Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1694843107758.pdf (Malaysia)
2007 Laporan Tahunan MPC 2007 MPC Annual Report 2007 2008 & 2009 • Transformasi • Inovasi • Perkongsian • Transformation • Innovation • Partnership 2010 Menerajui Organisasi Mencapai Daya Saing Bertaraf Dunia Sebagai Anjakan Ke Arah Transformasi Global/ Leading Organisations To Attain World-Class Competitiveness As The Springboard For Global Transformation For Global Competitiveness 2011 & 2012 Pemangkin Transformasi / Transformation Catalyst 2013 Transformasi di Tahap yang Terbaik / Transformation at its Best 2014 Membina Transformasi Organisasi / Architecturing Organisational Transformation 2015 Hab Pengerakan Produktiviti Negara / Hub for National Productivity Movement 2016 - 2018 Memacu Produktiviti Negara/ Driving Productivity Of The Nation 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Hakcipta terpelihara All rights reserved Tidak dibenarkan mengeluar ulang mana-mana bahagian penerbitan, illustrasi, rekabentuk, 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 No part of this publication may be reproduced, illustration, design, graphics and stored in retrieval system, or transmitted, in any form or any means, electronics, mechanical, photocopying, recording or othrrwise, without prior written permission of Malasia Productivity Corporation.
LAPORAN TAHUNANANNUAL REPORT 2018Memacu Productiviti NegaraDriving Productivity of the Nation 2 ISI KANDUNGAN / CONTENTS 3 8 18 26 48 60 66 74 80 94 100 112 170 Perutusan Pengerusi Chairman’s Statement Maklumat Korporat Corporate Information Nexus Produktiviti Sektor Sector Productivity Nexus Peraturan Bestari Smart Regulation Prestasi Produktiviti dan Daya Saing Productivity and Competitiveness Kecemerlangan Perniagaan Business Excellence Inovasi Enterprais Enterprise Innovation Kerjasama Antarabangsa International Partnership Pengurusan Sumber dan Organisasi Resource and Organisation Management Persatuan dan Kelab Society and Club Diari Korporat Corporate Diary Laporan Kewangan Financial Report Alamat Pejabat Company Address Laporan Tahunan MPC 2018 Annual Report PERUTUSAN PENGERUSI CHAIRMAN’S STATEMENT 3 telah mencatatkan pertumbuhan Malaysia produktiviti sebanyak 2.2% kepada RM83,000 pada 2018 berbanding RM81,268 pada tahun sebelumnya.
Dalam usaha ke arah menjadi pemain utama di peringkat global, Malaysia hendaklah menerima pakai pendekatan yang holistik dan bersepadu untuk meningkatkan produktiviti.

Rancangan Malaysia Kesebelas (RMKe-11), 2016-2020 telah melihat produktiviti sebagai salah satu pengubah rentak permainan bagi pertumbuhan ekonomi.

Sehubungan dengan itu usaha-usaha berterusan telah dilakukan untuk merangsang produktiviti.
Melalui Blueprint Produktiviti Malaysia (MPB), Kerajaan memberi tumpuan kepada produktiviti sebagai pemacu utama untuk pertumbuhan ekonomi.

Lima teras strategik telah dikenal pasti untuk menangani cabaran transformasi ekonomi bagi memastikan perubahan yang berimpak.

Lima teras tersebut adalah menghasilkan tenaga kerja masa hadapan, memacu pendigitalan dan teknologi, memastikan terhadap produktiviti, membentuk ekosistem yang teguh dan menentukan mekanisme pelaksanaan yang padu.
akauntabiliti industri (11MP), 2016-2020 has Malaysia recorded a productivity growth of 2.2% to RM83,000 in 2018 compared with RM81,268 the previous year.

In its quest to become a global player, Malaysia must adopt a holistic and integrated increase productivity.

The Eleventh approach to Malaysia Plan identified productivity as one of the game changers for economic growth.

In view of this, continuous efforts have been made to boost productivity.
With the implementation of the Malaysian Productivity Blueprint (MPB), the Government has focused on productivity as a key driver of economic growth.

Five strategic thrusts have been identified to address the challenges of economic transformation so as to ensure impactful change.

The five thrusts are, building workforce of the future, driving digitalisation and technology, ensure industry accountability for productivity, build robust ecosystems and ensure a strong implementation mechanism.
CHUA TIAN CHANG PENGERUSI / CHAIRMAN Laporan Tahunan MPC 2018 Annual Report 4 PERUTUSAN PENGERUSI CHAIRMAN STATEMENT Meningkatkan Produktiviti dan Daya Saing Negara Improving Productivity and Competitiveness of the Nation Sembilan Nexus Produktiviti Sektor yang ditubuhkan di bawah MPB yang diterajui oleh pihak industri dan disokong oleh pihak Kerajaan dan akademia melaksanakan 43 inisiatif yang telah dikenal pasti bagi meningkatkan produktiviti dan daya saing di peringkat sektoral.
Melalui inisiatif tersebut, seramai 71 orang telah diiktiraf sebagai Pakar Produktiviti Industri yang terlatih dalam bidang produktiviti mengikut sektor, 86 artikel amalan terbaik telah diterbitkan dan dimuat naik dalam Benchmarking Online Network Database (BOND) dan 13 perusahaan telah diberikan pengiktirafan sebagai Perusahaan Berproduktiviti Tinggi.
identified implemented 43 The Nine Sectors Productivity Nexus which was established under the industry-led MPB and supported by the Government initiatives to and academia, improve productivity and competitiveness at sectoral level.
Through this initiative, 71 individuals have been recognised as Industry Productivity Experts who have been trained in sectoral productivity, 86 best practice articles have been published and uploaded on to the Benchmarking Online Network Database (BOND) and 13 companies have been recognised as High Productivity Firms.

Pembaharuan pentadbiran pengawalseliaan Malaysia adalah perlu untuk menyokong aspirasi negara ke arah menjadi negara berpendapatan tinggi dan progresif.
Hasil dari projek semakan dan penambahbaikan peraturan sepanjang tahun 2018 telah mencatatkan penjimatan kos pematuhan berjumlah RM1.67 bilion.

Pengurangan beban peraturan adalah penting untuk menjadikan Malaysia terus berdaya saing di peringkat antarabangsa.

Regulatory administrative reforms are necessary to support the country’s aspiration towards becoming a high-income and progressive country.
Regulatory reviews and improvement projects during 2018 recorded compliance cost savings of is therefore RM1.67 billion.

Reducing regulatory burden important to ensure Malaysia remains competitive at the international level.
Tiga laporan utama daya saing antarabangsa pada tahun 2018 telah meletakkan Malaysia pada kedudukan ke-15 daripada 190 ekonomi dalam Laporan Doing Business 2019 oleh Bank Dunia, kedudukan ke-25 daripada 140 ekonomi dalam Global Competitiveness Report (GCR) 2018 oleh World Economic Forum (WEF) dan kedudukan ke-22 di antara 63 ekonomi dalam World Competitiveness Yearbook (WCY) 2018 oleh World Competitiveness Center of the Institute for Management Development (IMD).
The top three international competitiveness reports in 2018 had placed Malaysia 15th out of 190 economies in the World Bank Doing Business 2019 Report, 25th out of 140 economies in the Global Competitiveness Report (GCR) 2018 by the World Economic Forum (WEF) and 22nd among 63 economies in the World Competitiveness Yearbook (WCY) 2018 by the World Competitiveness Center of the Institute for Management Development (IMD).
MPC turut menjalankan aktiviti bagi menggalakkan lebih individu mengamalkan aktiviti banyak organisasi dan Kecemerlangan Perniagaan tahun 2018, sebanyak 214 syarikat telah mengguna pakai Rangka Kerja Kecemerlangan Perniagaan Malaysia (MBEF) bagi mengukur kecemerlangan perniagaan organisasi dan 452 orang telah diiktiraf sebagai Productivity Champion.

(BE).

Pada MPC also conducts activities to encourage more organisations and individuals to adopt Business Excellence (BE) practices.
In 2018, a total of 214 companies adopted the Malaysian Business Excellence Framework (MBEF) to measure organisational business excellence while 452 individuals were recognised as Productivity Champions.

Program pembangunan sistem Enterprise Innovation Intervention Programme (EIIP) adalah kerangka kerja yang inisiatif peningkatan dibangunkan oleh MPC sebagai produktiviti dan kualiti di peringkat enterprais.
Pendekatan program ini telah membantu enterprais secara “hands-on” dan membuat intervensi kepada amalan sedia ada untuk menyelesaikan masalah berkaitan produktiviti dan kualiti.

Pada tahun 2018, sebanyak 295 organisasi dengan seramai The Enterprise Innovation Intervention Programme (EIIP) is a framework developed by MPC as an initiative to improve productivity and quality at the enterprise level.
This programme has helped enterprises through a hands-on approach and intervened in existing practices to solve productivity and quality issues.

In 2018, a total of 295 organisations with 10,592 participants had participated in the EIIP systems development programme.

Laporan Tahunan MPC 2018 Annual Report 5 PERUTUSAN PENGERUSI CHAIRMAN STATEMENT 10,592 orang peserta terlibat dalam program pembangunan sistem EIIP.
Melalui pelaksanaan projek inisiatif penambahbaikan produktiviti di peringkat enterprais, MPC telah merekodkan penjimatan kos sebanyak RM1.09 bilion.

Penciptaan nilai ini direkodkan dari pelbagai sumber seperti projek penambahbaikan dalam bidang Innovative and Creative Circle (ICC), Persekitaran Berkualiti, dan Pengurusan Lean.

Through the implementation of the project initiative to improve productivity at enterprise level, MPC recorded cost savings of RM1.09 billion.
This value was derived from various sources such as Innovative and Creative Circle (ICC) improvement projects, Quality Environment, and Lean Management.

Kerjasama Produktiviti Antarabangsa Dalam Peningkatan International Cooperation in Productivity Improvement MPC terus berkolaborasi dengan organisasi antarabangsa seperti Asian Productivity Organisation (APO) dan Japan International Cooperation Agency (JICA) bagi meningkatkan produktiviti serantau dan negara-negara yang terlibat.
MPC dan APO telah menganjurkan 3 program latihan dan seminar di Malaysia pada tahun 2018 dan menerima 2 misi lawatan dari negara anggota.

Kolaborasi bersama JICA pula melibatkan 3 program latihan berjadual dan program permintaan dari luar negara.

MPC continues to collaborate with international organisations such as the Asian Productivity Organisation (APO) and the Japan International Cooperation Agency (JICA) to improve regional productivity of the countries involved.
MPC and APO organised 3 training programmes and seminars in Malaysia in 2018 and received study missions from 2 member countries.

Collaboration with JICA on the other hand included 3 scheduled training programmes and specially requested programmes from other countries.
Selain itu, MPC juga telah bekerjasama dengan Organisation for Economic Co- operation and Development (OECD) dan The Economic Research Institute for ASEAN and East Asia (ERIA) bagi menganjurkan mesyuarat dan bengkel berkaitan Amalan Baik Peraturan (GRP) di peringkat antarabangsa dengan Malaysia sebagai tuan rumah pada tahun 2018.
Mesyuarat dan bengkel tersebut menyediakan platform bagi negara-negara anggota ASEAN berbincang dan berkongsi amalan terbaik dalam melaksanakan pembaharuan peraturan serta menjalin kerjasama serantau, menyokong pertumbuhan rantau ekonomi yang kompetitif dan menambah baik tadbir urus bagi memantapkan komuniti ASEAN melalui amalan-amalan GRP.
In addition, MPC has also cooperated with the Organisation for Economic Co-operation and Development (OECD) and The Economic Research Institute for ASEAN and East Asia (ERIA) to organise meetings and workshops on Good Regulatory Practice (GRP) at international level with Malaysia as the host in 2018.
The meetings and workshops provide a platform for ASEAN member countries to discuss and share best practices in implementing regulatory reforms and forging regional cooperation, supporting the growth of competitive economic regions and improving governance to strengthen the ASEAN community through GRP practices.

Prestasi Kewangan Financial Performance Pendapatan MPC telah menunjukkan peningkatan dari RM49,108,593 pada tahun 2017 kepada RM70,219,872 pada tahun 2018.
Ini disebabkan peningkatan geran yang diterima sebanyak RM20,512,350 dan peningkatan hasil dalaman sebanyak RM598,928.

Perbelanjaan bagi tahun 2018 telah menunjukkan peningkatan sebanyak RM19,629,403 berbanding tahun 2017.

Peningkatan ini adalah sejajar dengan pertambahan geran pembangunan yang diterima dari Kerajaan iaitu berjumlah RM29,000,000 bagi tahun 2018.

Perbelanjaan pembangunan pada tahun MPC’s revenue had increased from RM49,108,593 in 2017 to RM70,219,872 in 2018.
This was due to an increase in grants received amounting to RM20,512,350 and an increase in internal revenue of RM598,928.

Expenditure for 2018 showed an increase of RM19,629,403 compared to 2017.

This increase was in line with the increase in development grants received by the Government amounting to RM29,000,000 for 2018.

Development expenditure in 2018 was RM26,426,617 compared to RM6,714,483 in the year 2017.
However, operating expenses Laporan Tahunan MPC 2018 Annual Report 6 2018 adalah RM26,426,617 berbanding RM6,714,483 pada tahun 2017.

Walau bagaimanapun, perbelanjaan mengurus telah berkurang sebanyak RM1,164,957 berbanding tahun 2017 hasil pelaksanaan penjimatan perbelanjaan.

had decreased by RM1,164,957 compared to 2017 due to the implementation of cost savings initiatives.
Prospek Produktiviti Productivity Prospects Peningkatan produktiviti adalah kaedah yang paling berkesan untuk pastikan hasil kemajuan ekonomi dapat diagihkan dengan saksama.

Rakyat akan dapat berkongsi lebih banyak dan masyarakat akan menjadi lebih saksama jika negara lebih produktif.

Cabaran utama Malaysia untuk meningkatkan produktiviti adalah dalam memacu digitalisasi dan inovasi melalui kerjasama pintar, infrastruktur teknologi yang sesuai, e-dagang dan penggunaan teknologi inovasi merentas sektor.
Kemunculan Revolusi Perindustrian Keempat pada masa ini menyebabkan industri berada di dalam fasa penyesuaian yang mana fasa ini merupakan satu fasa yang sukar untuk negara menyesuaikan diri.

Penggabungan automasi dan digitalisasi telah mencipta revolusi dalam sektor pembuatan dan perkhidmatan di mana proses ini akan meningkatkan kecekapan, mengoptimumkan logistik, harga yang lebih telus dan persaingan yang lebih berdaya saing.
Penyelarasan dan tadbir urus yang cekap adalah penting untuk memastikan kejayaan pelaksanaan strategi dan inisiatif yang telah dirancang.

Minda berteraskan produktiviti juga perlu dibudayakan dalam kalangan rakyat Malaysia dalam melaksanakan aktiviti harian mereka.

Usaha ini memerlukan sokongan padu daripada pelbagai peringkat sama ada Kerajaan, swasta, organisasi tidak berasaskan keuntungan dan juga rakyat.
Increase in productivity is the most effective way to ensure that economic development outcomes are equitably distributed.

The people will be able to share more and there will greater equality within the nation if the country is more productive.

Malaysia’s main challenges to increase productivity are to drive digitalization and innovation through smart cooperation, appropriate technology infrastructure, e-commerce and the use of innovation technology across sectors.
The emergence of the Fourth Industrial Revolution is currently causing the industry to be in a phase of adaptation, which is a difficult phase for countries to adjust to.

The integration of automation and digitalisation has created a revolution in the manufacturing and services sectors where this process will increase efficiency, optimise logistics, provide more transparent pricing and enhance competitiveness.
Proper coordination and governance are essential to ensure successful implementation of the planned strategies and initiatives.

Productivity-based mindsets also need to be cultivated among Malaysians in their daily activities.

This effort requires strong support from various levels, whether Government, private, non-profit organisations or the public.
Penghargaan Appreciation Peningkatan produktiviti perlu disokong dan dilaksanakan secara holistik di peringkat nasional, sektoral dan perusahaan dengan kerjasama dan sokongan dari semua pihak.
Sekalung penghargaan saya tujukan kepada Ahli Lembaga Pengarah MPC, Champion dan Ahli Jawatankuasa Tadbir Urus Nexus Produktiviti, pasukan petugas khas, pihak pengurusan dan warga kerja MPC yang telah memberikan komitmen dan dedikasi dalam memastikan kejayaan pelaksanaan aktiviti- aktiviti peningkatan produktiviti yang dijalankan oleh MPC.
Saya juga ingin merakamkan setinggi-tinggi terima kasih kepada Kementerian Perdagangan Antarabangsa dan Industri (MITI) dan pihak-pihak lain yang telah telah memberikan sokongan padu dalam inisiatif peningkatan produktiviti secara langsung mahupun tidak langsung.

Semoga jasa dan sumbangan berterusan semua pihak dapat meningkatkan produktiviti negara ke tahap yang lebih tinggi.
Increased productivity needs to be supported and implemented holistically at national, sectoral and enterprise levels with the cooperation and support of all concerned.

I wish to convey my appreciation to MPC Board of Directors, Champions and Productivity Nexus Governing Committee Members, special task force, management and staff of MPC who have given their commitment and dedication to ensure the successful implementation of productivity improvement activities carried out by MPC.
I would also like to express my sincere appreciation to the Ministry of International Trade and Industry (MITI) as well as other agencies who have provided strong support directly or indirectly in productivity improvement initiatives.

It is hoped that with the continuous service and contribution from all concerned, the country’s productivity will improve to a higher level.
Laporan Tahunan MPC 2018 Annual Report 7 Laporan Tahunan MPC 2018 Annual Report 8 MAKLUMAT KORPORAT CORPORATE INFORMATION Laporan Tahunan MPC 2018 Annual Report 10 URUSETIA PERBADANAN & HAL EHWAL UNDANG- UNDANG CORPORATE SECRETARY AND LEGAL AFFAIRS (CSL) LEMBAGA PENGARAH BOARD OF DIRECTORS KETUA PENGARAH DIRECTOR-GENERAL PEMBANGUNAN KUALITI & KECEMERLANGAN QUALITY & EXCELLENCE DEVELOPMENT (QED) KHIDMAT PENGURUSAN & KEWANGAN MANAGEMENT SERVICES & FINANCE (MSF) KECEMERLANGAN PERNIAGAAN PENGURUSAN MAKLUMAT BUSINESS EXCELLENCE (BE) PENGIKTIRAFAN RECOGNITION PEJABAT WILAYAH UTARA NORTHERN REGIONAL OFFICE (NRO) PEJABAT WILAYAH SELATAN SOUTHERN REGIONAL OFFICE (SRO) PEJABAT WILAYAH PANTAI TIMUR EAST COAST REGIONAL OFFICE (ECR) PEJABAT WILAYAH SARAWAK SARAWAK REGIONAL OFFICE (SKO) PEJABAT WILAYAH SABAH SABAH REGIONAL OFFICE (SBO) PEJABAT WILAYAH TENGAH CENTRAL REGIONAL OFFICE (CRO) MANAGEMENT OF INFORMATION (MIT) PENGURUSAN PEROLEHAN PROCUREMENT (PCT) KEWANGAN FINANCE (FIN) PUSAT MAKLUMAT & PEMBELAJARAN LEARNING & INFORMATION CENTRE (LIC) PENTADBIRAN ADMINISTRATION (ADM) ASET & TEKNIKAL ASSET & TECHNICAL (AST) PEJABAT KELANTAN KELANTAN OFFICE (ECRK) PEJABAT TERENGGANU TERENGGANU OFFICE (ECRT) Laporan Tahunan MPC 2018 Annual Report STRUKTUR ORGANISASI / ORGANISATIONAL STRUCTURE 11 AUDIT DALAM INTERNAL AUDIT (IA) PENGURUSAN & PEMBANGUNAN SUMBER MANUSIA HUMAN RESOURCE MANAGEMENT & DEVELOPMENT (HRMD) PERANCANGAN & PEMBANGUNAN KORPORAT PEMBANGUNAN PRODUKTIVITI & DAYA SAING CORPORATE & PLANNING DIVISION (CPD) PRODUCTIVITY & COMPETITIVENESS DEVELOPMENT (PCD) PERHUBUNGAN ANTARABANGSA PERATURAN BESTARI INTERNATIONAL RELATION (ITR) SMART REGULATION (SR) PENGETAHUAN PRODUKTIVITI & DAYA SAING PRODUCTIVITY & COMPETITIVENESS KNOWLEDGE (PCK) KHIDMAT PELANGGAN & MEDIA MEDIA & CUSTOMER SERVICE (MCS) PEMASARAN MARKETING (MKTG) CHEMICAL & CHEMICAL PRODUCTS INOVASI & TRANSFORMASI PERNIAGAAN PERUNCITAN DAN MAKANAN & MINUMAN BUSINESS TRANSFORMATION & INNOVATION (BTI) PEMUDAH PEMUDAH (PMDH) PEJABAT PEGURUSAN PENYAMPAIAN DELIVERY MANAGEMENT
 OFFICE (DMO) SEKRETARIAT DMO DMO SECRETARIAT TRANSFORMASI SEKTORAL SECTORIAL TRANSFORMATION ELEKTRIKAL & ELKTRONIK ELECTRICAL & ELECTRONICS KIMIA & PRODUK KIMIA CHEMICALS & CHEMICAL PRODUCTS CHEMICAL & CHEMICAL PRODUCTS PERUNCITAN DAN MAKANAN & MINUMAN PERUNCITAN DAN MAKANAN & RETAIL AND FOOD & BEVERAGES MINUMAN MESIN & PERALATAN MACHINERY & EQUIPMENT PELANCONGAN TOURISM AGROMAKANAN AGRO-FOOD PERKHIDMATAN PROFESIONAL PROFESSIONAL SERVICES ICT ICT PENJAGAAN KESIHATAN SWASTA PRIVATE HEALTHCARE Laporan Tahunan MPC 2018 Annual Report VISI Organisasi utama dalam meningkatkan produktiviti untuk inovasi dan daya saing global VISION The leading organisation in productivity enhancement for global competitiveness and innovation OBJEKTIF OBJECTIVES 1 Menyediakan maklumat mengenai produktiviti, kualiti, daya saing dan amalan-amalan terbaik melalui aktiviti-aktiviti penyelidikan dan pembangunan pangkalan data; Providing value-added information on productivity, quality, competitiveness and best practices through research activities and databases; 2 Membangunkan modal insan dan kecemerlangan organisasi bagi membentuk masyarakat berasaskan pengetahuan melalui latihan, pembangunan sistem dan amalan terbaik; Developing human capital and organisational excellence for building a knowledge-based society through training, systems development and best practices; 3 Menjalankan kajian semula peraturan dan promosi Amalan Baik Peraturan untuk mewujudkan persekitaran perniagaan yang lebih kompetitif; dan Conducting review on regulation and promoting Good Regulatory Practice to create a more competitive business environment; and MISI Memberi perkhidmatan berkesan untuk mencapai prestasi cemerlang melalui inovasi ke arah meningkatkan taraf hidup MISSION To deliver high impact services towards achieving performance excellence through innovation for the betterment of life 4 Memupuk budaya kreatif dan inovatif demi produktiviti dan daya saing menerusi program jalinan kerjasama.
Nurturing innovative and creative culture for productivity and competitiveness through partnership programmes AHLI LEMBAGA PENGARAH BOARD OF DIRECTORS 13 YBrs.

Tuan Chua Tian Chang Pengerusi Perbadanan Produktiviti Malaysia Chairman Malaysia Productivity Corporation YBhg.

Datuk Talagavathi a/p R. Karapayah Timbalan Ketua Setiausaha (Industri) Kementerian Perdagangan Antarabangsa dan Industri Deputy Secretary-General (Industry) Ministry of International Trade and Industry YBhg.

Dato’ Sri Adenan Ab.


Rahman Ketua Setiausaha Kementerian Sumber Manusia Secretary-General Ministry of Human Resources YBhg.

Dato’ Mohd Sallehhuddin Hassan Ketua Setiausaha Kementerian Pertanian dan Industri Asas Tani Secretary-General Ministry of Agriculture and Agro- based Industry YBhg.

Prof.

Emeritus Tan Sri Dato’ Dzulkifli Abdul Razak Rektor Universiti Islam Antarabangsa Malaysia (UIAM) Rector International Islamic University of Malaysia (IIUM) YBhg.
Tan Sri Datuk Mustafa Mansur Pengerusi dan Pengarah Urusan Itco Niaga Sdn Bhd Chairman and Managing Director Itco Niaga Sdn Bhd YBhg.

Tan Sri Dato’ Azman Shah Dato’ Seri Harun Pengerusi Persekutuan Majikan-Majikan Malaysia Chairman Malaysian Employers Federation (MEF) YBhg.

Datuk Abang Haji Abdul Karim Tun Abang Haji Openg Presiden / President C/O Brooke Dockyard & Engineering Works Corporation Laporan Tahunan MPC 2018 Annual Report 14 AHLI LEMBAGA PENGARAH BOARD OF DIRECTORS YBhg.

Datuk Ag.
Datuk Ag.

Buhtamam Ag.

Mahmun Pengerusi Eksekutif Sedafiat Sdn.

Bhd.

Executive Chairman Sedafiat Sdn.

Bhd.

YBhg.

Dato’ Muhamad Noor Yacob Profesor Adjung Universiti Kebangsaan Malaysia Adjunct Professor Universiti Kebangsaan Malaysia YBhg.

Dato’ Dr. Haminnuddin Haji Abd.

Hamid Pengasas/Ketua Eksekutif Ideal Healthcare Sdn Bhd Founder/Chief Executive Ideal Healthcare Sdn Bhd YBhg.
Dato’ Mohd Razali Hussain Ketua Pengarah Perbadanan Produktiviti Malaysia Director-General Malaysia Productivity Corporation Puan Zakiah Jaafar Timbalan Ketua Setiausaha (Makro) Kementerian Hal Ehwal Ekonomi Deputy Secretary-General (Industry) Ministry of Economic Affairs Puan Roszanina Wahab Timbalan Pengarah Kanan Sektor Pemantauan, Unit Strategi Nasional Kementerian Kewangan Deputy Senior Director Monitoring, Sector, National Strategy Unit Ministry of Finance Encik A. Balasubramaniam Timbalan Setiausaha Agung Kongres Kesatuan Sekerja Malaysia Deputy Secretary-General Malaysian Trades Union Congress YBhg.
Datin Roseleena Hashim Setiausaha Perbadanan Corporate Secretary Laporan Tahunan MPC 2018 Annual Report AHLI LEMBAGA PENGURUSAN BOARD OF MANAGEMENT 15 YBhg.

Dato’ Mohd Razali Hussain Ketua Pengarah Director-General YBhg.

Dato’ Abdul Latif Haji Abu Seman Timbalan Ketua Pengarah Deputy Director-General Tuan Haji Ab.
Rahim Yusoff Timbalan Ketua Pengarah Deputy Director-General Puan Hajjah Rauzah Zainal Abidin Pengarah (Sehingga April 2018) Director (Until April 2018) Tuan Haji Burhanuddin Saidin Pengarah Director Encik Kamaruddin Mohamad Pengarah Director Senarai Ketua Pengarah MPC List of MPC Director-Generals 1.

1963-1965: Encik S. S. Abishegam 2.

1965-1980: YBhg.

Dato’ Haji Abu Kassim Haji Mohamed 3.

1981-1994: Tuan Ir.

Haji Arshad Haji Marsidi 4.

1995-2000: YBhg.

Tan Sri Ismail Adam 5.

2000-2003: Tuan Ir.


Haji Mah Lok Abdullah 6.

2003-2009: YBhg.

Dato’ Nik Zainiah Nik Abdul Rahman 7.

2009-Kini/Present: YBhg.

Dato’ Mohd Razali Hussain Laporan Tahunan MPC 2018 Annual Report 16 LATAR BELAKANG BACKGROUND Perbadanan Produktiviti Malaysia telah ditubuhkan sebagai Pusat Daya Pengeluaran Negara pada tahun 1962, iaitu suatu projek bersama Dana Khas Bangsa-Bangsa Bersatu dan Kerajaan Persekutuan dengan Pertubuhan Buruh Antarabangsa (ILO) sebagai agensi pentadbir.
Malaysia Productivity Corporation (MPC) was established in 1962 as the National Productivity Corporation, a joint project between the United Nations Special Fund and the Federal Government, with the International Labour Organisation (ILO) acting as its executing agency.

Pusat Daya Pengeluaran Negara menjadi sebuah Badan berautonomi melalui Akta (Memperbadankan) Majlis Daya Pengeluaran Negara Bilangan 19 pada tahun 1966.
Akta ini telah dipinda oleh Akta (Memperbadankan) Majlis Daya Pengeluaran Negara (Pindaan) Akta A305, 1975 sesuai dengan perkembangan Pusat ini.

In 1966, the National Productivity Council (Incorporation) 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 expansion of the Centre’s role.
Majlis Daya Pengeluaran Negara telah dinamakan 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 December 1991 when the National Productivity Centre (Incorporation) (Amendment) Act A801 1991 came into effect.
Akta Perbadanan Produktiviti Negara (Pemerbadanan) 1996 sekali lagi dipinda dan disebut sebagai Akta Perbadanan Produktiviti Malaysia (Pemerbadanan), 1966.

Nama baru telah diwartakan pada 21 Februari 2008.

Pindaan ini adalah bertujuan untuk memperjelaskan status Perbadanan tersebut sebagai suatu badan yang ditubuhkan oleh Kerajaan Malaysia berhubung dengan perkara-perkara yang berkaitan dengan produktiviti Negara, khususnya kepada masyarakat antarabangsa.
The National Productivity Corporation (Incorporation), 1966 Act was amended once again as the Malaysia Productivity Corporation (Incorporation) Act 1966.

The new name was gazette on 21 February 2008.

The objective of the amendment was to highlight the status of the Corporation as the government body in all aspects related to the nation’s productivity and in particular, to the international community.
Laporan Tahunan MPC 2018 Annual Report 17 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 penggalakkan dan penyebaran maklumat dan isu-isu yang berhubungan dengan Produktiviti; 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. Menubuhkan satu pusat maklumat dan rujukan bagi indeks Produktiviti bagi negara dan bagi sistem-sistem pengurusan dan kajian kes; b.
To establish an information and reference centre for productivity indices for the country and for management systems and case studies; 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; e. Menasihati dan menyelaraskan pelaksanaan program- program dan akitiviti-aktiviti yang berhubungan dengan Produktiviti dan Kualiti; 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; 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. f. To advise on and coordinate the implementation of programmes and activities related to productivity and quality; To assess and certify supervisory and management training programmes, entrepreneurship programmes and productivity and quality management programmes conducted by the private sector for the public; g. Menjalankan latihan atau program-program lain yang berhubungan dengan Produktiviti, Kualiti, Pengurusan dan Keusahawanan; g. To conduct training or other programmes relating to productivity, quality, management and entrepreneurship; h. Mengadakan perkhidmatan yang berhubung dengan Produktiviti, Kualiti, Pengurusan dan Keusahawanan; rundingan i. Mengumpul, mengeluar dan menerbit maklumat Pengurusan, mengenai Keusahawanan dan hal-hal lain yang berhubungan; Produktiviti, Kualiti, j. Menjalankan usaha-usaha perniagaan bagi maksud menunaikan kerja-kerjanya di bawah Akta ini dengan kelulusan Menteri; kemajuan k. Memberikan laporan setiap tahun kepada Menteri mengenai masalah-masalah meningkatkan Produktiviti dalam perdagangan dan industri dalam negara dan membuat syor-syor mengenai cara bagaimana masalah-masalah itu boleh diuruskan; dan dan h. To provide consultancy services relating to productivity, quality, management and entrepreneurship; i. j.
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; k. 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. Membuat semua perkara dan benda yang bersampingan dengan atau berbangkit daripada penunaian kerja- kerjanya di bawah Akta ini.
l. To perform all matters and things as may be incidental to or consequential upon the discharge of its functions under the Act.

Laporan Tahunan MPC 2018 Annual Report NEXUS PRODUKTIVITI SEKTOR SECTOR PRODUCTIVITY NEXUS 20 Nexus Produktiviti Sektor yang terdiri daripada 9 sektor telah diperkenalkan di bawah Blueprint Produktiviti Malaysia (MPB) yang dilancarkan pada 8 Mei 2017 sebagai satu pelan tindaAkan bagi merealisasikan agenda produktiviti negara dan matlamat Wawasan 2020.
Rancangan Malaysia Kesebelas (RMKe-11), 2016–2020 telah mengenal pasti produktiviti sebagai salah satu daripada enam pemacu perubahan yang akan meningkatkan pertumbuhan ekonomi negara dengan ketara dan mampan.

MPB telah menggariskan inisiatif untuk meningkatkan produktiviti negara daripada inisiatif yang diterajui oleh Kerajaan kepada inisiatif yang diterajui oleh pemain industri.
Berikut adalah senarai Champion bagi setiap sektor: Sector Productivity Nexus comprising nine sectors was introduced under the Malaysia Productivity Blueprint (MPB) launched on 8 May 2017 as an action plan to realise the country’s productivity agenda and to achieve the goals of Vision.

The Eleventh Malaysia Plan (11MP), 2016-2020 has identified productivity as one of the six drivers of change that will significantly improve the country’s economic growth.
MPB has outlined initiatives to increase productivity of the nation that range from Government led initiatives to Industry led initiatives.

Below is the list of Champion for each sector: Bil Champion YBhg.

Dato’ Seri Wong Siew Hai Pengerusi / Chairman Industri Elektronik Malaysia Amerika (MAEI), Dewan Perniagaan Amerika Malaysia (AMCHAM) The Malaysian American Electronics Industry (MAEI), American Malaysian Chamber of Commerce (AMCHAM) YBhg.
Datuk Dr. Abd Hapiz Abdullah Pengerusi / Chairman Majlis Industri Kimia Malaysia (CICM) Chemical Industries Council of Malaysia (CICM) Encik Mac Ngan Boon Presiden / President Persekutuan Industri Mesin dan Kejuruteraan (MEIF) Machinery and Engineering Industries Federation (MEIF) YBrs.

Dr. Nungsari Ahmad Radhi Pengarah Urusan / Managing Director Prokhas Sdn Bhd YBhg.
Dato’ Bruce Lim Aun Choong Timbalan Setiausaha / Deputy Secretary Persatuan Rantaian Peruncit Malaysia (MRCA) Malaysia Retail Chain Association (MRCA) YBhg.
Dato’ Dr. Jacob Thomas Presiden / President Persatuan Hospital Swasta Malaysia (APHM) Association of Private Hospitals of Malaysia (APHM) Encik Ganesh Kumar Bangah Pengerusi / Chairman Persatuan Industri Komputer dan Multimedia Malaysia (PIKOM) The National Tech Association of Malaysia (PIKOM) Encik Uzaidi Udanis Presiden / President Persatuan Pelancongan Dalam Malaysia (MITA) Malaysian Inbound Tourism Association (MITA) YBrs.

Ts.
Choo Kok Beng Mantan Presiden / Former President Konfederasi Pembekal Perkhidmatan Malaysia (MSPC) Malaysian Service Providers Confederation (MSPC) Nexus Elektrikal dan Elektronik (E&E) Electrical & Electronics (E&E) Kimia dan Produk Kimia Chemicals & Chemical Products Mesin dan Peralatan (M&E) Machinery & Equipment (M&E) Agro-makanan Agro-food Peruncitan dan Makanan & Minuman (F&B) Retail and Food & Beverage (F&B) Penjagaan Kesihatan Swasta Private Healthcare Teknologi Maklumat dan Komunikasi (ICT) Information and Communications Technology (ICT) Pelancongan Tourism Perkhidmatan Profesional Professional services Laporan Tahunan MPC 2018 Annual Report Peningkatan produktiviti perlu disokong atau dilaksanakan secara holistik di peringkat nasional, sektor dan perusahaan.
Lima teras strategik telah dikenal pasti untuk menangani cabaran transformasi ekonomi serta memastikan perubahan yang berimpak.

Lima teras tersebut adalah: Increased productivity needs to be supported or implemented holistically at national, sectoral and enterprise levels.

Five strategic thrusts have been identified to address the challenges of economic transformation and to ensure that change is impactful.

The five thrusts are: i. Menghasilkan Tenaga Kerja Masa Hadapan i.
Building Workforce of the Future 21 • Menyusun tenaga semula dengan meningkatkan jumlah pekerja berkemahiran tinggi dan mengurangkan kebergantungan kepada pekerja asing; dan kerja • Meningkatkan tahap kompetensi pekerja yang memberikan nilai tambah kepada ekonomi negara; • • Restructure the workforce by increasing the number of highly skilled workers and reduce the dependence on foreign workers; and Increase the level of employee competency which will add value to the country’s economy; ii.
Memacu Pendigitalan dan Inovasi ii.

Driving Digitalisation and Innovation • Memperkukuh kesiapsiagaan perusahaan untuk mengguna pakai serta mengeksploitasi teknologi dan peluang digital secara berkesan (Revolusi Perindustrian 4.0); • Strengthen enterprise readiness to adopt and exploit digital technologies and opportunities effectively (e.g.

the Industrial Revolution 4.0); iii.

Memastikan Akauntabiliti Industri terhadap iii.
Making Industry Accountable for Productivity Produktiviti • Mengurangkan kebergantungan kepada subsidi yang tidak kritikal secara berperingkat, dan memastikan usaha liberalisasi dikaitkan dengan outcome produktiviti; dan • Menyemak semula geran utama, insentif, pinjaman mudah dan mekanisme pembiayaan kepada industri dikaitkan dengan pengukuran produktiviti; • • Reducing dependence on non-critical subsidies in stages, and ensuring liberalisation efforts are linked to productivity outcomes; and Realign key grants, incentives, soft loans and other funding mechanisms to productivity metrics and outcomes; iv.
Membentuk Ekosistem yang Teguh iv.
Forging a Robust Ecosystem • Menyemak semula peraturan dan akta ke arah mewujudkan ekosistem perniagaan yang efisien; dan • Mewujudkan mekanisme bagi pelaksanaan semakan semula pengawalseliaan oleh kerajaan; akauntabiliti • • Review regulations and acts towards creating an efficient business ecosystem; and Establish an accountability mechanism the implementation of regulatory reviews by the government; for v. Menentukan Mekanisme Pelaksanaan yang Padu v. Securing a Strong Implementation Mechanism • Menginstitusikan model penyelarasan dan tadbir urus kerajaan yang padu bagi menjamin kepastian pelaksanaannya merentasi peringkat kerajaan, sektor dan perusahaan; dan • Melancarkan gerakan produktiviti di seluruh negara bagi memupuk budaya produktiviti di semua lapisan masyarakat.
• • Institutionalise a strong coordination and governance model implementation certainty across government, sector, and enterprise levels; and to secure Launch nationwide productivity movement to inculcate a stronger culture of productivity across all segments of society.
Kolaborasi dan perkongsian strategik di antara semua pihak Collaboration and strategic partnerships between all Laporan Tahunan MPC 2018 Annual Report 22 berkepentingan adalah sangat penting bagi mereliasasikan aspirasi pelan tindakan MPB.

Kolaborasi yang berkesan di antara pihak kerajaan, pemain dan persatuan industri, serta akademia atau dikenali sebagai triple helix ini merupakan komponen kritikal dalam meningkatkan produktiviti dan daya saing negara.
Penyelarasan dan tadbir urus yang cekap adalah penting untuk memastikan kejayaan pelaksanaan strategi dan inisiatif di bawah pelan tindakan ini.

Minda berteraskan produktiviti juga perlu dibudayakan dalam kalangan rakyat Malaysia dalam melaksanakan aktiviti harian mereka.

in streamlining the aspirations stakeholders are critical of the MPB’s action plan.
Effective collaboration between governments, industry players and associations, as well as academia known as the triple helix is a critical component of improving the country’s productivity and competitiveness.

Effective coordination and governance are essential to ensure successful implementation of strategies and initiatives under this action plan.

Productivity-based mindsets also need to be inculcated among Malaysians in their daily activities.
Pejabat Pengurusan Penyampaian Delivery Management Office Selaras dengan pelancaran MPB, MPC sebagai Pejabat Pengurusan Penyampaian (DMO) telah bertanggungjawab untuk memastikan keberkesanan pelaksanaan MPB melalui penyelarasan, pemantauan dan penilaian keberkesanan inisiatif-inisiatif produktiviti.

MPC dengan bekerjasama Kementerian Hal Ehwal Ekonomi dan Nexus Produktiviti untuk memantau dan mengawal keberkesanan inisiatif- inisiatif produktiviti di peringkat nasional, sektor dan perusahaan.
In line with the launch of MPB, MPC as the Office of Delivery Management (DMO) has been given the responsibility for ensuring the effectiveness of MPB implementation through coordination, monitoring and evaluating the effectiveness of productivity initiatives.

MPC in collaboration with the Ministry of Economic Affairs and Productivity Nexus will monitor and control the effectiveness of productivity initiatives at national, sector and enterprise levels.
Terdapat sembilan subsektor yang terdiri daripada tiga sektor utama iaitu sektor pembuatan, perkhidmatan dan pertanian telah dikenal pasti untuk melonjakkan produktiviti yang terdiri daripada: There are nine sub-sectors comprising three major sectors, namely the manufacturing, services and agriculture, which have been identified to boost productivity include: i. Elektrik dan Elektronik (E&E); ii.

Kimia dan Produk Kimia; iii.

Mesin dan Peralatan (M&E); i.

Electrical and Electronics (E&E); ii.


Chemicals and Chemical Products; iii.

Machinery and Equipment (M&E); iv.

Peruncitan dan makanan & minuman (F&B); iv.

Retail and Food and Beverage (F&B); v. Pelancongan; v. Tourism; vi.

Teknologi, Maklumat dan Komunikasi (ICT); vi.

Information, Communication and Technology (ICT); vii.

Perkhidmatan Profesional; viii.

Penjagaan Kesihatan Swasta; dan ix.

Agro-makanan.

vii.

Professional Services; viii.

Private Healthcare; and ix.

Agro-Food.


Sub-sektor tersebut dipilih berdasarkan 4 kriteria iaitu sumbangan kepada Keluaran Dalam Negara Kasar (KDNK), sumbangan kepada tenaga kerja, peluang untuk penambahbaikan produktiviti dan kesediaan untuk melaksanakan penambahbaikan produktiviti.

Kesemua subsektor tersebut menyumbang sebanyak 30% kepada KDNK dan 40% kepada jumlah pekerjaan.
The sub-sectors were selected based on four criteria namely its contribution to Gross Domestic Product (GDP), contribution to workforce, opportunities for productivity improvement and readiness to implement productivity improvements.

All of these sub-sectors contribute 30% to GDP and 40% to total employment.
Untuk melaksanakan inisiatif di peringkat sektoral, 9 subsektor tersebut yang diterajui oleh pihak industri dan disokong oleh pihak kerajaan dan akademia telah ditubuhkan sebagai pusat kecemerlangan yang To implement initiatives at the sectoral level, these 9 industry-led and government supported sub-sectors have been established as centres of excellence that provide expertise and information sharing to enhance productivity and competitiveness at the Laporan Tahunan MPC 2018 Annual Report 23 menyediakan kepakaran dan juga perkongsian maklumat bagi meningkatkan produktiviti dan daya saing di peringkat sektoral.
sectoral level.

Pada tahun 2018, sebanyak 43 inisiatif telah dikenal pasti di bawah MPB untuk dilaksanakan di bawah Sektor Nexus Produktiviti ini.

Sektor Nexus Produktiviti ini berperanan untuk meningkatkan kesedaran serta kefahaman strategi peningkatan produktiviti melalui pelaksanaan inisiatif di peringkat sektor.
Disamping itu, Nexus Produktiviti juga menyediakan platform untuk memperkukuhkan kerjasama dan perkongsian pengetahuan dalam kalangan pengusaha industri serta menawarkan akses kepada pakar dalam sektor masing-masing.

In 2018, a total of 43 initiatives were identified under MPB for implementation under Sector Productivity Nexus.

The Sector Productivity Nexus serves to increase awareness and understanding of productivity improvement strategies through the implementation of initiatives at sector level.
In addition, Productivity Nexus also provides a platform to strengthen collaboration and knowledge sharing among industry players and offers access to experts in their respective sectors.

Platform seperti perkongsian amalan terbaik, pengiktirafan firma-firma berproduktiviti tinggi dan pakar produktiviti industri adalah antara medium rujukan bagi industri untuk meningkatkan produktiviti syarikat.
Prestasi setiap inisiatif tersebut adalah seperti dalam jadual berikut: Platforms such as best practice sharing, recognition of high- productivity firms and industry productivity experts are among the mediums used for the industry to enhance productivity at company level.
Performance of each of these initiatives are shown in the schedule below: Inisiatif Initiative Pakar Produktiviti Industri (IPS) / Industry Productivity Specialist (IPS) Objektif / Objective Prestasi 2018 / Performance 2018 • • • • • • Untuk melahirkan lebih ramai pakar IPS yang terlatih dalam bidang produktiviti mengikut sektor produktiviti (Sembilan sektor tumpuan) To produce more IPS experts trained in productivity by productivity sector (Nine focus areas) Untuk meningkatkan tahap kompetensi pakar industri dalam bidang produktiviti To increase the level of competency of industry experts in productivity Pakar IPS berperanan untuk membantu meningkatkan daya saing dan produktiviti syarikat dalam sektor berkaitan melalui perkongsian pengetahuan, kepakaran serta pengalaman mereka.
IPS specialists have a role in enhancing competitiveness and productivity of companies in the related sectors through sharing of knowledge, expertise and experience.

Bil./ No Nexus Produktiviti Sektor/ Sector Productivity Nexus Bil.

IPS/ No.
IPS Agro-makanan/ Agro-food Kimia & Produk Kimia/ Chemicals & Chemical Products Elektrikal & Elektronik/ Electrical & Electronics Mesin & Peralatan Machinery & Equipment Peruncitan dan F&B Retail and F&B Pelancongan/ Tourism Penjagaan Kesihatan Swasta Private Healthcare Perkhidmatan Profesional Professional Services ICT/ ICT Jumlah/ Total 8 5 8 4 23 1 3 16 3 71 Laporan Tahunan MPC 2018 Annual Report Tou r ism P roduc t iv i ty Nexus to woo 100 g roups , agenc ie s Da i ly Exp re s s (KK ) 28 Ma r 2018 Na t ion 11 Eng l ish N /A Da i ly (EM ) AdVa lue Co lo r Reade r sh ip A r t ic leS ize C i r cu la t ion PR Va lue B lack /wh i te 25 ,055 75 ,165 142 cm² RM 293 RM 878 24 Inisiatif Initiative Penerbitan Artikel Amalan Terbaik Publication of Best Practice Articles Perusahaan Berproduktiviti Tinggi High- productivity Enterprises Objektif / Objective Mendorong semua perniagaan di Malaysia mengambil langkah yang sama untuk menjadi setaraf dengan syarikat terbaik di peringkat sektoral.
To encourage all businesses in Malaysia to take steps to be on par with the best companies at sectoral level.

• Mengiktiraf perusahaan-perusahaan di Malaysia yang mencapai kadar pertumbuhan produktiviti yang tinggi untuk dijadikan model dan rujukan amalan terbaik kepada perusahaan lain.

Recognition of Malaysian enterprises that have high productivity growth rates to be identified as model and best practice companies for others to emulate.
• • Meningkatkan kesedaran mengenai kepentingan peningkatan produktiviti bagi pertumbuhan ekonomi.

Increase awareness of the importance of improving productivity for economic growth.

• • Menggalakkan perusahaan mengurangkan kebergantungan terhadap tenaga buruh asing berkemahiran rendah.

Encourage enterprises to reduce dependence on low skilled foreign labour.
• Prestasi 2018 / Performance 2018 Head l ine Med iaT i t le Da te Se c t ion Sebanyak 86 artikel telah diterbitkan dan dimuat Page No naik dalam website Benchmarking Online Language Jou rna l is t Network Database (BOND) F requency A total of 86 articles had been published and uploaded on to the Benchmarking Online Network Database (BOND) website.

13 perusahaan telah diberikan pengiktirafan HPE pada 22 Mac 2018.

13 companies were granted HPE recognition on March 22, 2018.
18 perusahaan telah dinilai pada September dan Oktober 2018 dan dijangka akan diberikan pengiktirafan pada pertengahan 2019.

18 companies were evaluated in September and October 2018 and are expected to be recognised by mid-2019.
Untuk tempoh tiga tahun berturut-turut, MPC dengan kerjasama 6 agensi di bawah Kementerian Perdagangan Antarabangsa dan Industri, Kementerian Pendidikan Tinggi, Kementerian Sains, Teknologi dan Inovasi dan Jabatan Perdana Menteri telah menganjurkan Showcase on Innovation for Productivity (SHIP) 2018.
Dengan tema Driving Productivity of the Nation, objektif utama penganjuran program ini adalah untuk mempromosikan inisiatif kerjasama melalui platform perkongsian awam-swasta, menyediakan saluran bagi organisasi untuk mempamerkan produk dan perkhidmatan inovatif yang telah berjaya dilaksanakan hasil daripada projek intervensi, dan memberikan pendedahan terutama kepada usahawan muda dan juga generasi muda iaitu pelajar-pelajar institusi pengajian tinggi awam dan swasta ke arah minda yang produktif dalam memacu produktiviti negara.
For the past three consecutive years, MPC in collaboration with 6 agencies under the Ministry of International Trade and Industry, the Ministry of Higher Education, the Ministry of Science, Technology and Innovation and the Prime Minister’s Department had organised the Showcase on Innovation for Productivity (SHIP) 2018.
With the theme of Driving Productivity of the Nation, the main objective of organising this program is to promote collaborative initiatives through public-private partnership platforms, provide a channel for organisations to showcase innovative products and services that have been successfully implemented as a result of intervention projects, and provide greater exposure to young entrepreneurs and the younger generation from both public and private institutions of higher education towards inculcating a productive mindset in driving national productivity.
Showcase ini telah dirasmikan oleh Menteri Perdagangan Antarabangsa dan Industri dan dihadiri oleh Ketua-ketua agensi pelaksana, Ketua Eksekutif syarikat dan para peserta dari sektor awam dan swasta.
Seramai 1,179 peserta daripada 289 organisasi yang terdiri dari sektor swasta, sektor kerajaan, institusi pengajian tinggi dan pertubuhan This showcase was officiated by the Minister of International Trade and Industry and was attended by the heads of implementing agencies, Chief Executives of companies and participants from the public and private sectors.
A total of 1,179 participants from 289 organisations comprising the private sector, government sector, higher education institutions as Laporan Tahunan MPC 2018 Annual Report Head l ine Med iaT i t le Da te Se c t ion Page No Language Jou rna l is t F requency Tou r ism P roduc t iv i ty Nexus to woo 100 g roups , agenc ie s Da i ly Exp re s s (KK ) 28 Ma r 2018 Na t ion 11 Eng l ish N /A Da i ly (EM ) B lack /wh i te 25 ,055 75 ,165 142 cm² RM 293 RM 878 Co lo r C i r cu la t ion Reade r sh ip A r t ic leS ize AdVa lue PR Va lue dan persatuan perniagaan telah terlibat dalam menjayakan program ini.
Program ini merangkumi segmen-segmen yang pelbagai seperti Forum Produktiviti, Productivity & Innovation Race, Pameran Produk Kolaborasi Inovasi dan Sesi Open Mic.
Sejumlah 39 pempamer yang terdiri daripada 20 syarikat penerima insentif daripada 4 platform kerjasama strategik inovasi, 4 agensi pelaksana platform kerjasama, 6 agensi yang menawarkan insentif dalam meningkatkan produktiviti, 8 institusi pengajian tinggi dan persatuan Headline MediaTitle perniagaan dan 1 pavilion yang menggabungkan 9 nexus Date Section produktiviti telah terlibat menjayakan program ini.
Page No Language Journalist Frequency 25 well as organisations and business associations participated in the program.

The program includes various segments such as Productivity Forum, Productivity & Innovation Race, Innovation Collaboration Product Exhibition and Open Mic Session.
A total of 39 exhibitors comprising 20 incentive companies from 4 strategic innovation cooperation platforms, 4 agencies implementing collaborative platform, 6 agencies offering incentives for productivity enhancement, 8 higher education institutions and business associations as well as 1 pavilion Berita Harian combining 9 productivity nexuses had been involved this 27 Mar 2018 Color Nasional programme.
Circulation 11 Readership Malay ArticleSize Oleh Mahanum Abdul Aziz AdValue Daily PR Value Platform kerjasama inovasi strategik pacu produktiviti PKS Full Color 125,514 947,000 840 cm² RM 28,956 RM 86,867 Headline MediaTitle Section Page No Language Journalist Frequency Headline MediaTitle Date Date Section Page No Language Journalist Frequency Color MPC mahu lahirkan 400 pakar produktiviti dalam RMK-11 SD Plantation aims RM550m in cumulative benefits The Malaysian Reserve Utusan Malaysia 12 Feb 2018 05 Mar 2018 Corporate Malaysia 6 Ekonomi English 16 Daily Malay N/A Daily Full Color Color Circulation Readership ArticleSize AdValue PR Value IZZAT RATNA Readership Circulation ArticleSize RM 9,825 RM 3,275 PR Value 354 cm² AdValue 12,000 36,000 Full Color 171,663 563,000 364 cm² RM 7,194 RM 21,583 Laporan Tahunan MPC 2018 Annual Report 26 PERATURAN BESTARI SMART REGULATION Laporan Tahunan MPC 2018 Annual Report 28 PERATURAN BESTARI SMART REGULATION Memperbaharui Pentadbiran Pengawalseliaan di Malaysia Reforming Malaysia’s Regulatory Regime Pembaharuan pentadbiran pengawalseliaan Malaysia adalah perlu untuk menyokong aspirasi negara untuk menjadi negara berpendapatan tinggi dan progresif menjelang 2020 yang ekonominya berdaya saing melalui pertumbuhan sektor swasta dan berpusatkan rakyat.
Walau bagaimanapun, terdapat kepercayaan yang semakin meningkat bahawa peraturan yang terlalu banyak (over- regulation), reka bentuk peraturan yang kuang efektif atau dalam beberapa kes, peraturan yang terlalu kurang (under- regulation) di bawah pengawalseliaan membawa kepada kegagalan pengawalseliaan yang menjejaskan dasar yang baik.
Persaingan global, perubahan sosial, ekonomi dan teknologi memerlukan kerajaan untuk mempertimbangkan impak yang berkaitan dengan rejim pengawalseliaan, untuk memastikan struktur kawal selia kekal relevan dan telus.

Pengenalan Dasar Pengawalseliaan negara merupakan satu lagi perubahan penting ke arah “pendekatan komitmen seluruh kerajaan” (whole-of-government approach) untuk Amalan Baik Peraturan (GRP).
Dilancarkan pada tahun 2013 dan dilaksanakan secara rasmi pada 2014, Dasar Negara bagi Pembangunan dan Pelaksanaan Peraturan (NPDIR) merupakan langkah penting dalam mewujudkan pendekatan dan komitmen seluruh kerajaan untuk meningkatkan GRP di negara ini.

Ia adalah dasar yang menggariskan keperluan Amalan Baik Peraturan dalam proses pembangunan peraturan baru atau pindaan terhadap peraturan sedia ada.
Dasar ini bertujuan untuk memastikan bahawa peraturan-peraturan yang dikeluarkan mengikut amalan terbaik antarabangsa dalam pengurusan pengawalseliaan.

Reforming Malaysia’s regulatory regime is necessary to support the country’s aspiration of becoming a high-income and progressive nation by 2020 that is economically competitive through private-sector driven and people-centered growth.
However, there is growing belief that over-regulation, poor regulatory design or in some cases, under-regulation may lead to regulatory failures which undermines the intentions of good policies.

Global competition, social, economic and technological changes requires the government to consider impacts associated with regulatory regimes, to ensure that regulatory structures remain relevant and transparent.
implemented The introduction of the National Regulatory Policy is another important change to the “whole-of-government approach” to Good Regulatory Practice (GRP).

Launched in 2013 and officially in 2014, the National Policy for Regulatory Development and Implementation (NPDIR) is an important step in establishing a nationwide approach and commitment to increasing implementation of GRP in the country.
It is the policy that outlines the requirements of Good Regulatory Practice in the process of developing new rules or amendments to existing regulations.

This policy aims to ensure that regulations are issued in accordance with international best practices in regulatory management.

telah menetapkan Pada 8 Mei 2017, Perdana Menteri melancarkan Pelan Tindakan Produktiviti Malaysia (Malaysia Productivity Blueprint - MPB), satu pencapaian baharu dalam inisiatif meningkatkan produktiviti Malaysia.
Rancangan Malaysia Kesebelas sasaran pertumbuhan produktiviti sebanyak 3.7% untuk tempoh 2016-2020. tumpuan kepada Melalui MPB, Kerajaan memberi produktiviti sebagai pemacu utama untuk pertumbuhan ekonomi dan pembaharuan pengawalseliaan merupakan bahagian penting dalam cabaran ini.
Peraturan kualiti akan memupuk persekitaran yang kondusif bagi daya saing On May 8, 2017, the Prime Minister launched the Malaysia Productivity Blueprint (MPB), which is a new milestone in Malaysia’s productivity improvement initiative.

The Eleventh Malaysia Plan has set a productivity growth target of 3.7% for the period 2016-2020.

Through MPB, the Government is focusing on productivity as a key driver of economic growth and regulatory reform which is the key challenge.
Quality regulations will foster a conducive environment for enterprise competitiveness and enhance national productivity.

Since then, several initiatives have been undertaken to further strengthen the GRP agenda, but there have been challenges in Laporan Tahunan MPC 2018 Annual Report 29 implementing this initiative.
Among the challenges are the rate of progress related to state mandates and institutionalisation, monitoring, enforcement, awareness and accountability of regulators; expectations and beliefs of Government and people that will pave the way for new policies and institutional reforms; and the political transition reflecting the people’s hope for greater transparency, accountability and socio-economic reform.
To achieve the status of an advanced and inclusive nation, it is essential that we change from ‘business practices as usual’, but instead work together to put the country on the best path for sustainable economic growth.

perusahaan dan meningkatkan produktiviti negara.

Sejak itu, beberapa inisiatif telah dilakukan untuk memantapkan lagi agenda GRP negara, namun terdapat beberapa cabaran dalam pelaksanaan inisiatif ini.
Antara cabarannya adalah kadar kemajuan yang berkaitan dengan mandat negara dan penginstitusian, pemantauan, penguatkuasaan, kesedaran jangkaan dan kebertanggungjawaban pengawalselia; dan kepercayaan terhadap Kerajaan dan rakyat yang akan membuka jalan bagi dasar baru dan pembaharuan institusi; dan peralihan politik mencerminkan harapan rakyat untuk meningkatkan ketelusan, akauntabiliti dan pembaharuan sosio-ekonomi yang lebih besar.
Untuk mencapai status negara maju serta sebagai sebuah negara yang inklusif, adalah penting untuk kita berubah daripada ‘amalan perniagaan seperti biasa’, dan sebaliknya berganding bahu berusaha untuk menetapkan negara di landasan terbaik untuk mencapai pertumbuhan ekonomi yang mampan.
Pelaksanaan Aktiviti Amalan Baik Peraturan (GRP) 2018 Implementation of Good Regulatory Practice (GRP) 2018 Sejak GRP diperkenalkan melalui NPDIR pada tahun 2013, usaha untuk mempromosi inisiatif dalam kalangan pengawal selia kerajaan persekutuan telah diperkukuhkan dari masa ke semasa.

Sepanjang 2018, beberapa siri program yang melibatkan penyertaan Penyelaras Peraturan (RC) kementerian telah dianjurkan oleh MPC.
Program- program ini dianjurkan bertujuan untuk meningkatkan kefahaman RC serta mendapatkan maklum balas mengenai cabaran-cabaran yang dihadapi dalam melaksanakan NPDIR, khususnya dalam proses Analisa Impak Peraturan (RIA).

Penyelaras Peraturan merupakan focal point bagi pihak kementerian atau pengawal selia berhubung dengan pembangunan dan pelaksanaan peraturan di kementerian dan agensi masing-masing serta berperanan menyelia pelaksanaan Dasar Negara ini di kementerian dan agensi yang berkenaan.
Pegawai yang dilantik juga berperanan sebagai penghubung utama bagi komunikasi dengan MPC berkenaan pembangunan peraturan.

Sehingga 31 Disember 2018, 387 RC telah didaftarkan dengan MPC berbanding dengan 332 pada 2017.

Para pemegang taruh juga dilibatkan dalam program ini kerana sokongan dan sumbangan mereka adalah penting untuk memastikan kejayaan NPDIR.
Since GRP was introduced through the NPDIR in 2013, efforts to promote initiatives among federal government regulators have been strengthened over time.

Throughout 2018, a series of programmes involving ministry Regulatory Coordinators (RC) have been organised by MPC.

These programs are intended to enhance the RC’s understanding and provide feedback on challenges faced in implementing the NPDIR, particularly on the Regulatory Impact Analysis (RIA) process.
Regulatory Coordinators are a focal point on behalf of ministries or regulators in relation to the development and implementation of regulations in their respective ministries and agencies and play a role in overseeing the implementation of the National Policy in the relevant ministries and agencies.

Appointed officers also serve as the main liaison for communications with MPC on regulatory development.

As of December 31, 2018, 387 RCs were registered with the MPC compared to 332 in 2017.
The stakeholders were also involved in the programme as their support and contributions have been crucial to ensure the success of NPDIR.

Proses Pengawalseliaan Regulatory Process Pengenalan peraturan baru atau kajian semula peraturan sedia ada mestilah mengikut proses yang ditetapkan dalam keperluan ini.

Dalam keperluan ini, pengawal selia akan memaklumkan MPC mengenai sebarang cadangan The introduction of new rules or the review of existing rules must follow the process set out in these requirements.
In this regard, the regulator will notify MPC of any proposal to introduce or amend the rules.

MPC will assess the requirements Laporan Tahunan MPC 2018 Annual Report 30 untuk memperkenalkan atau meminda peraturan.

MPC akan menilai keperluan pengawal selia untuk menjalankan Analisa Impak Peraturan (RIA) serta mengemukakan Penyata Impak Peraturan (RIS) untuk peraturan yang dicadangkan.
Sekiranya RIA diperlukan, RIS perlu dihantar kepada MPC bagi tujuan penilaian kepatuhan kepada keperluan pengurusan proses peraturan seperti yang telah digariskan di dalam NPDIR.

of regulators to carry out Regulatory Impact Analysis (RIA) and submit the Regulatory Impact Statement (RIS) for the proposed regulations.

If RIA is required, the RIS would be sent to MPC for the purpose of assessing compliance with regulatory process requirements as outlined in the NPDIR.
Prestasi Notifikasi Peraturan 2018 Regulatory Notification 2018 Pengawal selia dikehendaki mengemukakan Notifikasi Peraturan (RN) iaitu pemakluman kepada MPC mengenai sebarang cadangan peraturan baru atau pindaan kepada peraturan sedia ada.

Melalui RN, MPC akan menentukan sama ada RIA diperlukan atau tidak.

Pengecualian daripada melaksanakan RIA diberikan sekiranya impak peraturan yang dicadangkan adalah kecil dan tidak banyak mengubah peraturan sedia ada.
Pengecualian juga dibenarkan sekiranya cadangan peraturan tersebut melibatkan keselamatan dan kedaulatan negara.

Dalam keadaan tertentu, pengawal selia juga boleh menarik balik RN daripada pertimbangan sekiranya mereka memutuskan tidak bersedia untuk meneruskan dengan peraturan yang dicadangkan.
Bagi tahun 2018, MPC telah menerima 75 RN daripada 49 pengawal selia seperti dalam jadual di bawah: The Regulator is required to submit a Regulatory Notification (RN) notifying MPC of any proposed new regulations or amendments to existing regulations.

Through the RN, MPC will determine whether or not RIA is required.

Exemption from implementing RIA are given if the impact of the proposed rule is minor and does not substantially change existing rules.
Exemptions are also allowed if the proposed rule involves national security and sovereignty.

In certain circumstances, regulators may also withdraw the RN from consideration if they decide they are not prepared to proceed with the proposed rule.

For the year 2018, MPC has received 75 RNs from 49 regulators as shown in the table below: Bil/No.
Notifikasi Peraturan (RN)/ Regulatory Notification 2018 RN Diterima / RN Received Pengecualian (RIA Tidak Diperlukan) / Exemption (RIA is not required) RN Ditarik Semula / RN Withdrawn RN Dalam Tindakan / RN in progress Cadangan Peraturan yang Melalui Proses RIA / Proposed Rules Undergoing RIA process Bilangan Pengawal selia Yang Mengemukakan RN / Number of Regulators that had Sumitted RN 75 20 1 6 48 49 Prestasi Penyata Impak Peraturan (RIS) 2018 Regulatory Impact Statement (RIS) 2018 Impak Peraturan adalah dokumen kesimpulan yang Penyata yang mengandungi elemen RIA dan diangkat untuk pertimbangan pembuat keputusan.
MPC bertanggungjawab membantu Jawatankuasa Perancangan Pembangunan Negara (JPPN) dalam menilai kepatuhan RIS berdasarkan proses dan keperluan yang ditetapkan dalam Buku Panduan Amalan Baik Peraturan.

MPC menilai 16 RIS pada tahun 2018 berbanding 25 RIS pada tahun sebelumnya.

Jadual di bawah menunjukkan prestasi RIS diterima MPC sepanjang 2018: The Regulatory Impact Statement is a document containing the RIA elements and conclusions drawn for decision-makers’ consideration.
MPC is responsible for assisting the National Development Planning Committee (NPDC) in evaluating RIS compliance based on the processes and requirements set out in the Guidebook on Good Regulatory Practice.

MPC evaluated 16 RIS in 2018 compared to 25 RIS the previous year.

The table below shows the performance of RIS that MPC received during 2018: Laporan Tahunan MPC 2018 Annual Report 31 Bil/No.
Penyata Impak Peraturan (RIS) / Regulatory Impact Statement (RIS) 2018 1 2 3 Penyerahan RIS Kepada MPC / RIS Submission to MPC RIS Dalam Tindakan / RIS in Progress Bilangan Pengawal selia Yang Mengemukakan RIS / Number of RIS submitted by Regulators 16 7 15 Program Kesedaran GRP dan Latihan GRP Awareness and Training Programme Program kesedaran GRP dan pembangunan kapasiti dan latihan merupakan elemen penting dalam pelaksanaan NPDIR.
Pada tahun 2018 pelbagai program kesedaran dan latihan dilaksanakan untuk pihak berkepentingan di dalam Kerajaan.

Pada tahun 2018, sebanyak 50 program khidmat nasihat, 21 bengkel hands-on RIA dan 3 seminar telah dikendalikan oleh MPC bagi meningkatkan pengetahuan mengenai GRP.

Program khidmat nasihat meningkat daripada 24 pada tahun 2017 kepada 50 pada tahun 2018 menunjukkan peningkatan kesedaran dan minat terhadap GRP dalam kalangan pengawal selia.
GRP awareness programmes and capacity building and training are key elements in the implementation of NPDIR.

In 2018 various awareness and training programmes were implemented for Government stakeholders.

In 2018, a total of 50 counseling programmes, 21 RIA hands-on workshops and 3 seminars were conducted by MPC to increase GRP knowledge.

The advisory programme increased from 24 in 2017 to 50 in 2018 showing increased awareness and interest in GRP among regulators.
Pelan Peraturan Tahunan (ARP) Annual Regulatory Plan (ARP) Pengawal selia Kerajaan Persekutuan dikehendaki untuk mengemukakan pelan peraturan tahunan (ARP) pada setiap awal tahun kepada MPC.

ARP adalah senarai cadangan peraturan yang dijangka akan memulakan proses perundingan pada tahun tersebut.

ARP membolehkan pengawal selia memberi petunjuk awal kepada pihak berkepentingan dan orang tentang sebarang cadangan perubahan peraturan.
Ini membolehkan pihak berkepentingan lebih bersedia untuk terlibat dengan lebih efektif dan memberi input dalam proses pengawalseliaan.

Walaupun pelan ini hanya bersifat indikatif, pelaksanaan penyediaan ARP menggalakkan pengawal selia untuk mengambil kira peraturan yang memerlukan semakan mahupun pembaharuan.

ramai Regulators in the Federal Government are required to submit an Annual Regulatory Plan (ARP) at the beginning of each year to MPC.
ARP is a list of proposed regulations that are expected to begin the negotiation process in that year.

The ARP enables regulators to provide early indication to stakeholders and the public on any proposed regulatory changes.

This enables stakeholders to be prepared and engage more effectively as well as provide inputs for the regulatory process.

While this plan is only indicative, implementation of ARP preparation encourages regulators to consider regulations that require reviews or reforms.

Bil/No.
1 2 3 Ringkasan Pelan Pengawalseliaan Tahunan 2018 Summary of Annual Regulatory Plan 2018 Cadangan Pengawalseliaan Yang Dirancang Recommendation / Proposed Regulatory Pengawal selia / Regulators Kementerian / Ministry 2018 112 37 17 Laporan Tahunan MPC 2018 Annual Report 32 Mengurangkan Beban Peraturan yang Tidak Wajar (RURB) Reducing Unnecessary Regulatory Burdens (RURB) MPC telah melaksanakan kajian semula peraturan perniagaan sedia ada menggunakan kaedah “Mengurangkan Beban Peraturan yang Tidak Wajar” (RURB) sejak tahun 2014.
Tujuan kajian semula ini dijalankan adalah untuk meningkatkan kualiti peraturan sedia ada bagi mengurangkan kos kawal selia dalam menjalankan perniagaan, memperbaik suasana perniagaan dan menyokong pertumbuhan ekonomi.
tujuan ini, kajian semula peraturan Bagi mencapai perniagaan ini dimulai dengan sektor atau subsektor perniagaan yang telah dikenal pasti dalam rancangan pembangunan negara seperti Blueprint Produktiviti, Blueprint Sektor Perkhidmatan, Masterplan Logistik dan Fasilitasi Perniagaan serta topik-topik kajian yang diberikan keutamaan oleh kerajaan seperti Laporan Doing Business oleh Bank Dunia dan sebagainya.
MPC has been conducting reviews on existing business regulations by applying “Reducing Unnecessary Regulatory Burdens” (RURB) procedures since 2014.

The purpose of this review is to improve quality of existing regulations to reduce regulatory costs in conducting business, improving business environment and to support economic growth.
To achieve this purpose, the review of these business regulations began with the reviews of regulations in business sectors or sub-sectors as identified in the country’s development plans namely the Productivity Blueprint, Services Sector Blueprint, Logistics Masterplan and Business Facilitation as well as in prioritised research areas by the government such as Doing Business Reports by the World Bank among others.

Pada tahun 2018, MPC telah berjaya menyiapkan 10 projek RURB.
Senarai projek yang dilaksanakan adalah seperti dalam jadual di bawah: In 2018, MPC successfully completed 10 RURB projects.

The list of projects implemented are shown in the table below: Bil / No.

Projek RURB / RURB Project 1.

2.

3.

4.

5.

6.

7.

8.

9.
Pelancongan – Cadangan Rangka Kawal Selia Penginapan Jangka Masa Pendek Tourism - Proposed Short Term Regulatory Framework for Accommodation Perkhidmatan Pengangkutan / Transportation Services Hospital Swasta – semakan kajian lepas / Private Hospital - review of past research Industri Kreatif - baseline / Creative Industries - baseline Asia-Pacific Economic Cooperation (APEC) Ulasan Sejawat Bagi Inisiatif Konsultasi Awam Asia-Pacific Economic Cooperation (APEC) A Comparative Review of the Public Consultative Initiative Cadangan Laporan kepada Jabatan Kastam Diraja Malaysia (JKDM) mengenai isu-isu yang berkaitan dengan Perintah Larangan Kastam 2017 (P.U.A 102 dan P.U.A 103) Proposed Report to the Royal Malaysian Customs Department (RMCD) on issues related to the Customs Prohibition Order 2017 (P.U.
(A) 102 and P.U.

(A) 103) Kajian Kes bersama JKDM: Pengimbasan 100% di Pelabuhan Pulau Pinang Case Study with RMCD: 100% Scan at Penang Port Kajian Kes Bersama JKDM: Penahanan kontena / Case Study with RMCD: Container Detention Kajian Kes: Permit Import dan Eksport MAQIS Bagi Penyimpanan Kedap Udara MAQIS Import and Export Permit for Airtight Storage 10.
Meningkatkan Kecekapan Proses Mendapatkan Bekalan Elektrik Bagi Bangunan Komersil Berskala Kecil Improving Process Efficiency in Procurement of Electric Power for Small Scale Commercial Buildings Laporan Tahunan MPC 2018 Annual Report 33 Pemodenan Lesen Perniagaan (MBL) Modernising Business Licensing (MBL) Objektif utama Pemodenan Lesen Perniagaan adalah untuk menambah baik sistem penyampaian pelesenan perniagaan dan aktiviti pengawalseliaan melalui semakan semula peraturan perniagaan untuk mewujudkan persekitaran perniagaan yang kondusif, berdaya saing dan mesra peniaga.
The main objective of Modernising Business Licensing is to improve the business licensing system and regulatory activities by reviewing business regulations to create a conducive, competitive and business-friendly environment.
MPC melalui kerjasama dengan pihak kerajaan negeri dan Pihak Berkuasa Tempatan (PBT) telah melaksanakan inisiatif untuk menyeragam dan memudah proses dan prosedur permohonan lesen perniagaan dengan memperkemas borang permohonan, menyemak dan menambah baik keperluan dokumen sokongan dan mempercepatkan tempoh kelulusan juga sebagai lesen perniagaan.

persediaan kepada pihak PBT untuk mengautomasi permohonan dan kelulusan lesen perniagaan pada masa akan datang selaras dengan perkembangan teknologi.
Ia Bagi memudahkan inisiatif ini dilaksanakan, Garis Panduan Permohonan & Peraturan Pelesenan Perniagaan dan Manual Prosedur Kerja Pelesenan Perniagaan turut dibangunkan untuk dijadikan rujukan kepada semua pihak.

Garis Panduan boleh dijadikan rujukan kepada orang awam untuk mendapatkan maklumat mengenai permohonan lesen seperti jenis lesen yang perlu dipohon, lokasi pejabat untuk berurusan, senarai dokumen yang perlu disertakan dan sebagainya.
Manakala Manual Prosedur adalah untuk rujukan kakitangan PBT supaya prosedur kerja berkenaan permohonan dan kelulusan lesen perniagaan ini adalah telus, adil, cepat dan konsisten setiap masa.

Pembangunan kedua-dua dokumen ini dilaksanakan secara berperingkat untuk setiap negeri.

Ianya bermula dari tahun 2015 sehingga 2018 untuk kesemua 14 buah negeri dalam Malaysia.
Ia dilaksanakan secara berperingkat kerana mengambil kira faktor-faktor seperti kekangan masa, peruntukan kewangan dan sumber manusia yang diperlukan untuk menjalankan inisiatif tersebut.

Disamping itu, ia juga dilaksanakan secara berperingkat bagi memastikan pelaksanaanya dapat ditambah baik dari masa ke semasa.

Sehingga Disember 2018, kedua-dua dokumen manual operasi dan garis panduan ini telah berjaya dibangunkan bagi semua PBT-PBT setiap negeri di Malaysia.
Walau bagaimanapun, pelaksanaan inisiatif ini bergantung kepada kesediaan pihak PBT untuk melaksanakan perubahan terhadap proses kerja harian mereka kepada proses kerja yang lebih produktif dan cekap.
MPC in collaboration with state governments and Local State Authority (PBT) have undertaken initiatives to streamline and simplify the processes of applications for business licenses by standardising application forms, reviewing and improving support document requirements and expediting business license approvals.

This is a form of preparation for the local authority to automate future business license applications and approvals in accordance with technological advancements.
To facilitate this initiative, the Business Licensing Application and Regulatory Guidelines and Business Licensing Work Procedure Manual have been developed for reference by all parties.

The Guidelines can be used as reference for the public to obtain information on license applications such as the type of license to apply for, the location of the office to deal with and the list of documents to be submitted.
On the other hand, the Work Procedure Manual is used as reference by local authorities to ensure that work procedures pertaining to the applications and approvals of business licenses are transparent, fair, prompt and consistent at all times.

The development of these two documents were implemented in stages for each state.

It commenced from 2015 until 2018 for all the 14 states in Malaysia.
Having been implemented in stages it took into account factors such as time constraints, financial allocations and human resources needed to carry out this initiative.

In addition, it was implemented in stages to ensure that implementation will be improved over time.

As of December 2018, these two operating manuals and guidelines had been successfully developed for all local government authorities in Malaysia.
However, the implementation of this initiative depends on the willingness of local authorities to implement changes in their daily work processes in order to be more productive and efficient.

Laporan Tahunan MPC 2018 Annual Report 34 Pelaksanaan MBL di Majlis Perbandaran Seberang Perai (MPSP) Implementation of MBL at Seberang Perai Municipal Council (MPSP) MPSP adalah di antara PBT yang menerima pakai dan melaksanakan penambahbaikan yang dicadangkan dalam inisiatif MBL ini.
Bermula Julai 2016, MPSP telah melaksanakan penambahbaikan seperti mana yang dicadangkan iaitu: MPSP are among the local authorities that have adopted and implemented the improvements proposed in the MBL initiative.

Starting July 2016, the MPSP had implemented the following improvements: 1.
Semakan semula Kategori Berisiko dan Tidak Berisiko berdasarkan kepatuhan kepada syarat pembangunan premis bagi memudahkan proses kelulusan lesen; 1. Review of Risk and Non-Risk Categories based on compliance with premises development requirements to facilitate the licensing approval process; 2.
Menambah baik Proses Kerja Kelulusan Lesen dengan membahagikan tempoh masa kelulusan permohonan (bagi kepada dua kategori permohonan lesen perniagaan yang telah mematuhi kelulusan pembangunan) dan kelulusan 7-30 hari (bagi permohonan yang tidak mematuhi kelulusan pembangunan dan memerlukan ulasan agensi teknikal yang berkaitan); serta merta iaitu 3.

Menghapuskan lawatan tapak dan mesyuarat Jawatankuasa Pelesenan.
Keputusan permohonan dibuat oleh pegawai pelesen berdasarkan ulasan/syor yang diterima daripada agensi/jabatan teknikal yang dirujuk.

Walaubagaimanapun, MPSP memperkasakan aktiviti lawatan pematuhan dan audit lapangan secara berkala dan konsisten bagi memastikan pematuhan sentiasa diutamakan; 4.

Memperkemas koordinasi dengan jabatan/agensi teknikal berkaitan bagi menghapuskan proses kerja yang berulang, bertindih serta waktu menunggu yang panjang sebelum kelulusan lesen diberi; 5.
Menambah baik borang permohonan & keperluan sokongan bagi mempercepatkan dan dan memproses dokumen menjimatkan masa mengisi permohonan; dan 6.

Memberi pilihan kepada pemohon sama ada untuk memohon sah laku lesen secara tahunan atau untuk tempoh 3 tahun bagi aktiviti perniagaan yang dikenal pasti tidak memberi risiko yang besar.

2.
2.

Improve the License Approval Process by separating the application approval period into two categories (immediate for business license applications that have complied with development approval) and 7-30 day approvals (for applications that do not comply with development approval and require reviews by the relevant technical agency); 3.

Eliminate site visits and Licensing Committee meetings.
The decision of the application is made by the licensing officer based on the reviews/ recommendations received from the relevant agency/technical department.

However, MPSP regularly enforces compliance visits and field audit activities on a regular basis to ensure compliance is always prioritised; 4.

Strengthen coordination with technical departments/agencies to eliminate repetitive, overlapping work processes and long waiting periods before granting licenses; relevant 5.
Improvements to application form and need for supporting documents to speed up the process and save time to complete application process; and 6.

Giving applicants the option to apply for a license annually or for a period of 3 years for identified business activities does not pose a significant risk.

Impak Pelaksanaan MBL di MPSP Impact of MBL Implementation in MPSP 1.
Mengurangkan beban kos pematuhan yang ditanggung oleh komuniti perniagaan kerana lesen diperolehi secara serta-merta kecuali bagi permohonan yang tidak mematuhi syarat pematuhan pembangunan premis.

Anggaran penjimatan kos pematuhan adalah sebanyak RM11 juta; 1.

Reduced the burden of compliance costs incurred by the business community as licenses are obtained immediately except for applications that do not comply with the premises development compliance requirements.
Estimated compliance costs of RM11 million; Laporan Tahunan MPC 2018 Annual Report 35 2.

Meningkatkan daya saing persekitaran perniagaan dan sistem penyampaian perkhidmatan pelesenan perniagaan di MPSP; 3.

Meningkatkan ketelusan dan tadbir urus MPSP – menjadi organisasi pertama di Malaysia yang berjaya menerima Sijil ISO 370001:2016 Anti-Bribery Management System daripada SIRIM QAS International Sdn.

Bhd.

pada 20 Oktober 2017; dan 2.


Enhance competitiveness of the business environment and delivery system of business licensing services in MPSP; 3.

Enhance transparency and governance of MPSP - the first organisation in Malaysia to receive the ISO 370001: 2016 Anti-Bribery Management System Certificate from SIRIM QAS International Sdn.

Bhd.

on October 20, 2017; and 4.


Meningkat kutipan hasil bayaran lesen daripada RM8.7 juta pada tahun 2015 (sebelum pelaksanaan) kepada RM10.7 juta pada tahun 2017 (selepas pelaksanaan).

4.

Increase license revenue from RM8.7 million in 2015 (before implementation) to RM10.7 million in 2017 (after implementation).

ini turut menyokong dan juga Pelaksanaan MBL mempercepatkan usaha MPSP dalam menjadi bandaraya pintar dan rendah karbon menjelang 2022.
Ini kerana dengan inisiatif ini, peniaga tidak perlu hadir ke pejabat MPSP beserta salinan dokumen kerana semua permohonan lesen boleh dibuat secara atas talian.

Kaedah ini dapat mengurangkan pembebasan karbon daripada kenderaan dan dapat menjimatkan penggunaan kertas.

Selain itu, MPSP juga dalam usaha untuk membangunkan sistem supaya peniaga boleh mencetak sendiri lesen perniagaan tanpa perlu mendapatkannya di pejabat.
The implementation of the MBL will also support and accelerate MPSP’s efforts to become a smart and low carbon city by 2022.

With this initiative, traders will no longer have to go to the MPSP office with a copy of the documents as all license applications can be made online.

This method reduces carbon emissions from vehicles and saves paper consumption.

In addition, MPSP is also working to develop a system so that traders can print their own business license without having to obtain it from the office.
Program MyCURE MYCURE Programme Birokrasi dan produktiviti adalah dua aspek yang penting dalam pembangunan ekosistem perkhidmatan awam di mana ianya mempengaruhi proses membuat keputusan.

Birokrasi yang baik berupaya mewujudkan satu aspek perkhidmatan yang bersistematik dan berkesan, manakala birokrasi yang berlebihan dan kompleks akan menyumbang kepada isu-isu kelewatan atau pertindihan dan ini sekali gus menghalang suasana kerja yang cekap dan produktif.
Bureaucracy and productivity are two important aspects in the development of the civil service ecosystem that will ultimately influence its decision-making process.

Good bureaucracy is capable of creating a systematic and effective aspect of service, while excessive and complex bureaucracy contributes to issues of delay or overlapping and hinders an efficient and productive work environment.
Red Tape merujuk kepada “peraturan berlebihan atau pematuhan tegar” kepada peraturan rasmi yang menghalang tindakan atau membuat keputusan.

Isu berkaitan birokrasi ini biasanya memfokuskan perkara seperti ketidakcekapan peraturan, proses kerja yang dilakukan berulang kali dan pertindihan prosedur, mahupun keperluan maklumat di dalam dokumen yang berlebihan dan tidak perlu.

Red Tape refers to “excessive rules or strict compliance” with official rules that prohibit action or decision-making.
These bureaucratic issues often focus on things such as inadequate regulations, repetitive work processes and overlapping procedures, as well as excessive and unnecessary information that are required in documents.

Program Cutting Red Tape (MyCURE) yang dilaksanakan oleh MPC berobjektif untuk melatih regulator membudayakan pengunaan data sebelum membuat sesuatu keputusan atau cadangan penambahbaikan.
Disamping itu, inisiatif seranta awam juga diberi penekanan bagi memastikan isu atau pemasalahan sebenar dapat dikaji lebih teliti dan diselesaikan dengan lebih efektif.

Pelaksanaan melalui The Cutting Red Tape (MyCURE) programme implemented by MPC has the objective of training regulators to incorporate data before making any decision or proposal for improvement.
In addition, public consultation initiatives are also emphasised to ensure that actual issues or problems can be reviewed and resolved more carefully and effectively.
A systematic approach namely Define, Measure, Analyze, Improve and Control (DMAIC) Laporan Tahunan MPC 2018 Annual Report 36 pendekatan yang sistematik mengikut proses Define, Measure, Analyse, Improve and Control (DMAIC) didedahkan kepada regulator melalui fasa-fasa berikut: is used to ensure that processes are disclosed to regulators through the following phases: i. Definisi masalah dan proses pemetaan; i.

Problem definition and mapping process; ii.

Pengumpulan data dan kos pematuhan; ii.


Data collection and compliance cost; iii.

Kajian semula dan pengesahan data; dan iii.

Data review and validation; and iv.

Mengenal pasti kajian penandaarasan dan iv.

Identify benchmarking studies and suggestions for cadangan penambahbaikan.

improvement.

Pada tahun 2016, program MyCURE telah dilaksanakan bagi menyelesaikan isu dan masalah birokrasi yang diusulkan melalui platform PEMUDAH.
Melihat kepada kejayaan ini, program MyCURE telah diperkenalkan kepada beberapa negeri seperti Kedah, Pahang, Perak, Pulau Pinang dan Perlis di bawah inisiatif Amalan Baik Peraturan (GRP).

Jadual di bawah menunjukkan ringkasan pelaksanaan projek MyCURE dari tahun 2016-2018: In 2016, the MyCURE programme was implemented to address bureaucratic issues and issues that were proposed through the PEMUDAH platform.
In view of its success, the MyCURE programme had been introduced in several states namely Kedah, Pahang, Perak, Penang and Perlis under the Good Regulatory Practice (GRP) initiative.

The table below shows a summary of the implementation of the MyCURE project from 2016-2018: Tahun/ Year Peringkat/ Level 2016 Persekutuan Federal 2017/ 2018 Negeri State Jumlah Projek/ Total No.

of Projects 6 26 MyCURE Practitioners Jumlah Perunding/ No.
of Consultants Jumlah Kos Pematuhan/ Total Compliance Cost - 149 5 19 RM330.4 juta/ million RM274.9 juta million Kini, program MyCURE diperluaskan lagi pelaksanaannya di peringkat kementerian dalam usaha memperkukuh dan mentransformasikan sistem penyampaian perkhidmatan awam.

Kementerian Air, Tanah dan Sumber Asli telah menjadi kementerian yang pertama mengikuti program MyCURE dan telah memberikan sepenuh kerjasama dalam pelaksanaan program MyCURE.
MPC telah menerima banyak tajuk yang berkaitan dengan isu kelewatan dan pengawalseliaan.

Jadual di bawah adalah senarai tajuk program MyCURE yang telah dilaksanakan pada tahun 2018: Today, the MyCURE programme is being expanded to ministry level in an effort to strengthen and transform the public service delivery system.
The Ministry of Water, Land and Natural Resources became the first ministry to follow the MyCURE programme and has given its full cooperation in the implementation of the MyCURE programme.

MPC has also received a lot of titles regarding delays and regulations.

The table below is a list of the titles of the MyCURE programmes implemented in 2018: Bil No 1.

2.
2.

Agensi Agency Tajuk Title Jabatan Perhutanan Semenanjung Malaysia (JPSM) Forestry Department Peninsular Malaysia Kelewatan Dalam Kelulusan Lesen Pemindah Delay in Approval of Transferring License Jabatan Ketua Pengarah Tanah dan Galian Persekutuan (JKPTG) Department of Director General of Lands and Mines Kelewatan Pengeluaran Lesen Pasir Laut di bawah Akta Pelantar Benua 1966 Delay in Issuance of Sand Mining License under Continental Shelf Act 1966 Jumlah/ Total No.
of Practitioners 6 4 Laporan Tahunan MPC 2018 Annual Report 37 3.

4.

5.

6.
Jabatan Ketua Pengarah Tanah dan Galian Persekutuan (JKPTG) Department of Director General of Lands and Mines Kelewatan Kelulusan Permohonan Pajakan Tanah Milik Persekutuan Delay in approval for Federal Land Lease Application Jabatan Pengairan dan Saliran (JPS) Department of Irrigation and Drainage Jabatan Mineral dan Geosains Malaysia (JMG) Department of Mineral and Geoscience Malaysia Perubahan Kerja (VO) Yang Tinggi di dalam Kontrak Kerja & Kelewatan Memproses Permohonan Perubahan Kerja High Variation Orders in Work Contracts & Delays in Processing Change of Work Procedures Kelewatan Mengeluarkan Surat Kelulusan Skim Pengendalian Melombong di bawah Seskyen 10, Akta Pembangunan Mineral 1994 dalam Tempoh 30 hari Delay in issuing approval letter for Mining Lease Scheme under Section 10, Mineral Development Act 1994 within 30 days Suruhanjaya Perkhidmatan Air Negara (SPAN) Natural Water Services Commission Kelewatan dalam Meluluskan Permohonan Permit dan Lesen Kelas Delay in approving Permit and Class License 5 6 6 5 Komitmen yang ditunjukkan dalam perjalanan program MyCURE adalah teratur bermula dari peringkat pemilihan tajuk-tajuk projek dan persediaan ahli kumpulan projek dilaksanakan dengan mudah dan cepat.
Dengan bantuan fasilitator yang dilantik, fasa-fasa program MyCURE telah dilalui mengikut perancangan dan semua kumpulan projek telah memberikan sepenuh kerjasama semasa sesi pembelajaran mahupun sesi pembentangan.
Di antara manfaat pelaksanaan program MyCURE ini adalah ia bukan sahaja penting di dalam menambah baik proses kerja atau perkhidmatan sedia ada, tetapi pada masa yang sama ia membantu pihak pengawal selia secara langsung untuk mengenal pasti dan menjalankan kajian semula peraturan atas inisiatif mereka sendiri.

Melalui MyCURE juga, proses kerja yang telah dipermudahkan boleh dijadikan contoh dan digunakan semula oleh organisasi atau agensi lain yang berkaitan.
Selain daripada itu, program MyCURE juga menekankan pengurangan kos pematuhan dan meningkatkan kecekapan operasi melalui cadangan penambahbaikan yang diusulkan.

The commitment expressed in the course of the MyCURE programme is organised from the stage of selection of project titles and preparation of project team members with ease and speed.
With the help of the facilitator, all phases of the MyCURE programme went through the planning process and all project teams had provided full cooperation during the study and presentation sessions.

Among the benefits of implementing the MyCURE programme is that, it is not only important in improving existing work processes or services, but at the same time enables regulators to directly identify and conduct regulatory reviews based on their own initiatives.
Through MyCURE, simplified work processes can be modeled and reused by other relevant organisations or agencies.

In addition, the MyCURE programme also emphasises lowering the cost of compliance and improving operational efficiency through proposed improvements.

Bagi tahun 2019, sebanyak 20 projek MyCURE akan dilaksanakan melibatkan negeri Johor, Negeri Sembilan, Selangor serta sebuah lagi kementerian yang terpilih dengan sasaran penjimatan kos pematuhan sebanyak RM60 juta.
Dengan pelaksanaan program MyCURE di peringkat negeri dan kementerian, MPC berharap agar pengawal For 2019, a total of 20 MyCURE projects will be implemented involving the states of Johor, Negeri Sembilan and Selangor including a ministry that will be selected and it is estimated there will be compliance cost savings amounting to RM60 million.
With the implementation of the MyCURE programme at state and ministry levels, MPC hopes that regulators and Laporan Tahunan MPC 2018 Annual Report 38 selia dan pelaksana MyCURE akan sentiasa mengamalkan penambahbaikan kepada proses dan peraturan serta ini budaya dalam meningkatkan menjadikan amalan produktiviti dan daya saing organisasi.
MyCURE practitioners will continue to ensure improvements to processes and regulations and adopt this practice as a culture to enhance organisational productivity and competitiveness.

Inisiatif Langkah-Langkah Bukan Tarif (NTMs) Non-Tariff Measures Initiative (NTMs) MPC telah diberikan mandat untuk membentuk ekosistem yang teguh, yang merupakan salah satu daripada lima teras strategik negara di bawah Blueprint Produktiviti Malaysia (MPB) yang dilancarkan pada Mei 2017.
Salah satu aktiviti di bawah teras ini ialah memansuhkan Langkah-langkah Bukan Tarif (NTMs) yang menghalang pertumbuhan perniagaan dan mempercepatkan kecekapan prestasi sektor logistik di Malaysia.

Aktiviti ini tergolong dalam 6 aktiviti utama yang perlu diambil tindakan segera untuk mencapai peningkatan sasaran produktiviti bagi negara.
Terdapat dua fasa dalam melaksanakan inisiatif ini iaitu: MPC has been given the mandate to develop a robust ecosystem, which falls under one of the five strategic thrusts of the Malaysia Productivity Blueprint (MPB) launched in May 2017.

One of the activities under this thrust is to abolish Non-Tariff Measures (NTMs) which impede business growth and accelerate the efficiency of logistics sector performance in Malaysia.
These activities are among the 6 main actions that need to be taken immediately to achieve the country’s productivity targets.

There are two phases in implementing this initiative: i. Fasa pertama melibatkan aktiviti iaitu mengenal pasti dan mengesahkan keseluruhan NTM yang dikawal selia dan dikuatkuasakan oleh kementerian dan agensi kerajaan yang terlibat; dan “profiling” 1.
The first phase involves “profiling” activities, namely identifying and ratifying the entire NTM regulated and enforced by the ministries and government agencies involved; and ii.

Fasa kedua pula melibatkan anggaran kos pematuhan ke atas pelaksanaan NTM yang ditanggung oleh industri.

2.

The second phase involves cost of compliance with the implementation of NTMs borne by the industry.
United Nations Conference on Trade and Development (UNCTAD) mendefinisikan NTM sebagai langkah-langkah dasar selain daripada tarif yang berpotensi memberi kesan ekonomi ke atas perdagangan antarabangsa.

NTM merupakan cabaran utama kepada pengeksport, pengimport dan penggubal dasar.

Walaupun tujuan utama NTM adalah untuk melindungi kesihatan awam atau alam sekitar, namun ia turut memberi kesan besar kepada perdagangan melalui maklumat, kos pematuhan dan prosedur.
Kajian ke atas NTM di 10 negara ASEAN termasuk Malaysia telah dijalankan oleh Economic Research Institute for ASEAN and East Asia (ERIA) dan UNCTAD.

Hasil kajian tersebut telah menyatakan penambahan bilangan NTM sebagai faktor yang menghalang usaha-usaha integrasi dalam kalangan negara- negara ASEAN, walaupun pelbagai tarif telah dikurangkan.

Ketidakfahaman dan kurangnya kajian dijalankan telah memberikan pandangan yang amat negatif ke atas NTM.
Kajian tersebut juga telah menyenaraikan NTM berdasarkan pengumpulan maklumat melalui kerangka perundangan di Malaysia dan seluruh ASEAN seperti dalam Rajah 1.

The United Nations Conference on Trade and Development (UNCTAD) defines NTM as policy measures other than tariffs that could have an economic impact on international trade.

NTM is a major challenge for exporters, importers and policy makers.
While NTM’s primary purpose is to protect public or environmental health, it also has a significant impact on trade through information, compliance costs and procedures.

Studies on NTM in 10 ASEAN countries including Malaysia were conducted by the Economic Research Institute for ASEAN and East Asia (ERIA) and UNCTAD.

The results of this study have shown that increasing the number of NTMs is a factor that impedes integration efforts among ASEAN countries, although various tariffs have been reduced.
The misunderstanding and lack of research carried out has given NTM a very negative view.

The study also listed NTM based on information gathered through legal frameworks in Malaysia and across ASEAN as shown in Figure 1.
Laporan Tahunan MPC 2018 Annual Report Rajah 1: Senarai NTM Mengikut Sistem Klasifikasi ERIA-UNCTAD di ASEAN Figure 1: List of NTMs according to the ERIA-UNCTAD Classification System in ASEAN 39 Malaysia telah disenaraikan sebagai negara ketiga terbanyak bagi bilangan NTM iaitu sebanyak 713 selepas Thailand (1,630) dan Filipina (854) seperti dalam Rajah 2.
Malaysia has been listed as the country with the third largest number of NTMs amounting to 713 after Thailand (1,630) and Philippines (854) as shown in Figure 2.
Rajah 2: Bilangan NTM di Negara-negara ASEAN Figure 2: Number of NTMs in ASEAN Countries Laporan Tahunan MPC 2018 Annual Report 40 Bagi pecahan bilangan NTM mengikut kementerian, Kementerian Kesihatan Malaysia mendahului kementerian- kementerian lain dengan 502 NTM, diikuti oleh Kementerian Pertanian dan Industri Asas Tani dengan 86 NTM dan Kementerian/Agensi/Jabatan lain seperi dalam Rajah 3: For the breakdown on the number of NTMs by ministry, the Ministry of Health Malaysia was in the lead with 502 NTMs, followed by the Ministry of Agriculture and Agro-based Industry with 86 NTMs while other Ministries / Agencies / Departments are as shown in Figure 3: Rajah 3: Pecahan NTM Mengikut Kementerian di Malaysia Figure 3: Breakdown of NTM by Ministries in Malaysia Pada tahun 2018, 6 kementerian telah membuat semakan dan mengenal pasti senarai NTM sebenar di setiap kementerian dan kajian ini akan diteruskan ke kementerian/ agensi lain sehingga tahun 2020.
Hasil kajian 6 kementerian yang telah menjalankan kajian pada tahun 2018 adalah seperti di Rajah 4: In 2018, 6 ministries reviewed and identified the list of actual number of NTMs in each ministry and this study will be extended to other ministries / agencies until the year 2020.
The results of the study conducted among the 6 ministries in 2018 are as shown in Figure 4: Rajah 4: Hasil Kajian Senarai Semakan NTM di Kementerian di Malaysia, 2018 Figure 4: Results of NTM Review List by Ministries in Malaysia, 2018 Bil.

No Kementerian Ministry Bil.

NTM No.
NTM Hasil Kajian Results of Study Perundangan Legislation Utama Main Subsidiari Subsidiary Semakan Review Status (%) 1 2 3 Kementerian Pertanian dan Industri Asas Tani / Ministry of Agriculture and Agro-based Industry (MOA) Kementerian Kesihatan Malaysia/ Ministry of Health (MOH) Kementerian Industri Utama/ Ministry of Primary Industries (MPI) 86 104 502 27 84 30 8 5 4 16 100 6 5 100 100 Laporan Tahunan MPC 2018 Annual Report 41 4 5 6 Kementerian Air, Tanah dan Sumber Asli (KATS)/ Ministry of Water, Land and Natural Resources Kementerian Kerja Raya Malaysia / Ministry of Works (MOW) Kementerian Sumber Manusia/ Ministry of Human Resources (MOHR) 39 0 14 29 1 14 7 1 3 3 - 3 100 100 100 *Sumber / Source: Customs (Prohibitions of Import & Export) Order 2017, Integrated Trade Intelligence Portal (I-TIP) 2015.
Findings through the verification with respective Ministries and Agencies (2018).

Total numbers of legislation of 28 primary and 33 subsidiary have been reviewed as per 23 Feb 2019.

Kepatuhan terhadap undang-undang mewajibkan industri untuk mematuhi syarat-syarat tidak perlu yang menyumbang kepada kelewatan dalam menjalankan perdagangan yang melibatkan kos tambahan.
Dengan memudahkan dan memperkemaskan proses dan mengurangkan bilangan ia mungkin syarat yang dikenakan oleh peraturan, membantu industri mengurangkan 25% daripada kos menjalankan perniagaan.

Rajah 5 menunjukkan jumlah anggaran kos pematuhan yang ditanggung oleh industri dan anggaran pengurangan sebanyak 25% kos pematuhan bagi 6 kementerian dan agensi bagi tahun 2017.
Compliance with the law requires the industry to comply with unnecessary conditions that contribute to delays in conducting trade that will incur additional costs.

By simplifying and streamlining processes and reducing the number of requirements imposed by regulations, it may help the industry reduce 25% of the cost of doing business.

Figure 5 shows the estimated total compliance costs incurred by the industry and a 25% reduction in compliance costs for 6 ministries and agencies for 2017.
Rajah 5: Anggaran Kos Pematuhan oleh Industri dan Anggaran Pengurangan 25% Kos Pematuhan bagi 6 Kementerian & Agensi, 2017 Figure 5: Estimated Compliance Cost by Industry and Estimated 25% Reduction in Compliance Cost for 6 Ministries & Agencies, 2017 Laporan Tahunan MPC 2018 Annual Report 42 Rajah 6 menunjukkan terdapat sebanyak 17 projek yang merangkumi 4 Kementerian iaitu Kementerian Kerja Raya Malaysia, Kementerian Air, Tanah dan Sumber Asli, Kementerian Pertanian dan Industri Asas Tani, dan Kementerian Sumber Manusia pada tahun 2018.
Figure 6 shows that there are 17 projects covering 4 Ministries namely Ministry of Works Malaysia, Ministry of Water, Land and Natural Resources, Ministry of Agriculture and Agro-based Industry, and Ministry of Human Resources in 2018.

Rajah 6: Senarai Projek bagi 4 Kementerian pada Tahun 2018 Figure 6: List of Projects for 4 Ministries in 2018 Bil.
No Kementerian Ministry Agensi Agency Tajuk Projek Project Title Kementerian Kerja Raya Malaysia (KKR) Ministry of Works Malaysia (MOW) CIDB Review Schedule 4 of CIDB Act (Amendment) 2011 CIDB Review Standard of Procedure (SOP) of verification for COA issuance DOA(P) MyGAP DVS Remove 33 Non-applicable NTMs written on the Legislation DOA(B) Replace Existing Act & Regulation (DOA) LKIM FAMA FAMA E-Pelesenan Pilot project for crop commodity Self-Regulated Method/Programme – Self Regulated by Regulated Entities (SRBRE) Propose simple guidelines or standard that can attain SMEs – FAMA Standard (FS) MAQIS Sampling Method MAQIS Inspection Charge All + RCMD Improve processing time of client charter of Dagang-Net and solve the conflicting HS code JBK Developing online application notification of LMO (MyBiosafety Management System) for approval and PERHILITAN PERHILITAN BMG DOSH DOSH On-line system: Capacity building Equipment and develop an issuance of a SPECIAL PERMIT Streamlining the AP application Standard Operating Procedure (SOP) and online system Execution of Custodianship Transfer of the Petroleum (Safety Measures) Act (PSMA) 1984 (Act 302) to the Department of Occupational Safety and Health (DOSH) Process Improvement for Issuance of Certificate of Fitness for Pressure Vessels & Boilers Kementerian Pertanian dan Industri Asas Tani (MOA) Ministry of Agriculture and Agro- based Industry Kementerian Air, Tanah dan Sumber Asli (KATS)/ Ministry of Water, Land and Natural Resources Kementerian Sumber Manusia (MOHR)/ Ministry of Human Resources Laporan Tahunan MPC 2018 Annual Report 43 Hasil daripada projek-projek tersebut dijangka dapat menyumbang kepada potensi penjimatan kos yang dianggarkan berjumlah RM56 juta seperti yang terdapat di Rajah 7.
The proceeds from these projects are expected to contribute to an estimated cost savings of RM56 million as shown in Figure 7.
Rajah 7: Anggaran Kos Pematuhan oleh Industri dan Anggaran Potensi Penjimatan Kos Pematuhan Sebanyak 25% bagi 4 Kementerian & Agensi, 2017 Figure 7: Estimated Compliance Cost by Industry and Estimated 25% Reduction in Compliance Cost for 4 Ministries & Agencies, 2017 Kementerian/ Ministry Agensi Agency Kos Pematuhan / Compliance Cost (RM) Anggaran 25% Kos Pematuhan / Estimated 25% in Compliance Cost (RM Potensi Penjimatan Kos / Potential Cost Savings (RM) Jumlah Potensi Penjimatan Kos /Total Potential Cost Savings (RM) KKR MOHR KATS CIDB CIDB DOSH DOSH DWNP BMG JBK 22,626,300.00 5,656,575.00 5,656,575.00 5,656,575.00 80,778,850.00 20,194,712.50 46,025,000.00 46,025,000.00 3,576,089.00 894,022.25 3,848,867.44 777,218.75 194,304.69 470,000.00 4,515,973.44 11,042,162.00 2,760,540.50 197,106.00 MOA Semua 763,847,997.00 190,961,999 - - Jumlah Keseluruhan Grand Total 882,648,616.75 220,662,153.94 56,197,548.44 56,197,548.44 Pasukan Petugas Khas Pemudahcara Perniagaan (PEMUDAH) The Special Taskforce to Facilitate Business (PEMUDAH) PEMUDAH ditubuhkan untuk menjalinkan kerjasama yang lebih erat di antara sektor awam dan swasta demi menambah baik penyampaian perkhidmatan awam serta memperbaiki persekitaran perniagaan di Malaysia.
Melalui PEMUDAH, isu- isu yang melibatkan urusan memudahkan perniagaan dapat ditangani dan diselesaikan.

Dengan kerjasama erat di antara sektor awam dan swasta, pengetahuan dan pengalaman yang luas dalam kalangan ahli PEMUDAH dapat dikongsi bagi tujuan meningkatkan daya saing Malaysia.
Berdasarkan peranan penting yang digalas oleh PEMUDAH, Kerajaan Pakatan Harapan menerusi manifestonya pada tahun 2018 mengisytiharkan PEMUDAH akan diperkukuhkan bagi meningkatkan keberkesanannya sekali gus meneruskan tanggungjawab MPC sebagai sekretariat yang diketuai oleh Ketua Pengarah MPC.

PEMUDAH was set up to foster closer collaboration between the public and private sectors to enhance public service delivery and improve the business environment in Malaysia.
Through PEMUDAH, issues relating to ease of doing business can be handled and resolved.

With close collaboration between the public and private sectors, the vast knowledge and experience of PEMUDAH members can be shared for the purpose of enhancing Malaysia’s competitiveness.
Based on the important role played by PEMUDAH, the “Pakatan Harapan” Government in its 2018 manifesto declared PEMUDAH will be further strengthened to enhance its effectiveness while MPC will continue its responsibility as secretariat led by the Director General of MPC.
Laporan Tahunan MPC 2018 Annual Report 44 Kedudukan Malaysia Dalam Laporan Doing Business 2019 (DB2019) Malaysia’s Position in The World Bank Doing Business Report 2019 (DB2019) Bank Dunia dan International Finance Corporation (IFC) telah menerbitkan laporan Doing Business 2019 yang juga merupakan siri ke-16 laporan tersebut pada 31 Oktober 2018.
Laporan ini mengukur dan menilai peraturan-peraturan yang memudahkan atau membebankan aktiviti perniagaan meliputi 10 bidang menjalankan perniagaan bagi 190 buah ekonomi di seluruh dunia.

Bidang-bidang tersebut adalah: The World Bank and the International Finance Corporation (IFC) have published the Doing Business 2019 report which is 16th in the series of reports on October 31, 2018.
The report measures and evaluates regulations that facilitate or restrict business activities involving 10 areas of doing business among 190 economies in the world.

These areas are: 1.

Memulakan Perniagaan; 2.

Urusan Permit Pembinaan; 3.

Mendapatkan Bekalan Elektrik; 4.

Mendaftarkan Hartanah; 5.

Mendapatkan Kredit; 1.

Starting a Business; 2.

Dealing with Construction Permits; 3.

Getting Electricity; 4.

Registering Property; 5.

Getting Credit; 6.

Melindungi Pelabur Minoriti; 6.


Protecting Minority Investors; 7.

Pembayaran Cukai; 8.

Perdagangan Rentas Sempadan; 9.

Penguatkuasaan Kontrak; dan 10.

Penyelesaian Insolvensi.

7.

Paying Taxes; 8.

Trading Across Borders; 9.

Enforcing Contracts; and 10.

Resolving Insolvency.


Rajah 8: Pencapaian Malaysia Di Dalam Laporan Doing Business, 2016-2019 Figure 8: Malaysia’s Achievement in The Doing Business Report, 2016-2019 Laporan Tahunan MPC 2018 Annual Report 45 telah diperkenalkan dalam iaitu ‘Skor Ease of Doing Business Terminologi baharu (EODB)’ laporan DB2019 untuk menggantikan ‘Skor Distance to Frontier (DTF)’ yang digunakan dalam laporan sebelumnya.
Terminologi ini diperkenalkan bagi menunjukkan kedudukan ekonomi dengan lebih baik kepada amalan pengawalseliaan terbaik.

A new terminology, the ‘Ease of Doing Business Score (EODB)’ was introduced in the DB2019 report to replace the ‘Distance to Frontier (DTF) score’ used in the previous report.

This terminology was introduced to better reflect the economic position of best regulatory practices.
Berdasarkan laporan tersebut, Malaysia telah berjaya melangkau 9 anak tangga dan berada pada kedudukan ke- 15 di antara 190 ekonomi (2018: kedudukan ke-24).

Dari segi skor, Malaysia mencatat peningkatan sebanyak 2.57 skor EODB kepada jumlah 80.60 berbanding tahun sebelumnya yang mencatat skor keseluruhan DTF pada tahap 78.03.

Malaysia mempunyai perbezaan nilai skor EODB sebanyak 5.99 berbanding ekonomi terbaik iaitu New Zealand yang memperolehi jumlah skor 86.59.
According to the report, Malaysia had surpassed 9 steps and ranks 15th among 190 economies (2018: 24th).

In terms of scores, Malaysia recorded an increase of 2.57 EODB scores to 80.60 compared to the previous year which recorded an overall DTF score of 78.03.

Malaysia has an EODB score difference of 5.99 compared to the best economy, New Zealand with a total score of 86.59.
Malaysia mengekalkan kedudukan di antara 5 negara terbaik dalam rantau Asia yang didahului oleh Singapura (ke-2), Hong Kong (ke-4), Republik Korea (ke-5) dan Taiwan (ke-13).

Dalam kalangan negara-negara ASEAN, Malaysia merupakan ekonomi kedua terbaik selepas Singapura dan mendahului 8 negara ASEAN yang lain.

Malaysia maintains its ranking among the top 5 countries in the Asian region ahead of Singapore (2nd), Hong Kong (4th), Republic of Korea (5th) and Taiwan (13th).
Among ASEAN countries, Malaysia is the second-best economy after Singapore and ahead of 8 other ASEAN countries.

Prestasi 10 Bidang Menjalankan Perniagaan Performance in The 10 Areas Of Doing Business Di antara 10 bidang menjalankan perniagaan yang dilaporkan dalam DB2019 Malaysia mencatatkan skor EODB tertinggi bagi bidang Mendapatkan Elektrik iaitu 99.27 daripada skor maksimum 100.
Empat bidang lain juga mencatatkan skor EODB yang lebih tinggi berbanding skor purata Malaysia iaitu bidang Perdagangan Rentas Sempadan (88.47), Urusan Permit Pembinaan (86.96), Memulakan Perniagaan (82.78) dan Melindungi Pelabur Minoriti (81.67).
Malaysia mencatatkan peningkatan skor dalam 7 daripada 10 bidang iaitu Urusan Permit Pembinaan (86.96 daripada 82.19), Mendapatkan Elektrik (99.27 daripada 94.33), Mendaftarkan Hartanah (80.38 daripada 76.06), Melindungi (81.67 daripada 80.0), Perdagangan Pelabur Minoriti Rentas Sempadan (88.47 daripada 82.5), Penguatkuasaan Kontrak (68.23 daripada 66.61) dan Penyelesaian Insolvensi (67.17 daripada 62.1).
Perdagangan Rentas Sempadan menunjukkan peningkatan skor tertinggi iatu sebanyak 5.97 diikuti Penyelesaian Insolvensi sebanyak 5.07.

Among the 10 areas of doing business in DB2019 Malaysia posted the highest EODB score for Getting Electricity of 99.27 out of a maximum of 100.
Four other areas also recorded higher EODB scores compared to Malaysia’s overall average namely Trading Across Borders (88.47), Dealing with Construction Permits (86.96), Starting a Business (82.78) and Protecting Minority Investors (81.67).
Malaysia also scored an increase in 7 out of 10 areas namely Dealing with Construction Permits (86.96 out of 82.19), Getting Electricity (99.27 out of 94.33), Registering Property (80.38 out of 76.06), Protecting Minority Investors (81.67 out of 80.0), Trading Across Borders (88.47 out of 82.5), Enforcing Contracts (68.23 out of 66.61) and Resolving Insolvency (67.17out of 62.1).

Trading Across Borders recorded the highest increase of 5.97 followed by Resolving Insolvency 5.07.
Pembaharuan dan Penambahbaikan Yang Dilaksanakan Reforms And Improvements Implemented Peningkatan prestasi Malaysia dalam laporan DB2019 adalah berkaitan dengan perakuan oleh Bank Dunia bahawa Malaysia telah berjaya mengekalkan momentum The improvement in Malaysia’s performance in the DB2019 report is in line with the World Bank’s acknowledgment that Malaysia has successfully maintained its momentum Laporan Tahunan MPC 2018 Annual Report 46 pelaksanaan pembaharuan bagi mempermudahkan urusan manjalankan perniagaan pada tahun 2018.
Pembaharuan telah dilaksanakan dan diperakui dalam 6 daripada 10 bidang yang diukur oleh Laporan DB2019.

Pembaharuan dan penambahbaikan tersebut adalah seperti berikut: of implementing reforms to facilitate business in 2018.

The reforms have been implemented and recognised in 6 of the 10 areas measured by the DB2019 Report.

The updates and improvements are as follows: Bil.

No.

Indikator Indicator Penambahbaikan Yang Dilaksanakan Improvements Implemented i. Memulakan Perniagaan Starting a Business ii.
iii.

iv.

Urusan Permit Pembinaan Dealing with Construction Permits Mendapatkan Elektrik Getting Electricity Mendaftarkan Hartanah Registering Property v. Perdagangan Rentas Sempadan Trading Across Borders Memperkenalkan sistem pendaftaran cukai secara atas talian yang membolehkan peniaga mendapat maklum balas segera berkenaan status pendaftaran melalui e-mel.

Hasilnya, bilangan hari yang terlibat untuk proses memulakan perniagaan telah dapat dikurangkan dari 23.5 hari kepada 13.5 hari.
Introducing an online tax registration system that allows businesses to receive instant feedback on their registration status via email.

As a result, the number of days involved in the process of starting a business has been reduced from 23.5 days to 13.5 days.

Memperkemaskan prosedur mendapatkan permit bangunan dan mengurangkan masa bagi permohonan permit pembinaan.
Hasilnya, masa yang diambil untuk mendapatkan permit pembinaan telah berjaya dikurangkan dari 78 hari kepada 54 hari Streamlining procedures for obtaining building permits and reducing the time for construction permit applications.

As a result, the time taken to obtain a construction permit has been reduced from 78 days to 54 days.

Memperkemaskan proses kelulusan mendapatkan sambungan elektrik dan berjaya menjimatkan satu prosedur daripada 4 kepada 3 prosedur.
Simplified the approval process for connecting electricity and successfully reduced the number of procedures by one, that is from 4 to 3 procedures.

Pengurangan masa dalam pendaftaran hartanah dengan pelaksanaan single window platform secara atas talian yang telah mempermudahkan proses carian hartanah.

Hasilnya, bilangan prosedur telah berjaya dikurangkan daripada 8 kepada 6 prosedur.
Reduction in time for real estate registration with the implementation of online single window platform which simplified property search process.

As a result, the number of procedures was successfully reduced from 8 to 6 procedures.

Memperkenalkan dan memperbaiki urusan penyerahan dan pemprosesan dokumen untuk eksport dan import secara elektronik, memperkukuhkan infrastruktur sempadan untuk eksport dan import dan meningkatkan kecekapan pentadbiran dan pemeriksaan kastam untuk eksport dan import.
Hasilnya, masa untuk urusan ekspot dapat dijimatkan dari 45 jam kepada 28 jam Introducing and improving the delivery and processing of documents for exports and imports electronically, strengthening border infrastructure for exports and imports and enhancing administrative efficiency and customs inspection for exports and imports.

As a result, the time for export process was reduced from 45 to 28 hours.

Laporan Tahunan MPC 2018 Annual Report 47 vi.


Penyelesaian Insolvensi Resolving Insolvency Memperkenalkan penyusunan semula prosedur berkaitan entiti komersial.

Penambahbaikan ini telah meningkatkan indeks rangka kerja insolvensi daripada 6.0 kepada 7.5.

Restructuring procedures concerning commercial entities.
These improvements increased the index of insolvency framework from 6.0 to 7.5. akan meneruskan PEMUDAH komitmennya dalam meningkatkan daya saing Malaysia melalui inisiatif untuk mengurangkan bebanan peraturan.

Antara langkah yang diambil adalah seperti berikut: PEMUDAH will continue its commitment to enhance Malaysia’s competitiveness through initiatives to reduce regulatory burden.
The steps taken are as follows: i. Mengenal pasti dan mempelajari amalan terbaik dari negara-negara terkemuka dalam 10 indikator yang diukur untuk meningkatkan kedudukan Malaysia; ii.

Meningkatkan pemahaman mengenai metodologi yang digunakan oleh Bank Dunia dalam kalangan Kumpulan Fokus PEMUDAH (sektor awam-swasta) dan responden kaji selidik Bank Dunia; dan i. ii.
Identify and learn best practices from leading countries in the 10 indicators measured to improve Malaysia’s position; Improve understanding of the methodologies used by the World Bank among PEMUDAH Focus Group (public-private sector) and World Bank survey respondents; and iii.

Memperkukuhkan kerjasama dengan IFC World Bank untuk berkongsi inisiatif-inisiatif baru supaya reformasi yang dilaksanakan oleh Malaysia diperakui oleh mereka.

iii.
iii.

Strengthen partnership with IFC World Bank to share new initiatives to enable Malaysia’s reforms to be recognised by them.

(WBG) untuk Kerajaan Malaysia melalui Jabatan Perdana Menteri dan PEMUDAH telah mengambil inisiatif untuk bekerjasama dengan Kumpulan Bank Dunia terus memperbaiki kedudukan Malaysia dalam laporan DB2019.
Sebuah projek telah dilaksanakan bermula bulan Januari hingga Ogos 2018 bertujuan untuk menganalisis dan menyediakan cadangan penambahbaikan kepada Kerajaan Malaysia dengan mengenal pasti serta mengutamakan pembaharuan kawal selia yang diukur oleh Bank Dunia.

Hasil daripada projek tersebut, laporan berjudul ‘Business Reform Memorandum’ untuk Malaysia telah dilancarkan pada 29 ini menyarankan beberapa Ogos 2018.
Memorandum inisiatif serta penambahbaikan melalui pembaharuan undang-undang dan pengawalseliaan bagi memudahkan urusan menjalankan perniagaan di Malaysia.

The Government of Malaysia through the Prime Minister’s Department and PEMUDAH have taken the initiative to work with the World Bank Group (WBG) to further enhance Malaysia’s position in the DB2019 report.
A project was undertaken from January to August 2018 aimed at analysing and providing recommendations for improvements to the Government of Malaysia by identifying and prioritising regulatory reforms as measured by the World Bank.

As a result of this project, a report titled ‘Business Reform Memorandum’ for Malaysia was launched on August 29, 2018.

The Memorandum proposes several law and regulatory reforms to facilitate the conduct of business in Malaysia.
improvements through initiatives and Laporan Tahunan MPC 2018 Annual Report PRESTASI PRODUKTIVITI DAN DAYA SAING PRODUCTIVITY AND COMPETITIVENESS PERFORMANCE 50 PRESTASI PRODUKTIVITI DAN DAYA SAING PRODUCTIVITY AND COMPETITIVENESS PERFORMANCE Laporan Produktiviti 2018 Productivity Report 2018 Malaysia telah mencatatkan pertumbuhan produktiviti sebanyak 2.2% kepada RM83,000 pada 2018 berbanding RM81,268 pada tahun sebelumnya.
Dalam usaha ke arah menjadi pemain utama di peringkat global, Malaysia hendaklah menerima pakai pendekatan yang holistik dan bersepadu untuk meningkatkan produktiviti.

Usaha ini memerlukan sokongan padu daripada pelbagai peringkat kerajaan, swasta, organisasi tanpa untung dan juga rakyat.

Pada tahun 2018, MPC memberi tumpuan kepada 9 Sektor Nexus Produktiviti di bawah Blueprint Produktiviti Malaysia (MPB) untuk memacu pertumbuhan produktiviti negara.
Sektor-sektor tersebut adalah Peruncitan dan Makanan & Minuman (F&B), Elektrik dan Elektronik, Kimia dan Produk Kimia, Mesin dan Peralatan, Pelancongan, Agro-Makanan, Teknologi, Maklumat dan Komunikasi (ICT), Perkhidmatan Profesional dan Penjagaan Kesihatan Swasta Disamping itu melalui program perkongsian awam-swasta, agensi kerajaan dan kementerian bersama organisasi swasta bekerjasama dalam membantu merangka inisiatif dan memastikan usaha pelaksanaan berjalan lancar.
Pencapaian menyeluruh dalam usaha-usaha ini adalah perlu untuk mengubah pemikiran rakyat supaya menerima produktiviti sebagai sebahagian daripada budaya.

Pemikiran baru ini akan membantu memacu ekonomi Malaysia untuk ke hadapan dan membolehkannya berkembang lebih pesat dan menjadi lebih berdaya saing di peringkat global.

Malaysia recorded a productivity growth of 2.2% to RM83,000 in 2018 compared to RM81,268 the previous year.
In its quest to become a global player, Malaysia must adopt a holistic and integrated approach to increase productivity.

This effort requires collaboration from the different levels of government, private sector, non-profit organisations and the public.

In 2018, MPC focused on the 9 Sector Productivity Nexus under the Malaysia Productivity Blueprint (MPB) to drive the country’s productivity growth.
The sectors are Retail and Food & Beverage (F&B), Electrical and Electronics, Chemicals and Chemical Products, Machinery and Equipment, Tourism, Agro-Food, Information, Communication and Technology (ICT), Professional Services and Private Healthcare.

In addition, through public-private partnership programmes, government agencies and ministries together with private organisations collaborated to help design initiatives and ensure that implementation efforts are successful.
The overall achievement of these efforts is necessary to change the public’s perception of accepting productivity as part of their culture.

These new ideas will help drive the Malaysian economy forward and enable it to grow faster and become more competitive globally.

Daya Saing 2018 Competitiveness 2018 Malaysia telah mengambil langkah-langkah yang jelas ke arah mencapai visinya untuk menjadi sebuah negara bertaraf ekonomi maju dan inklusif dengan rekod pertumbuhan ekonomi yang kukuh.
Peningkatan produktiviti negara adalah penting dalam usaha untuk mengekalkan trajektori positif ini.

Malaysia has taken the necessary steps towards achieving its vision of becoming a developed and inclusive economy with strong record of economic growth.

Increasing the country’s productivity is essential in maintaining this positive trajectory.

Walaupun pelbagai inisiatif telah diperkenalkan, peningkatan tahap produktiviti tetap merupakan elemen yang penting.
Peningkatan ini adalah bergantung kepada input iaitu tenaga Although various initiatives had been introduced, increasing productivity important element.

This increase is dependent on labour and capital inputs which levels remain an Laporan Tahunan MPC 2018 Annual Report kerja dan modal yang dikenali sebagai produktiviti faktor pelbagai.
Sungguh pun input-input ini masih diperlukan untuk produktiviti, produktiviti faktor pelbagai yang lebih tinggi akan memastikan pertumbuhan yang lebih lestari dalam jangka panjang.

Rancangan Malaysia Kesebelas (RMKe-11), 2016-2020 telah melihat produktiviti sebagai salah satu pengubah rentak permainan bagi pertumbuhan ekonomi dan sehubungan dengan itu usaha-usaha berterusan telah dilakukan untuk merangsang produktiviti bagi mendapatkan hasil di peringkat kebangsaan, industri dan perusahaan.
untuk pembangunan Melalui RMKe-11, tahun 2018 telah melihat kronologi yang berterusan dilakukan mengutamakan rakyat dan secara inklusif.

RMKe-11 meletakkan matlamat penting bagi Malaysia dari segi produktiviti di mana MPB telah dilancarkan pada 8 Mei 2017 bertujuan untuk mempercepatkan pertumbuhan ekonomi dengan peningkatan produktiviti.
MPB menyediakan platform utama bagi negara untuk membuat perubahan dasar penting dan mencadangkan pendekatan baharu dalam menangani cabaran baharu dan juga yang sedia ada bagi membolehkan Malaysia membuat peralihan kepada ekonomi maju menjelang tahun 2020.

Bagi tujuan peningkatan ini, beberapa perkara perlu diberi perhatian penting iaitu pembangunan modal insan untuk negara maju, mengukuhkan infrastruktur terutama dari segi kesediaan perdagangan, pelaburan dan teknologi.
Bagi tujuan peningkatan produktiviti dan untuk memastikan pertumbuhan yang mampan dan inklusif, RMKe-11 telah memberi lebih tumpuan kepada pengurusan fiskal yang lebih berhemat dan memperkenalkan fleksibiliti fiskal dan pengukuran.

adalah berkisar Perkembangan dalam produktiviti tentang bekerja lebih bijak daripada bekerja lebih kuat.
Ia mencerminkan keupayaan pekerja untuk menghasilkan lebih banyak output dengan menggabungkannya dengan input hasil dari kemunculan idea baharu, inovasi teknologi dan model perniagaan baharu.

Pertumbuhan produktiviti adalah pemacu utama untuk taraf hidup yang baik.

Kenaikan produktiviti yang kurang memberangsangkan sejak sedekad yang lalu telah menimbulkan kebimbangan mengenai prospek pertumbuhan jangka panjang.

51 are productivity factors.


While these inputs are still needed for productivity, higher multi-factor productivity will ensure sustainable growth in the long run.

The Eleventh Malaysia Plan 2016-2020, has identified productivity as one of the game changers for economic growth and therefore continuous efforts have been made to enhance productivity at national, industry and enterprise levels to achieve the necessary outcomes.
Through the Eleventh Plan, 2018 has seen a continuous chronology of development emphasising on inclusiveness of the people.

The 11th Plan sets a key goal for Malaysia in terms of productivity and with the launch of the MPB on 8 May 2017, it is aimed at accelerating economic growth with increasing productivity.
MPB provides a platform for the country to make important policy changes and proposes new approaches to address current and existing challenges which will enable Malaysia to transition towards an advanced economy by 2020.

For the purpose of this improvement, a number of important matters should be addressed namely development of human capital to be a developed country, strengthening infrastructure especially in terms of trade, investment and technology readiness.
For the purpose of increasing productivity and ensuring sustainable and inclusive growth, the 11th Plan has focused on more prudent fiscal management and introduced fiscal flexibility and measurement.

Improving productivity is about working smarter rather than working harder.

It reflects workers’ ability to generate more output by combining it with inputs from the emergence of new ideas, technological innovations and new business models.
Productivity growth is the key driver to achieve a good standard of living.

The productivity growth performance has not been encouraging in the last decade and this has raised concerns over long-term growth prospects.

Cabaran Malaysia untuk peningkatan produktiviti adalah terutamanya dalam memacu digitalisasi dan inovasi infrastruktur teknologi yang melalui kerjasama pintar, inovasi sesuai, e-dagang dan penggunaan teknologi merentas sektor.
Cabaran lain adalah membina tenaga Malaysia’s challenge to increase productivity is primarily to drive digitalisation and innovation through smart cooperation, appropriate technology infrastructure, e-commerce and the use of innovation technology across sectors.
Other challenges are to build a future workforce to meet dynamic industry Laporan Tahunan MPC 2018 Annual Report 52 kerja masa depan untuk memenuhi keperluan industri yang dinamik, mengukuhkan produktiviti dan daya saing PKS dan meningkatkan kesedaran tentang keprihatinan ke atas alam sekitar untuk kemampanan jangka panjang.

needs, strengthen SME productivity and competitiveness and raise awareness of environmental concerns for long-term sustainability.
Kemunculan Revolusi Perindustrian Keempat pada masa ini menyebabkan industri berada di dalam fasa penyesuaian yang mana fasa ini merupakan satu fasa yang sukar untuk negara menyesuaikan diri dan Malaysia adalah tidak berkecuali dalam perkara ini.

Penggabungan automasi dan digitalisasi telah mencipta revolusi dalam sektor pembuatan dan perkhidmatan di mana proses ini akan meningkatkan kecekapan, mengoptimumkan logistik, harga yang lebih telus dan persaingan yang lebih berdaya saing.
Malaysia diketengahkan dalam banyak laporan antarabangsa seperti Economic Freedom 2018, Global Services Location Index 2018, Global Peace Index 2018 dan Human Capital Report 2018 yang menunjukkan faktor-faktor yang membantu di dalam meningkatkan ekonomi negara.

Malaysia dilaporkan sebagai antara 27 negara teratas yang memiliki daya saing digital dalam IMD World Digital Competitiveness Ranking 2018 dan menjadi 5 negara teratas seperti dilaporkan dalam World Best Places to Retire 2018.
Malaysia terus mengukuhkan kedudukannya dalam kalangan 25 negara paling berdaya saing dalam tiga laporan utama daya saing antarabangsa.

Malaysia berada di kedudukan ke-25 daripada 140 ekonomi dan kekal sebagai yang kedua paling berdaya saing dalam sembilan ekonomi ASEAN dalam Global Competitiveness Report (GCR) 2018 yang diterbitkan oleh World Economic Forum (WEF).
Sementara itu, World Year Competitiveness Yearbook (WCY) 2018 telah melaporkan Malaysia sebagai ekonomi ke-22 yang paling berdaya saing di antara 63 ekonomi oleh World Competitiveness Center of the Institute for Management Development (IMD), manakala Doing Business 2019 oleh World Bank melaporkan kedudukan Malaysia di tangga ke-15 daripada 190 ekonomi dan ini menjadikan Malaysia termasuk dalam 10% peratus negara paling mudah di dunia untuk manjalankan ekonomi perniagaan.
The emergence of the Fourth Industrial Revolution is currently causing the industry to be in a phase of adaptation, which is a difficult phase for countries to adjust to and Malaysia is no exception.

The integration of automation and digitalisation has created a revolution in the manufacturing and services sectors where these processes will improve efficiency, optimise logistics, provide more transparent pricing and enhance competitiveness.
Malaysia has been featured in numerous international reports such as Economic Freedom 2018, Global Services Location Index 2018, Global Peace Index 2018 and Human Capital Report 2018 which highlight factors contributing to the country’s economic growth.

Malaysia is reported to be among the top 27 countries with digital competitiveness in the IMD World Digital Competitiveness Ranking 2018 and top 5 as reported in the World’s Best Places to Retire 2018.
Malaysia continues to strengthen its position among the 25 most competitive countries in three major international competitiveness reports.

Malaysia ranks 25th out of 140 economies and remains the second most competitive in the nine ASEAN economies in the Global Competitiveness Report (GCR) 2018 published by the World Economic Forum (WEF).
Meanwhile, the World Competitiveness Yearbook (WCY) 2018 ranked Malaysia as the 22nd most competitive economy among 63 economies by the World Competitiveness Center of the Institute for Management Development (IMD), while the World Bank’s Doing Business 2019 ranked Malaysia 15th out of 190 economies, making it among 10% percent of the world’s easiest countries to carry out a business.
Pada tahun 2018, sebanyak lima siri bengkel mengenai Competitiveness Champion Programme telah diadakan untuk menyebarkan maklumat berhubung dengan prestasi daya saing negara, inisiatif kerajaan, pembangunan ekonomi semasa dan perkongsian amalan terbaik organisasi.
Bengkel ini dijalankan di seluruh negara untuk mengumpulkn data yang tepat bagi menggambarkan situasi sebenar Malaysia dan dalam masa yang sama memberikan pemahaman In 2018, a series of five workshops on Competitiveness Champion Programmes were held to disseminate information on national competitiveness, government initiatives, current economic development and organisational best practices.
The workshop was conducted throughout the country to collect precise data that would reflect the real situation of Malaysia while providing an insight into the importance for accuracy of data to produce reliable and consistent reports.
Laporan Tahunan MPC 2018 Annual Report 53 In terms of hard data, information sessions through the Repository of Competitiveness Data were held with various ministries and agencies to determine which ministries and agencies were responsible for the data to be reported in the GCR and WCY reports monitored by MPC.
These sessions also discussed the general understanding of data definitions and requirements as well as identified areas for improvement and challenges faced when providing quality data to international bodies.

A briefing session was also held with the Inter Agency Planning Group (IAPG) which provided a platform for all ministries to collect, discuss and approve data that would then be submitted to IMD to produce the World Competitiveness Yearbook report.
For the year 2018, MPC had held several sessions with various ministries and agencies in an effort to explore potential productivity opportunities in the country.

One of the discussion sessions were held with the Economic Planning Unit (EPU) in connection with The Subnational Ease of Doing Business in Malaysia (SNDB).
The SNDB study will benchmark 3 indicators used in the World Bank’s Doing Business report in 5 Malaysian states: Johor Bahru (Johor), Kota Kinabalu (Sabah), Kuantan (Pahang), Kuching (Sarawak) and Penang apart from Kuala Lumpur.

The study will be conducted in collaboration with the World Bank and with assistance from the relevant state enforcement agencies, for example, the Royal Malaysian Customs Department, the City Council, and the Director General of Land & Mines (JKPTG).
The report of the study is expected to be published in 2020 and will enable affected states to share best practices as well develop their own self-awareness and understanding of the methodology that is required for Doing Business Subnational.

tentang pentingnya ketepatan data untuk menghasilkan laporan yang boleh dipercayai dan digunakan tanpa ragu- ragu.
Dari segi hard data, sesi penerangan melalui Repository of Competitiveness Data telah diadakan dengan pelbagai kementerian dan agensi untuk menentukan kementerian dan agensi yang bertanggungjawab kepada data yang akan dilaporkan dalam laporan GCR dan WCY yang dipantau oleh MPC.
Sesi ini turut membincangkan pemahaman umum tentang definisi dan keperluan data serta mengenal pasti bidang yang dapat dilakukan penambahbaikan dan cabaran ke arah menyediakan data yang berkualiti kepada badan peringkat antarabangsa.

Sesi penerangan juga diadakan dengan Inter Agency Planning Group (IAPG) yang menyediakan platform untuk semua kementerian mengumpulkan, membincangkan dan meluluskan data yang kemudiannya akan diserahkan kepada IMD untuk menghasilkan laporan World Competitiveness Yearbook.
Untuk tahun 2018, MPC telah mengadakan beberapa sesi perbincangan dengan pelbagai kementerian dan agensi dalam usaha untuk meneroka peluang produktiviti yang berpotensi dalam negara.

Salah satu sesi perbincangan yang telah dilakukan adalah dengan Unit Perancang Ekonomi (EPU) berkaitan dengan The Subnational Ease of Doing Business di Malaysia (SNDB).
Kajian SNDB akan melakukan penandaarasan ke atas 3 indikator yang diguna pakai dalam laporan Doing Business oleh World Bank di 5 negeri di Malaysia iaitu Johor Bahru (Johor), Kota Kinabalu (Sabah), Kuantan (Pahang), Kuching (Sarawak) dan Pulau Pinang selain dari Kuala Lumpur.

Kajian ini akan dijalankan bersama dengan World Bank dengan bantuan dari penguat kuasa negeri yang berkaitan misalnya, Jabatan Kastam Diraja Malaysia, Majlis Bandaraya, dan Jabatan Ketua Pengarah Tanah & Galian (JKPTG).
Laporan kajian ini dijangka akan diterbitkan pada tahun 2020 dan diharapkan agar laporan ini dapat membantu pembaharuan kepada negeri yang terlibat, perkongsian amalan terbaik dan membina pembangunan diri dalam memahami metodologi penyediaan Doing Business Subnational.

Untuk penyebaran informasi daya saing yang lebih luas dan berkesan, maklumat juga disalurkan kepada orang ramai dan industri melalui penerbitan bercetak dan elektronik menggunakan laman web MPC, media sosial dan penerbitan MPC.
Komunikasi melalui hubungan media secara aktif digunakan untuk memaklumkan kepada orang ramai dan industri mengenai inisiatif Kerajaan untuk menggalakkan daya saing.

Pada tahun 2018, sebanyak 10 penerbitan telah diterbitkan yang terdiri daripada Competitiveness Booklets To ensure that information on competitiveness is widely distributed and effective it is also transmitted to the public and industry through print and electronic publications using MPC websites, social media and MPC publications.
Communication through media relations is actively used to inform the public and initiatives to promote competitiveness.
In 2018, a total of 10 publications were released comprising Competitiveness Booklets containing information on Malaysia’s competitive position in the World industry about Government Laporan Tahunan MPC 2018 Annual Report 54 yang mengandungi maklumat kedudukan daya saing Malaysia dalam World Competitiveness Yearbook 2018 dan Global Competitiveness Report 2018 dan kompilasi ringkasan topline untuk pelbagai laporan antarabangsa.
Competitiveness Yearbook 2018 and Global Competitiveness Report 2018 as well as a compilation of topline reports based on various international reports.
Kajian Pengukuran Produktiviti Sektoral Dalam Perkhidmatan Awam (PPPA) Sectoral Productivity Measurement Studies In The Public Sector (PPPA) Pengukuran Produktiviti Perkhidmatan Awam (PPPA) adalah satu pengukuran prestasi sektor atau organisasi perkhidmatan awam dalam penggunaan sumber-sumber (kewangan, tenaga kerja, modal) untuk menghasilkan barangan dan perkhidmatan.

Ia bermaksud menghasilkan prestasi yang cekap dan berkesan dari sumber yang terhad.
Dari segi teknikal, ianya fokus kepada penggunaan sumber kewangan yang efisien dan keberkesanan (kualiti) dalam penghasilan output dengan setiap input yang digunakan.

Secara amnya, ia adalah untuk memastikan penggunaan peruntukan wang yang cekap kerana sebahagian besar sumber kewangan awam datang daripada hasil pembayaran cukai kepada kerajaan.
Public Sector Productivity Measurement (PPPA) is a measure of the performance of the public sector or service organisation in relation to the use of resources (finance, labour, capital) to produce goods and services.

This means producing efficient and effective performance from limited resources.

Technically, it focuses on the efficient use of financial resources and the effectiveness (quality) in producing output with each input used.
Generally, this is to ensure efficient utilisation of finances since most of the public finances come from tax revenues to the government.

Pelaksanaan Pengukuran Produktiviti Sektoral dalam Perkhidmatan Awam Implementation of Sectoral Productivity Measurement in the Public Sector Pada tahun 2015, Jabatan Perkhidmatan Awam (JPA) bersama-sama dengan MPC telah diarahkan oleh Jawatankuasa Transformasi Perkhidmatan Awam (JKK-TPA) untuk menjalankan kajian rintis prestasi perkhidmatan awam negara.
Kajian telah dijalankan dengan penglibatan 2 agensi di bawah Kementerian Pendidikan iaitu sekolah dan universiti awam, 2 agensi di bawah Kementerian Kesihatan iaitu primary healthcare services dan secondary healthcare services dan 5 agensi lain iaitu Jabatan Imigresen, Jabatan Bomba dan Penyelamat, Jabatan Penjara, Jabatan Pertahanan Awam, Polis Diraja Malaysia.
Hasil kajian telah dibentangkan dalam mesyuarat JKK-TPA pada 21 Ogos 2015 dan mesyuarat telah memutuskan agar kajian ini diteruskan di bawah RMKe-11.

Pendekatan sistematik ke arah peningkatan produktiviti sektor awam di Malaysia menjadi salah satu agenda dalam RMKe-11 2016-2020.

RMKe-11 menyasarkan agensi kerajaan untuk lebih berorientasikan rakyat dan meningkatkan kecekapan serta produktiviti perkhidmatan awam.
Antara inisiatif dalam RMKe-11 adalah untuk menstruktur semula institusi sektor awam ke arah peningkatan prestasi dan produktiviti.

Ini dapat dilaksanakan melalui pengukuran produktiviti di mana langkah-langkah penambahbaikan yang lebih strategik dan efektif dapat dilaksanakan serta menjadi input dalam proses penilaian dasar.
In 2015, the Public Service Department (PSD) together with MPC was directed by the Public Service Transformation Committee (JKK-TPA) to conduct a nationwide public service performance pilot study.
The study was conducted with the involvement of 2 agencies under the Ministry of Education namely schools and public universities, 2 agencies under the Ministry of Health namely primary healthcare services and 5 other agencies namely the Immigration Department, Fire and Rescue Department, Prison Department, Civil Defence Department, and Royal Malaysian Police.
The findings of the study were tabled at the JKK-TPA meeting on 21 August, 2015 and the meeting decided that the study should be continued under the 11th Plan.

A systematic approach to improving public sector productivity in Malaysia is one of the agendas in the 11MP 2016-2020.

The 11MP Plan targets government agencies to be more citizen- oriented and improve efficiency and productivity of the public sector.
One of the initiatives in the 11th Plan is to restructure public sector improved performance and productivity.

This can be achieved through productivity measurement where more strategic and effective improvement measures can be implemented and be provided as inputs for the process of policy evaluation.
institutions towards Laporan Tahunan MPC 2018 Annual Report 55 Pada tahun 2016 dan 2017, kajian pengukuran indeks produktiviti diteruskan dan diperkasa secara berperingkat iaitu bermula dengan kajian pengukuran indeks produktiviti sektor pendidikan dan kesihatan yang melibatkan agensi di bawah Kementerian Pendidikan dan Kementerian Kesihatan.

Pada tahun 2018, kajian pengukuran produktiviti diteruskan dengan penambahbaikan kajian bagi 2 sektor terdahulu dan sektor sosial.
Rajah 1 di bawah menunjukkan hala tuju Pengukuran Produktiviti Sektoral Dalam Perkhidmatan Awam (PPPA).

In 2016 and 2017, the productivity index measurement study was carried out and completed gradually, beginning with a study of the productivity index of education and health sectors involving agencies under the Ministry of Education and the Ministry of Health.

In 2018, productivity measurement research on the two studies continued with improvements to the 2 previous sectors and social sector.
Figure 1 below shows the direction of Measuring Productivity in the Public Sector (PPPA).
Rajah 1: Hala Tuju Pengukuran Produktiviti Sektoral Dalam Perkhidmatan Awam (PPPA) Figure 1: Roadmap for Measuring Sectoral Productivity in Public Services (PPPA) 2015 2016 2017 2018 2019 2020 • JPA bersama MPC telah melaksanakan kajian rintis pengukuran produktiviti perkhidmatan awam bagi tiga (3) sektor • PSD with MPC implemented public service productivity for three (3) sectors • 21 Ogos 2015, hasil kajian rintis tersebut telah dibentangkan kepada JKK-TPA dan telah memutuskan agar kajian ini di teruskan di bawah RMKe-11 • 21 Aug 2015,the results of the pilot study were presented to the JKK-TPA and it was decided that the study should be continued under the 11th MP • Meliputi 3 sektor Utama, Produktivit & Prestasi • Comprises 3 main Sectors; Productivity & Performance • Kesihatan • Health • Pendidikan • Education • Keselamatan • Security • Diteruskan dengan sektor terpilih; produktiviti • Continued with selected sectors; Productivity • Diteruskan dengan sektor terpilih; produktiviti • Continued with selected sectors; Productivity • Pendidikan • Education • Kesihatan • Health • Pendidikan • Education • Diteruskan dengan sektor Baru & terpilih; produktiviti • Continued with new & selected sectors; Productivity • Kesihatan • Health • Pendidikan • Education • Penjagaan sosial • Social Care • Diteruskan dengan sektor terpilih & Prestasi • Continued with selected sectors; Productivity & Performance • Akan di teruskan dengan sektor terpilih; Produktiviti & Prestasi • Continued with selected sectors; Productivity & Performance • Kesihatan • Health • Keselamatan • Security • Penjagaan sosial • Social Care • Pembangunan metodologi • Developing methodology • Pendidikan • Education • Kamus Produktiviti • Productivity Dictionary • Pembangunan Sistem Data • Data system developement Laporan Tahunan MPC 2018 Annual Report 56 Kajian Lanjutan Pengukuran Produktiviti Sektoral Dalam Perkhidmatan Awam Advance Research on Sectoral Productivity Measurement in the Public Sector mengorak mentransformasikan langkah Dalam Perkhidmatan Awam untuk produktiviti, Kajian Separuh Penggal RMKe-11 dalam Tonggak 1 iaitu Mereformasi Tadbir Urus ke arah meningkatkan ketelusan dan kecekapan perkhidmatan awam, pihak JPA telah meneruskan kerjasama dengan MPC untuk melaksanakan kajian pengukuran produktiviti sektoral dalam perkhidmatan awam pada tahun 2019 dan 2020.
Bagi tahun 2019, beberapa kajian akan dilaksanakan seperti berikut: i. pembangunan metodologi pengukuran produktiviti perkhidmatan awam; In the pursuit to transform Public Sector productivity, the Mid- Term Review of the 11th MP namely Transforming Governance towards improving transparency and efficiency of public services, the PSD has continued to work with MPC to conduct a sectoral productivity measurement study in the public sector in 2019 and 2020.
For the year 2019, several studies will be conducted as follows: i.

Developing methodology for measuring public sector productivity; ii.

pengukuran indeks produktiviti bagi sektor pendidikan; ii.

Productivity measurement index for the education sector; iii.

pembangunan kamus produktiviti; dan iii.

Developing a productivity dictionary; and iv.

pembangunan sistem data produktiviti.

iv.

Developing productivity data system.


Justeru itu, bagi memperkukuh penyampaian perkhidmatan awam, jentera perkhidmatan awam akan diperkemas ke arah meningkatkan kecekapan dan produktiviti melalui adaptasi model kecemerlangan perniagaan (rangka kerja) sebagai instrumen analisis prestasi kementerian dan agensi.
Therefore, to strengthen the delivery of the public sector, the civil service machinery will be streamlined to enhance efficiency and productivity by adapting the business model of excellence (framework) as a tool for analysis of the performance of ministries and agencies.
Pemantapan Pelaksanaan Sistem Upah Yang Dikaitkan Dengan Produktiviti (PLWS) Enhancing the Implementation of The Productivity – Linked Wage System (PLWS) Sistem Upah Berkaitan Produktiviti (PLWS) telah dikenal pasti sebagai salah satu initiatif di bawah Teras 1: Menghasilkan Tenaga Kerja Masa Hadapan dalam Blueprint Produktiviti Malaysia (Malaysia Productivity Blueprint - MPB).
Selaras dengan matlamat kerajaan untuk mencapai negara maju pada tahun 2020, PLWS memastikan pertumbuhan upah selaras dengan pertumbuhan produktiviti yang akan meningkatkan daya saing syarikat.

Pada penghujung RMKe-11, adalah disasarkan sebanyak 85,000 syarikat akan melaksanakan PLWS berbanding 84,477 dan memanfaatkan 4,115,741 juta pekerja pada tahun 2018.
MPC dan Kementerian Sumber Manusia telah memulakan usaha untuk mempromosikan PLWS melalui seminar dan dialog, penerbitan serta bantuan kepada syarikat dalam melaksanakan PLWS.

PLWS akan memastikan kestabilan pekerjaan melalui struktur upah yang fleksibel untuk menyesuaikan diri dengan keperluan industri dan ekonomi.

The Productivity-Linked Wage System (PLWS) has been identified as one of the initiatives under Thrust 1: Building Workforce of the Future in the Malaysia Productivity Blueprint (MPB).
In line with the government’s goal to reach developed status by 2020, PLWS will ensure that wage growth commensurate with growth in productivity ultimately enhancing competitiveness of companies.

By the end of the 11MP, it is projected that 85,000 companies would have implemented PLWS compared to 84,477 and will benefit 4,115,741 million workers by 2018.
MPC and the Ministry of Human Resources have begun efforts to promote PLWS through seminars and dialogues, publications and assist companies to implement PLWS.

The PLWS will ensure job stability through flexible wage structures that are able to adapt to industry and economic needs.
Oleh yang demikian, MPC akan terus mempergiatkan usaha menjalinkan kerjasama bersama industri agar PLWS dapat dipacu oleh persatuan industri, perusahaan besar dan In view of this, MPC will continue to intensify efforts to develop industry partnerships to enable PLWS to be led by industry associations, large as well as small and medium enterprises Laporan Tahunan MPC 2018 Annual Report perusahaan kecil dan sederhana (PKS) di peringkat sektor.
Pada tahun 2018, MPC denga kerjasama Kementerian Sumber Manusia telah menganjurkan dua program pembangunan kapasiti iaitu Master Trainer on PLWS (program asas) dan Champion on PLWS yang melibatkan seramai 60 orang daripada Kementerian Sumber Manusia.

Selain daripada itu, program pembangunan kapasiti PLWS turut dianjurkan kepada 14 orang konsultan yang terlibat dalam pengukuran produktiviti dan projek PLWS.

Ianya untuk membangunkan juara PLWS dalam kalangan pemain industri.
Pada 18 Oktober 2018, MPC turut menganjurkan Seminar Amalan Terbaik PLWS yang melibatkan dua organisasi pemenang anugerah PLWS bagi kategori PKS pada Pertandingan Anugerah PLWS Piala Sumber Manusia tahun 2017 untuk berkongsi amalan terbaik PLWS yang telah diamalkan di syarikat masing-masing.

Terdapat 100 peserta daripada pelbagai industri hadir ke seminar tersebut.
Selain daripada itu, sebanyak 13 sesi penerangan PLWS telah dijalankan oleh MPC pada 2018 yang melibatkan syarikat dan persatuan seperti Malaysian Trades Union Congress (MTUC).

Sebagai mengiktiraf syarikat yang mengamalkan PLWS, Hari Anugerah PLWS 2018 Piala Menteri Sumber Manusia anjuran Kementerian Sumber Manusia dengan kolaborasi MPC, Pembangunan Sumber Manusia Berhad (PSMB) dan SME Corporation Malaysia telah diadakan pada 27 September 2018.
Majlis ini telah dihadiri oleh 300 peserta dari syarikat PKS, besar dan sederhana.

Sebanyak 10 syarikat kecil dan 8 syarikat sederhana telah membuat persembahan di peringkat akhir anugerah ini.

57 (SMEs) at the sectoral level.

In 2018, MPC in collaboration with the Ministry of Human Resources had organised two capacity development programmes namely Master Trainer on PLWS (basic program) and Champion on PLWS involving 60 people from the Ministry of Human Resources.
In addition, the PLWS capacity development program was also organised for 14 consultants involved in PLWS productivity measurement and projects.

This is to develop PLWS champions among industry players.

On 18 October, 2018, MPC also hosted the PLWS Best Practice Seminar involving two PLWS award-winning organisations for the SME category at the 2017 Human Resource PLWS Awards to share their best practices on PLWS as practiced in their respective companies.
About 100 participants from various industries attended the seminar.

In addition, a total of 13 PLWS information sessions were conducted by MPC in 2018 involving companies and associations such as the Malaysian Trades Union Congress (MTUC).
In recognition of companies adopting PLWS, the “PLWS 2018 Awards Day-Human Resources Minister’s Cup” organised by the Ministry of Human Resources in collaboration with MPC, Human Resource Development Berhad (PSMB) and SME Corporation Malaysia was held on 27 September 2018.

The event was attended by 300 participants from SMEs, including large and medium sized companies.

A total of 10 small and 8 medium sized companies presented their best practices at the end of the award session.
Pengukuran Keberhasilan Produktiviti (PGM) Productivity Gain Measurement (PGM) Pengukuran Keberhasilan Produktiviti (PGM) adalah satu pendekatan pengukuran dan pengurusan produktiviti yang sistematik untuk menilai prestasi produktiviti sesebuah firma.

Antara faedah yang boleh diperolehi daripada penggunaan PGM ini adalah: Productivity Gain Measurement (PGM) is a systematic approach in measuring and managing productivity to evaluate a firm’s productivity performance.
Among the benefits that can be gained from using PGM are: i. membantu firma menentukan objektif strategik yang i. berkaitan dengan produktiviti; assist firms to determine strategic objectives related to productivity; ii.

membolehkan firma mengekalkan tahap prestasi ii.

seiring dengan objektif-objektif strategik yang khusus; enable firms to maintain high level of performance in line with its specific strategic objectives; iii.

mengenal pasti pelbagai masalah dan peluang iii.


penambahbaikan; identify various problems and opportunities improvement; for iv.

mengukur peningkatan prestasi produktiviti firma sebelum dan selepas pelaksanaan projek intervensi; dan v. menanda aras dengan firma-firma best-in-class dalam keseluruhan pelaksanaan inisiatif inovasi dan produktiviti.

iv.
iv.

measure the firm’s productivity improvement before and after the implementation of the intervention project; and v. benchmarking with the best-in-class firms in the overall implementation of innovation and productivity initiatives.
Laporan Tahunan MPC 2018 Annual Report 58 Pada tahun 2018, pengukuran penilaian PGM diperkukuhkan lagi pelaksanaannya menerusi: i. pengukuran produktiviti syarikat-syarikat di bawah 9 Nexus Produktiviti iaitu Peruncitan dan Makanan dan Minuman (F&B), Elektrik dan Elektronik, Kimia dan Produk Kimia, Mesin dan Peralatan, Pelancongan, Agro- Makanan, Teknologi, Maklumat dan Komunikasi (ICT), Perkhidmatan Profesional dan Penjagaan Kesihatan Swasta.
Sehingga 31 Disember 2018, sebanyak 360 buah syarikat telah mendaftar menerusi eProductivity Gain Measurement (ePGM) di dalam pelbagai sektor; ii.

pemberian latihan ePGM kepada pegawai-pegawai MPC dan rakan kerjasama MPC.

Tiga sesi latihan telah dijalankan melibatkan seramai 42 orang pegawai MPC dan 25 orang rakan kerjasama (associate) yang telah dilatih bagi menggunakan sistem yang telah dibangunkan; iii.
program promosi ePGM dan membudayakan self assessment secara meluas melalui engagement dengan pemain industri (industry associations) menerusi 9 Nexus Produktiviti, program dan seminar anjuran MPC dan rakan kerjasama, promosi di media sosial (Facebook dan Youtube), pameran dan sebagainya.

Secara keseluruhan, sebanyak 25 siri seminar/taklimat, 8 latihan serta 10 pameran berkaitan ePGM melibatkan pemain industri menerusi program- program anjuran Nexus telah dilaksanakan sepanjang tahun 2018; iv.
penerbitan ePGM User Guidebook iaitu buku panduan teori dan praktikal penggunaan sistem sebagai rujukan kepada pengguna.

Selain daripada itu, pautan kepada buku tersebut juga turut dimuat naik di laman sesawang MPC sebagai rujukan secara online; dan v. penambahbaikan sistem ePGM di mana ia mempunyai versi Bahasa Melayu dan menambah indikator pengukuran fizikal (lead measures) yang berkaitan dengan 9 Nexus Produktiviti ke dalam sistem tersebut.
In 2018, PGM assessment measures were strengthened through: i. productivity measurement of companies under the 9 Nexus Productivity namely Retail and Food & Beverage (F&B), Electrical and Electronics, Chemicals and Chemical Products, Machinery and Equipment, Tourism, Agro- Information Communication and Technology Food, (ICT), Professional Services and Private Health Care.
As of December 31, 2018, a total of 360 companies have registered through eProductivity Gain Measurement (ePGM) across various sectors; ii.

providing ePGM training to MPC officers and MPC partners.

Three training sessions were conducted involving 42 MPC officers and 25 associates who were trained to use the system that was developed; iii.
ePGM promotion programmes and broadening self- assessment through engagement with industry players (industry associations) through 9 Nexus Productivity, programmes and seminars orgnanised by MPC and partners, social media (Facebook and Youtube) promotions, exhibitions and more.

In total, 25 series of seminars / briefings, 8 workshops and 10 ePGM-related exhibitions involving industry players through programmes organised by the Nexus were implemented throughout 2018; iv.
v. the publication of the ePGM User Guidebook which is a reference handbook for the user on the theory and practice of implementing the system.

In addition, links to the book are also posted on the MPC website for online reference; and improvement to the ePGM system in which the Malay version was added on and additional physical “lead measures” related to the 9 Productivity Nexus were incorporated to the system.
Laporan Tahunan MPC 2018 Annual Report Malaysia berada di landasan betul Headline MediaTitle Date Section Page No Language Journalist Frequency Sinar Harian 23 Mar 2018 Nasional 42 Malay N/A Daily Color Circulation Readership ArticleSize AdValue PR Value Full Color 160,000 509,000 367 cm² RM 6,260 RM 18,781 59 Headline MediaTitle Date Section Page No Language Journalist Frequency Konvensyen jimatkan kos RM206 juta Utusan Malaysia (Timur) 09 Jul 2018 News 27 Malay N/A Daily Color Circulation Readership ArticleSize AdValue PR Value Full Color 6,500 19,500 296 cm² RM 2,521 RM 7,564 Headline MediaTitle Date Section Page No Language Journalist Frequency New Sarawak Tribune 28 Mar 2018 Business B3 English N/A Daily (EM) MPC optimistic of achieving 3.7 pct productivity growth Color Circulation Readership ArticleSize AdValue PR Value Full Color 46,471 164,773 119 cm² RM 695 RM 2,086 Headline MediaTitle Date Section Page No Language Journalist Frequency MPC to include foreign workers` contribution to productivity performance Borneo Post (Kuching) 27 Jul 2018 Business B4 English N/A Daily (EM) Black/white 62,583 187,749 231 cm² RM 1,575 RM 4,725 Color Circulation Readership ArticleSize AdValue PR Value Laporan Tahunan MPC 2018 Annual Report 60 KECEMERLANGAN PERNIAGAAN BUSINESS EXCELLENCE Laporan Tahunan MPC 2018 Annual Report 62 KECEMERLANGAN PERNIAGAAN BUSINESS EXCELLENCE Perniagaan (BE) merujuk Kecemerlangan kepada standard amalan pengurusan yang komprehensif yang dibangunkan untuk membantu syarikat menilai kesediaan dan pematuhan kepada amalan kecemerlangan dalam usaha mereka untuk meningkatkan prestasi perniagaan.
Pendekatan ini telah digunakan oleh banyak organisasi antarabangsa untuk menggalakkan pencapaian amalan bertaraf dunia yang menyumbang kepada penyampaian nilai yang sentiasa bertambah baik kepada pelanggan dan pihak berkepentingan, menyumbang kepada kemampanan organisasi, peningkatan keberkesanan dan keupayaan organisasi keseluruhan; dan pembelajaran organisasi dan peribadi.
Rangka Kerja Kecemerlangan Perniagaan Malaysia (MBEF) menekankan tujuh kriteria utama iaitu kepimpinan, perancangan, informasi, pelanggan, modal insan, proses dan hasil pencapaian.

Business Excellence (BE) refers to a comprehensive standard of management practice developed to help companies evaluate their readiness and compliance with excellent practices in their efforts to improve business performance.
This approach has been adopted by many international organisations to encourage excellent world-class business practices for the benefit of customers and stakeholders, promote organisational sustainability, enhance overall organisational effectiveness and capabilities; and for personal and organisational learning.

The Malaysian Business Excellence Framework (MBEF) emphasises seven key criteria: leadership, planning, information, customers, human capital, processes and achievement.
Bagi memastikan MBEF relevan dengan industri semasa, MPC telah menjadi ahli Global Excellence Model (GEM) Council bermula pada tahun 2014 sebagai Ahli Bersekutu dan seterusnya pada tahun 2016 MPC telah diterima sebagai ahli penuh.

GEM Council merupakan badan yang mengawal selia negara-negara yang mempunyai Rangka Kerja Kecemerlangan Perniagaan dan dianggotai oleh 11 organisasi dari 10 negara.
Mesyuarat GEM diadakan secara bergilir disetiap negara ahli GEM bagi membincangkan kemajuan dan trend baru yang akan memberi kesan terhadap kemapanan dan penanda aras terbaik dalam penggunaan rangka kerja BE.

Bagi menggalakkan penggunaan MBEF di Malaysia, MPC akan memberikan pengiktirafan kepada syarikat yang mendapat markah 400 dan ke atas sebagai ahli Malaysia Productivity and Innovation Class (MPIC).
Pengiktirafan MPIC ini telah bermula pada tahun 2014 dan sehingga 2018 sebanyak 375 syarikat telah menjadi ahli MPIC.

Antara kelebihan yang ahli MPIC terima adalah diskaun untuk latihan sebanyak 20% serta platform untuk syarikat berkongsi amalan terbaik BE untuk dijadikan tanda aras.

Salah satu program yang telah dijalankan untuk ahli MPIC adalah AKI BE Breakfast Talk 2018 yang telah dihadiri seramai 103 peserta.
To ensure MBEF is always relevant and current to the industry, MPC attained Associate Membership to the Global Excellence Model (GEM) Council in 2014 and has since been granted full membership status in 2016.

GEM Council is a governing body for countries that adopt the Business Excellence Framework and comprises 11 organisations from 10 countries.
GEM meetings are rotated among GEM member countries to discuss new developments and trends that will impact sustainability and identify the best benchmarks in the application of the BE framework.

To promote the use of MBEF in Malaysia, MPC will recognise companies with a score of 400 and above as members of the Malaysia Productivity and Innovation Class (MPIC).

Recognition of the MPIC began in 2014 and as of 2018, 375 companies are members of the MPIC.
Among the advantages received by MPIC members are 20% training discounts and attaining a platform for companies to share BE best practices for benchmarking.

One of the programme that was conducted for MPIC members was AKI BE Breakfast Talk 2018 that was attended by 103 participants.

Laporan Tahunan MPC 2018 Annual Report 63 Program Pembangunan Kapasiti, Pengiktirafan dan Penilaian Capacity Building, Recognition and Evaluation Program tahun 2018.
Antaranya adalah Bagi menggalakkan lebih ramai lagi pengamal BE, beberapa program pembangunan kapasiti BE telah dilaksanakan pada latihan untuk Pengamal.

Penilai serta Perunding BE yang masing-masing adalah seramai 80, 45 dan 40 peserta yang diharapkan menjadi pemangkin BE.

Bermula dari tahun 2014 hingga 2018, seramai 1,268 orang telah dilatih melalui program pembangunan kapasiti BE dan 452 orang telah diiktiraf sebagai Productivity Champion pada tahun 2018.
MBEF merupakan satu alat bagi mengukur kecemerlangan perniagaan yang digunakan oleh pengendali program pengiktirafan atau anugerah di peringkat kebangsaan dan negeri di Malaysia.

Untuk anugerah peringkat kebangsaan, anugerah berprestij yang menggunakan MBEF adalah Anugerah Kecemerlangan Industri (AKI) anjuran Kementerian Perdagangan Antarabangsa dan Industri.
Sebanyak 9 anugerah utama dipertandingkan dan telah menerima sebanyak 84 penyertaan dimana 61 syarikat telah disenarai pendek untuk dinilai menggunakan MBEF.

Pemenang utama anugerah ini akan menerima trofi Anugerah Perdana Menteri beserta wang tunai sebanyak RM500,000.

Bermula 2017, MBEF turut digunakan sebagai kriteria dalam Pengiktirafan Perusahaan Berproduktiviti Tinggi (HPE).
Objektif program ini adalah untuk mengiktiraf perusahaan- perusahaan di Malaysia yang mencapai kadar pertumbuhan produktiviti yang tinggi untuk dijadikan model dan rujukan amalan terbaik kepada perusahaaan lain, meningkatkan kesedaran mengenai kepentingan peningkatan produktiviti bagi dan menggalakkan ekonomi perusahaan mengurangkan kebergantungan terhadap tenaga buruh asing berkemahiran rendah.

13 perusahaan telah diberikan pengiktirafan dalam satu majlis pada 22 Mac 2018.
Sijil pengiktirafan HPE yang ditandatangani oleh YAB Perdana Menteri merupakan satu pengiktirafan tertinggi dari Kerajaan Malaysia kepada syarikat yang menerima pengiktirafan.
pertumbuhan Selain itu, pada tahun 2018 MBEF juga diguna pakai dalam beberapa anugerah lain iaitu seperti FMM Icon Award anjuran Federation of Malaysian Manufacturers (FMM), Malaysia Franchise Award anjuran Malaysia Franchise Association (MFA), Agrobank Agropreneurs Business Award dan HRD Awards oleh Human Resource Development Fund (HRDF).

To encourage more BE practitioners, several BE capacity building programmes had been implemented in 2018.
Among them are training for Practitioners, Assessors and Consultants comprising 80, 45 and 40 participants respectively who are expected to be the catalyst for BE.

From 2014 to 2018, 1,268 participants were trained through the BE capacity development program and 452 of them were recognised as Productivity Champions in 2018.

MBEF is a tool for measuring business excellence that is used by national or state level programme assessors for assessing and rewarding companies in Malaysia.
At national level, the prestigious award using MBEF criteria is the Industry Excellence Award (AKI) organised by the Ministry of International Trade and Industry.

A total of 9 major awards were contested while 84 entries were received of which 61 companies were shortlisted for evaluation using MBEF.

The winner of the award will receive the Prime Minister’s Award trophy and RM500,000 cash.

Effective 2017, MBEF is also used as a recognition criterion for High Productivity Enterprises (HPE).
The objectives of this programme are to recognise companies in Malaysia who have achieved high productivity growth and identify them as models and best practice companies so that other companies can emulate and realise the importance of increasing productivty for enhancing economic growth as well as encourage enterprises to reduce dependence on low-skilled foreign labour.

13 companies were given recognition at a ceremony on March 22, 2018.
The HPE recognition certificate signed by the Prime Minister is the highest recognition from the Government of Malaysia to the companies receiving the recognition.

In addition, the MBEF will also be used in several other awards such as the FMM Icon Award organised by the Federation of Malaysian Manufacturers (FMM), the Malaysia Franchise Award organised by the Malaysia Franchise Association (MFA), the Agrobank Agropreneurs Business Award and the HRD Awards by Human Resource Development Fund (HRDF).
Laporan Tahunan MPC 2018 Annual Report 64 MPC juga mendapat kepercayaan dari agensi-agensi kerajaan bagi menjalankan penilaian menggunakan MBEF sebelum program intervensi dibuat ke atas syarikat yang terlibat.

Antara program yang dinilai menggunakan MBEF pada tahun 2018 ialah Projek Skim Peningkatan Produktiviti Enterprais (SPPE – EPU), Program Pembangunan Kapasiti Vendor (PPKV - MITI) dan Projek Jawatankuasa Keselamatan dan Kesihatan Pekerja (JKKP – PERKESO).
Secara keseluruhannya, sebanyak 214 syarikat telah menggunakan MBEF sepanjang tahun 2018 bagi penilaian anugerah dan penilaian sebelum intervensi.

MPC has also gained the trust of government agencies to carry out the evaluation using MBEF criteria prior to the intervention program of companies involved.
Among the programs evaluated using MBEF in 2018 are the Enterprise Productivity Improvement Scheme (SPPE - EPU) Project, Vendor Capacity Development Program (PPKV - MITI) and the Occupational Safety and Health Committee (JKKP - SOCSO) Project.

In total, 214 companies had used MBEF throughout the year for awards and pre-intervention evaluations.
Perkongsian Amalan Terbaik Sharing of Best Practices Bagi mempromosikan MBEF kepada organisasi yang berpotensi, MPC telah memperkenalkan seminar BE CEO Forum bermula dari tahun 2014 untuk berkongsi amalan terbaik BE yang dijalankan di Malaysia.
Antara objektif program yang dijalankan secara tahunan ini ialah menyebarkan amalan terbaik BE kepada organisasi di Malaysia, mewujudkan lebih banyak organisasi cemerlang yang melaksanakan BE sebagai strategi perniagaan dan mengukuhkan jalinan kerjasama dalam kalangan pengamal BE yang meliputi Practitioner, Assessor dan Consultant (PAC).

Untuk tahun 2018, BE CEO Forum telah menjemput panelis dari Malaysia, Singapura dan Thailand yang diihadiri oleh 350 peserta dari 233 organisasi.
Selain itu, antara platform- platform perkongsian lain adalah melalui TQM Case book, Community of Practice (CoP), Benchmarking Online Network Database (BOND), video amalan terbaik dan eBenchmark di mana perkongsian amalan terbaik secara digital ini ramai mendapatkan maklumat memudahkan orang berkaitan BE secara maya.

To promote MBEF to potential organisations, MPC introduced the BE CEO Forum Seminar beginning in 2014 to share BE best practices conducted in Malaysia.
Among the objectives of this annual program are to disseminate BE best practices to organisations in Malaysia, create more outstanding organisations that implement BE as a business strategy and strengthen collaboration among BE practitioners including Practitioners, Assessors and Consultants (PAC).

For the year 2018, the BE CEO Forum had invited panelists from Malaysia, Singapore and Thailand and was attended by 350 participants from 233 organisations.
In addition, among other sharing platforms are the TQM Case Book, Community of Practice (CoP), Benchmarking Online Network Database (BOND), best practice videos and eBenchmark where best practices are shared digitally making it easier for the public to access BE related information in virtual form.
Agensi kerajaan, swasta dipelawa sertai `Business Excellence Exposition 2018` Headline MediaTitle Date Section Page No Language Journalist Frequency Utusan Borneo Sarawak 27 Sep 2018 News 8 Malay N/A Daily (EM) Color Circulation Readership ArticleSize AdValue PR Value Black/white 32,799 98,397 387 cm² RM 1,442 RM 4,327 Laporan Tahunan MPC 2018 Annual Report Baitulmal aims for business excellence New Sarawak Tribune 05 May 2018 Headline MediaTitle Date Section Page No Language Journalist Frequency News 8 English N/A Daily (EM) Color Circulation Readership ArticleSize AdValue PR Value Black/white 46,471 164,773 726 cm² RM 2,816 Headline RM 8,448 MediaTitle Date Section Page No Language Journalist Frequency GRP to boost nationʼs productivity New Straits Times 23 Oct 2018 Local News 9 English N/A Daily Color Circulation Readership ArticleSize AdValue PR Value Full Color 36,278 108,834 402 cm² RM 13,857 RM 41,572 Headline MediaTitle Date Section Page No Language Journalist Frequency MPC to implement 56 programmes in 2018 New Sarawak Tribune 19 Jan 2018 News 4 English NUR AIN OTHMAN Daily (EM) Color Circulation Readership ArticleSize AdValue PR Value Full Color 46,471 164,773 246 cm² RM 1,437 RM 4,312 65 Headline MediaTitle Date Section Page No Language Journalist Frequency 20 masjid terima pensijilan 5S Utusan Malaysia (Utara) 14 Nov 2018 News 57 Malay AZELI ALI Daily Color Circulation Readership ArticleSize AdValue PR Value Full Color 4,773 14,319 410 cm² RM 3,901 RM 11,703 SunCon meterai MoU dengan MPC Kosmo 02 Nov 2018 Niaga 51 Malay N/A Daily Color Circulation Readership ArticleSize AdValue PR Value Full Color 155,996 467,988 215 cm² RM 5,601 RM 16,803 Headline MediaTitle Date Section Page No Language Journalist Frequency Agensi kerajaan, swasta dipelawa sertai `Business Excellence Exposition 2018` Utusan Borneo Sarawak 27 Sep 2018 News 8 Malay N/A Daily (EM) Color Circulation Readership ArticleSize AdValue PR Value Headline Black/white MediaTitle 32,799 98,397 Date 387 cm² Section RM 1,442 Page No RM 4,327 Language Journalist Frequency Laporan Tahunan MPC 2018 Annual Report 66 INOVASI ENTERPRAIS ENTERPRISE INNOVATION Laporan Tahunan MPC 2018 Annual Report 68 INOVASI ENTERPRAIS ENTERPRISE INNOVATION Blueprint Produktiviti Malaysia (MPB) telah menggariskan Enterpraise Productivity Programme (EPP) sebagai kerangka peningkatan produktiviti pada peringkat enterprais.
Inovasi Enterprais ini akan menyokong pelaksanaan EPP melalui inisiatif peningkatan produktiviti khusus dalam aktiviti “operational excellence” dalam kerangka tersebut.

Inovasi enterprais dilaksanakan melalui tiga program utama berikut: The Malaysia Productivity Blueprint (MPB) has outlined the Enterprise Productivity Programme (EPP) as the framework that will boost productivity at enterprise level.
Enterprise innovation will support the implementation of the EPP through special productivity improvement initiatives in operational excellence activities as specified in the framework.

Enterprise innovation is implemented through the following three main programmes: i.

Program Pembangunan Sistem Enterprais (EIIP); Intervensi Inovasi i.

Enterprise Innovation Intervention System Development (EIIP); ii.

Program Pembangunan Kapasiti; dan ii.

Capacity Building Programme; and iii.


Program Perkongsian Amalan Terbaik.

iii.

Sharing Best Practices Programme.

Program Pembangunan Sistem Enterprais (EIIP) Intervensi Inovasi Enterprise Innovation Intervention System Development (EIIP) Program pembangunan sistem EIIP adalah kerangka kerja yang dibangunkan oleh MPC sebagai inisiatif peningkatan produktiviti dan kualiti di peringkat enterprais.
Pendekatan program ini adalah membantu enterprais secara “hands-on” dan membuat intervensi kepada amalan sedia ada untuk menyelesaikan masalah produktiviti dan kualiti.

Penyelesaian masalah yang disarankan adalah unik dan berbeza di antara enterprais.

Skop utama program pembangunan sistem EIIP adalah: The EIIP system development programme is a framework developed by the MPC as an initiative to increase productivity and quality at the enterprise level.
The approach of this program is to help enterprises with a “hands-on” approach and provide intervention in existing practices to solve productivity and quality problems.

The suggested solutions are unique and differ between enterprises.
The main areas of EIIP system development programs are: i. kerja tempat kawasan Penambahbaikan dan meningkatkan kecekapan operasi atau penyampaian perkhidmatan yang merangkumi aspek-aspek kesihatan & keselamatan dan kawalan kendiri terhadap barangan guna-sama amalan-amalan persekitaran (5S), visual management, autonomous berkualiti maintenance dan Kaizen; seperti ii.
Penambahbaikan dan meningkatkan kecekapan operasi pengeluaran atau penyampaian perkhidmatan melalui penglibatan pekerja berdasarkan pemerhatian dan pengalaman kerja mereka setiap hari dan ia dilakukan secara berpasukan; dan iii.

Penambakbaikan dan meningkatkan kecekapan operasi pengeluaran atau penyampaian perkhidmatan melalui penghapusan/pengurangan pembaziran atau aktiviti yang tiada nilai tambah.

i. ii.
i. ii.

Improvement at the workplace and improved operational or service delivery that includes aspects of health & safety and self-control over common and shared goods through quality environment (5S) practices, visual management, autonomous maintenance and Kaizen; Improvement and enhancing efficiency of production service delivery through employee operations or engagement based on daily observations and work experience which is carried out through teamwork; and iii.
Improvement and enhancing the efficiency of production operations or service delivery through the elimination/ reduction of waste of non-value-added activities.

Pada tahun 2018, sebanyak 295 organisasi dengan peserta seramai 10,592 orang terlibat dalam program pembangunan sistem EIIP.

Bidang utama yang menjadi pilihan enterprais In 2018, a total of 295 organisations comprising 10,592 participants had participated in the EIIP System Development Programme.
The main areas of choice for enterprises were Laporan Tahunan MPC 2018 Annual Report 69 ialah pengurusan Lean (44%), pengurusan 5S (21%), pengurusan kualiti (13%) dan lain-lain (22%).

MPC juga telah bekerjasama dengan beberapa rakan strategik bagi melaksanakan program EIIP berikut: Lean management (44%), 5S management (21%), quality management (22%).

MPC had also collaborated with several strategic partners to implement the following EIIP programmes: (13%) and others i.
Program Transformasi Lean bagi Perusahaan Kecil i. dan Sederhana (PTL-PKS) Program PTL-PKS dilaksanakan dengan kerjasama bersama SME Corp. untuk tempoh 3 tahun dari tahun 2016 hingga 2018.

Pada tahun 2018, sebanyak 55 enterprais telah menjalani program pembangunan sistem EIIP dengan tumpuan kepada pengurusan Lean; The Lean Transformation Programme for Small and Medium Enterprises (PTL-PKS) The PTL-SME program was implemented in collaboration with SME Corp. for a period of 3 years from 2016 to 2018.
In 2018, 55 enterprises underwent EIIP system development programmes that focused on Lean management; ii.

Program Pembangunan Kapasiti Vendor (PPKV- ii.

Vendor Capacity Building Programme (PPKV-MITI/ ini dengan dilaksanakan MITI/MED) kerjasama Program Kementerian Perdagangan Antarabangsa dan Industri dan syarikat anchor yang berdaftar dengan MITI untuk membangunkan kapasiti vendor mereka.
Matlamat program ini adalah untuk meningkatkan produktiviti dan daya saing vendor tersebut agar mampu bersaing di peringkat antarabangsa.

Pada tahun 2018, sebanyak 14 enterprais telah menjalani Program Pembangunan Kapasiti Vendor dalam bidang pengurusan Lean; MED) The programme is being developed in collaboration with the Ministry of International Trade and Industry and anchor companies registered with MITI to develop vendor capacity.
The goal of the programme is to increase productivity and competitiveness of these vendors to enable them to compete internationally.

In 2018, a total of 14 enterprises entered the Vendor Capacity Building Programme on Lean Management; iii.

Program Skim Peningkatan Produktiviti Enterprais iii.

Enterprise Productivity Improvement Scheme (SPPE) Program ini dijalankan dengan kerjaama Kementerian Hal Ehwal Ekonomi dan bertujuan untuk meningkatkan produktiviti dan daya saing enterprais.
Pada 2018, sebanyak 151 enterprais telah melaksanakan pelbagai bidang intervensi.

Butiran lanjut adalah seperti di Jadual 1; (SPPE) This programme is being conducted in collaboration with the Ministry of Economic Affairs and is aimed at increasing productivity and competitiveness of enterprises.

In 2018, a total of 151 enterprises had implemented various areas of intervention.
Further details are shown in Table 1; Jadual 1: Pecahan Projek SPPE Mengikut Lokasi dan Jenis Intervensi Table 1: Breakdown of SPPE Projects by Location and Type of Intervention Lokasi Location / fi / P C C A H / P M G 0 0 0 2 2 Tengah/ Central Selatan/ South Utara/ North Pantai Timur/ East Coast Sabah Sarawak 16 16 13 10 11 3 3 5 6 3 2 2 2 2 6 5 5 4 3 1 - - - - - - 3 - - - Jumlah/Total 36 30 31 10 14 2 - 1 - - - 3 - - - 1 - - 1 1 0 0 5 4 O S I 1 - - - - - h a l m u J l a t o T 77 16 17 14 17 10 4 3 - 1 3 - 4 3 3 1 3 - 14 1 11 151 Laporan Tahunan MPC 2018 Annual Report 70 i.
Program Pengurusan Lean 5S (PPL-5S) i.

Program ini dijalankan dengan kerjasama PERKESO dan Jabatan Keselamatan dan Kesihatan Pekerjaan (JKKP), Kementerian Sumber Manusia yang bermatlamat untuk meningkatkan produktiviti enterprais dengan mewujudkan persekitaran tempat kerja yang bersih dan selamat.
Dalam tahun 2018, sebanyak 20 enterprais telah diberi bimbingan dan melayakkan mereka mendapat sijil pengiktirafan Amalan Persekitaran Berkualiti (5S); dan Lean Management Programme 5S (PPL-5S) This program was organised in collaboration with SOCSO and the Department of Occupational Safety and Health (JKKP), Ministry of Human Resources, which aims to increase enterprise productivity by creating a clean and safe work environment.
In 2018, a total of 20 enterprises were given guidance and were qualified to receive the Quality Environment Practice Certification (5S); and ii.

Program Pengurusan Lean untuk Nexus Produktiviti ii.

Lean Management Programme for Chemical and Kimia dan Produk Kimia Pada 2018, sebanyak 5 syarikat berasaskan bahan kimia di bawah Nexus Produktiviti Kimia telah menjalani program pengurusan Lean.
Chemical Products Productivity Nexus In 2018, a total of 5 chemical-based companies under the Chemical Productivity Nexus underwent a Lean Management Programme.

Program pembangunan sistem EIIP juga ditawarkan secara terbuka kepada PKS yang berminat dan sebanyak 39 buah syarikat telah diberi bimbingan dalam bidang pengurusan Lean, pengurusan 5S dan pengurusan kualiti.

Ringkasan pelaksanaan program pembangunan sistem EIIP sepanjang tahun 2018 adalah seperti di Jadual 2.
The EIIP system development programme was also offered to SMEs that were interested and a total of 39 companies were trained in Lean Management, 5S Management and Quality Management systems.

A summary of the implementation of the EIIP System Development Programmes during 2018 are shown in Table 2.
Bil No Jadual 2: Pecahan Keseluruhan Program Pembangunan Sistem Mengikut Jenis Intervensi Table 2: Overall Breakdown of System Development Programme by Type of Intervention Program / Programme Bilangan Keseluruhan Projek / Number of Projects SPPE PTL-PKS (Tahap 1 / Level 1) PTL-PKS (Tahap 2 / Level 2) PPKV-MED 5S-JKKP EIIP Nexus Produktiviti Kimia & Produk Kimia Productivity Nexus Chemical & Chemical Products n a e L 36 55 10 14 12 5 S 5 / E Q O S I l l a a H P M G C C I i n a L - n a L i s r e h t O l / h a m u J l a t o T 30 31 10 14 30 151 20 18 1 4 5 55 11 14 20 39 5 Jumlah / Total 132 68 31 10 14 4 36 295 Laporan Tahunan MPC 2018 Annual Report 71 Program Pembangunan Kapasiti Capacity Building Programme Program pembangunan kapasiti produktiviti dan inovasi (P&I) meliputi program yang berkaitan dengan ceramah dan latihan untuk meningkatkan produktiviti enterprais.
Kebanyakan organisasi bersaiz sederhana lebih memilih untuk melaksanakan program ini secara in-house bagi disesuaikan dengan budaya kerja masing-masing.

Kebaikan mengadakan program secara in-house ialah para peserta boleh berbincang masalah yang dihadapi mereka secara lebih terbuka dan aktiviti “gemba” boleh dilaksanakan dengan lebih berkesan.

Pada tahun 2018, sebanyak 458 program pembangunan kapasiti telah dijalankan dengan bilangan peserta seramai 7,732 orang dari 643 organisasi.
Bidang pembangunan kapasiti yang menjadi keutamaan pelanggan ialah, Innovative and Creative Circle (ICC) (49%), pengurusan 5S (20%), Kaizen dan problem solving techniques (13%), pengurusan produktiviti (10%) dan selebihnya dalam lain-lain bidang (8%).

The Productivity and Innovation Capacity Building (P&I) included talks and training sessions to programmes enhance productivity of the enterprise.
Most medium-sized organisations prefer to implement these programs in-house in order to customise their work culture.

The advantage of having an in-house programme is to enable participants to discuss work related issues more openly and ensure that the “Gemba” activity can be implemented more effectively.

In 2018, a total of 458 Capacity Building Programmes were conducted with a total of 7,732 participants from 643 organisations.
The areas of Capacity Building which were selected by customers are: Innovative and Creative Circle (ICC) (49%), 5S Management (20%), Kaizen and Problem-Solving Techniques (13%), Productivity Management (10%) as well as other areas (8%).

Program Perkongsian Amalan Terbaik Sharing of Best Practices Program perkongsian amalan terbaik merangkumi dua aktiviti utama iaitu Konyensyen Team Excellence (TE) dan Misi Pembelajaran.
The best practice sharing programmes included two major activities namely the Team Excellence (TE) Convention and Study Mission.

a. Konvensyen Team Excellence (TE) a.

Team Excellence (TE) Convention i. Dalam Negara i.

National Programmes Konyensyen ini merupakan platform untuk organisasi berkongsi amalan terbaik masing-masing supaya dapat dijadikan tanda aras untuk dimanfaatkan oleh organisasi lain.
Kategori projek penambahbaikan yang dikongsikan adalah seperti Pengurusan Lean, ICC, Six Sigma, TRIZ dan amalan persekitaran berkualiti (5S).

Pada tahun 2018, sebanyak 15 program Konvensyen TE dalam negara telah dijalankan dan dihadiri oleh 6,443 peserta dari 538 organisasi awam dan swasta; ii.

Program TE Peringkat Antarabangsa ii.

MPC telah berjaya membawa amalan terbaik dari organisasi terpilih untuk dikongsikan di peringkat antarabangsa dengan menguruskan 3 program seperti di Jadual 3.
Program-program tersebut melibatkan sebanyak 75 kumpulan dari 63 organisasi dari Malaysia untuk berkongsi amalan terbaik masing-masing; The convention serves as a platform for organisations to share their best practices so that they can serve as benchmarks for other organisations to adopt.

The categories of improvement projects that were shared are Lean Management, ICC, Six Sigma, TRIZ and 5S environment quality practices.
In 2018, a total of 15 TE National Convention Programmes were carried out and attended by 6,443 participants from 538 public and private organisations.

International TE Programmes MPC has been able to bring best practices from selected organisations to be shared internationally by organising 3 programmes as shown in Table 3.
The programmes involved 75 groups of 63 organisations from Malaysia to share their best practices: Laporan Tahunan MPC 2018 Annual Report 72 Jadual 3: Butiran Program TE Peringkat Antarabangsa Table 3: Details of International TE Programmes Bil.

No Konvensyen TE/ TE Convention Tarikh & Tempat Date & Venue Bil.

Kumpulan/ No.

of Teams Bil.

Organisasi/ No.

of Organisations Pencapaian Achievement 1.

2.


3. International Conference of Quality Control Circle (ICQCC) 2018 International Quality & Productivity Convention (IQPC) 2018 Asia Pacific Quality Conference (APQC) 2018 22-25 Okt.

2018 Singapura/ 22-25 Oct 2018, Singapore 26 Nov. – 1 Dis/ Dec 2018 Indonesia 9-12 Dis./ Dec 2018 Abu Dhabi, UAE 44 25 6 42 17 4 42 Emas/Gold 2 Perak/Silver 1 Diamond 5 Platinum 19 Emas/Gold 6 Emas/ Gold (3 bintang)/ 3 star iii.

Penciptaan Nilai iii.


Value Creation Dalam tahun 2018, MPC telah merekodkan penjimatan kos sebanyak RM1.09 billion iaitu hasil dari pelaksanaan inisiatif penambahbaikan produktiviti di peringkat enterprais.

Penciptaan nilai ini direkodkan dari pelbagai sumber seperti projek penambahbaikan dalam bidang ICC, Persekitaran Berkualiti, dan Pengurusan Lean.

In 2018, MPC recorded cost savings of RM1.09 billion as a result of implementing productivity improvement initiatives at the enterprise level.
Value creation had been improvement recorded from various sources namely, projects in the field of ICC, Quality Environment, and Lean Management.

b. Misi Pembelajaran b.

Study Mission latihan, perbincangan dengan pakar, Misi Pembelajaran merupakan program pengukuhan amalan terbaik secara pakej pembelajaran melalui lawatan sesi ke organisasi terpilih untuk melihat amalan terbaik mereka dan menghayati budaya kerja organisasi dan persekitaran tempat kerja mereka.
Konsep misi pembelajaran ini ialah “seeing is believing” iaitu untuk menerapkan keyakinan industri dalam melaksanakan penambahbaikan di tempat kerja.

Program yang dilaksanakan ini terbuka kepada semua pelanggan sama ada syarikat PKS, syarikat multi-nasional (MNC) mahupun organisasi awam untuk mempelajari dan berkongsi pengetahuan dalam bidang tersebut.
Ianya boleh dijadikan platform kolaborasi di antara peserta dan pakar di negara yang dipilih untuk membantu meningkatkan lagi operasi dan menambah baik proses organisasi.

Dalam tahun 2018, sebanyak 14 program misi pembelajaran telah dilaksanakan dengan penyertaan seramai 142 orang dari 110 organisasi.

Bidang keutamaan yang dijadikan sebagai tanda aras ialah Pengurusan Lean, Productivity Linked Wage System (PLWS) dan Industri 4.0.
Antara negara yang dilawati adalah seperti Jepun, Vietnam, Indonesia dan beberapa negara Eropah seperti dalam Jadual 4.

Study Mission is a programme to strengthen best practices through learning packages that encompass training sessions, discussions with experts, visits to selected organisations to view their best practices and understand their work culture and environment.
The concept of the study mission is “seeing is believing” which is aimed at instilling confidence among industries in implementing improvements at the workplace.

The program is open to all customers, whether SMEs, multi- national corporations (MNCs) or public organisations, to learn and share knowledge in the respective field.

It can be a collaborative platform among participants and experts in selected countries to help improve operations and organisational processes.
In 2018, a total of 14 study mission programmes were conducted comprising 142 participants representing 110 organisations.

The priority areas for benchmarking are Lean Management, Productivity-Linked Wage System (PLWS) and Industry 4.0.

Among the countries visited were Japan, Vietnam, and Indonesia as well as a few European countries as in Table 4.

Laporan Tahunan MPC 2018 Annual Report 73 Jadual 4: Butiran Program Misi Pembelajaran Table 4: Details of Study Mission Programmes Bil./ No.
1 2 3 4 Bidang/Field Negara/Country Lean & Industri 4.0/ Industry 4.0 Jepun, Vietnam & Indonesia Japan, Vietnam & Indonesia Productivity- Linked Wage System Jepun/ Japan Lean Jepun/ Japan Kecemerlangan Perniagaan/ Business Excellence New Zealand, Taiwan & Indonesia Bil.

Organisasi/ No.

of Organisations Bil.

Peserta No.


of Participants 38 19 15 38 45 19 17 61 Laporan Tahunan MPC 2018 Annual Report KERJASAMA ANTARABANGSA INTERNATIONAL PARTNERSHIP 76 KERJASAMA ANTARABANGSA INTERNATIONAL PARTNERSHIP Asian Productivity Organization (APO) Asian Productivity Organization (APO) APO adalah satu pertubuhan antara kerajaan serantau yang telah ditubuhkan pada tahun 1961.
Malaysia telah menjadi ahli APO semenjak tahun 1983 dan telah banyak memperoleh hasil daripada keahlian dan hubungan dua hala dengan 19 buah negara anggota APO.

APO is an intergovernmental regional organisation established in 1961.

Malaysia has been a member of the APO since 1983 and has benefited significantly from its membership and bilateral relations with APO’s 19 member countries.
Sebagai institusi produktiviti dan kualiti negara, adalah penting untuk MPC mengekalkan hubungan dengan APO bagi memperluaskan asas pengetahuan/sumber berkenaan topik-topik penting yang terkini melalui pertukaran maklumat, persidangan antarabangsa dan misi lawatan untuk melihat kemajuan dan amalan terbaik yang terkini.

Disamping itu, platfom yang tersedia ini juga mengeratkan hubungan dan rangkaian yang terjalin di antara Malaysia dengan negara anggota yang lain.
institution, MPC As a national productivity and quality acknowledges the importance of sustaining the relationship with APO by expanding its knowledge base/resources on the latest and important topics through information sharing, international conferences, and study missions for the latest advancements and best practices.

In addition, this available platform also strengthens ties and networks between Malaysia and other member countries.
Sebanyak 3 program berbentuk latihan dan seminar telah dianjurkan di Malaysia pada tahun 2018.

Ringkasan program-program APO tersebut adalah seperti berikut: A total of 3 training programmes and seminars were organised in Malaysia in 2018.

Summary of the APO programmes are as follows: Bil.
/ No Program / Programme Objektif / Objective 1 2 e-Learning Course on Management Innovation in SMEs 15-18 Januari 2018, Petaling Jaya 15-18 January 2018, Training of Trainers in Lean Manufacturing Systems 9-13 Julai 2018, Petaling Jaya 9-13 July 2018, Untuk meningkatkan pemahaman tentang konsep dan prinsip- prinsip asas inovasi pengurusan dalam PKS untuk produktiviti yang lebih tinggi dan meningkatkan keupayaan PKS untuk mencapai kemampanan jangka panjang melalui penggunaan model inovasi pengurusan yang sesuai To enhance understanding of the fundamental concepts and principles of management innovation in SMEs for higher productivity and enhance SMEs’ ability to achieve long-term sustainability through the applications of appropriate management innovation models.
• Melengkapkan peserta dengan pengetahuan terkini tentang ‘Lean Manufacturing’ dan implikasinya ke atas Revolusi Perindustrian Keempat/ • Equip participants with the latest knowledge of ‘Lean Manufacturing’ and its implications on the Fourth Industrial Revolution Laporan Tahunan MPC 2018 Annual Report Bil.
/ No Program / Programme Objektif / Objective 77 2 3 • Membolehkan jurulatih kurus untuk menyambung konsep dan kaedah ‘Lean Manufacturing’ ke Revolusi Perindustrian Keempat dan memperkenalkan teknik dan pengetahuan ini kepada PKS dan pengeluar; dan • Enables the trainer to link ‘Lean Manufacturing’ concepts and methods to the Fourth Industrial Revolution and introduce these techniques and knowledge to SMEs and manufacturers; and • Menggalakkan penggunaan ‘Lean Manufacturing’ dan pendigitan untuk meningkatkan produktiviti dalam mengejar kecemerlangan pembuatan • Encourage the use of ‘Lean Manufacturing’ and digitisation to increase productivity in pursuit of manufacturing excellence Training of Trainers on Industry Productivity Specialists 15–26 Oktober 2018, Petaling Jaya 15–26 October 2018, Menyediakan “value added information” mengenai produktiviti, inovasi, daya saing dan amalan terbaik melalui aktiviti penyelidikan dan pangkalan data Provide “value added information” on productivity, innovation, competitiveness and best practices through research and database activities MPC juga turut menerima misi-misi lawatan dari negara- anggota APO di bawah program Bilateral Cooperation between NPOs (BCBN) dan Strengthening the Programs of the Center of Excellence (COE) on Green Productivity (GP) yang berobjektifkan perkongsian amalan terbaik di antara negara anggota.
Ringkasan misi-misi lawatan APO untuk tahun 2018 adalah seperti berikut: MPC also received study missions from APO member countries under the Bilateral Cooperation Programme between NPOs (BCBN) and Strengthening the Programmes of the Centre of Excellence (COE) on Green Productivity (GP) that aims to share best practices between member countries.

A summary of the APO study missions for 2018 are as follows: Bil.
No 1 2 Tema Lawatan Theme of Study Mission Bilateral Cooperation Between NPOs (BCBN): Productivity Promotion in the APO Member Countries Tarikh Date Negara Terlibat Countries 9–10 Ogos/ August 2018 Fiji Strengthening the Programs of the Center of Excellence (COE) on Green Productivity (GP) 12-16 November 2018 Taiwan Malaysia juga telah menggunakan platform APO dibawah program Technical Expert Scheme (TES) bagi mendapatkan perkhidmatan pakar-pakar berikut sepanjang tahun 2018: Malaysia has also used the APO platform under the Technical Expert Scheme (TES) programme to obtain the following expert services throughout 2018: Bil.
No 1 Program Programme Nama Pakar Name of Expert Jumlah Peserta No.

of Participants Training of Trainers on Industry Productivity Specialists 15–26 Oktober/ October 2018, Petaling Jaya i. Mr. Kazuteru Kuroda (Jepun/Japan) ii.
Mr. Tomoo Aoki (Jepun/Japan) 34 Laporan Tahunan MPC 2018 Annual Report 78 Selain daripada menerima pakar dari luar negara, Malaysia juga menghantar pakar/tenaga pengajar berikut bagi berkongsi pengetahuan ke negara anggota APO pada tahun 2018: Apart from receiving experts from overseas, Malaysia also sent the following experts / trainers to share their knowledge with APO member countries in 2018: Bil / No.

Program / Programme 1.

2.


TES on the Tools and Techniques to Measure Productivity Level at Sector and National Level 23 Julai/ July - 3 Ogos/ August 2018, Dhaka, Bangladesh Workshop on Productivity Measurement in SMEs 3-7 September 2018, Nadi, Fiji Pakar dari Malaysia/ Expert from Malaysia Encik/Mr.

Zafrulla Hussein i. ii.

Encik/ Mr. S.Sugumar Puan/Madam Mazuin Dahlan Keseluruhannya, sejumlah 106 orang peserta tempatan telah menyertai program APO di dalam dan luar negara.
Seramai 38 orang (36%) adalah warga MPC, manakala 68 orang (64%) adalah gabungan peserta yang terdiri daripada agensi-agensi kerajaan dan industri seperti pertanian, elektrikal & elektronik, perundingan, industri kecil dan sederhana, pembuatan, makanan dan kejuruteraan.

Selain itu, 3 orang warga MPC dihantar sebagai tenaga pengajar atau pakar-pakar TES yang menjalankan latihan di negara anggota APO dan 30 orang peserta antarabangsa dari 18 buah negara anggota APO yang terlibat dengan program di Malaysia.
Overall, a total of 106 local participants attended APO programmes locally and abroad.

Out of this, 38 (36%) of the participants were from MPC while 68 (64%) were participants from government agencies and industries namely agriculture, electrical & electronics, consultancy, small and medium industries, manufacturing, food and engineering.
In addition, 3 MPC officers were sent as trainers or TES experts who conducted training in APO member countries while 30 international participants from 18 APO member countries were involved in the programme in Malaysia.

Japan International Cooperation Agency (JICA) Japan International Cooperation Agency (JICA) Malaysia menyokong 144 negara-negara membangun di bawah rangka kerja Usaha Sama Selatan-Selatan sejak 1980 melalui Program Kerjasama Teknikal Malaysia (PKTM).
Pada tahun 1983, Third Country Training Programme (TCTP) telah mula diperkenalkan di Malaysia oleh JICA dalam membantu negara-negara membangun di bawah program TCTP dengan kerjasama PKTM.

Dari 2011 hingga 2018, semua program TCTP adalah berlandaskan tiga bidang teras iaitu Kaizen, Total Quality Management (TQM) dan Produktiviti dan Inovasi.

Sebanyak 3 program berbentuk latihan berjadual dan program permintaan dari luar negara telah dianjurkan di Malaysia pada tahun 2018.
Program tersebut adalah seperti berikut: Malaysia has supported 144 developing countries under the South-South Cooperation framework since 1980 through the Malaysian Technical Cooperation Program (MTCP).

In 1983, the Third Country Training Programme (TCTP) was first introduced in Malaysia by JICA to assist developing countries under the TCTP programme in cooperation with MTCP.
From 2011 to 2018, all TCTP programmes were based on three core areas namely Kaizen, Total Quality Management (TQM) and Productivity and Innovation.

A total of 3 scheduled training programmes and special request programmes from other countries had been organised in Malaysia in 2018.

The programmes are as follows: Bil./ No.
Program / Programme Tarikh / Date Third Country Training Programme on Enhancing Productivity Improvements through Kaizen and TQM for African Countries (Kerjasama dengan Malaysia Technical Cooperation Programme (MTCP)/JICA) (Collaboration with the Malaysia Technical Cooperation Programme (MTCP) / JICA) Lean Management Training for Egypt Capacity Development for Kaizen Implementation for Quality and Productivity Improvements and Competitiveness Enhancement for Ethiopia 1.

2.

3.
2.

3.

22 Oktober/October – 2 November 2018 26 Februari / February– 16 Mac/March 2018 16–27 Julai /July 2018 Laporan Tahunan MPC 2018 Annual Report 79 Sepanjang tahun 2018, seramai 40 orang dari 12 negara telah menyertai program TCTP dan program permintaan di Malaysia.

Antara negara-negara yang terlibat menyertai program ini adalah seperti berikut: During 2018, 40 people from 12 countries participated in the TCTP and special request programmes held in Malaysia.
Among the countries involved in the programmes are as follows: Bil.

/ No.

Negara / Country Bilangan Peserta / No.

of Participants 1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

Botswana Cameroon DRC Congo Ethiopia Egypt Ghana Kenya Malawi Republic of Senegal Tanzania Uganda Zambia Jumlah / Total 1 1 1 18 10 1 2 1 1 2 1 1 40 Pada tahun 2018 juga, pihak JICA dengan kerjasama MPC telah melaksanakan Kajian Sejarah Pembangunan Produktiviti di Malaysia dan Jepun.
Kajian ini bertujuan untuk membangunkan satu modul sejarah pembangunan produktiviti bagi berkongsi pengalaman bersama peserta program TCTP.

Dana bagi kajian ini ditaja sepenuhnya oleh JICA.

Hasil kajian ini telah dibentangkan dan laporan ini telah diserahkan secara rasminya kepada MPC oleh pihak JICA pada 29 Ogos 2018 di Bengkel Pemantauan MTCP-JICA 2018.

In 2018, JICA in collaboration with MPC conducted a Study on the history of Productivity Development in Malaysia and Japan.
This study was aimed at developing a module on the history of productivity development where experiences will be shared with participants of the TCTP programme.

Funding for this study was fully sponsored by JICA.

The results of this study were presented and the report was formally submitted to the MPC by JICA on August 29, 2018 at the MTCP-JICA Monitoring Workshop 2018.
Laporan Tahunan MPC 2018 Annual Report PENGURUSAN SUMBER DAN ORGANISASI RESOURCE AND ORGANISATION MANAGEMENT 82 PENGURUSAN SUMBER DAN ORGANISASI RESOURCE AND ORGANISATION MANAGEMENT Pengurusan dan Pembangunan Sumber Manusia Human Resource Management and Development (HRMD) Modal insan merupakan aset yang paling strategik dalam sesebuah organisasi yang bertindak sebagai pemacu kepada penggunaan modal-modal lain dalam organisasi ke arah perkhidmatan yang cekap dan berkesan.
Oleh itu, peranan Unit Pengurusan dan Pembangunan Sumber Manusia (HRMD) pada hari ini dituntut untuk berubah dari bersifat operasi semata-mata kepada peranan yang lebih strategik.

Kepelbagaian peranan ini diklasifikasikan kepada 4 iaitu Rakan Strategik, Agen Perubahan, Pakar Pentadbiran dan Juara Pekerja.

Human capital is the most strategic asset of an organisation that acts as a catalyst for utilisation of other capital in the organisation towards efficient and effective services.
In this regard, the role of Human Resource Management and Development Unit (HRMD) requires transformation from a purely operational perspective towards a more strategic one.

The diversity of these roles is classified into 4 areas namely Strategic Partner, Agent of Change, Administrative Expert and Employee Champion.

1.
1.

Rakan Strategik Sebagai Rakan Strategik, Unit HRMD menjalinkan kerjasama dengan bahagian-bahagian dan wilayah- wilayah untuk memastikan cara, proses kerja dan dasar yang ada melengkapi strategi organisasi dan kapasiti sentiasa tersedia untuk melaksanakan sebarang strategi.

1.
1.

Strategic Partner As a Strategic Partner, the HRMD Unit works closely with the various divisions and regional offices to ensure that existing processes, and policies complements the organisation’s strategies and that it has the capacity to implement these strategies.
MPC’s Capacity 2018 / Director-General / Deputy Director-General / Senior Director (KUP) / Director / Deputy Director / Senior Manager / Head Accountant / Manager / Senior Accountant / Assistant Manager / Accountant / Librarian / Support Group Laporan Tahunan MPC 2018 Annual Report 83 2.

Agen Perubahan Sebagai Agen Perubahan, Unit HRMD telah membangunkan Pelan Laluan Kerjaya yang jelas dan fleksibel agar lebih mudah difahami dan diikuti oleh pekerja dalam membangunkan kerjaya masing-masing.
Peluang kenaikan pangkat adalah lebih singkat berbanding sebelum ini dan ia diberi berdasarkan merit atau prestasi seperti yang digariskan dalam Garis Panduan Kriteria Kemajuan Kerjaya Pengurusan dan Profesional (P&P).

Agent of Change As an Agent of Change, the HRMD Unit has developed clear and flexible Career Path Planning to make it easier for employees to understand and follow through in advancing their respective careers.
Career advancement opportunities have also been shortened and are now based on merit or performance as outlined in the Guideline on Career Advancement Criteria for Management and Professionals (P&P).

3.

Pakar Pentadbiran Dalam usaha meningkatkan kecekapan pengurusan sumber manusia, Unit HRMD telah mengaplikasikan Sistem HRMIS dan MyHRMIS Cuti Mobile Apps untuk kegunaan warga.
Selain itu, Sistem Pengurusan Waktu (TAMS) dan Sistem Pengurusan Latihan (MyLearning) juga telah berjaya dibangunkan bagi mengurangkan bebanan kerja pentadbiran secara manual ke arah perkhidmatan yang lebih mesra pengguna dan bebas kertas.

Administrative Expert To in human resource management, improve efficiency the HRMD Unit has implemented the HRMIS System and MyHRMIS Cuti Mobile Apps for employees.
In addition, the Time Attendance Management System (TAMS) and Training Management System (MyLearning) have also been successfully developed to reduce administrative workloads which were once done manually toward more user-friendly and paperless services.

4.

Juara Pekerja HRMD berperanan sebagai champion dalam meningkatkan keberhasilan dan kecemerlangan organisasi melalui pekerja yang berdedikasi, komited dan bermotivasi.
HRMD menjadi peneraju untuk memastikan pelaksanaan urusan-urusan berkaitan sumber manusia dijalankan.

Antaranya adalah: Employee Champion HRMD acts as champion to enhance the success and excellence of the organisation through dedicated, committed and motivated employees.

HRMD as the leader ensures the implementation of human resource related matters.
These include: a. Pembangunan Organisasi b. Pengurusan Bakat c. Pengurusan Kemudahan d. Pengurusan Rekod e. Pembangunan dan Latihan f. Penjawatan g. Anugerah dan Insentif a) b) c) d) e) f) g) Organisational Development Talent Management Facilities Management Records Management Development and Training Employment Awards and Incentives / Deputy Director-General / Senior Director (KUP) Pembangunan Modal Insan Human Capital Development Sebagai Juara Pekerja, Unit HRMD telah menjalankan program-program Pembangunan Modal Insan bagi memenuhi keperluan strategik MPC.
Program-program ini dijalankan secara berterusan bagi meningkatkan kreativiti dan inovasi serta pengetahuan Warga MPC, seterusnya melahirkan modal insan yang mempunyai minda kelas pertama.

As Employee Champion, the HRMD Unit has conducted Human Capital Development programmes to meet MPC’s strategic needs.

These programmes continue to enhance creativity and innovation, as well as knowledge among MPC employees, ultimately producing human capital with first class mentality.
Laporan Tahunan MPC 2018 Annual Report 84 Program Pembangunan Modal Insan 2018 Human Capital Development Programmes 2018 Latihan Dalam Pembangunan / Training and Development Pembangunan Kepakaran / Development of Expertise Peningkatan Imej & Pembangunan Personaliti / Image Enhancement & Personality Development Peningkatan Pengetahuan & Kemahiran Umum / Improving Knowledge & Generic Skills Pit Stop Sharing Session Productivity Made Easy 3 58 2 126 75 11 Anugerah Anugerah Perkhidmatan Cemerlang, Anugerah Khas dan Anugerah Konsistensi, diberikan sebagai tanda penghargaan kepada warga yang cemerlang dalam perkhidmatan.
Pecahan jumlah penerima mengikut anugerah adalah seperti berikut: Awards The Excellent Service Award, Special Award and the Consistency Award, were presented in recognition of outstanding employees currently in service.

The breakdown of the number of recipients by awards is as follows: Jumlah Penerima Anugerah pada 2018 Total Award Recipients 2018 27 25 18 HR Fiesta HR Fiesta HR Fiesta telah diadakan dengan kerjasama Bahagian Khidmat Pengurusan & Kewangan (MSF) iaitu dijenamakan sebagai MSF-HRMD Fiesta.
Malaysia Automotive, Robotics & IoT Institute (MARii), Pusat Zakat Selangor dan Klinik Qualititas telah dijemput bagi menjayakan MSF-HRMD Fiesta pada kali ini.

MSF-HRMD Fiesta 2018 bertujuan memberi pendekatan kepada warga MPC tentang sistem The HR Fiesta was held in collaboration with the Management Services and Finance Division (MSF), and branded as MSF-HRMD Fiesta.
Malaysia Automotive, Robotics & IoT Institute (MARii), Selangor Zakat Center and Clinic Qualititas were invited to make this occasion a success.
The MSF-HRMD Fiesta 2018 was aimed at educating MPC employees with systems such as HRMIS and Training Management System (MyLearning) as well as providing Laporan Tahunan MPC 2018 Annual Report 85 HRMIS dan Sistem Pengurusan Latihan (MyLearning) serta memberi pendedahan kepada warga mengenai aktiviti di HRMD seperti proses Persaraan, Job Rotation dan semakan kadar ganjaran dan Gantian Cuti Rehat (GCR).

Warga juga berpeluang memberi cadangan dan aduan melalui kotak cadangan dan aduan.
Dengan adanya aktiviti seperti ini, selain dapat mengeratkan hubungan dengan warga, ia juga dapat memberi maklumat serta meningkatkan pengetahuan tentang aktiviti-aktiviti di HRMD.

updates to employees pertaining to HRMD activities namely Retirement Process, Job Rotation and information on Gratuity Calculation as well Cash Award in lieu of Accumulated Leave (GCR).

Employees also had the opportunity to make suggestions and complaints through the suggestions and complaints box.
With such activities being organised, apart from strengthening the relationship with employees, it can also provide information and increase knowledge of HRMD activities.

Sistem Pengurusan Latihan (MyLearning) Training Management System (MyLearning) Sistem MyLearning memudahkan pemantauan latihan dilakukan termasuk warga di wilayah.

Penggunaan sistem ini dapat memantau setiap latihan yang telah dihadiri oleh warga.
Sistem ini memudahkan Unit HRMD untuk memastikan warga menyempurnakan 10 latihan dalam setahun seperti yang telah ditetapkan oleh pihak pengurusan.

jam The MyLearning system facilitates monitoring of training including that conducted by officers at regional level.

This system can keep track of each training programme attend by the employees.

It also facilitates the HRMD Unit to ensure its employees complete 10 hours of training a year as determined by management.
Lawatan HRMD ke Wilayah HRMD Visit to Regional Offices Lawatan ke wilayah-wilayah MPC dijalankan untuk memberi pendedahan serta taklimat berkenaan penggunaan sistem HRMIS dan Sistem Pengurusan Latihan (MyLearning) kepada warga di wilayah.

Visits to MPC regional offices were conducted to provide exposure and briefings on the use of HRMIS system and the Training Management System (MyLearning) to employees at regional offices.
HR Day Out ini dijalankan untuk menjadikan organisasi- Program organisasi yang dilawati sebagai penanda aras amalan terbaik untuk MPC.

Selain itu, program ini juga membantu agar Unit HRMD dapat memperbaiki kelemahan yang ada dan menjadikan organisasi-organisasi tersebut sebagai penanda aras.

HR Day Out The programme was conducted to identify benchmarks and best practices among organisations visited for MPC to emulate.
In addition, the programme also enabled the HRMD Unit to improve weaknesses and identify best practice organisations as benchmarks.

Laporan Unit Audit Dalam Internal Audit Unit Report 1.

Pengauditan Tahun 2018 1.

Audit for Year 2018 Secara umumnya Audit yang dijalankan di MPC adalah berkaitan kecekapan dan keberkesanan pengurusan kewangan, pengurusan aset & stor, pengurusan perolehan serta keberkesanan pengurusan kualiti di MPC.
Berikut adalah aktiviti pengauditan yang telah dijalankan di MPC: In general, the Audit conducted by MPC is related to efficiency and effectiveness of financial management, asset & store management, procurement management and the effectiveness of quality management in MPC.

The following are the audit activities that were conducted at MPC: i.

4 Audit telah dijalankan oleh Unit Audit Dalam (UAD) MPC; i.

4 Audits conducted by the Internal Audit Unit (UAD) of MPC; ii.
8 Audit telah dijalankan oleh Unit Audit Dalam MITI; iii.

1 Audit Penyata Kewangan MPC telah dijalankan oleh ii.

8 Audits conducted by Internal Audit Unit of MITI; iii.

1 Audit on MPC’s Financial Statements by Messrs Wan Tetuan Wan Nadzir & Co. Nadzir & Co; and iv.

1 Audit MS ISO 9001:2015 telah dijalankan oleh SIRIM iv.

1 Audit on MS ISO 9001:2015 conducted by SIRIM QAS Sdn.

QAS Sdn.

Bhd.

Bhd.

Laporan Tahunan MPC 2018 Annual Report 86 2.

Pencapaian Audit 2018 2.


Audit Achievement 2018 Pada telah tahun 2018 sebanyak 14 aktiviti audit dilaksanakan di Ibu Pejabat dan Wilayah MPC.

Empat audit telah dijalankan oleh UAD MPC, manakala 10 audit adalah daripada audit luar.

Carta berikut adalah perbandingan jumlah aktiviti pengauditan tahun 2017 dan 2018.

In 2018, a total of 14 audit activities were conducted at MPC’s Headquarters and Regional Offices.
Four audits were conducted by the Internal Audit Unit (UAD) of MPC, while 10 were carried out by external auditors.

The following chart shows a comparison of audit activities for 2017 and 2018.

Aktiviti Pengauditan Audit Activities Audit by External Auditors Audit by MPC’s Internal Audit Unit 3.

Komitmen dan Kecekapan 3.


Commitment and Efficiency Kursus dan seminar yang telah dihadiri juruaudit pada tahun 2018 bagi meningkatkan pengetahuan dan mendapat perkembangan terkini adalah seperti berikut: The courses and seminars attended by auditors in 2018 to improve their knowledge and remain up-to-date on developments are as follows: Bil No 1.

2.

3.

4.

5.

6.

7.
Kursus Courses Kursus Audit Dalaman ISO 9001:2015 Internal Audit Programme for ISO 9001:2015 Bengkel Klasifikasi Fail MPC Workshop on File Classification by MPC Training on MyPortFolio Bengkel Final Acceptance Test (FAT) Pembangunan Semula Sistem e-Benchmark Workshop on Final Acceptance Test (FAT) Development of e-Benchmark System Kursus Leadership Leadership programme Strategic Foresight in Public Sector Bengkel Semakan Manual Prosedur Perakauanan, Tatacara Pengurusan Aset & Stor dan Pengurusan Perolehan Workshop on Manual Procedures for Accounting, Asset & Store Management and Procurement Management Anjuran Organiser MPC MPC MPC MPC MPC IIM MPC Laporan Tahunan MPC 2018 Annual Report 87 Agenda Transformasi MPC 2018 MPC’s Transformation Agenda 2018 Proses transformasi di MPC dilaksanakan sejajar dengan aspirasi pembangunan negara.
Penyelarasan terkini adalah berdasarkan Rancangan Malaysia Ke-11 (RMKe-11) yang mengangkat produktiviti sebagai salah satu pemacu perubahan yang akan mendorong pertumbuhan ekonomi negara.

MPC’s transformation process was implemented in line with the country’s national development aspirations.

The latest modification is based on the 11th Malaysia Plan (11MP) which promotes productivity as one of the drivers of change that will drive the country’s economic growth.
Sesi Transformasi MPC MPC’s Transformation Sessions Bagi memastikan fokus MPC sentiasa sejajar dengan hasrat Kerajaan, MPC telah mengendalikan Sesi Transformasi secara berkala sepanjang tahun 2018.

Tujuan utama sesi ini adalah untuk membincangkan perancangan dan merangka strategi perniagaan MPC, memantau prestasi secara suku- tahunan dan membuat penyelarasan yang diperlukan dari masa ke semasa.

Sesi Transformasi MPC turut meliputi siri komunikasi antara pihak Pengurusan MPC bersama warga MPC.
Ianya bertujuan memastikan agenda transformasi MPC dapat disampaikan dan dihayati oleh segenap peringkat warga kerja di MPC agar segala perancangan organisasi dapat direalisasikan dan mencapai sasaran yang ditetapkan.

To ensure MPC’s focus is consistent with the Government’s intentions, MPC conducted regular Transformation Sessions throughout 2018.
The main purpose of these sessions was to have discussions on planning and formulating MPC’s business strategies, monitoring quarterly performance and making necessary adjustments from time to time.

MPC’s Transformation Sessions also included a series of communications between MPC Management and employees.

It’s aim was to ensure that MPC’s transformation agenda is communicated and appreciated by all levels of employees so that organisational plannning can be realised and achieved.
Sesi Transformasi yang telah dilaksanakan pada tahun 2018 meliputi empat siri Makmal Strategik Mencapai Kecemerlangan Melalui Pelaksanaan (AEE), satu Sesi Strategik Esekutif (ESS), dua sesi dialog bersama Kumpulan Pengurusan dan Profesional serta dua sesi bersama Kumpulan Pelaksana.
The Transformation Sessions which were implemented in 2018 included four series of Strategic Labs on Achieving Excellence through Execution (AEE), an Executive Strategic Session (ESS), two sessions with Management and the Professional Group and two sessions with the Implementing Group.
Sistem Pengurusan Kualiti MPC MPC’s Quality Management System Laporan Audit Pemantauan MS ISO 9001:2015 bagi Tahun 2018 Audit Pemantauan ISO MPC yang berasaskan MS ISO 9001:2015 telah berlangsung pada 30 Mei hingga 1 Jun 2018.

Pada tahun 2018, pihak SIRIM telah memilih Pejabat MPC Wilayah Sarawak dan Wilayah Utara sebagai lokasi yang diaudit selain dari Ibu Pejabat.

Aktiviti audit telah dilaksanakan dengan baik seperti mana perancangan.
ISO 9001:2015 Tiada ketidak-akuran pada Sistem MS yang dikenal pasti oleh pihak SIRIM pada audit kali ini.

Walaubagaimanapun, terdapat 3 peluang penambahbaikan telah dicadangkan oleh pihak SIRIM untuk diberi perhatian bagi memastikan pelaksanaan Sistem MS ISO 9001:2015 di MPC sentiasa berada di tahap yang baik dan memuaskan.

MS ISO 9001:2015 Surveillance Audit Report for 2018 The MS ISO 9001: 2015 surveillance audit was conducted from May 30 to June 1, 2018.
In 2018, SIRIM selected MPC Sarawak and the Northern Region Office to be audited apart from MPC Headquarters.

The audit activity was carried out as planned.

There were no irregularities in the MS ISO 9001: 2015 System identified by SIRIM during this audit.

However, 3 improvement opportunities had been suggested by SIRIM to ensure that implementation of MS ISO 9001: 2015 MSC System in MPC is always good and satisfactory.
Laporan Tahunan MPC 2018 Annual Report 88 Laporan Sistem Cadangan Q & Inovasi MPC 2018 Sistem Cadangan Q & Inovasi merupakan satu medium idea komunikasi bagi pekerja untuk menyumbangkan yang bernas ke arah kecemerlangan organisasi.

Sepanjang tahun 2018, sebanyak 570 cadangan serta 14 aduan telah dikemukakan oleh 88 orang pekerja.
Tren cadangan adalah lebih tinggi pada penghujung tahun dengan bulan Disember mencatatkan jumlah cadangan terbanyak iaitu sebanyak 270 cadangan atau 47% daripada jumlah cadangan yang diterima sepanjang tahun.

Bilangan cadangan terendah yang diterima adalah pada bulan Januari dan Februari dengan hanya 9 cadangan.

Berdasarkan laporan aduan pula, aduan tertinggi telah direkodkan dalam bulan November sebanyak 4 aduan diikuti bulan Mei dan Disember sebanyak 3 aduan.
Manakala tiada aduan diterima pada bulan Januari, Februari, Mac, April dan Julai.

MPC Q Suggestion & Innovation Suggestion Scheme Report 2018 The Quality & Innovation Suggestion Scheme is a medium of communication for employees to contribute their ideas towards enhancing organisational excellence.

During the year 2018, 570 suggestions and 14 complaints were submitted by 88 employees.
The proposal trend was higher at the end of the year with December recording the highest number of proposals at 270 or 47% of total proposals received during the year.

The lowest number of proposals received was in January and February with only 9 proposals.

According to the complaints report, the highest number of complaints were recorded in November where 4 complaints were received followed by May and December, 3 complaints.
However, no complaints were received in January, February, March, April and July.

Jumlah Cadangan dan Aduan Bagi Tahun 2018 Number of Proposals and Complaints for 2018 May Aug Oct Dec Suggestions Complaints Dari segi penglibatan mengikut Bahagian, Bahagian Pembangunan Kualiti & Kecemerlangan (QED) yang turut merangkumi Pejabat-pejabat Wilayah MPC, telah menyumbangkan jumlah cadangan tertinggi iaitu sebanyak 288 (50%) cadangan.
Ianya diikuti oleh Bahagian Perancangan dan Pembangunan Korporat (CPD) & Pejabat Ketua Pengarah (DGO) dengan 98 (17%) cadangan.

Seterusnya Bahagian Khidmat Pengurusan dan Kewangan (MSF) dengan 87 (15%) cadangan.

(QED), which also In terms of engagement by Division, the Quality & Excellence Development Division includes MPC Regional Offices, contributed the highest number of proposals at 288 (50%).
This was followed by the Corporate, Planning and Development Division (CPD) and Office of the Director General (DGO) with 98 (17%) recommendations.

Next is Management Services and Finance Division (MSF) with 87 (15%) proposals.
Laporan Tahunan MPC 2018 Annual Report Jumlah Cadangan Mengikut Jabatan Berbanding Sasaran Tahunan Number of Proposals by Department versus Annual Target 89 Cadangan Diterima Proposals Received Sasaran Tahunan Annual Target Cadangan Q yang diterima juga diklasifikasikan berdasarkan 7 kategori.

Cadangan tertinggi adalah bagi kategori meningkatkan (26%) cadangan, diikuti ‘Komunikasi, Kebajikan & Pengiktirafan’ 108 (19%) dan ‘Persekitaran, Imej & Keselamatan’ 101 (18%) cadangan.
‘Kecekapan Kerja’ sebanyak 147 The Q suggestions received were classified into 7 categories.

The highest number of suggestions were in the category of ‘Improve Job Performance’ amounting to 147 (26%) suggestions, followed by ‘Communication, Welfare & Recognition’ 108 (19%) and ‘Environment, Image & Safety’ 101 (18%).
Jumlah Cadangan Q Bagi Setiap Kategori 2018 Total Q Suggestions by Category 2018 Work Efficiency Quality and Innovation Cost Savings Communication, Welfare & Recognition Equipment & Facilities General Environment Environment, Image & Safety Laporan Tahunan MPC 2018 Annual Report 90 Pada tahun 2018, sebanyak 228 (40%) cadangan telah dilaksanakan dan mempunyai potensi untuk dilaksanakan.

In 2018, a total of 228 (40%) proposals were implemented or have the potential of being implemented.
Manakala 33% cadangan berstatus ‘Menunggu Maklumbalas Pelaksana’ dan 20% cadangan berstatus ‘Baru’ disebabkan kebanyakan cadangan diterima pada penghujung tahun dan Bahagian/Unit Pelaksana dalam proses untuk memberikan maklum balas ke atas cadangan yang diterima.
However, 33% of the proposals were in the category of ‘Pending Feedback from the implementor ‘ and 20% of the suggestions were under ‘New’ status as most of the proposals were received at the year end and the Implementing Division / Unit was in the process of providing feedback on proposals received.
Status Perlaksanaan Cadangan Q 2018 Implementation Status of Q Suggestions 2018 Not Implemented New Implemented/ Potential Waiting for Implementation Feedback New Waiting for Implementation Feedback Implemented/Potential Not Implemented Secara keseluruhannya, Warga MPC lebih cenderung memberikan cadangan dan aduan pada penghujung tahun.

Ini adalah kerana Warga MPC inginkan perubahan dan penambahbaikan menjelang tahun baru yang akan bermula.
Overall, MPC employees are more likely to provide suggestions and complaints at the end of the year.

This is because MPC employees are looking for change and improvement by the start of the new year.

Laporan Majlis Bersama Jabatan (MBJ) Tahun 2018 Joint Departmental Council (MBJ) 2018 Mesyuarat MBJ diwujudkan adalah berdasarkan Surat Pekeliling Perkhidmatan Bilangan 3 Tahun 2002.
Surat Pekeliling Perkhidmatan tersebut menggariskan perkara- perkara utama seperti peraturan penubuhan, peranan serta kaedah pengurusan MBJ di peringkat Kementerian/ Jabatan/Pihak Berkuasa Badan Berkanun/Pihak Berkuasa Tempatan.
Antara fungsi penting penubuhannya adalah bagi mengekalkan hubungan harmonis antara majikan dan pekerja di mana Pihak Pekerja diberi saluran untuk berkomunikasi dengan Pihak Pengurusan atau Pihak Pegawai dalam menyuarakan pendapat, pandangan serta menyumbang idea-idea yang bernas demi kepentingan dan kebaikan warga MPC.

The Joint Departmental Council (MBJ) was established based on Service Circular No.

3 of 2002.
3 of 2002.

The Service Circular outlines key areas such as rules for establishing the MBJ, roles and methods of management of MBJ at the Ministry / Departmental / Statutory Authority / Local Authorities level.
One of the important functions of establishing MBJ is to maintain harmonious relationship between employer and employee whereby the employees are given the opportunity to communicate with Management or the employee representative to express their opinions, views and contribute ideas that are for the benefit of MPC.
Laporan Tahunan MPC 2018 Annual Report 91 Bidang kuasa dan fungsi MBJ adalah meliputi semua perkara yang berkaitan dengan syarat-syarat perkhidmatan dan perjalanan organisasi yang ada hubung kait dengan pentadbiran kecuali yang menyentuh dasar kerajaan atau hal-hal perseorangan.

Semua ahli MBJ boleh mengambil bahagian dalam perbincangan dan berkongsi idea dalam mencari penyelesaian terhadap sesuatu isu.

Perbincangan tersebut adalah tertumpu kepada perkara-perkara yang melibatkan masalah bersama.
The jurisdiction and functions of the MBJ include all matters relating to the terms of service and functions of the organisation concerning administration except those affecting government policy or personal matters.

All MBJ members can participate in discussions and share ideas in finding solutions to issues.

The discussion will focus on issues related to mutual problems.

Bagi sesi tahun 2018, Ketua Pengarah MPC telah berperanan sebagai Pengerusi Bersama pada setiap mesyuarat MBJ yang dijalankan.
Seramai 27 orang warga MPC telah dilantik sebagai Ahli MBJ MPC yang terdiri daripada 11 ahli bagi Pihak Pegawai dan 16 ahli bagi Pihak Pekerja termasuk wakil pekerja Pejabat Wilayah.

Bagi 4 sesi mesyuarat MBJ yang telah diadakan, purata kehadiran adalah 78%.

For the 2018 session, the Director General of MPC served as Co-Chair at each of the MBJ meetings.
A total of 27 MPC staff had been appointed as MBJ members comprising 11 officers and 16 members from the workers group including employee representatives form Regional Offices.

For the 4 MBJ meetings that were held, average attendance was 78%.

Pengerusi Bersama atau Pengerusi Pihak Pekerja iaitu En.
Eamizan Hasim yang telah dilantik pada 1 Mac 2018 bagi sesi tahun 2018 & 2019, telah memainkan peranan penting penyampaian dan menyokong usul yang ditimbulkan oleh Pihak Pekerja bagi mendapatkan kelulusan ahli mesyuarat dan perhatian pihak Pengurusan MPC.

Joint Chairman or Chairman of the Workers’ En.


Eamizan Hasim, who was appointed on March 1, 2018 for the 2018 & 2019 session, played a key role in delivering and supporting the proposals raised by employees for the approval of members and to bring it to the attention of MPC Management.
Sebagai mematuhi pelaksanaan MBJ di peringkat jabatan berdasarkan pekeliling perkhidmatan, dokumen mesyuarat pada setiap sesi mesyuarat telah dimajukan kepada Majlis Bersama Jabatan, Jabatan Perkhidmatan Awam (JPA) dan Kementerian Perdagangan Antarabangsa dan Industri (MITI).

Laporan tersebut telah dibuat secara atas talian melalui portal Sistem Pengurusan Maklumat Sumber Manusia (HRMIS).
In accordance with the implementation of the MBJ at departmental level and based on the service circular, meeting documents of each meeting session were forwarded to the Joint Council, Public Service Department (PSD) and Ministry of International Trade and Industry (MITI).

The reports were also made available online through the Human Resources Management Information System (HRMIS) portal.
Perkara yang dibincangkan di dalam mesyuarat MBJ MPC telah dikelaskan seperti berikut; The issues discussed during the MBJ-MPC meetings were categorised as follows; a. Elaun dan Kemudahan; a. Allowance and Facilities; b. Kewangan; c. Perkhidmatan; b.

Finance; c. Services; d. Skim Perkhidmatan dan Perjawatan; d. Service and Employment Scheme; e. Kebajikan; f. Pentadbiran; dan g. Hal-hal lain.

e. Welfare; f. Administration; and g. Other matters.
Mesyuarat MBJ juga menjemput wakil-wakil yang berkaitan seperti Unit Pentadbiran, Unit Pengurusan dan Pembangunan Sumber Manusia, Kewangan, Persatuan Warga MPC (PWMPC) serta Koperasi MPC Berhad bagi bersama memberikan pendapat dan maklum balas terhadap isu serta usul yang berbangkit semasa mesyuarat.
The MBJ Meeting also invited relevant representatives such as those from the Administration Unit, Human Resource Management and Development Unit, MPC Association (PWMPC) and the MPC Cooperative Berhad to share their views and feedback on issues and proposals raised during the meeting.

Laporan Tahunan MPC 2018 Annual Report 92 Pada mesyuarat MBJ tahun 2018, sebanyak 21 perkara berbangkit dari usul Pihak Pekerja telah berjaya dilaksanakan dan sebanyak 7 usul baharu direkodkan pada tahun yang sama.
At the MBJ meeting in 2018, a total of 21 issues raised through proposals by employees were successfully implemented while 7 new proposals were recorded in the same year.

MBJ-MPC telah menerima Sijil Penghargaan daripada JPA kerana berjaya melaksanakan mesyuarat dalam sukuan tahun dan melaporkan kepada pihak JPA, bagi aktiviti tahun 2017.

MBJ-MPC had also received a Certificate of Appreciation from the PSD for successfully conducting quarterly meetings and reporting to the PSD, for its 2017 activities.
Berikut adalah beberapa usul daripada warga yang berjaya dilaksanakan melalui mesyuarat MBJ MPC: The following are some of the proposals made by employees through the MBJ-MPC meeting: i. Menyediakan tempat letak motosikal di lokasi yang i. lebih strategik dan selesa; ii.

Meletakkan kamera litar tertutup (CCTV) dan alat ii.

kebenaran masuk Taska Sudut Kenari MPC; iii.

Kenaikan bayaran Anugerah Khas; dan anugerah kepada penerima iii.
Providing motorcycle parking in more strategic and convenient locations; Installing closed-circuit camera (CCTV) and provide access card for the Taska Sudut Kenari; Increase the amount of reward payment for Special Award recipients; and iv.

Mengadakan kembali majlis penghargaan kepada warga iaitu Majlis Terima Kasih Daun Keladi dengan nama baharu iaitu Malam Ini Kita Punya (MIKP).

iv.
iv.

Revive the appreciation ceremony for employees namely the “Majlis Terima Kasih Daun Keladi” and to rename it as “Malam Ini Kita Punya (MIKP)”.

Ringkasan Pencapaian MBJ-MPC Sesi 2018 Summary of Achievements MBJ-MPC 2018 Session ACHIEVEMENT MBJ-MPC 2018 / 2019 Session March May August November / Officers / Workers / Received / In progress No.
of Meetings Attendance Proposal Laporan Tahunan MPC 2018 Annual Report Malaysian Refining overall winner at APIC 2018 Headline MediaTitle Date Section Page No Language Journalist Frequency New Straits Times 19 Nov 2018 Business Times 23 English N/A Daily Color Circulation Readership ArticleSize AdValue PR Value Full Color 36,278 108,834 254 cm² RM 8,756 RM 26,267 Headline MediaTitle Date Section Page No Language Journalist Frequency Top winners at APIC 2018 New Straits Times 30 Nov 2018 Local News 9 English Ooi Tee Ching Daily Color Circulation Readership ArticleSize AdValue PR Value Full Color 36,278 108,834 875 cm² RM 30,162 RM 90,486 93 Headline MediaTitle Date Section Page No Language Journalist Frequency MAL AYSIA JUMPS 9 SPOTS TO 15TH New Straits Times 02 Nov 2018 Business Times 19,20 English LIDIANA ROSLI Daily Color Circulation Readership ArticleSize AdValue PR Value Full Color 36,278 108,834 473 cm² RM 16,242 RM 48,726 Headline MediaTitle Date Section Page No Language Journalist Frequency M`sia is 15th-easiest place to do business The Malaysian Reserve 02 Nov 2018 Corporate Malaysia 4 English N/A Daily Color Circulation Readership ArticleSize AdValue PR Value Full Color 12,000 36,000 436 cm² RM 4,113 RM 12,339 Laporan Tahunan MPC 2018 Annual Report 94 PERSATUAN DAN KOPERASI SOCIETY AND COOPERATIVE Laporan Tahunan MPC 2018 Annual Report 95 Laporan Tahunan MPC 2018 Annual Report 96 PERSATUAN DAN KOPERASI SOCIETY AND COOPERATIVE Persatuan Warga MPC (PWMPC) MPC Staff Association (PWMPC) Pada awal tahun 2018, tiga persatuan di MPC iaitu, Dayanita, Persatuan Kebajikan Muslim MPC (PKMMPC) dan PWMPC telah digabungkan kepada satu persatuan – PWMPC.
Enam exco di bawah PWMPC diwujudkan bagi meneruskan dan menjalankan aktiviti-aktiviti sedia kala dan menambah baik pengurusan aktiviti-aktiviti bukan rasmi di MPC.

Exco yang dinyatakan adalah: At the beginning of 2018, three MPC associations namely, Dayanita, MPC Muslim Welfare Association (PKMMPC) and PWMPC were merged into one association - PWMPC.

Six excos under the PWMPC were established to continue and carry out existing activities and improve the management of non-official activities in MPC.
The excos comprise: i. ii.

iii.

iv.

v. vi.

Exco Keagamaan & Kerohanian; Exco Inovasi; Exco Wanita & Kebajikan; Exco Sosial & Program Khas; Exco Sukan; dan Exco Penerangan.

i. ii.

iii.

iv.

v. vi.

Religious & Spiritual Exco; Innovation Exco; Women & Welfare Exco; Social & Special Programme Exco; Sports Exco; and Information Exco.
Antara aktiviti persatuan yang dijalankan sepanjang tahun 2018 adalah: Among the activities of the association conducted during 2018 are: Tarikh/Date 21 Februari 2018 / February 21, 2018 Aktiviti/ Activity Lokasi/ Location Aktiviti Taska Sudut Kenari MPC/Activities of MPC Taska Sudut Kenari • Meraikan anak-anak warga MPC serta Pengasuh Taska dengan kehadiran ibu dan bapa anak-anak serta aktiviti pemeriksaan gigi dari Klinik Kesihatan / Acknowledging children of MPC staff and their caregivers of the Taska Sudut Kenari with the presence of parents and children and dental screening activities from the Health Clinic.
Taska MPC / MPC Taska 17 Mei 2018 / May 17, 2018 Liga Badminton Ramadhan/ Ramadan Badminton League • Merapatkan silaturrahim warga MPC dan memupuk amalan Dewan Produktiviti, MPC / MPC’s Dewan Produktiviti bersukan dan menjaga kesihatan walaupun di bulan Ramadhan / Strengthen friendship among MPC staff and to promote sports and healthcare even during the month of Ramadan.
30 Mei 2018 / May 30, 2018 Majlis Iftar MPC/ MPC’s Breaking of Fast Event • Merapatkan silaturrahim warga MPC dan keluarga sambil Crystal Crown Hotel, Petaling Jaya berbuka puasa dan solat terawih Bersama / Strengthen friendship among MPC staff and their families during the breaking of fast and prayer function 31 Mei 2018 / May 31, 2018 Bicara Ilmu Ramadhan/Ramadan Talk on Knowledge “Nuzul Al-Quran & Kelebihannya” oleh YBhg.

Ustaz Idzhar Jumali / Talk on “Nuzul Al-Quran & Kelebihannya” by YBhg.
Ustaz Idzhar Jumali.

Bilik TQM, MPC / TQM Room, MPC Laporan Tahunan MPC 2018 Annual Report 97 6 Julai 2018 / July 6, 2018 Majlis Riang Ria Potluck Raya / Riang Ria Potluck Event Setiap Bahagian di MPC diberikan gerai untuk menyajikan beraneka hidangan / Each Division in the MPC was given a booth to serve a variety of dishes.

Blok Produktiviti, MPC / Productivity Block, MPC 20 Julai 2018 / July 22, 2018 Majlis Bacaan Yasin, Doa Selamat dan Solat Hajat dipimpin oleh YBhg.
Ustaz Zaidi, Imam Masjid Jamek Sultan Abdul Aziz, Petaling Jaya / Bacaan Yasin, Doa Selamat and Solat Hajat function conducted • by YBhg.

Ustaz Zaidi, Imam from Masjid Jamek Sultan Abdul Aziz, Petaling Jaya.

• Majlis bagi meraikan bakal-bakal Haji dan Hajah yang menunaikan Haji pada tahun 2018 serta solat hajat bagi kesihatan seluruh warga / Ceremony for Haj Pilgrims in 2018 as well as prayers for the health of all MPC staff.
Surau Produktiviti, MPC/ MPC’s Surau Produktiviti 1 Ogos 2018 / August 1, 2018 Bicara Ilmu Tajwid: Bicara Ilmu Tajwid • “Mudahnya Belajar Al-Qur’an” oleh YBhg.

Ustaz Hj.

Masri Yusoff / ”Mudahnya Belajar Al-Qur’an” by YBhg.

Ustaz Hj.
Ustaz Hj.

Masri Yusoff Dewan Produktiviti MPC / MPC’s Dewan Produktiviti 8 Ogos 2018 / August 8, 2018 Perlawanan Persahabatan Bola Sepak dengan guru Sekolah Kebangsaan Sri Petaling / Friendly Football Match with teachers from Sri Petaling National School • Persiapan pasukan Bola Sepak MPC bagi menghadapi cabaran bersempena Karnival Sukan MITI & Agensi 2019 / Preparing MPC’s football team for MITI Inter Agency Sports Carnival 2019.
Padang SK Sri Petaling / SK Sri Petaling Field 13 Ogos 2018 / August 13, 2018 Perlawanan Persahabatan Futsal dengan Kawalan Mega / Friendly Football Match with Kawalan Mega • Persiapan pasukan Futsal MPC bagi mengekalkan kejuaraan Karnival Sukan MITI & Agensi pada tahun 2019 / Preparing MPC’s Futsal team to retain MITI Inter Agency Sports Carnival title 2019.
14 Ogos 2018 / August 14, 2018 Perlawanan Persahabatan Bola Sepak dengan warga Maktab Koperasi Malaysia (MKM) / Friendly Football Match with Maktab Koperasi Malaysia (MKM) • Persiapan pasukan Bola Sepak MPC bagi menghadapi cabaran bersempena Karnival Sukan MITI & Agensi 2019 / Preparing MPC’s Football team for MITI Inter Agency Sports Carnival 2019 KSL Setapak Padang SK Sri Petaling / SK Sri Petaling Field 17 Ogos 2018 / August 17, 2018 Pertandingan Bowling Tertutup MPC / Bowling Competition • Mengeratkan silaturrahim warga MPC melalui aktiviti sukan Sunway Mega lanes, Sunway Pyramid dan mencungkil bakat baru dalam sukan bowling / Strengthen friendship among MPC staff through sports activities and to discover new talent in bowling.
Laporan Tahunan MPC 2018 Annual Report 98 24 Ogos 2018 / August 24, 2018 Majlis Qurban MPC / Qurban Ceremony • Sebanyak dua ekor lembu telah disembelih, dilapah dan dimasak secara bergotong-royong oleh warga MPC.

Sebahagian daging korban kemudiannya dibahagikan kepada fakir dan miskin di sekitar Petaling Jaya.

/ Two cows were slaughtered, and mass cooking was conducted by MPC staff.

Some of the meat was later distributed to the poor around Petaling Jaya.
MPC HQ September 21, 2018 PinkFit@MPC – Zumba • Memupuk amalan hidup gaya sihat dalam kalangan warga MPC’s Dewan Produktiviti, wanita MPC / Foster healthy lifestyle practices among MPC women staff.

Perlawanan Persahabatan Futsal dengan Friends FC / Friendly Futsal Match with Friends FC • Persiapan pasukan Futsal MPC bagi mengekalkan kejuaraan Karnival Sukan MITI & Agensi pada tahun 2019 / Preparing MPC’s Futsal team for MITI Inter Agency Sports Carnival 2019.
KSL Setapak September 27, 2018 Aktiviti Taska Sudut Kenari MPC / Taska Sudut Kenari Activities • Meraikan anak-anak warga MPC serta Pengasuh Taska dengan MPC’s Taska kehadiran ibu dan bapa anak-anak serta aktiviti pemeriksaan gigi dari Klinik Kesihatan / Acknowledging children of MPC staff and their caregivers of the Taska with the presence of parents and children and dental screening activities from the Health Clinic 8 – 19 Oktober 2018 / October 8-19, 2018 Kejohonan Sukan Dalaman MPC – Legend vs. Legacy/ MPC Internal Championships – Legend vs Legacy • Merapatkan silaturrahim warga MPC dan platform untuk MPC dan sekitar Lembah Klang/ MPC and Klang Valley mencungkil bakat baru, memupuk kesungguhan dan semangat kesukanan antara warga MPC bagi sasaran ke Kejohanan Sukan Antara Agensi MITI tahun 2019 serta mewujudkan suasana kekitaan melalui kegiatan sukan / Strengthen friendship among MPC staff and leverage on new talent, nurture enthusiasm and sportsmanship among MPC staff in preparation for MITI Inter Agency Sports Championship in 2019 as well as create a sense of belonging through sports activities.
19 Oktober 2018 / October 19, 2018 Program Kesedaran ‘Recycle for Life’/ Awareness Programme ‘Recycle for Life’ • Melaksanakan inisiatif produktiviti dalam pengurusan sisa pepejal di Malaysia / Implementing productivity initiatives in solid waste management in Malaysia.

Bilik TQM, MPC TQM Room, MPC PinkFit@MPC – Zumba / PinkFit@MPC – Zumba • Memupuk amalan hidup gaya sihat dalam kalangan warga wanita MPC / Foster healthy lifestyle practices among MPC women staff.
Dewan Produktiviti, MPC November 30, 2018 Siri 2/2018 – Aktiviti Kitar Semula ‘Recycle for Life’ / Series 2 – Recycle for Life Activity • Menggalakkan amalan kitar semula di kalangan warga MPC Blok Produktiviti, MPC/ Productivity Block MPC dengan menyediakan lori kitar semula di MPC / Promote recycling practices among MPC staff by providing recycling trucks in MPC.
Laporan Tahunan MPC 2018 Annual Report 99 Produktiviti, MPC/ Productivity Block MPC Bilik TQM, MPC TQM Room, MPC 18 Disember 2018 / December 18, 2018 Setiap Hari Rabu (sepanjang tahun) / Every Wednesday (throughout the year) Bertemakan ‘Kesultanan Melayu’ / Tonight is our night themed ‘Kesultanan Melayu’ • Merapatkan silaturrahim antara semua lapisan warga MPC dan juga sebagai penghargaan kepada warga MPC di atas segala sumbangan dan kejayaan yang telah sama-sama diusahakan pada tahun 2018 dalam memastikan MPC terus maju dan unggul sebagai satu agensi di bawah MITI / Maintaining solidarity among all members of MPC as well as a tribute to MPC staff for their contributions and successes achieved in 2018 to ensure that MPC continues to thrive and excel as an agency under MITI.
Kelas Tajwid oleh YBhg.

Ustaz Hj Masri Yusoff/ Class on Tajwid by YBhg.

Ustaz Hj Masri Yusoff • Kelas ini terbuka kepada semua warga MPC untuk mempelajari kaedah Tajwid cara mudah yang diperkenalkan oleh Ustaz Masri.

Kaedah ini mudah dan senang difahami kerana ia menggunakan Bahasa Malaysia untuk menerangkan cara membaca dan cara menghentikan bacaan berpandukan sistem pembarisan Rasm Uthmani.

/ This class is open to all MPC staff to learn the Tajwid method by Ustaz Masri.
The method is simple and easy to understand because it uses Bahasa Malaysia guided by Rasm Uthmani.

Koperasi MPC Berhad Koperasi MPC Berhad Koperasi MPC Berhad terus aktif sepanjang tahun 2018 dengan menganjurkan aktiviti-aktiviti berfaedah untuk Ahli Lembaga Koperasi (ALK) dan juga ahli-ahlinya.
Antara aktiviti-aktiviti yang dijalankan adalah seperti berikut: Koperasi MPC Berhad continues to be active throughout 2018 by organising activities that will benefit the Co-operative Board (ALK) members as well as other members of the cooperative.
Among the activities carried out are as follows: Tarikh / Date Aktiviti / Activity 19 Jun / June Mesyuarat Pra-AGM Koperasi MPC Berhad / Koperasi MPC Berhad Pre-AGM Meeting 27 Julai / July Mesyuarat Agung Tahunan Yang ke–32 / 32nd Annual General Meeting 27 Julai / July Mesyuarat Bersama Wakil Suruhanjaya Koperasi Malaysia (SKM) / Meeting with representative from Suruhanjaya Koperasi Malaysia (SKM) 10 Ogos / August Mesyuarat ALK Bil.
1 sesi 2018/2019 / Board Members Meeting Session 1, 2018/2019 16 Ogos / August Mesyuarat Perbincangan Koperasi Bersama Pihak Pengurusan MPC / Discussion between the cooperative together and MPC Management 5 Oktober / October Mesyuarat ALK Bil.

2 sesi 2018/2019 / Board Members Meeting Session 2, 2018/2019 15 Oktober / October 14 Disember / December Aktiviti Jualan di UiTM Puncak Alam sempena Hari Produktiviti / Sales activity at UiTM Puncak Alam in relation to Productivity Day Mesyuarat ALK Bil.
3 sesi 2018/2019 / Board Members Meeting Session 3, 2018/2019 Laporan Tahunan MPC 2018 Annual Report 100 DIARI KORPORAT CORPORATE DIARY Laporan Tahunan MPC 2018 Annual Report 101 Laporan Tahunan MPC 2018 Annual Report 102 DIARI KORPORAT CORPORATE DIARY Tarikh Date 5 Februari 5 February Program Programme Sesi Townhall YB Datuk Seri Haji Ahmad bin Haji Maslan di MPC YB Datuk Seri Haji Ahmad bin Haji Maslan’s Townhall Session in MPC Tempat Venue Ibu Pejabat MPC, Selangor MPC Headquarters, Selangor 6 Februari 6 February Majlis Ikrar Bebas Rasuah Bersama SPRM Corruption-Free Pledge Ceremony with MACC Ibu Pejabat MPC, Selangor MPC Headquarters, Selangor 9 Februari 9 February Sime Darby Plantation Operational & Productivity Excellence (OPEX) Summit Hotel Royale Chulan, Kuala Lumpur Royale Chulan Hotel, Kuala Lumpur 8 Mac 8 March 9 Mac 9 March 20 Mac 20 March 22 Mac 22 March 29 Mac 29 March 3 April 12 April 7 Mei 7 May 14 Mei 14 May 30 Mei 30 May 31 Mei 31 May 5 Jun 5 June 28 Jun 28 June 4-5 Julai 4-5 July Dialog Produktiviti Bersama Kumpulan Kejuruteraan Productivity Dialogue with The Engineering Fraternity Menara MITI, Kuala Lumpur MITI Tower, Kuala Lumpur Mesyuarat Agung Luar Biasa/Khas PKMMPC PKMMPC Special General Meeting Ibu Pejabat MPC, Selangor MPC Headquarters, Selangor Lawatan Pembelajaran oleh Pegawai Kerajaan dari Vietnam Study Visit by Vietnamese Government Officials to Malaysia Ibu Pejabat MPC, Selangor MPC Headquarters, Selangor Pameran Inovasi Untuk Produktiviti (SHIP) Showcase on Innovation for Menara MITI, Kuala Lumpur MITI Tower, Kuala Lumpur Mesyuarat Lembaga Pengarah MPC Bil.
1/2018 MPC Board of Directors Meeting 1/2018 MPC Wilayah Sarawak, Kuching, Sarawak MPC Sarawak Region, Kuching, Sarawak Mesyuarat Agung Tahunan PWMPC Sesi 2017/2018 PWMPC Annual General Meeting for the Session 2017/2018 Ibu Pejabat MPC, Selangor MPC Headquarters, Selangor Lawatan dari National Academy for Planning & Development (NAPD) Bangladesh Visit from the National Academy for Planning & Development (NAPD) Bangladesh Ibu Pejabat MPC, Selangor MPC Headquarters, Selangor Majlis Perasmian Pejabat MPC Wilayah Tengah (CRO) The Launching of MPC Central Regional Office (CRO) Ibu Pejabat MPC, Selangor MPC Headquarters, Selangor Creanova Lean 2018 Glenmarie Golf & Country Club Majlis Berbuka Puasa MPC 2018 Crystal Crown Hotel, Selangor Bicara Ilmu Bersama YBhg.
Ustaz Idzhar Jumali Knowledge Sharing with YBhg.
Ustaz Idzhar Jumali Ibu Pejabat MPC, Selangor MPC Headquarters, Selangor Program Bubur Lambuk & Zakat Fitrah 2018 Ibu Pejabat MPC, Selangor MPC Headquarters, Selangor Lawatan daripada Delegasi Dewan Perniagaan Kerala, India Visit from Delegation of Business Chambers, Kerala, India Ibu Pejabat MPC, Selangor MPC Headquarters, Selangor Konvensyen Team Excellence Peringkat Wilayah Pantai Timur 2018 Regional Team Excellence for East Coast Region 2018 Bukit Gambang Resort City, Kuantan, Pahang Laporan Tahunan MPC 2018 Annual Report 103 Tarikh Date 6 Julai 6 July 10-11 Julai 10-11 July 17-18 Julai 17-18 July 19 Julai 19 July Program Programme Tempat Venue Lawatan Rasmi Menteri dan Timbalan Menteri MITI ke MPC Official Visit by Minister and Deputy Minister of MITI to MPC Ibu Pejabat MPC, Selangor MPC Headquarters, Selangor Konvensyen Team Excellence Peringkat Wilayah Selatan 2018 Regional Team Excellence for Southern Region 2018 Holiday Villa Johor Bahru City Centre, Johor Konvensyen Team Excellence Peringkat Wilayah Utara 2018 Regional Team Excellence for Northern Region 2018 Bayview Beach Resort, Pulau Pinang Mesyuarat Lembaga Pengarah MPC Bil.
2/2018 MPC Board of Directors Meeting 2/2018 Menara AMBANK, Kuala Lumpur AMBANK Tower, Kuala Lumpur 24-25 Julai 24-25 July Konvensyen Team Excellence Peringkat Wilayah Tengah 2018 Regional Team Excellence for Central Region 2018 Royale Chulan Damansara, Selangor 26 Julai 26 July 27 Julai 27 July 1-2 Ogos 1-2 August 9 Ogos 9 August 13 Ogos 13 August Pelancaran Laporan Produktiviti 2017/ 2018 Launching of Productivity Report 2017/2018 Menara MITI, Kuala Lumpur MITI Tower, Kuala Lumpur Mesyuarat Agung Tahunan Koperasi MPC Berhad ke-32 Koperasi MPC Berhad 32nd Annual General Meeting Ibu Pejabat MPC, Selangor MPC Headquarters, Selangor Konvensyen Team Excellence Peringkat Wilayah Sabah & Sarawak 2018 Regional Team Excellence for Sabah & Sarawak Region 2018 The Pacific Sutera Hotel, Sabah Misi APO BCBN dari Fiji APO BCBN Mission from Fiji Lawatan Delegasi MTCP 2018 Visit from MTCP Delegation 2018 Ibu Pejabat MPC, Selangor MPC Headquarters, Selangor Ibu Pejabat MPC, Selangor MPC Headquarters, Selangor 25 September Dialog Produktiviti Bersama Kumpulan Arkitek Productivity Dialogue With The Architectural Fraternity Menara MITI, Kuala Lumpur MITI Tower, Kuala Lumpur 27 September Mesyuarat Lembaga Pengarah MPC Bil.
3/2018 MPC Board of Directors Meeting 3/2018 9-10 Oktober 9-10 October Mesyuarat ASEAN-OECD Kali ke-4 & Bengkel GRP ERIA 2018 4th ASEAN-OECD MEETING & ERIA WORKSHOP GRP 2018 MPC Wilayah Selatan, Johor Bahru, Johor MPC Southern Region, Johor Bahru, Johor Pullman Kuala Lumpur 11 Oktober 11 October 15 Oktober 15 October 22 Oktober 22 October Konvensyen Kebangsaan Amalan Baik Peraturan (GRP) 2018 National Convention on Good Regulatory Practice (GRP) 2018 Putrajaya Marriott Hotel Hari Produktivti @ UiTM Puncak Alam Productivity Day @ UiTM Puncak Alam Program TCTP Peningkatan Penambahbaikan Produktiviti TCTP Melalui Kaizen & TQM untuk Negara-negara Afrika TCTP on Enhancement of Productivity Improvement Through Kaizen & TQM for African Countries UiTM Puncak Alam Hotel Armada, Selangor Laporan Tahunan MPC 2018 Annual Report 104 Tarikh Date Program Programme Tempat Venue 25 Oktober 25 October Forum CEO Kecemerlangan Perniagaan 2018 Business Excellence CEO Forum 2018 Menara MITI, Kuala Lumpur MITI Tower, Kuala Lumpur 26 Oktober 26 October APO Train of Trainers untuk Pakar Produktiviti Industri (IPS) APO Train of Trainers on Industry Productivity Specialist (IPS) PJ Hilton, Selangor 15 November Persidangan dan Eksposisi Tahunan Produktiviti & Inovasi (APIC) 2018 Annual Productivity & Innovation Conference and Exposition (APIC) 2018 Sunway Pyramid Convention Centre (SPCC), Selangor 23 November Seminar Amalan Baik Peraturan (GRP) Wilayah Sabah Seminar on Good Regulatory Practice (GRP) for Sabah Region Sutera Harbour Resort, Kota Kinabalu, Sabah 18 Disember 18 December Malam Ini Kita Punya 2018 Ibu Pejabat MPC, Selangor MPC Headquarters, Selangor Sesi Townhall YB Datuk Seri Haji Ahmad Bin Haji Maslan Sime Darby Plantation Operational & Productivity Excellence (OPEX) Summit Majlis Ikrar Bebas Rasuah Bersama SPRM 6 Februari 2018 Mesyuarat Agung Luar Biasa/Khas PKMMPC Laporan Tahunan MPC 2018 Annual Report 105 Productivity Dialogue with The Engineering Fraternity Lawatan Pembelajaran oleh Pegawai Kerajaan dari Vietnam Lawatan dari National Academy for Planning & Development (NAPD) Bangladesh Majlis Perasmian Pejabat MPC Wilayah Tengah (CRO) Mesyuarat Agung Tahunan PWMPC Sesi 2017/2018 Laporan Tahunan MPC 2018 Annual Report 106 Showcase on Innovation for Productivity (SHIP) 2018 Showcase on Innovation for Productivity (SHIP) 2018 Creanova Lean 2018 Bicara Ilmu Bersama YBhg.
Ustaz Idzhar Jumali Program Bubur Lambuk & Zakat Fitrah 2018 Lawatan daripada Delegasi Dewan Perniagaan Kerala, India Laporan Tahunan MPC 2018 Annual Report 107 Lawatan Rasmi Menteri dan Timbalan Menteri MITI ke MPC Lawatan Rasmi Menteri dan Timbalan Menteri MITI ke MPC Konvensyen Team Excellence Wilayah Tengah 2018 Pelancaran Laporan Produktiviti 2017/2018 Pelancaran Laporan Produktiviti 2017/2018 Mesyuarat Agung Tahunan Koperasi Mpc Berhad Ke 32 Laporan Tahunan MPC 2018 Annual Report 108 Misi APO BCBN dari Fiji Lawatan Delegasi MTCP 2018 Productivity Dialogue With The Architectural Fraternity 4TH ASEAN-OECD Meeting & ERIA Workshop GRP 2018 4TH ASEAN-OECD Meeting & ERIA Workshop GRP 2018 Laporan Tahunan MPC 2018 Annual Report 109 Mesyuarat Lembaga Pengarah MPC Bil.
3/2018 Hari Produktivti @ UiTM Puncak Alam TCTP on Enhancement Productivity Improvement through KAIZEN & TQM for African Countries BE CEO Forum 2018 APO Train of Trainers on Industry Productivity Specialist (IPS) APO Train of Trainers on Industry Productivity Specialist (IPS) Laporan Tahunan MPC 2018 Annual Report 110 Seminar Amalan Baik Peraturan (GRP) Wilayah Sabah Annual Productivity & Innovation Conference and Exposition (APIC) 2018 Malam Ini Kita Punya 2018 Konvensyen Kebangsaan Amalan Baik Peraturan (GRP) 2018 Laporan Tahunan MPC 2018 Annual Report 10/12/2018 MPC-World Bank collab for public consultation portal in the works, DPM says | Malaysia | Malay Mail H O M E M A L A Y S I A W O R L D M O N E Y L I F E E A T / D R I N K S H O W B I Z O P I N I O N S P O R T S T E C H / G A D G E T S D R I V E Kuala Lumpur to Langkawi Kuala Lumpur to Bangkok BOOK NOW BOOK NOW MPC unveils public consultation guidelines New Straits Times 18 Jul 2018 Business Times BOOK NOW Headline Johor Bahru to Langkawi MediaTitle Date Section Page No Language Penang to Langkawi Journalist Frequency 12 English N/A Daily BOOK NOW Color Circulation Readership ArticleSize AdValue PR Value Full Color 36,278 108,834 344 cm² RM 11,858 RM 35,574 HOME / MALAYSIA MPC-World Bank collab for public consultation portal in the works, DPM says Published 1 day ago on 11 October 2018 111 Headline MediaTitle Date Section Page No Language Journalist Frequency Public consultation portal between World Bank, MPC in pipeline Borneo Post (Kuching) 12 Oct 2018 Business B1 English N/A Daily (EM) Color Circulation Readership ArticleSize AdValue PR Value Full Color 62,583 187,749 285 cm² RM 3,886 RM 11,659 What’s the story now?
Najib asks after PM 1/3 More Our Sites CIDB - MPC partnership to enhance construction industry productivity for industry 4.0 Wan Azizah stressed that a regulatory governance system that is robust, accountable and transparent is an important building block in sustaining a dynamic and resilient economy in the face of a rapidly changing marketplace.
— Picture by Yusof Mat Isa PUTRAJAYA, Oct 11 — A public consultation portal through a collaboration between the World Bank and the Malaysia Productivity Corporation (MPC) is in the pipeline to provide a tracking tool for better monitoring and evaluation of evidence-based and quality rule-making, said Deputy Prime Minister Datuk Seri Dr Wan Azizah Wan Ismail.
“Enhancement of public consultation and citizen engagement across the regulatory cycle for a wider outreach to stakeholders and a�ected parties will boost transparency, inclusiveness and trust in government rule- making processes,” she said at the opening of the National Convention on Good Regulatory Practices (GRP) 2018 here today.
She stressed that a regulatory governance system that is robust, Home > Featured > CIDB – MPC Partnership To Enhance Construction Industry Productivity For Industry 4.0 accountable and transparent is an important building block in sustaining a dynamic and resilient economy in the face of a rapidly changing marketplace.
CIDB – MPC partnership to enhance construction industry productivity for industry 4.0 https://www.malaymail.com/s/1681721/mpc-world-bank-collab-for-public-consultation-portal-in-the-works-dpm-says Posted on February 7, 2018 | 618 views | Topic : Featured, News & Articles, Property News.

5 minutes ago JUST IN POPULAR Page 1 of 5 I N M A L A Y S I A Partnership to generate highly-skilled talent pool in Industrialised Building Systems (IBS) and Building Information Modelling (BIM) construction technologies.
http://www.starproperty.my/index.php/articles/property-news/cidb-mpc-partnership-to-enh... 19/3/2018 Laporan Tahunan MPC 2018 Annual Report MYR 44 MYR 64 MYR 124 MYR 44 112 LAPORAN KEWANGAN FINANCIAL REPORT Laporan Tahunan MPC 2018 Annual Report 113 Laporan Tahunan MPC 2018 Annual Report 114 LAPORAN KEWANGAN / FINANCIAL REPORT Peruntukan Geran Mengurus dan Pembangunan Tahun 2014-2018 Provision of Management and Development Grants for the Year 2014-2018 Pada tahun 2018, MPC telah menerima Geran Mengurus sebanyak RM28,736,000 dan Geran Pembangunan sebanyak RM29,000,000.
In 2018, MPC received a Management Grant of RM28,736,000 and a Development Grant of RM29,000,000.
Jadual 1: Peruntukan Geran Mengurus dan Pembangunan 2014-2018 Table 1: Provision of Management and Development Grants 2014-2018 Program Programme Geran Mengurus Management Grant Geran Pembangunan Development Grant Jumlah Total 2014 2015 2016 2017 2018 37,706,680 33,952,800 31,779,800 27,933,000 28,736,000 3,500,000 3,500,000 2,677,672 21,020.511 29,000,000 41,206,680 37,452,800 34,457,472 48,953,511 57,736,000 Rajah 1: Peruntukan Geran Mengurus dan Pembangunan 2014-2018 Figure 1: Provision of Management and Development Grants 2014-2018 Provision of Management and Development Grants 2014-2018 Jumlah/Total (RM) Management Grant Development Grant Laporan Tahunan MPC 2018 Annual Report LAPORAN KEWANGAN / FINANCIAL REPORT 115 Peruntukan Geran Pembangunan mengikut program adalah seperti di Jadual 2.
Allocation of Development Grant according to programme is shown in Table 2.
Jadual 2: Peruntukan Geran Pembangunan Mengikut Program Table 2: Allocation of Development Grant by Programme Program / Programme 2014 2015 2016 2017 2018 Program Memodenkan Peraturan Perniagaan (MBR) Modernising Business Regulations Programme (MBR) Pelaksanaan NPDIR bagi Kerajaan Negeri dan Kerajaan Tempatan (NPDIR) Implementation of NPDIR for State and Local Government (NPDIR) Skim Peningkatan Produktiviti Enterpris Selaras Dengan Malaysia Produktiviti Blueprint (SPPE-MPB) Enterprise Productivity Improvement Scheme in line with Malaysia Productivity Blueprint (SPPE-MPB) Membentuk Mekanisma Pelaksanaan Yang Padu dan Melancarkan Gerakan Produktiviti Selaras Dengan Strategi Malaysia Produktiviti Blueprint (T5- MPB) Establishing an Integrated Mechanism of Productivity and Launching 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) Existing Regulatory Transformation Programme Through Reduction of State- level Bureaucracy (PTPS) Memudahkan Keperluan Peraturan Bagi Perdagangan Antarabangsa (NTM) Facilitating the Need for Regulations for International Trade (NTM) Peningkatan Kualiti Peraturan Selaras Dgn Strategi Malaysia Produktiviti Blueprint (PKP) Improving Quality Regulations In accordance with the Malaysia Productivity Blueprint Strategy (PKP) Pembangunan Produktiviti Nexus Malaysia Produktiviti Blueprint Developing Sector Productivity Nexus under the Malaysia Productivity Blueprint 3,500,000 3,500,000 892,672 1,500,000 2,000,000 1,785,000 1,500,000 2,000,000 3,020,511 5,999,600 3,397,500 4,080,900 2,000,000 1,944,000 15,000,000 7,578,000 Jumlah/Total 3,500,000 3,500,000 2,677,672 21,020,511 29,000,000 Laporan Tahunan MPC 2018 Annual Report 116 LAPORAN KEWANGAN / FINANCIAL REPORT Rajah 2: Peruntukan Geran Pembangunan Mengikut Program Figure 2: Allocation of Development Grant by Programme Allocation of Development Grant Accroding to Programme Programme on Modernising Business Regulations State and Local Government Programmes Enterprise Productivity Improvement Scheme in line with Malaysia Productivity Blueprint Developing Sector Productivity Nexus, Malaysia Productivity Blueprint Establishing a Integrated Mechanism of Productivity and Launching the Productivity Movement in accordance with the Malaysia Productivity Blueprint Strategy Existing Regulatory Transformation Programme Through Reduction of State-level Bureaucracy Programme to Facilitate the Need for Regulations for International Trade Programme to Improve Quality Regulations In accordance with the Malaysia Productivity Blueprint Strategy Prestasi Perbelanjaan Mengurus MPC Tahun 2014-2018 MPC’s Management Expenditure Performance for Year 2014-2018 Perbelanjaan Mengurus MPC pada tahun 2018 adalah RM45,765,317 berbanding RM47,796,993 pada tahun 2014 dan RM45,037,172 pada tahun 2017.
Peratus perbelanjaan adalah 89%.

Tiada perbezaan yang ketara berbanding perbelanjaan mengurus tahun 2016 dan tahun 2017.

Perbelanjaan mengurus adalah dalam lingkungan RM45 juta MPC’s Management Expenditure in 2018 was RM45,765,317 compared to RM47,796,993 in 2014 and RM45,037,172 in 2017.

The percentage of expenditure was 89%.

There was no significant difference between management expenses in 2016 and 2017.

Management expenses were in the range of RM45 million.
Laporan Tahunan MPC 2018 Annual Report LAPORAN KEWANGAN / FINANCIAL REPORT 117 Jadual 3: Prestasi Perbelanjaan Mengurus 2014-2018 Table 3: Management Expenditure Performance 2014-2018 Geran Kerajaan Government Grant Hasil Dalaman Internal Revenue Tambahan Peruntukan Increase in allocation Jumlah Selepas Tambahan Total after increase Belanja Sebenar Actual Expenditure Peratus Percentage 2014 2015 2016 2017 2018 37,706,680 33,952,800 31,779,800 27,933,000 28,736,000 10,000,000 12,000,000 15,928,200 17,313,872 22,504,000 1,892,177 2,239,819 207,200 - 49,598,857 48,192,619 47,915,200 45,246,872 51,240,000 47,796,993 48,022,825 45,106,591 45,037,172 45,765,317 96% 100% 94% 99% 89% Rajah 3: Prestasi Perbelanjaan Mengurus 2014-2018 Figure 3: Management Expenditure Performance 2014-2018 Management Expenditure Performance 2014-2018 Total After Increase Actual Expenditure Prestasi Perbelanjaan Pembangunan MPC Tahun 2014-2018 MPC’s Development Expenditure Performance for Year 2014-2018 Pada tahun 2018, terdapat empat program pembangunan yang diperuntukkan kepada MPC iaitu Membentuk Mekanisma Pelaksanaan Yang Padu dan Melancarkan Gerakan Produktiviti Selaras Dengan Strategi Malaysia Produktiviti 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).
Prestasi perbelanjaan Program- program Pembangunan adalah seperti di Jadual 4.
In 2018, there were four development programs assigned to MPC, namely Establishing an Integrated Mechanism of Productivity and Launching the Productivity Movement in accordance with the Malaysia Productivity Blueprint Strategy (T5-MPB), Existing Regulatory Transformation Programme (PTPS), Through Reduction of State-level Bureaucracy Facilitating the Need for Regulations for International Trade (NTM) and Improving Quality Regulations In accordance with the Malaysia Productivity Blueprint Strategy (PKP).
Development Expenditure Performance by programme is shown in Table 4.
Laporan Tahunan MPC 2018 Annual Report 118 LAPORAN KEWANGAN / FINANCIAL REPORT Jadual 4: Prestasi Perbelanjaan Pembangunan 2014-2018 Table 4: Development Expenditure Performance 2014-2018 Program Memodenkan Peraturan Perniagaan (MBR) Modernising Business Regulations Programme (MBR) Pelaksanaan NPDIR bagi Kerajaan Negeri dan Kerajaan Tempatan (NPDIR) Implementation of NPDIR for State and Local Government (NPDIR) Skim Peningkatan Produktiviti Enterpris Selaras Dengan Malaysia Produktiviti Blueprint (SPPE-MPB) Enterprise Productivity Improvement Scheme in line with Malaysia Productivity Blueprint (SPPE-MPB) Membentuk Mekanisma Pelaksanaan Yang Padu dan Melancarkan Gerakan Produktiviti Selaras Dengan Strategi Malaysia Produktiviti Blueprint (T5- MPB) Establishing an Integrated Mechanism of Productivity and Launching 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) Existing Regulatory Transformation Programme Through Reduction of State-level Bureaucracy (PTPS) Memudahkan Keperluan Peraturan Bagi Perdagangan Antarabangsa (NTM) Facilitating the Need for Regulations for International Trade (NTM) Peningkatan Kualiti Peraturan Selaras Dgn Strategi Malaysia Produktiviti Blueprint (PKP) Improving Quality Regulations In accordance with the Malaysia Productivity Blueprint Strategy (PKP) Pembangunan Produktiviti Nexus Malaysia Produktiviti Blueprint Developing Sector Productivity Nexus under the Malaysia Productivity Blueprint 2014 2015 2016 2017 2018 3,605,393 3,310,171 1,083,697 1,543,350 1,954,803 1,752,971 1,534,378 1,222,035 3,010,131 5,068,483 2,807,857 3,029,877 1,989,641 1,624,024 91,299 6,519,833 Jumlah / Total 3,605,393 3,310,171 2,836,668 6,179,158 24,216,553 Peruntukan Diterima Allocation Received Peratus Percentage 3,500,000 3,500,000 2,677,672 21,020,511 29,000,000 103% 95% 106% 15% 84% Laporan Tahunan MPC 2018 Annual Report LAPORAN KEWANGAN / FINANCIAL REPORT 119 Rajah 4: Prestasi Perbelanjaan Pembangunan 2014-2018 Figure 4: Development Expenditure Performance 2014-2018 Development Expenditure Performance 2014-2018 Programme on Modernising Busines Regulations State and Local Government Programmes Enterprise Productivity Improvement Scheme in line with Malaysia Productivity Blueprint Developing Sector Productivity Nexus, Malaysia Productivity Blueprint Establishing a Integrated Mechanism of Productivity and Launching the Productivity Movement in accordance with the Malaysia Productivity Blueprint Strategy Existing Regulatory Transformation Programme Through Reduction of State-level Bureaucracy Programme to Facilitate the Need for Regulations for International Trade Programme to Improve Quality Regulations In accordance with the Malaysia Productivity Blueprint Strategy Laporan Tahunan MPC 2018 Annual Report 120 LAPORAN KEWANGAN / FINANCIAL REPORT Prestasi Pengurusan Kewangan MPC 2014-2018 MPC’s Financial Management Performance 2014- 2018 Penyata kewangan 2018 disediakan mengikut piawaian Malaysian Public Sector Accounting Standard (MPSAS).
MPC menggunakan piawaian MPSAS ini mulai 1 Januari 2016.

The 2018 financial statements are prepared in accordance with the Malaysia Public Sector Accounting Standard (MPSAS).

MPC adopted the MPSAS standard from 1 January 2016.

PENYATA KEDUDUKAN KEWANGAN PADA 31 DISEMBER 2016-2018 STATEMENT OF FINANCIAL POSITION AT 31 DECEMBER 2016-2018 1.

Kedudukan aset bersih pada tahun 2018 adalah RM34,468,774 berbanding RM34,437,901 pada tahun 2016 dan RM37,056,161 pada tahun 2017 1.
Net assets in 2018 amounted to RM34,468,774 compared to RM34,437,901 in 2016 and RM37,056,161 in 2017.

2.

Peningkatan jumlah aset sebanyak RM11,474,936 2.

The increase in total assets of RM11,474,936 compared to berbanding tahun 2017 disebabkan: 2017 was due to: i. baki di bank dan deposit tetap meningkat sebanyak RM12,349,112; i. the increase in bank balance and fixed deposit by RM12,349,112; ii.
penghutang perniagaan menurun sebanyak RM216,528 dan deposit diberi & prabayar menurun sebanyak RM41,669; dan ii.

business debtors decreased by RM216,528 and deposits received & prepayments decreased by RM41,669; iii.

aset bukan semasa menurun sebanyak RM624,878 disebabkan susut nilai dan penurunan penghutang pinjaman kenderaan.

iii.

Non-current assets decreased by RM624,878 as a result of depreciation and a reduction of vehicle loan debtors.
3. liabiliti meningkat sebanyak RM14,062,323 Jumlah berbanding tahun 2017.

Ini disebabkan: 3.

Total liabilities increased by RM14,062,323 compared to the year 2017.

This was due to: i. pemiutang sebanyak terakru meningkat RM7,813,319 disebabkan inbois-inbois pembekal yang masih belum diterima.

Ini berikutan dengan peningkatan peruntukan perbelanjaan pembangunan.

pula berkurang sebanyak RM235,110; pemiutang Pelbagai ii.
kumpulan wang amanah usahasama meningkat sebanyak RM4,424,598 disebabkan pemberian geran SME Corp yang masih berbaki RM2.965 juta pada 31 Disember 2018.

MPC juga menerima geran AKI sebanyak RM1 juta dari MITI dan geran Kajian Impak Pelaksanaan Inisiatif Public (PPRN dan HICOE) dari Kementerian Pendidikan Malaysia sebanyak RM810,000, untuk pelaksanaan pada tahun 2019; i. ii.

Increase of accrued creditors by RM7,813,319 due to invoices not received from suppliers.
This was due to the increase in development expenditure.

Other creditors also declined by RM235,110; Joint trust funds increased by RM4,424,598 due to a grant from SME Corp that had a balance of RM2.965 million as at 31 December 2018.

MPC also received RM1 million AKI grant from MITI and Public Initiative Impact Study (PPRN and HICOE) grants from the Ministry of Education amounting to RM810,000, for implementation in 2019; iii.
pertambahan empat program baru pembangunan seperti NTM, PKP, PTPS dan T5-MPB meningkatkan baki geran tertunda sebanyak RM2,038,740; dan iii.

an addition of four new development programs namely NTM, PKP, PTPS and T5-MPB increased the balance of deferred grant by RM2,038,740; and iv.

manfaat kakitangan menurun sebanyak RM120,114.

iv.

employee benefits had decreased by RM120,114.
Laporan Tahunan MPC 2018 Annual Report LAPORAN KEWANGAN / FINANCIAL REPORT 121 Jadual 5: Penyata Kedudukan Kewangan 2016-2018 Table 5: Statement of Financial Position 2016-2018 2016 2017 2018 ASET /ASSETS Aset Semasa/ Current Assets Baki bank dan wang tunai / Cash and Bank Balance 9,862,531 9,226,827 15,245,466 Deposit tetap di institusi kewangan / Fixed Deposits at Financial Institutions Urusniaga pertukaran belum terima / Exchange transactions receivable 29,036,274 37,499,384 43,829,857 2,487,047 3,850,585 3,601,287 Jumlah Aset Semasa / Net Current Assets 41,385,852 50,576,796 62,676,610 Aset Bukan Semasa / Non-Current Assets Urusniaga pertukaran belum terima / Exchange transactions receivable 339,780 396,426 344,009 Hartanah, loji dan peralatan / Property, plant and equipment 16,965,291 22,530,387 21,617,426 Aset tidak ketara / Intangible assets 340,500 Jumlah Aset Bukan Semasa / Total Non-Current Assets 17,305,071 22,926,813 22,301,935 JUMLAH ASET / TOTAL ASSETS LIABILITI / LIABILITIES Liabiliti Semasa / Current Liabilites 58,690,923 73,503,609 84,978,545 Urusniaga pertukaran belum bayar / Exchange transactions not paid Peruntukan manfaat kakitangan / Allocation for employee benefits Jumlah Liabiliti Semasa / Total Current Liabilities Liabiliti Bukan Semasa / Non-Current Liabilites Peruntukan Manfaat Kakitangan / Allocation for employee benefits Kumpulan wang amanah usahasama / Joint Trust Funds Geran tertunda/Accrued Grant Jumlah Liabiliti Bukan Semasa / Total Non-Current Liabilities JUMLAH LIABILITI / TOTAL LIABILITIES JUMLAH ASET BERSIH /TOTAL NET ASSETS 2,801,378 240,455 3,041,833 3,171,108 2,850,129 15,189,952 21,211,189 24,253,022 34,437,901 3,315,577 290,232 3,605,809 3,343,409 539,677 28,958,554 32,841,639 36,447,448 37,056,161 10,887,638 437,270 11,324,908 3,223,295 4,964,274 30,997,294 39,184,863 50,509,771 34,468,774 ASET BERSIH/ NET ASSETS Kumpulan wang pengurusan / Management Fund Kumpulan wang pinjaman kenderaan / Vehicle Loan Fund Kumpulan wang pinjaman computer / Computer Loan Fund 32,137,901 2,000,000 300,000 34,756,161 2,000,000 300,000 32,168,774 2,000,000 300,000 JUMLAH ASET BERSIH / TOTAL NET ASSETS 34,437,901 37,056,161 34,468,774 Penyata Prestasi Kewangan Bagi Tahun Berakhir Pada 31 Disember 2014-2018 Statement of Financial Performance for the Year Ended 31 December 2014-2018 Pendapatan MPC telah menunjukkan peningkatan sebanyak 43% iaitu dari RM49,108,593 pada tahun 2017 kepada RM70,219,872 pada tahun 2018.
Ini disebabkan peningkatan geran yang diterima sebanyak RM20,512,350 dan peningkatan hasil dalaman sebanyak RM598,928.

MPC’s revenue had shown an from RM49,108,593 in 2017 to RM70,219,872 in 2018.

This was due to an increase in grants received totalling RM20,512,350 and an increase in internal revenue amounting to RM598,928.
increase of 43% Laporan Tahunan MPC 2018 Annual Report 122 LAPORAN KEWANGAN / FINANCIAL REPORT LAPORAN KEWANGAN / FINANCIAL REPORT Berbanding tahun 2014, pendapatan telah meningkat sebanyak 19%.

Peningkatan ini disebabkan pertambahan pemberian geran kerajaan untuk program pembangunan.

Pemberian geran telah meningkat dari RM44,048,218 pada tahun 2014 kepada RM55,697,260 pada tahun 2018.

Pendapatan hasil dalaman telah berkurang sebanyak 2%.

Compared to 2014, revenue increased by 19%.


This increase was a result of increase in government grants for development programmes.

The provision of grants had increased from RM44,048,218 in 2014 to RM55,697,260 in 2018.

Internal revenue had decreased by 2%.

sebanyak disebabkan tahun 2018 pertambahan telah menunjukkan Perbelanjaan bagi 37% pertambahan iaitu peningkatan tahun 2017.

Peningkatan RM19,629,403 berbanding geran perbelanjaan pembangunan.
Perbelanjaan pembangunan pada tahun 2018 adalah RM26,426,617 berbanding RM6,714,483 pada tahun 2017.

Ini sejajar dengan peruntukan geran pembangunan yang berjumlah RM29,000,000 bagi tahun 2018.

Walau bagaimanapun, perbelanjaan mengurus telah berkurang sebanyak 7% iaitu RM1,164,957 berbanding Ini disebabkan pelaksanaan penjimatan tahun 2017. perbelanjaan.

Lain-lain perbelanjaan yang meningkat adalah emolumen (RM307,499, 1.2%) dan konvensyen (RM843,650, 5%).
Peningkatan emolumen adalah disebabkan kenaikan gaji tahunan dan pemberian bantuan khas kewangan kepada kakitangan awam.

Perbelanjaan konvensyen pada tahun 2018 hanya 93% dari jumlah hasil konvensyen yang diperolehi, berbanding 83% pada tahun 2017.

Ini disebabkan perbelanjaan yang tinggi pada konvensyen antarabangsa iaitu IQPC dan APQC.

Kedua-dua program ini tiada pada tahun 2017. tahun 2014, jumlah perbelanjaan Berbanding telah meningkat sebanyak 25% iaitu RM14,637,681.
Ini disebabkan peningkatan perbelanjaan pembangunan, sejajar dengan peningkatan pemberian geran pembangunan.

Pada tahun 2014, perbelanjaan pembangunan hanya berjumlah RM5,780,609.

Ianya meningkat kepada RM6,714,483 pada tahun 2017 dan melonjak kepada RM26,426,617 pada tahun 2018. for 2018 showed an in 2018 was RM26,426,617 compared Expenditure increase of 37% to RM19,629,403 compared to 2017.

The increase in expenditure was due to an increase development grants.
Development to expenditure RM6,714,483 in 2017.

This was in line with the development grant amounting to RM29,000,000 for 2018.

However, management expenditure decreased by 7% to RM1,164,957 compared to 2017.

This was due to the implementation of cost savings measures.

Other expenses that increased were emoluments (RM307,499, 1.2%) and conventions (RM843,650, 5%).

The increase in emoluments was due to the increase in annual salaries and the provision of special financial assistance to civil servants.
Expenses for Conventions in 2018 accounted for only 93% of total convention revenue, compared to 83% in 2017.

This was a result of high spending at the international conventions namely IQPC and APQC.

Both pf these programmes were not carried out in 2017.

Compared to 2014, total expenditure increased by 25% to RM14,637,681.

This was due to the increase in development expenditure, in line with increase in the amount of development grant allocated.
In 2014, development expenditure amounted to only RM5,780,609.

It rose to RM6,714,483 in 2017 and surged to RM26,426,617 in 2018.

Perbelanjaan mengurus pula menunjukkan penurunan dari tahun ke tahun.

Ianya berkurang dari RM26,950,594 pada tahun 2014 kepada RM20,698,360 (23%) pada tahun 2016.

Pada tahun 2018, ianya menurun kepada RM19,289,622 tahun 2014 adalah 28%).

(penurunan berbanding Perbelanjaan susut nilai kekal dalam linkungan RM1,450,000.

Operating expenses also showed a decline over the years.
It decreased from RM26,950,594 in 2014 to RM20,698,360 (23%) in 2016.

In 2018, it decreased to RM19,289,622 (the amount of decrease since 2014 was 28%).

Depreciation expenses remained in the range of RM1,450,000.

Defisit pendapatan MPC pada tahun 2018 berjumlah RM2,587,387 berbanding RM4,069,263 pada tahun 2017.

Pengurangan defisit pendapatan sebanyak RM1,113,943 disebabkan perbelanjaan mengurus, peningkatan hasil dalaman dan pertambahan pemberian geran mengurus.
penurunan MPC’s income deficit for 2018 amounted to RM2,587,387 compared to RM4,069,263 in 2017.

The reduction in income deficit of RM1,113,943 was due to lower operating expenses, increased increased provision for management grants.
internal revenue and Laporan Tahunan MPC 2018 Annual Report LAPORAN KEWANGAN / FINANCIAL REPORT 123 Jadual 6: Penyata Pendapatan MPC dari tahun 2014-2018 Table 6: MPC’s Income Statement from 2014-2018 2014 2015 2016 2017 2018 PENDAPATAN / INCOME Pemberian Kerajaan Persekutuan/ Federal Government Grant Pelbagai pendapatan/ Miscellaneous Income PERBELANJAAN / EXPENSES Emolumen Emoluments Pelbagai perbelanjaan mengurus Miscellaneous management expenses Perbelanjaan pembangunan Development Expenditure Susut nilai Depreciation LEBIHAN PENDAPATAN SEBELUM CUKAI NET INCOME BEFORE TAX Cukai / Tax LEBIHAN PENDAPATAN SELEPAS CUKAI NET INCOME AFTER TAX (943,993) (2,955,320) (4,069,263) (2,587,387) 720,090 (943,993) (2,955,320) (4,069,263) (2,587,387) Penyata Aliran Tunai Bagi Tahun Berakhir 31 Disember 2014-2018 Cash Flow Statement For The Year Ended 31 December 2014-2018 Jumlah wang tunai dan deposit tetap pada tahun 2018 adalah sebanyak RM59,075,323 berbanding RM46,726,211 pada tahun 2017.
Peningkatan sebanyak 26% adalah disebabkan pertambahan geran kerajaan, peningkatan hasil dalaman dan program usaha sama.

Berbanding tahun 2014, jumlah wang tunai dan deposit meningkat sebanyak 38% disebabkan pertambahan geran kerajaan sebanyak RM16,529,320 dan pertambahan terimaan tunai pelbagai hasil sebanyak RM3,580.834.

Penyata aliran tunai bagi tahun 2014-2018 adalah seperti di Jadual 7.

Total cash and fixed deposits in 2018 amounted to RM59,075,323 compared to RM46,726,211 in 2017.
The 26% increase was due to increase in government grants, increase in internal revenue and joint collaborative programmes.

Compared to 2014, total cash and deposits increased by 38% due to an increase in government grants of RM16,529,320 and an increase in cash receipts of RM3,580,834.

The cash flow statement for 2014-2018 is shown in Table 7.
Laporan Tahunan MPC 2018 Annual Report 124 LAPORAN KEWANGAN / FINANCIAL REPORT Jadual 7: Penyata Aliran Tunai 2014-2018 Table 7: Cash Flow Statement 2014-2018 2014 2015 2016 2017 2018 ALIRAN TUNAI DARI AKTIVITI OPERASI CASH FLOW FROM OPERATIONAL ACTIVITIES Terimaan tunai dari kerajaan persekutuan Cash received from federal government Terimaan tunai pelbagai hasil Cash received from various sources Bayaran tunai kepada pekerja dan pembekal Cash payment to employees and suppliers TUNAI BERSIH DIJANA DARI AKTIVITI OPERASI / NET CASH FROM OPERATING ACTIVITIES ALIRAN TUNAI DARI AKTIVITI PELABURAN CASH FLOW FROM INVESTMENT ACTIVITIES Pembelian hartanah,loji dan peralatan Purchase of property, plant and equipment 41,206,680 37,452,800 34,457,472 48,953,511 57,736,000 9,704,342 9,647,273 11,086,496 11,272,153 13,285,176 (47,885,360) (46,056,028) (52,058,909) (53,149,358) (59,474,686) (3,025,662) (1,044,045) (6,514,941) 7,076,306 11,546,490 (782,853) (470,053) (350,430) (403,991) (974,937) Faedah diterima / Interest received 1,098,136 991,647 1,286,483 1,116,816 1,687,111 Terimaan dari jualan hartanah, loji dan peralatan Receipts from sales of property, plant and equipment TUNAI BERSIH DIJANA DARI AKTIVITI PELABURAN / NET CASH GENERATED FROM INVESTMENT ACTIVITIES PERTAMBAHAN BERSIH TUNAI & SETARA TUNAI / SURPLUS NET CASH AND CASH EQUIVALENT TUNAI DAN SETARA TUNAI PADA AWAL TAHUN / CASH AND CASH EQUIVALENT AT BEGINING OF THE YEAR TUNAI DAN SETARA TUNAI PADA AKHIR TAHUN / CASH AND CASH EQUIVALENT AT YEAR END TUNAI DAN SETARA TUNAI / CASH AND CASH EQUIVALENT Wang tunai di tangan dan baki bank Cash in hand and bank balance Deposit tetap di institusi kewangan Fixed deposit with financial institutions Tunai dan setara tunai pada akhir tahun Cash and cash equivalent at year end 38,275 90,448 315,283 521,594 936,053 751,100 802,622 3,340,945 1,565,639 (5,578,888) 7,827,406 12,349,112 39,571,109 42,912,054 44,477,693 38,898,805 46,726,211 42,912,054 44,477,693 38,898,805 46,726,211 59,075,323 14,702,457 9,775,571 9,862,531 9,226,827 15,245,466 28,209,597 34,702,122 29,036,274 37,499,384 43,829,857 42,912,054 44,477,693 38,898,805 46,726,211 59,075,323 Maklumat Hasil Dalaman MPC MPC’s Internal Revenue Information Hasil dalaman MPC yang utama terdiri dari yuran program untuk Badan Berkanun, Pihak Berkuasa Tempatan dan pihak swasta.
Hasil dalaman MPC pada tahun 2018 berjumlah RM14,522,612, meningkat sebanyak 4% berbanding tahun 2017.

Ini disebabkan peningkatan yuran latihan, yuran konvensyen dan faedah simpanan tetap.

Walau bagaimanapun, berbanding tahun 2014, pendapatan MPC menurun sebanyak 2%.

Prestasi hasil dalaman MPC adalah seperti di Jadual 8.

MPC’s main internal revenue comprises programme fees for Statutory Bodies, Local Authorities and the private sector.
MPC’s internal revenue in 2018 amounted to RM14,522,612, recording an increase of 4% compared to 2017.

This was due an increase in training fees, convention fees and interest from fixed deposits.

However, compared to 2014, MPC’s revenue declined by 2%.

The performance of MPC’s internal revenue is as shown in Table 8.
Laporan Tahunan MPC 2018 Annual Report LAPORAN KEWANGAN / FINANCIAL REPORT 125 Tahun / Year Hasil Yang Dikutip Revenue Collected Yuran Program Programme Fees Faedah Atas Pinjaman Komputer & Kenderaan Interest on Computer and Vehicle Loans Faedah Bank & faedah deposit tetap Bank interest and fixed deposit interest Sewaan / Rentals Pelbagai Pendapatan Miscellaneous Income Jumlah Hasil Total Revenue % Kenaikan Kutipan Hasil % Increase in Revenue Jadual 8: Hasil Dalaman MPC 2014-2018 Table 8: MPC’s Internal Revenue 2014- -8.44 -13.32 18.22 4.30 Rajah 5: Hasil Dalaman MPC 2014-2018 Figure 5: MPC’s Internal Revenue 2014-2018 Total Revenue Total Revenue Laporan Tahunan MPC 2018 Annual Report 126 LAPORAN KEWANGAN / FINANCIAL REPORT Penyumbang Hasil Dalaman MPC MPC Internal Revenue Contributions Yuran program merupakan penyumbang hasil dalaman MPC yang terbesar iaitu sebanyak 84.26%.
Ini diikuti oleh faedah simpanan tetap/bank 12.61%, sewaan dewan dan asrama 2.24%, lain-lain pendapatan 0.37%, faedah bank 0.34% dan faedah atas pinjaman kenderaan dan komputer 0.17%.

Yuran program adalah terdiri dari yuran kursus, yuran perundingan dan pembangunan sistem, yuran konvensyen, yuran pensijilan dan yuran penyelidikan.

Rajah 6 menunjukkan pecahan komposisi hasil dalaman MPC pada tahun 2018.

Programme fees was the largest contributor to MPC’s internal revenue of 84.26%.
This was followed by fixed deposit / bank interest of 12.61%, rental of halls and hostels 2.24%, other income 0.37%, bank interest of 0.34% and interest on vehicle and computer loans of 0.17%.

Programme fees include course fees, consultancy and systems development fees, convention fees, certification fees and research fees.

Figure 6 shows the breakdown of MPC’s internal revenue composition in 2018.
Rajah 6: Peratus Komposisi Hasil MPC Pada Tahun 2018 Figure 6: Percentage of MPC’s Revenue Composition 2018 Percentage of MPC Revenue Compositions In 2018 / Course Fees / Bank Interest / Rentals / Miscellaneous Income Interest on Computer and Vehicle Loans Laporan Tahunan MPC 2018 Annual Report LAPORAN KEWANGAN / FINANCIAL REPORT 127 Laporan Tahunan MPC 2018 Annual Report 128 LAPORAN KEWANGAN / FINANCIAL REPORT Laporan Tahunan MPC 2018 Annual Report LAPORAN KEWANGAN / FINANCIAL REPORT 129 Laporan Tahunan MPC 2018 Annual Report 130 LAPORAN KEWANGAN / FINANCIAL REPORT Laporan Tahunan MPC 2018 Annual Report LAPORAN KEWANGAN / FINANCIAL REPORT 131 Laporan Tahunan MPC 2018 Annual Report 132 LAPORAN KEWANGAN / FINANCIAL REPORT Laporan Tahunan MPC 2018 Annual Report LAPORAN KEWANGAN / FINANCIAL REPORT 133 Penyata Kedudukan Kewangan Pada 31 Disember 2018 Statement of Financial Position As at 31 December 2018 Sepert yang dinyatakan semula As restated 2017 Nota / Notes 2018 RM 2017 RM 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 / Exchange transactions not paid Peruntukan manfaat kakitangan / Provision for employee benefits LIABILITI BUKAN SEMASA / NON-CURRENT LIABILITIES Peruntukan manfaat kakitangan / Provision for employee benefits Kumpulan wang amanah usahasama / Joint Trust Fund 4 Geran tertunda / Outstanding grants 10 JUMLAH LIABILITI / TOTAL LIABILITIES JUMLAH ASET BERSIH / TOTAL NET ASSETS ASET BERSIH / NET ASSETS 15,245,466 9,226,827 43,829,857 37,499,384 3,601,287 3,850,585 62,676,610 50,576,796 344,009 396,426 21,617,426 22,530,387 340,500 - 22,301,935 22,926,813 84,978,545 73,503,609 10,887,638 3,315,577 437,270 11,324,908 3,223,295 4,964,274 30,997,294 39,184,863 290,232 3,605,809 3,343,409 539,676 28,958,554 32,841,639 50,509,771 36,447,448 34,468,774 37,056,161 Kumpulan wang pengurusan / Management fund 11 32,168,774 34,756,161 Kumpulan wang pinkaman kenderaan / Vehical loan fund Kumpulan wang pinjaman komputer / Computer loan fund JUMLAH ASET BERSIH / TOTAL NET ASSETS 2,000,000 300,000 2,000,000 300,000 34,468,774 37,056,161 Nota-nota yang dilampirkan adalah sebahagian dari penyata kewangan ini.
/ The accompanying notes are an integral part of these financial statements.
Laporan Tahunan MPC 2018 Annual Report 134 LAPORAN KEWANGAN / FINANCIAL REPORT Penyata Prestasi Kewangan Bagi Tahun Kewangan Berakhir 31 Disember 2018 Statement of Financial Performance For The Financial Year Endes 31 December 2018 Sepert yang dinyatakan semula As restated Nota / Notes 2018 RM 2017 RM Hasil Daripada Urusniaga Bukan Pertukaran / Revenue From Non-Exchange Transactions Geran Kerajaan Persekutuan / Federal Government Grant 12 55,697,260 35,184,909 Hasil Daripada Urusniaga Pertukaran / Revenue from Exchange transactions Yuran latihan, perundingan dan pensijilan / Training, consultancy & Certification fees Yuran Konvensyen / Convention fees Faedah deposit tetap / Interest earned from fixed deposit Sewaan / Rental Faedah bank / Bank interest Faedah atas pinjaman komputer & kenderaan / Interest earned from computer & vehical loans Pelbagai pendapatan / Miscellaneous income Keuntungan jual hartanah, loji dan peralatan / Profit from sale of property, plant & equipment Pemulihan hutang ragu / Recoverable doubtful debts JUMLAH HASIL / TOTAL REVENUE 7,454,843 7,381,259 4,782,418 1,831,595 325,241 49,627 24,617 53,735 536 - 4,361,277 1,450,435 471,723 72,948 24,663 90,401 38,268 32,710 70,219,872 49,108,593 Perbelanjaan Pengurusan / Management / Operational Expenditure Emolumen / Emoluments 13 25,633,533 25,326,034 Perjalanan dan sara hidup / Travel and subsistance Pengangkutan barang-barang / Transportation of goods Perhubungan / Communication Utiliti / Utilities Sewaan / Rental Perkhidmatan percetakan / Printing Services Bekalan dan alatan / Supplies and Equipment Penyenggaraan dan pembaikan yang di beli / Maintenance and repairs purchased Perkhidmatan ikhtisas dan hospitaliti / Professional services and hospitality Bayaran juruaudit / Payment to auditors Yuran Keahlian / Membership fees Manfaat kakitangan / Employee benefits Hutang lapuk dilupuskan / Bad debts written off Cukai barang dan perkhidmatan / Goods and services tax Taksiran dan cukai tanah / Assessment and Quit Rent Perbelanjaan konvensyen / Convention expenditure Susutnilai hartanah, loji dan peralatan / Depreciation of property, plant and Equipment Perbelanjaan Pembangunan / Development Expenditure 14 26,426,617 6,714,483 JUMLAH PERBELANJAAN / TOTAL EXPENDITURE DEFISIT TAHUN SEMASA / CURRENT YEAR DEFICIT 72,807,259 53,177,856 (2,587,387) (4,069,263) Nota-nota yang dilampirkan adalah sebahagian dari penyata kewangan ini.
/ The accompanying notes are an integral part of these financial statements.
Laporan Tahunan MPC 2018 Annual Report LAPORAN KEWANGAN / FINANCIAL REPORT 135 Penyata Perubahan Dalam Aset Bersih/Ekuiti Bagi tahun kewangan berakhir 31 Disember 2018 Statement of Changes In Net Assets / Equity For The Financial Year Ended 31 December 2018 Pada 31 Disember 2016, seperti yang dinyatakan sebelum / As at 31 December 2016, as stated before Kesan penggunaan MPSAS / the Effect of the adoption of MPSAS Pada 31 Disember 2016, seperti yang dinyatakan semula / As at 31 December 2016, as restated Kumpulan Wang Pengurusan RM Kumpulan Wang Pinjaman kenderaan RM Kumpulan Wang Pinjaman Komputer RM Jumlah RM 32,137,901 2,000,000 300,000 34,437,901 6,687,523 - - 6,687,523 33,825,424 2,000,000 300,000 41,125,424 Defisit tahun semasa / Deficit for the current year (4,069,263) - - (4,069,263) Pada 31 Disember 2017 / As at 31 December 2017 34,756,161 2,000,000 300,000 37,056,161 Pada 31 Disember 2017, seperti dinyatakan sebelum / As at 31 December 2017, as stated before Kesan penggunaan MPSAS / the Effect of the adoption of MPSAS Pada 31 Disember 2016, seperti yang dinyatakan semula / As at 31 December 2016, as restated 28,068,638 2,000,000 300,000 30,368,638 6,687,523 - - 6,687,523 34,756,161 2,000,000 300,000 37,056,161 Defisit tahun semasa / Deficit for the current year (2,587,387) - - (2,587,387) Pada 31 Disember 2018 / As at 31 December 2018 32,168,774 2,000,000 300,000 34,468,774 Nota-nota yang dilampirkan adalah sebahagian dari penyata kewangan ini.
/ The accompanying notes are an integral part of these financial statements.
Laporan Tahunan MPC 2018 Annual Report 136 LAPORAN KEWANGAN / FINANCIAL REPORT Penyata Aliran Tunai Bagi tahun kewangan berakhir 31 Disember 2018 Cash Flow Statement For the Financial Year Ended 31 December 2018 ALIRAN TUNAI DARI AKTIVITI OPERASI / CASH FLOW FROM OPERATING ACTIVITIES Terima tunai dari Kerajaan Persekutuan / Cash received from the Federal Government 2018 RM 2017 RM 57,736,000 48,953,511 Terima tunai pelbagai hasil / Cash received from various sources 13,285,176 11,272,153 Bayaran tunai kepada pekerja dan pembekal / Cash payment to employees and suppliers Tunai bersih dijana dari aktiviti operasi / Net cash generated from operating activities ALIRAN TUNAI DARI AKTIVITI PELABURAN / CASH FLOW FROM INVESTMENT ACTIVITIES Pembelian hartanan, loji dan peralatan / Purchase of property, plant and equipment Faedah diterima / Interest received Terimaan dari jualan hertanah, loji dan peralatan / Receipts from sales of property, plant and equipment Tunai bersih dijana dari ativiti pelaburan / Net cash generated from investment activities Pertambahan bersih tunai dan setara tunai / Increase in 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 (59,474,686) (53,149,358) 11,546,490 7,076,306 (974,937) 1,687,111 90,448 (403,991) 1,116,816 38,275 802,622 751,100 12,349,112 7,827,406 46,726,211 38,898,805 59,075,323 46,726,211 TUNAI DAN SETARA TUNAI / CASH AND CASH EQUIVALENTS Wang tunai ditangan dan baki bank / Cash in hand and bank balance 15,245,466 9,226,827 Deposit tetap di institusi kewangan / Fixed deposits at financial institutions Tunai dan setara tunai pada akhir tahun / Cash and cash equivalents at the end of the year 43,829,857 37,449,384 59,075,323 46,726,211 Nota-nota yang dilampirkan adalah sebahagian dari penyata kewangan ini.
/ The accompanying notes are an integral part of these financial statements.
Laporan Tahunan MPC 2018 Annual Report LAPORAN KEWANGAN / FINANCIAL REPORT 137 Penyata Perbandingan Bajet Mengurus dan Amaun Sebenar Bagi tahun kewangan berakhir 31 Disember 2018 Statement of Comparison Operational budget and Actual Amount For the financial year ended 31 December 2018 BAJET ASAL PROPOSED BUDGET RM TERIMAAN / BELANJA SEBENAR RECEIPTS / ACTUAL EXPENDITURE RM BAJET AKHIR ACTUAL BUDGET RM 20,023,800 18,173,800 17,604,200 4,822,000 4,672,000 4,402,120 3,413,800 3,263,800 3,056,700 275,000 201,900 375,000 351,900 270,057 300,456 VARIAN BAJET BUDGET VARIANCE RM 569,600 269,880 207,100 104,943 51,444 BELANJA MENGURUS / OPERATING EXPENSES Gaji dan Upah / Salary and wages Elaun Tetap / Fixed allowance Sumbangan Berkanun untuk kakitangan / Statutory contribution for staff Elaun lebih masa / Overtime allowance Faedah-faedah kewangan yang lain / Other financial benefits EMOLUMEN / EMOLUMENTS 28,736,500 26,836,500 25,633,533 1,202,967 Perjalanan dan sara hidup / Travel and subsistence Pengangkutan barang-barang / Transportation of goods Perhubungan dan utiliti / Communication and utilities 1,337,740 1,137,740 969,066 168,674 57,300 157,300 96,957 60,343 1,613,500 1,613,500 1,398,374 215,126 Sewaan / Rental 2,106,100 2,436,100 1,264,444 1,171,656 Bahan-bahan penyelenggaraan / Maintenance materials Bekalan dan bahan-bahan lain / Supplies and other materials Penyelenggaraan dan pembaikan kecil / Maintenance and repairs 85,800 135,800 46,169 89,631 764,960 764,960 524,722 240,238 2,502,100 2,502,100 2,055,797 446,303 Perkhidmatan ikhtisas / Professional services 11,145,100 12,592,501 11,080,392 1,512,109 19,612,600 21,340,001 17,435,921 3,904,080 PERKHIDMATAN DAN BEKALAN / SERVICES AND SUPPLIES Bangunan dan pembaikan bangunan / Building and repairs of building Kemudahan dan pembaikan kemudahan / Facilities and repairs of facilities Kenderaan dan jentera / Vehicles and machinery Harta modal yang lain / Other capital assets ASET / ASSET Pemberian dalam negeri / Domestic contributions 200,000 15,000 350,000 929,500 1,494,500 5,000 - 55,000 - 1,109,000 1,164,000 5,000 - 8,390 - 876,656 885,046 - Pemberian luar negeri / Foreign contributions 1,218,700 1,071,799 1,071,799 Ganjaran cuti rehat / Cash award in lieu of accumulated leave - 650,000 571,869 SUMBANGAN / CONTRIBUTIONS 1,223,700 1,726,799 1,643,668 Cukai dan pelbagai / Taxes and miscellaneous PERBELANJAAN LAIN / OTHER EXPENSES 172,700 172,700 172,700 172,700 167,149 167,149 JUMLAH PERBELANJAAN / TOTAL EXPENDITURE SUMBER DALAMAN / NTERNAL SOURCES PEMBERIAN KERAJAAN I GOVERNMENT CONTRIBUTION 51,240,000 51,240,000 45,765,317 5,474,683 22,504,000 28,736,000 22,504,000 28,736,000 17,029,317 28,736,000 5,474,683 - JUMLAH / TOTAL Nota-nota yang dilampirkan adalah sebahagian dari penyata kewangan ini.
/ The accompanying notes are an integral part of these financial statements.
51,240,000 45,765,317 51,240,000 5,474,683 - 46,610 - 232,344 278,954 5,000 - 78,131 83,131 5,551 5,551 Laporan Tahunan MPC 2018 Annual Report 138 LAPORAN KEWANGAN / FINANCIAL REPORT Penyata Perbandingan Bajet Pembangunan dan Amaun Sebenar Bagi tahun kewangan berakhir 31 Disember 2018 Statement of Comparison Development Budget and Actual Amount For the financial year ended 31 December 2018 BAJET ASAL PROPOSED BUDGET RM BAJET AKHIR ACTUAL BUDGET RM ERIMAAN / BELANJA SEBENAR RECEIPTS / ACTUAL EXPENDITURE RM VARIAN BAJET BUDGET VARIANCE RM 2,000,000 2,000,000 1,222,035 777,965 2,000,000 2,000,000 1,954,803 45,197 6,000,000 5,999,600 5,068,483 931,117 BELANJA PEMBANGUNAN / DEVELOPMENT EXPENSES Pelaksanaan NPDIR bagi Kerajaan Negeri dan Kerajaan Tempatan (NPDIR) Implementation of NPDIR for State and Local Government (NPDIR) Memodenkan Peraturan Perniagaan (MBR) Modernising Business Regulations (MBR) Skim Peningkatan Produktiviti Enterprise Selaras Dengan Malaysia Produktiviti Blueprint (SPPE - MPB) Scheme for Enhancing Enterprise Productivity in line with the Malaysia Productivity Blueprint (SPPE-MPB) Membentuk Mekanisma Perlaksanaan Yang Padu dan Melancarkan Gerakan Produktiviti Blueprint (T5-MPB) Establishing an Integrated Mechanism and 5,000,000 3,397,500 2,807,857 589,643 Launching of the Productivity Movement in accordance with the Malaysia Productivity Blueprint Strategy (T5-MPB) Program Transformasi Peraturan Sedia Ada Melalui Pengurangan 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 Produktiviti Blueprint (PKP) Improving Quality Regulations in accordance with the Malaysia Productivity Blueprint Strategy (PKP) Melaksanankan Inisiatif Produktiviti Nexus Peringkat Sektor (SPC) Implementing Sector Level Productivity Nexus Initiatives (SPC) JUMLAH PERBELANJAAN / TOTAL EXPENDITURE 5,000,000 4,080,900 3,029,877 1,051,023 2,000,000 2,000,000 1,989,641 10,359 2,000,000 1,944,000 1,624,024 319,976 15,000,000 7,578,000 6,519,833 1,058,167 39,000,000 29,000,000 24,216,553 4,783,447 Operasi Operations RM Pelaburan Investment RM Jumlah Total RM 69,096,824 885,046 69,981,870 Amaun sebenar pada asas boleh banding / Actual amount based on actual comparison Perbezaan asas / Basic difference Seperti Penyata Aliran Tunai / Cash Flow Statement (57,550,334) 11,546,490 (82,424) 802,622 (57,632,758) 12,349,112 Laporan Tahunan MPC 2018 Annual Report LAPORAN KEWANGAN / FINANCIAL REPORT Penyata Perbandingan Bajet Pembangunan dan Amaun Sebenar Bagi tahun kewangan berakhir 31 Disember 2018 Nota kepada penyata perbandingan bajet dan amaun sebenar :- 1.
Bajet diluluskan berdasarkan asas akruan mengikut klasifikasi fungsi yang terdiri daripada objek dan program.

Bajet yang diluluskan adalah meliputi tempoh fiskal daripada 1 Januari 2018 sehingga 31 Disember 2018.

2.

Yang Berhormat Perdana Menteri telah membentangkan bajet 2017 di Parlimen pada 27 Oktober 2017.

Tiada pertambahan Bajet Mengurus dibuat pada tahun 2018.

3.

Bajet Mengurus Perbadanan berjumlah RM51.240 juta bagi tahun 2018 berbanding RM45.247 juta pada tahun 2017.
139 Statement of Comparison Development Budget and Actual Amount For the financial year ended 31 December 2018 Notes to the budget comparison statement and actual amount :- 1.

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

The approved budget covers the fiscal period from 1 January 2018 to 31 December 2018.

2.

Budget in Parliament on 27 October, 2017.

No increase in Operational Budget was made in 2018.

3.
3.

The Corporation’s Operational Budget was RM51.240 million for 2018 compared to RM45.247 million in 2017.

4.

Sebanyak RM28.736 juta dibiayai oleh Kementerian Kewangan manakala RM22.504 juta dibiayai dari hasil dalaman Perbadanan.

4.

RM28.736 million is funded by the Ministry of Finance while RM22.504 million is funded by the Corporation’s internal revenue.

5.
5.

Perbadanan menggunakan sepenuhnya geran Mengurus pemberian Kerajaan yang berjumlah RM28.736 juta bagi membiayai perbelanjaan Mengurus pada tahun 2018.

5.

The corporation fully utilised the Government grant of RM28.736 million to finance operational expenditure in 2018.

6.

Pemberian Kerajaan untuk Bajet Mengurus semakin berkurangan dari setahun ke setahun iaitu dari RM37.707 juta pada tahun 2014 kepada RM28.736 juta sahaja pada tahun 2018.
Ini menyebabkan peningkatan penggunaan sumber dalaman Perbadanan, bagi membiayai perbelanjaan Mengurus iaitu dari RM9.920 juta pada tahun 2014 kepada RM17.666 juta pada tahun 2018.

7.

Perbelanjaan sebenar Mengurus pada tahun 2018 adalah RM45.765 juta iaitu 90.6% dari Bajet Mengurus 2018.

Pada tahun 2017, peratus perbelanjaan adalah 99.5%.
Peratus perbelanjaan Mengurus 2018 lebih rendah berbanding tahun 2017 disebabkan sasaran peruntukan Mengurus 2018 yang dibuat lebih tinggi, iaitu RM51.240 juta berbanding RM45.247 juta sahaja pada tahun 2017.

8.

Perbelanjaan sebenar Mengurus pada tahun 2017 adalah RM45.037 juta.
Peningkatan perbelanjaan Mengurus sebanyak RM1.365 juta iaitu 3% berbanding tahun 2017 disebabkan:- a. Peningkatan pembelian harta modal sebanyak RM481,055 (54%) yang terdiri dari perisian komputer dan kelengkapan pejabat; b. Peningkatan perbelanjaan emolumen sebanyak (1%) bersesuaian dengan kenaikan RM307,499 gaji tahunan dan kenaikan pangkat kakitangan Perbadanan; 6.

Government Grants for the Operational Budget have steadily decreased from RM37.707 million in 2014 to only RM28.736 million in 2018.
This has resulted in an increase in the utilisation of the Corporation’s internal resources, to finance Operational expenditure of RM9.920 million a year in 2014 to RM17.666 million in 2018.

7.

Actual Operating Expenditure in 2018 was RM45.765 million representing 90.6% of the 2019 Operational Budget.

In 2017, the percentage of expenditure was 99.5%.


The percentage of Operational Expenditure utilised in 2018 was lower than 2017 due to the higher target that had been set for operations in 2018 amounting to RM51.240 million compared to RM45.247 million in 2017.

8.

Actual Operating Expenditure for 2017 was RM45.037 million.

Increase in Operating Expenditure amounting by 3% to RM1.365 million compared to 2017 is due to: - a.
Increase in purchase of capital assets of RM481,055 (54%) comprising computer software and office equipment; b.
Increase in emoluments expenditure of RM307,499 (1%) in line with the annual salary increment and promotion of employees of the Corporation; Laporan Tahunan MPC 2018 Annual Report 140 LAPORAN KEWANGAN / FINANCIAL REPORT Penyata Perbandingan Bajet Pembangunan dan Amaun Sebenar (Sambungan) Bagi tahun kewangan berakhir 31 Disember 2018 Statement of Comparison Development Budget and Actual Amount (Continued) For the financial year ended 31 December 2018 Nota kepada penyata perbandingan bajet dan amaun sebenar (sambungan):- Notes to the budget comparison statement and actual amount (continued):- c. Peningkatan perbelanjaan perkhidmatan dan c. bekalan sebanyak RM335,646 (2%).
Increase in expenditure on services and supplies by RM335,646 (2%).

Peningkatan berlaku pada perbelanjaan perkhidmatan ikhtisas sebanyak RM344,064 (3%) dan sewaan sebanyak RM243,700 (13%).

i. Konvensyen IQPC dan konvensyen APQC tidak diadakan pada tahun 2017 dan ini menyebabkan perbelanjaan perkhidmatan ikhtisas meningkat pada tahun 2018. ii.

Pengambilan pegawai sambilan (PSH) meningkatkan lagi sewaan komputer dengan kenaikan sebanyak RM306,533.
Walaubagaimana pun, sewaan mesin fotostat menurun sebanyak RM69,664.

The increase was recorded in the expenditure of professional services of RM344,064 (3%) and rental of RM243,700 (13%).

i.

The IQPC and APQC Conventions were not held in 2017 and this led to an increase in expenditure of professional services in 2018. ii.

Recruitment of part-time employees (PSH) increased computer rentals by RM306,533.

However, rental of photostat machines decreased by RM69,664.

iii.
iii.

Penurunan perbelanjaan ikhtisas berlaku pada utiliti sebanyak RM106,809 (8%) dan perjalanan & sara hidup sebanyak RM100,722 (10%).

iii.

The decrease in expenditure was due to decrease in utilities by RM106,809 (8%) and travel & subsistence expenses by RM100,722 (10%).

d. Pembayaran ganjaran cuti rehat meningkat sebanyak RM317,087 (55%) disebabkan bilangan kakitangan yang bersara yang lebih ramai.
d. Cash award in lieu of accumulated leave increased by RM317,087 (55%) due to the increase in number of retirees.

9.

Lembaga Pengarah telah meluluskan agihan semula peruntukan mengurus pada mesyuarat BOD Bil 1/2019 disebabkan beberapa peruntukan Objek Sebagai telah melebihi peruntukan yang diagihkan pada awal tahun.

Peratus perbelanjaan keseluruhan mengurus adalah 91%.

9.

The Board had approved the reallocation of operational budget at BOD meeting No.
1/2019 due to several provisions of the Object As which exceeded the allocation at the beginning of the year.

Percentage of total operating expenses was 91%.

10.

Perbadanan menggunakan sumber dalaman sebanyak RM17,029,317 dan pemberian kerajaan sebanyak RM28,736,000 bagi membiayai perbelanjaan mengurus.

10.

The corporation used internal resources of RM17,029,317 and government grants of RM28,736,000 to finance operating expenditure.

11.
11.

Bajet Pembangunan yang diluluskan kepada MPC berjumlah RM39 juta.

Program pembangunan yang baru adalah seperti berikut:- Program pembangunan a. Membentuk Mekanisma Pelaksanaan yang Padu dan Melancarkan Gerakan Produktiviti Selaras Dengan Strategi Malaysia Produktiviti Blueprint (T5-MPB).
T5-MPB adalah untuk menyokong Pelan Pembangunan (Malaysia Productivity Produktiviti Malaysia strategi Blueprint) dalam memperkukuhkan peningkatan produktiviti di pelbagai peringkat sektor ekonomi dan membangunkan mekanisme perlaksanaan yang padu dan melancarkan gerakan produktiviti selaras dengan MPB.

11.

Development Budget approved for MPC amounted to RM39 million.

The new development programmes are as follows: - a.
Establishing an Integrated Mechanism and Launching Productivity Movements in accordance with the Malaysian Productivity Blueprint (T5-MPB).

The is to support T5-MPB development programme the development plan of the Malaysia Productivity Blueprint in strengthening productivity improvement strategies at various economic sector levels and developing an implementation mechanism and launching productivity movements in line with the MPB.
Laporan Tahunan MPC 2018 Annual Report LAPORAN KEWANGAN / FINANCIAL REPORT 141 Penyata Perbandingan Bajet Pembangunan dan Amaun Sebenar (Sambungan) Bagi tahun kewangan berakhir 31 Disember 2018 Statement of Comparison Development Budget and Actual Amount (Continued) For the financial year ended 31 December 2018 Nota kepada penyata perbandingan bajet dan amaun sebenar (sambungan):- Notes to the budget comparison statement and actual amount (continued):- b.
Program Transformasi Peraturan Sedia Ada Melalui Pengurangan Birokrasi Di Peringkat Negeri (PTPS) adalah berujuan untuk menambah baik peraturan sedia ada dan mewujudkan peraturan berkualiti melalui inisiatif Guillotine, MyCURE dan Penandaarasan/ Persekutuan dan Negeri.

Antara objektif program ini adalah untuk menghapuskan karenah birokrasi dan keperluan peraturan sedia ada yang tidak wajar, dan memudahkan urusan perniagaan dengan mempermudahkan proses perlesenan perniagaan.
c. Memudahkan Peraturan Keperluan Bagi Perdagangan Antarabangsa (NTM) ialah salah satu program di bawah teras MPB yang memansuhkan Langkah-langkah Bukan Tarif dengan menghalang pertumbuhan perniagaan dan mempercepatkan kecekapan prestasi sektor logistik di Malaysia.

Aktiviti ini tergolong dalam 6 aktiviti utama yang perlu diambil tindakan segera untuk mencapai peningkatan sasaran produktiviti bagi negara.
d. Peningkatan Kualiti Peraturan Selaras Dengan Strategi Malaysia Produktiviti Blueprint (PKP) melibatkan beberapa projek penting antaranya pembangunan sistem portal Unified Online Public Consultation dan Dashboard Development for Selected Federal Ministries.

Program ini bertujuan mewujudkan mekanisma libat urus berinovasi untuk konsultasi awam di bawah Teras Empat MPB iaitu Membentuk Ekosistem yang Teguh.
e. Melaksanakan Inisiatif Produktiviti Nexus Peringkat Sektor (SPC) adalah bagi menjawab kepada Kertas iaitu Meningkatkan Potensi Strategi 1 RMK11 Produktiviti.

Ia menekankan Pelan Pembangunan (Malaysia Productivity Blueprint) Produktiviti keutamaan yang memberikan lima kepada pengukuhan produktiviti dalam agenda pembangunan negara.

tahun f. Program pembangunan MPB ini digunapakai dalam MPB bagi bagi melaksanakan initiatif memastikan pencapaian sasaran produktiviti di peringkat sektor.
9 sektor telah dikenalpasti iaitu Agro-food, Chemical and Chemical Product, Electric & Electrical, Machinery & Equipment, Professional Services, Private Healthcare, ICT, Retail and F&B dan Tourism.

b.

Existing Regulatory Transformation Programme through the Reduction of State-level Bureaucracy (PTPS) aims to improve existing regulations and create quality regulations through the Guillotine, MyCURE and Benchmarking / Federal and State level initiatives.
Among the objectives of the programme are to eliminate bureaucratic hurdles and unnecessary regulatory requirements, and to improve business operations by simplifying business licensing processes.

c. d. e. f. Facilitating the Needs of Regulation for International Trade (NTM) is one of the programmes under MPB’s thrust’s that abolished Non-Tariff Measures which the impeded business growth and accelerated efficiency of the logistics sector p e r f o r m a n c e in Malaysia.
These activities are among the 6 main actions that need to be undertaken immediately to achieve the country’s productivity targets.

Improving the Quality of Regulations in line with strategies under the Malaysia Productivity Blueprint (MPB) involves several important projects including the development of the Unified Online Public Consultation portal system and the Dashboard Development for Selected Federal Ministries.
The programme aims to create an innovative governance mechanism for public consultation under the fourth thrust of the MPB namely Establishing a Strong Ecosystem.

Implementing the Sector Productivity Nexus (SPC) Productivity Initiative in response to Strategic Paper 1 under RMK 11, namely increasing Productivity Potential.

It emphasised the development plan of the five-year Malaysia Productivity Blueprint, which prioritised strengthening productivity in the national development agenda.
The MPB development program is used to implement initiatives under the MPB to ensure the achievement of productivity targets at the sector level.

9 sectors have been identified namely Agro-food, Chemical and Chemical Products, Electric & Electrical, Machinery & Equipment, Professional Services, Private Healthcare, ICT, Retail and F&B and Tourism.
Laporan Tahunan MPC 2018 Annual Report 142 LAPORAN KEWANGAN / FINANCIAL REPORT Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2018 Notes to the Financial Statements For the financial year ended 31 December 2018 Nota kepada penyata perbandingan bajet dan amaun sebenar (sambungan):- Notes to the budget comparison statement and actual amount (continued):- g. Program pembangunan 2017 yang masih g. Development programmes in 2017 which are still • diteruskan lagi pada tahun 2018 : • Memodenkan Peraturan Perniagaan (MBR).
MBR merupakan program bagi mengurangkan beban peraturan yang tidak wajar kepada peniaga melalui kajian semula peraturan berdasarkan sektor dan subsektor yang telah dikenalpasti dalam Rancangan Pembangunan seperti Blueprint Produktiviti, Blueprint Sektor Perkhidmatan dan sebagainya.

Pelaksanaan NPDIR bagi Kerajaan Negeri dan Kerajaan Tempatan (NPDIR) adalah bertujuan untuk menambah baik proses membuat peraturan di peringkat kerajaan negeri dan kerajaan tempatan.
Skim Peningkatan Produktiviti Entepris Selaras Dengan Malaysia Productivity Blueprint (SPEE- MPB) adalah merupakan program yang disasarkan kepada PKS (Perusahaan Kecil dan Sederhana).

Skim ini bertujuan membantu PKS melaksanakan inisiatif peningkatan produktiviti (dan kualiti) di syarikat masing- masing melalui pendekatan secara bimbingan dan tunjuk ajar oleh perunding yang dilantik.

• ongoing in 2018: • Modernising Business Regulations (MBR).
MBR is a program to reduce unnecessary regulatory burdens on businesses through the review of regulations based on sectors and sub-sectors identified in Development Plans such as the Productivity Blueprint, and Service Sector Blueprint among others.

• • Implementation of NPDIR for State and Local Governments are aimed at improving the regulatory processes at state and local government levels.
Enterprise Productivity Improvement Scheme is in line with the Malaysia Productivity Blueprint (SPEE-MPB) programme targeted at SMEs (Small and Medium Enterprises).

The scheme aims to help SMEs implement productivity (and quality) initiatives in their respective companies with the guidance and direction of consultants appointed.

12.

Berdasarkan prestasi perbelanjaan pada suku ketiga tahun 2018, Bajet Pembangunan dikurangkan kepada RM29 juta pada akhir tahun 2018.
Perbelanjaan sebenar pembangunan adalah 84%.

12.

Based on expenditure performance in the third quarter of 2018, the Development Budget was reduced to RM29 million at the end of 2018.

Development expenditure was 84%.

13.

Justifikasi perbelanjaan pembangunan lebih rendah 13.
Justification for development expenditure was much lower daripada peruntukan yang diberikan : than the allocation provided: i. Bagi program pembangunan NPDIR, lebihan i. peruntukan tidak dibelanjakan adalah kerana penangguhan pelaksanaan di beberapa negeri seperti Negeri Sembilan, Melaka, Terengganu, dan Perak disebabkan perubahan kerajaan selepas pilihanraya.
Inisiatif tersebut perlu dibentangkan semula kepada Majlis Mesyuarat Kerajaan Negeri (MMKN) bagi mendapatkan kelulusan daripada pentadbiran yang baru.

ii.

Baki peruntukan T5-MPB bagi tahun 2018 adalah sebanyak RM468,188.89.

Untuk makluman, baki tersebut adalah disebabkan oleh pembatalan program Capsule Video Productivity bersama pihak Astro (MEASAT Boardcast Network System Sdn Bhd) iaitu sebanyak RM544,840 (termasuk GST).

ii.
ii.

For the NPDIR development programmes, the excess allocation which was not utilised was the result of delay in implementation among some states such as Negeri Sembilan, Malacca, Terengganu and Perak due to the change of government after the elections.

The initiative needs to be deliberated again at the State Executive Council Meeting (MMKN) for approval from the new administration.

for T5-MPB The remaining allocation is RM468,188.89.
For information, the balance was due to the cancellation of the Capsule Video Productivity programme with Astro (MEASAT Broadcast Network System Sdn.

Bhd.)

of RM544,840 (including GST).


for 2018 Laporan Tahunan MPC 2018 Annual Report LAPORAN KEWANGAN / FINANCIAL REPORT 143 Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2018 Notes to the Financial Statements For the financial year ended 31 December 2018 Nota kepada penyata perbandingan bajet dan amaun sebenar (sambungan):- Notes to the budget comparison statement and actual amount (continued):- iii.
Untuk makluman, lebihan peruntukan untuk bajet pembangunan Peningkatan Kualiti Peraturan (PKP) pada tahun 2018 adalah disebabkan kekangan masa yang dihadapi oleh pihak kami untuk menguruskan aktiviti-aktiviti seperti perancangan untuk perasmian Portal Unified Public Consultation (UPC), perancangan untuk melakukan roadtour UPC, perancangan untuk mempromosikan UPC, dan perancangan untuk penerbitan NPGRP 2.0. iv.
Bagi bajet projek pembangunan SPPE, lebihan peruntukan pada 2018 adalah disebabkan oleh walaupun sasaran bilangan syarikat sebanyak 150 buah berjaya dicapai, terdapat beberapa aktiviti tertentu seperti aktiviti (1) pra dan post diagnostik, (2) aktiviti intervensi (3) pemilihan syarikat contoh, tuntutan yuran pengurusan (4) aktiviti dan bagi sejumlah syarikat tidak dapat disempurnakan atau dilaksanakan pada tahun 2018 dan terpaksa dibawa untuk dilaksanakan pada 2019. tertentu v. Duit pembangunan SPN digunapakai bagi melaksanakan inisiatif dalam Malaysia Produktiviti Blueprint (MPB) bagi memastikan pencapaian sasaran produktiviti di peringkat sektor.
9 sektor telah dikenalpasti iaitu Agro-Food, Chemical and Chemical Product, E&E, Machinery & Equipment, Profesional Services, Private Healthcare, ICT, Retail and F&B dan Tourism.

Pada tahun 2018, perancangan telah dibuat oleh 9 Produktiviti Nexus bagi membelanjakan peruntukan yang telah diberi.

Akan tetapi terdapat kekangan daripada segi masa dan kapasiti dalam melaksanakan rancangan tersebut.

kerajaan perubahan vi.


Baki peruntukan bagi bajet PTPS untuk 2018 yang tidak dapat dibelanjakan adalah kerana penangguhan pelaksanaan beberapa program selepas disebabkan pilihanraya.

Oleh sebab berlakunya kekangan daripada perkara tersebut, beberapa program jadual sepatutnya berjalan mengikut yang yang dirancang telah mengakibatkan pelaksanaan program sehingga awal tahun 2019.
Walaubagaimanapun, program telah dijalankan secara lancar pada suku tahun yang pertama dengan perbelanjaan yang sebanyak RM 992,926.60 terpaksa ditunda dan iii.

The excess allocation of Development Budget for Improved Quality Regulations 2018 (PKP) was due to time constraints faced by us in managing the activities as planned for the Unified Public Consultation Portal (UPC), UPC road tour planning, planning to promote UPCs, and planning for the publication of NPGRP 2.0. iv.
For the SPPE development budget project, the excess allocation in 2018 was due to the fact that although the target of 150 companies was successfully achieved, there were some specific activities namely (1) pre and post diagnostic, (2) intervention activities (3) selection of exemplary companies, and (4) claiming of management fee for certain companies that could not be completed or implemented in 2018 would be brought forward to 2019. v. The SPN development fund was used to implement initiatives under the Malaysia Productivity Blueprint (MPB) to ensure the achievement of productivity targets at sectoral level.
9 sectors had been identified namely Agro-Food, Chemical and Chemical Products, E&E, Machinery & Equipment, Professional Services, Private Healthcare, ICT, Retail and F&B and Tourism.

In 2018, plans were made by the 9 Productivity Nexus to utilise the allocation.

However, there were limitations in terms of time and capacity in executing the plan.

vi.
vi.

The remaining budget for PTPS for 2018 could not be utilised due to the delay in implementing some programmes as a result of change in government after the elections.

Due to these constraints, some of the programmes that were supposed to be carried out according to a planned schedule had to be postponed including programmes that were to be implemented at the beginning of 2019.
However, the programmes ran smoothly in the first quarter at a cost of RM 992,926.60 Laporan Tahunan MPC 2018 Annual Report 144 LAPORAN KEWANGAN / FINANCIAL REPORT Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2018 Notes to the Financial Statements For the financial year ended 31 December 2018 1.

MAKLUMAT PERBADANAN 1.


CORPORATE INFORMATION Perbadanan Produktiviti Malaysia (MPC) dahulunya dikenali sebagai Pusat Daya Pengeluaran Negara ditubuhkan di bawah Akta (Memperbadankan) Majlis Daya Pengeluaran Negara Bil.

19 pada tahun 1966 (pindaan 1975 “Akta A305 1975” dan pindaan 1991 “Akta A801 1991”).

Ia dikenali sebagai Perbadanan Produktiviti Negara mulai 1 Disember 1991.
Perbadanan Produktiviti Negara sekali lagi dengan rasminya telah dikenali sebagai Perbadanan Produktiviti Malaysia bermula 21 Februari 2008.

Malaysian Productivity Corporation (MPC) which was formely known as the National Productivity Centre was incorporated under the National Productivity Council (Incorporation) Act No.

19 of 1966 (1975 amendment “Act 305 1975” and amendment “Act A801 1991”).

It was known as the National Productivity Corporation since 1 December 1991.
The National Productivity Corporation was officially renamed as Malaysian Productivity Corporation since 21 February 2008.

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

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

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

Nurturing innovative and creative culture for productivity and competitiveness through partnership programmes.

Penyata Kewangan Perbadanan Produktiviti Malaysia (MPC) bagi tahun berakhir 31 Disember 2018 telah dibentang dan diluluskan pada Mesyuarat Lembaga Pengarah (BOD) Bil 1/2019 bertarikh 4 April 2019.
The Malaysian Productivity Corporation (MPC) Financial Statements for the year ended December 31, 2018 were tabled and approved at the Board of Directors (BOD) Meeting No.

1/2019 dated April 4, 2019.

2.

ASAS PENYEDIAAN PENYATA KEWANGAN 2.

BASIS OF PREPARATION OF THE FINANCIAL Asas Perakaunan 2.1.

Penyata Kewangan Perbadanan telah disediakan menurut Piawaian Perakaunan Sektor Awam Malaysia (MPSAS - Malaysian Public Sector Accounting Standards).

Basis of Accounting 2.1.


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

STATEMENTS Asas Pengukuran ini 2.2.

Penyata telah disediakan dengan menggunakan asas kos sejarah melainkan dinyatakan sebaliknya di dalam Nota 3. kewangan 2.2.

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

2.3.
2.3.

Matawang Persembahan dan Fungsian Penyata kewangan ini dinyatakan pada Ringgit Malaysia (RM), iaitu matawang fungsian untuk Perbadanan.

2.3.

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

Anggaran dan Pertimbangan Perakaunan 2.4.


Signifikan Penyediaan penyata kewangan yang mematuhi MPSAS memerlukan pihak pengurusan membuat pertimbangan, anggaran dan andaian yang memberi kesan kepada penggunaan polisi perakaunan dan amaun aset, liabiliti, 2.4.
Estimates and Significant Changes in Accounting The preparation of financial statements that comply with MPSAS requires management to make judgments, estimates and assumptions that affect the application of accounting policies and amounts of assets, liabilities, income and expenses.

Actual results may differ from these estimates.


Laporan Tahunan MPC 2018 Annual Report LAPORAN KEWANGAN / FINANCIAL REPORT 145 Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2018 Notes to the Financial Statements For the financial year ended 31 December 2018 2.

ASAS PENYEDIAAN PENYATA KEWANGAN 2.

BASIS OF PREPARATION OF THE FINANCIAL (SAMBUNGAN) STATEMENTS (CONTINUED) Anggaran dan Pertimbangan Perakaunan 2.4.

Signifikan (Sambungan) 2.4.


Estimates and Significant Changes in Accounting (continued) pendapatan dan perbelanjaan.

Keputusan sebenar mungkin berbeza daripada anggaran ini.

Anggaran dan andaian asas disemak secara berterusan.

Semakan ke atas anggaran perakaunan diiktiraf dalam tempoh di mana anggaran tersebut disemak dan dalam mana-mana tempoh masa depan yang terlibat.

Basic estimates and assumptions are reviewed on a continuous basis.
Revisions to accounting estimates are recognised in the period in which the estimates are reviewed and in any future periods involved.

Tiada bahagian signifikan dalam ketidakpastian anggaran dan pertimbangan kritikal dalam mengguna pakai dasar perakaunan yang mempunyai kesan ketara ke atas amaun yang diiktiraf dalam penyata kewangan selain daripada yang dinyatakan dalam nota-nota kepada penyata kewangan.
There is no significant unreliable estimation and critical judgment in applying accounting policies that have a material impact on the amounts recognised in the financial statements other than those disclosed in the notes to the financial statements.

3.

POLISI PERAKAUNAN PENTING 3.

SIGNIFICANT ACCOUNTING POLICIES berikut perakaunan Polisi-polisi digunakan secara konsisten dalam tempoh tahun kewangan yang dibentangkan di dalam penyata kewangan melainkan jika dinyatakan sebaliknya.
telah The following accounting policies have been applied consistently during the financial year and are set out in the financial statements unless otherwise stated.

3.1.

Instrumen Kewangan 3.1.1.

Aset Kewangan 3.1.

Financial Instruments 3.1.1.

Financial Assets Pengiktirafan dan Taksiran Awal (a) Aset kewangan diiktiraf dalam Penyata Kedudukan Kewangan apabila Perbadanan menjadi satu pihak kepada peruntukan kontrak instrumen berkenaan.
Recognition and Preliminary Assessment (a) Financial assets are recognised in the Statement of Financial Position when the Corporation becomes 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; Aset pelaburan dipegang sehingga matang.
• • Financial assets are classified as follows: • • • Financial assets at fair value through surplus or deficit; Loans and debtors; Investment assets are held to maturity.

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

Pembelian atau jualan aset kewangan yang memerlukan serahan aset dalam jangka masa yang ditetapkan oleh pasaran adalah diiktiraf di waktu komitmen pembelian dibuat.
The classification of financial assets is dependent on the purpose of the financial asset being acquired.

Purchases or sales of financial assets that require submission of the asset within the timeframe set by the market are recognised when the commitment to purchase is made.
Instrumen kewangan diiktiraf pada awalnya, pada harga transaksi (termasuk kos transaksi kecuali untuk kiraan awal bagi aset atau liabiliti kewangan yang saksama dicampur, dalam keadaan sesuatu instrumen kewangan tidak dikira pada nilai saksama melalui lebihan atau defisit).

Pengiktirafan secara ini tidak termasuk transaksi pembiayaan.
Financial instruments are recognised initially, at transaction prices (including transaction costs except for initial calculations of fairly mixed financial assets or liabilities, in the event that a financial instrument is not measured at fair value through surplus or deficit).

This recognition does not include financing transactions.
Laporan Tahunan MPC 2018 Annual Report 146 LAPORAN KEWANGAN / FINANCIAL REPORT Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2018 Notes to the Financial Statements For the financial year ended 31 December 2018 3.

POLISI PERAKAUNAN PENTING (SAMBUNGAN) 3.1.

Instrumen Kewangan (sambungan) 3.1.1.

Aset Kewangan (sambungan) 3.

SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) 3.1.

Financial Instruments (continued) 3.1.1.


Financial Assets (continued) (a) Pengiktirafan dan Taksiran Awal (sambungan) (a) Recognition and Preliminary Assessment (continued) transaksi Sekiranya urusan berkenaan melibatkan pembiayaan, aset atau liabiliti kewangan dikira pada nilai semasa bayaran hadapan didiskaunkan pada kadar faedah pasaran untuk instrumen hutang yang serupa.
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.

Penilaian Berikutan (b) Penilaian berikutan untuk aset-aset kewangan bergantung kepada klasifikasi masing-masing.

Further Evaluation (b) Further evaluation for financial assets depends on their respective classifications.
i. Aset Kewangan Pada Nilai Saksama melalui Lebihan i. atau Defisit Aset Kewangan Pada Nilai Saksama melalui Lebihan atau Defisit termasuk aset kewangan dipegang untuk diniagakan dan aset kewangan yang ditetapkan di waktu pengiktirafan asalnya pada nilai saksama melalui lebihan atau defisit.

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

Financial Assets at Fair Value Through Surplus or Deficit Financial Assets at Fair Value through Surplus or Deficit include financial assets held for trading and financial assets that are designated at the time of initial recognition at fair value through surplus or deficit.
Financial assets are classified as held for trading if acquired for sale or redemption purposes in the near future.

Financial assets at fair value through surplus or deficit are recognised in the Statement of Financial Position at fair value where changes are recognised in surplus or deficit.

ii.
ii.

Pinjaman dan Penghutang Instrumen Pinjaman, Pendahuluan dan Pembiayaan adalah aset kewangan yang mempunyai jadual bayaran yang telah ditetapkan atau ditentukan di mana aset kewangan ini tidak disenaraikan dalam pasaran aktif.

Penilaian berikutnya bagi aset kewangan ini adalah pada kos terlunas menggunakan kaedah faedah efektif, selepas penjejasan nilai.

ii.
ii.

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

Subsequent ratings of these financial assets are at amortised cost using the effective interest method, after impairment.
Instrumen pinjaman yang dikelaskan sebagai aset atau liabiliti semasa dinyatakan pada jumlah tunai tanpa didiskaunkan atau jumlah balasan yang akan diterima atau dibayar kecuali jika urusan berkenaan sebenarnya adalah transaksi pembiayaan.

The loan instrument classified as current assets or liabilities is stated at discounted cash or the amount of consideration to be received or paid unless the transaction is in fact a financing transaction.

iii.
iii.

Aset Pelaburan Dipegang Sehingga Matang Aset kewangan yang mempunyai ketetapan matang dan bayaran tetap (atau boleh ditentukan ketetapannya) dikelaskan sebagai dipegang sehingga matang apabila Perbadanan berhasrat positif dan berkemampuan untuk memegang aset berkenaan sehingga matang.

Selepas taksiran awal, aset berklasifikasi begini akan ditaksir pada kos terlunas menggunakan kaedah faedah efektif selepas penjejasan nilai.
Kos terlunas ditentukan dengan mengambil Investment Assets Held to Maturity iii.

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

After initial estimates, these classified assets will be estimated at amortised cost using the effective interest rate after impairment.
The amortised cost is determined taking into account any premiums or discounts at the date of acquisition including fees and costs that are integrated as an Laporan Tahunan MPC 2018 Annual Report LAPORAN KEWANGAN / FINANCIAL REPORT 147 Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2018 Notes to the Financial Statements For the financial year ended 31 December 2018 3.

POLISI PERAKAUNAN PENTING (SAMBUNGAN) 3.1.

Instrumen Kewangan (sambungan) 3.1.1.


Aset Kewangan (sambungan) (b) Penilaian Berikutan (sambungan) 3.

SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) 3.1.

Financial Instruments (continued) 3.1.1.

Financial Assets (continued) (b) Further Evaluation (continued) 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.

effective benefit.
effective benefit.

Impairment losses are recognised in surplus or deficit.

Penyahiktirafan (c) Aset kewangan atau sebahagian daripadanya dinyahiktiraf apabila, dan hanya apabila hak kontraktual kepada aliran tunai daripada aset kewangan itu luput atau aset kewangan dipindahkan kepada pihak lain tanpa mengekalkan kawalan atau risiko dan ganjaran atas aset tersebut pada kuantum yang signifikan.
Pada penyahiktirafan aset kewangan, perbezaan di antara amaun dibawa dan jumlah ganjaran yang diterima (termasuk sebarang aset baru yang diperoleh tolak sebarang liabiliti baru diambil alih) diiktiraf ke lebihan atau defisit.
Derecognition (c) Financial assets or part thereof are derecognised when, and only when the contractual rights to the cash flows of the financial asset expires or the financial assets are transferred to another party without maintaining control or risk and rewards of the assets in significant quantities.
On derecognition of financial assets, the difference between the carrying amount of a reward received (including any new assets acquired less any new liabilities acquired) is recognised as surplus or deficit.

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

Penjejasan Nilai untuk Aset Kewangan (d) Penilaian dibuat pada setiap tarikh pelaporan untuk menentukan sama ada terdapatnya bukti yang objektif bahawa aset-aset kewangan mengalami penjejasan nilai.
Aset kewangan dianggap mengalami penjejasan nilai apabila terdapat bukti objektif tentang penjejasan nilai disebabkan kejadian selepas tarikh taksiran awal yang memberi kesan kepada anggaran aliran tunai hadapan.
Aset Pelaburan Dipegang Sehingga Matang (e) Untuk menentukan sama ada terdapatnya bukti yang objektif bahawa kerugian penjejasan nilai atas aset-aset kewangan telah ditanggung, pertimbangan dibuat ke atas faktor-faktor seperti kebarangkalian ketidakmampuan bayar atau kesukaran kewangan penghutang yang signifikan dan kemungkiran bayaran atau tundaan yang signifikan dalam pembayaran.
Financial liabilities or part thereof are derecognised when, and only when, the obligations specified in the contract expire or are cancelled or expired.

On the recognition of a financial liability, the difference between the carrying amount of a financial liability that is eliminated or transferred to another party and the remuneration paid, including any non-cash assets transferred or taken over for liability, is recognised as surplus or deficit.
Impairment of Financial Assets (d) Evaluation is made at each reporting date to determine whether there is objective evidence that financial assets are impaired.

Financial assets are deemed to be impaired when there is objective evidence of impairment as a result of the events after the initial assessment date affecting the estimated future cash flows.
Investment Assets Held to Maturity (e) 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.
Laporan Tahunan MPC 2018 Annual Report 148 LAPORAN KEWANGAN / FINANCIAL REPORT Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2018 Notes to the Financial Statements For the financial year ended 31 December 2018 3.

POLISI PERAKAUNAN PENTING (SAMBUNGAN) 3.

SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) 3.1.

Instrumen Kewangan (sambungan) 3.1.

Financial Instruments (continued) 3.1.2 Liabiliti Kewangan 3.1.2.
Financial Liabilities Pengiktirafan dan Taksiran Awal (a) Liabiliti kewangan yang terkandung di dalam skop MPSAS 29 diklasifikasikan mengikut kesesuaian sebagai: - • Liabiliti kewangan pada nilai saksama melalui lebihan atau defisit, atau Pinjaman dan pembiayaan.

• (a) Recognition and Preliminary Assessment Financial liabilities contained within the scope of MPSAS 29 are classified accordingly as: - • • financial liability at fair value through surplus or deficit, or Loans and financing.
Klasifikasi ini ditentukan semasa pengiktirafan awal.

This classification is determined during initial recognition.

Liabiliti kewangan termasuk pemiutang dagangan dan pemiutang lain, overdraf bank, pinjaman dan pembiayaan, dan kontrak jaminan kewangan.

Financial liabilities include trade creditors and other creditors, bank overdrafts, loans and financing, and financial guarantee contracts.
Semua liabiliti kewangan asalnya diiktiraf pada nilai saksama dan untuk pinjaman dan pembiayaan, dicampur kos transaksi langsung berkaitan.

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

Penilaian Berikutan (b) Penilaian berikutan untuk liabiliti kewangan bergantung kepada klasifikasi masing-masing.

Subsequent Evaluation (b) Subsequent evaluation of financial liabilities depends on their classification.
i. Liabiliti Kewangan Pada Nilai Saksama melalui Lebihan atau Defisit i.

Financial liabilities at fair value through surplus or deficit Liabiliti ini termasuk liabiliti kewangan dipegang untuk diniagakan dan liabiliti kewangan ditentukan di waktu pengiktirafan asalnya pada nilai saksama melalui lebihan atau defisit.

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

Financial liabilities are classified as held for trading if acquired for the purpose of sale in the near future.

Keuntungan atau kerugian dari liabiliti dipegang untuk diniagakan diiktiraf ke lebihan atau defisit.

Gains or losses on liabilities held for trading are recognised as surplus or deficit.

ii.
ii.

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

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

ii.

Loans and Financing After initial recognition, loans bearing interest and financing are assessed at amortised cost using the effective interest method.
Gains and losses are recognised in surplus or deficit when the liability is derecognised as well as through the effective interest-bearing amortisation process.

Kos pelunasan dibuat dengan mengambil kira sebarang diskaun atau premium semasa pengambilan dan fi atau kos yang berhubung dengan kadar faedah efektif.

The amortisation costs are made in consideration of any discounts or premiums on the acquisition and fees or costs associated with effective interest rates.
Laporan Tahunan MPC 2018 Annual Report LAPORAN KEWANGAN / FINANCIAL REPORT 149 Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2018 Notes to the Financial Statements For the financial year ended 31 December 2018 3.

POLISI PERAKAUNAN PENTING (SAMBUNGAN) 3.

SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) 3.1.

Instrumen Kewangan (sambungan) 3.1.2.

Liabiliti Kewangan (sambungan) 3.1.

Financial Instruments (continued) 3.1.2.


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

Derecognition (c) Financial liabilities are derecognised when the obligation has been detached, cancelled or expired.
Apabila liabiliti kewangan sedia ada ditukar dengan yang lain oleh pemiutang yang sama pada terma yang ketara perbezaannya, atau terma liabiliti sedia ada dimodifikasi secara ketara, pertukaran atau modifikasi berkenaan dikaedahkan sebagai penyahiktirafan liabiliti asal dan pengiktirafan liabiliti yang baru, dan perbezaan diantara nilai bawa diiktiraf ke lebihan atau defisit.
When existing financial liabilities are exchanged with others by the same creditors on substantially different terms, or the terms of the existing liabilities are substantially modified, the exchange or modification is disclosed as derecognition of the original liability and recognition of the new liability, and the difference between the carrying amount is recognised as excess or deficit.
Hapus silang (Offsetting) Instrumen Kewangan (d) Aset dan liabiliti kewangan dihapus silang dan nilai bersih dilaporkan di Penyata Kedudukan Kewangan sekiranya terdapat hak perundangan yang boleh dikuatkuasakan untuk menghapus silang amaun yang diiktiraf dan terdapat hasrat untuk menyelesaikan secara asas bersih, atau untuk merealisasikan aset dan liabiliti secara serentak.
Offsetting Financial Instruments (d) Financial assets and liabilities are offset and their net values are reported in the Statement of Financial 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 realise the assets and liabilities simultaneously.

Tunai dan Setara Tunai 3.2.


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

Cash and Cash Equivalents 3.2.

Cash and cash equivalents are cash in hand, bank balance and liquid short-term investments that can be converted to known cash flows.

Hartanah, Loji dan Peralatan Pengiktirafan dan Ukuran 3.3.
(a) Hartanah, loji dan peralatan dinyatakan pada harga kos setelah ditolak susut nilai dan penjejasan nilai terkumpul.

Kos adalah termasuk kos perbelanjaan yang berkait secara terus semasa perolehan aset tersebut.

Apabila terdapat bahagian penting sesuatu hartanah, loji dan peralatan mempunyai anggaran usia penggunaan yang berbeza, bahagian berkenaan akan dikaedahkan sebagai aset berasingan.

Property, Plant and Equipment Recognition and Measurement 3.3.
(a) Property, plant and equipment are stated at cost accumulated depreciation and accumulated losses.

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

Whenever a significant part of a property, plant and equipment have an estimated useful life that varies, that portion will be declared as a separate asset.
less impairment Sekiranya aset diperolehi melalui transaksi bukan pertukaran, tanpa sebarang kos atau balasan nominal, dan di mana nilai saksama boleh ditentukan, aset tersebut pada mulanya diiktiraf pada nilai saksama dan sebagai pendapatan di dalam penyata prestasi kewangan.
If assets are acquired through a 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.
Kos berikutnya akan dimasukkan dalam nilai bawa aset tersebut atau diambil kira sebagai aset yang berasingan, sekiranya bersesuaian, hanya apabila faedah ekonomi masa hadapan berkaitan dengan aset itu, berkemungkinan Subsequent costs will be included in the carrying amount of the asset or accounted for as a separate asset, only when future economic benefits associated with the asset are recoverable and the cost can be reasonably estimated.
Laporan Tahunan MPC 2018 Annual Report 150 LAPORAN KEWANGAN / FINANCIAL REPORT Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2018 Notes to the Financial Statements For the financial year ended 31 December 2018 3.

POLISI PERAKAUNAN PENTING (SAMBUNGAN) 3.

SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) 3.3.

Hartanah, Loji dan Peralatan (sambungan) 3.3.


Property, Plant and Equipment (continued) (a) Pengiktirafan dan Ukuran (sambungan) (a) Recognition and Measurement (continued) boleh diperolehi dan kos tersebut boleh ditaksir dengan munasabah Apabila hartanah, loji dan peralatan dijual, untung atau rugi hasil dari penjualan tersebut ditentukan dengan membandingkan harga jualan dengan nilai dibawa aset berkenaan dan akan dikredit atau didebitkan ke lebihan atau defisit, di mana berkenaan.
When property, plant and equipment are sold, profit or loss arising from the sale is determined by comparing the selling price with the carrying value of the asset and are credited or debited as surplus or deficit, where applicable.

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 wajarnya.
Nilai bawaan untuk komponen yang ditukar dinyahiktiraf ke lebihan atau defisit.

The cost of the 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 can be reasonably measured.

The carrying amount of the converted component is derecognised as surplus or deficit.
Susutnilai (b) Komponen penting bagi sesuatu aset dipertimbangkan dan sekiranya mempunyai usia penggunaan berbeza, komponen berkenaan disusutnilaikan secara berasingan.

Depreciation (b) An important component of an asset is considered based on its useful life and the components are depreciated separately.

Tanah milikbebas tidak disusutnilaikan.

Freehold land is not depreciated.


Semua hartanah, loji dan peralatan dinyatakan pada kos selepas ditolak susutnilai terkumpul, kerugian penurunan nilai (sekiranya ada).

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

Susutnilai dibuat menurut kaedah garis lurus untuk melupus kira kos, berasaskan tempoh anggaran usia kegunaan setiap aset.
Anggaran jangka hayat susutnilai tahunan adalah seperti berikut: Depreciation is carried out on a straight-line basis to Disposal the cost, based on estimated useful life of each asset.
Estimated annual depreciation over the years is as follows: Tanah milik pajak Bangunan Perabot, lengkapan dan kemudahan Mesin, alat kelengkapan dan komputer Kenderaan Ubahsuai Sepanjang jangka pajak Leasehold land Tenure of lease 50 tahun 10 tahun 5 tahun 5 tahun 10 tahun Buildings Furniture and Fixtures Machinery, Fittings and Computers Vehicles Renovations 50 years 10 years 5 years 5 years 10 years Nilai bawaan aset akan dikaji semula apabila terdapat petanda yang menunjukkan nilai aset terjejas.
Hartanah, loji dan peralatan akan dinyatakan ke nilai pulih semula kurang dari nilai bawaan.

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

The carrying amount of an asset will be reviewed when there is an indication that the value of the asset is impaired.

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

Laporan Tahunan MPC 2018 Annual Report LAPORAN KEWANGAN / FINANCIAL REPORT 151 Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2018 Notes to the Financial Statements For the financial year ended 31 December 2018 3.

POLISI PERAKAUNAN PENTING (SAMBUNGAN) Hartanah, Loji dan Peralatan (sambungan) 3.3.

Susutnilai (sambungan) (b) 3.


SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) 3.3.

Property, Plant and Equipment (continued) (b) Depreciation (continued) Jika sesuatu aset diperoleh melalui urus niaga bukan pertukaran, kos hendaklah diukur berdasarkan nilai saksama pada tarikh perolehan.

Aset-aset ini kemudiannya akan dikreditkan di dalam Penyata Prestasi Kewangan, melainkan jika terdapat syarat-syarat mengenai penggunaan aset tersebut, di mana ia perlu diiktiraf di dalam liabiliti semasa.
If an asset is acquired through a non-exchange transaction, the cost shall be measured based on the fair value at the date of acquisition.

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

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

Purchase of capital assets of RM2,000 and above for each unit will be capitalised.
Jika wujud penurunan nilai, jumlah aset akan dinilai semula dan dikurangkan serta merta kepada jumlah yang boleh dituntut.

Keuntungan dan kerugian dari penjualan akan ditentukan secara membandingkan jumlah penerimaan dengan nilai buku aset dan akan diiktiraf di dalam Penyata Prestasi Kewangan.

If there is an impairment loss, total assets will be revalued and reduced immediately to the amount recoverable.
The profit and loss on the sale will be determined by comparing the amount of the receivables with the book value of the assets and will be recognised in the Statement of Financial Performance.

Aset yang diterima secara percuma (bukan (c) pertukaran) Aset yang diterima secara percuma hendaklah direkodkan pada nilai saksama aset pada masa aset itu diterima dan disebelah kredit dinyatakan sebagai hasil bukan tukaran.
Entiti diberi masa tiga tahun bermula dari tahun kewangan pertama penggunaan MPSAS untuk mengiktiraf aset dan liabiliti berdasarkan keperluan MPSAS.

Tahun in merupakan tahun kewangan ketiga penggunaan MPSAS.

Peruntukan 3.4.
Peruntukan 3.4.

Peruntukan diiktiraf apabila Perbadanan mempunyai obligasi semasa (secara konstruktif dan perundangan), kesan daripada peristiwa lalu dan berkemungkinan bahawa aliran keluar sumber yang melibatkan manfaat ekonomi akan diperlukan untuk menyelesaikan obligasi tersebut dan amaun obligasi itu boleh dianggarkan dengan pasti.
(c) Assets accepted for free (non-exchangeable) Assets accepted for free should be recorded at the fair value of the asset at the time the asset is received and credited as non-exchange revenue.

Entities are given a three-year period beginning with the first financial year of using MPSAS to recognise assets and liabilities based on MPSAS requirements.

This year marks the third financial year of the use of MPSAS.
Provisions 3.4 Provisions are recognised when the Corporation has current (both constructive and legal) obligations, the effects of past events and the possibility that outflows of resources affecting economic benefits will be required to settle those obligations and the amount of the obligation can be estimated reliably.

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

Provisions are reviewed at each reporting date and adjusted to reflect the current best estimate.

If it is no longer possible that an outflow of economic resources will be required to settle the obligation, the allocation will be reversed.

Manfaat Kakitangan Manfaat Jangka Pendek 3.5.


(a) Manfaat pekerja berkenaan upah, gaji, bonus dan gantian cuti rehat dikira atas dasar tanpa diskaun dan diiktiraf sebagai perbelanjaan dalam tahun di mana perkhidmatan berkaitan diberikan oleh pekerja.

Employee Benefits Short Term Benefits 3.5.


(a) Employee benefits regarding wages, salaries, bonuses and paid annual leave are calculated on a non-discounted basis and are recognised as an expense in the year in which the related services are rendered by the employee.

Laporan Tahunan MPC 2018 Annual Report 152 LAPORAN KEWANGAN / FINANCIAL REPORT Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2018 Notes to the Financial Statements For the financial year ended 31 December 2018 3.
POLISI PERAKAUNAN PENTING (SAMBUNGAN) 3.5.

(a) Manfaat Kakitangan (sambung) Manfaat Jangka Pendek (sambung) 3.

SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) 3.5.

(a) Employee Benefits (continued) Short Term Benefits (continued) Bayaran manfaat pekerja yang dibayar selepas persaraan diiktiraf dalam Penyata Prestasi Kewangan tahun semasa sebagai perbelanjaan manfaat pekerja dan di dalam Penyata Kedudukan Kewangan diiktiraf secara akruan sebagai liabiliti yang dikenali sebagai peruntukan manfaat kakitangan.
Employee benefits paid after retirement are recognised in the current year’s Financial Statements as an employee benefit expense and in the Statement of Financial Performance are recognised on an accrual basis as a liability known as employee benefit provision.

Pengiraan amaun tanggungan bagi bayaran award cuti gantian kepada staf yang bersara adalah berdasarkan angka sebenar pada tarikh Penyata Kedudukan Kewangan serta kelayakan mengikut terma dan syarat perkhidmatan.
Kadar gaji semasa digunakan untuk mengira amaun tanggungan ini.

Liabiliti diiktiraf pada nilai semasa obligasi manfaat yang dikira dengan mendiskaun anggaran aliran tunai keluar masa hadapan menggunakan kadar faedah bon korporat berkualiti tinggi yang didenominasikan dalam mata wang di mana manfaat tersebut akan dibayar.
Calculation of the amount of liability for payment of cash award in lieu of accumulated leave is based on actual figures as at the Statement of Financial Performance date and eligibility in accordance with the terms and conditions of service.

Current pay rate is used to calculate this amount of liability.
Liabilities are recognised at the present value of the benefit obligation calculated by discounting the estimated future cash outflows using high quality corporate bond interest rates denominated in the currency in which the benefits are payable.

Pelan Caruman Tetap (b) Perbadanan membuat caruman kepada Kumpulan Wang Simpanan Pekerja (KWSP) bagi pegawai yang memilih skim KWSP dan Kumpulan Wang Persaraan (Diperbadankan) (KWAP) bagi pegawai yang memilih skim pencen.
Caruman tersebut diambilkira sebagai perbelanjaan di dalam Penyata Prestasi Kewangan apabila perbelanjaan tersebut dilakukan.

Fixed Contribution Plan b) The Corporation makes contributions to the Employees Provident Fund (EPF) for employees who choose the EPF scheme and the Retirement Fund (Incorporated) (KWAP) scheme for officers who opt for pension schemes.

Such contributions are accounted for as an expense in the Statement of Financial Performance when the expenditure is incurred.
Transaksi Matawang Asing 3.6.

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

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

Foreign Currency Transactions 3.6.

Foreign currency transactions are stated using the exchange rate applicable on the date of the transaction.
Creditors or trade receivables denominated in foreign currencies as at the end of the financial year are reported using the exchange rates at that date.

Exchange differences arising from the settlement with creditors, or from the repayment of creditors at a rate different from that previously reported, are recognised as income or expense during the period in which the difference arises.
Geran Pengurusan Geran Kerajaan 3.7 Geran Kerajaan terbahagi kepada:- (a) Geran Mengurus tahunan yang diterima untuk tujuan membiayai perbelanjaan mengurus adalah diambilkira sebagai pendapatan dalam Penyata Prestasi Kewangan tahunan semasa.

Management Grants Government Grants 3.7 Government grants are divided into: - (a) The annual Management Grants received for the purpose of financing operating expenses are recognised as income in the current annual Financial Statements.
Laporan Tahunan MPC 2018 Annual Report LAPORAN KEWANGAN / FINANCIAL REPORT 153 Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2018 Notes to the Financial Statements For the financial year ended 31 December 2018 3.

POLISI PERAKAUNAN PENTING (SAMBUNGAN) 3.7 Geran Kerajaan (sambungan) 3.
SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) 3.7 Government Grants (continued) Geran Pembangunan (b) Geran Pembangunan adalah geran yang diterima untuk tujuan program-program yang dikenakan syarat-syarat prestasi masa depan tertentu dan diiktiraf sebagai geran tertunda serta dilunaskan mengikut kos projek yang telah siap.
Development Grants (b) Development Grants are grants received for programmes that are subject to certain future performance requirements and are recognised as deferred grants and are amortised at the cost of completed projects.

Kumpulan Wang Pinjaman Kenderaan 3.8.

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

Hibah yang dikenakan di ambilkira sebagai pendapatan mengurus.
Kumpulan Wang Pinjaman Komputer 3.9.

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

Hibah yang dikenakan diambilkira sebagai pendapatan mengurus.

Vehicle Loan Fund 3.8.

Vehicle Loan Fund is the sum transferred from the Management Fund for the purpose of financing the Vehicle Loan.

Grants incurred are considered as operating income.

Computer Loan Fund 3.9.


Computer Loan Fund is the sum transferred from the Management Fund for the purpose of financing Computer Loans.

Applicable grants are treated as operating income.

Penjejasan Nilai untuk Aset Bukan Kewangan 3.10.

Semakan dibuat sama ada terdapat petanda bahawa nilai bawaan aset bukan kewangan mengalami penjejasan nilai.

Sekiranya ada, anggaran nilai boleh diperolehi aset berkenaan akan dilakukan.

3.10.
3.10.

Impairment of Non-Financial Assets A review is made of any indication that the carrying amount of the non-financial asset is impaired.

If so, an estimate of the recoverable value of the asset will be made.

Bagi tujuan menyemak penjejasan nilai, aset bukan kewangan dikumpulkan pada unit penjanaan tunai (“UPT”), iaitu tahap terendah di mana aliran tunai boleh dikenal pasti secara berasingan.
For the purpose of assessing impairment, non-financial assets are grouped into cash-generating units (“UPTs”), the lowest levels for which cash flows can be identified separately.

Nilai boleh pulih aset adalah nilai yang lebih tinggi di antara nilai saksama selepas kos untuk jualan dan nilai gunaan.

Untuk mentafsir nilai gunaan, unjuran aliran tunai didiskaunkan pada kadar diskaun sebelum cukai yang berpandukan kepada taksiran pasaran semasa untuk aset atau UPT berkenaan.
The recoverable amount of an asset is the higher of the fair value after the cost of sales and value in use.

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

Penjejasan nilai akan diiktiraf apabila nilai bawaan untuk aset atau UPT yang berkenaan melebihi jumlah boleh diperolehi.
Impairment is recognised when the carrying amount of the asset or the relevant UPT exceeds its recoverable amount.
jumlah yang boleh Pertambahan seterusnya ke atas diperolehi oleh sesuatu aset dikira sebagai pembalikkan kerugian atas sebab pengurangan kekal terdahulu dan diambilkira setakat nilai aset yang dibawa tersebut yang sepatutnya dikira (jumlah bersih perlunasan dan susutnilai) The subsequent increase in the amount recoverable by an asset is recognised as a reversal of the loss on the basis of a permanent diminution in value and is accounted for to the extent that the asset’s carrying amount should have been calculated (net of amortisation and depreciation) if the loss due to the reduction Laporan Tahunan MPC 2018 Annual Report 154 LAPORAN KEWANGAN / FINANCIAL REPORT Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2018 Notes to the Financial Statements For the financial year ended 31 December 2018 3.
POLISI PERAKAUNAN PENTING (SAMBUNGAN) 3.10.

Penjejasan Nilai untuk Aset Bukan Kewangan 3.

SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) Impairment of Non-Financial Assets 3.10. jika kerugian atas sebab pengurangan kekal tidak diambilkira.

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

Pengiktirafan Hasil 3.11.


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

ii.

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

is not included.

These reversed values are accounted for over the current year deficit.

Revenue Recognition 3.11.

Revenue from non-exchange transactions i.


Unconditional Government grants without specific stipulations are accounted for when there is confirmed acceptance of the grant.

ii.

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

specific Hasil daripada urusniaga tukaran ii.

Hasil daripada yuran kursus dan latihan diiktiraf apabila kursus dan latihan telah dijalankan.

Revenue from exchange transactions i.


Proceeds from course fees and training are recognised when courses and training have been conducted.

iii.

Hasil faedah dari simpanan dan deposit tetap mengikut ii.

Proceeds from savings and fixed deposits are on an accrual asas akruan.

basis.

iv.

Hasil dari kutipan sewaan adalah diiktiraf mengikut asas iii.

The proceeds from rental receivables are recognised on an akruan.

accrual basis.

v. Hasil dividen diiktiraf apabila hak untuk menerima iv.
Dividend revenue is recognised when the right to receive pembayaran ditetapkan.

payment is established.

vi.

Hasil jualan aset diiktiraf apabila risiko dan ganjaran signifikan telah beralih kepada pembeli.

v. Revenue from sale of an asset is recognised when significant risks and rewards have been transferred to the buyer.

Percukaian 3.12.
Percukaian 3.12.

Perbadanan dikecualikan dari cukai di bawah seksyen 127(3) (b) Akta Cukai Pendapatan 1967 Kementerian Kewangan berkuatkuasa bagi tahun 2001 dan mulai tahun taksiran 2002, pengecualian ke atas pendapatan Perbadanan diberi melalui Perintah Cukai Pendapatan (Pengecualian)(No.4) 2003 dan diganti dengan Perintah Cukai Pendapatan (Pengecualian)(No.22) 2006 berkuatkuasa mulai tahun taksiran 2006.

Taxation 3.12.
Taxation 3.12.

The corporation is exempted from tax under section 127 (3) (b) of the Income Tax Act 1967, Ministry of Finance with effect from 2001 and from year of assessment 2002, exemption to the income of the Corporation is given by the Income Tax (Exemption) (No.4) 2003 and is replaced with Income Tax (Exemption) (No.22) Order 2006 with effect from year of assessment 2006.
Laporan Tahunan MPC 2018 Annual Report LAPORAN KEWANGAN / FINANCIAL REPORT Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2018 Notes to the Financial Statements For the financial year ended 31 December 2018 155 4.

URUSNIAGA PERTUKARAN BELUM TERIMA 4.
EXCHANGE TRANSACTIONS NOT RECEIVED 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 / To be treated as: Aset semasa / Current Assets Aset bukan semasa / Non-current assets 2018 RM 2,338,328 738,966 330,918 166,135 23,414 347,535 2017 RM 2,554,856 721,795 429,621 138,725 12,810 389,204 3,945,296 4,247,011 3,601,287 344,009 3,945,296 3,850,585 396,426 4,247,011 4(a) Penghutang Perniagaan / 4(a) Business Debtors Analisis pengumuran bagi penghutang perniagaan 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 2018 RM 2017 RM 1,911,033 2,234,895 367,125 60,170 297,958 22,003 2,338,328 2,554,856 i. Penghutang yang belum tertunggak dan tidak i.
Business Debtors that are not overdue and not dijejasnilai.

impaired Penghutang yang belum tertunggak dan tidak dijejasnilai merupakan penghutang yang mempunyai kepercayaan kredit dan mempunyai rekod pembayaran yang baik dengan Perbadanan.

Debtors that are not overdue or not impaired are creditors with creditworthiness and have good payment records with the Corporation.

ii.

Penghutang yang telah tertunggak tetapi tidak ii.

Business Debtors that are overdue but not impaired dijejasnilai.
Penghutang yang telah tertunggak tetapi tidak dijejasnilai merujuk kepada penghutang dengan corak pembayaran balik yang lebih perlahan.

Berdasarkan pengalaman lalu, Perbadanan yakin dapat memungut hutang tersebut dan berpendapat bahawa tiada peruntukan untuk jejasnilai diperlukan bagi baki tersebut memandangkan baki dinilai sebagai boleh diperolehi semula sepenuhnya.

Debtors which are overdue but not impaired refer to debtors with a slower repayment pattern.
Based on past experience, the Corporation is confident of collecting the debt and believes that no provision for impairment is required for the balance since the balance is assessed as fully recoverable.

Laporan Tahunan MPC 2018 Annual Report 156 LAPORAN KEWANGAN / FINANCIAL REPORT Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2018 Notes to the Financial Statements For the financial year ended 31 December 2018 4.

URUSNIAGA PERTUKARAN BELUM TERIMA 4.


EXCHANGE TRANSACTIONS NOT RECEIVED (SAMBUNG) (CONTINUED) iii.

Penghutang yang dijejasnilai.

Penghutang yang dijejasnilai pada tarikh pelaporan dan pergerakan dalam akaun peruntukan kerugian jejasnilai penghutang adalah seperti berikut: iii) Impairment of debtors 4.
Receivables that are impaired at the reporting date and movements in the accounts receivable for impairment losses are as follows: Pada 1 Januari / As at 1 January Pemulihan hutang ragu / Recovery of doubtful debts Pada 31 Disember / As at 31 December 2018 RM - - - 2017 RM 32,710 (32,710) - Penghutang ini telah dikenalpasti secara individu untuk dijejasnilai kerana, berdasarkan kepada penilaian pada tarikh pelaporan Perbadanan menganggarkan hutang ini tidak dapat dipungut semula.
This debtor has been individually identified for impairment because, based on the valuation at the date of the Corporation’s estimate the debt cannot be recovered.
4(b) Penghutang Pinjaman Kenderaan Penghutang pinjaman kenderaan terdiri daripada :- 4(b) Vehicle Loan Debtors Debtors for vehicle loans comprise: Pinjaman yang perlu dibayar selepas 12 bulan / Loans to be paid after 12 months Pinjaman yang perlu dibayar dalam masa 12 bulan / Loans to be paid within 12 months 2018 RM 240,406 90,512 330,918 4(c) Penghutang Pinjaman Komputer Penghutang pinjaman komputer terdiri daripada :- 4(c) Computer Loan Debtors Debtors for computer loans comprise: Pinjaman yang perlu dibayar selepas 12 bulan / Loans to be paid after 12 months Pinjaman yang perlu dibayar dalam masa 12 bulan / Loans to be paid within 12 months 2018 RM 103,603 62,532 2017 RM 313,130 116,491 429,621 2017 RM 83,296 55,429 166,135 138,725 Laporan Tahunan MPC 2018 Annual Report LAPORAN KEWANGAN / FINANCIAL REPORT 157 Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2018 Notes to the Financial Statements For the financial year ended 31 December 2018 5.
HARTANAH, LOJI DAN PERALATAN 5.
PROPERTY, PLANT AND EQUIPMENT Perabot lengkapan dan kemudahan Furniture, Fixtures and Facilities RM Tanah dan bangunan Land and Buildings RM Mesin dan alat kelengkapan Machinery and Equipment RM Seperti Dinyatakan semula As restated Kenderaan Vehicles RM Ubahsuai Renovation RM 2018 RM 2017 RM 34,135,453 5,819,925 13,474,735 1,869,693 2,433,420 57,733,226 50,861,177 - - 21,040 (6,200) 244,328 (1,603,644) - - 365,689 631,057 7,091,514 (86,511) (1,696,355) (219,466) 34,135,453 58,347,65 1,2115,419 1,869,693 2,712,598 56,667,928 57,733,225 13,814,655 54,44,489 13,044,465 1,188,246 1,710,984 35,202,839 33,895,887 534,988 164,341 233,638 262,328 262,192 1,457,487 1,526,410 Kos Pada 1 Januari 2018 / As at 1 January 2018 Tambahan / Additions Pelupusan / Disposal Pada 31 Disember 2018 / As at 31 December 2018 Susutnilai Terkumpul / Accumulated Depreciation Pada 1 Januari 2018 / As at 1 January 2018 Susutnilai tahun semasa / Current Year Depreciation Perlupusan / Disposal - (6,200) (1,603,624) - - (1,609,824) (219,459) Pada 31 Disember 2018 / As at 31 December 2018 Nilai Bawa Bersih / Net Carrying Value Pada 31 Disember 2018 / As at 31 December 2018 Pada 31 Disember 2017 / As at 31 December 2017 Susutnilai dikenakan bagi tahun berakhir 31 Disember 2017 / Depreciation for the year ended 31 December 2017 14,349,643 5,602,630 11,674,479 1,450,574 1,973,176 35,050,502 35,202,838 19,785,410 232,135 440,940 419,119 739,422 21,617,426 - 20,320,798 375,436 430,270 681,447 722,436 534,989 165,689 267,630 315,766 242,336 - - 22,530,387 1,526,410 Laporan Tahunan MPC 2018 Annual Report 158 LAPORAN KEWANGAN / FINANCIAL REPORT Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2018 Notes to the Financial Statements For the financial year ended 31 December 2018 5.
HARTANAH, LOJI DAN PERALATAN (SAMBUNGAN) 5.

PROPERTY, PLANT AND EQUIPMENT (CONTINUED) a. Dana pengurusan a.
Management Fund PENGURUSAN Kos Pada 1 Januari 2018 / As at 1 January 2018 Tambahan / Additions Pelupusan / Disposal Pada 31 Disember 2018 /As at 31 December 2018 Susutnilai Terkumpul / Accumulated Depreciation Pada 1 Januari 2018 / As at 1 January 2018 Susutnilai tahun semasa / Current Year Depreciation Perlupusan / Disposal Pada 31 Disember 2018 / As at 31 December 2018 Nilai Bawa Bersih / Net Carrying Value Pada 31 Disember 2018 / As at 31 December 2018 Pada 31 Disember 2017 / As at 31 December 2017 Susutnilai dikenakan bagi tahun berakhir 31 Disember 2017 / Depreciation for the year ended 31 December 2017 Perabot lengkapan dan kemudahan am Furniture, Fixtures and Facilities RM Tanah dan bangunan Land and Buildings RM Mesin dan alat kelengkapan Machinery and Equipment RM Seperti Dinyatakan semula As restated Kenderaan Vehicles RM Ubahsuai Renovation RM 2018 RM 2017 RM 6,697,290 3,501,548 6,480,562 1,869,693 2,433,420 20,982,513 14,101,914 - - 21,040 244,328 - (120,192) - - 365,689 631,057 7,091,514 (86,511) (206,703) (210,916) 6,697,290 3,522,588 6,604,698 1,869,693 2,712,598 21,406,867 20,982,512 14,762 3,126,283 6,050,434 1,188,246 1,710,984 12,090,709 11,312,633 345 - 164,341 233,638 262,328 262,192 922,844 988,984 - (120,184) - - (120,184) (210,909) 15,107 3,290,624 6,163,888 1,450,574 1,973,176 12,893,369 12,090,708 6,682,183 231,964 440,810 419,119 739,422 8,513,498 - 6,682,528 375,265 430,128 681,447 722,436 346 165,689 264,847 315,766 242,336 - - 8,891,804 988,984 Laporan Tahunan MPC 2018 Annual Report LAPORAN KEWANGAN / FINANCIAL REPORT 159 Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2018 Notes to the Financial Statements For the financial year ended 31 December 2018 5.
HARTANAH, LOJI DAN PERALATAN (SAMBUNGAN) 5.

PROPERTY, PLANT AND EQUIPMENT (CONTINUED) b. Dana pembangunan b.
Development Fund Perabot lengkapan dan kemudahan am Furniture, Fixtures and Facilities RM Tanah dan bangunan Land and Buildings RM Mesin dan alat kelengkapan Machinery and Equipment RM Kenderaan Vehicles RM Ubahsuai Renovation RM PEMBANGUNAN Kos Pada 1 Januari 2018 / As at 1 January 2018 Tambahan / Additions Pelupusan / Disposal Pada 31 Disember 2018 / As at 31 December 2018 Susutnilai Terkumpul / Accumulated Depreciation Pada 1 Januari 2018 / As at 1 January 2018 Susutnilai tahun semasa / Current Year Depreciation 27,438,163 2,318,377 6,994,174 - - - (6,200) (1,483,452) 27,438,163 2,312,177 5,510,721 13,799,893 2,318,206 6,994,031 534,643 - - Perlupusan / Disposal - (6,200) (1,483,440) Pada 31 Disember 2018 / Nilai Bawa Bersih / Net Carrying Value Pada 31 Disember 2018 / As at 31 December 2018 Pada 31 Disember 2017 / As at 31 December 2017 Susutnilai dikenakan bagi tahun berakhir 31 Disember 2017 / Depreciation for the year ended 31 December 2017 14,334,536 2,312,006 5,510,591 13,103,627 13,638,270 171 171 130 142 534,643 - 2,783 Seperti Dinyatakan semula As restated 2017 RM 2018 RM 36,750,713 36,759,263 - - (1,489,652) (8,550) 35,261,061 36,750,713 23,112,130 22,583,254 534,643 537,426 (1,489,640) (8,550) 22,157,133 23,112,130 13,103,928 - - - 13,638,583 537,426 - - - - - - - - - - - - - - - - - - - - - - Laporan Tahunan MPC 2018 Annual Report 160 LAPORAN KEWANGAN / FINANCIAL REPORT Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2018 Notes to the Financial Statements For the financial year ended 31 December 2018 5.
HARTANAH, LOJI DAN PERALATAN (SAMBUNGAN) 5.

PROPERTY, PLANT AND EQUIPMENT (CONTINUED) a. Tanah di Pejabat MPC Sarawak merupakan tanah pajakan selama 60 tahun dengan kos berjumlah RM115,606.

Tanah tersebut telah dijejas nilai selama 44 tahun bermula tahun 2012. b. Tanah di pejabat MPC Wilayah Pantai Timur merupakan tanah pemberian kerajaan Negeri Pahang kepada Perbadanan Produktiviti Malaysia (MPC).
Permohonan nilaian tanah tersebut telah dibuat oleh pihak Perbadanan kepada Jabatan Penilaian dan Perkhidmatan Harta (JPPH) Negeri Pahang.

Nilai pasaran bagi tanah tersebut adalah RM6,680,000 (RM330 semeter persegi).

a.

The land at MPC’s Sarawak Regional Office is being leased for 60 years at a cost of RM115,606.

The land has been depreciated for 44 years from 2012. b.
The land at MPC’s East Coast Regional Office is land given by the Pahang state government to the Malaysian Productivity Corporation (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).
Merujuk kepada surat JPPH : COT 175/06/004/04/PT 14861 bertarikh 16 Julai 2018, nilaian ini adalah berdasarkan kepada perkara-perkara berikut :- Referring to JPPH letter: COT 175/06/004/04 / PT 14861 dated July 16, 2018, the valuation is based on the following: - i. Pegangan selama-lamanya ii.

Kategori tanah bangunan iii.

Syarat Nyata Perniagaan i.

Long term tenure ii.

Building land category iii.

Real terms of business iv.


Keluasan tanah 20,234.30 meter persegi v. Rupabumi tanah berbukit-bukit dan tinggi rendah vi.

Luar Rezab Melayu iv.

Land area of 20,234.30 square meters v. The land is hilly and low altitude vi.

Outside the Malay Reserve land vii.

Hak milik bebas dari segala ikatan dan bebanan viii.

Nilaian tanah adalah dengan pemilikan kosong vii.

Ownership is free from all liability and burden viii.

Land valuation is on empty ownership 6.

ASET TIDAK KETARA 6.


INTANGIBLE ASSETS Kos / Cost Pada 1 Januari 2018 / As at 1 January 2018 Tambahan / Additions Pelupusan / Disposal Pada 31 Disember 2018 / As at 31 December 2018 Nilai bawa Bersih / Net Carrying Value Pada 31 Disember 2018 / As at 31 December 2018 2018 RM - 343,880 (3,380) 340,500 340,500 7.

URUSNIAGA PERTUKARAN BELUM BAYAR 7.
EXCHANGE TRANSACTIONS PAYABLE Pemiutang terakru / Accrued creditors Pelbagai pemiutang / Accrued debtors Deposit diterima / Deposits received 2018 RM 10,405,549 461,993 20,096 10,887,638 2017 RM - - - - - 2017 RM 2,592,230 697,103 26,244 3,315,577 Laporan Tahunan MPC 2018 Annual Report LAPORAN KEWANGAN / FINANCIAL REPORT 161 Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2018 Notes to the Financial Statements For the financial year ended 31 December 2018 8.
PERUNTUKAN MANFAAT KAKITANGAN 8.
ALLOCATION FOR EMPLOYEE BENEFITS Pada awal tahun / At the beginning of the year Peruntukan tahun semasa / Current year allocation Pembayaran tahun semasa / Current year payment Ditera sebagai:- / To be treated as:- Liabiliti semasa / Current liabilities Liabiliti bukan semasa / Non-current liabilities 2018 RM 3,663,641 571,869 (544,945) 3,660,565 437,270 3,223,295 3,660,565 Seperti dinyata semula As restated 2017 RM 3,411,563 476,860 (254,782) 3,633,641 290,232 3,343,409 3,633,641 9.
KUMPULAN WANG AMANAH USAHASAMA 9.
JOINT TRUST FUNDS Baki pada 1 Januari / Balance at 1 January Tambahan dalam tahun semasa / Additions in the financial year Belanja dalam tahun semasa / Expenses in the current financial year Baki pada 31 Disember / Balance 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 Kajian Impak-PPRN / Impact Study Programme - PPRN Program Kajian Impak - HICOE / Impact Study Programme - HICOE Program Anugerah Kecemerlangan Industri (AKI) / Industry Excellence Award Programme (AKI) 2018 RM 539,676 9,190,401 (4,765,803) 4,964,274 2018 RM - 135,997 53,190 2,965,087 460,000 350,000 1,000,000 Seperti dinyata semula As restated 2017 RM 2,850,129 1,018,216 (3,328,669) 539,676 2017 RM 2,121 317,969 57,649 161,937 - - - 4,964,274 539,676 Program MTCP-JICA Program MTCP-JICA merupakan program kerjasama di antara Malaysian Technical Corporation Programme (MTCP) dan Japan International Cooperation Agency (JICA) bagi membantu negara-negara membangun dibawah Third Country Training Program (TCTP).
Program ini berlandaskan tiga bidang teras iaitu KAIZEN, Total Quality Management (TQM) dan Produktiviti dan Inovasi.

MTCP-JICA Programme The MTCP-JICA Program is a collaborative programme between the Malaysian Technical Corporation Programme (MTCP) and the Japan International Cooperation Agency (JICA) to assist developing countries under the Third Country Training Programme (TCTP).

The programme is based on three core areas namely KAIZEN, Total Quality Management (TQM) and Productivity and Innovation.
Program PEMANDU SRI-CSL Program Starategi Reform Initiative – Competition, Standards and Liberalisation (SRI-CSL) adalah program dibawah MITI dan Performance Management and Delivery Unit (PEMANDU) untuk mengurangkan beban peraturan perniagaan.

PEMANDU SRI-CSL Programme The Strategy Reform Initiative - Competition, Standards and Liberalisation Programme (SRI-CSL) is a programme under MITI and Performance Management and Delivery Unit (PEMANDU) to reduce the burden of business regulations.
Laporan Tahunan MPC 2018 Annual Report 162 LAPORAN KEWANGAN / FINANCIAL REPORT Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2018 Notes to the Financial Statements For the financial year ended 31 December 2018 9.

KUMPULAN WANG AMANAH USAHASAMA 9.

JOINT TRUST FUNDS (CONTINUED) (SAMBUNG) Program Pembangunan Vendor (PPV) MITI Program Pembangunan Vendor (PPV) merupakan program dibawah MITI.

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

MITI Vendor Development Programme (PPV) The Vendor Development Programme (PPV) is a programme under MITI.

This programme focuses on Lean Transformation.

The programme aims to develop small-medium enterprises (SMEs) by increasing productivity and improving SMEs work processes.
Program SME CORP LEAN Program Transformasi Lean merupakan program kerjasama antara SME Corporation dan MPC yang memfokuskan kepada perusahaan kecil sederhana (PKS) bagi membantu meningkatkan kecekapan proses serta penggunaan tenaga kerja yang optimum dan membantu mengurangkan/ menyingkirkan pembaziran (waste).
SME CORP LEAN Programme The Lean Transformation Programme is a collaborative programme between SME Corporation and MPC which focuses on medium-sized enterprises (SMEs) to help improve process efficiency and optimise the use of manpower as well as help reduce / eliminate waste.

Program Industri 4.0 (4WRD) Pelan Tindakan Dasar Industri 4.0 atau Industry4WRD telah dilancarkan pada 31 Oktober 2018 berhasrat untuk menjadikan Malaysia sebagai destinasi utama untuk pelaburan industri berteknologi tinggi.
Bagi menyokong visi ini, kerajaan telah memperuntukkan RM210 Juta bagi tahun 2019 hingga 2021 untuk menggalakkan peralihan kepada industri 4.0.

Industry 4.0 Programme (4WRD) National Policy on Industry 4.0 or Industry4WRD was launched on October 31, 2018 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.
Program Kajian Impak – PPRN Kajian Impak Pelaksanaan Inisiatif Public-Private Research Network (PPRN) bertujuan mengukur impak pelaksanaan inisiatif PPRN berdasarkan strategi di bawah Rancangan Malaysia ke-11 2016-2020 dan Pelan Pembangunan Pendidikan Malaysia 2015-2025 (Pendidikan Tinggi).
Impact Study Programme - PPRN Impact Study Programme of the Public-Private Research Network (PPRN) Initiative aims to measure the impact of implementation of PPRN initiatives based on strategies under the 11th Malaysia Plan 2016-2020 and the Malaysian Education Development Plan 2015-2025 (Higher Education).
Impak Pelaksanaan Higher Program Kajian Impak – HICOE Institutions Centre Kajian of Excellence (HICoE) bertujuan mengenalpasti impak pelaksanaan 18 buah pusat HICoE yang telah diwujudkan di 8 universiti awam dalam bidang penyelidikan nic masing- masing yang merangkumi 9 bidang keutamaan negara.
Impact Study Programme by Higher Impact Study Programme – HICoE The Institution Centre of Excellence (HICoE) aims to identify the impact of implementation of 18 HICoE centres established at 8 public universities in their respective niche research areas covering 9 national priority areas.

Kecemerlangan Program Anugerah Kecemerlangan Industri (AKI) Program Anugerah Industri MITI merupakan program anjuran Bahagian AKI & Seranta, MITI dengan menggunapakai Rangka kerja Kecemerlangan Perniagaan(BEF).
MPC telah dilantik selaku sekretariat bersama di mana MPC ditugaskan untuk menguruskan aktiviti-aktiviti berkaitan penilaian serta perkongsian amalan terbaik organisasi pengamal BE.

Industry Excellence Award (AKI) Programme The MITI Industry Excellence Award Program is a program organised by the AKI & Outreach Division MITI, using the Business Excellence Framework (BEF).
MPC has been appointed as joint secretariat where MPC has been assigned to oversee the evaluation process and best practices adopted by BE practitioner organisations.

Laporan Tahunan MPC 2018 Annual Report LAPORAN KEWANGAN / FINANCIAL REPORT 163 Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2018 Notes to the Financial Statements For the financial year ended 31 December 2018 9.

KUMPULAN WANG AMANAH USAHASAMA 9.


JOINT TRUST FUNDS (CONTINUED) (SAMBUNG) Program PPKV-MED 2018 Program Pembangunan Kapasiti Vendor atau PPKV merupakan satu program khusus di bawah Kementerian Pembangunan Usahawan (MED) yang bertujuan untuk membangun dan mewujudkan usahawan Bumiputera yang berjaya di dalam sektor pembuatan dan perkhidmatan.
Di dalam program ini, MPC telah dilantik sebagai agensi teknikal bagi melaksanakan program Intervensi Pengurusan Lean terhadap syarikat PKS yang terpilih dengan menggunapakai rangka kerja Enterprise Innovation Intervention Programme (EIIP).

PPKV-MED 2018 Programme The Vendor Capacity Development Programme or PPKV is a specialised programme under the Ministry of Entrepreneur Development (MED) aimed at developing and creating successful Bumiputera entrepreneurs in the manufacturing and services sectors.
In this programme, MPC has been appointed as the technical agency to implement Lean Management Intervention programme for selected SMEs using the Enterprise Innovation Intervention Programme (EIIP) framework.

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 11.

KUMPULAN WANG PENGURUSAN 11.
MANAGEMENT FUND Baki pada 1 Januari, seperti dinyatakan dahulu / Balance as at 1 January, as restated before this Kesan penggunaan MPSAS / Effect of MPSAS Baki pada 1 Januari, seperti dinyatakan semula / Balance as at 1 January, as restated 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 Pelarasan peruntukan GCR / GCR allocation adjustment Susutnilai / Depreciation Defisit tahun semasa / Current year deficit Baki pada 31 Disember / Balance as at 31 December Seperti dinyatakan semula As restated 2017 RM 15,189,952 21,020,511 21,020,511 7,251,909 7,251,909 28,958,554 2017 RM 32,137,901 6,687,523 2018 RM 28,958,554 29,000,000 29,000,000 26,961,260 26,961,260 30,997,294 2018 RM 34,756,161 - 34,756,161 38,825,424 28,376,000 14,522,612 43,258,612 25,633,533 14,270,738 4,447,015 571,869 922,844 45,845,999 (25,87,387) 32,168,774 27,933,000 13,890,974 41,823,974 25,326,034 15,497,994 3,603,365 476,860 988,984 45,893,237 (4,069,263) 34,756,161 Laporan Tahunan MPC 2018 Annual Report 164 LAPORAN KEWANGAN / FINANCIAL REPORT Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2018 Notes to the Financial Statements For the financial year ended 31 December 2018 12.
GERAN KERAJAAN PERSEKUTUAN 12.

FEDERAL GOVERNMENT GRANT Geran mengurus / Management grant Pengiktirafan geran pembangunan / Recognition of development grant Seperti dinyatakan semula As restated 2017 RM 27,933,000 7,251,909 2018 RM 28,736,000 26,961,260 55,697,260 35,184,909 Geran Pembangunan sebenar yang diterima dari Kerajaan Persekutuan bagi tahun 2018 sebanyak RM29,000,000 (tahun 2017: RM21,020,511).
The actual Development Grants received from the Federal Government for the year 2018 amounted to RM29,000,000 (2017: RM21,020,511).

13.

EMOLUMEN 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 2018 RM 17,604,200 4,402,120 3,056,700 270,057 300,456 2017 RM 17,188,915 4,394,810 2,984,129 213,908 544,272 25,633,533 25,326,034 318 331 14.

PERBELANJAAN PEMBANGUNAN 14.
DEVELOPMENT EXPENDITURE Lain-lain faedah kewangan / Other financial benefits Perjalanan dan sara hidup / Travelling and subsitence Pengangkutan barang-barang / Transportation of goods Perhubungan / Communications Sewaan / Rental Perkhidmatan percetakan / Printing Services Bekalan dan alatan / Supplies and equipment Perkhidmatan hospitaliti / Professional and other services purchased and hospitality iktisas dan perkhidmatan lain yang dibeli dan Seperti dinyatakan semula As restated 2017 RM 17,500 972,216 - 245 15,405 203,116 59,689 5,446,312 6,714,483 2018 RM 22,561 1,515,757 1,000 2,021 1,025,518 813,781 471,370 22,574,609 26,426,617 15.
KOMITMEN MODAL 15.

CAPITAL COMMITMENT Diluluskan dan telah dikontrakkan / Approved and contracted 29,000,000 21,020,511 2018 RM 2017 RM Laporan Tahunan MPC 2018 Annual Report LAPORAN KEWANGAN / FINANCIAL REPORT 165 Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2018 Notes to the Financial Statements For the financial year ended 31 December 2018 16.

PENGURUSAN MODAL 16.


CAPITAL MANAGEMENT Bagi tujuan pengurusan modal Perbadanan, modal merujuk kepada ekuiti, termasuk lebihan terkumpul dan segala rizab ekuiti.

Ekuiti diwakili oleh aset bersih.

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

Equity is represented by net assets.

Perbadanan mengurus modal dengan mengikuti peruntukan di dalam Akta (Memperbadankan) Majlis Daya Pengeluaran Negara Bil.
19 pada tahun 1966.

The corporation manages its capital by complying with the provisions of the National Productivity Council (Incorporation) Act No.

19 which was passed in 1966.

Perbadanan sentiasa menyemak semula dan menguruskan modalnya untuk memastikan kecukupan bagi keperluan kendalian dan modal.

Tiada perubahan dalam pendekatan tahun Perbadanan untuk pengurusan modal dalam kewangan semasa.
The Corporation constantly reviews and manages its capital to ensure it has sufficient operational and capital requirements.

There have been no changes in the Corporation’s approach to capital management in the current financial year.

17.

KAKITANGAN PENGURUSAN UTAMA 17.

KEY MANAGEMENT PERSONNEL Lembaga Pengarah (BOD) MPC Ahli Lembaga Pengarah (BOD) MPC adalah terdiri daripada 15 orang ahli tetap dan 5 orang ahli ganti.
Jumlah keseluruhan bayaran elaun tetap bulanan dan elaun kehadiran mesyuarat adalah berjumlah RM377,400 bagi tahun 2018.

MPC Board of Directors (BOD) MPC’s Board of Directors (BOD) comprises 15 permanent members and 5 alternate members.

The total monthly fixed allowance and meeting attendance allowance amounted to RM377,400 for the year 2018.
Lembaga Pengurusan (BOM ) MPC Ahli Lembaga Pengurusan (BOM) MPC terdiri daripada Ketua Pengarah MPC, 2 orang Timbalan Ketua Pengarah dan 2 orang Pengarah yang dilantik oleh Lembaga Pengarah MPC.

Jumlah keseluruhan bayaran emolumen kepada ahli BOM adalah sebanyak RM1,345,588.55 pada tahun 2018.

MPC Board of Management (BOM ) MPC’s Board of Management (BOM) comprises the Director General of MPC, 2 Deputy Director-Generals and 2 Directors appointed by the Board of Directors.
The total amount of emoluments paid to RM1,345,588.55 in 2018. to BOM members amounted Laporan Tahunan MPC 2018 Annual Report 166 LAPORAN KEWANGAN / FINANCIAL REPORT Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2018 Notes to the Financial Statements For the financial year ended 31 December 2018 18.

INSTRUMEN KEWANGAN 18.


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

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

18.1.
Kategori Instrumen Kewangan 18.1 Financial Instrument Category Liabiliti kewangan pada kos terlunas Financial liabilities at amortised cost RM Pinjaman dan belum terima Loans and Receivables RM Jumlah Total RM 2018 Aset kewangan / Financial Assets Baki bank dan wang tunai / Bank and cash balance Deposit tetap di institusi kewangan / Fixed deposits at financial institutions 15,245,466 43,829,857 Urusniaga pertukaran belum terima / Exchange transactions receivable 3,945,296 63,020,619 - - - - 15,245,466 43,829,857 3,945,296 63,020,619 Liabiliti kewangan / Financial Liability Urusniaga pertukaran belum bayar / Unpaid exchange transactions - 10,887,638 10,887,638 2017 Aset kewangan / Bank and cash balance 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 9,226,827 37,499,384 4,247,011 50,973,222 - - - - 9,226,827 37,499,384 4,247,011 50,973,222 Liabiliti kewangan / Financial Liability Urusniaga pertukaran belum bayar / Unpaid exchange transactions - 3,315,577 3,315,577 18.2.
Objektif dan dasar pengurusan risiko kewangan Perbadanan terdedah kepada risiko kewangan yang timbul daripada aktiviti operasi dan penggunaan instrumen kewangan.

Polisi pengurusan risiko Perbadanan adalah memastikan sumber kewangan yang mencukupi bagi aktiviti operasi di samping menguruskan risiko kewangan, termasuk risiko kredit, kecairan dan pasaran.
Financial risk management objectives and policies 18.2 The Corporation is exposed to financial risks arising from the 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.
Laporan Tahunan MPC 2018 Annual Report LAPORAN KEWANGAN / FINANCIAL REPORT 167 Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2018 Notes to the Financial Statements For the financial year ended 31 December 2018 18.

INSTRUMEN KEWANGAN (SAMBUNGAN) 18.2.

Objektif dan dasar pengurusan risiko kewangan (sambungan) FINANCIAL INSTRUMENTS (CONTINUED) Financial risk management objectives and policies 18.
18.2 (continued) Risiko kredit (a) Risiko kredit merupakan risiko kerugian yang timbul daripada instrumen kewangan tertunggak sekiranya pihak balas memungkiri obligasi mereka.

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

Credit Risk (a) Credit risk is the risk of loss arising from the arrears of financial instruments if the counterpart terminates their obligations.
The maximum exposure to credit risk is represented by the carrying amount of each class of financial assets.

Penghutang daripada transaksi pertukaran (b) Penghutang daripada transaksi pertukaran majoritinya terdiri daripada penghutang konvensyen dan kursus.

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

Debtors from exchange transactions from most transactions comprised those (b) Debtors from conventions and courses.
Debt balances are monitored regularly so that the Corporation is not exposed to significant bad debts risk.

Pendedahan kepada risiko kredit Perbadanan tidak terdedah kepada tumpuan risiko kredit yang ketara bagi penghutang daripada transaksi pertukaran.

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

Pinjaman kepada kakitangan Perbadanan memberi pinjaman kenderaan dan komputer yang tidak bercagar kepada kakitangan.
Loans to staff The corporation provides unsecured loans for vehicles and computers to its employees Pendedahan kepada risiko kredit Pendedahan maksimum kepada risiko kredit adalah diwakili oleh amaun bawaan di dalam Penyata Kedudukan Kewangan.

Risiko kredit terhadap pinjaman kakitangan adalah tidak signifikan kerana baki pinjaman belum terima diperolehi setiap bulan melalui pemotongan gaji.
Exposure to credit risk The maximum exposure to credit risk is represented by the carrying amount in the Statement of Financial Position.

Credit risk on employee loans is insignificant as the outstanding loan receivable is recovered through monthly salary deductions.

Risiko kecairan (c) Risiko kecairan adalah risiko ketidakupayaan Perbadanan untuk memenuhi obligasi yang berkaitan dengan instrumen kewangan.
Pendedahan Perbadanan risiko kecairan timbul terutamanya daripada ketidaksepadanan kematangan aset dan liabiliti kewangan.

kepada Liquidity Risk (c) Liquidity risk is the risk of the Corporation’s inability to meet its obligations associated with financial instruments.

The Corporation’s exposure to liquidity risks arises primarily from maturing financial assets and liabilities.
Objektif Perbadanan adalah untuk mengekalkan tahap aliran tunai dan setara tunai yang mencukupi untuk menampung keperluan modal kerjanya.

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

Analisis kematangan Profil kematangan liabiliti kewangan Perbadanan pada akhir tempoh pelaporan berdasarkan kepada tanggungan bayaran balik yang tidak didiskaunkan mengikut kontrak adalah kurang daripada setahun atau atas permintaan.
Maturity analysis The maturity profile of the Corporation’s financial liabilities at the end of the reporting period is based on their contractual non-discounted repayment obligations which is less than one year or upon request.

Laporan Tahunan MPC 2018 Annual Report 168 LAPORAN KEWANGAN / FINANCIAL REPORT Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2018 Notes to the Financial Statements For the financial year ended 31 December 2018 18.

INSTRUMEN KEWANGAN (SAMBUNGAN) 18.2.


Objektif dan dasar pengurusan risiko kewangan (sambungan) FINANCIAL INSTRUMENTS (CONTINUED) Financial risk management objectives and policies 18.

18.2 (continued) Risiko kadar faedah (d) Risiko kadar faedah merupakan risiko nilai saksama atau aliran tunai masa hadapan bagi Perbadanan akan menurun- naik disebabkan oleh perubahan dalam kadar faedah pasaran.
(d) Interest rate risk Interest rate risk represents the fair value risk or future cash flows of the Corporation due to fluctuating changes in market interest rates.

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

Simpanan tetap diletakkan pada kadar kompetitif di bawah terma dan syarat yang paling menguntungkan.

The corporation is exposed to interest rate risk from fixed deposits with licensed financial institutions and banks.
Fixed deposits are placed at competitive rates under the most favourable terms and conditions.

Analisis sensitiviti nilai saksama bagi instrumen berkadar tetap Perbadanan tidak mengakaunkan aset dan liabiliti kewangan berkadar tetap pada nilai saksama melalui lebihan atau defisit.

Oleh itu, perubahan kadar faedah pada akhir tahun pelaporan tidak akan menjejaskan lebihan atau defisit.
Fair value sensitivity analysis for fixed rate instruments The Corporation does not account for fixed assets and financial liabilities at fair value through surplus or deficit.

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

18.3.

Nilai saksama instrumen kewangan 18.3.
Fair value of financial instruments Hierarki nilai saksama Semua aset dan liabiliti yang mana nilai saksama diukur atau dinyatakan di dalam penyata kewangan dikategorikan dalam hierarki nilai saksama, yang dinyatakan seperti berikut, berdasarkan input paras terendah yang ketara terhadap pengukuran nilai saksama secara keseluruhan:- Fair value hierarchy All assets and liabilities for which the fair value is measured or disclosed in the financial statements are categorised within the fair value hierarchy, described as follows, based on the lowest level input that is significant to the overall fair value measurement: - Tahap 1: Tersiar harga (tidak dilaras) harga pasaran dalam pasaran aktif bagi aset atau liabiliti yang serupa.
Tahap 2: Teknik penilaian yang mana input paras terendah yang ketara terhadap pengukuran nilai saksama secara langsung atau tidak langsung yang boleh diperhatikan.

Tahap 3: Input bagi aset atau liabiliti yang berdasarkan data pasaran yang boleh diperhatikan (input tidak boleh diperhatikan) Level 1: Quoted prices (unadjusted) market prices in active markets for identical assets or liabilities.
Level 2: Valuation techniques for which the lowest level input that is significant to the fair value measurement is directly or indirectly observable.

Level 3: Inputs for the asset or liability based on observable market data (unobservable inputs).
Aset kewangan dinyatakan pada nilai saksama Amaun dibawa urusniaga pertukaran belum terima dan urusniaga pertukaran belum bayar adalah anggaran munasabah bagi nilai saksama, disebabkan oleh sifat jangka pendeknya atau kesan pendiskaunan yang tidak ketara terhadap instrumen kewangan ini.

Oleh itu, instrumen kewangan ini tidak dinyatakan pada nilai saksama.
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 discounting effects of these financial instruments.

Therefore, these financial instruments are not stated at fair value.
Laporan Tahunan MPC 2018 Annual Report LAPORAN KEWANGAN / FINANCIAL REPORT 169 Nota-nota kepada Penyata Kewangan Bagi tahun kewangan berakhir 31 Disember 2018 Notes to the Financial Statements For the financial year ended 31 December 2018 19.

KESAN PENGGUNAAN MPSAS 19.

EFFECT OF MPSAS MPSAS 17, Property, Plan and Equipment (PPE) memerlukan entiti yang menggunakan asas perakaunan akruan mengiktiraf aset yang diterima secara percuma, direkodkan pada nilai saksama aset pada masa aset itu diterima.
Tanah dipejabat MPC Wilayah Pantai Timur telahpun dinilai semula oleh pihak JPPH Negeri Pahang.

Nilai pasaran bagi tanah tersebut seperti dibawah:- MPSAS 17, Property, Plant and Equipment (PPE) requires that an entity using the accrual accounting basis to recognise an asset that is received free of charge, to be recorded at fair value at the time the asset is received.

Land owned by MPC East Coast Regional Office has been revalued by the JPPH of Pahang.
The market value of the land is as follows: - Penyata kedudukan kewangan / Statement of financial position Hartanah, loji dan peralatan / Property, Plant and Equipment seperti dinyatakan sebelum / As stated previously RM 15,842,864 Pelarasan / Adjustment RM 6,687,523 seperti dinyatakan semula / As restated RM 22,530,387 Kumpulan wang pengurusan / Management fund 28,068,638 6,687,523 34,756,161 20.

PELARASAN TAHUN LEPAS 20.


PREVIOUS YEAR’S ADJUSTMENT Merujuk kepada persembahan tahun terdahulu, terdapat perubahan dalam jumlah Kumpulan Wang Amanah Usahasama dan Geran Tertunda.

Perubahan ini merujuk kepada angka-angka perbandingan yang telah dibuat pelarasan tahun terdahulu agar selari dengan persembahan penyata kewangan tahun semasa.
Keterangan terperinci seperti di bawah :- Based on the previous year’s accounting presentation, there has been a change in the amount of the Joint Trust Fund and Deferred Grants.

These changes refer to comparative figures that have been adjusted in the previous year to coincide with the presentation of the financial statements for the current year.
The details are as follows:- Penyata kedudukan kewangan Kumpulan wang amanah udahasama/ Joint Trust Fund Geran Tertunda / Deferred Grant seperti dinyatakan sebelum / As stated previously RM 539,677 28,958,553 Pelarasan / Adjustment RM (1) 1 seperti dinyatakan semula / As restated RM 539,676 28,958,554 Laporan Tahunan MPC 2018 Annual Report 170 ALAMAT PEJABAT COMPANY ADDRESS Laporan Tahunan MPC 2018 Annual Report 171 Laporan Tahunan MPC 2018 Annual Report 172 MPC Ibu Pejabat / Headquaters Lorong Produktiviti, Jalan Sultan 46200 Petaling Jaya, Selangor T: +603-7955 7266 F: +603-7957 8068 E: marketing@mpc.gov.my MPC Sarawak / Sarawak Region Lot 894, Lorong Demak Laut 3A Taman Perindustrian Demak Laut 93050 Kuching, Sarawak.
Tel: 6082 – 439 959 / 439 960 Fax : 6082 – 439 969 Email: sko@mpc.gov.my MPC Sabah / Sabah Region Level 2, MAA Tower No.

6, Lorong Api-Api 1 88000 Kota Kinabalu, Sabah Tel: 6088 – 233 245/235 837 Fax: 6088 – 242 815 Email: sbo@mpc.gov.my MPC Terengganu / Terengganu Region Lot No.
1F 22 Kompleks Usahawan Terengganu Kubang Jela, Manir 21200 Kuala Terengganu, Terengganu Tel: 609 – 615 6089 Fax : 609 – 615 6081 E-mail : ecrt@mpc.gov.my MPC Kelantan / Kelantan Region Tingkat 3, Wisma PERKESO Jalan Kota Darulnaim 15538 Kota Bharu, Kelantan Tel: 09-7416260, 09-7416262 Fax : 09-7416263 Email: ecrk@mpc.gov.my MPC Pejabat Petaling Jaya A-06-01 Level 6, Blok A, PJ 8 No.
23, Jalan Barat, Seksyen 8, 46050 Petaling Jaya, Selangor Tel: 03-79600173/ 176/ 178/ 179 Fax : 03-79600211 Email: marketing@mpc.gov MPC Wilayah Utara / Northern Region Beg Berkunci 206, Jalan Tun Hamdan Sheikh Tahir, 13200 Kepala Batas Seberang Perai Utara, Pulau Pinang Tel: 604 – 575 4709 Fax : 604 – 575 4410 Email: nro@mpc.gov.my MPC Wilayah Selatan / Southern Region No.
8 Jalan Padi Mahsuri Bandar Baru UDA 81200 Johor Bahru, Johor Tel: 607 – 237 7422 / 237 7644 Fax : 607 – 238 0798 Email: sro@mpc.gov.my MPC Wilayah Timur / East Coast Tingkat 14, Menara Zenith, Jalan Putra Square 6, 25200 Kuantan, Pahang.

Tel: 609 – 513 1788 / 513 1789 Fax : 609 – 513 8903 Email: ecr@mpc.gov.my Laporan Tahunan MPC 2018 Annual Report