue to work with policy makers at the feder- al, state and local government levels as an effort towards enhanced efficiency and effectiveness in regulatory quality of the telecommunication structures’ construction in Malaysia.

This initiative will facilitate and expedite the implementation of National Digital Network (JENDELA) to spur the country’s productivity and competitiveness.
As a conclusion, initiatives that are based on upskill- ing workforce, digital technology, industry structure and business environment are significantly relevant to all sub-sectors challenged by the COVID-19 pandemic.

Movement constraints have triggered the awareness to upgrade skills, optimise the ad- aptation of technology and digitalisation, fortify in- dustry structure and develop robust business eco- system.
There is a transformation in the business landscape and this requires swift actions and agile regulations by the policy makers.

This revolution is highly needed as majority of the industrial sectors are affected by this pandemic.

The commitment and cooperation of all parties through various ini- tiatives and stimulus packages at the sectoral level are expected to expedite the national economic recovery agenda.

(DSM) untuk dikaji bagi mengeluarkan garis pan- duan/ piawaian pengilangan pintar secara rasmi.
Garis panduan ini akan digunakan sebagai pen- anda aras dan rujukan kepada pihak berkepentin- gan dalam melaksanakan strategi Industri 4.0 dan mempercepatkan proses transformasi digital dan Industri 4.0 di Malaysia.
Selain itu, DPN bersama-sama dengan Suruhanjaya Komunikasi dan Multimedia Malaysia (SKMM) tel- ah membangunkan Indeks Daya Saing Infrastruktur Digital (DICI) bagi mengukur kecekapan dan ke- berkesanan sistem pengeluaran permit pembinaan struktur telekomunikasi di 10 lokaliti terpilih di Ma- laysia.
Tujuan indeks ini dibangunkan adalah bagi membolehkan penggubal dasar kerajaan perseku- tuan, negeri dan kerajaan tempatan menilai tahap kualiti peraturan sedia ada dan mencadangkan penambahbaikan untuk memperkemas dan me- mantapkan sistem penyampaian perkhidmatan Pi- hak Berkuasa Tempatan (PBT) dan agensi teknikal.
Bagi membangunkan indeks tersebut, instrumen yang diguna pakai adalah bilangan prosedur di an- tara pemohon dan agensi, masa yang diambil oleh agensi untuk melengkapkan prosedur dan kos yang dikenakan oleh PBT dan agensi diukur dan dijadikan indeks perbandingan.

Bandar Raya Kuala Lumpur mencatatkan indeks DICI tertinggi iaitu sebanyak 71% bagi struktur telekomunikasi iaitu memiliki kawal selia peraturan yang lebih baik untuk membina struk- tur telekomunikasi berbanding lokaliti terpilih yang lain.
MPC menerusi platform MyMudah dan DPN akan terus bekerjasama dengan penggubal dasar di peringkat persekutuan, negeri dan kerajaan tem- patan dalam usaha meningkatkan kecekapan dan keberkesanan kualiti peraturan dalam pembinaan struktur telekomunikasi di Malaysia.

Inisiatif ini akan memudah dan mempercepatkan usaha pelaksa- naan Jalinan Digital Negara (JENDELA) bagi melon- jakkan produktiviti dan daya saing negara.
Kesimpulannya, inisiatif berasaskan peningkatan ke- mahiran tenaga kerja, teknologi digital, struktur indus- tri dan persekitaran perniagaan adalah sangat rele- van kepada semua subsektor industri yang sedang berdepan dengan cabaran pandemik COVID-19.

Kekangan pergerakan telah mencetuskan kese- daran untuk mempertingkatkan kemahiran, men- goptimakan penggunaan teknologi dan digitalisa- si, mengukuhkan struktur industri dan mewujudkan ekosistem perniagaan yang teguh.
Situasi perniag- aan telah berubah dan memerlukan tindakan dan peraturan yang tangkas oleh pembuat dasar dalam membantu sektor industri yang kebanyakannya ter- kesan oleh pandemik yang melanda seluruh dunia ini.

Komitmen dan kerjasama semua pihak melalui pelbagai inisiatif dan pakej rangsangan di peringkat sektor diharap berupaya mempercepatkan agen- da pemulihan ekonomi negara.
48 49 MEMACU PRODUKTIVITI DI PERINGKAT ORGANISASI DAN ENTERPRIS ENHANCING PRODUCTIVITY AT ORGANISATIONAL AND ENTERPRISE LEVEL 50 51 MEMACU PRODUKTIVITI DI PERINGKAT ORGANISASI DAN ENTERPRIS ENHANCING PRODUCTIVITY AT ORGANISATIONAL AND ENTERPRISE LEVEL Seiring dengan teras strategik Blueprint Produktiviti Malaysia (MPB) bagi meningkatkan jumlah peker- ja berkemahiran tinggi dan kesiapsiagaan meng- guna pakai teknologi serta memupuk budaya produktiviti, MPC telah melaksanakan pelbagai inisiatif di peringkat organisasi dan enterpris.
Pro- gram Peningkatan Produktiviti dan Inovasi adalah antara strategi MPC untuk memacu pertumbuhan produktiviti organisasi dan enterpris yang akan menyumbang kepada pertumbuhan produktiviti di peringkat sektoral dan nasional.

Pelaksanaan pelbagai inisiatif di bawah program ini telah ber- jaya membantu organisasi dan enterpris mem- buat penambahbaikan proses dan inovasi secara berterusan.
Di samping itu, mereka dapat meng- gunakan segala sumber sedia ada dengan cara yang paling optimum dan cekap bagi menghasil- kan produk dan perkhidmatan yang ditambah nilai, berkualiti dan memuaskan hati pelanggan.
PRESTASI KESELURUHAN 2020 Agenda Peningkatan Produktiviti dan Inova- si disokong oleh beberapa program dan inisiatif yang dapat membantu organisasi dan enterpris menambah baik proses kerja dalam menghasil- kan produk dan perkhidmatan yang berkualiti se- terusnya melonjakkan pasaran ke peringkat yang lebih tinggi.

Program dan inisiatif tersebut telah menyumbang kepada indeks prestasi utama (KPI) yang ditetapkan.
Pada tahun 2020, MPC telah berjaya melaksanakan sebanyak 1,038 program yang melebihi 48% daripada sasaran.

Berdasar- kan pencapaian ini, organisasi yang terlibat ada- lah sebanyak 11,322 dengan 92,469 peserta yang masing-masing melepasi sasaran sebanyak 13% dan 54%.
Pencapaian ini menunjukkan pengli- batan aktif pihak industri dalam mengguna pakai alat-alat produktiviti dan inovasi seperti Amalan Persekitaran Berkualiti (QE/5S), Lean, Kaizen, Kum- pulan Inovatif dan Kreatif dan Latihan Kecemer- langan Perniagaan (BE).

MPC has undertaken various initiatives at the or- ganisational and enterprise level consistent with the strategic thrust of Malaysian Productivity Blue- print (MPB).
The objectives of MPB are to increase the number of highly skilled employees and the readiness of technology adoption, as well as to foster productivity culture.

One of the strategies formulated by MPC is the the Productivity and Innovation Enhancement Programme.

The pro- gramme aims to drive the productivity growth of organisations and enterprises; in which will con- sequently lead to productivity growth at the sec- toral and national levels.
The various initiatives undertaken through this programme have suc- cessfully helped organisations and enterprises to continuously improve and innovate their process- es.

In addition, the businesses can optimally and efficiently utilise all the available resources to pro- duce quality value-added products and services, as well as achievement of customer satisfaction.
2020 OVERALL PERFORMANCE The Productivity Improvement and Innovation Agenda is supported by a number of programmes and initiatives that can help organisations and enterprises to improve their work processes.

It is envisioned that through the initiatives, qual- ity products and services could be produced; catapulting the market to new heights.

The pro- grammes and initiatives have contributed to tar- geted key performance indicators (KPIs).
In 2020, 1,038 programmes had been successfully con- ducted by MPC, exceeding 48% of the target.

Meanwhile, the participation of organisations was at 11,322 with 92,469 participants surpassing the target by 13% and 54%, respectively.

These achievements demonstrate that the industry is re- lentless in their adoption of productivity and inno- vation tools such as Quality Environment (QE/5S) practices, Lean, Kaizen, Innovative and Creative Groups and Business Excellence (BE) training.
50 51 INDEKS PRESTASI UTAMA MAIN PERFORMANCE INDEX Pencapaian Pengurusan Outreach Outreach Management Performance Program Programmes Organisasi Organisations Peserta Participants Dalam menangani cabaran pandemik COVID-19, MPC telah memperkenalkan platform pelaksa- naan program secara digital (maya) bagi me- mastikan program produktiviti dan inovasi berjaya dilaksanakan.
Ia sekali gus dapat membantu or- ganisasi dan enterpris untuk lebih kreatif dan ino- vatif dalam mengekalkan kelestarian perniagaan yang diusahakan.

To address the challenges brought upon by the COVID-19 pandemic, MPC has introduced a dig- ital (virtual) platform for a successful implementa- tion of productivity and innovation programmes.

It aims to drive organisations and enterprises to be more creative and innovative in the preservation of their businesses’ sustainability.
IMPAK PROGRAM PENINGKATAN PRODUKTIVITI ENTERPRIS 2020 IMPACT OF ENTERPRISE PRODUCTIVITY IMPROVE- MENT PROGRAMME, 2020 Program Peningkatan Produktiviti dan Inovasi tel- ah mencetuskan penciptaan nilai bukan saja ke- pada organisasi dan enterpris tetapi juga kepada peningkatan pertumbuhan produktiviti negara.

Improvement and Innovation The Productivity Programme does not only trigger value creation among organisations and enterprises, but it also leads to the nation’s increased productivity growth.
PENCIPTAAN NILAI VALUE CREATION Secara keseluruhannya, pelaksanaan program peningkatan produktiviti dan inovasi pada tahun 2020 telah menyumbang sebanyak RM1.14 bilion penciptaan nilai kepada organisasi dan enterpris yang terlibat.

Overall, the productivity improvement and in- novation programmes in 2020 had contributed RM1.14 billion in value creation to the organisa- tions and enterprises involved.
Penciptaan Nilai 2020 Value Creation 2020 RM1,137,853,400 • Projek Inovasi Team Excellence Innovation Projects Team Excellence • Pensijilan QE/5S QE/5S Certification • Pengiktirafan Lean Recognition Lean 52 53 Di samping itu, melalui kerjasama antara MPC dan industri, seramai 599 orang pakar produk- tiviti dan inovasi telah berjaya diiktiraf dari sek- tor awam dan swasta.
Melalui Program Khidmat Nasihat dan Perundingan Umum, Program Pem- bangunan Kapasiti Vendor dan Skim Pening- katan Produktiviti Enterpris pula sebanyak 310 organisasi dan enterpris telah dinilai menggu- nakan Rangka Kerja Kecemerlangan Perniag- aan (MBEF).

The collaboration between MPC and industry has also resulted in 599 productivity and inno- vation experts being recognised by the public and private sectors.
Through the Advisory Ser- vices and General Consultancy Programme, the Vendor Capacity Building Programme and the Enterprise Productivity Improvement Scheme, 310 organisations and enterprises had been evaluated by the Malaysia Business Excellence Framework (MBEF).

Secara keseluruannya, sebanyak 31,100 organ- isasi telah terlibat dalam semua program pen- ingkatan produktiviti dan inovasi anjuran MPC.
Pelaksanaan program peningkatan produktiviti peringkat enterpris pula telah meningkatkan ka- dar keuntungan enterpris 30-50%, masa pengel- uaran produk 50-90%, pengurangan kos 50-90% dan pengurangan pembaziran 60-90%.

Ini mem- buktikan pelaksanaan dan impak projek khid- mat nasihat dan perundingan telah memberi pemahaman yang tinggi dalam meningkatkan pertumbuhan produktiviti enterpris.
The productivity improvement and innovation programmes organised by MPC had attract- ed the participation of 31,100 organisations.

The enterprise level productivity improvement programmes have positively impacted the or- ganisations where their profit increased by 30- 50%, production time improved by 50-90%, cost reduced by 50-90% and waste reduced by 60- 90%.
This proves that through the advisory and consultancy services projects, the understand- ing in increasing enterprise productivity growth has improved.

Pertumbuhan produktiviti bermakna lebih nilai tambah dapat dihasilkan dalam pengeluaran dan akan menjana lebih banyak pendapatan untuk dikongsi bersama.
Pendapatan tersebut akan diagihkan dalam bentuk gaji dan upah kepada pekerja, dividen kepada pemegang taruh, produk dan perkhidmatan yang berkualiti dan harga yang lebih murah atau berpatutan kepada pelanggan, alam sekitar yang berkual- iti, cukai kepada kerajaan, peluang pekerjaan kepada rakyat dan peningkatan hasil Keluaran Dalam Negara Kasar (KDNK) negara.

Productivity growth equates to the increase in production’s added-value, and this means more income could be shared.
The income will be distributed in the forms of salaries and wages to employees, dividends to stakeholders, quali- ty products and services and cheaper or more affordable prices to customers, quality environ- ment, taxes to the government, employment opportunities to the people and increased gross domestic product (GDP).
PEMBANGUNAN PRODUKTIVITI PERINGKAT OR- GANISASI DAN ENTERPRIS PRODUCTIVITY DEVELOPMENT AT ORGANISA- TIONAL AND ENTERPRISE LEVEL Pembangunan Produktiviti Peringkat Organisasi dan Enterpris dilaksanakan melalui program-pro- gram berikut: The productivity development at Organisational and Enterprise level is implemented through the following programmes: a.

Program Kecemerlangan Perniagaan; b.

Program Pembangunan Kapasiti; c. Program Perundingan Khidmat Nasihat a.

Business Excellence Programme b.


Capacity Building Programme c. Productivity Advisory and Consultancy Produktiviti; Services Programme d. Program Amalan Terbaik Produktiviti; dan e. Program Pengiktirafan Kecemerlangan.

d. Productivity Best Practices Programme e. Excellence Recognition Programme A.

PROGRAM KECEMERLANGAN PERNIAGAAN A.


BUSINESS EXCELLENCE PROGRAMME Bagi mencapai kelestarian dan kelebihan untuk berdaya saing, sesebuah organisasi hendaklah bermula dengan fokus kepada kecemerlangan operasinya berpandukan Rangka Kerja Kece- merlangan Perniagaan Malaysia (MBEF).
MBEF adalah standard amalan pengurusan yang ho- listik dibangunkan untuk membantu organisa- For the attainment of sustainability and com- petitive advantage, an organisation must first focus on its operational excellence based on the Malaysia Business Excellence Framework (MBEF).

MBEF is a holistic management practice standard.


It is developed to help organisations to assess their readiness and adherence to ex- 52 53 si menilai kesediaan dan kepatuhan terhadap amalan kecemerlangan dalam usaha untuk meningkatkan prestasi perniagaan dan memba- ngunkan organisasi bertaraf dunia.

cellence practices as an effort to improve cor- porate performance and become a world-class organisation.
Rajah 1: Rangka Kerja Kecemerlangan Perniagaan Malaysia (2020-2025) Figure 1: Malaysia Business Excellence Framework (2020-2025) MBEF merangkumi tujuh kriteria utama bagi mema- cu kecemerlangan iaitu Kepimpinan, Strategi, Mak- lumat, Pelanggan, Tenaga Kerja, Proses dan Hasil.

MBEF has seven main criteria to drive excellence; those are Leadership, Strategy, Information, Cus- tomers, Workforce, Process and Results.
Skop Utama Program Kecemerlangan Perniagaan Key Scopes of the Business Excellence Programme Pelaksanaan program kecemerlangan perniag- aan dibuat secara terancang bagi memastikan objektif program tercapai.

Berikut merupakan pro- gram-program utama yang telah dilaksanakan di bawah program Kecemerlangan Perniagaan sepanjang tahun 2020.

The business excellence programme is implement- ed in a structured manner to ensure that the ob- jectives of the programme are achieved.
In 2020, the following were the key programmes conduct- ed under the Business Excellence programme: i) Pembangunan Manual Latihan Kecemerlangan Perniagaan i) Development of Business Excellence Training Manual Pada tahun 2020, MBEF telah disemak semula dan penambahbaikan kriteria telah dilaksanakan selaras dengan senario perkembangan perniag- aan semasa.
Lanjutan penambaikan tersebut, MPC telah menambah baik tiga modul latihan Kecemerlangan Perniagaan iaitu Manual Latihan Pengamal, Manual Latihan Penilai dan Manual Latihan Perunding MBEF.

Perubahan tersebut ada- lah bagi memastikan manual-manual latihan ber- kaitan MBEF mencapai piawai serta tahap kualiti manual latihan MPC.

In 2020, the MBEF was reviewed and improvements in the criteria had been undertaken for consisten- cy with current business scenario.
Following the im- provements, MPC had improved three Business Ex- cellence training modules, namely the Practitioner Training Manual, the Assessor Training Manual and the MBEF Consultant Training Manual.

The changes were done to ensure that the MBEF-related training manuals meet the standard and quality of MPC training manual.
ii) Program Pembangunan Kompetensi ii) Business Excellence Competency Kecemerlangan Perniagaan Development Programme Dengan situasi pandemik COVID-19 yang belum berakhir, program latihan serta bimbingan secara maya telah diadaptasi bagi meningkatkan lagi kompetensi pengamal, perunding dan penilai Program Kecemerlangan Perniagaan.
Bebera- pa siri bimbingan Business Online Coaching (BOC) With the on-going COVID-19 pandemic, virtual training programmes and coaching have been conducted to further enhance the competen- cies of practitioners, consultants and assessors of the Business Excellence Programme.

In 2020, sev- eral series of Business Online Coaching (BOC) had 54 55 secara maya telah dilaksanakan sepanjang 2020 seperti berikut: been conducted virtually; they are as follows: 1) BOC Siri1: Memahami Rangka Kerja 1.
1st Series BOC: Understanding the Business Kecemerlangan Perniagaan dan Profil Organisasi; 2) BOC Siri 2: Interpretasi Kriteria 1 dan 2 (Kepimpinan dan Strategi); 3) BOC Siri 3: Interpretasi Kriteria 3 dan 4 (Maklumat dan Pelanggan); dan 4) BOC Siri 4: Interpretasi Kriteria 5 dan 6 (Tenaga Kerja dan Proses).

Excellence Framework and Corporate Profile; 2.

2nd Series BOC – Criteria 1 and 2 Interpretation (Leadership and Strategy); 3.
3rd Series BOC: Criteria 3 and 4 Interpretation (Information and Customers); and 4.

4th Series BOC : Criteria 5 and 6 Interpretation (Workforce and Processes).

Bimbingan atas talian yang dijalankan telah mem- berikan manfaat kepada hampir 200 orang pen- gamal kecemerlangan perniagaan.

The online coaching programme had benefited almost 200 business excellence practitioners.
iii) Penghasilan Buku Panduan Kriteria iii) Publication of Business Excellence Criteria Kecemerlangan Perniagaan Handbook Dalam usaha untuk meningkatkan kualiti Penilaian Kecemerlangan Perniagaan yang dijalankan oleh para penilai MBEF, Buku Panduan Kriteria MBEF tel- ah dihasilkan sebagai rujukan kepada para penilai membuat penilaian yang tepat ke atas organisa- si serta mendapatkan maklumat yang berkualiti semasa sesi penilaian dijalankan.
To improve the quality of Business Excellence As- sessment undertaken by the MBEF assessors, the MBEF Criteria Handbook has been produced.

The handbook is to be used by the assessors as their reference for accurate assessments and acquire- ment of quality information during assessment ses- sions.

Penilaian yang tepat ini akan menghasilkan lapo- ran penilaian yang berkualiti serta mempunyai nilai yang tinggi bagi organisasi.
Buku panduan ini telah diguna pakai oleh para penilai MBEF pada sesi penilaian Anugerah Kecemerlangan Industri (AKI) 2020.

A proper evaluation produces a quality evaluation report as well as creates high value for the organ- isation.
This handbook was adopted by the MBEF assessors at the Industry Excellence Awards (AKI) 2020. iv) Penulisan Kajian Kes Kecemerlangan iv) Business Excellence Case Study Writing Perniagaan Buku Kajian Kes Business Excellence Journeys of – ST Microelectronics, Muar, Malaysia telah ditulis pada tahun 2020.

Organisasi ini merupakan pemenang Anugerah Kecemerlangan Industri (AKI) Kategori Perkilangan tahun 2018.
The Case Study Book of Business Excellence Jour- neys of - ST Microelectronics, Muar, Malaysia was written in 2020.

This organisation was the winner of the 2018 Industrial Excellence Award (AKI) under the Manufacturing Category.

Penulisan kajian kes ini dibuat sebagai medium perkongsian pengalaman organisasi cemerlang yang melaksanakan amalan terbaik kecemer- langan perniagaan sebagai strategi perniagaan serta alat untuk membina sebuah organisasi yang mampan serta bertaraf dunia.
It is envisioned that the case study writing will act as the medium of experience sharing by excep- tional organisations.

The winning organisations had adopted the business excellence best practices as their business strategy and tool in building a sus- tainable and world-class organisation.
v) Penilaian Kecemerlangan Perniagaan v) Business Excellence Assessment Kriteria MBEF juga digunakan sebagai kriteria uta- ma untuk menilai organisasi yang mengambil bahagian dalam AKI iaitu anugerah industri tert- inggi negara yang dianjurkan oleh Kementerian Perdagangan Antarabangsa dan Industri (MITI) sejak tahun 2014.

Anugerah ini diadakan sebagai satu bentuk penghargaan oleh kerajaan untuk The MBEF criteria have also been used to evalu- ate organisations participating in AKI.
The award which has been presented since 2014 is the na- tion’s highest industry award organised by the Ministry of International Trade and Industry (MITI).

This award is a form of the government’s recog- nition of an organisation that is outstanding, and 54 55 mengiktiraf organisasi yang cemerlang dan telah menunjukkan hasil yang luar biasa dalam amalan pengurusan, kualiti produk dan perkhidmatan ser- ta memberikan nilai yang lebih besar kepada pi- hak berkepentingan secara berterusan.
produces spectacular outcome in management practices, product and service quality as well as provides greater value to stakeholders on an on- going basis.

Pada tahun 2020, sebanyak 78 organisasi men- gambil bahagian dalam AKI 2020.

Peserta adalah seperti berikut: 78 organisations had participated in AKI 2020.

The participants are as follow: 1) 37 organisasi Kategori Perkilangan; 2) 32 organisasi Kategori Perkhidmatan; dan 3) 9 organisasi dari Kategori Terbuka.
Selain AKI, Penilaian MBEF ini turut digunakan un- tuk menilai pencapaian sebelum dan selepas intervensi program oleh organisasi yang terlibat dalam projek yang menggunakan Bajet Pemba- ngunan, Usaha Sama dan Operasi.

Antara projek tersebut adalah Skim Peningkatan Produktiviti En- terpris, Program Pembangunan Kapasiti Vendor dan Program Perundingan Umum.

Sebanyak 310 penilaian MBEF telah dijalankan terhadap organ- isasi yang terlibat dalam projek ini pada tahun 2020.
1) 37 organisations from Manufacturing category; 2) 32 organisations from Services category; and 3) 9 organisations from Open category In addition to the AKI, the MBEF Assessment is also used to assess organisations’ performance, pre- and post-programme intervention.

These organisa- tions are those involved in the Development, Joint Venture and Operations Budget.
Among the proj- ects undertaken are the Enterprise Productivity Im- provement Scheme, Vendor Capacity Building Pro- gramme and General Consultancy Programme.

In 2020, 310 MBEF assessments had been conducted on organisations involved in these projects.
vi) Perkongsian Amalan Terbaik MBEF (Nasional dan Antarabangsa) vi) Sharing of MBEF Best Practice (National and International) Untuk memperluaskan jangkauan dan peneri- maan amalan-amalan terbaik MBEF dalam ka- langan para industri, 11 siri webinar secara maya telah dijalankan dengan jumlah penyertaan sera- mai 983 orang peserta dari dalam dan luar negara pada tahun 2020.
Turut dianjurkan adalah sesi we- binar Perkongsian Amalan Terbaik Kecemerlangan Perniagaan Peringkat Antarabangsa: Dubai Gov- ernment Excellence Program (DGEP): A Launching Pad for Public Service Delivery Transformation.

We- binar ini menampilkan perkongsian oleh Dr. Hazza Khalfan Alneaimi, Ketua Koordinator, DGEP men- genai perjalanan DGEP dalam membina organi- sasi cemerlang dan bertaraf dunia di Dubai.
BE CEO Forum 2020 iaitu sebuah program tahunan MPC diadakan secara maya dengan tema ‘Kele- starian Perniagaan Semasa Krisis Ekonomi’.

Program ini telah berjaya menarik penyertaan sebanyak 146 peserta dari kategori Pengurusan Tertinggi Swasta, Ketua-Ketua Jabatan Kerajaan Persekutuan dan Negeri.

To broaden the reach and acceptance of MBEF best practices among industries, 11 series of virtu- al webinars had been conducted.

In 2020, there were 983 participants, both locally and interna- tionally.
There was also a webinar session, the In- ternational Business Excellence Best Practices Shar- ing: Dubai Government Excellence Programme (DGEP): A Launching Pad for Public Service Deliv- ery Transformation.

This webinar features the shar- ing by Dr. Hazza Khalfan Alneaimi, Chief Coordi- nator, DGEP.

The speaker had shared insights on DGEP’s journey in carving out an outstanding and world-class organisation in Dubai.
BE CEO Forum 2020, an annual MPC programme was held virtually with the theme, ‘Business Sustain- ability During the Economic Crisis’.

The programme has attracted 146 participants encompassing of Private Top Management, Heads of Federal and State Government Departments.

vii) International Programme vii) Program Antarabangsa Pada peringkat antarabangsa, MPC memainkan peranan aktif dalam perkongsian amalan terbaik dan juga menanda aras amalan negara lain da- lam bidang Kecemerlangan Perniagaan.
MPC tel- ah menjadi ahli Global Excellence Model Council (GEC) sejak tahun 2014 dan mengambil bahagian Internationally, MPC plays an active role in the sharing of best practices and benchmarking the practices of other countries in Business Excellence areas.

MPC has been a member of the Global Ex- cellence Model Council (GEC) since 2014 and ac- tively participates in its annual meetings.

56 57 secara aktif dalam mesyuarat tahunan yang di- jalankan.
Mesyuarat tahunan GEC ini diadakan secara ber- gilir dalam kalangan negara ahli dengan objektif mendapatkan maklumat terkini perkembangan global mengenai amalan Kecemerlangan Per- niagaan dan inisiatif-inisiatif yang sedang dilak- sanakan oleh setiap ahli GEC (12 buah negara).

Dalam mesyuarat GEC di Sydney pada 2018, Ma- laysia telah ditawarkan sebagai penganjur bagi mesyuarat GEC 2021 selepas Jepun pada 2020.

The annual GEC meeting is held on a rotating ba- sis among member countries.
The objective of the meetings is to obtain global development updates on Business Excellence practices and initiatives im- plemented by the GEC members (12 countries).

During the 2018 GEC meeting in Sydney, Malay- sia was offered to be the organiser of GEC (2021) meeting after Japan (2020).
Jadual 1: Senarai Negara Ahli Global Excellence Council (GEC) Table 1: List of Member Countries of Global Excellence Council (GEC) Negara Ahli GEC / GEC Member Countries Diwakili oleh / Represented by Afrika Australia USA China India United Arab Emirates Europe Brazil AEF: African Excellence Forum (AEF) AFRICA BEA: Business Excellence Australia NIST: National Institute of Standards and Technology CAQ: China Association for Quality CII-IQ: Confederation of Indian Industry (CII) Institute of Quality (IQ) DGEP: Dubai Government Excellence Programme EFQM: The European Foundation for Quality Management FNQ: National Quality Foundation Iberian Peninsula and Latin America FUNDIBEQ Mexico Japan Malaysia IECT: Instituto Para El Fomento A la Calidad Total JQA/JPC: Japan Quality Award Council/ Japan Productivity Center MPC:Malaysia Productivity Corporation Bil.
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12.

56 57 Pada 19 Oktober 2020, Malaysia telah dijemput se- bagai speaker dalam Inaugural Asia Pacific Qual- ity Organization (APQO) Virtual Conference 2020 di peringkat Asia Pasifik.

Pembentangan kertas kerja dengan tajuk The Art of Staying Alive During the COVID-19 Crisis: Malaysia’s Experience telah dibentangkan oleh Datin Zainon Bakar, Timbalan Ketua Pengarah MPC.
On 19 October 2020, Malaysia was invited to be a speaker at the Inaugural Asia Pacific Quality Organisation (APQO) Virtual Conference 2020, Asia-Pacific level.

A working paper entitled, The Art of Staying Alive During the COVID-19 Crisis: Malaysia’s Experience had been presented by Datin Zainon Bakar, Deputy Director General of MPC.

B.

PROGRAM PEMBANGUNAN KAPASITI B.


CAPACITY BUILDING PROGRAMME Bagi melahirkan modal insan yang berkemahiran tinggi, MPC meneruskan Program Pembangunan Kapasiti untuk meningkatkan produktiviti enterpris.

Bagi tahun 2020, program pembangunan kap- asiti telah mula dilaksanakan secara maya dise- babkan oleh Perintah Kawalan Pergerakan (PKP) susulan pandemik COVID-19.

Halangan untuk menjalankan program secara fizikal menyebab- kan organisasi memilih untuk melaksanakannya secara atas talian.
Program ini telah menjadi lebih efektif apabila dijalankan secara in-house kerana pemindahan ilmu dan penambahbaikan dapat dijalankan oleh kumpulan yang terlibat dalam latihan tersebut.

Pada tahun 2020, sebanyak 218 program pembangunan kapasiti telah dijalank- an dengan bilangan peserta seramai 4,977 orang dari 402 organisasi.

Sebanyak 214 organisasi men- jalankan pembangunan kapasiti secara maya manakala 188 organisasi telah melaksanakannya secara fizikal.
Bidang pembangunan kapasiti yang menjadi keutamaan pelanggan ialah Innovative & Cre- ative Circle (ICC) sebanyak 15%, Pengurusan 5S sebanyak 30%, Kaizen & Problem Solving Tech- niques 15%, Pengurusan Lean 30% dan selebihnya dalam lain-lain bidang 10%.

Program Pembangu- nan Kapasiti membolehkan pemindahan ilmu ten- tang kaedah-kaedah peningkatan produktiviti ke- pada organisasi dan pelaksanaan inisiatif ini telah meningkatkan produktiviti organisasi.
To produce highly skilled human capital, MPC is persistently offering the Capacity Building Pro- gramme to increase enterprise productivity.

In 2020, capacity building programmes were con- ducted virtually due to the Movement Control Order (MCO) following the COVID-19 pandemic.

In view that there are restrictions on conduct- ing programmes physically, the organisations had opted to conduct the programmes virtual- ly.
This programme had become more effective through in-house programme as the knowledge transfer and improvements could be undertaken by the groups involved in the trainings.

In 2020, there were 218 capacity building programmes conducted with 4,977 participants from 402 or- ganisations.

A total of 214 organisations had involved in the capacity building programmes virtually, while 188 organisations involved them physically.
The areas of capacity development deemed as priorities by the customers are Innovative & Cre- ative Circle (ICC) (15%), 5S Management (30%), Kaizen & Problem-Solving Techniques (15%), Lean Management (30%) and other areas (10%).

The Capacity Building Programme facilitates the transfer of knowledge on increasing productivity methods.

The undertaking of this initiative has en- hanced those organisations’ productivity.
C. PROGRAM KHIDMAT NASIHAT DAN C. ADVISORY AND CONSULTANCY SERVICES PERUNDINGAN (ACS) (ACS) PROGRAMME Program Khidmat Nasihat dan Perundingan (ACS) telah dilaksanakan oleh MPC bagi meningkatkan produktiviti, kecekapan proses pengeluaran atau perkhidmatan dan kecemerlangan organisasi.
Dengan menyertai program ini, organisasi akan melaksanakan kitaran penambahbaikan berteru- san, bermula dari proses diagnostik, pembangunan kapasiti, intervensi (merangkumi mengenal pasti punca masalah, cadangan penambahbaikan, pelaksanaan cadangan penambahbaikan dan pemantauan) dan seterusnya melaksanakan pen- gukuran impak.
Organisasi cemerlang dan ber- daya saing adalah organisasi yang menjadikan program penambahbaikan berterusan sebagai The Advisory and Consultancy Services (ACS) programme is implemented by MPC to increase productivity, production processes or services ef- ficiency, and corporate excellence.
Through the participation in the programme, there would be an adoption of continuous improvement cycle; spanning from diagnostic processes, capacity building, interventions (encompassing identifica- tion of problems’ causes, improvement propos- als, implementation of improvement proposals, and monitoring), to impact assessment.

Organ- isations that are exceptional and competitive adopt continuous improvement programmes as their work culture.
In 2020, 205 ACS projects had 58 59 satu budaya kerja dalam organisasi.

Pada ta- hun 2020, sebanyak 205 projek ACS berjaya dilak- sanakan secara fizikal, hibrid atau maya.

Antara projek yang utama adalah Program Pembangu- nan Kapasiti Vendor, Skim Peningkatan Produktiviti Enterpris dan Program Umum.
i) Program Pembangunan Kapasiti Vendor (PPKV) MPC telah dilantik oleh Kementerian Pemban- gunan Usahawan & Koperasi (MEDAC) sebagai Agensi Teknikal untuk melaksanakan program PPKV terhadap syarikat-syarikat vendor Bumi- putera yang terpilih.

MPC telah melaksanakan 3 program intervensi utama yang dijalankan da- lam tempoh setahun dan disertai oleh 17 syarikat vendor terpilih dari pencalonan organisasi anchor masing-masing.
Pecahan bilangan organisasi bagi setiap program intervensi adalah seperti berikut: 1) Pengurusan Lean – 9 organisasi vendor; 2) Business Towards Industry 4.0 – 3 organisasi vendor; dan successfully been implemented; physically, virtu- ally, or hybrid.

Among the major projects were the Vendor Capacity Building Programme, En- terprise Productivity Improvement Scheme and General Programme.
i) Vendor Capacity Building Programme (PPKV) MPC has been appointed by the Ministry of Entre- preneur & Cooperative Development (MEDAC) as the Technical Agency in implementing the PPKV programme for selected Bumiputera vendor com- panies.

MPC had conducted 3 major intervention programmes.

These programmes were conducted over a period of one year and participated by 17 selected vendors nominated by their respective anchor organisation.
The breakdown of the num- ber of organisations for each intervention pro- gramme is as follows: 1) Lean Management – 9 vendor organisations; 2) Business Towards Industry 4.0 – 3 vendor organisations; and 3) Kaizen Japan Study Tour – 5 vendor 3) Kaizen Japan Study Tour – 5 organisasi vendor.

organisations.
organisations.

Program ini dilaksanakan berdasarkan kepada rangka kerja Enterprise Intervention & Innovation Programme (EIIP) yang meliputi program latihan, perundingan projek, perkongsian amalan terbaik dan pengiktirafan/ pensijilan.

ii) Program Skim Peningkatan Produktiviti The programmes were implemented based on the Enterprise Intervention & Innovation Programme (EIIP) framework, in which includes training pro- gramme, project consultation, best practice shar- ing and recognition/certification.
Enterprais (SPPE) ii) Uplifting Enterprise Productivity Scheme Programme (SSPE) Program ini telah dilaksanakan sejak tahun 2017 untuk meningkatkan produktiviti dan daya saing organisasi.

Pada tahun 2020, sebanyak 182 organi- sasi telah menjalani intervensi dalam bidang Lean, Persekitaran Berkualiti (5S), Kecemerlangan Perni- agaan, Digitalisasi dan lain-lain berbanding 163 organisasi pada tahun 2019.

The programme was established in 2017 to in- crease organisational productivity and competi- tiveness.
In 2020, 182 organisations had undergone interventions in the areas of Lean, Quality Environ- ment (5S), Business Excellence, Digitalisation and others.

This is an increase in comparison to 163 or- ganisations in 2019.
Rajah 2: Jenis Intervensi di Bawah Program SPPE-MPB Figure 2: Types of Intervention Under the SPPE-MPB Programme 58 59 Lean 5S BE Pendigitalan Digitalisaon Lain-lain Others iii) Program Umum iii) General Programme Pada tahun 2020, sebanyak 6 Projek ACS Umum telah berjaya dilaksanakan.

Pecahan projek inter- vensi dan syarikat adalah seperti di jadual berikut: In 2020, 6 General ACS Projects had been suc- cessfully executed.

The breakdown of interven- tion projects and companies is as follows: Bil.
Syarikat / Companies Program Intervensi / Intervention Programme 1.

2.

3.

4.

5.

6.

CJ Bio Malaysia Sdn.

Bhd.

CJ Bio Malaysia Sdn.

Bhd.
Amalan Persekitaran Berkualiti (QE/5S) Quality Environment Practices (QE/5S) Kumpulan Inovatif dan Kreatif (ICC) Innovative and Creative Group (ICC) Majlis Bandaraya Subang Jaya Pengurusan Lean Lean Management Malaysia Airlines Berhad Petronas Penapisan Dynasun Sdn.Bhd Amalan Persekitaran Berkualiti (QE/5S) Quality Environment Practices (QE/5S) Kumpulan Inovatif dan Kreatif (ICC) Innovative and Creative Group (ICC) Amalan Persekitaran Berkualiti (QE/5S) Quality Environment Practices (QE/5S) D. PROGRAM AMALAN TERBAIK PRODUKTIVITI D. PRODUCTIVITY BEST PRACTICES PROGRAMME Program Amalan Terbaik Produktiviti merangkumi inisiatif seperti berikut: The productivity best practices programmes en- compass of the following initiatives: i) Konvensyen Team Excellence (TE) i) Team Excellence (TE) Convention Konvensyen Team Excellence merupakan program tahunan MPC yang bermula sejak tahun 2000 bagi mengukuhkan budaya inovasi, kualiti dan produk- tiviti organisasi di Malaysia.
Inisiatif ini merupakan platform yang menghimpunankan pelbagai pro- jek inovasi Kumpulan Inovatif dan Kreatif (ICC), Amalan Persekitaran Berkualiti (QE/5S), Penguru- san Lean, Industri 4.0 dan lain-lain.

Platform ini dise- diakan bagi memberi peluang kepada organisasi untuk mempamerkan dan berkongsi pencapaian projek inovasi mereka dengan organisasi lain.
Oleh itu, Konvensyen TE dapat meningkatkan ke- mahiran para pekerja industri melalui peer learn- ing dengan menggunakan pendekatan kreativiti, inovasi dan penciptaan nilai.

Selain dari itu, Kon- vensyen TE juga memberi peluang kepada organ- isasi untuk mendapat pengiktirafan ke atas projek penambahbaikan yang dilaksanakan di peringkat organisasi.
Kategori penyertaan dalam projek Inovasi TE ada- lah sektor perkilangan, sektor elektrikal dan elek- tronik, sektor perkhidmatan swasta, sektor perkhid- matan awam persekutuan, sektor perkhidmatan awam negeri dan kategori QE/5S.
Kebanyakan projek inovasi yang dihasilkan menekankan kepa- da kecekapan sistem, proses dan cara kerja da- lam organisasi yang mengambil kira faktor alam Each year since 2000, the Team Excellence Con- vention is organised by MPC to strengthen the culture of innovation, quality and organisational productivity in Malaysia.
This initiative is a plat- form that brings together various innovation proj- ects of the Innovative and Creative Group (ICC), Quality Environmental Practices (QE/5S), Lean Management, Industry 4.0 and others.

This plat- form provides the opportunity for organisations to showcase and share their innovation projects’ achievement with other organisations.
It is envi- sioned that the TE Convention can improve the skills of industrial workers through peer learning by means of creativity, innovation and value creation.

Apart from that participating organi- zation would be able to attain recognition and award for their innovation projects executed at organizational level.
The categories of the TE Innovation project are divided into the manufacturing sector, electrical and electronics sector, federal government sec- tor, state government sector and QE/5S catego- ry.

Most of the innovation projects emphasise on the efficiency of systems, processes and working methods where environmental and sustainabili- ty factors are considered.

In 2020, all teams did their presentations through online platforms at 60 61 sekitar dan kelestarian.
Pada tahun 2020, semua kumpulan telah membuat persembahan melalui platform dalam talian di konvensyen peringkat Mini (MTEx), Wilayah (RISTEx) dan kebangsaan (APIC).

the Mini (MTEx), Regional (RISTEx) and national (APIC) conventions.

1) Mini Team Excellence Innovation Showcase (MTEx 2020) 1) Mini Team Excellence Innovation Showcase (MTEx 2020) Platform khas untuk memberi pendedahan ke- pada kumpulan baharu TE dalam mempamer- kan projek inovasi.

Sebanyak 65 kumpulan telah menyertai MTEx 2020.


2) Regional Innovation Showcase on Team Excellence (RISTEx 2020) Platform untuk kumpulan TE dari pelbagai organ- isasi mempamerkan projek inovasi yang diprak- tikkan.

Sebanyak 290 kumpulan telah menyertai RISTEx 2020.

Jadual di bawah merupakan pecah- an kumpulan mengikut kategori projek.

A distinctive platform that provides the new TE groups an exposure in showcasing their innova- tion projects.

MTEx 2020 had attracted the par- ticipation of 65 teams.
2) Regional Innovation Showcase on Team Excellence (RISTEx 2020) It is a platform for TE groups from various organ- isations to share their innovation projects.

RISTEx 2020 had attracted the participation of 290 teams.
The breakdown of teams by project cat- egory is illustrated in the table below: Jadual 3: Penyertaan Kumpulan TE mengikut Kategori Projek di RISTEx 2020 Table 3: TE Group Participation by Project Category at RISTEx 2020 Pejabat Wilayah Regional Office Wilayah Utara Northern Region Wilayah Tengah Central Region Wilayah Sabah Sabah Region Wilayah Sarawak Sarawak Region Wilayah Pantai Timur East Coast Region Wilayah Selatan Southern Region AQEC 2020 JUMLAH TOTAL ICC LEAN QE/5S TOTAL 3) Annual Productivity & Innovation Conference 3) Annual Productivity & Innovation and Exposition (APIC 2020) Conference and Exposition (APIC 2020) Platform untuk kumpulan TE dari pelbagai organ- isasi mempamerkan projek inovasi dan amalan terbaik untuk mendapat pengiktirafan peringkat kebangsaan.
Sebanyak 244 kumpulan dari 120 organisasi yang melibatkan 1,703 peserta tel- ah menyertai APIC 2020 yang dijalankan secara maya melalui platform Webinar.

It is a national-level platform for TE groups from various organisations to showcase their innova- tion projects and best practices to attain recog- nition.

The virtual APIC 2020 through the Webinar platform had attracted the participation of 244 teams from 120 organisations with 1,703 partici- pants.
60 61 Semasa pelaksanaan APIC 2020, MPC telah mem- perkenalkan APIC YouTube Channel bagi mem- pamerkan video-video projek inovasi berdurasi 1 minit daripada kumpulan TE yang menyertai Pro- gram APIC 2020.

Sebanyak 80 video telah dimuat naik dan seramai 3,000 subscribers telah berdaftar dan ditonton oleh seramai 170,000 orang.

Video yang mendapat tontonan paling banyak telah menerima Anugerah “We are Glamorous”.
ii) Perkongsian Amalan Terbaik Program perkongsian amalan terbaik bertujuan menyebar luas maklumat amalan terbaik agar ditanda aras dan menjadi inspirasi kepada organ- isasi lain melaksanakan pendekatan penyelesaian masalah terhadap ketidakcekapan proses kerja serta melaksanakan idea inovatif dan kreatif.

Ini- siatif ini dapat mempercepatkan pengukuhan budaya inovasi, kualiti dan produktiviti bagi mem- bantu pekerja meningkatkan pengetahuan, ke- mahiran dan bakat dengan lebih tangkas.
During APIC 2020, MPC had introduced the APIC YouTube Channel to showcase 1-minute innova- tion project videos of the participating TE groups.

The initiative was a success where 3,000 sub- scribers had uploaded a total of 80 videos with 170,000 viewers.

The most viewed video had re- ceived the “We are Glamorous” Award.

ii) Best Practice Sharing The best practice sharing programme aims to disseminate best practice information for bench- marking and becomes an inspiration to other organisations.
It is envisioned that these organ- isations will adopt problem-solving approach in tackling work process inefficiencies and adopt- ing innovative and creative ideas.

This initiative could accelerate the fortification of innovation, quality and productivity cultures to help employ- ees expediate their knowledge, skills and en- hance talents agility.
ini merupakan platform perkongsian Inisiatif amalan terbaik kepada peserta dan kumpulan TE dalam usaha membantu meningkatkan pemaha- man kriteria penilaian TE secara mendalam.

Tiga siri Bengkel Menambah Nilai dalam penyertaan MTEx, RISTEx dan APIC telah berjaya dijalankan.

This initiative is a platform for sharing of best prac- tices to TE participants and to help in enhancing the understanding of TE evaluation criteria to TE partipants and groups.
Three workshop in add- ing values to the participation in MTEx, RISTEx and APIC had been successfully conducted.
Antara objektif bengkel tersebut adalah untuk: The objectives of the workshop are to: 1) Memberi maklumat berkaitan kriteria 1) Provide information related to project penilaian projek untuk menambah baik persembahan projek inovasi sebagai persediaan ke peringkat konvensyen seterusnya; evaluation criteria to improve presentation and innovation projects in preparation for the next convention; 2) Menggalakkan penyertaan kumpulan TE bagi menyebar luas budaya inovasi dalam kalangan industri; dan 2) Encourage the participation of TE groups to spread the culture of innovation among the industries; and 3) Memberi penerangan pelaksanaan program 3) Provide information on convention konvensyen secara kaedah baharu melalui pendigitalan.
programme using new method through digitalisation.

Pada tahun 2020, seramai 520 peserta telah menyertai tiga siri Bengkel Menambah Nilai da- lam penyertaan MTEx, RISTEx dan APIC.

Jadual di bawah merupakan pecahan peserta mengikut kategori bengkel tersebut.

In 2020, these three series of workshops had gar- nered a total of 520 participants.

The table be- low is a breakdown of participants according to workshop category.
62 63 Jadual 4: Penyertaan Peserta Mengikut Program Table 4: Participation by Programme Tarikh / Date 24 April 2020 15 Mei 2020 15 Oktober 2020 Program / Programme Bil.

Peserta / No.
Peserta / No.

of participants MTEx RISTEx APIC 120 peserta 170 peserta 230 peserta iii) Pengukuhan Penyebaran Amalan Terbaik iii) Strengthening the Dissemination of Best Practices Inisiatif mengukuhkan penyebaran amalan ter- baik adalah bertujuan untuk mendokumentasikan dan menyebarluaskan amalan terbaik yang boleh ditanda aras oleh organisasi lain.
Seiring dengan keperluan untuk mendokumentasi amalan terbaik ke bentuk elektronik, Sistem Benchmarking Online Networking Database (BOND) telah dibangunkan semula pada tahun 2017 bagi memastikan penye- baran amalan terbaik dibuat dengan lebih efektif secara mass outreach.

BOND merupakan pang- kalan data amalan terbaik utama di Malaysia dan sehingga 2020 jumlah dokumen amalan terbaik yang disebarkan melalui BOND adalah sebanyak 685 dokumen dalam bentuk artikel, kajian kes, buku dan video.
Terdapat 37 artikel dan 233 kajian kes daripada 270 organisasi yang merangkumi kategori Ke- pimpinan, Perancangan Strategik, Pengurusan Maklumat, Pelanggan, Sumber Manusia dan Pros- es.

Di samping itu, terdapat juga artikel dan kajian kes mengenai isu pemeliharaan alam sekitar yang dilaksanakan oleh 20 organisasi dari pelbagai sektor.

Ini dapat memberi kesedaran kepada pe- main industri lain untuk ditanda aras dalam usa- ha meningkatkan produktiviti melalui penambah- baikan berterusan.
Selain daripada itu, penerbitan buku secara digital yang dihasilkan juga disebar luas melalui BOND.

Sebanyak dua buah buku amalan terbaik yang berjudul Inspiring Others to be Better: the 17 Best Practices of Malaysian Retail & F&B Enterprises dan Showcasing Malaysia’s Tourism Heroes (2.0), mere- kodkan penyertaan dari 27 organisasi.
Inisiatif pengukuhan penyebaran amalan ter- baik turut dijalankan melalui pembangunan vid- eo amalan terbaik mengenai organisasi contoh yang dipilih dari Projek Skim Peningkatan Produk- tiviti Enterpris (SPPE).

Ini merupakan pengiktirafan dan penghargaan kepada 15 organisasi yang telah berjaya melaksanakan projek intervensi dan menunjukkan keberkesanan impak yang menyum- bang ke arah kecemerlangan organisasi.
The initiative to strengthen the dissemination of best practices is aimed at documenting and dis- seminating best practices that can be bench- marked by other organisations.

Along with the need to document best practices into electronic form, the Benchmarking Online Networking Da- tabase (BOND) System had been developed in 2017.

This is to ensure that the dissemination of best practices is done more effectively through mass outreach.
BOND is the main best practice database in Malaysia; and until 2020 there were 685 documents being disseminated through BOND in the forms of articles, case studies, books and videos.

The initiative had received 37 articles and 233 case studies from 270 organisations covering the aspects of Leadership, Strategic Planning, Infor- mation Management, Customer, Human Resourc- es and Process.
In addition, 20 organisations of various sectors had contributed articles and case studies on environmental conservation issues.

Con- sequently, this initiative could spark other industry players’ awareness where these documents can be used as benchmark in the effort to increase productivity through continuous improvement.

Apart from that, digitally produced books are also widely disseminated through BOND.
Two best practice books entitled Inspiring Others to be Better: the 17 Best Practices of Malaysian Re- tail & F&B Enterprises and Showcasing Malaysia’s Tourism Heroes (2.0), have recorded participa- tion from 27 organisations.

The initiatives to strengthen the dissemination of best practices were also carried out through best practice videos on model organisations/ companies selected from the Enterprise Produc- tivity Improvement Scheme (SPPE) Project.
This is a recognition and appreciation to the 15 organ- isations that have successfully implemented the intervention project and indicating the impact of the projects effectiveness towards organization excellence.

63 62 Aktiviti mempromosikan penyebaran amalan ter- baik kepada industri dilaksanakan melalui media sosial MPC.

Sebanyak 33 ePoster yang menarik tel- ah dimuat naik ke dalam Instagram dan Facebook MPC.
Semua ePoster ini mengandungi ringkasan artikel dan pautan untuk memudahkan pencari- an artikel tersebut di dalam BOND.

Pembaca juga boleh mengimbas kod QR yang tersedia dalam ePoster sebagai alternatif untuk memudahkan capaian kepada artikel tersebut.

Selain itu, MPC turut menerbitkan eBuletin yang dikenali sebagai eBuletin Bond.MPC yang mengandungi ringkasan dokumen amalan terbaik berserta pautan doku- men tersebut untuk dihantar kepada 3,000 organ- isasi setiap bulan.
Semua aktiviti ini telah berjaya meningkatkan jumlah subscriber BOND kepada 561,746 untuk tahun 2020.

Activities to promote the dissemination of best practices to the industry are done through MPC social media.

A total of 33 ePosters had been uploaded in MPC’s Instagram and Facebook.

All the ePosters contain a summary of the arti- cles and links to facilitate in searching articles in BOND.

As an alternative, the readers could also scan the QR code on the ePoster to access the articles instantly.
In addition, MPC had also pub- lished an eBulletin or known as Bond.MPC eBulle- tin, in which contains the summary of best prac- tice documents with the link to be sent to 3,000 organisation every month.

All these activities had successfully increased the number of BOND subscribers to 561,746 in 2020.
E. RECOGNITION PROGRAMME E. PROGRAM PENGIKTIRAFAN Salah satu inisiatif yang telah dikenal pasti dalam MPB adalah memperkukuhkan tadbir urus dan mekanisma sesebuah institusi bagi pelaksanaan inisiatif produktiviti yang telah dirancang.

Peranan sesebuah Tadbir Urus Pengikitirafan ini adalah untuk membantu persatuan, industri dan sektor awam dan swasta dalam melaksanakan agenda produktiviti dan sekali gus membantu melonjakkan produktiviti dalam industri masing-masing.
Program pengiktirafan yang diwujudkan MPC merangkumi beberapa inisiatif seperti Program Pengikitirafan Individu yang dapat mengiktiraf pakar-pakar tempatan dan organisasi, Program Pengiktirafan Lean, Pensijilan QE/5S dan MPC-Cer- tification Body (MPC-CB) serta program yang me- lihat kepada skop adaptasi Industri 4.0 ke dalam organisasi.

One of the initiatives identified through MPB is the strengthening of an institution’s governance and mechanisms in implementing planned pro- ductivity initiatives.
The role of a Recognition Governance is to assist associations, industries, public and private sectors in the implementation of productivity agenda.

It is hoped that this will boost the respective industries’ productivity.

The recognition programmes established by MPC are encompassed of several initiatives.
The Indi- vidual Recognition Programme recognizes local experts and organisations, while Lean Recogni- tion Programme, QE/5S Certification, MPC-Certi- fication Body (MPC-CB) and other programmes look at the adaptation scope of Industry 4.0 by organisations.
i) Recognition of Individuals: Productivity i) Pengiktirafan Individu: Productivity Champion Champion Idea mewujudkan Productivity Champion ini ada- lah untuk membantu menyebar luas agenda pro- duktiviti terutama di peringkat enterpris dengan lebih berkesan dan komprehensif bagi merang- sang pertumbuhan produktiviti negara.

Productivity Champion diperkenalkan sebagai mekanisama untuk mengiktiraf individu yang tel- ah menunjukkan komitmen dalam pelaksanaan peningkatan produktiviti dan inovasi.
Peranan dan tanggungjawab Productivity Champion adalah: 1) Memimpin dan memaju inisiatif peningkatan The objective of Productivity Champion is to dis- seminate the productivity agenda effectively and comprehensively especially at enterprise level.

It is envisioned that this initiative will con- sequently stimulate the nation’s productivity growth.

Acknowledging the need to recognise com- mitted individuals in implementing productivity improvement and innovation, the Productivity Champion was introduced.
The roles and re- sponsibilities of Productivity Champion are: produktiviti dalam organisasi; 1) Drive productivity improvement initiatives in 2) Berkongsi pengetahuan dan pengalaman the organization; dalam mengukuhkan prestasi organisasi bagi 2) Share knowledge and experience in mencapai kecemerlangan; dan 3) Menggalak transformasi inovasi dalam organisasi dan masyarakat melalui idea strengthening organisational performance to achieve excellence; and 3) Encourage the transformation of innovation 64 65 dan teknik baharu yang lebih berkesan.
in organisations and societies through more ef- fective new ideas and techniques.
Antara keistimewaan yang layak diperolehi oleh Productivity Champion adalah: Among the privileges enjoyed by the Productivi- ty Champion are: 1) Individu dapat menghadiri kursus Produktiviti dan Inovasi di MPC dengan diskaun tertentu; 2) Berpeluang menjadi penceramah atau pem 1) Discounts on Productivity and Innovation courses at MPC; bentang kertas kerja dalam program MPC; dan 2) Opportunity to be a speaker or presenter of working papers in MPC programmes; and 3) Berpotensi untuk dicadangkan sebagai 3) Could potentially be nominated as a Productivity Specialist di bawah Pengiktirafan APO MPC-CB.
Productivity Specialist under the MPC-CB APO Recognition initiative.

Dengan adanya sistem urus tadbir pengiktirafan yang telah dibangunkan, Jawatankuasa Tekni- kal Pengiktirafan telah dibentuk dan bertanggu- ngjawab untuk memastikan proses pengiktirafan dikawal selia dengan efektif dan berkesan.

Melalui jawatankuasa ini tujuh kategori pengiktirafan telah ditentukan seperti berikut: Through the recognition governance system, the Recognition Technical Committee has been established.
It is responsible in ensuring that the recognition process is effectively and efficiently regulated.

The committee has determined the following seven recognition categories: Jadual 5: Kategori Pengiktirafan Productivity Champion Table 5: Productivity Champion Recognition Categories Bil.

/ No Kategori / Category 1.

2.

3.

4.

5.

6.

7.
3.

4.

5.

6.

7.

Productivity Champion Leader or Practitioner Certified Business Excellence Assessor, Senior Assessor or Lead Assessor QE Specialist Excellent Facilitator Regulatory Champions Industry 4.0 - Readiness Assessment (RA) Assessor Productivity-Linked Wage System (PLWS) Bagi memastikan inisiatif produktiviti ini dilaksanakan secara berterusan dan menyeluruh, Productivity Champion telah dijadikan sebagai KPI tahunan di peringkat MPC dan Kementerian Perdagangan Antarabangsa dan Industri (MITI).
Sehingga kini, pencapaian yang telah direkodkan adalah seperti yang berikut: To ensure that these productivity initiatives are continuous and comprehensive, MPC and the Ministry of International Trade and Industry (MITI) has employed Productivity Champion as their an- nual KPI.

To date, the achievements are as follows: Jadual 6: Bilangan Productivity Champion 2016 - 2020 Table 6: Number of Productivity Champions 2016 - 2020 Tahun / Year 2016 2017 2018 2019 2020 Bilangan individu yang diiiktiraf No.
of individuals recognized 345 395 452 459 477 64 65 ii) Pengiktirafan Organisasi: Pensijilan QE/5S ii) Organisational Recognition: QE/5S Certification Program aktiviti Pensijilan Persekitaran Berkualiti (QE/5S) adalah aktiviti yang memberi pengiktirafan kepada organisasi yang melaksanakan amalan persekitaran berkualiti dari aspek Sisih, Susun, Sapu, Seragam dan Sentiasa Amal.

Pada tahun 2020, se- banyak 134 organisasi telah dipersijilkan yang ter- diri daripada sektor awam dan swasta.
Program pensijilan ini telah melibatkan penyertaan seramai 24,456 orang peserta.

Impak program ini dapat dili- hat daripada persekitaran kerja yang kondusif, pen- gurangan kerja yang berulang, sistem kerja yang standard, malah dapat menyumbang kepada pen- jimatan kos organisasi.

Penciptaan nilai keseluruhan yang telah direkodkan hasil dari impak pelaksanaan program ini adalah sebanyak RM32.2 juta.
Bagi memastikan kelestarian pelaksanaan program ini, MPC telah memperkenalkan penilaian dan au- dit secara atas talian serta semakan dokumenta- si berdasarkan kriteria-kriteria kelayakan tertentu.

Pendekatan seumpama ini telah berjaya menarik minat organisasi untuk bergerak secara aktif dalam melaksanakan program ini.

Platform perkongsian pengetahuan dan pelaksanaan inisiatif 5S secara maya juga banyak dilaksanakan kerana hebahan maklumat yang lebih cepat dan efisien.
Aspek dig- ital merupakan elemen yang digunakan bagi mer- ancakkan program 5S dan pelaksanaan yang lebih kreatif dan inovatif.

Annual Quality Environment Challenge (AQEC) adalah satu platform yang pertama kali diadakan pada tahun 2020 untuk perkongsian amalan terbaik khusus dalam lingkungan topik amalan 5S yang diamalkan dalam organisasi.
Peserta telah mem- bentangkan penambahbaikan projek (Kaizen) se- cara atas talian dan ianya telah berjaya menarik 17 organisasi dengan pencapaian penjimatan kos sebanyak RM5.4 juta.

The programme, Quality Environment (QE/5S) certification recognises organisations that adopt quality environmental practices from the aspects of Sort, Set in-order, Shine, Standardize, and Sus- tain.

In 2020, 134 organisations comprising of both the public and private sectors had received their certification.
This certification programme has attracted 24,456 participants.

The programme’s impact could be seen from the aspects of condu- cive work environment, reduced repetitive work, standard work system, and reduced organisation- al cost.

The programme had been a success with RM32.2 million in value creation generated.

To ensure the sustainability of this programme, MPC has introduced online evaluation and au- dit as well as documentation review based on certain criteria.
Such an approach has encour- aged organisations to actively implement this programme.

Knowledge sharing platforms and the virtual 5S initiatives are widely undertaken, demonstrating faster and more efficient dissemi- nation of information.

The digital aspect is an el- ement used to boost 5S programmes and more creative and innovative implementation.
The Annual Quality Environment Challenge (AQEC) is a platform established in 2020 for the sharing of specific best practices within the 5S scope embrace by organisations.

The partici- pants had virtually presented their improvement projects (Kaizen) where 17 organisations had par- ticipated yielding cost savings of RM5.4 million.
66 67 Rajah 3: Kaedah Baharu Pensijilan QE/5S Figure 3: New Method of QE/5S Certification iii) MPC-Certification Body (MPC-CB) iii) MPC-Certification Body (MPC-CB) MPC-CB merupakan Badan Pensijilan yang diakred- itasi oleh Badan Akreditasi Asian Productivity Orga- nization (APO) bagi pensijilan Individu di bawah Skim Pakar Produktiviti.
MPC-CB is a Certification Body accredited by the Asian Productivity Organization-Accrediation Body (APO-AB) for certification of Persons under the Productivity Specialist Scheme.

MPC-CB menawarkan Program Pensijilan Productivi- ty Specialist bagi mengiktiraf individu yang pakar pro- duktiviti, cendekiawan dan pemain industri sebagai Certified Productivity Specialist (CPS).
Pengiktirafan ini akan membuka peluang untuk pakar menyebar luas kepakaran mereka ke peringkat nasional dan antarabangsa sama ada melalui program latihan, perundingan, penyelidikan dan promosi yang ber- kaitan dengan peningkatan produktiviti.

MPC-CB offers a Productivity Specialist Certifica- tion Programme to recognise productivity experts, academicians and industry players as Certified Productivity Specialists (CPS).
This certification al- lows the experts to offer their expertise nationally and internationally through training programmes, consultations, research and/or promotion related to productivity improvement.

Terdapat tiga peringkat pengiktirafan yang di- tawarkan iaitu Tier 1: Certified Productivity Specialist (CPS), Tier 2: Certified Senior Productivity Specialists (SPS) dan Tier 3: Certified Master Productivity Spe- cialist (MPS).

Sehingga kini, seramai lima individu tel- ah diiktiraf sebagai CPS.
There are three levels of recognition offered, namely Tier 1: Certified Productivity Specialist (CPS), Tier 2: Certified Senior Productivity Special- ists (SPS) and Tier 3: Certified Master Productivity Specialist (MPS).

To date, five individuals have been recognized as CPS.

66 67 Terdapat beberapa kelebihan yang dikenal pas- ti dapat mendorong penyertaan pakar untuk menyertai Skim Pakar Produktiviti yang ditawarkan.
Selain dari berkongsi kepakaran bersama industri luar, pakar tersebut juga boleh meningkatkan jali- nan kerjasama dalam komuniti yang terlibat dan berpeluang menyertai program-program yang dikendalikan oleh APO.

Several advantages have been identified to en- courage the participation of experts in the Pro- ductivity Specialist Scheme.
Apart from sharing their expertise with other industries, the experts are also able to enhance cooperation in the communities involved and could participate in programmes run by APO.
Rajah 4: Faedah-faedah Penyertaan Dalam MPC-CB Figure 4: MPC-CB Participation Benefits Meningkatkan Prospek Perniagaan Increase Business Prospects Pengesahan Terhadap Komitmen Pembangunan Kepakaran Secara Profesional Confirmation towards Professional Expertise Development Commitment Berpeluang Menyertai Program Ditawarkan APO Opportunity to Participate in APO Programme Boleh Menggunakan Logo MPC-CB Allowed to use MPC-CB Logo Disenaraikan Dalam Senarai Pembekal Online MPC Listed in MPC List of Online Suppliers Jaringan Kerjasama Bersama Komuniti Productivity Specialist Networking with Productivity Specialist Community iv) Program Penilaian Kesediaan Industry4WRD (RA) iv) Industry4WRD Readiness Assessment (RA) Program Penilaian Kesediaan Industry4WRD mer- upakan salah satu inisiatif kerajaan di bawah Polisi Perindustrian 4.0 yang bertujuan untuk me- nilai tahap kesediaan organisasi perkilangan dan perkhidmatan berkaitan pembuatan (MRS) teru- tamanya organisasi perusahaan kecil dan seder- hana (PKS) untuk beralih ke arah pelaksanaan In- dustri 4.0.
Selain dari itu, analisa jurang kesediaan antara keupayaan teknologi semasa organisasi dengan teknologi Industri 4.0 dapat diukur dan diberi penekanan mengikut klasifikasi yang ditetap- kan. Jurang keupayaan teknologi ini dapat mem- bantu organisasi ke arah transformasi yang lebih produktif dan berdaya saing dalam rantaian nilai global.

Industry4WRD Readiness Assessment pro- The gramme is one of the government initiatives un- der Industry 4.0 Policy.
The policy aims to assess the level of readiness of manufacturing organisa- tions and manufacturing related services (MRS), especially small and medium enterprise (SME) organisations in moving towards Industry 4.0.

In addition, the analysis on the readiness gap be- tween the organisation’s current technological capabilities and Industry 4.0 technology can be measured and emphasised upon according to the prescribed classification.
This technological capability gap could assist organisations towards a more productive and competitive transforma- tion in the global value chain.

MPC telah dilantik oleh MITI sebagai agensi pelak- sana merangkap sekretariat bagi program Pe- nilaian Kesediaan Industry4WRD.

Program ini tel- ah bermula sejak tahun 2019 dan sehingga tahun MPC has been appointed by MITI as the imple- menting agency and secretariat for the Indus- try4WRD Readiness Assessment programme.
The programme that started in 2019 had in 2020 at- 68 69 2020 sebanyak 1,663 organisasi telah membuat permohonan untuk mengikuti program Penilaian Kesediaan Industri4WRD.

Permohanan yang telah diluluskan pada tahun 2020 adalah sebanyak 376 manakala pada 2019 sebanyak 508.

Negeri Selan- gor mencatatkan negeri yang paling tinggi dalam penyertaan RA diikuti oleh Johor dan Pulau Pinang.

tracted the participation of 1,663 organisations in the Industry4WRD Readiness Assessment pro- gramme.
There were 508 and 376 applications received in 2019 and 2020, respectively.

The state with the highest RA participation was Selangor; and followed by Johor and Penang.

Jadual 6: Penyertaan RA Mengikut Negeri 2020 Table 6: RA Participation by State 2020 Negeri / State Selangor Pulau Pinang Johor Perak Kedah W.P.

Kuala Lumpur Negeri Sembilan Melaka Sabah Terengganu Pahang Sarawak Kelantan Perlis Total Bil.

Syarikat/No.
Syarikat/No.

of Companies 134 54 52 26 21 17 16 14 10 8 8 7 7 2 376 Penyertaan RA mengikut sub-sektor menunjukkan Produk Makanan sebagai sub-sektor tertinggi, diiku- ti oleh Produk Getah & Plastik dan Produk Logam yang Direka.

The Food-product sub-sector achieved the high- est RA participation.

This was followed by Rub- ber & Plastic Products sub-sector and Fabricated Metal Products sub-sector.
Jadual 7: Penyertaan RA Mengikut Sub-Sektor 2020 Table 7: RA Participation by Sub-Sector 2020 68 69 Penilaian Kesediaan Industry4WRD ini menekank- an kepada tiga elemen utama iaitu Manusia, Proses dan Teknologi.

Berdasarkan kepada ke- tiga-tiga elemen ini, penilai dari Badan Penilai yang dilantik akan membuat penilaian dan pe- merhatian bagi melihat status kesediaan adap- tasi teknologi yang dihadapi oleh organisasi serta memastikan jurang Teknologi 4.0 ini dapat dipertingkatkan.
Badan penilai ini akan member- ikan cadangan kesesuaian strategi pelaksanaan yang perlu diambil serta langkah seterusnya da- lam Program 4.0 untuk organisasi yang dinilai.

Setiap organisasi yang telah menjalani penilaian tersebut akan dipecahkan kepada 5 profil iaitu Conventional, Newcomer, Learner, Experienced dan Leader.
Bagi terus menerajui inisiatif peningkatan produk- tiviti enterpris, MPC sentiasa menjalinkan kerjasama yang erat dengan pelanggan dan rakan strategik yang terdiri daripada sektor awam dan swasta den- gan menyediakan platform untuk membincangkan isu-isu produktiviti.

Jalinan ini telah memberikan pe- luang kepada MPC untuk mendapatkan maklum balas dan menawarkan perkhidmatan yang lebih efektif di samping meningkatkan produktiviti dan daya saing organisasi.
The Industry4WRD Readiness Assessment emphasiz- es on three main elements, namely People, Process and Technology.

The assessors from the appoint- ed Assessing Body will conduct their assessments and observations based on these three elements.

They will review the status of each organisation’s technology adoption readiness (pain point) and ensure that the 4.0 Technology gap is improved.
This assessment body will provide recommenda- tions on the suitability of the implementation strat- egy, as well as the way forward for Programme 4.0 in the organisations evaluated.

Each organisation that has undergone the assessment will be broken down into 5 profiles; namely Conventional, New- comer, Learner, Experienced and Leader.

For continuous leadership in enterprise produc- tivity improvement initiatives, MPC is working dil- igently with its customers and strategic partners.
These parties are comprised of both public and private sectors where they are provided with plat- forms to discuss productivity issues.

The network- ing has provided MPC the opportunity to gain feedbacks and offer more effective services while increasing the productivity and competitiveness of the organisations.
70 71 MPC GO DIGITAL 70 71 MPC GO DIGITAL Seiring dengan Blueprint Ekonomi Digital Malay- sia dan Perintah Kawalan Pergerakan (PKP) pan- demik COVID-19, MPC mengambil langkah yang tangkas dengan menukar medium komunikasi dari fizikal kepada digital bagi memenuhi keper- luan pelanggan yang terdiri daripada industri dan sektor awam.
In line with the Malaysian Digital Economy Blue- print and the Movement Control Order (MCO) of COVID-19 pandemic, MPC is taking swift measures in shifting the communication medium from phys- ical to digital to meet the needs of its customers, both from the industry and the public sector.
Selaras dengan keperluan ini, MPC telah mengg- ariskan lima objektif pendigitalan: Consistent with this requirement, MPC has outlined five objectives of digitization: i) Menggandakan jangkauan kepada i) Amplifying the outreach to customers, pelanggan tanpa had masa dan geografi; ii) Menambah baik kualiti perkhidmatan kepada pelanggan; irrespective of time and location; Improving the quality of service to customers; ii) iii) Shaping more proactive and innovative staff iii) Membentuk warga yang lebih proaktif dan in value creation; inovatif dalam penciptaan nilai; iv) Empowering staff with new skills (reskilling/ iv) Memperkasa warga dengan kemahiran upskilling); and baharu (reskilling/ upskilling); dan v) Mengurangkan kos operasi ke arah v) Reducing operating costs towards faster, more efficient and effective services.
perkhidmatan yang lebih pantas, cekap dan berkesan.

PENCIPTAAN NILAI VALUE CREATION Suasana kerja yang kondusif menyumbang ke- pada peningkatan produktiviti dan kelestarian or- ganisasi.
Oleh itu, transformasi digital yang holistik di MPC telah menyumbang kepada penciptaan nilai seperti cara kerja norma baharu, peningka- tan jangkauan peserta, warga lebih produktif, ino- vasi program, peningkatan permintaan pelang- gan, pengurusan sumber yang efisien, penjimatan kos operasi, peningkatan kecekapan proses dan pengembangan bakat dan kompetensi.

A conducive work environment contributes to in- creased corporate productivity and sustainability.
Therefore, MPC’s holistic digital transformation has brought about value creation such as new work norms, increased participants’ outreach, more productive staff, program innovation, increased customer demand, efficient resource manage- ment, operating cost savings, increased process efficiency and the development of talents and competencies.

A. CARA KERJA NORMA BAHARU A.


WORK METHOD UNDER NEW NORMS Sekatan pergerakan pandemik COVID-19 tidak menghalang warga MPC untuk terus menjayakan inisiatif yang dirancangkan.

Dengan sokongan ICT dan teknologi digital, MPC telah menyambut baik cara kerja norma baharu yang disarank- an oleh kerajaan dengan memberi kemudahan Bekerja Dari Rumah (BDR) kepada warga MPC.
BDR dengan slogan “Productive @ Anywhere” tel- ah mendapat sambutan yang baik apabila 104 warga telah memohon dan diberi kelulusan untuk BDR secara 100% dengan syarat-syarat tertentu.
Walaupun berada di rumah, komunikasi dengan pelanggan, pengurusan dan rakan sekerja tidak terjejas kerana kebanyakan komunikasi seperti mesyuarat dan perbincangan dibuat secara atas talian dengan menggunakan aplikasi Zoom dan The movement restrictions due to the COVID-19 pandemic has not prevented MPC staff from ac- complishing the planned initiatives.

With the sup- port of ICT and digital technology, MPC has em- braced the new norms of working recommended by the government.
The introduction of Work From Home (WFH) to MPC staff is the manifestation of this initiative.

Employing the slogan “Productive @ Any- where”, MPC’s WFH initiative was well received by the staff where 104 of them applied and approved for 100% WFH, subject to certain conditions.

Despite working remotely from home, their communication with the customers, management and colleagues is not affected.
This is because most communica- tions such as meetings and discussions are done virtually through the Zoom and GoToMeeting ap- 72 73 GoToMeeting.

Kajian dalaman mendapati motiva- si warga meningkat kerana dapat bekerja dalam suasana yang kondusif dan seimbang di samping menjimatkan masa dan kos pengangkutan ke pe- jabat.

MPC juga telah berjaya menjimatkan kos sebanyak RM53,740 sebulan dan RM644,880 seta- hun kerana tidak lagi perlu menyewa ruang peja- bat di bangunan tambahan iaitu di PJ8.
B. PENINGKATAN JANGKAUAN (OUTREACH) plications.

Internal research found that the motiva- tion among the staff members has surged .

This is because they are able to work in a conducive and balanced environment, as well as enjoy savings in terms of time and transportation costs in commut- ing to the office.

MPC has also managed to save RM53,740 per month and RM644,880 per year as the renting of additional office space at PJ8 has become irrelevant.

PESERTA B.
PESERTA B.

INCREASED OUTREACH PARTICIPATION Sebelum pandemik COVID-19, semua program MPC dilaksanakan secara fizikal.

Bertepatan den- gan Prosedur Operasi Standard (SOP) kerajaan semasa PKP yang melarang penganjuran atau penglibatan dalam perhimpunan secara berse- muka, MPC telah melabur dalam infrastruktur den- gan menambah kelajuan jalur lebar dan aplikasi sokongan atas talian bagi melaksanakan program upskilling/ reskilling kepada industri dan sektor awam.
MPC telah berjaya mengubah program yang selama ini diadakan secara fizikal ke plat- form atas talian dengan menganjurkan siri webi- nar, klinik maya, latihan praktikal, konvensyen dan audit lapangan secara atas talian.

Hasilnya, jang- kauan peserta yang menghadiri program secara digital pada tahun 2020 telah melonjak berband- ing tahun 2019 yang diadakan secara fizikal.
C. WARGA LEBIH PRODUKTIF Walaupun kebanyakan pegawai MPC bertugas secara BDR, transformasi digital telah menjadikan warga lebih produktif.

MPC mampu menganjur- kan lebih banyak program dan sesi libat urus se- cara maya dalam masa sehari tanpa halangan masa dan kedudukan geografi.

Prior to the COVID-19 pandemic, all MPC pro- grams were physically executed.
In line with the government’s current MCO Standard Operating Procedures (SOPs) that prohibit face-to-face gath- ering, MPC has invested in the infrastructure by enhancing broadband speeds and online support applications to conduct the upskilling/reskilling programs to industry and the public sector.

MPC has successfully transformed its previously physical- ly held programs into an online platform by hosting a series of webinars, virtual clinics, practical train- ing, conventions and online field audits.
As a result, the number of participants attended those virtual programs in 2020 had soared compared to those held physically in 2019.

C. MORE PRODUCTIVE STAFF With most MPC officers working remotely, the dig- ital transformation has made them more produc- tive.

MPC is able to organise more virtual programs and sessions daily without the constraints of time and geographical location.
Rajah 1: Jadual Padat Sehari Pegawai MPC Figure 1: MPC Officers’ Packed Daily Schedule 72 73 Pegawai MPC lebih ProduktifA more productive MPC officer D. INOVASI PROGRAM D. PROGRAMME INNOVATION Selain meningkatkan produktiviti, MPC Go Digital telah menjadikan pegawai lebih berinovasi den- gan mencipta dan membangunkan lebih banyak program baharu yang berjaya menarik minat pe- serta industri dan sektor awam seperti berikut: Besides the increased productivity, MPC Go Digital has engendered more innovative officers where more new programs are created and developed, in which have successfully attracted the partaking of industry and public sector in initiatives below: i) My Virtual Hammock Fest (Pengalaman i.
My Virtual Hammock Fest (Virtual Tourism Pelancongan Maya); Experience); ii) Pensijilan Organisasi Kemakmuran Bersama ii.

e-Shared Prosperity Organisation atas talian (pensijilan organisasi); (organisation certification); iii) MyMudah atas talian; dan iv) Latihan Artificial Intelligent untuk PKS secara iii.

Online MyMudah; and iv.

Online Artificial Intelligent for SME atas talian.

(AI practical training).


Rajah 2: Program-Program Baharu Atas Talian MPC Figure 2: MPC’s New Online Programmes Memperkasa Warga MPC dalam mencipta Nilai Tambah Empowering MPC staff in developing Value Added E. PENINGKATAN PERMINTAAN PELANGGAN E. INCREASED CUSTOMER DEMAND Ketangkasan mengubah suai modul, pendekatan mengajar dan penyaluran nasihat secara maya telah menarik minat peserta industri terhadap pro- duk yang ditawarkan oleh MPC.
Contohnya, pro- gram perintis Plugfest Artificial Intelligent 2.0 (pro- gram praktikal I4.0) telah mendapat sambutan yang menggalakkan daripada peserta industri sehinggakan program tersebut telah diperluaskan ke seluruh negara pada tahun 2020.

The agility in modifying modules, teaching ap- proaches and virtual advice had attracted the in- dustry’s participation in products offered by MPC.
For example, the Plugfest Artificial Intelligent 2.0 pi- lot program (I4.0 practical program) had received an encouraging response from industry partici- pants that in 2020, the program was expanded nationwide.

F. PENGURUSAN SUMBER YANG EFISIEN F. EFFICIENT RESOURCE MANAGEMENT MPC Go Digital telah meyumbang kepada pen- gurusan sumber dalaman yang efisien.
Meman- dangkan kerja-kerja manual dan aktiviti fizikal semakin berkurangan, sumber tenaga yang terli- MPC Go Digital has led to efficient internal re- source management.

As manual labor and physi- cal activities dwindled, those involved in such ac- tivities are given new skills and transferred to more 74 75 bat dengan aktiviti tersebut diberikan kemahiran baharu dan dipindahkan ke unit-unit yang lebih strategik.
Contohnya, mereka telah didedahkan kepada teknologi atas talian dan mengendalikan perkakasan baharu di studio maya MPC.

Kesan- nya, tuntutan kerja lebih masa oleh Kumpulan Pelaksana pada tahun 2020 telah berkurang ber- banding 2019.

Ini berikutan Kumpulan Pelaksana perlu bekerja lebih masa untuk membuat persia- pan logistik dan percetakan sebelum kaedah nor- ma-norma baharu dipraktikkan.

strategic units.
strategic units.

For example, they are exposed to online technology and the handling of new hard- ware in MPC’s virtual studio.

As a result, the over- time claim by the Support Group in 2020 had de- creased in comparison to 2019.

The overtime claim is made when the members of this group have to work overtime for logistical and printing prepara- tions prior to the new norms.
Graf 1: Perbandingan Tuntutan Elaun Lebih Masa 2019 dan 2020 Graph 1: Comparison of Overtime Allowance Claims, 2019 and 2020 M R 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 Jan Feb Mac Mar Apr Mei May Jun Jul Ogos Aug Sept Okt Oct Nov Dis Dec 2020 17,861 17,077 6,104 4,028 794.02 2,998 24,533 24,498 14,186 19,448 13,351 13,068 2019 25,385 25,319 25,058 28,726 23,964 14,758 41,462 24,504 30,058 31,585 34,883 22,072 G. PENJIMATAN KOS OPERASI G. OPERATING COST SAVINGS Penjimatan kos operasi MPC dapat dinilai melalui peningkatan kecekapan dan keberkesanan inisi- atif yang dijalankan.
Secara keseluruhannya pro- gram-program dapat dijalankan dengan meng- gunakan sumber (input) dalaman yang rendah tetapi memberi hasil (output) dan impak yang tinggi.

Perbandingan kos yang sangat ketara dapat dilihat antara program yang dijalankan se- cara fizikal dan atas talian seperti yang ditunjuk- kan dalam Graf 2.

The assessment of MPC’s operating cost savings could be done from the aspects of increased ef- ficiency and effectiveness in the initiatives under- taken.
Overall, the programs are now run on low internal resources (input) but with powerful results (output) and impact.

A very significant cost com- parison could be seen in programs run physically and online as shown in Graph 2.
74 75 M R 90,000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 Graf 2: Perbandingan Kos Program Fizikal dan Atas Talian Graph 2: Cost Comparison of Physical and Online Programs 84,400 14,500 4,901 Bengkel Workshop 15,500 13,950 1,505 Forum Forum Fizikal Physical Online Atas Talian Konvensyen Convenon 5,000 1 Audit Audit Selain itu, penjimatan kos yang ketara juga dapat dilihat pada penggunaan mesin fotokopi pejabat yang telah berkurang sebanyak 61% pada tahun 2020 berbanding 2019 walaupun program yang dijalankan oleh MPC telah meningkat.
Penjimatan kos ini ditunjukkan dalam Graf 3.

In addition, significant cost savings can also be seen from the office photocopiers’ utilisation, in which had declined by 61% in 2020 compared to 2019; despite the escalating number of programs run by MPC.

The cost savings is depicted in Graph 3.


Graf 3: Perbandingan Kos Penggunaan Mesin Fotokopi 2019 dan 2020 Graph 3: Cost Comparison of Photocopier Utilisation 2019 and 2020 H. PENINGKATAN KECEKAPAN PROSES H. IMPROVING PROCESS EFFICIENCY MPC Go Digital juga telah meningkatkan keceka- pan proses dengan pengeluaran pesanan kera- jaan (LPO) dan pemprosesan inbois secara atas talian.
Proses peralihan tersebut dijalankan secara berfasa dengan menggunakan e-mel Lotus Notes (Mac – Mei 2020), perisian Microsoft Teams (Jun – Oktober 2020) dan Sistem Pengurusan Perolehan mulai 15 Oktober 2020 sehingga kini.
Walaupun bi- langan pesanan kerajaan dan inbois meningkat, masa memproses telah dapat dikurangkan dari- pada 10 hari dengan menggunakan e-mel Lotus Notes, kepada 8 hari dengan perisian Microsoft Teams dan 3 hari sahaja melalui Sistem Penguru- MPC Go Digital has also increased the efficiency of processes through the issuance of government order (LPO) and online invoice processing.
The transition process was carried out in phases using Lotus Notes email (March-May 2020), Microsoft Teams software (June-October 2020) and Procure- ment Management System from October 15, 2020 until now.

Although the number of government or- ders and invoices increases, processing time has contracted; from 10 days using Lotus Notes email, 8 days with Microsoft Teams software and 3 days through the paperless Procurement Management System.
All the transactions between the suppliers 76 77 244,427149,222050,000100,000150,000200,000250,000300,00020192020RM san Perolehan tanpa menggunakan kertas.

Sega- la transaksi antara pembekal dengan MPC hanya melalui e-mel dan direkod ke dalam sistem yang mengubah cara kerja dari manual ke digital se- cara 100%.

and MPC are only done via emails and document- ed in the system; a hundred percent revolution from manual to digital.
Jadual 1: Permohonan Pesanan Kerajaan dan Proses Inbois 2020 Table 1: Government Local Purchase Order Application and Invoice Processed 2020 Bulan / Month Januari / January Februari / February Mac / March April Mei / May Jun / June Julai / July Ogos / August September Oktober / October November Disember / December Bil.

Pesanan Kerajaan (LPO) / Government Local Purchase Order (LPO) Bil.

Inbois / Invoice Bil.

Kertas / No.


of Papers Masa proses (hari) / Processing Time (days) I. PENGEMBANGAN BAKAT DAN KOMPETENSI I.

TALENT AND COMPETENCY DEVELOPMENT Pengembangan bakat dan kompetensi warga MPC terus dijalankan secara atas talian melalui langganan perisian Webinar dan Udemy.
Seban- yak 63 siri program webinar telah dikendalikan den- gan jumlah kehadiran warga sebanyak 8,356 kali yang hanya melibatkan kos berjumlah RM30,000 sahaja.

Selain itu, pendekatan pembelajaran kendiri juga telah diperkenalkan melalui langga- nan platform Udemy.

Udemy menyediakan 5,500 kursus meliputi pelbagai bidang yang menarik dan relevan dengan keperluan pekerjaan semasa.

Kos langganan adalah sangat berpatutan iaitu se- banyak RM50,000 bagi 50 lesen untuk tempoh se- tahun.
Kelebihannya, warga MPC dapat memilih sendiri dan mengikuti kursus-kursus yang diminati mengikut kelapangan masa mereka.

Sebanyak 197 kursus berjaya ditamatkan oleh warga melalui Udemy pada tahun 2020.

Secara perbandingan, hanya 65 kursus dalaman sahaja dapat diadakan pada tahun 2019 melalui kaedah fizikal.

Tetapi The MPC staff’s talents and competencies de- velopment continues virtually through Webinar and Udemy software subscriptions.
There were 63 series of webinar programs conducted with a total attendance of 8,356 times, in which costing RM30,000 only.

In addition, self-learning approach was also introduced through a subscription to the Udemy platform.

The platform, Udemy provides 5,500 courses covering myriad of interest areas rel- evant to current job needs.

The subscription cost is very affordable at RM50,000 for 50 licenses for a period of one year.
The advantage is that, MPC members can select the courses of their choice, and partake those courses at time convenient to them.

In 2020, the staff had partaken 197 courses through Udemy.

By comparison, in 2019, only 65 in- ternal physical courses were conducted.

Howev- er, in 2020, the figure soared to 295 courses when conducted online, a remarkable improvement of 354%.
The development of the staff’s talents and 76 77 pada tahun 2020, angka tersebut telah mening- kat kepada 295 kursus apabila dijalankan secara atas talian dengan peningkatan sebanyak 354%.

Pengembangan bakat dan kompetensi warga sangat penting kerana ia menyumbang kepada kreativiti, inovasi dan kecekapan penyampaian perkhidmatan kepada pelanggan.
Secara keseluruhannya, MPC Go Digital telah ber- jaya meningkatkan produktiviti, kecekapan dan keberkesanan pentadbiran MPC dengan peng- gunaan sumber yang minimum tetapi memberi impak yang optimum.

MPC akan terus mening- katkan kualiti penyampaian perkhidmatan dalam pentadbiran dalamannya bagi memberi perkhid- matan yang cemerlang kepada pelanggan luar yang terdiri daripada industri dan sektor awam.
Ini- siatif ini akan terus digiatkan lagi pada tahun 2021. competencies is of utmost importance as this will yield creativity, innovation and efficiency in ser- vice delivery.

Overall, the MPC Go Digital has been successful in the attainment of improved productivity, efficien- cy and effectiveness in MPC administration, with minimal resource utilisation but optimal impact.
MPC will continue to improve the quality of service delivery in its internal administration to provide ex- ceptional services to external customers, both the industry and public sector.

This initiative will be fur- ther intensified in 2021.

78 79 DIARI KORPORAT CORPORATE DIARY 78 79 1 2 3 6 6 4 3 1.

Siri Webinar MPC EEPN MPC EEPN Webinar Series: Rethink, Reinvent, Revitalize in the New Normal 13 Mei/May 2020 2.
Majlis Pelancaran TPN Virtual Advisory Clinic (T-VAC) Official Launching of TPN Virtual Advisory Clinic (T-VAC) 14 Mei/May 2020 3.

Pelancaran Laporan Produktiviti 2020 Launch of Productivity Report 2020 30 Jun/June 2020 4.

APO Top Talk: Malaysia’s Experience – Economic Resilience and Business Continuity Measures to Recover from COVID-19 2 Julai/July 2020 5.

Konvensyen Team Excellence (RISTEx) Peringkat Wilayah Utara Regional Team Excellence Convention (RISTEx) for Northern Region 1-2 September 2020 6.
Konvensyen Team Excellence (RISTEx) Peringkat Wilayah Tengah Regional Team Excellence Convention (RISTEx) for Central Region 3-4 September 2020 4 5 5 5 80 81 7 11 8 11 12 8 9 10 13 7.

Pelancaran #MyMudah Peringkat Wilayah Utara Sempena Program Bicara Produktif Launch of Northern Region #MyMudah in Conjunction with Bicara Produktif Programme 5 September 2020 8.

Konvensyen Team Excellence (RISTEx) Peringkat Wilayah Sabah Regional Team Excellence Convention (RISTEx) for Sabah Region 8-9 September 2020 9.
Konvensyen Team Excellence (RISTEx) Peringkat Wilayah Sarawak Regional Team Excellence Convention (RISTEx) for Sarawak Region 17-18 September 2020 10.

Forum CEO Kecemerlangan Perniagaan 2020 Business Excellence CEO Forum 2020 29 September 2020 11.

Forum Kebangsaan Elektrikal & Elektronik (E&E) 2020 National Electrical & Electronics (E&E) Forum 2020 30 November 2020 12.

Leadership and Digital Summit 2020: Go B.I.G with Digital 8 Disember/December 2020 13.
Majlis Penyampaian Anugerah Persidangan dan Eksposisi Tahunan Produktiviti & Inovasi (APIC) 2020 Prize Giving Ceremony of the Annual Productivity & InnovationConference and Exposition (APIC) 2019 15 Disember/December 2020 13 13 80 81 82 83 LAPORAN DAN PENYATA KEWANGAN FINANCIAL REPORT AND STATEMENT 82 83 LAPORAN DAN PENYATA KEWANGAN FINANCIAL REPORT AND STATEMENT Peruntukan Geran Mengurus dan Pembangunan Tahun 2016 - 2020 Allocation of Management and Development Grants 2016 - 2020 Pada tahun 2020, MPC telah diperuntukkan ger- an mengurus sebanyak RM33,213,339 dan geran pembangunan sebanyak RM21,717,500.
In 2020, MPC had been allocated management grant of RM33,213,339 and development grant of RM21,717,500.

Peruntukan asal mengurus adalah RM28 juta.

Pada penghujung tahun 2020, MITI telah melulus- kan tambahan peruntukan mengurus untuk per- belanjaan berikut: The allocation for managing was originally RM28 million.
At the end of 2020, MITI had approved ad- ditional allocation for the following expenditures: 1) Membiayai kerja-kerja naik-taraf ibu pejabat dan kompleks Wilayah Sarawak, Selatan dan Utara yang kesemuanya berjumlah RM3,239,150; 1) To finance the upgrading of the headquarters and complexes of the Sarawak, Southern and Northern Provinces totalling RM3,239,150; 2) Menampung perbelanjaan operasi sebanyak RM1,921,000; dan 2) To cover operating expenses of RM1,921,000; and 3) Menggunakan baki program Strategic Reform Initiative – Competition, Standards and Liberalisa- tion (SRI-CSL) sebanyak RM53,189.23 untuk perbel- anjaan operasi MPC.
3) The remaining Strategic Reform Initiative-Com- petition, Standards and Liberalization (SRI-CSL) program of RM53,189.23 for MPC’s operating ex- penses.

tahun 2016 Rizab mengurus menunjukkan trend penurunan iaitu dari RM31,779,800 ke dari RM25,000,000 sahaja pada tahun 2019.

Peningka- tan peruntukan geran mengurus pada tahun 2020 membolehkan MPC meneruskan aktiviti-aktiviti penggalakan produktiviti dan daya saing negara.
Peruntukan pembangunan mulai meningkat dari RM2,677,672 pada tahun 2016 kepada RM21,020,511 pada tahun 2017 dan RM31,576,187 pada tahun 2019.

Ini disebabkan program-pro- gram pembangunan yang baru seperti NPDIR , SPPE dan MPB pada tahun 2017 dan program T5-MPB, PTPS, NTM dan PKP pada tahun 2018 dan 2019.

Program-program yang sama masih diterus- kan pada tahun 2020 dengan penambahan satu program baru, iaitu Behavioural Insights.
Peruntu- kan asal pembangunan pada tahun 2020 adalah RM37,035,000 dan dengan adanya sekatan, pe- runtukan diturunkan kepada RM21,717,500.

The operating reserve showed a downward trend;.

i.e.

from RM31,779,800 (2016) to RM25,000,000 (2019).

The increase in the allocation of operating grant in 2020 had enabled MPC to continue its pro- ductivity and competitiveness promotion activities.
The provision for development began to increase from RM2,677,672 in 2016 to RM21,020,511 in 2017 and RM31,576,187 in 2019.

This was due to new development programs such as NPDIR, SPPE and MPB in 2017 and the T5-MPB program, PTPS , NTM and PKP in 2018 and 2019.

The same programs will continue in 2020 with the introduction of a new program known as Behavioural Insights.

The original allocation for development in 2020 was RM37,035,000 and with restrictions, the allocation was reduced to RM21,717,500.
84 85 Jadual 1: Peruntukan Geran Mengurus dan Pembangunan 2016 - 2020 Table 1: Allocation of Management and Development Grants 2016 - 2020 Geran / Grant 2016 2017 2018 2019 2020 Mengurus / Management Pembangunan / Development 31,779,800 27,933,000 28,736,000 25,000,000 33,213,339 2,677,672 21,020,511 29,000,000 31,576,187 21,717,500 Jumlah / Total 34,457,472 48,953,511 57,736,000 56,576,187 54,930,839 Rajah 1: Peruntukan Geran Mengurus dan Pembangunan 2016 – 2020 Figure 1: Allocation of Management and Development Grants 2016 - 2020 M R 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 0 Mengurus Management Pembangunan Development 2016 2017 2018 2019 2020 31,779,800 27,933,000 28,736,000 25,000,000 33,213,339 2,677,672 21,020,511 29,000,000 31,576,187 21,717,500 Peruntukan Geran Pembangunan mengikut program adalah seperti di Jadual 2.
Development Grant Allocation according to pro- grammes is as Table 2.
Jadual 2: Peruntukan Geran Pembangunan Mengikut Program Table 2: Development Grant Allocation According to Programme Program / Programme Program Memodenkan Peraturan Perniagaan (MBR) Modernising Business Regulations (MBR) Programme Pelaksanaan NPDIR bagi Kerajaan Negeri dan Kerajaan Tempa- tan (NPDIR) Implementation of (NPDIR) for State and Local Governments Skim Peningkatan Produktiviti Enterpris Selaras Dengan Malaysia Productivity Blueprint (SPPE-MPB) Enterprise Productivity Improvement Scheme in line with the Malaysia Pro- ductivity Blueprint (SPPE-MPB) 2016 2017 2018 2019 2020 892,672 1,500,000 2,000,000 1,500,000 950,000 1,785,000 1,500,000 2,000,000 1,500,000 607,500 - 3,020,511 5,999,600 5,932,000 6,000,000 84 85 Program / Programme Membentuk Mekanisma Pelaksanaan Yang Padu dan Melancarkan Gerakan Produktivit Selaras Dengan Strategi Malaysia Productivity Blueprint (T5-MPB) Establishing an Integrated Mechanism and Launching of the Productivity Movement in accordance with the Malaysia Productivity Blueprint Strategy (T5-MPB) Program Transformasi Peraturan Sedia Ada Melalui Pemgurangan Birokrasi Di Peringkat Negeri (PTPS) Programme on Existing Regulatory Transformation Through the Reduction of State-level Bureaucracy (PTPS) Memudahkan Keperluan Peraturan Bagi Perdagangan Antarabangsa (NTM) Facilitating the Need for International Trade Regulations (NTM) Peningkatan Kualiti Peraturan Selaras Dgn Strategi Malaysia Productivity Blueprint (PKP) Improving Quality of Regulations in accordance with the Malaysia Produc- tivity Blueprint Strategy (PKP) Pembangunan Produktiviti Nexus Ma- laysia Productivity Blueprint (MPB) Productivity Nexus Development Malay- sia Productivity Blueprint (MPB) Melaksanakan Inisiatif Produktiviti Nexus Peringkat Sektor (SPN) Implementation of Sectoral Level Productivity Nexus Initiatives (SPN) Behavioural Insights (BI) Jumlah Total 2016 2017 2018 2019 2020 - - - - - - - - - - - - 3,397,500 3,665,320 2,200,000 4,080,900 5,480,000 2,000,000 2,000,000 2,000,000 1,000,000 1,944,000 1,498,867 1,000,000 15,000,000 - - - - - 7,578,000 10,000,000 6,210,000 - - 1,750,000 -21,020,511 -29,000,000 -31,576,187 21,717,500 86 87 Rajah 2: Peruntukan Geran Pembangunan Mengikut Program 2016 - 2020 Figure 2: Allocation of Development Grants by Programmes 2016 - 2020 M R 16,000,000 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 0 MBR NPDIR SPPE-MPB T5-MPB PTPS NTM PKP MPB SPN BI Prestasi Perbelanjaan Mengurus MPC Tahun 2016 - 2020 MPC Operating Expenditure Performance 2016 - 2020 Perbelanjaan mengurus adalah dalam linkungan RM45 dari tahun 2016 hingga 2018 dan meningkat kepada RM47,648,054 pada tahun 2019.
Walau bagaimana pun perbelanjaan mengurus pada tahun 2020 menurun sebanyak 20% berbanding tahun 2019.

Ini disebabkan pandemik covid yang melanda seluruh dunia yang mengakibatkan kawalan pergerakan dan semua aktiviti terpaksa dibuat mengikut norma baru.

Salah satunya ada- lah mengadakan aktiviti seminar, perbincangan, bengkel dan lain-lain secara atas talian.

in the Operating expenditure was range of RM45 million from 2016 to 2018 and increased to RM47,648,054 in 2019.
However, operating expen- diture in 2020 decreased by 20% compared to 2019.

This was due to the Covid pandemic that hit the world in which resulting in movement con- trol.

All activities had to be undertaken according to the new norms; whereby seminars, discussions, workshops etc.

were virtually conducted.
86 87 Jadual 3: Prestasi Perbelanjaan Mengurus 2016 - 2020 Table 3: Operating Expenditure Performance 2016 - 2020 Tahun / Year 2016 2017 2018 2019 2020 Geran Kerajaan / Government Grant Hasil Dalaman / Internal Revenue Tambahan Peruntukan / Additional Provision Jumlah Selepas Tambahan / Total After Additions Belanja Sebenar / Real Expenditure Peratus / Percent 31,779,800 27,933,000 28,736,000 25,000,000 28,000,000 15,928,200 17,313,872 22,504,000 24,051,000 20,243,811 207,200 - - - 5,213,339 47,915,200 45,246,872 51,240,000 49,051,000 53,457,150 45,106,591 45,037,172 45,765,317 47,648,054 38,340,202 94% 99% 89% 97% 72% Rajah 3: Prestasi Perbelanjaan Mengurus 2016 - 2020 Figure 3: Operating Expenditure Performance 2016 - 2020 60,000,000 50,000,000 40,000,000 M R 30,000,000 20,000,000 10,000,000 0 Jumlah Selepas Tambahan Total After Additions Belanja Sebenar Actual Expenditure 2016 2017 2018 2019 2020 47,915,200 45,246,872 51,240,000 49,051,000 53,457,150 45,106,591 45,037,172 45,765,317 47,648,054 38,340,202 Prestasi Perbelanjaan Pembangunan MPC Tahun 2016 - 2020 MPC Development Expenditure Performance 2016 - 2020 Perbelanjaan sebenar pembangunan menurun se- banyak 22% berbanding tahun 2019 disebabkan sekatan peruntukan sebanyak RM15,317,500 (41%) dari peruntukan asal yang berjumlah RM37,035,000.
Pandemik covid juga menyebabkan kebanyakan program diadakan secara atas lain yang lebih men- jimatkan perbelanjaan berbanding program secara fizikal.

Perbelanjaan sebenar pembangunan melebi- hi peruntukan yang diberi pada tahun 2020 kerana menggunakan baki peruntukan pembangunan yang tidak dibelanjakan pada tahun 2019.

In comparison to 2019, actual development ex- penditure had decreased by 22%.

This was due to allocation restrictions of RM15,317,500 (41%) from the original allocation of RM37,035,000.
The covid pandemic also caused most programs to be held on top of others, in which more cost- effective than physical programs.

The actual de- velopment expenditure exceeded the alloca- tion of 2020 due to the using of unspent devel- opment allocation of 2019.

Prestasi perbelanjaan Program-program Pemban- The expenditure performance of the Development Programs is as shown in Table 4.

88 89 gunan adalah seperti di Jadual 4.
Jadual 4: Prestasi Perbelanjaan Pembangunan 2016 - 2020 Table 4: Development Expenditure Performance 2016 - 2020 Program / Programme Program Memodenkan Peraturan Perniagaan (MBR) Modernising Business Regulations (MBR) Programme Pelaksanaan NPDIR bagi Kerajaan Negeri dan Kerajaan Tempatan (NPDIR) Implementation of (NPDIR) for State and Local Governments (NPDIR) Skim Peningkatan Produktiviti Enterpris Selaras Dengan Malaysia Productivity Blueprint (SPPE-MPB) Scheme for Enhancing Enterprise Productivity in line with the Malaysia Productivity Blueprint (SPPE-MPB) Membentuk Mekanisma Pelaksanaan Yang Padu dan Melancarkan Gerakan Produktiviti Selaras Dengan Strategi Ma- laysia Productivity Blueprint (T5-MPB) Establishing an Integrated Mechanism and Launching of the Productivity Move- ment in accordance with the Malaysia Productivity Blueprint Strategy (T5-MPB) Program Transformasi Peraturan Sedia Ada Melalui Pemgurangan Birokrasi di Peringkat Negeri (PTPS) Programme on Existing Regulatory Transformation Through the Reduction of State-level Bureaucracy (PTPS) Memudahkan Keperluan Peraturan Bagi Perdagangan Antarabangsa (NTM) Facilitating the Need for International Trade Regulations (NTM) Peningkatan Kualiti Peraturan Selaras Dengan Strategi Malaysia Productivity Blueprint (PKP) Improving Quality of Regulations in accordance with the Malaysia Produc- tivity Blueprint Strategy (PKP) Pembangunan Produktiviti Nexus Ma- laysia Productivity Blueprint (MPB) Productivity Development Nexus Malay- sia Productivity Blueprint (MPB) Behavioural Insights (BI) Melaksanakan Inisiatif Produktiviti Nexus Peringkat Sektor (SPN) Implementation of Sectoral Level Pro- ductivity Nexus Initiatives (SPN) 2016 2017 2018 2019 2020 1,083,697 1,543,350 1,954,803 1,336,770 1,117,853 1,752,971 1,534,378 1,222,035 1,971,659 895,975 - 3,010,131 5,068,483 4,841,896 7,722,434 - - - - - - - - - - - 2,807,857 3,840,197 2,605,563 3,029,877 6,409,842 2,117,909 1,989,641 1,731,304 1,013,875 1,624,024 1,673,541 1,106,695 91,299 - - - - - - - 1,459,599 6,519,833 9,979,328 6,756,790 Jumlah / Total 2,836,668 6,179,158 24,216,553 31,784,537 24,836,693 Peruntukan Diterima / Allocation received 2,677,672 21,020,511 29,000,000 31,576,187 21,717,500 Peratus / Percent 106% 29% 84% 101% 114% 88 89 Rajah 4: Prestasi Perbelanjaan Pembangunan 2016 - 2020 Figure 4: Development Expenditure Performance 2016 - 2020 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 ) M R ( l a t o T / h a l m u J 0 MBR NPDIR SPPE-MPB T5-MPB PTPS NTM PKP MPB BI SPN Prestasi Pengurusan Kewangan MPC 2016 - 2020 MPC Financial Management Performance 2016 - 2020 Penyata kewangan 2020 disediakan mengikut pi- awaian Malaysian Public Sector Accounting Standard (MPSAS).
MPC menggunakan piawaian MPSAS ini mu- lai 1 Januari 2016.

The 2020 financial statement is prepared in accor- dance with the Malaysian Public Sector Account- ing Standard (MPSAS).

The MPSAS standard has been adopted by MPC since 1 January 2016.

PENYATA KEDUDUKAN KEWANGAN PADA 31 DISEMBER 2017 - 2020 STATEMENT OF FINANCIAL POSITION AS AT 31 DE- CEMBER 2017 - 2020 1.

Kedudukan aset bersih pada tahun 2020 berjumlah RM31,243,799.
Ianya menunjukkan prestasi yang lebih baik berbanding tahun 2019 tetapi lebih rendah ber- banding tahun 2017.

Aset bersih pada tahun 2017 ber- jumlah RM37,056,161 menurun kepada RM36,783,392 pada tahun 2018 dan RM29,949,092 pada tahun 2019.

1.

The net asset position in 2020 amounted to RM31,243,799.

Even though this performance is weaker than 2017, it is better than the performance of 2019.

The net assets in 2017, 2018 and 2019 stood at RM37,056,161, RM36,783,392 and RM29,949,092, respectively.

2.
2.

Jumlah aset pada tahun 2017 adalah RM73,503,609.

Ianya meningkat kepada RM84,978,545 pada tahun 2018 dan menurun kepada RM80,919,295 pada tahun 2019.

Peningkatan jumlah aset pada tahun 2018 dise- babkan peningkatan pemberian geran pembangu- nan.

Pada tahun 2019, jumlah aset menurun seban- yak RM4,059,249 berbanding tahun 2018 disebabkan: 2.

In 2017, total assets amounted to RM73,503,609.

It increased to RM84,978,545 in 2018 and de- creased to RM80,919,295 in 2019.
The increase in total assets in 2018 was due to the increase in de- velopment grants.
In 2019, total assets decreased by RM4,059,249 compared to 2018 due to: 90 91 i) Baki tunai/bank dan deposit tetap yang berku- rang disebabkan pembayaran program pemban- gunan dan usahasama serta pengurangan geran mengurus dari MOF; dan i) The decrease in cash/bank balances and fixed deposits was due to payment of develop- ment programs and joint ventures as well as reduc- tion of operating grant from the MOF; and ii) Penurunan aset bukan semasa iaitu hartanah, lengkapan dan peralatan sebanyak RM1,084,960 disebabkan peruntukan susutnilai dan pembelian aset.
ii) The decrease in non-current assets name- ly property, plant and equipment of RM1,084,960 was due to depreciation provision and purchase of assets.

Jumlah aset pada tahun 2020 adalah 3.

RM72,590,971, berkurang sebanyak 10% berbanding tahun 2019.

Penurunan disebabkan: Total assets in 2020 amounted to RM72,590,971, 3. a decrease of 10% compared to 2019.

The de- crease was due to: i) Jumlah baki tunai dan baki bank serta deposit tetap adalah 89% berbanding tahun 2019.
Ini dise- babkan baki program usahasama yang semakin berkurangan dan pemberian geran pembangunan yang lebih rendah; ii) Penghutang perniagaan adalah RM0.277 juta berbanding RM2.344 juta pada tahun 2019.

Ini ber- punca dari hasil dalaman yang berkurang pada tahun 2020 dan tindakan mengutip hutang-hutang lama; i) Total cash and bank balances as well as fixed deposits were 89% of that 2019.
This was due to the declining balance of joint venture programs and lower development grant; ii) Business receivables amounted to RM0.277 million against RM2.344 million in 2019.

This was due to reduced internal revenue in 2020 and actions taken to collect old debts; iii) Pelbagai penghutang adalah RM1.659 juta berbanding RM0.956 juta pada tahun 2019.
Ini dise- babkan akru hasil yang berjumlah RM1.603 juta (2019:RM0.807 juta); dan iii) Other receivables were RM1.659 million com- pared to RM0.956 million in 2019.

This was due to accrued revenue amounting to RM1.603 million (2019: RM0.807 million); and iv) Aset bukan semasa iaitu hartanah, lengkapan dan peralatan adalah RM20.769 juta berbanding RM21.318 juta pada tahun 2019.

Ini disebabkan su- sutnilai aset.


iv) Non-current assets namely property, plant and equipment amounted to RM20.769 million com- pared to RM21.318 million in 2019.

This was due to depreciation of assets.

Jumlah liabiliti pada tahun 2017 ada- 4. lah RM36,447,448.

Ianya meningkat kepada RM48,195,153 pada tahun 2018 dan RM50,970,203 pada tahun 2019.

Jumlah liabiliti pada tahun 2019 meningkat sebanyak 6% berbanding tahun 2018 disebabkan: 4.

Total liabilities in 2017 were RM36,447,448.


It in- creased to RM48,195,153 in 2018 and RM50,970,203 in 2019.

Total liabilities in 2019 increased by 6% against 2018 due to: i) MPC menerima peruntukan Industry 4.0 seban- yak RM13,500,000 dari MITI dan memulangkan baki peruntukan SME Corp Lean kepada SME Corp se- banyak RM2,500,000.
Ini menyebabkan Kumpulan Wang Amanah Usahasama meningkat sebanyak RM9,924,409 berbanding tahun 2018; received i) MPC Industry 4.0 allocation of RM13,500,000 from MITI and returned the remaining SME Corp Lean allocation of RM2,500,000 to SME Corp.
This resulted in the Joint Venture Trust Fund to increase by RM9,924,409 compared to 2018; ii) Pelbagai pemiutang dan deposit diterima menurun sebanyak RM4,633,491 (42.56%) disebab- kan penurunan pemiutang terakru yang berjumlah RM5,048,961 berbanding RM10,405,549 pada tahun 2018; dan ii) There was a decrease of RM4,633,491 (42.56%) in various creditors and deposits received due reduced accrued creditors amounting to to RM5,048,961 compared to RM10,405,549 in 2018; and sebanyak iii) Penurunan RM2,806,361 (9.05%) disebabkan peningkatan per- belanjaan aktiviti program pembangunan.
tertunda geran iii) Decrease in deferred grants of RM2,806,361 (9.05%) was due to increased expenditure of de- velopment program activities.

91 90 5.

Walau bagaimanapun, pada tahun 2020 jumlah liabiliti menurun kepada RM41,347,172.

Penurunan disebabkan: 5.

However, in 2020 the total liability decreased to RM41,347,172.
The decline was due: i) Baki program usahasama berkurang sebanyak RM6.424 juta disebabkan pelaksanaan program In- dustry 4.0 yang berbaki RM8.210 juta (2019:RM13.50 juta); i) The balance of the joint venture programs de- creased by RM6.424 million due to the execution of Industry 4.0 programs with remaining balance of RM8.210 million (2019: RM13.50 million); ii) Baki geran tertunda berkurang disebabkan oleh sekatan geran pembangunan; dan The balance of deferred grants decreased ii) due to restrictions on development grant; and iii) Pemiutang terakru adalah RM8.417 juta ber- banding RM5.049 juta pada tahun 2019.
Pelbagai pemiutang pula berjumlah RM0.153 juta berbanding RM1.193 juta pada tahun 2019. iii) Accrued creditors amounted to RM8.417 million compared to RM5.049 million in 2019.

The various creditors totalled RM0.153 million against RM1.193 million in 2019.
Jadual 5: Penyata Kedudukan Kewangan 2017 - 2020 Table 5: Statement of Financial Position 2017 - 2020 2017 2018 2019 2020 ASET / ASSETS Aset Semasa / Current Assets Baki bank dan wang tunai /Bank and cash balances Deposit tetap di institusi kewangan / Fixed deposit in financial institutions Urusniaga pertukaran belum terima / Exchange transactions receivable Jumlah Aset Semasa / Total Current Assets Aset Bukan Semasa / Non-current Assets Urusniaga pertukaran belum terima / Exchange transactions receivable Hartanah, loji dan peralatan/ Property, plant and equipment Aset tidak ketara / Intangible assets Jumlah Aset Bukan Semasa /Total Non-current Assets JUMLAH ASET / TOTAL ASSETS 9,226,827 15,245,466 9,518,166 6,953,385 37,499,384 43,829,857 46,226,681 42,596,526 3,850,585 3,601,287 3,856,251 2,272,248 50,576,796 62,676,610 59,601,098 51,822,159 396,426 344,009 445,231 362,729 22,530,387 21,617,426 20,596,858 20,183,562 - 340,500 276,108 222,521 22,926,813 22,301,935 21,318,197 20,768,812 73,503,609 84,978,545 80,919,295 72,590,971 92 93 LIABILITI / LIABILITIES Liabiliti Semasa / Current Liabilities Urusniaga pertukaran belum bayar / Exchange transactions receivable Peruntukan manfaat kakitangan / Employee benefit provision Jumlah Liabiliti Semasa / Total Current Liabilities Liabiliti Bukan Semasa / Non-current Liabilities Peruntukan manfaat kakitangan / Employee benefit provision Kumpulan wang amanah usahasama Joint trust fund Geran tertunda / Outstanding grant Jumlah Liabiliti Bukan Semasa Total Non-current iabilities JUMLAH LIABILITI TOTAL LIALIBITIES JUMLAH ASET BERSIH / TOTAL NET ASSETS ASET BERSIH /NET ASSETS Kumpulan wang pengurusan Management Fund Kumpulan wang pinjaman kenderaan Vehicle Loan Fund Kumpulan wang pinjaman komputer / Computer loan fund JUMLAH ASET BERSIH / TOTAL NET ASSETS Penyata Prestasi Kewangan Bagi Tahun Berakhir Pada 31 Disember 2016 - 2020 Statement of Financial Performance for the Year Ended 31 December 2016 - 2020 a) Pendapatan MPC pada tahun 2016 berjum- lah RM47,178,952 dan ianya meningkat kepada RM49,108,593 pada tahun 2017 disebabkan pen- ingkatan hasil dalaman dan geran pembangunan.
Pendapatan MPC terus meningkat dalam linkungan RM70 hingga RM75 juta pada tahun 2018 dan 2019.

Ini juga disebabkan pertambahan geran pemba- ngunan untuk program pembangunan yang baru dan juga peningkatan hasil dalaman MPC.

Walau bagaimanapun, pendapatan MPC pada tahun 2020 berjumlah RM66,997,864, menurun sebanyak 11% berbanding tahun 2019.
Walaupun pemberian geran mengurus meningkat pada tahun 2020, seka- tan geran pembangunan dan penurunan hasil da- laman disebabkan pandemik COVID-19 telah mem- beri kesan pada jumlah pendapatan MPC pada tahun 2020. b) Dari tahun 2016 hingga 2017, hasil dalaman MPC adalah dalam linkungan RM13,000,000 dan meningkat kepada RM14,522,612 pada tahun 2018, seterusnya mencapai RM16,262,542 pada tahun 2019.

Hasil dalaman pada tahun 2020 berjumlah RM6,307,522, 39% sahaja berbanding hasil dalaman tahun 2019.
Program-program produktiviti yang ke- biasaannya dijalankan secara fizikal dan program team excellence diluar negara terpaksa dibatal- kan disebabkan wabak pandemik COVID-19.

Untuk pemulihan semula ekonomi, MPC telah mengam- bil inisiatif mengadakan program-program secara maya dengan kadar bayaran yang lebih rendah yang dikenakan kepada peserta program.
Walau- pun hasil pendapatan berkurang, MPC membantu syarikat-syarikat memulihkan perniagaan mereka dengan aktiviti-aktiviti secara digital yang dapat memacu semula produktiviti negara.

c) Perbelanjaan dari tahun 2016 hingga 2017 ada- lah dalam linkungan RM50,000,000 – RM53,000,000.

Ini disebabkan pendapatan yang terdiri dari geran kerajaan dan hasil dalaman konsisten dalam linkun- gan RM47,000,000-RM49,000,000.
d) Jumlah perbelanjaan mulai meningkat pada tahun 2018 iaitu kepada RM72,807,259, peningka- tan sebanyak 37% berbanding tahun 2017.

Pada tahun 2019 perbelanjaan berjumlah RM82,479,390, meningkat sebanyak 13% berbanding tahun 2018.
Pandemik COVID-19 dan sekatan peruntukan pembangunan telah menyebabkan perbelanjaan berkurang kepada RM65,703,157 pada tahun 2020. e) Peningkatan perbelanjaan yang ketara dise- babkan perbelanjaan geran pembangunan yang tinggi iaitu sebanyak RM26,961,260 pada tahun 2018 berbanding RM7,251,909 sahaja pada tahun 2017 (peningkatan sebanyak 37%).

Program pem- 94 a) MPC’s income amounted to RM47,178,952 in 2016 and it increased to RM49,108,593 in 2017.
This was due to increased internal revenue and development grant.

MPC’s revenue continued to increase in the range between RM70 and RM75 million in 2018 and 2019, respectively.

This was also due to the increase in development grant for new development programs as well as the increase in MPC’s internal revenue.

Nonetheless, MPC’s rev- enue in 2020 amounted to RM66,997,864, a de- crease of 11% compared to 2019.
Although man- agement grant increased in 2020, development grant restrictions and declining internal revenue due to the COVID-19 pandemic had affected MPC’s total revenue in 2020. b) From 2016 to 2017, MPC’s internal revenue was in the range of RM13,000,000 and increased to RM14,522,612 in 2018; and reached RM16,262,542 in 2019.

The internal revenue in 2020 amounted to RM6,307,522, only 39% compared to 2019.
Produc- tivity programs that are normally conducted phys- ically and team excellence programs abroad had to be cancelled due to the COVID-19 pandem- ic.

For economic recovery, MPC has taken the initiative to hold virtual programs with lower fees charged on program participants.

Despite the declining revenue, MPC is still assisting companies to revive their businesses with digital activities that can regenerate national productivity.
c) From 2016 to 2017, the expenditure ranged between RM50,000,000 and RM53,000,000.

This was because the income consisting of government grant and internal revenue was consistently in the range of RM47,000,000-RM49,000,000 to increase d) Total expenditure began in 2018 at RM72,807,259, an increase of 37% com- pared to 2017.

In 2019, expenditure amounted to RM82,479,390, an increase of 13% compared to 2018.
The COVID-19 pandemic and restrictions on development allocation had caused expenditure to decrease to RM65,703,157 in 2020. e) There was a significant increase in expen- diture due to high development grant expendi- ture of RM26,961,260 in 2018 compared to only RM7,251,909 in 2017 (an increase of 37%).
The new development programs are the enterprise produc- tivity improvement scheme in line with the Malay- sia productivity blueprint (T5-MPB), an existing reg- ulatory transformation program through reduction of bureaucracy at the state level (PTPS), simplify- ing regulatory requirements for international trade 95 (NTM) and improving regulatory quality in line with Malaysia productivity blueprint (PKP) strategy.
In 2019, the development expenditure amounted to RM34,382,548, an increase of 28% compared to 2018.

This was due to the increase in development grant for the same programs.

In 2020, develop- ment expenditure amounted to RM27,477,003 due to restrictions on development allocation.

f) Operating expenditure in 2016 amounted to RM46,568,422.

Operating expenditure in 2017 de- creased to RM45,925,947 in line with the reduction in operating grant of RM3,846,800 compared to 2016.
In 2018, operating expenditure amounted to RM45,845,999.

This was due to savings in travel and living expenses, rental and professional ser- vices.

Operating expenditure in 2019 amounted to RM48,096,842, an increase of 5% compared to 2018.
This was due to an increase in convention ex- penditure of RM1,348,132, in which caused by the increase in the ICQCC, APIC and APQC programs’ participants, rental of additional computers for the use of part-time officers involved in the programs, as well as development and maintenance ex- penses of dilapidated office building.

Operating expenditure in 2020 amounted to RM38,226,154, a decrease of 21% compared to 2019.
The signif- icant decrease was caused by convention, pro- fessional and hospitality services, travel and subsis- tence, emoluments and maintenance expenses.

Movement control orders to curb the spread of the Covid-19 pandemic had resulted in programs being implemented virtually.

This had greatly re- duced MPC’s operating expenses especially busi- ness consultant, participants’ food and drink, trans- portation of guests, course materials, promotional materials and official travel fares.
bangunan yang baru adalah skim peningkatan produktiviti enterpris selaras dengan Malaysia pro- duktiviti blueprint (T5-MPB), program transformasi peraturan sedia ada melalui pengurangan birokrasi di peringkat negeri (PTPS), memudahkan keperluan peraturan bagi perdagangan antarabangsa (NTM) dan peningkatan kualiti peraturan selaras dengan strategi Malaysia produktiviti blueprint (PKP).
Perbe- lanjaan pembangunan berjumlah RM34,382,548 pada tahun 2019, meningkat sebanyak 28% ber- banding tahun 2018 disebabkan peningkatan pemberian geran pembangunan bagi program yang sama.

Pada tahun 2020, perbelanjaan pem- bangunan berjumlah RM27,477,003 berikutan seka- tan peruntukan pembangunan.

f) Perbelanjaan mengurus pada tahun 2016 ber- jumlah RM46,568,422.
Perbelanjaan mengurus pada tahun 2017 berkurang kepada RM45,925,947 selaras dengan pengurangan pemberian geran mengu- rus sebanyak RM3,846,800 berbanding tahun 2016.

Pada tahun 2018, perbelanjaan mengurus berjum- lah RM45,845,999 disebabkan berlaku penjimatan perbelanjaan perjalanan dan sara hidup, sewaan dan perkhidmatan ikhtisas.

Perbelanjaan mengurus pada tahun 2019 berjumlah RM48,096,842, mening- kat sebanyak 5% berbanding tahun 2018.
Ini kera- na berlaku peningkatan perbelanjaan konvensyen sebanyak RM1,348,132 disebabkan pertambahan peserta program ICQCC, APIC dan APQC, tam- bahan sewaan komputer untuk kegunaan pega- wai sambilan harian yang terlibat dengan program pembangunan dan perbelanjaan penyelenggaran bangunan pejabat yang usang.

Perbelanjaan men- gurus pada tahun 2020 berjumlah RM38,226,154, berkurang sebanyak 21% berbanding tahun 2019.
Penurunan yang ketara adalah pada perbelanjaan konvensyen, perkhidmatan ikhtisas dan hospitaliti, perjalanan dan sara hidup, emolumen dan penye- lenggaraan.
Perintah kawalan pergerakan untuk mengekang penyebaran pandemik covid-19 telah menyebabkan program-program dilaksanakan se- cara maya dan ianya telah banyak mengurangkan perbelanjaan operasi MPC terutamanya perbelan- jaan pakar runding perniagaan, makan minum pe- serta, pengangkutan orang jemputan, bahan kursus, bahan promosi dan tambang perjalanan pegawai.
g) Pengurangan pemberian geran mengu- rus dari RM33,952,800 pada tahun 2015 kepada RM31,779,800 pada tahun 2016 telah menyebab- kan MPC mengalami defisit pendapatan sebanyak RM2,955,320.

Defisit pendapatan semakin mening- kat kepada RM4,069,263 pada tahun 2017 disebab- kan pengurangan geran mengurus sebanyak 12%.

Kawalan perbelanjaan, peningkatan geran men- gurus dan hasil dalaman pada tahun 2018 telah menyebabkan defisit pendapatan berkurang kepa- da RM2,587,387.
Walau bagaimanapun, pemberi- an geran mengurus sebanyak RM25,000,000 sahaja 94 95 pada tahun 2019 (berbanding RM28,736,000 pada tahun 2018) telah menyebabkan defisit pendapa- tan berjumlah RM6,834,300.

Pada tahun 2020, MPC telah memperolehi lebihan pendapatan yang ber- jumlah RM1,294,707.

Ini disebabkan peningkatan geran mengurus untuk perbelanjaan operasi dan kerja-kerja menaik-taraf kompleks pejabat-pejabat MPC.
Kerja-kerja menaik-taraf kompleks pejabat-pe- jabat MPC yang berjumlah RM3,239,150 tidak ber- laku pada tahun 2020 kerana proses pelantikan pembekal yang siap pada awal tahun 2021.

Penyata Pendapatan MPC dari tahun 2016 - 2020 adalah seperti di Jadual 6.

(2015) to RM31,779,800 g) The reduction in management grant from RM33,952,800 (2016) had caused MPC to experience income deficit of RM2,955,320.

The income deficit widened to RM4,069,263 in 2017 due to 12% reduction in op- erating grant.
Expenditure controls, increased op- erating grant and internal revenue of 2018 had reduced the income deficit to RM2,587,387.

How- ever, the management grant of only RM25,000,000 in 2019 (as opposed to RM28,736,000 in 2018) had resulted in income deficit of RM6,834,300.

In 2020, MPC had an income surplus of RM1,294,707.

This was due to the increase in management grant for operating expenses and the upgrading of MPC office complexes.
The upgrading works the MPC office complex amounting to RM3,239,150 did not take place in 2020 as the supplier’s appointment process was only completed in early 2021.

The MPC Income Statement from 2016 - 2020 is as shown in Table 6.

Jadual 6: Penyata Prestasi Kewangan Tahun 2016 – 2020 Table 6: Statement of Financial Performance Year 2016 - 2020 2016 2017 2018 2019 2020 PENDAPATAN/ INCOME Pemberian Kerajaan Persekutuan: i. Mengurus Federal Government Grant i.

Management ii.

Pelbagai pendapatan ii.


Miscellaneous income Jumlah Pendapatan Mengurus Total Management Income iii.Pengiktirafan Geran Pembangunan iii.
Development Grant Recognition JUMLAH PENDAPATAN TOTAL INCOME PERBELANJAAN EXPENDITURE Perbelanjaan mengurus Management/ operational expenditure Perbelanjaan pembangunan Development expenditure KURANGAN PENDAPATAN SEBELUM CUKAI INCOME DEFICIT BEFORE TAX (2,955,320) (4,069,263) (2,587,387) (6,834,300) 1,294,707 Cukai / Tax - - - - - LEBIHAN PENDAPATAN SELEPAS CUKAI INCOME SURPLUS AFTER TAX 96 (2,955,320) (4,069,263) (2,587,387) (6,834,300) 1,294,707 97 Penyata Aliran Tunai Bagi Tahun Berakhir 31 Disem- ber 2016 - 2020 Cash Flow Statement for the Year Ended 31 De- cember 2016 - 2020 a) Terimaan tunai dari Kerajaan Persekutuan pada tahun 2016 berjumlah RM34,457,471 pada tahun 2016.
Ianya meningkat kepada RM48,953,511 tahun 2017 dan RM57,736,000 pada tahun 2018 disebab- kan pemberian geran pembangunan untuk pro- gram-program pembangunan yang baru.

Pada ta- hun 2019, terimaan tunai dari Kerajaan Persekutuan berjumlah RM56,576,187, berkurang sebanyak 2% berbanding tahun 2018, disebabkan pengurangan geran mengurus.

Pada tahun 2020, terimaan tunai dari Kerajaan Persekutuan berjumlah RM54,930,839, berkurang sebanyak 3% berbanding tahun 2019 disebabkan sekatan peruntukan pembangunan.
b) Terimaan hasil pelbagai hasil meningkat dari RM11,086,496 pada tahun 2016 kepada RM13,285,176 pada tahun 2018 dan RM14,250,845 pada tahun 2019 seiring dengan peningkatan hasil dalaman terutamanya dari yuran latihan, perundin- gan dan konvensyen.
Walau bagaimana pun, pada tahun 2020, terimaan hasil berjumlah RM6,561,121 disebabkan hasil pendapatan yang rendah pada tahun 2020. c) Bayaran tunai kepada pekerja dan pembekal juga meningkat dari tahun 2016 sehingga tahun 2019 berikutan peningkatan geran pembangu- nan dan tindakan pantas dalam membuat pem- bayaran tertunggak kepada pembekal.

Pada tahun 2020, pembayaran kepada pekerja dan pembekal berjumlah RM68,301,075 berbanding RM75,345,927 pada tahun 2019.
Pengurangan pembayaran disebabkan peruntukan pemban- gunan yang lebih rendah pada tahun 2020. d) MPC membuat pelaburan simpanan tetap dan memperolehi faedah pinjaman kenderaan dan pin- jaman komputer dari pinjaman yang diberi kepada kakitangan MPC.

Berlaku penurunan faedah yang diperolehi pada tahun 2020 berbanding tahun 2018 dan 2019 disebabkan penurunan kadar faedah bank untuk pelaburan simpanan tetap.

a) In 2016, cash receipts from the Federal Gov- ernment amounted to RM34,457,471.
It increased to RM48,953,511 in 2017 and RM57,736,000 in 2018 due to the provision of development grant for new development programs.

In 2019, cash re- ceipts from the Federal Government amounted to RM56,576,187, a decrease of 2% compared to 2018.

This was due to reduction in management grants.

In 2020, cash receipts from the Federal Government amounted to RM54,930,839, a de- crease of 3% compared to 2019 due to restrictions on development allocations.
receipts b) Miscellaneous increased revenue from RM11,086,496 (2016) to RM13,285,176 (2018), and RM14,250,845 (2019).

This was consistent with the increase in internal revenue; especially from training, consultancy and convention fees.

How- ever, due to lower revenue in 2020, revenue re- ceipts only amounted to RM6,561,121.

c) From 2016 to 2019, there was increased cash payments to employees and suppliers due to higher development grant and prompt payments made to suppliers.
In 2020, payments to employees and suppliers amounted to RM68,301,075 compared to RM75,345,927 (2019).

The reduction in payments was due to lower development allocation in 2020. d) MPC invested in fixed deposits and earned interests on vehicle and computer loans given to staff.

There was a decrease in interest earned in 2020 compared to 2018 and 2019.

This was due to lower bank’s interest rates for fixed deposits.

e) Cash and cash equivalents in 2020 amounted to RM49,549,911.
e) Tunai dan setara tunai pada tahun 2020 ber- jumlah RM49,549,911.

The cash flow statement for 2016-2020 is as shown in Table 7.

Penyata aliran tunai bagi tahun 2016-2020 adalah seperti di Jadual 7.
96 97 Jadual 7: Penyata Aliran Tunai 2016-2020 Table 7: Cash Flow Statement for 2016-2020 2016 2017 2018 2019 2020 ALIRAN TUNAI DARI AKTIVITI OPERASI CASH FLOW FROM OPERATING ACTIVITIES Terimaan tunai dari kerajaan persekutuan Cash receipt from federal government Terimaan tunai pelbagai hasil Cash receipt from various sources Bayaran tunai kepada pekerja dan pembekal Cash paid to workers and suppliers TUNAI BERSIH DIJANA DARI AKTIVITI OPERASI NET CASH GENERATED FROM OPERATING ACTIVITIES 34,457,472 48,953,511 57,736,000 56,576,187 54,930,839 11,086,496 11,272,153 13,285,176 14,250,845 6,561,121 (52,058,909) (53,149,358) (59,474,686) (75,345,927) (68,301,075) (6,514,941) (7,076,306) 11,546,490 (4,518,895) (6,809,115) 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 Terimaan dari jualan hartanah, loji dan peralatan Receipts from sale of property, plant and equipment TUNAI BERSIH DIJANA DARI AKTIVITI PELABURAN NET CASH GENERATED FROM INVESTMENT ACTIVITIES Pertambahan bersih tunai & setara tunai Net increase in cash & cash equivalents Tunai dan setara tunai pada awal tahun Cash and cash equivalents at the beginning of the year TUNAI DAN SETARA TUNAI PADA AKHIR TAHUN CASH AND CASH EQUIVALENTS AT END OF YEAR TUNAI DAN SETARA TUNAI CASH AND CASH EQUIVALENTS Wang tunai di tangan dan baki bank Cash in-hand and bank balance Deposit tetap di institusi kewangan Fixed deposits in financial institutions TUNAI DAN SETARA TUNAI PADA AKHIR TAHUN CASH AND CASH EQUIVALENTS AT END OF YEAR (350,430) (403,991) (974,937) (312,178) (751,272) 1,286,483 1,116,816 1,687,111 1,480,307 1,281,335 - 38,275 90,448 20,290 84,116 936,053 751,100 802,622 1,188,419 614,179 (5,578,888) (7,827,406) 12,349,112 (3,330,476) (6,194,936) 44,477,693 38,898,805 46,726,211 59,075,323 55,744,847 38,898,805 46,726,211 59,075,323 55,744,847 49,549,911 9,862,531 9,226,827 15,245,466 9,518,166 6,953,385 29,036,274 37,499,384 43,829,857 46,226,681 42,596,526 38,898,805 46,726,211 59,075,323 55,744,847 49,549,911 98 99 Maklumat Hasil Dalaman MPC MPC Internal Revenue Information Hasil dalaman MPC yang utama terdiri dari yuran pro- gram untuk Badan Berkanun, Pihak Berkuasa Tempa- tan dan pihak swasta.
Hasil dalaman MPC pada ta- hun 2016 berjumlah RM11,778,082 pada tahun 2016 dan terus meningkat saban tahun hingga mencapai RM14,522,612 pada tahun 2018 dan RM16,262,542 pada tahun 2019.

Ini disebabkan peningkatan yuran konvensyen dan yuran penyelidikan/perundingan.

Wabak pandemik covid-19 yang melanda nega- ra pada akhir tahun 2019 telah menyebabkan ha- sil dalaman MPC berkurang menjadi RM6,307,522 sahaja pada tahun 2020.
Untuk pemulihan semula ekonomi, MPC telah mengambil inisiatif mengada- kan program-program secara maya dengan kadar bayaran yang lebih rendah yang dikenakan kepa- da peserta program.

Walau pun hasil pendapatan berkurang, MPC berjaya membantu syarikat-syarikat memulihkan perniagaan mereka dengan aktiviti-ak- tiviti secara digital yang dapat memacu semula pro- duktiviti negara.

Prestasi hasil dalaman MPC adalah seperti di Jadual 8.
The internal revenue of MPC mainly consists of pro- gram fees paid by Statutory Bodies, Local Authori- ties and the private sector.

In 2016, MPC’s internal revenue amounted to RM11,778,082 and contin- ued to increase every year reaching RM14,522,612 in 2018 and RM16,262,542 in 2019.

This was due to the increase in convention fees and research/con- sultancy fees.

The Covid-19 pandemic that hit the country at the end of 2019 had reduced MPC’s internal revenue to only RM6,307,522 in 2020.
For economic recovery, MPC has taken the initiative to hold virtual programs with lower fees charged to program participants.

Despite declining revenue, MPC has managed to help companies revive their businesses with digital activities that can regener- ate national productivity.

The internal revenue per- formance of MPC is as shown in Table 8.
Jadual 8: Hasil Dalaman MPC 2016 - 2020 Table 8: MPC Internal Revenue 2016 - 2020 Tahun / Year 2016 2017 2018 2019 2020 Hasil Yang Dikutip Collected Revenue Yuran Program Program Fees Faedah Atas Pinjaman Kom- puter & Kenderaan Interests on Computer and Vehicle Loans Faedah Bank & faedah deposit tetap Bank and Fixed Deposit Interests Sewaan Rentals Pelbagai Pendapatan Miscellaneous Income Jumlah Hasil Total Revenue % Kenaikan Kutipan Hasil % Increase in Revenue (13.32) 18.22 4.3 0.12 (61.21) 98 99 Rajah 5: Hasil Dalaman MPC 2016 - 2020 Figure 5: MPC Internal Revenue 2016 - 2020 ) M R ( l a t o T / l h a m u J 18,000,000 16,000,000 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 0 Jumlah Selepas Tambahan Total After Additions 2016 2017 2018 2019 2020 11,778,082 13,923,684 14,522,612 16,262,542 6,307,522 Penyumbang Hasil Dalaman MPC MPC Internal Revenue Contributors Yuran program merupakan penyumbang ha- sil dalaman MPC yang terbesar iaitu sebanyak 75.53%.
Ini diikuti oleh faedah simpanan tetap/ bank 22.01%, sewaan dewan dan asrama 1.05%, pelbagai pendapatan 0.99%, dan faedah atas pinjaman kenderaan dan komputer 0.42%.

Yuran program adalah terdiri dari yuran kursus, yuran pe- rundingan dan pembangunan sistem, yuran kon- vensyen, yuran pensijilan dan yuran penyelidikan.

Rajah 6 menunjukkan pecahan komposisi hasil da- laman MPC pada tahun 2020.

Program fees were the largest contributor to MPC’s internal revenue at 75.53%.
This was followed by fixed deposit/bank interest of 22.01%, hall and hos- tel rental of 1.05%, miscellaneous income of 0.99%, and interest on vehicle and computer loans of 0.42%.

Program fees consist of course fees, con- sulting and system development fees, convention fees, certification fees and research fees.

Figure 6 shows the composition of MPC’s internal revenue in 2020.
Rajah 6: Peratus Komposisi Hasil MPC Pada Tahun 2020 Figure 6: Percentage of MPC Revenue Composition in 2020 1% 22% Yuran Program / Program Fees Sewaan / Rentals Faedah Atas Pinjaman Kenderaan dan Komputer Interests on Vehicle and Computer Loans Faedah Simpanan Tetap/Bank Fixed deposit/Bank Interests Pelbagai Pendapatan / Miscellaneous Income 0% 1% 76% 100 100 101 101 100 100 101 101 102 102 103 103 102 102 103 103 104 104 105 105 Penyata Pengerusi dan Seorang Ahli Lembaga Pengarah Statement by the Chairman and A Member of the Board Kami, Dato’Sri Norazman Ayob dan Cik Hasliana binti Kamarudin yang merupakan Pengerusi dan salah seorang Ahli Lembaga Pengarah Perbad- anan Produktiviti Malaysia, dengan ini menya- takan bahawa, pada pendapat Lembaga Pen- garah, Penyata Kewangan yang mengandungi Penyata Kedudukan Kewangan, Penyata Presta- si Kewangan, Penyata Perubahan Dalam Aset Bersih / Ekuiti, Penyata Aliran Tunai, Penyata Per- bandingan Bajet Mengurus serta Bajet Pembangu- nan dan Amaun Sebenar yang berikut ini berserta dengan nota-nota kepada Penyata Kewangan di dalamnya, adalah disediakan untuk menunjukkan pandangan yang benar dan saksama berkenaan kedudukan kewangan Perbadanan Produktiviti Malaysia pada 31 Disember 2020 dan hasil kenda- liannya serta aliran tunainya bagi tahun berakhir pada tarikh tersebut.
We, Dato‘ Sri Norazman Ayob and Ms. Hasliana binti Kamarudin who are the Chairman and one of the Board Members of Malaysia Productivity Cor- poration, hereby state that, in the opinion of the Board, the Financial Statements containing State- ment of Financial Position, Statement of Financial Performance, Statement of Changes in Net Assets/ Equity, Cash Flow Statement, Statements of Com- parison Operational Budget and Development Budget and Actual Amount together with the notes to the Financial Statements therein, are pre- pared to give a true and fair view of the financial position of Malaysia Productivity Corporation as at 31 December 2020 and its operating results and cash flows for the year ended on that date.
Ditandatangani bagi pihak Lembaga Pengarah: Signed on behalf of the Board of Directors: ....................................................................................... DATO’ SRI NORAZMAN AYOB Timbalan Pengerusi Deputy Chairman ....................................................................................... HASLIANA BINTI KAMARUDIN Ahli Lembaga Pengarah Board Member Tarikh/Date : Kuala Lumpur 104 104 105 105 Pengakuan oleh Pegawai Utama yang Bertanggungjawab ke atas Pengurusan Kewangan Acknowledgment by the Principal Officer Responsible for Financial Management Saya, Dato’ Abdul Latif Haji Abu Seman, pegawai utama yang bertanggungjawab ke atas pengu- rusan kewangan dan rekod-rekod perakaunan Perbadanan Produktiviti Malaysia, dengan ikh- lasnya mengakui bahawa Penyata Kedudukan Kewangan, Penyata Prestasi Kewangan, Penyata Perubahan Dalam Aset Bersih / Ekuiti, Penyata Ali- ran Tunai, Penyata Perbandingan Bajet Mengurus serta Bajet Pembangunan dan Amaun Sebenar yang berikut ini berserta dengan nota-nota kepa- da Penyata Kewangan di dalamnya mengikut se- baik-baik pengetahuan dan kepercayaan saya, adalah betul dan saya membuat ikrar ini dengan sebenarnya mempercayai bahawa ia adalah benar dan atas kehendak-kehendak Akta Akuan Berkanun, 1960.
I, Dato’ Abdul Latif Haji Abu Seman, the principal officer responsible for the financial management and accounting records of the Malaysian Produc- tivity Corporation, sincerely acknowledge that the Statement of Financial Position, Statement of Financial Performance, Statement of Changes in Net Assets/Equity, Cash Flow Statement , the State- ments of Comparison Management Budget as well as the Development Budget and Actual Amount together with the notes to the Financial Statements therein to the best of my knowledge and belief, are correct and I make this declaration in the true belief that it is true and by virtue of the provisions of the Statutory Declarations Act, 1960.
Sebenarnya dan sesungguhnya Subscribed and solemnly diakui oleh penama di atas declared by the abovenamed di PETALING JAYA in PETALING JAYA pada ............................................. on .................................................. ) ) ) ) ) ) ) ) ....................................................................................... DATO’ ABDUL LATIF HAJI ABU SEMAN Di hadapan saya, Before me, ................................................... PESURUHJAYA SUMPAH COMMISSIONER FOR OATHS 106 107 PENYATA KEDUDUKAN KEWANGAN PADA 31 DISEMBER 2020 STATEMENT OF FINANCIAL POSITION AS AT 31 DECEMBER 2020 Nota/Note 2020 RM 2019 RM Seperti Dinyatakan Semula As Restated ASET SEMASA CURRENT ASSETS Baki bank dan wang tunai Cash and bank balances Deposit tetap di institusi kewangan Fixed deposits at financial institutions 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 Aset tidak ketara Intangible assets JUMLAH ASET TOTAL ASSETS LIABILITI SEMASA CURRENT LIABILITIES Urusniaga pertukaran belum bayar Unpaid exchange transactions 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 fund Geran tertunda Outstanding grants JUMLAH LIABILITI TOTAL LIABILITIES JUMLAH ASET BERSIH TOTAL NET ASSETS ASET BERSIH NET ASSETS Kumpulan wang pengurusan Management fund Kumpulan wang pinjaman kenderaan Vehicle loan fund Kumpulan wang pinjaman komputer Computer loan fund JUMLAH ASET BERSIH TOTAL NET ASSETS Nota-nota yang dilampirkan adalah sebahagian dari penyata kewangan ini.
The accompanying notes are an integral part of these financial statements 106 107 PENYATA PRESTASI KEWANGAN BAGI TAHUN KEWANGAN BERAKHIR 31 DISEMBER 2020 STATEMENT OF FINANCIAL PERFORMANCE FOR FINANCIAL YEAR ENDED 31 DECEMBER 2020 HASIL DARIPADA URUSNIAGA BUKAN PERTUKARAN REVENUE FROM NON-EXCHANGE TRANSACTIONS Geran 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 earned from computer & vehicle loans Pelbagai pendapatan Miscellaneous income Pemulihan hutang ragu Doubtful debt recovered Keuntungan jualan hartanah,loji dan peralatan Profit from sale of property, plant & equipment JUMLAH HASIL TOTAL REVENUE Seperti yang Dinyatakan Semula As Restated Nota/Note 2020 RM 2019 RM 12 60,690,342 59,382,548 4,502,495 7,600,999 261,726 6,363,823 1,368,807 1,697,541 66,343 19,240 26,764 32,934 20,760 8,453 447,923 43,194 26,824 80,558 - 1,680 66,997,864 75,645,090 108 109 Seperti yang Dinyatakan Semula As Restated Nota/Note 2020 RM 2019 RM Perbelanjaan Pengurusan Management/Operational Expenditure Emolumen/Emoluments 13 25,172,015 25,683,116 Perjalanan dan sara hidup Travel and subsistence Pengangkutan barang-barang Transportation of goods Perhubungan/Communication Utiliti/Utilities Sewaan/Rental Perkhidmatan percetakan/Printing services Bekalan dan alatan/Supplies and equipment 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 14 Hutang lapuk dilupuskan/Bad debts written off Hutang ragu/Doubtful debts Kerugian pertukaran matawang asing Foreign exchange loss 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 527,503 1,083,619 169,525 306,064 1,022,361 1,949,826 221,659 385,288 1,862,296 3,912,964 54,569 1,159,968 388,916 63,260 - 58,657 170,383 326,279 1,194,211 2,022,344 463,856 652,594 2,282,508 5,618,683 55,625 1,193,873 377,433 63,564 109,960 - 160,184 159,763 203,250 5,795,147 1,142,492 1,378,527 15 26,942,360 33,847,905 JUMLAH PERBELANJAAN/TOTAL EXPENDITURE 65,703,157 82,479,390 LEBIHAN/(DEFISIT) SEBELUM CUKAI SURPLUS/(DEFICIT) BEFORE TAX 1,294,707 (6,834,300) Peruntukan Cukai/Tax Provisions 16 - - LEBIHAN (DEFISIT) TAHUN SEMASA CURRENT YEAR SURPLUS/(DEFICIT) (1,294,707) (6,834,300) Nota-nota yang dilampirkan adalah sebahagian dari penyata kewangan ini.
The accompanying notes are an integral part of these financial statements 108 109 PENYATA PERUBAHAN DALAM ASET BERSIH/EKUITI BAGI TAHUN KEWANGAN BERAKHIR 31 DISEMBER 2020 STATEMENT OF CHANGES IN NET ASSETS / EQUITY FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2020 Kumpulan Wang Pengurusan Management Funds Kumpulan Wang Pinjaman Kenderaan VehicleLoan Funds RM RM Kumpulan Wang Pinjaman Komputer Computer Loan Funds RM Jumlah Total RM 34,483,392 2,000,000 300,000 36,783,392 (6,287,358) - - (6,287,358) 28,196,034 2,000,000 300,000 30,496,034 28,196,034 2,000,000 300,000 30,496,034 (546,942) - - (546,942) 27,649,092 2,000,000 300,000 29,949,092 1,294,707 - - 1,294,707 28,943,799 2,000,000 300,000 31,243,799 Pada 01 Januari 2019,seperti dinya- takan sebelum As at 01 January 2019, as stated before Defisit tahun semasa Deficit for the current year Pada 31 Disember 2019 As at 31 December 2019 Pada 31 Disember 2019,seperti dinyatakan sebelum As at 31 December 2019, as stated before Peralasan tahun sebelum Previous year adjustment Pada 01 Januari 2020, seperti dinya- takan semula As at 01 January 2020, as restated Lebihan tahun semasa Surplus for the current year Pada 31 Disember 2020 As at 31 December 2020 Nota-nota yang dilampirkan adalah sebahagian dari penyata kewangan ini.
The accompanying notes are an integral part of these financial statements PENYATA ALIRAN TUNAI BAGI TAHUN KEWANGAN BERAKHIR 31 DISEMBER 2020 CASH FLOW STATEMENT FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2020 ALIRAN TUNAI DARI AKTIVITI OPERASI CASH FLOW FROM OPERATING ACTIVITIES Terimaan tunai dari kerajaan persekutuan Cash receipt from federal government Seperti yang Dinyatakan Semula As Restated 2020 RM 2019 RM 54,930,839 56,576,187 Terimaan tunai pelbagai hasil/Cash receipt from various sources 6,561,121 14,250,845 Bayaran tunai kepada pekerja dan pembekal Cash paid to workers and suppliers Tunai bersih dijana dari aktiviti operasi Net cash flow 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 (68,301,075) (75,345,927) (6,809,115) (4,518,895) (751,272) 1,281,335 (312,178) 1,480,307 110 111 Terimaan dari jualan hartanah, loji dan peralatan Receipts from the sale of property, plant and equipment Tunai bersih dijana dari aktiviti pelaburan Net cash generated from investment activities Pertambahan bersih tunai dan setara tunai Increase in net cash and cash equivalents Tunai dan setara tunai pada awal tahun Cash and cash equivalents at the beginning of the year Tunai dan setara tunai pada akhir tahun Cash and cash equivalents at the end of the year TUNAI DAN SETARA TUNAI CASH AND CASH EQUIVALENTS Wang tunai di tangan dan baki bank Cash in hand and bank balance Deposit tetap di institusi kewangan Fixed deposits in financial institutions Tunai dan setara tunai pada akhir tahun Cash and cash equivalents at end of year Seperti yang Dinyatakan Semula As Restated 84,116 614,179 20,290 1,188,419 (6,194,936) (3,330,476) 55,744,847 59,075,323 49,549,911 55,744,847 6,953,385 9,518,166 42,596,526 46,226,681 49,549,911 55,744,847 Nota-nota yang dilampirkan adalah sebahagian dari penyata kewangan ini.
The accompanying notes are an integral part of these financial statements PENYATA PERBANDINGAN BAJET MENGURUS DAN AMAUN SEBENAR BAGI TAHUN KEWANGAN BERAKHIR 31 DISEMBER 2020 STATEMENT OF COMPARISON OPERATIONAL BUDGET AND ACTUAL AMOUNT FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2020 Bajet Asal Proposed Budget Bajet Akhir Actual Budget Belanja Sebenar Actual Expenditure Varian Bajet Budget Variance RM RM RM RM BELANJA MENGURUS OPERATING EXPENSES Gaji dan upahan/Salary and wages 19,500,000 19,400,000 17,315,788 Elaun tetap/Fixed allowance 4,538,300 4,538,300 4,278,474 Sumbangan berkanun untuk kakitangan Statutory contribution for employees 3,352,700 3,352,700 2,999,957 Elaun lebih masa/Overtime allowance 312,000 312,000 Faedah-faedah kewangan yang lain Other financial benefits 400,000 400,000 181,018 396,778 2,084,212 259,826 352,743 130,982 3,222 EMOLUMEN/EMOULUMENTS 28,103,000 28,003,000 25,172,015 2,830,985 Perjalanan dan sara hidup Travel and subsistence Pengangkutan barang-barang Transportation of goods Perhubungan dan utiliti Communications and utilities 1,000,000 1,000,000 527,503 472,497 110,000 310,000 169,525 140,475 1,400,000 1,400,000 1,328,425 110 Sewaan/Rental 2,142,000 2,142,000 1,949,826 Bahan-bahan penyelenggaraan Maintenance materials 50,000 50,000 24,083 71,575 192,174 25,917 111 Bajet Asal Proposed Budget Bajet Akhir Actual Budget Belanja Sebenar Actual Expenditure Varian Bajet Budget Variance 700,000 700,000 361,205 338,795 2,640,000 3,521,410 1,862,296 1,659,114 11,000,000 11,146,590 4,392,442 6,754,148 19,042,000 20,270,000 10,615,305 9,654,695 - 897,958 525,000 525,000 - 917,692 - - - 240,000 240,000 209,318 400,000 595,500 1,165,000 3,176,150 484,054 693,372 D o - 5,000 5,000 - 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 Tanah dan pembaikan tanah Land and land repairs Bangunan dan pembaikan bangunan Building and building repairs Kemudahan/Facilities Kenderaan dan jentera Vehicles and machinery Harta modal yang lain Other capital assets ASET/ASSETS Pemberian dalam negeri mestic contributions Pemberian luar negeri Foreign contributions 1,200,000 1,200,000 1,159,968 40,032 Ganjaran cuti rehat Cash award in lieu of accumulated leave 530,000 630,000 539,358 SUMBANGAN/CONTRIBUTIONS 1,735,000 1,835,000 1,699,326 Cukai dan pelbagai Taxes and miscellaneous PERBELANJAAN LAIN/OTHER EXPENSES JUMLAH PERBELANJAAN TOTAL EXPENDITURE 173,000 173,000 173,000 173,000 160,184 160,184 50,218,000 53,457,150 38,340,202 15,116,948 897,958 525,000 917,692 30,682 111,446 2,482,778 5,000 90,642 135,674 12,816 12,816 SUMBER DALAMAN/INTERNAL SOURCES 22,218,000 20,243,811 5,126,863 15,116,948 PEMBERIAN KERAJAAN GOVERNMENT CONTRIBUTION 28,000,000 33,213,339 33,213,339 - JUMLAH/TOTAL 50,218,000 53,457,150 38,340,202 15,116,948 Nota-nota yang dilampirkan adalah sebahagian dari penyata kewangan ini.
The accompanying notes are an integral part of these financial statements PENYATA PERBANDINGAN BAJET PEMBANGUNAN DAN AMAUN SEBENAR BAGI TAHUN KEWANGAN BERAKHIR 31 DISEMBER 2020 STATEMENT OF COMPARISON DEVELOPMENT BUDGET AND ACTUAL BUDGET FOR THE FINANCIAL YEAR ENDED 31 DECEMBER 2020 Baki Balance 2019 Bajet Asal Proposed Budget Bajet Akhir Actual Budget Belanja Sebenar Actual Expenditure Varian Bajet Budget Variance RM RM RM RM RM BELANJA PEMBANGUNAN DEVELOPMENT EXPENSES Pelaksanaan NPDIR bagi Kerajaan Negeri dan Tempatan (NPDIR) Implementation of NPDIR for State and Local Government (NPDIR) 112 303,956 1,215,000 607,500 895,975 15,481 113 Baki Balance 2019 Bajet Asal Proposed Budget Bajet Akhir Actual Budget Belanja Sebenar Actual Expenditure Varian Bajet Budget Variance RM RM RM RM RM Memodenkan Peraturan Perniagaan (MBR) Modernising Business Regulations (MBR) 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) Membentuk Mekanisma Pelaksa- naan yang Padu dan Melancarkan Gerakan Produktiviti“ Selaras dengan Strategi Malaysia Produktiviti Blueprint (T5-MPB)” Establishing an Integrated Mecha- nism and Launching of the Produc- tivity Movement in accordance with the Malaysia Productivity Blueprint Strategy (T5-MPB) Program Transformasi Peraturan Se- dia Ada Melalui Pengurangan Bi- rokrasi di Peringkat Negeri (PTPS) Programme on Existing Regulato- ryTransformation Through the Re- duction of State-level Bureaucracy (PTPS) Memudahkan Keperluan Peraturan bagi Perdagangan Antarabangsa (NTM) Facilitating the Need for Internation- al Trade Regulations (NTM) Peningkatan Kualiti Peraturan Se- laras dengan Strategi Malaysia Pro- duktiviti Blueprint (PKP) Improving Quality Regulations in accordance with the Malaysia Pro- ductivity Blueprint Strategy (PKP) Inisiatif Produktiviti Melaksanakan Nexus Implementing Sector Level Produc- tivity Nexus Initiatives (SPC) Peringkat Sektor (SPC) Behavioural Insights (BI) JUMLAH PERBELANJAAN TOTAL EXPENDITURE - 2,500,000 1,750,000 1,459,599 290,401 4,583,666 37,035,000 21,717,500 24,836,693 1,464,473 Amaun sebenar pada asas boleh banding Actual amount based on actual comparison Perbezaan asas/Basic difference Seperti Penyata Aliran Tunai As per Cash Flow Statement Operasi/ Operation RM 62,483,523 Pelaburan/ Investment RM Jumlah/ Total RM 693,372 63,176,895 (69,292,638) (79,193) (69,371,831) (6,809,115) 614,179 (6,194,936) 112 113 Penyata Perbandingan Bajet Mengurus dan Amaun Sebenar Bagi tahun kewangan berakhir 31 Disember 2020 Statement of Comparison Operational Budget and Actual Budget For the financial year ended 31 December 2020 A. Nota kepada penyata perbandingan bajet mengurus dan amaun sebenar :- A.
Notes to the statement of comparison operational budget and actual amount:- 1.

Bajet diluluskan berdasarkan asas akruan mengikut klasifikasi fungsi yang terdiri daripa- da objek dan program.

Bajet yang diluluskan adalah meliputi tempoh fiskal daripada 1 Jan- uari 2020 sehingga 31 Disember 2020.

2.

Yang Berhormat Menteri Kewangan telah membentangkan bajet 2020 di Parlimen pada 11 Oktober 2019.

3.

Bajet Mengurus Perbadanan berjumlah RM50.218 juta bagi tahun 2020.
Sebanyak RM28 juta dibiayai oleh Kementerian Kewan- gan manakala RM22.218 juta dibiayai dari ha- sil dalaman Perbadanan.

4.

Perbadanan menerima tambahan peruntu- kan mengurus dari Kementerian K e w a n g a n untuk perkara-perkara berikut:- 2.

1.

Budgets are approved on an accrual basis according to functional classification consist- ing of objects and programs.

The approved budget covers the fiscal period from 1 Janu- ary 2020 to 31 December 2020.
The Honourable Minister of Finance presented the 2020 budget in Parliament on 11 October 2019.

The Corporation’s Operational Budget was RM50.218 million for the year 2020.

RM28 mil- lion is funded by the Ministry of Finance while RM22.218 million is funded by the Corpora- tion’s internal revenue.

The Corporation received additional manage- ment allocation from the Ministry of Finance for the following matters:- 3.

4.
4.

• 4 September 2020 - Kementerian Kewangan telah meluluskan peruntukan tambahan bajet mengurus sebanyak RM3,239,150 bagi membiayai projek kerja-kerja naiktaraf:- • 4 September 2020- The Ministry of Finance approved an additional allocation of op- erating budget of RM3,239,150 to fund up- grading works projects:- i. Ibu Pejabat MPC : RM542,090 ii.

Kompleks MPC Wilayah Selatan : RM449,910 iii.

Kompleks MPC Wilayah Utara : RM285,000 iv.


Kompleks MPC Sarawak : RM1,962,150 i. MPC Headquarters : RM542,090 ii.

Southern Region MPC Complex : RM449,910 iii.

Northern Region MPC Complex : RM285,000 iv.

Sarawak MPC Complex : RM1,962,150 • 26 Oktober 2020 - MITI telah meluluskan permohonan Perbadanan untuk meng- gunakan baki program PEMANDU SRI-CSL yang berjumlah RM53,189.23 bagi mem- biayai perbelanjaan operasi Perbadanan.
• 26 October 2020 - MITI approved the Cor- poration’s application to use the remain- ing PEMANDU SRI -CSL program amounting to RM53,189.23 to fund the Corporation’s operating expenses.

• 27 Oktober 2020 - Kementerian Kewan- gan telah meluluskan peruntukan tamba- han bajet mengurus RM1,921,000 untuk menampung perbelanjaan operasi Per- badanan.

• Bagi tahun 2020 peruntukan mengurus se- cara keseluruhan selepas tambahan dari Kementerian Kewangan dan MITI berjum- lah RM33,213,339.

5.
5.

Memandangkan lantikan pembekal untuk kerja-kerja menaik-taraf bangunan ibu peja- bat dan pejabat-pejabat Wilayah melibatkan • 27 October 2020 - The Ministry of Finance approved an additional budget of RM1,921,000 to cover the Corporation’s operating expenses.

• For the year 2020, the overall manage- ment allocation after the addition from the Ministry of Finance and MITI amounted to RM33,213,339.

5.
5.

As the appointment of suppliers for the upgrad- ing works of the headquarters building and Regional offices involves procurement proce- dures, these upgrading works are made in 2021.

114 115 6.

Actual Operating Expenditure in 2020 amount- ed to RM38.340 million, which is 72.00% com- pared to the operating allocation of RM53.457 million.
The decrease in expenditure is due to the following:- 6.1 Upgrading works on the complexes of Re- gional offices and the Corporation’s head- quarters will be implemented in 2021; 6.2 The covid-19 pandemic that occurred in early 2020 had affected the implementation of productivity and innovation programs of the Corporation.

Most of the programs organized by the Corporation were implemented virtually and team excellence programs abroad such as ICQCC and APQC were cancelled.
As a result, professional services expenditure amounted to only RM4.392 million compared to RM11.933 mil- lion in 2019.

The significantly reduced profession- al services expenses were business consultants, course participants’ meals, guests’ transporta- tion, guest accommodation, advertising and printing services; 6.3.

Emolument expenditure amounted to RM25.172 million, 90% compared to the allo- cation of RM28.003 million.
The difference of RM2.831 million was due to vacancies that have yet to be filled; 6.4 Maintenance expenditure amounted to RM1.862 million compared to the alloca- tion of RM3.521 million.

Included in this alloca- tion is the upgrading of the Corporation’s of- fice complex amounting to RM0.881 million; which will be undertaken in 2021.

The percent- age of expenditure was 53%.


The significantly decreased maintenance expenses are building maintenance, computers and air conditioning; 6.5 Travel and living expenses decreased by RM0.472 million, equivalent to 53% against the allocation.

The reduction was due to lower travel and hotel expenses, as well as lodging and meal allowances.

The covid-19 pandem- ic had forced the Corporation officers to work from home (WFH) and to participate in virtu- al programs.
Physical programs and overseas programs were also cancelled.

prosedur perolehan, kerja-kerja menaik-taraf ini dibuat pada tahun 2021.

6.

Perbelanjaan sebenar Mengurus pada tahun 2020 berjumlah RM38.340 juta iaitu 72.00% ber- banding peruntukan mengurus yang berjumlah RM53.457 juta.
Penurunan perbelanjaan adalah disebabkan oleh perkara-perkara berikut:- 6.1 Kerja-kerja menaik-taraf kompleks peja- bat-pejabat Wilayah dan ibu pejabat Perbad- anan akan dilaksanakan pada tahun 2021; 6.2 Wabak pandemik covid-19 yang berlaku pada awal tahun 2020 telah memberi kesan kepada pelaksanaan program-program pro- duktiviti dan inovasi di Perbadanan.

Keban- yakan program anjuran Perbadanan dilak- sanakan secara maya dan program team excellence di luar negara seperti ICQCC dan APQC dibatalkan.
Ini menyebabkan perbe- lanjaan perkhidmatan ikhtisas hanya ber- jumlah RM4.392 juta berbanding RM11.933 juta pada tahun 2019.

Perbelanjaan perkhid- matan ikhtisas yang banyak berkurang ada- lah pakar runding perniagaan, makan-minum peserta kursus, pengangkutan orang jempu- tan, penginapan orang jemputan, pengikla- nan dan perkhidmatan percetakan; 6.3.

Perbelanjaan emolumen berjumlah RM25.172 juta, 90% berbanding dengan pe- runtukan yang diterima RM28.003 juta.
Per- bezaan sebanyak RM2.831 juta adalah dise- babkan oleh jawatan-jawatan kosong yang masih belum diisi; 6.4 Perbelanjaan penyelenggaraan berjum- lah RM1.862 juta berbanding dengan perun- tukan yang diterima berjumlah RM3.521 juta.

Termasuk dalam peruntukan ini adalah ker- ja-kerja menaik-taraf kompleks pejabat-pe- jabat Perbadanan yang berjumlah RM0.881 juta yang akan dilaksanakan pada tahun 2021.

Peratus perbelanjaan adalah 53%.


Per- belanjaan penyelenggaraan yang banyak menurun adalah penyelenggaraan bangu- nan, komputer dan hawa dingin; 6.5 Perbelanjaan perjalanan dan sara hidup berkurang sebanyak RM0.472 juta bersamaan 53% berbanding peruntukan.

Pengurangan ini disebabkan oleh penurunan tambang per- jalanan dan bayaran hotel, lojing dan elaun makan.

Pandemik covid-19 menyebabkan pegawai-pegawai Perbadanan bekerja dari rumah (BDR) dan mengikuti program yang dilakukan secara maya.
Program-pogram se- cara fizikal dan program-program diluar neg- ara turut dibatalkan.

114 115 6.6 Perbelanjaan bekalan dan bahan-bahan lain berjumlah RM0.361 juta berbanding pe- runtukan yang berjumlah RM0.700 juta.

Perbe- lanjaan hanya 52% sahaja disebabkan pen- gurangan perbelanjaan bekalan pejabat, bahan kursus/seminar, bekalan bahan pro- mosi serta perabut dan lengkapan pejabat.
Kesimpulannya, wabak pandemik covid-19 telah menyebabkan perbelanjaan mengu- rus dan hasil dalaman berkurang berbanding peruntukan yang telah diluluskan oleh Lem- baga Pengarah Perbadanan.

7.

Lembaga Pengarah Perbadanan telah melu- luskan agihan semula peruntukan mengu- rus pada mesyuarat Lembaga Pengarah Bil.

1/2020 disebabkan beberapa perbelanjaan Objek Sebagai telah melebihi peruntukan yang diberi.
6.6 Expenditure on supplies and other materi- als of RM0.361 million is against the allocation of RM0.700 million.

This expenditure is only 52% of the allocation due to reduced expenses in office supplies, course/seminar materials, pro- motional materials as well as office furniture and equipment.

In conclusion, the covid-19 pandemic had reduced operating expenses and internal revenue compared to the allo- cation approved by the Corporation’s Board of Directors.

7.
7.

The Board of Directors of the Corporation had approved the redistribution of the manage- ment allocation during Board meeting No.

As 1/2020 as several expenditure of Object exceeded the allocation given.

Penyata Perbandingan Bajet Pembangunan dan Amaun Sebenar Bagi tahun kewangan berakhir 31 Disember 2020 Statement of Comparison Development Budget and Actual Budget For the financial year ended 31 December 2020 B. Nota kepada penyata perbandingan bajet pembangunan dan amaun sebenar :- B.
Notes to the statement of comparison development budget and actual amount:- 1.

Bajet Pembangunan yang diluluskan kepada MPC berjumlah RM21.718 juta.

Program pem The Development Budget approved to 1.

MPC amounted to RM21.718 million.

bangunan adalah seperti berikut:- The development programs are as follows:- a. Membentuk Mekanisma Pelaksanaan yang Padu dan Melancarkan Gerakan Produktiviti Selaras Dengan Strategi Malaysia Produktiv- iti Blueprint (T5-MPB).
Penyaluran peruntukan T5-MPB adalah untuk melaksanakan inisiatif sektor di bawah Pelan Tindakan Produktiviti Malaysia (MPB) bagi menyokong pertumbu- han ekonomi yang didorong oleh produktiviti dan peningkatan daya saing negara.

Tujuan utama peruntukan ini adalah untuk memupuk minda dan amalan sistem pengurusan pro- duktiviti dan inovasi yang berkesan di kalan- gan enterpris dan rakyat yang berdaya saing.

b.
b.

Program Transformasi Peraturan Sedia Ada Melalui Pengurangan Birokrasi Di Peringkat Neg- eri (PTPS) adalah bertujuan untuk menambah baik peraturan sedia ada dan mewujudkan peraturan berkualiti melalui inisiatif Guillotine, MyCURE dan Penandaarasan/Persekutuan dan Negeri.

Antara objektif program ini ada- lah untuk menghapuskan karenah birokrasi dan keperluan peraturan sedia ada yang tidak wajar, dan memudahkan urusan perniagaan a.
Forming a Cohesive Implementation Mech- anism and Launching a Productivity Move- ment consistent with the Malaysia Productivity Blueprint Strategy (T5-MPB).

The channelling of the T5-MPB allocation is for the implementation of sector initiatives under the Malaysian Pro- ductivity Action Plan (MPB) to support produc- tivity-driven economic growth and increased national competitiveness.
The main purpose of this provision is to cultivate the mindset and practice of an effective productivity manage- ment system and innovation among competi- tive enterprises and population.

b.

The Transformation of Existing Regulations through Reduced Bureaucracy program at the State Level (PTPS) aims to improve exist- ing regulations and create quality regulations through Guillotine, MyCURE and Benchmark- ing/Federal and State initiatives.
Among the objectives of this program are to eliminate bureaucracy and unnecessary regulatory re- quirements, and simplify business dealings by streamlining business licensing process.

The ex- 116 117 dengan mempermudahkan proses perlesenan perniagaan.

Perbelanjaan merangkumi elaksa- naan inisiatif di peringkat negeri.
(NTM) c. Memudahkan Keperluan Peraturan Bagi Perdagangan Antarabangsa ialah salah satu program di bawah teras MPB yang memansuhkan Langkah- langkah Bu- kan Tarif dengan menghalang pertumbuhan perniagaan dan mempercepatkan keceka- pan prestasi sektor logistik di Malaysia.

Aktivi- ti ini tergolong dalam 6 aktiviti utama yang perlu diambil tindakan segera untuk mencapai peningkatan sasaran produktiviti bagi negara.
Untuk tahun 2020, peruntukan bajet pemba- ngunan NTM diguna untuk semakan profiling bagi MOT, MINDEF dan Sabah; MAFI dan KEP- KAS, Sarawak; MAFI, MANRED dan MUDENR.
d. Peningkatan Kualiti Peraturan Selaras Den- gan Strategi Malaysia Produktiviti Blueprint (PKP) merupakan inisiatif pembentukan tad- bir urus yang efektif menerusi pelaksanaan Amalan Baik Peraturan (GRP) melalui projek pematuhan GRP dikalangan Kementerian dan Agensi, mewujudkan Regulatory Cham- pion dan pembangunan portal Konsultasi Awam Berpusat.

e. Melaksanakan Inisiatif Produktiviti Nexus Peringkat Sektor (SPC) adalah bagi men- jawab kepada Kertas Strategi RMK11 iaitu Meningkatkan Potensi Produktiviti.
Ia me- nekankan Pelan Pembangunan Produktiviti (Malaysia Productivity Blueprint) lima tahun yang memberikan keutamaan kepada pen- gukuhan produktiviti dalam agenda pemba- ngunan negara.

Projek Pembangunan SPC telah diperuntukan sebanyak RM12.420 juta bagi tahun 2020.

Baki tahun 2019 adalah se- banyak RM1.079 juta.

Peruntukan telah digu- nakan sebanyak RM0.532 juta.

Sekatan telah diadakan sekali melibatkan sejumlah RM6.2 juta.
Peruntukan ini digunakan oleh sembilan (9) Nexus Produktiviti untuk melaksanakan ini- siatif-inisiatif yang telah dikenalpasti di dalam Blueprint Produktiviti Malaysia (Malaysia Pro- ductivity Blueprint).

9 Nexus Produktiviti adalah Retail and Food & Beverages (F&B), Electric & Electrical (E&E), Chemical and Chemical Products, Machinery & Equipment (M&E), ICT, Professional Services, Agro-food,Tourism dan Private Healthcare.
Sebanyak 43 inisiatif yang perlu dilaksanakan oleh Nexus Produk- tiviti bagi menangani cabaran utama ber- kaittenaga kerja, pendigitalan dan inovasi, akauntabiliti industri, ekosistem dan pembu- dayaan produktiviti di peringkat sektor.

f. Program pembangunan MPB ini diguna- pakai bagi melaksanakan inisiatif dalam penditure covers the initiative implementation at the state level.
c. Facilitating the Regulatory Requirements for International Trade (NTM) is one of the pro- grams under the MPB thrust that a b o l i s h e s inhibiting business Non-Tariff Measures by growth and accelerating the performance efficiency of the logistics sector in Malaysia.

This activity belongs to the 6 main activities that need to be immediately undertaken to achieve productivity targets of the country.
In 2020, the NTM development budget alloca- tion was used for profiling review on MOT, MIN- DEF and Sabah; MAFI and KEPKAS, Sarawak; MAFI, MANRED and MUDENR.

d. Improving Regulatory Quality consistent with the Malaysia Productivity Blueprint Strat- egy (PKP) is an initiative towards e f f e c t i v e governance through the implementation of Good Regulatory Practices (GRP).
This is done through GRP compliance projects among Ministries and Agencies, creating a Regulato- ry Champion and the development of a Cen- tralized Public Consultation portal.

sanction e. Implementing the Sector Level Productivi- ty Nexus initiative (SPC).

This is as a response to the 11MP Strategy Paper 1 of whichis to In- crease Productivity Potential.
It emphasizes on the five-year Productivity Development Plan (Malaysia Productivity Blueprint) that gives priority to the strengthening of productivity in the national development agenda.

The SPC Development Project received an allocation of RM12.420 million in 2020.

The balance in 2019 was RM1.079 million.

From the allocation, RM0.532 million had been utilized.

There was a one-time involving RM6.2 million.


The allocation was used by the nine (9) Productivity Nexus to implement the identified initiatives in the Malaysia Productivi- ty Blueprint.

The sectors of 9 Productivity Nexus are Retail and Food & Beverages (F&B), Elec- tric & Electrical (E&E), Chemical and Chemi- cal Products, Machinery & Equipment (M&E), ICT, Professional Services, Agro-food, Tourism and Private Healthcare.
A total of 43 initiatives have to be implemented under the Productiv- ity Nexus to address key challenges related to workforce, digitization and innovation, indus- try accountability, ecosystem and productiv- ity cultivation at sector level.

imposed 116 117 MPB bagi memastikan pencapaian sasaran produktiviti di peringkat sektor.
9 sektor telah dikenalpasti iaitu Agro-food, Chemical and Chemical Product, Electric & Electrical (E&E), Machinery & Equipment (M&E),Professional Services, Private Healthcare, ICT, Retail and Food & Beverages (F&B) dan Tourism.

g. MPC telah diberi mandat untuk melak- sanakan projek Behavioural Insights (BI) pada Insights tahun 2020.

Pendekatan Behavioural dalam penggubalan polisi awam telah ban- yak digunapakai di negara-negara maju sejak 2010.
Behavioural Insights merupakan alat poli- si yang inovatif bertujuan untuk meningkatkan keberkesanan intervensi kerajaan.

Behavioural Insights mengambilkira pelbagai displin ilmu seperti sains tingkah laku dan sosial termasuk pembuatan keputusan, psikologi, sains kogni- tif dan neurosains supaya sesuatu polisi yang digubal lebih berkesan dan mencapai kadar pematuhan peraturan yang tinggi.
h. Antara faedah yang boleh dicapai melalui penggunaan kaedah BI di mana ianya boleh dijalankan dengan mudah tanpa melibatkan kos operasi yang tinggi kerana tidak terlalu ber- gantung kepada penguatkuasaan peraturan atau pemberian insentif seperti sekarang.

BI mengambilkira tingkah laku dan bagaima- na respon kumpulan sasar terhadap sesuatu peraturan atau dasar yang dibangunkan.
f. The MPB development program is used to undertake initiatives under MPB to ensure the achievement of productivity targets at the sector level.

The 9 sectors identified are Agro- food, Chemical and Chemical Product, Elec- tric & Electrical (E&E), Machinery & Equipment (M&E), Professional Services, Private Health- care, ICT, Retail and Food & Beverages (F&B) and Tourism.

g. MPC has been mandated to undertake the Behavioral Insights (BI) project in 2020.
The Behavioral Insights approach in p u b - lic policy formulation has been widely adopt- ed by developed countries since 2010.

Be- havioral Insights is an innovative policy tool aimed at enhancing the effectiveness of government interventions.
Be- havioral Insights takes into account various dis- ciplines such as behavioral and social sciences including decision making, psychology, cogni- tive science and neuroscience so that a policy formulated is more effective and achieves a high rate of regulatory compliance.

h. The BI method has several benefits.

It is eas- ily implemented without involving much oper- ating costs due to its minimal reliance on the enforcement of regulations or the provision of incentives.
BI also takes into account the be- havior and how the target group responds to a rule or policy developed.

i.

Program pembangunan 2019 yang masih diteruskan lagi pada tahun 2020 : i.

The 2019 development programs that are still ongoing in 2020: • Inisiatif Memodenkan Peraturan Perniag- aan (MBR) merupakan salah satu strategi pembaharuan kawal selia sektor perkh- idmatan sebagaimana dicadangkan oleh Blueprint Sektor Perkhidmatan.
Ianya bertujuan untuk mengurangkan beban peraturan kepada peniaga dalam sektor yang dikenalpasti.

Initiatif yang dijayakan hasil kolaborasi antara pihak sektor awam dan swasta ini dilihat mampu memperce- patkan proses pembaharuan peraturan yang membebankan peniaga serta mem- bangunkan kaedah yang mampan dan berkesan untuk menangani pembaharu- an kawal selia sektoral di Malaysia.
• Pelaksanaan NPDIR bagi Kerajaan Negeri dan Kerajaan Tempatan (NPDIR) adalah projek untuk menebar luas pelaksanaan Amalan Baik Peraturan GRP daripada peringkat Kerajaan Persekutuan kepada peringkat Kerajaan Negeri dan Kerajan Tempatan.

Projek ini melibatkan cadan- gan pelaksanaanGRP dan pembangunan • • The Modernization of Business Regulations (MBR) Initiative is one of the services sector regulatory reform strategies as proposed by the Services Sector Blueprint.
It aims to reduce the regulatory burden on business- es of the identified sectors.

This successful initiative as a result of collaboration be- tween the public and private sectors is seen to be able to accelerate the process of regulatory reform that burdens business- es as well as develop sustainable and ef- fective methods to address sectoral regu- latory reform in Malaysia.
Implementation of NPDIR for State and Local Governments (NPDIR) is a project tospread the implementation of Good Practices of GRP Regulations at the Feder- al Government level as well as the State Government and Local Government lev- els.

This project involves proposed GRP implementation and capacity building to policy makers and regulators at the State and Local Government levels.

118 119 kapasiti kepada pembuat dasar dan pen- gawal selia di peringkat Kerajaan Negeri dan Kerajaan Tempatan.
• • Skim Peningkatan Produktiviti Entepris se- laras dengan Malaysia Productivity Blueprint (SPPE-MPB) adalah merupakan program yang disasarkan kepada PKS (Perusahaan Kecil dan Sederhana).

Skim ini bertujuan membantu PKS melaksanakan inisiatif pen- ingkatan produktiviti dan kualiti di syarikat masing-masing melalui pendekatan secara bimbingan dan tunjuk ajar oleh perunding yang dilantik.
Bagi tahun 2020, jumlah pe- runtukan yang diterima adalah untuk mem- biayai perbelanjaan melaksanakan pro- gram kepada 175 syarikat.

Ia melibatkan aktiviti seperti intervensi, program promosi, pembelajaran berterusan, dan penilaian kecemerlangan perniagaan (BE - Business Excellence).

B. Nota kepada penyata perbandingan bajet pembangunan dan amaun sebenar :- 1.
Berdasarkan prestasi perbelanjaan suku ketiga tahun 2020, Bajet Pembangunan telah diku- rangkan dari RM37.035 juta kepada RM21.718 juta pada akhir tahun 2020.

Perbelanjaan se- benar berjumlah RM24.837 juta.

Perbelanjaan ini telah menggunakan peruntukan pemban- gunan bagi tahun 2020 serta baki peruntukan bagi tahun 2019.

2.
2.

Justifikasi perbelanjaan pembangunan terhadap peruntukan yang diberikan : i. Jumlah baki peruntukan T5-MPB bagi ta- hun 2019 dan peruntukan bagi tahun 2020 adalah sebanyak RM2.615 juta.

Peruntu- kan yang telah dibelanjakan pada tahun 2020 adalah sebanyak RM2.606 juta.

ii.
ii.

Bagi projek pembangunan SPPE, lebi- han peruntukan pada tahun 2020 adalah disebabkan oleh proses intervensi ke atas beberapa syarikat tertentu tidak dapat disempurnakan atau dilaksanakan pada tahun 2020 dan terpaksa dibawa untuk dilaksanakan pada tahun 2021.

Walau- bagaimanapun, KPI tahun 2020 telah di- capai melebihi sasaran iaitu sebanyak 182 syarikat telah menjalani aktiviti intervensi.

iii.
iii.

Antara aktiviti-aktiviti yang telah dijalankan sepanjang tahun 2020 di bawah perun- tukan Behavioural Insights adalah seperti pembangunan rangka kerja BI, 10 kajian kes BI, projek penandaarasan, Seminar Kebangsaan Behavioural Insights dan lain- lain.

Lebihan peruntukan pada akhir tahun 118 improvement The Enterprise Productivity Enhancement Scheme consistent with the Malaysia Pro- ductivity Blueprint (SPPE-MPB) is a pro- gram targeted at SMEs (Small and Medi- um Enterprises).
The scheme aims to help the implementation of productivity and initiatives among quality the SMEs through guidance and mentor- ing by appointed consultants.

In 2020, the allocation is to fund programs under this initiative to 175 companies.

It involves ac- tivities such as interventions, promotional programs, continuous learning, and as- sessment of business excellence (BE - Busi- ness Excellence).

B.

Notes to the statement of comparison development budget and actual amount:- 1.
Based on the expenditure position for the third quarter of 2020, the Development Budget had been reduced from RM37.035 million to RM21.718 million at the end of 2020.

The actual expenditure was RM24.837 million.

This expen- diture was utilized from the development allo- cation for 2020 as well as the remaining allo- cation for 2019.

2.

The justification for development expenditure against the given allocation: i.
The total remaining allocation of T5-MPB for 2019 and allocation for 2020 was RM2.615 million.

The allocation spent in 2020 amount- ed to RM2.606 million.

ii.

For SPPE development projects, the excess allocation in 2020 was due to interventions on certain companies could not be com- pleted or implemented in 2020 and brought forward for implementation in 2021.

How- ever, the KPI of 2020 had exceeded the target whereby 182 companies had under- gone intervention activities.

iii.
iii.

Among the activities carried out through- out 2020 under the Behavioral Insights provision were the development of the BI framework, 10 BI case studies, bench- marking projects, the National Behavioral Insights Seminar and others.

The surplus allocation at the end of 2020 for the Be- havioral Insights Program of RM290,401.85 was due to 5 BI case studies had to be ex- tended until March 2021.
This is because the data collection process and research interventions could not be completed due to COVID 19, especially for the study case in Semporna, Sabah.

The Extension of Time (EOT) application had received 119 the approval from the Ministry of Interna- tional Trade and Industry (MITI) through a letter dated 23 February 2021.

2020 bagi Program Behavioural Insights iaitu sebanyak RM290,401.85 adalah disebab- kan terdapat 5 kajian kes BI terpaksa dilan- jutkan hingga Mac 2021.
Ini adalah dise- babkan oleh proses pengumpulan data dan intervensi kajian tidak dapat disiapkan disebabkan oleh isu COVID 19, khususnya bagi kajian kes di Semporna, Sabah.

Per- mohonan Extention of Time (EOT) ini telah mendapat kelulusan daripada pihak Ke- menterian Perdagangan Antarabangsa dan Industri (MITI) melalui surat bertarikh 23 Februari 2021.
Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2020 Notes to the Financial Statements For the financial year ended 31 December 2020 1.

MAKLUMAT PERBADANAN 1.

CORPORATION INFORMATION Perbadanan Produktiviti Malaysia (MPC) dahulun- ya dikenali sebagai Pusat Daya Pengeluaran Neg- ara ditubuhkan di bawah Akta (Memperbadank- an) Majlis Daya Pengeluaran Negara Bil.

19 pada tahun 1966 (pindaan 1975 “Akta A305 1975” dan pindaan 1991 “Akta A801 1991”).
Ia dikenali se- bagai Perbadanan Produktiviti Negara mulai 1 Disember 1991.

Perbadanan Produktiviti Negara sekali lagi dengan rasminya telah dikenali sebagai Perbadanan Produktiviti Malaysia bermula 21 Feb- ruari 2008.

Objektif korporat Perbadanan adalah: • Menyediakan maklumat mengenai pro- duktiviti, kualiti, daya saing dan amalan- amalan terbaik melalui aktiviti-aktiviti penyelidikan dan pembangunan pangka- lan data.
• Membangunkan modal insan dan kece- merlangan organisasi bagi membentuk masyarakat berasaskan pengetahuan melalui latihan, pembangunan sistem dan amalan terbaik.

• Menjalankan kajian semula peraturan dan promosi Amalan Baik Peraturan un- tuk mewujudkan persekitaran perniagaan yang lebih kompetitif.

• Memupuk budaya kreatif dan inovatif- demi produktiviti dan daya saing menerusi program kerjasama.
Penyata Kewangan Perbadanan Produktiviti Ma- laysia (MPC) bagi tahun berakhir 31 Disember 2020 yang belum diaudit telah dibentangkan dan di- luluskan pada mesyuarat Lembaga Pengarah Bil.

1/2021 pada 25 Mac 2021.

The Malaysia Productivity Corporation (MPC) for- merly known as the National Productivity Center was established under the National Productivity Council (Incorporation) Act No.

19 in 1966 (amend- ment 1975 “Act A305 1975” and amendment 1991 “Act A801 1991”).
It was known as the National Productivity Corporation from 1 December 1991.

The National Productivity Corporation is officially known as the Malaysia Productivity Corporation effective 21 February 2008.

The corporate objectives of the Corporation are: • Providing value-added information on productivity, quality, competitiveness and best practices through research and data- base development activities.
• Developing human capital and organi- zational excellence to form a knowledge -based society through trainings, system development and best practices.

• Conducting regulatory reviews and pro- motion of Good Regulatory Practices to create a more competitive business envi- ronment.

• Nurturing a creative and innovative c u l - ture for productivity and competitiveness through collaboration programs.
The unaudited Financial Statements of the Ma- laysia Productivity Corporation (MPC) for the year ended 31 December 2020 were presented and approved at the Board meeting No.

1/2021 on 25 March 2021.

120 121 2.

ASAS PENYEDIAAN PENYATA KEWANGAN 2.

BASIS OF PREPARATION OF FINANCIAL STATEMENTS 2.1.

Asas Perakaunan Penyata Kewangan Perbadanan telah disediakan menurut Piawaian Perakaunan Sektor Awam Ma- laysia (MPSAS - Malaysian Public Sector Account- ing Standards).

2.2.
2.2.

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

2.3.

Matawang Persembahan dan Fungsian Penyata kewangan ini dinyatakan pada Ringgit Malaysia (RM), iaitu matawang fungsian untuk Per- badanan.

2.4.
2.4.

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 per- akaunan dan amaun aset, liabiliti, pendapatan dan perbelanjaan.

Keputusan sebenar mungkin berbeza daripada anggaran ini.

2.1.

Basis of Accounting The Financial Statements of the Corporation have been prepared in accordance with the Malaysian Public Sector Accounting Standards (MPSAS).
2.2.

Basis of Measurement These financial statements have been prepared using the historical cost basis unless otherwise stat- ed in Note 3.

2.3.

Presentation and Functional Currency The financial statements are presented in Ringgit Malaysia (RM), the Corporation’s functional cur- rency.

2.4.
2.4.

Estimates and Significant Changes in Accounting The preparation of financial statements that com- ply with MPSAS requires the management’s judg- ments, estimations and assumptions that affect the application of accounting policies and the amount of assets, liabilities, income and expenses.

Actual results may differ from these estimates.

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

Underlying estimates and assumptions are re- viewed on an ongoing basis.

Revisions to account- ing estimates are recognized in the period in which the estimates are revised and in any future periods involved.
Tiada bahagian signifikan dalam ketidakpastian an- ggaran 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.
There is no significant unreliable estimation and critical judgment in applying accounting poli- cies 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.

POLISI PERAKAUNAN PENTING 3.

IMPORTANT ACCOUNTING POLICIES Polisi-polisi perakaunan berikut telah digunakan secara konsisten dalam tempoh tahun kewan- gan yang dibentangkan di dalam penyata ke- wangan melainkan jika dinyatakan sebaliknya.
The following accounting policies have been ap- plied consistently during the financial year pre- sented in the financial statements unless other- wise stated.

Instrumen Kewangan Pengiktirafan dan Taksiran Awal 3.1.

3.1.1.

Aset Kewangan (a) Aset kewangan diiktiraf dalam Penyata Kedudu- kan Kewangan apabila Perbadanan menjadi satu pihak kepada peruntukan kontrak instrumen berkenaan.

Financial instruments Recognition and Preliminary Assessment 3.1.

3.1.1.
3.1.1.

Financial Assets (a) Financial assets are recognized in the Statement of Financial Position when the Corporation be- comes a party to the contractual provisions of the instrument.

Aset-aset kewangan dikelaskan seperti berikut:- • Aset kewangan pada nilai saksama melalui lebihan atau defisit; Pinjaman dan penghutang; • Financial assets are classified as follows:- • Financial assets at fair value through surplus or deficit; Loans and debtors; • 120 121 • Aset pelaburan dipegang sehingga matang.
• Investment assets are held to maturity.

Pengkelasan aset kewangan adalah bergantung kepada tujuan aset kewangan berkenaan di- perolehi.

Pembelian atau jualan aset kewangan yang memerlukan serahan aset dalam jangka masa yang ditetapkan oleh pasaran adalah diik- tiraf di waktu komitmen pembelian dibuat.

The classification of financial assets is dependent on the purpose of the financial asset being ac- quired.
Purchases or sales of financial assets that require submission of the asset within the time- frame set by the market are recognised when the commitment to purchase is made.

Instrumen kewangan diiktiraf pada awalnya, pada harga transaksi (termasuk kos transaksi kecuali un- tuk kiraan awal bagi aset atau liabiliti kewangan yang saksama dicampur, dalam keadaan sesuatu instrumen kewangan tidak dikira pada nilai saksa- ma melalui lebihan atau defisit).
Pengiktirafan se- cara ini tidak termasuk transaksi pembiayaan.

Financial instruments are recognised initially, at transaction prices (including transaction costs except for initial calculations of fairly mixed fi- nancial assets or liabilities, in the event that a fi- nancial instrument is not measured at fair value through surplus or deficit).

This recognition does not include financing transactions.
Sekiranya urusan berkenaan melibatkan transaksi pembiayaan, aset atau liabiliti kewangan dikira pada nilai semasa bayaran hadapan didiskaunk- an 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 Leb- ihan atau Defisit termasuk aset kewangan di- pegang 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 tu- juan jualan atau belian semula di masa terdekat.
Aset kewangan pada nilai saksama melalui lebi- han atau defisit dinyatakan ke Penyata Kedudu- kan Kewangan pada nilai saksama yang mana perubahan diiktiraf ke lebihan atau defisit.

ii.

Pinjaman dan Penghutang Instrumen Pinjaman, Pendahuluan dan Pem- biayaan adalah aset kewangan yang mempu- nyai jadual bayaran yang telah ditetapkan atau ditentukan di mana aset kewangan ini tidak dise- naraikan dalam pasaran aktif.
Penilaian berikut- nya 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 jum- lah tunai tanpa didiskaunkan atau jumlah bala- san yang akan diterima atau dibayar kecuali jika urusan berkenaan sebenarnya adalah transaksi pembiayaan.
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) Subsequent Evaluation Subsequent valuations for financial assets de- pend 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 redemp- tion purposes in the near future.
Financial assets at fair value through surplus or deficit are rec- ognised in the Statement of Financial Position at fair value where changes are recognised as sur- plus or deficit.

ii.

Loans and Debtors Loan, Advances and Financing Instruments are financial assets that have a fixed or determin- able payment schedule where these financial assets are not listed in the active market.
Subse- quent ratings of these financial assets are at am- ortised 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 trans- action.

122 123 iii.
122 123 iii.

Aset Pelaburan Dipegang Sehingga Matang Aset kewangan yang mempunyai ketetapan matang dan bayaran tetap (atau boleh ditentu- kan 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 efek- tif 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 kon- traktual kepada aliran tunai daripada aset kewan- gan itu luput atau aset kewangan dipindahkan ke- pada pihak lain tanpa mengekalkan kawalan atau risiko dan ganjaran atas aset tersebut pada kuan- tum yang signifikan.
Pada penyahiktirafan aset ke- wangan, 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 daripadan- ya dinyahiktiraf apabila, dan hanya apabila, obligasi yang dinyatakan dalam kontrak tamat atau dibatalkan atau luput.
Pada penyahiktira- fan liabiliti kewangan, perbezaan di antara am- aun dibawa liabiliti kewangan yang dihapuskan atau dipindahkan kepada pihak lain dan ganja- ran yang dibayar, termasuk sebarang aset bukan tunai yang dipindahkan atau diambil alih liabilit- inya, diiktiraf ke lebihan atau defisit.

(d) Penjejasan Nilai untuk Aset Kewangan Penilaian dibuat pada setiap tarikh pelaporan un- tuk menentukan sama ada terdapatnya bukti yang objektif bahawa aset-aset kewangan mengalami penjejasan nilai.
Aset kewangan dianggap men- galami penjejasan nilai apabila terdapat bukti ob- jektif tentang penjejasan nilai disebabkan kejadian selepas tarikh taksiran awal yang memberi kesan kepada anggaran aliran tunai hadapan.
(e) Aset Pelaburan Dipegang Sehingga Matang Untuk menentukan sama ada terdapatnya bukti yang objektif bahawa kerugian penjejasan nilai atas aset-aset kewangan telah ditanggung, per- timbangan dibuat ke atas faktor-faktor seperti ke- barangkalian ketidakmampuan bayar atau kes- ukaran 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 pay- ments (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 clas- sified assets will be estimated at amortised cost using the effective interest rate after impairment.
The amortised cost is determined taking into ac- count any premiums or discounts at the date of acquisition including fees and costs that are inte- grated as an effective benefit.

Impairment losses are recognised as 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 derecogni- tion of financial assets, the difference between the carrying amount of a reward received (in- cluding any new assets acquired less any new lia- bilities acquired) is recognised as surplus or deficit.

liabilities or part Financial thereof are derecognised when, and only when, the obliga- tions specified in the contract expire or are can- celled or expired.
On derecognition of a finan- cial liability, the difference between the carrying amount of a financial liability that is eliminated or transferred to another party and the remuner- ation paid, including any non-cash assets trans- ferred or taken over for liability, is recognised as surplus or deficit.

(d) Impairment of Financial Assets Evaluation is made at each reporting date to de- termine 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 es- timated future cash flows.
(e) Investment Assets Held-to-Maturity 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.
122 123 Liabiliti Kewangan Pengiktirafan dan Taksiran Awal 3.1.2 (a) Liabiliti kewangan yang terkandung di dalam skop MPSAS 29 diklasifikasikan mengikut kese- suaian sebagai: - Liabiliti kewangan pada nilai saksama • melalui lebihan atau defisit, atau Pinjaman dan pembiayaan.

• Klasifikasi ini ditentukan semasa pengiktirafan awal.

Liabiliti kewangan termasuk pemiutang dagan- gan dan pemiutang lain, overdraf bank, pinja- man dan pembiayaan, dan kontrak jaminan ke- wangan.
Semua liabiliti kewangan asalnya diiktiraf pada nilai saksama dan untuk pinjaman dan pem- biayaan, dicampur kos transaksi langsung berkai- tan.

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

Liabiliti kewangan diklasifikasikan sebagai di- pegang untuk diniagakan sekiranya diperoleh dengan tujuan untuk dijual dalam tempoh ter- dekat.

Keuntungan atau kerugian dari liabiliti dipegang untuk diniagakan diiktiraf ke lebihan atau defisit.

ii.
ii.

Pinjaman dan Pembiayaan Selepas pengiktirafan awal, pinjaman mengand- ungi 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.
Recognition and Preliminary Assessment 3.1.2 Financial Liabilities (a) Financial liabilities contained within the scope of MPSAS 29 are classified accordingly as: - • • financial liability at fair value through surplus or deficit, or Loans and financing This classification is determined during initial recognition.

Financial liabilities include trade creditors and other creditors, bank overdrafts, loans and fi- nancing, and financial guarantee contracts.
All financial liabilities are originally recognized at fair value and for loans and financing, plus relat- ed direct transaction costs.

(b) Subsequent Evaluation Subsequent valuations for financial liabilities de- pend on their respective classifications.

i.

Financial Liabilities at Fair Value through Surplus or Deficit These liabilities include financial liabilities held for trading and financial liabilities determined at the time of their initial recognition at fair value through surplus or deficit.
Financial liabilities are classified as held for trad- ing if acquired for the purpose of sale in the near future.

Gains or losses from liabilities held for trading are recognised as surplus or deficit Loans and Financing ii.

After initial recognition, loans bearing interest and financing are assessed at amortised cost us- ing the effective interest method.
Gains and loss- es are recognised in surplus or deficit when the liability is derecognised as well as through the effective interest-bearing amortisation process.

The amortisation costs are made in consideration of any discounts or premiums on the acquisition and fees or costs associated with effective inter- est rates.

Kos pelunasan dibuat dengan mengambil kira se- barang diskaun atau premium semasa pengam- bilan dan fi atau kos yang berhubung dengan kadar faedah efektif.
(c) Derecognition Financial liabilities are derecognised when the obligation has been detached, cancelled or ex- pired.

(c) Penyahiktirafan Liabiliti kewangan dinyahiktiraf apabila obligasi telah dipisah keluar, dibatal atau tamat.
124 125 Apabila liabiliti kewangan sedia ada ditukar den- gan yang lain oleh pemiutang yang sama pada terma yang ketara perbezaannya, atau terma liabiliti sedia ada dimodifikasi secara ketara, per- tukaran atau modifikasi berkenaan dikaedahkan sebagai penyahiktirafan liabiliti asal dan pengikti- rafan liabiliti yang baru, dan perbezaan diantara nilai bawa diiktiraf ke lebihan atau defisit.
Where existing financial liabilities are exchanged with others by the same creditors on substantially different terms, or the terms of the existing liabil- ities are substantially modified, the exchange or modification is disclosed as derecognition of the original liability and recognition of new the lia- bility, and the difference between the carrying amount is recognised as excess or deficit.
(d) Hapus silang (Offsetting) Instrumen Kewangan Aset dan liabiliti kewangan dihapus silang dan nilai bersih dilaporkan di Penyata Kedudukan Ke- wangan sekiranya terdapat hak perundangan yang boleh dikuatkuasakan untuk menghapus sil- ang amaun yang diiktiraf dan terdapat hasrat un- tuk 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 penje- jasan nilai terkumpul.

Kos adalah termasuk kos perbelanjaan yang ber- kait secara terus semasa perolehan aset tersebut.
Apabila terdapat bahagian penting sesuatu har- tanah, loji dan peralatan mempunyai anggaran usia penggunaan yang berbeza, bahagian berke- naan akan dikaedahkan sebagai aset berasingan.

Sekiranya aset diperolehi melalui transaksi bukan pertukaran, tanpa sebarang kos atau balasan nominal, dan di mana nilai saksama boleh diten- tukan, 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 hada- pan berkaitan dengan aset itu, berkemungkinan boleh diperolehi dan kos tersebut boleh ditaksir dengan munasabah.
Apabila hartanah, loji dan peralatan dijual, un- tung atau rugi hasil dari penjualan tersebut di- tentukan dengan membandingkan harga jualan dengan nilai dibawa aset berkenaan dan akan dikredit atau didebitkan ke lebihan atau defisit, di mana berkenaan.
(d) Offsetting of Financial Instruments Financial assets and liabilities are offset and their net values are reported in the Statement of Fi- nancial Position if there is a legally enforceable legal right to offset the recognised amounts and there is a desire to settle on a net basis, or to real- ise the assets and liabilities simultaneously 3.2 Cash and Cash Equivalents Cash and cash equivalents are cash in hand, bank balances and liquid short-term investments that can be converted into known cash flows.
3.3.

Property, Plant and Equipment (a) Recognition and Measurement Property, plant and equipment are stated at cost less accumulated depreciation and accu- mulated impairment losses.

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 declared as a separate asset.
If assets are acquired through non-exchange transactions, at no cost or nominal consideration, and where its 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 sep- arate asset, if applicable, only when the future economic benefits associated with the asset are recoverable and the costs can be reasonably assessed.
When property, plant and equipment are sold, profit or loss arising from the sale is determined by comparing the selling price with the carrying val- ue of the asset and will be credited or debited as surplus or deficit, where applicable.

124 125 Kos penukaran komponen sesuatu aset diiktiraf ke dalam nilai bawaan aset berkenaan sekiranya terdapat manfaat ekonomi yang terkandung di dalam aset boleh dinikmati pada masa hadapan dan kos berkenaan boleh diukur dengan wajarn- ya.
Nilai bawaan untuk komponen yang ditukar dinyahiktiraf ke lebihan atau defisit.

The cost of conversion of components 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 as surplus or deficit.

Pembelian harta modal yang berharga RM2,000 dan ke atas bagi setiap unit akan dipermodalkan.
Purchases of capital assets costing RM2,000 and above for each unit will be capitalised.

Jika wujud penurunan nilai, jumlah aset akan dinilai semula dan dikurangkan serta merta kepa- da jumlah yang boleh dituntut.

Keuntungan dan kerugian dari penjualan akan ditentukan secara membandingkan jumlah penerimaan dengan nilai buku aset dan akan diiktiraf di dalam Penya- ta Prestasi Kewangan.

In the event of devaluation, total assets will be revalued and reduced immediately to the re- coverable amount.
Gains and losses from sales will be determined by comparing the total re- ceivables with the book value of the assets and will be recognised in the Statement of Financial Performance.

(b) Susutnilai Komponen penting bagi sesuatu aset dipertim- bangkan dan sekiranya mempunyai usia peng- gunaan berbeza, komponen berkenaan disusut- nilaikan secara berasingan.
(b) Depreciation An important component of an asset is consid- ered based on its useful life and the components are depreciated separately Tanah milikbebas tidak disusutnilaikan.

Semua hartanah, loji dan peralatan dinyatakan pada kos selepas ditolak susutnilai terkumpul, ker- ugian penurunan nilai (sekiranya ada).

Susutnilai dibuat menurut kaedah garis lurus untuk melupus kira kos, berasaskan tempoh anggaran usia kegunaan setiap aset.
Anggaran jangka ha- yat susutnilai tahunan adalah seperti berikut: Freehold land is not depreciated.

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

Depreciation is carried out on a straight-line ba- sis to write off costs based on the estimated use- ful life of each asset.
The estimated useful life of the assets over the years are as follows: Tanah milik pajak Bangunan Perabot, lekapan dan lengkapan serta 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 petanda yang menunjukkan nilai aset terjejas.

Hartanah, loji dan peralatan akan din- yatakan ke nilai pulih semula kurang dari nilai bawaan.
Nilai pulih semula adalah nilai yang leb- ih tinggi di antara nilai bersih boleh direalisasikan dan nilai penggunaannya.

: Tenure of lease Leasehold land Buildings : 50 years Furniture and fixtures : 10 years Machinery, fittings : 5 years and computers Vehicles Renovations : 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 equip- ment will be stated at the recoverable amount less than the carrying amount.

The recoverable amount is the higher value between realisable value of the asset and its value in use.

126 127 Susutnilai diiktiraf dalam Penyata Keuntungan atau Kerugian dan Pendapatan Komprehensif lain berdasarkan garis lurus sepanjang anggaran hayat berguna bagi setiap bahagian item Har- tanah, Loji dan Peralatan.
Depreciation is recognised in the Statement of Profit or Loss and other Comprehensive Income on a straight-line basis over the estimated useful lives of each component of the Property, Plant and Equipment.

Jumlah susutnilai ditentukan selepas menolak nilai sisa.

Kaedah susutnilai, hayat berguna dan nilai baki dinilai semula pada tarikh laporan.
(c) Aset yang diterima secara percuma (bukan pertukaran) Jika sesuatu aset diperoleh melalui urus niaga bu- kan pertukaran, kos hendaklah diukur berdasar- kan nilai saksama pada tarikh perolehan.

Aset- aset ini kemudiannya akan dikreditkan di dalam Penyata Prestasi Kewangan, melainkan jika ter- dapat syarat-syarat mengenai penggunaan aset tersebut, di mana ia perlu diiktiraf di dalam liabiliti semasa.

3.4.
3.4.

Peruntukan Peruntukan diiktiraf apabila Perbadanan mem- punyai obligasi semasa (secara konstruktif dan perundangan), kesan daripada peristiwa lalu dan berkemungkinan bahawa aliran keluar sum- ber yang melibatkan manfaat ekonomi akan diperlukan untuk menyelesaikan obligasi tersebut dan amaun obligasi itu boleh dianggarkan den- gan pasti.

Peruntukan disemak pada setiap tarikh pelapo- ran dan diselaraskan untuk membayangkan an- ggaran semasa terbaik.
Jika tiada lagi kemungk- inan bahawa aliran keluar sumber ekonomi akan diperlukan untuk menyelesaikan obligasi berke- naan, peruntukan tersebut akan dibalikkan.

3.5.

Kumpulan Wang Usahasama Kumpulan Wang Usahasama Perbadanan merujuk kepada peruntukan yang telah diterima oleh Per- badanan dari agensi kerajaan dan juga dari pihak swasta untuk melaksanakan program-program ter- tentu.

Program ini akan diuruskan mengikut pro- gram masing-masing dan akan disatukan di bawah Kumpulan Wang Usahasama Perbadanan.
3.6.

Manfaat Kakitangan (a) Manfaat Kakitangan Perbadanan sebagai sebuah Badan Berkanun Persekutuan tertakluk kepada peraturan-pera- turan perjawatan yang ditetapkan oleh Jabatan Perkhidmatan Awam (JPA).

Manfaat pekerja jangka pendek dan jangka panjang yang diga- riskan oleh JPA adalah gaji pokok, elaun-elaun tetap, elaun-elaun berubah, pelbagai cuti, wang, kemudahan perubatan di semua klinik dan hospital kerajaan dan kemudahan pinjaman kenderaan dan komputer.
Pengumpulan jangka The amount of depreciation is determined af- ter deducting the residual value.

Depreciation methods, useful lives and residual values are re- valued at the reporting date.

(c) Assets accepted for free (non-exchangeable) If an asset is acquired through a non-exchange transaction, the cost should be measured based on the fair value at the acquisition date.
These as- sets will then be credited in the Statement of Fi- nancial Performance, unless there are conditions regarding the use of those assets, where they may need to be recognised as current liabilities.

3.4.
3.4.

Provisions Provisions are recognised when the Corporation has current (both constructive and legal) obliga- tions, the effects of past events and the possibili- ty that outflows of resources affecting economic benefits will be required to settle those obliga- tions and the amount of the obligation can be estimated reliably.

Provisions are reviewed at each reporting date and adjusted to reflect the current best esti- mate.
If it is no longer possible that an outflow of economic resources will be required to settle the obligation, the allocation will be reversed.

3.5.

Joint Trust Fund The Corporation’s Joint Trust Fund refers to the allocation received by the Corporation from government agencies as well as from the private sector to implement certain programs.

These programs will be managed according to their re- spective programs and consolidated under the Corporation Joint Trust Fund.

3.6.
3.6.

Employee Benefits (a) Employee Benefits The Corporation as a Federal Statutory Body is subject to the appointment rules set by the Pub- lic Service Department (JPA).

Short-term and long-term employee benefits outlined by the PSD are basic salaries, fixed allowances, variable allowances, various types of leave, cash, med- ical facilities at all government clinics and hos- pitals and vehicle and computer loan facilities.
The long-term accumulated leave benefits such as paid annual leave will be taken into account when services have been provided by employ- ees which increases their rights over future long- term accumulated leave benefits.

126 127 panjang ganjaran ketidakhadiran seperti cuti ta- hunan berbayar akan diambil kira apabila perkh- idmatan telah diberikan oleh warga kerja yang mana telah meningkatkan hak mereka ke atas ganjaran ketidakhadiran di masa hadapan.
(b) Pelan Caruman Wajib Sebagaimana peruntukan perundangan yang diamalkan oleh agensi-agensi lain, Perbadanan membayar caruman pada kadar 17.5% bagi skim pencen kepada Kumpulan Wang Persaraan (KWAP) atau 13% bagi caruman Kumpulan Wang Simpanan Pekerja (KWSP) secara bulanan kepa- da pekerjanya.

Caruman tersebut diiktiraf sebagai perbelanjaan dalam Penyata Prestasi Kewangan.

(c) Pelan Manfaat Persaraan Pekerja bertaraf tetap di Perbadanan, boleh memilih skim berpencen atau KWSP.
Ganjaran Gantian Cuti Rehat (GCR) pula akan diperolehi ketika persaraan.

Peruntukan manfaat kakitangan selepas persaraan telah dinilai semula pada nilai saksama dengan mengambil kira kriteria berikut: i. menggunakan jadual gaji maksima ii.

tempoh perkhidmatan selama10 tahun dan ke atas iii.

berumur 40 tahun dan ke atas iv.


mengambil kira nilai maksima hari bagi gantian cuti rehat setiap warga Ganjaran ini adalah berdasarkan Pekeliling Perkhid- matan yang dikeluarkan oleh Jabatan Perkhidmatan Awam (JPA) dan digunapakai oleh Perbadanan.

Ganjaran GCR adalah dikira berdasarkan formu- la berikut: 1/30 X Gaji akhir diterima X Jumlah hari cuti rehat yang dibawa untuk GCR (maksima:150 hari) Transaksi Matawang Asing 3.7.
Transaksi matawang asing dinyatakan asaln- ya menggunakan kadar tukaran terpakai pada tarikh transaksi berkenaan.

Pemiutang atau peng- hutang dagangan berdominasikan matawang as- ing pada tarikh berakhir tahun kewangan dilapor- kan dengan menggunakan kadar tukaran harian dan bulanan seperti yang dikeluarkan oleh Bank Negara Malaysia (BNM) dan Jabatan Akauntan Negara Malaysia (JAN).
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.

(b) Compulsory Contribution Plan As per the legal provisions adopted by other agencies, the Corporation contributes 17.5% for the pension scheme to Retirement Fund (KWAP) or 13% to the Employees Provident Fund (EPF) on a monthly basis for its employees.
The contri- bution is recognized as an expense in the State- ment of Financial Performance.

(c) Retirement Benefit Plan Permanent employees of the Corporation, can choose the pension scheme or the EPF.

Cash Award in Lieu of Accumulated Leave (GCR) will be recognised upon retirement.

The provision for post -retirement employee benefits has been re- assessed at fair value by taking into account the following criteria: i. using the maximum pay schedule ii.

service period of 10 years and above iii.


aged 40 and over iv.

taking into account the maximum number of days for cash award in lieu of accumulated leave of each employee.

This reward is based on the Service Circular is- sued by the Public Service Department (JPA) and used by the Corporation.

The GCR reward is calculated based on the fol- lowing formula: 1/30 X Last salary drawn X Total leave accu- mulated for GCR (maximum : 150 days) 3.7.
Foreign Currency Transactions Foreign currency transactions are stated using the exchange rate applicable at the date of the transaction.

Creditors or trade receivables denominated in foreign currency at the end of the financial year are reported using daily and monthly exchange rates as issued by Bank Negara Malaysia (BNM) and the Accountant General’s Department of Malaysia (AGD).
Ex- change differences arising from the settlements with creditors, or from creditors’ re-reporting at different rates than previously reported, are rec- ognised as income or expenses in the period in which the differences arise.

3.8.

Government Grants Government grants are divided into:- (a) Management Grants The annual Management Grant received for the purpose of financing operating expenses is rec- ognised as income in the current annual Finan- cial Performance Statement.
(b) Development Grants 128 129 3.8.

Geran Kerajaan Geran Kerajaan terbahagi kepada:- (a) Geran Mengurus Geran Mengurus tahunan yang diterima untuk tu- juan membiayai perbelanjaan mengurus adalah diambilkira sebagai pendapatan dalam Penyata Prestasi Kewangan tahunan semasa.
(b) Geran Pembangunan Geran Pembangunan adalah geran yang diter- ima untuk tujuan program-program yang dike- nakan syarat-syarat prestasi masa depan tertentu dan diiktiraf sebagai geran tertunda serta dilu- naskan mengikut susut nilai dan kos projek yang telah siap.

3.9.

Kumpulan Wang Pinjaman Kenderaan Kumpulan Wang Pinjaman Kenderaan merupa- kan jumlah wang yang dipindahkan daripada Kumpulan Wang Mengurus bagi tujuan mem- biayai Pinjaman Kenderaan.
Hibah yang dike- nakan di ambilkira sebagai pendapatan mengu- rus.

3.10.

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

Hibah yang dikenakan diam- bilkira sebagai pendapatan mengurus.

3.11.

Penjejasan Nilai untuk Aset Bukan Kewangan Semakan dibuat sama ada terdapat petanda bahawa nilai bawaan aset bukan kewangan mengalami penjejasan nilai.
Sekiranya ada, ang- garan nilai boleh diperolehi aset berkenaan akan dilakukan.

Development Grants are grants received for pur- poses of programmes that are subject to certain future performance requirements and are rec- ognised as deferred grants and are amortised at the cost of completed projects.

3.9.

Vehicle Loan Fund Vehicle Loan Fund is the sum transferred from Management Fund for the purpose of financing Vehicle Loans.

Grants incurred are considered as operating income.

3.10.
3.10.

Computer Loan Fund Computer Loan Fund is the sum transferred from Management Fund for the purpose of financing Computer Loans.

Applicable grants are treated as operating income.

3.11.

Impairment of Non -Financial Assets A review is made of any indication that the carry- ing amount of the non-financial asset is impaired.

If so, an estimate of the recoverable value of the asset will be made.
For purposes of assessing impairment, non-fi- nancial assets are grouped into cash-generat- ing units (UPT’s), the lowest levels for which cash flows can be identified separately.

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 es- timates 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.

Bagi tujuan menyemak penjejasan nilai, aset bu- kan 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 ting- gi di antara nilai saksama selepas kos untuk jualan dan nilai gunaan.
Untuk mentafsir nilai gunaan, un- juran aliran tunai didiskaunkan pada kadar diskaun sebelum cukai yang berpandukan kepada taksiran pasaran semasa untuk aset atau UPT berkenaan.
The subsequent increase in the amount recov- erable 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 cal- culated (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.

3.12.
3.12.

Revenue Recognition Revenue from non -exchange transactions Penjejasan nilai akan diiktiraf apabila nilai bawaan untuk aset atau UPT yang berkenaan melebihi jumlah boleh diperolehi.

i.

Unconditional Government grants without specific stipulations are accounted for when there is confirmed acceptance of the grant.

Pertambahan seterusnya ke atas jumlah yang boleh diperolehi oleh sesuatu aset dikira sebagai ii.
Government Grants with specific implementation requirements are 128 129 accounted for when the 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 iii.

are on an accrual basis.

The proceeds from rental receivables are recognised on an accrual basis.

iv.

Dividend revenue is recognised when the right to receive payment is established.
v. Revenue from sale of an asset is recognised when significant risks and rewards have been transferred to the buyer.

3.13.

Taxation The corporation is exempted from tax under sec- tion 127 (3) (b) of the Income Tax Act 1967, Min- istry of Finance with effect from 2001.
From year of assessment 2002, exemption to the income of the Corporation is given by the Income Tax (Exemption) (No.4) 2003 and is replaced with In- come Tax (Exemption) (No.22) Order 2006 with effect from year of assessment 2006. pembalikkan kerugian atas sebab pengurangan kekal terdahulu dan diambilkira setakat nilai aset yang dibawa tersebut yang sepatutnya dikira (jumlah bersih perlunasan dan susutnilai) jika keru- gian atas sebab pengurangan kekal tidak diam- bilkira.
Nilai yang diterbalikkan ini diambilkira ke lebihan atau defisit bagi tahun semasa.

3.12.

Pengiktirafan Hasil Hasil daripada urusniaga bukan pertukaran 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 pertukaran i. Hasil daripada yuran kursus dan latihan diiktiraf apabila kursus dan latihan telah dijalankan.

ii.

Hasil faedah dari simpanan dan deposit tetap diiktiraf mengikut asas akruan.

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.

3.13.
3.13.

Percukaian Perbadanan dikecualikan dari cukai di bawah seksyen 127(3)(b) Akta Cukai Pendapatan 1967 oleh Kementerian Kewangan berkuatkuasa bagi tahun 2001.

Mulai tahun taksiran 2002, pengecual- ian cukai ke atas pendapatan Perbadanan diberi melalui Perintah Cukai Pendapatan (Pengecual- ian) (No.4) 2003 dan diganti dengan Perintah Cukai Pendapatan (Pengecualian) (No.22) 2006 berkuatkuasa mulai tahun taksiran 2006.

130 131 4.

URUSNIAGA PERTUKARAN BELUM TERIMA 4.
EXCHANGE TRANSACTIONS RECEIVABLE 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 prepaid Ditera sebagai:-/Stated as:- Aset semasa/Current assets Aset bukan semasa/Non-current assets 2020 RM 277,109 1,659,078 2019 RM 2,344,307 956,436 430,298 492,439 79,547 2,970 185,975 2,634,977 2,272,248 362,729 2,634,977 132,943 43,922 331,435 4,301,482 3,856,251 445,231 4,301,482 4(a) Penghutang Perniagaan 4(a) Business Debtors Analisis pengumuran bagi penghutang perniag- aan adalah seperti berikut:- Categorisation of analyses for business debtors is as follows: Belum tertunggak dan tidak dijejasnilai Not 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 2020 RM 2019 RM 146,415 2,166,871 130,694 134,936 89,200 366,309 152,460 2,454,267 i) Penghutang yang belum tertunggak dan tidak dijejasnilai.
i) Business Debtors that are not overdue and not impaired Penghutang yang belum tertunggak dan tidak dijejasnilai merupakan penghutang yang mempu- nyai kepercayaan kredit dan mempunyai rekod pembayaran yang baik dengan Perbadanan.

ii) Penghutang yang telah tertunggak tetapi tidak dijejasnilai.

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

Debtors that are not overdue or not impaired are creditors with creditworthiness and have good payment records with the Corporation.

ii) Business Debtors that are overdue but not impaired Debtors that are overdue but not impaired are debtors with a slower repayment pattern.
Based on past experience, the Corporation is confident of collecting the debt and believes that no pro- vision for impairment is required for the balance since the balance is assessed as fully recoverable.

130 131 Penghutang yang diragui.
iii) Penghutang yang diragui pada tarikh pelaporan dan pergerakan dalam akaun peruntukan keru- gian diragui penghutang adalah seperti berikut: Doubtful Debtors iii) Doubtful debtors as at the date of reporting and the movement in the accounts for the provision of doubtful debts are as follows: Pada 1 Januari/As at 1 January Pemulihan hutang ragu/Doubtful debt recovery Hutang ragu/Doubtful debts Pada 31 Disember/As at 31 December Penghutang yang diragui merupakan peng- hutang yang telah dikenalpasti secara individu untuk diragui kerana berdasarkan kepada pe- nilaian pada tarikh pelaporan Perbadanan men- ganggarkan hutang ini berpotensi untuk tidak dapat dipungut semula.
2020 RM 109,960 (20,760) - 89,200 2019 RM - - 109,960 109,960 A doubtful debtor is one that has been individually identified as doubtful debtor based on the valu- ation at the date of the Corporation’s report that had estimated the debt cannot be recovered.
4(b) Penghutang Pinjaman Kenderaan Penghutang pinjaman kenderaan terdiri daripada: 4(b) Vehicle Loan Debtors Vehicle loan debtors comprise of: 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 2020 RM 329,000 101,298 430,298 4(c) Penghutang Pinjaman Komputer Penghutang pinjaman komputer terdiri daripada :- 4(c) Computer Loan Debtors Computer loan debtors comprise of: 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 2020 RM 33,729 45,818 79,547 2019 RM 372,458 119,981 492,439 2019 RM 72,773 60,170 132,943 132 133 5.
HARTANAH, LOJI DAN PERALATAN 5.
PROPERTY, PLANT AND EQUIPMENT Tanah Land Bangunan Buildings Perabot lengkapan dan kemu- dahan am Furniture Fixtures and General Facilities Mesin dan alat kelengkapan Machinery and Equipment Seperti dinyatakan semula As restated Kender- aan Vehicles Ubahsuai Renovation 2020 2019 RM RM RM RM RM RM RM RM 7,517,214 26,618,239 5,834,765 12,356,541 1,776,493 2,712,598 56,815,850 56,660,404 - - - - - 252,667 209,318 272,287 734,272 302,578 (426,184) (651,107) (103,598) - (1,180,889) (147,132) 7,517,214 26,618,239 5,408,581 11,958,101 1,882,213 2,984,885 56,369,233 56,815,850 KOS COST Pada 1 Januari 2020 As at 1 January 2020 Tambahan Additions Pelupusan Disposal Pada 31 Disember 2020 As at 31 December 2020 SUSUT NILAI TERKUMPUL ACCUMULATED DEPRECIATION Pada 1 Januari 2020 As at 1 January 2020 Susut nilai tahun semasa Current Year Depreciation Pelupusan Disposal Pada 31 Disember 2020 As at 31 December 2020 23,628 14,860,949 5,740,262 11,813,816 1,535,902 2,244,435 36,218,992 35,042,978 2,624 532,310 30,581 180,891 132,729 192,770 1,071,905 1,304,535 - - (425,935) (592,959) (86,332) - (1,105,226) (128,521) 26,252 15,393,259 5,344,908 11,401,748 1,582,299 2,437,205 36,185,671 36,218,992 NILAI BAWA BERSIH NET CARRYING VALUE Pada 31 Disember 2020 As at 31 December 2020 Pada 31 Disember 2019 As at 31 December 2019 Susutnilai dikenakan bagi tahun berakhir 31 Disember 2019 Depreciation for the year ended 31 De- cember 2019 7,490,962 11,224,980 63,673 556,353 299,914 547,680 20,183,562 - 7,493,586 11,757,290 94,503 542,725 240,591 468,163 2,624 532,310 137,632 192,532 168,178 271,259 - - 20,596,858 1,304,535 133 132 a. Dana pengurusan a.
Management Fund Tanah Land Bangunan Buildings Perabot kelengkapan dan kemuda- han am Furniture Fixtures and General Facilities Mesin dan alat keleng- kapan Machinery and Equipment Seperti dinyatakan semula As restated Kenderaan Vehicles Ubahsuai Renovation 2020 2019 RM RM RM RM RM RM RM RM 6,680,000 17,290 3,522,588 6,848,456 1,776,493 2,712,598 21,557,425 21,399,343 - - - - - 252,667 209,318 272,287 734,272 302,578 (311,332) (546,546) (103,598) - (961,476) (144,496) 6,680,000 17,290 3,211,256 6,554,577 1,882,213 2,984,885 21,330,221 21,557,425 PENGURUSAN/ MANAGEMENT Kos/Cost Pada 1 Januari 2020 As at 1 January 2020 Tambahan Additions Pelupusan Disposal Pada 31 Disember 2020 As at 31 December 2020 SUSUT NILAI TERKUMPUL ACCUMULATED DEPRECIATION - 15,398 3,428,256 6,305,858 1,535,902 2,244,435 13,529,849 12,885,845 - - - 291 30,581 180,891 132,729 192,770 537,262 769,892 - (311,147) (488,419) (86,332) - (885,898) (125,888) 15,689 3,147,690 5,998,330 1,582,299 2,437,205 13,181,213 13,529,849 Pada 1 Januari 2020 As at 1 January 2020 Susut nilai tahun semasa Current Year Depreciation Pelupusan Disposal Pada 31 Disember 2020 As at 31 December 2020 NILAI BAWA BERSIH NET CARRYING VALUE 6,680,000 1,601 63,566 556,247 299,914 547,680 8,149,008 - 6,680,000 1,892 94,332 542,598 240,591 468,163 - 291 137,632 192,532 168,178 271,259 - - 8,027,576 769,892 Pada 31 Disember 2020 As at 31 December 2020 Pada 31 Disember 2020 As at 31 December 2020 Susut nilai bagi tahun berakhir 31 Disember 2019 Depreciation for the year ended 31 De- cember 2019 134 135 b. Dana pembangunan b.
Development Fund Tanah Land Bangunan Buildings Perabot kelengkapan dan kemuda- han am Furniture Fixtures and General Facilities Mesin dan alat keleng- kapan Machinery and Equipment Seperti dinyatakan semula As restated Kenderaan Vehicles Ubahsuai Renovation 2020 2019 RM RM RM RM RM RM RM RM PEMBANGUNAN DEVELOPMENT Kos/Cost Pada 1 Januari 2020 As at 1 January 2020 Tambahan Additions Pelupusan Disposal Pada 31 Disember 2020 As at 31 December 2020 837,214 26,600,949 2,312,177 5,508,085 - - - - - - (114,852) (104,561) 837,214 26,600,949 2,197,325 5,403,524 SUSUT NILAI TERKUMPUL ACCUMULATED DEPRECIATION Pada 1 Januari 2020 As at 1 January 2020 Susut nilai tahun semasa Current Year Depreciation Pelupusan Disposal Pada 31 Disember 2020 As at 31 December 2020 NILAI BUKU BERSIH NET BOOK VALUE Pada 31 Disember 2020 As at 31 December 2020 Pada 31 Disember 2019 As at 31 December 2019 Susut nilai dikenakan bagi tahun berakhir 31 Disember 2019 Depreciation for the year ended 31 December 2019 23,628 14,845,551 2,312,006 5,507,958 2,624 532,019 - - - - (114,788) (104,540) 26,252 15,377,570 2,197,218 5,403,418 810,962 11,223,379 107 106 813,586 11,755,398 171 127 2,624 532,019 - - - - - - - - - - - - - - - - - - - - - - - - 35,258,425 35,261,061 - - (219,413) (2,636) 35,039,012 35,258,425 22,689,143 22,157,133 534,643 534,643 (219,328) (2,633) 23,004,458 22,689,143 12,034,554 - - - 12,569,282 534,643 134 135 Tanah tanah pajakan a. Tanah di Pejabat MPC Sarawak merupakan sela- ma 60 tahun dengan kos berjum- lah RM115,606.
tersebut telah dijejas nilai selama 44 tahun ber- mula tahun 2012.

MPC melalui Tetuan Abdul Razak, Sarkawi, Razak Tready, Fadillah Advocates telah membuat permohonan pertukaran nama dan masih dalam proses di Pejabat Tanah Kuching.

b. Tanah di pejabat MPC Wilayah Pantai Timur merupakan tanah pemberian kerajaan Negeri Pahang kepada Per- badanan Produktiviti Malaysia (MPC).
Permohonan nilaian tanah tersebut telah dibuat oleh pihak Perbadanan kepada Jabatan Penilaian dan Perkh- idmatan Harta (JPPH) Negeri Pahang.

Nilai pasaran bagi tanah tersebut ada- lah RM6,680,000 (RM330 semeter perse- gi).

Merujuk kepada surat JPPH : COT 175/06/004/04/PT 14861 bertarikh 16 Ju- lai 2019, nilaian ini adalah berdasarkan kepada perkara-perkara berikut :- i. Pegangan selama-lamanya ii.

Kategori tanah bangunan iii.

Syarat Nyata Perniagaan iv.


Keluasan tanah 20,234.30 meter persegi v. Rupabumi tanah berbukit-bukit dan tinggi rendah vi.

Luar Rezab Melayu vii.

Hak milik bebas dari segala ikatan dan bebanan viii.

Nilaian tanah adalah dengan pemilikan kosong c. Permohonan pajakan untuk lot tanah di MPC Wilayah Selatan, MPC Wilayah Utara dan MPC Ibu Pejabat dibuat serentak atas nasihat Jabatan Ketua Pengarah Tanah dan Galian (JKPTG).
Di peringkat JKPTG melalui Mesyuarat Jawatankuasa Pajakan Biasa Tanah Milik dan Pajakan Tanah Rizab Perse- kutuan Bil.

1/2020 pada 23 Januari 2020 secara dasar menyokong permo- honan pajakan ini dengan bayaran nominal untuk 99 tahun.

MITI dalam suratnya ke Kementerian Tenaga dan Sumber Asli (KeTSA) telah memberi ula- san berkenaan Permohonan Pajakan Keseluruhan Tanah Milik Pesuruhjaya Tanah Persekutuan di atas PTB 12330 HS(D) 181386 Bandar Johor Bahru oleh MPC.
MITI menyokong permohonan pajakan oleh MPC bagi mempertim- a.

The land at MPC’s Sarawak Regional Of- fice is leased land for 60 years at a cost of RM115,606.

The land has been depreci- ated for 44 years beginning in 2012.

MPC through Messrs Abdul Razak, Sarkawi, Razak Tready, Fadillah Advocates have applied for a name change it is still in pro- cess at the Kuching Land Office.

b.
b.

The land at MPC’s East Coast Regional of- fice is land given by the Pahang state gov- ernment to Malaysia Productivity Corpora- tion (MPC).

The valuation of the land was made by Valuation and Property Services Department of Malaysia (JPPH) of Pahang.

The market value of the land is RM6,680,000 (RM330 per square meter).

Referring to JPPH letter: COT 175/06/004/04 / PT 14861 dated 16 July 2019, this value is based on the following: - i.

Land tenure is freehold ii.

Land category is building iii.


Express condition is business iv.

Land area is 20,234.30 square meters v. The land is hilly with uneven terrain vi.

Not Malay Reserve land vii.

Property is free from all liabilities and encumbrances viii.

Basis of land valuation is vacant possession c. Lease applications for land lots in MPC Southern Region, MPC Northern Region and MPC Headquarters were made simul- taneously on the advice of the Depart- ment of the Director General of Lands and Mines (JKPTG).
At the JKPTG level through the Ordinary Lease Committee Meeting of Owned Land and Lease of Federal Reserve Land No.

1/2020 on 23 January 2020 in prin- ciple supported this lease application with a nominal payment for 99 years.

MITI in its letter to the Ministry of Energy and Natural Resources (KeTSA) commented on the Ap- plication for Lease of Entire Land Owned by the Federal Land Commissioner on PTB 12330 HS (D) 181386 Bandar Johor Bahru by MPC.
MITI supports the lease applica- tion by MPC to consider its approval with a nominal fee, as MPC is a Federal Statuto- ry Body under MITI.

This proposal paper will be submitted to the next Cabinet Meeting (MJM).

d. However, the lease status for the land lot in MPC Northern Region is subject to the reso- lution of the issue of overlapping ownership of the land lot between Bertam Properties 136 137 Sdn.

Bhd.

and PTP.
Bhd.

and PTP.

This issue will be resolved by the Penang Land and Mines Office (PTG) through the Penang Legal Adviser’s Office.

JKPTG will submit a proposal paper on the lease to the next MJM after the du- plication issue is resolved by PTG PP.

The PTG PP is also in the process of returning the tax paid by MPC from 1995-2016. e. Regarding the status of the land in the MPC, the JKPTG Headquarters will raise the MPC land lease application to the Cabinet Meeting (MJM) after obtaining the date from the MJM.
bangkan kelulusannya dengan caj kadar bayaran nominal, kerana MPC merupakan Badan Berkanun Perseku- tuan dibawah MITI.

Kertas cadangan ini akan diangkat ke Mesyuarat Jemaah Menteri (MJM) yang akan datang.

d. Walau bagaimanapun, status paja- kan untuk lot tanah di MPC Wilayah Utara tertakluk kepada penyelesaian isu pertindihan hak milik lot tanah terse- but antara Bertam Properties Sdn.

Bhd.

dan PTP.
Bhd.

dan PTP.

Isu ini akan diselesaikan oleh Pejabat Tanah dan Galian (PTG) Pu- lau Pinang melalui Pejabat Penasihat Undang-undang Pulau Pinang.

JKPTG akan mengangkat kertas cadangan pajakan ini ke MJM yang akan datang setelah isu pertindihan di selesaikan oleh PTG PP.
Pihak PTG PP juga dalam usaha mengembalikan semula cukai yang dibayar oleh MPC dari tahun 1995-2016. e. Berkaitan dengan status tanah di MPC Ibu Pejabat pihak JKPTG akan men- gangkat permohonan pajakan tanah MPC ke Mesyuarat Jemaah Menteri (MJM) setelah mendapat ketetapan tarikh dari pihak MJM.

136 137 6.

ASET TIDAK KETARA 6.


INTANGIBLE ASSETS Kos/Cost Pada 1 Januari/As at 1 January Tambahan/Additions Rosotnilai/Impairment Pada 31 Disember/As at 31 December Nilai Bawa Bersih/Net Carrying Value Pada 31 Disember/As at 31 December 2020 RM 276,108 17,000 (70,587) 222,521 2019 RM 340,500 9,600 (73,992) 276,108 222,521 276,108 7.

URUSNIAGA PERTUKARAN BELUM BAYAR 7.


EXCHANGE TRANSACTIONS PAYABLE Pemiutang terakru/Accrued creditors Pelbagai pemiutang/Miscellaneous creditors Deposit diterima/Deposits received 2020 RM 8,416,981 152,820 5,000 2019 RM 5,048,961 1,192,931 12,250 8,574,801 6,254,142 8.

PERUNTUKAN MANFAAT KAKITANGAN 8.
ALLOCATION FOR EMPLOYEE BENEFITS Pada awal tahun/At beginning of the year Peruntukan tahun semasa/Current year allocation Pelarasan terkurang peruntuk/Under-allocated adjustment Pelarasan tahun semasa/Current year adjustment Pembayaran tahun semasa/Current year payment Ditera sebagai:/Indicated as: Liabiliti semasa/Current liabilities Liabiliti bukan semasa/Non-current liabilities 2020 RM 2019 RM 1,089,503 1,345,947 939,062 377,433 71,406 (621,551) (539,358) 939,062 381,224 557,838 939,062 - - (633,877) 1,089,503 402,296 687,207 1,089,503 138 139 9.
KUMPULAN WANG AMANAH USAHASAMA 9.
JOINT VENTURE TRUST FUNDS Pada 31 Disember, seperti dinyatakan sebelum Balance on 31 December, as restated before Pelarasan tahun sebelum Previous year adjustment Baki pada 31 Disember, seperti dinyatakan semula Balance as at 31 December, as restated Baki pada 1 Januari 2020 Balance on 1 January 2020 Tambahan dalam tahun semasa Additions in current year Belanja dalam tahun semasa Expenses in current year Baki pada 31 Disember Balance as at 31 December Program usahasama Joint Venture Programmes Program MTCP-JICA MTCP-JICA Programme Program Pembangunan Vendor MITI MITI Vendor Development Programme Program PEMANDU SRI-CSL PEMANDU SRI-CSL Programme Program SME Corp LEAN SME Corp LEAN Programme Program Industri 4.0 (4WRD) Industry 4.0 (4WRD) Programme Program Anugerah Kecermelangan Industri Industry Excellence Award (AKI) Programme Program PPV-MED 2018 PPV-MED 2018 Programme Program Pengukuran Produktiviti Perkhidmatan Awam (JPA) Productivity Measurement for Public Service (JPA) Programme Program PPV-MED 2019 PPV-MED 2019 Programme Program Pengukuran Prestasi (DBKL) Performance Measurement Programme (DBKL) Program Impak Perlaksanaan Program Keusahawanan Pendidikan Tinggi Programme on the Impact of the Implementation of the Higher Education Entrepreneurs Programme Seperti dinyatakan semula As restated 2020 RM 14,888,683 546,942 15,435,625 2019 RM - - - 15,435,625 4,964,274 1,243,097 16,927,708 (7,276,843) (6,456,357) 9,401,879 15,435,625 Seperti dinyatakan semula As restated 2020 RM 926 - - - 2019 RM 1,196 113,097 53,190 345,658 8,209,900 13,500,000 146,953 - 70,802 - 83,655 33,856 321,524 - 389,516 - 351,491 677,588 138 139 Program Kemudahan Latihan Pembangunan Kapasiti Vendor 2019-2020 (MEDAC 2020-LEAN) Vendor Capacity Building Training Facility Programme 2019-2020 (MEDAC 2020-LEAN) Program Kemudahan Latihan Pembangunan Kapasiti Vendor 2019-2020 (MEDAC 2020-KAIZEN) Vendor Capacity Building Training Facility Programme 2019-2020 (MEDAC 2020-KAIZEN) Program Kemudahan Latihan Pembangunan Kapasiti Vendor 2019-2020 (MEDAC 2020-I4.0) Vendor Capacity Building Training Facility 2019-2020 Programme (MEDAC 2020-I4.0) Program Pembangunan Sistem Kaedah Inovasi TRIZ untuk PKS 2020 TRIZ Innovation Method System Development Programme for SMEs 2020 Program ‘Journey towards Industry 4.0’ untuk Usahawan PKS Journey towards Industry 4.0 programme For SME Entrepreneurs Program Peningkatan Produktiviti Sektor Pertanian Ke Arah Dasar Food Security Negeri Perak Perak’s Agricultural Sector Productivity Improvement Towards Food Security Policy Programme Program Kesediaan Usahawan PKS Negeri Perak Ke Arah Revolusi Industri 4.0 Perak’s SME Entrepreneurs Readiness Towards Industry 4.0 Revolution Baki pada 31 Disember Balance as at 31 December Seperti dinyatakan semula As restated 2019 RM - - - - - - - 2020 RM 360 3,393 144,399 50,000 225,000 55,000 60,000 9,401,879 15,435,625 Program MTCP-JICA Program MTCP-JICA merupakan program ker- jasama di antara Malaysian Technical Cor- poration Programme (MTCP) dan Japan In- ternational 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.

MTCP-JICA Programme The MTCP-JICA program is a cooperation pro- gram between the Malaysian Technical Corpora- tion Program (MTCP) and the Japan International Cooperation Agency (JICA) to assist developing countries under the Third Country Training Program (TCTP).

The program is based on three core areas namely KAIZEN, Total Quality Management (TQM) and Productivity and Innovation.
Program PEMANDU SRI-CSL Program Strategi Reform Initiative - Competition, Standards and Liberalisation (SRI-CSL) adalah program di bawah MITI dan Performance Man- agement and Delivery Unit (PEMANDU) untuk mengurangkan beban peraturan perniagaan.

SRI-CSL PEMANDU Programme The Reform Initiative Strategy - Competition, Stan- dards and Liberalization (SRI -CSL) program is a program under MITI and the Performance Man- agement and Delivery Unit (PEMANDU) to reduce the burden of business regulations.
Program Pembangunan Vendor (PPV) MITI Program Pembangunan Vendor (PPV) merupa- kan program dibawah MITI.

Program ini mem- fokuskan kepada Program Transformasi Lean.

Program ini bertujuan untuk membangunkan pe- MITI Vendor Development Programme (PPV) Vendor Development Program (PPV) is a program under MITI.

This program focuses on the Lean Trans- formation Program.
The program aims to develop small and medium enterprises (SMEs) by increasing 140 141 rusahaan kecil sederhana (PKS) dengan mening- katkan 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 mengu- rangkan/menyingkirkan pembaziran (waste).
Program Industri 4.0 (4WRD) Pelan Tindakan Dasar Industri 4.0 atau Industry- 4WRD telah dilancarkan pada 31 Oktober 2019 berhasrat untuk menjadikan Malaysia sebagai destinasi utama untuk pelaburan industri berte- knologi tinggi.

Bagi menyokong visi ini, kerajaan telah memperuntukkan RM210.000 juta bagi ta- hun 2019 hingga 2021 untuk menggalakkan per- alihan kepada industri 4.0.
Program Anugerah Kecemerlangan Industri (AKI) Program Anugerah Kecemerlangan Industri MITI merupakan program anjuran Bahagian AKI & Seranta, MITI dengan menggunapakai Rang- ka kerja Kecemerlangan Perniagaan (BEF).

MPC telah dilantik selaku sekretariat bersama di mana MPC ditugaskan untuk menguruskan ak- tiviti-aktiviti berkaitan penilaian serta perkongsian amalan terbaik organisasi pengamal BE.
Program Kajian Pengukuran Produktiviti Perkhid- matan Awam 2019-2020 Program ini bertujuan bagi mengorak langkah mentransformasikan Perkhidmatan Awam untuk produktiviti Kajian Separuh Penggal RMK-11 da- lam Tonggak 1 iaitu Mereformasi Tadbir Urus ke arah meningkatkan ketelusan dan kecekapan perkhidmatan awam pihak JPA.
Program Pembangunan Kapasiti Vendor (PPKV- MED 2018/2019) Fasa 2 Program Pembangunan Kapasiti Vendor atau PPKV merupakan satu program pembangunan kapasiti vendor yang dilaksanakan oleh MITI di bawah RMK-11 bagi membantu membangunk- an syarikat vendor Bumiputera.

MPC telah dilan- tik oleh MITI sebagai salah satu agensi teknikal untuk melaksanakan Projek Pengurusan Lean di bawah program ini.

Sebanyak 14 syarikat vendor telah dicalonkan untuk mengikuti program ini.
Pada pertengahan tahun 2018, Program PPKV ini telah dipindahkan kepada Kementerian Pem- bangunan Usahawan (MED) sebagai pengen- dali baru.

productivity and improving the work processes of SMEs.

SME CORP LEAN Programme The Lean Transformation Program is a collaborative program between SME Corporation and MPC that focuses on small and medium enterprises (SMEs) to help improve process efficiency and optimal use of manpower and help reduce/eliminate waste.
Industry 4.0 Programme (4WRD) The National Policy on Industry 4.0 or Industry- 4WRD was launched on October 31, 2019 with the aim of making Malaysia a leading destination for high-technology industry investments.

In support of this vision, the government has allocated RM210 million for 2019 to 2021 to encourage the transition to industry 4.0.
Industry Excellence Awards Programme (AKI) The MITI Industry Excellence Award Programme is a programme organised by the AKI & Outreach Di- vision of MITI using the Business Excellence Frame- work (BEF).

MPC has been appointed as the joint secretariat where MPC has been assigned to over- see the evaluation process and best practices ad- opted by BE practitioner organisations.
Public Service Productivity Measurement Research Programme 2019-2020 This programme aims to transform the Public Ser- vice for productivity under Pillar 1 of the 11MP Mid- Term Review towards greater transparency and enhanced efficiency of JPA’s public service.

Vendor Capacity Building Programme (PPKV-MED 2018/2019) Phase 2 Vendor Capacity Development Programme or PPKV is a programme implemented by MITI un- der the 11MP to help develop Bumiputera vendor companies.
MPC has been appointed by MITI as one of the technical agencies to implement the Lean Management Project under this programme.

A total of 14 vendor companies have been nom- inated for this programme.

In mid-2018, the PPKV Programme was transferred to the Ministry of En- trepreneur Development (MED) as the new imple- menter.
Kuala Lumpur City Hall (DBKL) Performance Mea- surement Programme The Kuala Lumpur City Hall (DBKL) Productivity Measurement Program is a productivity measure- ment program for local authorities.

DBKL’s Produc- tivity Performance Measurement Program aims to ensure that the use of resources that include man- power, technology, costs, etc.

can be optimized in line with the need to improve the quality of service delivery.
Key productivity indicators down to the basic level will be identified through productivity performance measurement research and it will be 141 140 Program Pengukuran Prestasi Dewan Bandaraya Kuala Lumpur (DBKL) Program Pengukuran Produktiviti Dewan Banda- raya Kuala Lumpur (DBKL) merupakan program pengukuran produktiviti pihak berkuasa tempa- tan.
Program Pengukuran Prestasi Produktiviti DBKL bertujuan untuk memastikan penggunaan sumber yang merangkumi tenaga kerja, teknolo- gi, kos dan sebagainya dapat dioptimumkan seiring dengan kehendak untuk meningkatkan kualiti penyampaian perkhidmatan.

Indikator produktiviti utama sehingga peringkat asas akan dikenal pasti melalui kajian pengukuran prestasi produktiviti dan ianya akan dijadikan panduan untuk membuat perancangan bagi memantap- kan kualiti kerja sedia ada.
Program Impak Perlaksanaan Program Keusaha- wanan Pendidikan Tinggi Program ini adalah kajian yang ditawarkan oleh Kementerian Pendidikan Malaysia menggu- nakan dana Education Policy Studies dan ber- tujuan untuk mengkaji keberkesanan inisiatif di bawah Pelan Strategik Keusahawanan IPT dan memperincikan hala tuju pelan strategik yang baharu melalui analisis kritikal terhadap peneri- maan dan prestasi semasa, isu, cabaran dan ju- rang serta impak kepada pewujudan ekosistem kondusif komuniti.
Program Pembangunan Kapasiti Vendor (PPKV) - Kementerian Pembangunan Usahawan dan Ko- perasi (MEDAC) 2019/2020 Program ini merupakan satu program pemban- gunan kapasiti vendor yang dijalankan oleh ME- DAC di bawah RMK-11 untuk membantu mening- katkan pembangunan kapasiti syarikat vendor yang dipilih oleh MEDAC.
Untuk program ini, MPC telah dipilih oleh MEDAC sebagai agensi teknikal untuk melaksanakan 3 sub-program yang telah dipersetujui iaitu Pengurusan Lean (15 syarikat), In- dustry 4.0 (3 syarikat) dan Kaizen (5 syarikat).
Program Kemudahan Latihan Pembangunan Kapasiti Vendor 2019-2020 (MEDAC 2020 - LEAN) Program Kemudahan Latihan Pembangunan Kapasiti Vendor 2019-2020 (MEDAC 2020 - LEAN) merupakan satu sistem pengurusan yang me- nekankan aspek penghapusan pembaziran dan aktiviti yang tidak memberi nilai tambah kepada organisasi.
Pengurusan Lean mer- upakan satu sistem pengurusan yang terbukti dapat membantu meningkatkan kecekapan organisasi daripada pelbagai sudut seperti pengurangan kos operasi, peningkatan kualiti pengeluaran produk / perkhidmatan dan me- maksimumkan kepuasan pelanggan.

Program ini akan dilaksanakan menggunakan pendeka- tan integrasi Perundingan Projek, Pembangu- used as a guide for the plans of strengthening the quality of existing work.
Programme on the Impact of the Implementation of the Higher Education Entrepreneurship Programme This program is a study offered by the Ministry of Education Malaysia using Education Policy Stud- ies fund.
It aims to study the effectiveness of initia- tives under the HEI Strategic Entrepreneurship Plan and detail the direction of the new strategic plan through critical analysis of current acceptance and performance, issues, challenges and gaps and impact on the creation of a conducive com- munity ecosystem.
Vendor Capacity Building Programme (PPKV) - Ministry of Entrepreneur and Cooperative Devel- opment (MEDAC) 2019/2020 This program is a vendor capacity building pro- gram conducted by MEDAC under the 11MP to help enhance the capacity development of ven- dor companies selected by MEDAC.

For this pro- gram, MPC has been selected by MEDAC as the technical agency to implement 3 sub-programs that have been agreed, namely Lean Manage- ment (15 companies), Industry 4.0 (3 companies) and Kaizen (5 companies).
Vendor Capacity Development Training Facility Programme 2019-2020 (MEDAC 2020 - LEAN) The Vendor Capacity Development Training Fa- cility Program 2019-2020 (MEDAC 2020 - LEAN) is a management system that emphasizes on the elimination of waste and activities that do not add value to the organization.
Lean Management is a management system that has been proven to help improve organizational efficiency from various as- pects such as reducing operating costs, improv- ing the quality of product/service production and maximizing customer satisfaction.

The program will be implemented using an integrated approach of Project Consulting, Capacity Building, Evaluation and Recognition.
Vendor Capacity Development Training Facility Programme 2019-2020 (MEDAC 2020 - KAIZEN) The Vendor Capacity Development Training Fa- cility Program 2019-2020 (MEDAC 2020 - KAIZEN) is a program developed to provide exposure and train vendor companies in the implementation of continuous improvement activities that focus on increasing productivity.
The program contains ac- tivities such as Training with the Experts in the coun- tries visited, Simulation and Practical Training for the understanding of the theories studied.

The pro- gram also provides an opportunity for corporate participants to gain hands-on training on the use of specific tools especially those involving produc- 142 143 nan Kapasiti, Penilaian dan Pengiktirafan.

tion and systems.
tion and systems.

Vendor Capacity Development Training Facility Programme 2019-2020 (MEDAC 2020 - I4.0) This program aims to identify the barriers of increas- ing productivity, especially from the use of digita- lization in improving the operational efficiency of companies.

The program is also an advisory service program and offers solutions to improvement based on Industry 4.0 oriented technologies.
TRIZ Innovation Method System Development Pro- gramme for SMEs 2020 This program aims to provide learning on the TRIZ method to disseminate TRIZ applications among SMEs in the Northern Region.

The program also aims to assist SMEs through TRIZ to increase pro- ductivity, quality, innovation and organizational competitiveness.
‘Journey Towards Industry 4.0’ Programme for SME Entrepreneurs This program aims to increase understanding of the Internet of Things (IoT) and the role of IoT in “Smart Manufacturing”.
This program will also provide ex- posure and opportunities to learn the process of “Smart Manufacturing” (Industry 4.0) and digital technology involved in building “Smart Manufac- turing” (Industry 4.0) Perak’s Agricultural Sector Productivity Improve- ment Programme Towards Food Security Policy The program aims to develop a collaborated framework between the public and industry play- ers as well as improve the agrofood supply chain model towards higher productivity in the agrofood sector.
Program Kemudahan Latihan Pembangunan Kapasiti Vendor 2019-2020 (MEDAC 2020 - KAIZEN) Program Kemudahan Latihan Pembangunan Kapasiti Vendor 2019-2020 (MEDAC 2020 - KAI- ZEN) merupakan satu program yang dibangunk- an untuk memberi pendedahan dan melatih syarikat vendor di dalam pelaksanaan aktiviti penambahbaikan berterusan yang memfokus- kan kepada peningkatan produktiviti.
Me- kanisme program yang dijalankan mengandun- gi aktiviti-aktiviti seperti Latihan bersama Pakar di negara yang dilawati, Simulasi dan Latihan Praktikal bagi kefahaman teori-teori yang dipela- jari.

Program ini juga memberi peluang kepada peserta syarikat untuk mendapatkan latihan se- cara amali tentang penggunaan alatan-alatan tertentu terutamanya yang melibatkan pengelu- aran dan sistem.
Program Kemudahan Latihan Pembangunan Kapasiti Vendor 2019-2020 (MEDAC 2020 - I4.0) Program ini bertujuan untuk mengenalpasti pun- ca-punca yang menjadi faktor penghalang dalam meningkatkan produktiviti terutamanya dari penggunaan digitalisasi di dalam pening- katan kecekapan operasi Syarikat.

Program ini juga merupakan satu program khidmat nasihat serta menawarkan penyelesaian kepada pel- uang penambahbaikan berdasarkan kepada teknologi terkini yang berorientasikan Industri 4.0.
Program Pembangunan Sistem Kaedah Inovasi TRIZ Untuk PKS 2020 Program ini bertujuan untuk memberi pembe- lajaran berkenaan kaedah TRIZ kepada syari- kat-syarikat PKS agar dapat menyebarkan ap- likasi TRIZ ke atas PKS di Wilayah Utara.

Program ini juga bertujuan untuk membantu PKS menerusi TRIZ untuk meningkatkan produktiviti, kualiti, ino- vasi dan daya saing organisasi.
Program ‘Journey Towards Industry 4.0’ Untuk Us- ahawan PKS Program ini bertujuan untuk meningkatkan pe- mahaman mengenai Internet Of Things (IoT) dan peranan IoT dalam “Smart Manufacturing”.
Pro- gram ini juga akan memberi pendedahan dan peluang untuk mempelajari proses “Smart Manu- facturing” (Industri 4.0) dan teknologi digital yang terlibat dalam membina “Smart Manufacturing” (Industri 4.0) Program Peningkatkan Produktiviti Sektor Perta- nian Ke Arah Dasar Food Security Negeri Perak Program ini bertujuan untuk membangunkan satu rangka kerja kolaborasi antara pihak awam 142 143 dan pemain industri serta menambahbaik mod- el rantaian bekalan agrofood ke arah yang lebih produktif agar produktiviti sektor agrofood dapat ditingkatkan.
Program Kesedaran Usahawan PKS Negeri Perak Ke Arah Industri 4.0 Program ini bertujuan untuk membangunkan laporan kumpulan data (inventory) merangku- mi usahawan Negeri Perak dan mengenalpasti jenis-jenis bidang usahawan diperingkat negeri dengan lebih terperinci, tersusun dan lengkap agar dapat membina rakan strategik dan mem- bangunkan inisiatif tadbir urus yang lebih berke- san dan membentuk modal insan yang lebih produktif.
Perak’s SME Entrepreneur Awareness Programme Towards Industry 4.0 This program aims to develop a data collection report (inventory) encompassing of Perak entre- preneurs and identify the types of entrepreneurial fields at state level in a more detail, organized and complete manner for strategic partnership and develop more effective governance initiatives and engender more productive human capital.

10.

GERAN TERTUNDA 10.
ACCRUED GRANT Baki pada 1 Januari/Balance as at 1 January Pendapatan/Income Pemberian Kerajaan Persekutuan/Federal Government Grant Jumlah Pendapatan/Total Income Tolak: Perbelanjaan/Less: Expenses Pengiktirafan geran pembangunan (Nota 12) Recognition of Government Development Grant (Note 12) Jumlah Perbelanjaan/Total Expenditure Baki pada 31 Disember/Balance as at 31 December 2020 RM 2019 RM 28,190,933 30,997,294 21,717,500 31,576,187 49,908,433 62,573,481 (27,477,003) (34,382,548) (27,477,003) (34,382,548) 22,431,430 28,190,933 11.
KUMPULAN WANG PENGURUSAN 11.
MANAGEMENT FUND Baki pada 1 Januari, seperti dinyatakan sebelum Balance as at 1 January, as restated before Pelaras tahun sebelum/Previous year adjustment Baki pada 1 Januari, seperti dinyatakan semula Balance as at 1 January, as restated again Pendapatan/Income Pemberian Kerajaan Persekutuan/Federal Government Grant Pelbagai Pendapatan/Various Income Tolak: Perbelanjaan/Less: Expenses Emolumen/Emoluments Perbelanjaan Pengurusan/Management expenditure Perbelanjaan Konvensyen/Convention expenditure Seperti dinyatakan semula As restated 2020 RM 2019 RM 28,196,034 34,483,392 (546,942) 27,649,092 34,483,392 33,213,339 25,000,000 6,307,522 16,262,542 39,520,861 41,262,542 25,172,015 25,683,116 11,854,124 15,397,262 203,250 5,795,147 Pelarasan Peruntukan GCR/GCR allocation adjustment 388,916 377,433 144 145 Susutnilai/Depreciation Lebihan/(Defisit) tahun semasa/Current year surplus/(deficit) 607,849 843,884 38,226,154 48,096,842 1,294,707 (6,834,,300) Baki pada 31 Disember/Balance as at 31 December 28,943,799 27,649,092 12.
GERAN KERAJAAN PERSEKUTUAN 12.

FEDERAL GOVERNMENT GRANT Geran Mengurus/Management grant Pengiktirafan geran pembangunan Recognition of development grant 2020 RM 2019 RM 33,213,339 25,000,000 27,477,033 34,382,548 60,690,342 59,382,548 Geran Pembangunan sebenar yang diterima dari Kerajaan Persekutuan bagi tahun 2020 adalah sebanyak RM21,717,500 (tahun 2019: RM31,576,187).

The actual Development Grant received from the Federal Government for 2020 amounted to RM21,717,500 (2019: RM31,576,187).

13.
13.

EMOLUMEN 13.

EMOLUMENTS Gaji Kakitangan/Staff salaries Elaun tetap/Fixed allowance Tambahan kos kakitangan/Additional staff costs Elaun lebih masa/Overtime allowance Pelbagai faedah kewangan/Various financial benefits Bilangan kakitangan/Number of employees 2020 RM 2019 RM 17,313,788 17,649,602 4,278,474 4,317,611 2,999,957 3,072,790 181,018 396,778 305,705 337,408 25,172,015 25,683,116 321 317 14.

MANFAAT KAKITANGAN 14.


EMPLOYEE BENEFITS Pwmbayarana tahun semasa/Current year payment Pelarasan tahun semasa/Current year adjustment GCR kurang peruntuk/Under provision GCR Pelarasan GCR pegawai masih berkhidmat GCR adjustment for officers currently serving Peruntukan tahun semasa/Current year provision 2020 RM 539,358 2019 RM 678,389 (467,953) (650,044) 71,405 28,345 (621,551) (740,415) 939,062 388,916 1,089,503 377,433 144 145 15.

PERBELANJAAN PEMBANGUNAN 15.
DEVELOPMENT EXPENDITURE Lain-lain faedah kewangan/Other Financial Benefits Perjalanan dan sara hidup/Travelling and subsistence Pengangkutan barang barang/Transportation of goods Perhubungan/Communications Sewaan/Rental Perkhidmatan percetakan/Supplies and Equipment Bekalan dan alatan/Supplies and tools Perkhidmatan iktisas dan perkhidmatan lain yang dibeli dan hospitaliti Professional and other services purchased and hospitality Kerugian pertukaran wang asing/Foreign exchange loss 2020 RM 1,500 254,415 - 161,326 137,070 626,804 392,643 2019 RM 49,070 2778,152 171 17,664 644,681 768,222 418,746 25,367,401 29,171,199 1,201 - 26,942,360 33,847,905 16.
PERUNTUKAN CUKAI 16.

TAX PROVISIONS Cukai atas keuntungan atau kerugian terdiri daripada cukai semasa dan percukaian ter- tunda.

Cukai keuntungan dicaj di dalam pen- yata pendapatan kecuali setakat mana ianya berkaitan dengan perkara-perkara yang dicaj terus kepada ekuiti.
Cukai semasa adalah anggaran cukai yang perlu dibayar untuk pendapatan bercukai, dengan menggunakan kadar cukai yang di- wartakan atau sebahagian besarnya telah diwartakan pada tarikh penyata kedudukan kewangan, dan mana-mana pelarasan ter- hadap cukai yang perlu dibayar sejak tarikh penubuhan.
Percukaian tertunda diiktiraf menggunakan kaedah lembaran imbangan, menyediakan perbezaan sementara antara amaun dibawa dari aset dan liabiliti untuk tujuan laporan dan jumlah yang digunakan untuk tujuan percu- kaian.
Percukaian tertunda tidak diiktiraf untuk perbezaan sementara seperti berikut: • • • pengiktirafan awal muhibah; pengiktirafan awal aset atau liabiliti dalam urus niaga yang bukan merupakan kombinasi perniagaan; dan tidak menjejaskan sama ada perakaunan atau keuntungan boleh cukai (kerugian cukai).
Percukaian tertunda dikira pada kadar cukai yang dijangka akan digunakan pada perbe- zaan sementara apabila ia dibalikkan, ber- dasarkan undang-undang yang telah digubal atau digubal secara substantif dalam penyata kedudukan kewangan.

Taxable profits or losses comprise of current taxes and deferred taxation.

Tax on profit is charged to the income statement except in cases where it re- lates to items charged directly to equity.
Current tax is the estimated tax payable for tax- able income, using the tax rates that are gazetted or to a large extent gazetted on the date of state- ment of financial position, and any adjustments to the tax payable since the date of incorporation.

Deferred taxation is recognised through the bal- ance sheet method, providing a temporary differ- ence between the carrying amount of assets and liabilities for reporting purposes and the amount used for tax purposes.
Deferred taxation is not rec- ognised for the following temporary differences: • • • early recognition of goodwill; initial recognition of assets or liabilities in a transaction that is not a business combination; and does not affect either accounting or taxable profits (tax losses).

Deferred taxation is calculated at the tax rate expected to be applied to the temporary differ- ence when it is reversed, based on the law that has been enacted or substantively enacted in the statement of financial position.
Deferred tax liabilities are recognised for all tax- able temporary differences.

Deferred tax assets are recognised to the extent that it is probable that future taxable profits will be available against which the temporary differences can be applied.

Deferred tax assets are reviewed on each reporting date and reduced to the ex- 146 147 Liabiliti cukai tertunda diiktiraf bagi semua per- bezaan sementara boleh cukai.

tent that it is no longer probable that relevant tax benefits will be realised.
Aset cukai tertunda diiktiraf setakat mana ter- dapat kemungkinan bahawa keuntungan boleh cukai masa hadapan akan tersedia terhadap mana perbezaan sementara boleh digunakan.

Aset cukai tertunda disemak pada setiap tarikh pelaporan dan dikurangkan ke tahap di mana ia tidak lagi berkemungkinan bahawa manfaat cukai berkaitan akan direal- isasi.

Cukai tambahan yang timbul daripada pen- gagihan dividen diiktiraf pada masa yang sama apabila liabiliti untuk membayar dividen berkaitan diiktiraf.
Cukai pendapatan Malaysia/Malaysia income tax Peruntukan tahun semasa/Provision for current year Additional tax arising on the distribution of divi- dends is recognised at the same time as the liabili- ty to pay the related dividends is recognised.
2020 RM 2019 RM - - - - Penyesuaian Cukai Cukai ke atas kerugian sebelum cukai Perbad- anan adalah berbeza dengan amaun teori yang biasa wujud apabila kadar cukai berka- nun di Malaysia digunakan, seperti berikut: Tax Adjustment The tax on the Corporation’s pre -tax loss is differ- ent from the theoretical amount that normally ex- ists when the statutory tax rate in Malaysia is ap- plied, as follows: Seperti dinyatakan semula As restated 2020 RM 2019 RM Lebihan (Kurangan) sebelum cukai/Surplus/(Deficit) before tax 1,294,707 (6,287,358) Cukai dikira pada kadar 24% (2019 : 24%)/Tax calculated at 24% (2019: 24%) Perbelanjaan tidak dibenarkan/Non-deductible expenses Elaun modal tidak diserap/Capital allowance not absorbed Peruntukan Cukai/Tax Provision 310,730 294,363 (1,508,966) 226,017 (605,093) 1,282,949 - - 146 147 18.
PENGURUSAN MODAL 18.

CAPITAL MANAGEMENT Bagi tujuan pengurusan modal Perbadanan, modal merujuk kepada ekuiti, termasuk lebi- han terkumpul dan segala rizab ekuiti.

Ekuiti di- wakili oleh aset bersih.

For the purposes of the Corporation’s capital man- agement, capital refers to equity, including accu- mulated surplus and all equity reserves.

Equity is represented by net assets.

Perbadanan mengurus modal dengan mengi- kuti peruntukan di dalam Akta (Memper- badankan) Majlis Daya Pengeluaran Negara Bil.
19 pada tahun 1966.

Perbadanan sentiasa menyemak semula dan menguruskan modalnya untuk memastikan kecukupan bagi keperluan kendalian dan modal.

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

The Corporation manages its capital by comply- ing with the provisions in the National Productivity Council (Incorporation) Act No.

19 in 1966.
19 in 1966.

The Corporation constantly reviews and manag- es its capital to ensure it has sufficient operation- al and capital requirements.

There have been no changes in the Corporation’s approach to capital management in the current financial year.

19.

KAKITANGAN PENGURUSAN UTAMA 19.

KEY MANAGEMENT PERSONNEL Lembaga Pengarah (BOD) MPC MPC Board of Directors (BOD) of the MPC Ahli Lembaga Pengarah (BOD) MPC adalah terdiri daripada 17 orang ahli tetap dan 5 orang ahli ganti.
Jumlah keseluruhan bayaran elaun tetap bulanan dan elaun kehadiran mesyuarat adalah berjumlah RM454,200 bagi tahun 2020.

The Board of Directors (BOD) of the MPC consists of 17 permanent members and 5 alternate members.

The total payment of monthly fixed allowance and meeting attendance allowance amounted to RM454,200 for the year 2020.
Lembaga Pengurusan (BOM ) MPC Ahli Lembaga Pengurusan (BOM) MPC terdiri daripada Ketua Pengarah MPC, 2 orang Tim- balan Ketua Pengarah dan 2 orang Pengarah yang dilantik oleh Lembaga Pengarah MPC.

Jumlah keseluruhan bayaran emolumen ke- pada ahli BOM adalah sebanyak RM1,111,275 pada tahun 2020.

20.

INSTRUMEN KEWANGAN 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.
(a) (b) (c) (d) Kos Dilunaskan (“AC”) Nilai Saksama Melalui Keuntungan atau Kerugian (“FVPTL”) Nilai Saksama Melalui Pendapatan Komprehensif Lain (“FVOCI”) Lain-lain Liabiliti (“OL”) MPC Board of Management (BOM) MPC’s Board of Management (BOM) consists of the MPC Director General, 2 Deputy Directors Gen- eral and 2 Directors appointed by the MPC Board.

The total amount of emolument payments to BOM members amounted to RM1,111,275 in 2020.

20.
20.

FINANCIAL INSTRUMENTS 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.

(a) (b) (c) (d) Amortized Costs (“AC”) Fair Value Through Profit or Loss (“FVPTL”) Fair Value Through Other Comprehensive Income (“FVOCI”) Other Liabilities (“OL”) 148 149 20.1.

Kategori Instrumen Kewangan 20.1.
Financial Instrument Categories 2020 Aset Kewangan/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 transactions receivable Liabiliti Kewangan/Financial Liability Urusniaga pertukaran belum bayar Unpaid exchange transactions 2019 Aset Kewangan/Financial assets Baki bank dan wang tumai/Bank and cash balance Deposit tetap di institusi kewangan Fixed deposits at financial institutions Urusniaga pertukaran belum diterima Exchange transactions receivable Liabiliti Kewangan/Financial Liability Urusniaga pertukaran belum bayar Unpaid exchange transactions Amaun Bawaan Carrying Amount AC FVPTL RM RM RM - - 6,953,385 6,953,385 42,596,526 42,596,526 2,724,177 - 2,724,177 2,724,177 49,549,911 52,274,088 - - - 8,964,801 8,964,801 9,518,166 9,518,166 46,226,681 46,226,681 4,414,441 - 4,414,441 4,414,441 55,744,847 60,156,288 - 6,254,142 6,254,142 20.2.
Objektif dan dasar pengurusan risiko 20.2. kewangan Financial risk management objectives and policies Perbadanan terdedah kepada risiko kewangan yang timbul daripada aktiviti operasi dan peng- gunaan instrumen kewangan.

Polisi pengurusan risiko Perbadanan adalah memastikan sumber kewangan yang mencukupi bagi aktiviti operasi di samping menguruskan risiko kewangan, ter- masuk risiko kredit, kecairan dan pasaran.
Risiko kredit (a) Risiko kredit merupakan risiko kerugian yang timbul daripada instrumen kewangan ter- tunggak sekiranya pihak balas memungkiri obligasi mereka.

Pendedahan maksimum ke- pada risiko kredit adalah diwakili oleh amaun bawaan setiap kelas aset kewangan.

Penghutang daripada transaksi pertukaran Penghutang daripada transaksi pertukaran ma- joritinya terdiri daripada penghutang konvensy- en dan kursus.
Baki penghutang dipantau secara berterusan supaya Perbadanan tidak terdedah kepada risiko hutang lapuk yang signifikan.

Pendedahan kepada risiko kredit Perbadanan tidak terdedah kepada tumpuan The Corporation is exposed to financial risks arising from its operations and use of financial instruments.

The Corporation’s risk management policy is to ensure sufficient financial resources for operating activities while managing financial risks, including credit, liquidity and market risk.
Credit risk (a) Credit risk is the risk of loss arising from an overdue financial instrument if a counterparty defaults on its obligations.

The maximum exposure to credit risk is represented by the carrying amount of each class of financial assets.

Debtors from exchange transactions The majority of debtors from exchange transac- tions consist of those convention and course debt- ors.

Debt balances are monitored on an ongoing basis so that the Corporation is not exposed to sig- nificant bad debt risk.
Exposure to credit risk The Corporation is not exposed to significant con- centrations of credit risk for debtors from exchange 148 149 risiko kredit yang ketara bagi penghutang dar- ipada transaksi pertukaran.

transactions.

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 bayaran pinjaman belum ter- ima setiap bulan akan dibuat melalui pemo- tongan gaji.

Risiko kecairan (b) Risiko kecairan adalah risiko ketidakupayaan Perbadanan untuk memenuhi obligasi yang ber- kaitan dengan instrumen kewangan.

Pendeda- han Perbadanan kepada risiko kecairan timbul terutamanya daripada ketidaksepadanan ke- matangan aset dan liabiliti kewangan.
Perbadanan Objektif untuk mengekalkan tahap aliran tunai dan setara tunai yang mencukupi untuk menampung keperluan modal kerjanya.

adalah Analisis kematangan Profil kematangan liabiliti kewangan Perbad- anan pada akhir tempoh pelaporan berdasar- kan kepada tanggungan bayaran balik yang tidak didiskaunkan mengikut kontrak adalah ku- rang daripada setahun atau atas permintaan.
Risiko kadar faedah (c) Risiko kadar faedah merupakan risiko nilai saksama atau aliran tunai masa hadapan bagi Perbadanan akan turun 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 ter- ma dan syarat yang paling menguntungkan.
Analisis sensitiviti nilai saksama bagi instrumen berkadar tetap Perbadanan tidak mengakaunkan aset dan lia- biliti kewangan berkadar tetap pada nilai saksa- ma melalui lebihan atau defisit.

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

Loans to employees The corporation provides unsecured loans for ve- hicles and computers to its employees.
Exposure to credit risk The maximum exposure to credit risk is represent- ed by the carrying amount in the Statement of Fi- nancial Position.

Credit risk on employee loans is insignificant as the outstanding loan receivable is recovered through monthly salary deductions.

Liquidity risk (b) Liquidity risk is the risk of the Corporation’s inability to meet obligations associated with financial in- struments.
The Corporation’s exposure to liquidity risks 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 Corporation’s financial li- abilities at the end of the reporting period is based on their contractual non-discounted repayment obligations which is less than one year or upon re- quest.
Interest rate risk (c) Interest rate risk is the risk that the fair value or fu- ture cash flows of the Corporation will fluctuate due to changes in market interest rates.

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

Fixed deposits are placed at compet- itive rates under the most favourable 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, changes in interest rates at the end of the reporting year will not af- fect the surplus or deficit.
Fair value hierarchy All assets and liabilities for which fair value is mea- sured or disclosed in the financial statements are categorised within the fair value hierarchy, de- scribed as follows, based on the lowest level input that is significant to the overall fair value measure- ment: - Hierarki nilai saksama Semua aset dan liabiliti yang mana nilai saksa- ma diukur atau dinyatakan di dalam penyata Level 1: Quoted prices (unadjusted), market prices in active markets for identical assets or liabilities.
150 151 kewangan dikategorikan dalam hierarki nilai saksama, yang dinyatakan seperti berikut, ber- dasarkan input paras terendah yang ketara terhadap pengukuran nilai saksama secara keseluruhan:- Tersiar harga (tidak dilaras) Tahap 1: harga pasaran dalam pasaran aktif bagi aset atau liabiliti yang serupa.

Teknik penilaian yang mana Tahap 2: input paras terendah yang ketara terhadap pengukuran nilai saksama secara langsung atau tidak langsung yang boleh diperhatikan.
Input bagi aset atau liabiliti yang Tahap 3: berdasarkan data pasaran yang boleh diper- hatikan (input tidak boleh diperhatikan).

Aset kewangan dinyatakan pada nilai saksama Amaun dibawa urusniaga pertukaran belum terima dan urusniaga pertukaran belum bayar adalah anggaran munasabah bagi nilai saksa- ma, disebabkan oleh sifat jangka pendeknya atau kesan pendiskaunan yang tidak ketara terhadap instrumen kewangan ini.

Oleh itu, in- strumen kewangan ini tidak dinyatakan pada nilai saksama.

21.
21.

KESAN PENGGUNAAN MPSAS Berdasarkan MPSAS 25 (Employee Benefit), bayaran manfaat kakitangan yang selepas persaraan pekerja diiktiraf sebagai belanja da- lam Penyata Prestasi Kewangan bagi tahun semasa manakala peruntukan manfaat kaki- tangan selepas persaraan ditunjukkan di da- lam Penyata Kedudukan Kewangan di bawah liabiliti.

Peruntukan manfaat kakitangan selepas persaraan telah dinilai semula pada nilai saksa- ma dengan mengambil kira kriteria berikut: i. ii.
menggunakan jadual gaji maksima; tempoh perkhidmatan selama 10 tahun dan ke atas; Level 2: Valuation technique for which is the lowest level input significant to the fair value mea- surement that is directly or indirectly observable.
Level 3: on observable market data (unobservable inputs) Inputs for asset or liability based Financial assets are stated at fair value The carrying amount of the exchange receivable transaction and the unpaid exchange transaction are reasonable estimates of their fair value, due to their short-term nature or the significant discount- ing effects on these financial instruments.

There- fore, these financial instruments are not stated at fair value.

21.
21.

EFFECTS OF USING MPSAS Pursuant to MPSAS 25 (Employee Benefits), em- ployee benefits payments after retirement are rec- ognised as an expense in the Statement of Finan- cial Performance for the current year, while the provision for employee benefits after retirement is shown in the Statement of Financial Position under liability.

The provision for employee benefits after retirement has been revalued at fair value by tak- ing into account the following criteria: i. ii.

iii.

iv.
iii.

iv.

using the maximum salary schedule; service period of 10 years and above; aged 40 years and above; taking into account the maximum number of days for cash award in lieu of accumulated leave of each employee.

22.

PREVIOUS YEAR ADJUSTMENT Based on the previous year’s performance, there was a change in the amount of the Joint Ven- ture Trust Fund and the Management Fund.
These changes refer to comparative figures that have been adjusted in the previous year to be in line with the presentation of the current year’s finan- Kumpulan Wang Amanah Usahasama Joint-Venture Trust Fund Kumpulan Wang Pengurusan Management Fund Seperti dinyatakan sebelum As restated before Pelarasan Adjustment Seperti dinyatakan semula As restated RM RM 14,888,683 546,942 15,435,625 28,196,034 (546,842) 27,649,092 150 151 The above adjustment refers to the adjustment that had been made between the Joint Venture Trust Fund and various income.
It involves the PPV-MED program and the SME-CORP program as below: iii.

iv.

berumur 40 tahun dan ke atas; mengambil kira nilai maksima hari bagi gantian cuti rehat setiap warga.

22.

PELARASAN TAHUN TERDAHULU Merujuk kepada persembahan tahun terdahu- lu, terdapat perubahan dalam jumlah Kumpu- lan Wang Amanah Usahasama dan Kumpulan Wang Pengurusan.
Perubahan ini merujuk kepa- da angka-angka perbandingan yang telah dib- uat pelarasan pada tahun terdahulu agar selari dengan persembahan penyata kewangan ta- hun semasa.

Keterangan seperti di bawah : a. Penyata Kedudukan Kewangan Pelarasan seperti di atas merujuk kepada pelarasan yang telah dibuat antara Kumpulan Wang Amanah Usahasama dengan pelbagai pendapatan.

Ia melibatkan program PPV-MED dan program SME-CORP seperti di bawah : PPV-MED SME-CORP 314,000 232,942 546,942 b. Penyata Aliran Tunai b.
Cash Flow Statement Tunai bersih dijana dari aktiviti operasi Net cash generated from operating activities Tunai bersih dijana dari aktiviti pelaburan Net cash generated from investment activities Pengeluaran bersih tunai dan setara tunai Reduction in net cash and cash equivalents Tunai dah setara tunai pada awal tahun Cash and cash equivalents at beginning of the year TUNAI DAN SETARA TUNAI PADA AKHIR FINAL CASH AND CASH EQUAVALENTS Seperti dinyatakan sebelum As restated before Pelarasan Adjustment Seperti dinya- takan semula As restated RM RM (74,515,234) 69,996,339 (4,518,895) 71,184,758 (69,996,339) 1,188,419 (3,330,476) 59,075,323 55,744,847 - - - (3,330,476) 59,075,323 55,744,847 23.
PENDEDAHAN PERAKAUNAN PENTING 23.

SIGNIFICANT ACCOUNTING DISCLOSURES Penyakit Coronavirus Pandemik 2019 (“COVID-19”) telah mengganggu pergerakan manusia dan barangan di seluruh dunia, dan banyak tingkatan pemerintahan menerapkan sekatan terhadap individu dan perniagaan, termasuk Malaysia, di mana sebahagian besar operasi syarikat berada.
Sehubungan dengan itu, Kerajaan Malaysia telah mengeluarkan Warta Kerajaan Persekutuan pada 18 Mac 2020 yang mengenakan Perintah Kawalan Pergerakan (“MCO”) berkuat kuasa dari 18 Mac 2020 hingga 31 Disember 2020 (Perintah Kawalan Pergerakan Pemulihan (PKPP)).
2019 Coronavirus Disease The Pandemic (“COVID-19”) has disrupted the movement of people and goods around the world, and many levels of government have imposed restrictions on individuals and businesses, including Malaysia, where most of the company’s operations are lo- cated.
In this regard, the Government of Malaysia has issued the Federal Government Gazette on 18 March 2020 which imposes a Movement Control Order (“MCO”) effective from 18 March 2020 to 31 December 2020 (Rehabilitation Movement Con- trol Order (RMCO)).

152 153 Akibat daripada COVID-19, Perbadanan tel- ah mengalami pengurangan pendapatan dan penjimatan perbelanjaan pada tahun 2020.

Ianya telah dinyatakan dalam penyata kewangan bagi tahun kewangan berakhir 31 Disember 2020.
As a result of COVID-19, the Corporation experi- enced reduced revenue and expenditure savings in 2020.

These have been disclosed in the finan- cial statements for the financial year ended 31 De- cember 2020.
152 153 ALAMAT PEJABAT OFFICE ADDRESS 154 155 ALAMAT PEJABAT OFFICE ADDRESS Pejabat/ Wilayah/Office/ Region Alamat / Address Ibu Pejabat Ibu Pejabat Headquarters Headquarters Lorong Produktiviti, Jalan Sultan, Lorong Produktiviti, Jalan Sultan, 46200 Petaling Jaya, Selangor 46200 Petaling Jaya, Selangor No.
Telefon, Faks & E-mel Telephone no., Fax & Email Tel: +603-7955 7266 Tel: +603-7955 7266 Faks/ : +603-7957 8068 Faks/FaxFax: +603-7957 8068 marketing@mpc.gov.my marketing@mpc.gov.my Petaling Jaya Petaling Jaya (Sehingga Julai 2020 / (Sehingga Julai 2020 / Until July 2020) Until July 2020) A-06-01 Tingkat 6, Blok A, PJ8, No.

A-06-01 Tingkat 6, Blok A, PJ8, No.
23, Jalan Barat Seksyen 8, 23, Jalan Barat Seksyen 8, 46050 Petaling Jaya Selangor 46050 Petaling Jaya Selangor Tel: +603-7960 0173/176/178/179 Tel: +603-7960 0173/176/178/179 Faks/ : +603-7960 0211 Faks/FaxFax: +603-7960 0211 marketing@mpc.gov.my marketing@mpc.gov.my Wilayah Utara Wilayah Utara Northern Region Northern Region Wilayah Selatan Wilayah Selatan Southern Region Southern Region Wilayah Sarawak Wilayah Sarawak Sarawak Region Sarawak Region Wilayah Sabah Wilayah Sabah Sabah Region Sabah Region Wilayah Pantai Timur Wilayah Pantai Timur East Coast Region East Coast Region Cawangan Terengganu Cawangan Terengganu Terengganu Branch Terengganu Branch Cawangan Kelantan Cawangan Kelantan Kelantan Branch Kelantan Branch Beg Berkunci 206, Jalan Tun Beg Berkunci 206, Jalan Tun Hamdan Sheikh Tahir, Hamdan Sheikh Tahir, 13200 Kepala Batas, Pulau Pinang 13200 Kepala Batas, Pulau Pinang No.
8, Jalan Padi Mahsuri, No.

8, Jalan Padi Mahsuri, Bandar Baru UDA, Bandar Baru UDA, 81200 Johor Bahru, Johor 81200 Johor Bahru, Johor Lot 894, Lorong Demak Laut 3A, Lot 894, Lorong Demak Laut 3A, Taman Perindustrian Demak Laut, Taman Perindustrian Demak Laut, 93050 Kuching, Sarawak 93050 Kuching, Sarawak Pejabat Aras 2, Menara MAA, Pejabat Aras 2, Menara MAA, No.

6, Lorong Api-Api 1, No.


6, Lorong Api-Api 1, 88000 Kota Kinabalu, Sabah 88000 Kota Kinabalu, Sabah Tingkat 14, Menara Zenith, Tingkat 14, Menara Zenith, Jalan Putra Square 6, Jalan Putra Square 6, 25200 Kuantan, Pahang 25200 Kuantan, Pahang Lot No.

1F 22 Kompleks Usahawan Lot No.
1F 22 Kompleks Usahawan Terengganu, Kubang Jela, Manir Terengganu, Kubang Jela, Manir 21200 Kuala Terengganu, 21200 Kuala Terengganu, Terengganu Terengganu Tingkat 3, Wisma PERKESO, Tingkat 3, Wisma PERKESO, Jalan Kota Darulnaim Jalan Kota Darulnaim 15538 Kota Bharu, Kelantan 15538 Kota Bharu, Kelantan Tel: +604-575 4709 Tel: +604-575 4709 Faks/FaxFax: +604-575 4410 : +604-575 4410 Faks/ nro@mpc.gov.my nro@mpc.gov.my Tel: +607-237 7422/7644 Tel: +607-237 7422/7644 Faks/FaxFax: +607-238 0798 : +607-238 0798 Faks/ sro@mpc.gov.my sro@mpc.gov.my Tel: +6082-439 959/960 Tel: +6082-439 959/960 : +6082-439 969 Faks/FaxFax: +6082-439 969 Faks/ sko@mpc.gov.my sko@mpc.gov.my Tel: +6088-233 245/456 598 Tel: +6088-233 245/456 598 Faks/FaxFax: +6088-242 815 : +6088-242 815 Faks/ sbo@mpc.gov.my sbo@mpc.gov.my Tel: +609-513 1788/1789 Tel: +609-513 1788/1789 Faks/FaxFax: +609-513 8903 : +609-513 8903 Faks/ ecr@mpc.gov.my ecr@mpc.gov.my Tel: +609-615 6089 Tel: +609-615 6089 Faks/FaxFax: +609-615 6081 : +609-615 6081 Faks/ ecrt@mpc.gov.my ecrt@mpc.gov.my Tel: +609-7416 260/262 Tel: +609-7416 260/262 Faks/FaxFax: +609-7416 263 : +609-7416 263 Faks/ ecrk@mpc.gov.my ecrk@mpc.gov.my 154 155 Perbadanan Produktiviti Malaysia Lorong Produktiviti, Jalan Sultan 46200 Petaling Jaya, Selangor Tel: 603-7955 7266 Fax: 603-7957 8086 Website: www.mpc.gov.my