UTM Sustainability Report 2020
Version 1: May 2021
Published by UTM Campus Sustainability.
All rights reserved. This report is prepared by a team of independent consultants, with advice and consultation from UTM Campus Sustainability. Various
divisions at Universiti Teknologi Malaysia (UTM) also support publication of this report .
The opinion expressed in this report may not reflect the opinion of UTM as the host institution. While the publisher strives for the utmost precision in every
detail, it cannot be held responsible for any inaccuracies, or for any subsequent loss or damage arising.
The publisher has made all reasonable effort to contact copyright holders for permission, and apologises for any omissions or errors in the form of credits
given. Corrections may be made to future printings.
No portion of this book may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, mechanical, electronic, photocopying,recording, or otherwise, without written permission from the publisher.

This report is dedicated to the UTM community
who have passionately charted a course on sustainability for the university – on campus, online, and wherever theyareas well as
future students, staff, and collaborators, within the country and beyond.
May all our efforts be blessed and rewarded here, and the Hereafter.

Prof. Datuk Ts Dr Ahmad Fauzi Ismail, 7th UTM Vice Chancellor [ iii ]Prof. Datuk Ir. Dr Wahid Omar, 6th UTM Vice Chancellor [ iv ]Prof Ir Dr Mohd Fadhil Md Din, Director, UTM Campus Sustainability [ v ]Institutional Commitment towards Campus Sustainability [ 1.2 ]Localising SDG in Higher Education [ 1.3 ]Why Is This Report Important to Us [ 1.4 ]Reporting Framework [ 1.5 ]How is This Report Prepared [ 1.6 ]Introduction to UTM – vision, mission, core values [ 2.2 ]UTM At A Glance [ 2.3 ]The Academic Space [ 2.4 ]The Research Space [ 2.6 ]The Shared Space [ 2.8 ]The Biodiversity Space [ 2.12 ]The Ecotourism Space [ 2.14 ]Rethinking The Consumption In Our Space [ 2.15 ]Summary [ 2.16 ]i

The UTM Response [ 3.2 ]Sustainability Operation Monitoring Framework [ 3.3 ]Sustainability Pillar [ 3.4 ]Sustainability in UTM Strategy [ 3.5 ]Campus Sustainability Steering Committee [ 3.7 ]Chronology [ 3.8 ]UTM Campus Sustainability Policy [ 3.9 ]Localisation of SDGs At UTM [ 3.10 ]Summary [ 3.12 ]Implementing sustainability at UTM – from theperspective of UTM divisions. There are fivedimensions covered:• Governance [ 4.2 -4.7 ]• Conceptualisation [ 4.8 - 4.10 ]• Implementation [ 4.11 - 4.22 ]• Service provider [ 4.23 - 4.29 ]• Data collection, analysis & reporting [ 4.30 - 4.40 ]Summary [ 4.41 ]UTM Campus Sustainability Role [ 5.2 ]Way Forward [ 5.4 ]ii

Prof. Datuk Ts Dr Ahmad Fauzi Ismail
7th UTM Vice Chancellor (1 January 2021 - present)More than 1,400 years ago, our beloved Prophet Muhammad (PBUH) has
reminded us to act sustainably, and to act in a way that will environmentally
benefit us and those around us.

Notwithstanding our achievements, we should never be complacent. There aremany communities who have yet to embrace and adopt sustainability as a wayof life.

The Prophet (PBUH) also leads by example. He would perform ablution with
one mudd (half a kilogram of water), and a ritual bath with one sa’ (twokilograms of water), up to five mudd (two and a half kilograms of water). Insteadof discarding worn-out clothing items, He would repair and reuse them. He
encouraged His disciples to plant trees as a charitable gift not only to thecommunity, but also to other living creatures. Cleanliness is a virtue highly
regarded by the Prophet (PBUH); so as caring for animals and plants, as well as
keeping each other safe from harm.

As learned individuals, we must follow through the footsteps of our beloved
Prophet (PBUH), and invite members of the community to work together withus.

I am delighted that our students and staff are proactive in initiating andorganising activities that relate to sustainability. As reported throughout thecourse of this report, they have embraced sustainability as a core value, and are
keen to support and contribute to the well-being of local and global
communities.

As such, I would like to express my deepest appreciation and gratitude to the
UTM community for their commitment and dedication.
Thank you for making a difference!
iii

There are many ways to inspire them through our core work in teaching,research, and community engagement. We have to show the way and earn theirtrust, so that the propensity for change is driven from the community itself.

I trust that UTM Campus Sustainability is capable of accelerating thesustainability agenda not only within the campus community, but also acrosscommunities within and outside Malaysia.
Congratulations for publishing such a timely and important report, and all thebest in the future!

Prof. Datuk Ir. Dr Wahid Omar
6th UTM Vice Chancellor (September 2013- August 2020)
When I took over the role of UTM Vice Chancellor in 2013, ‘sustainability’ wasamong the highest priority. It was not only for the institution to be sustainable, butmore importantly the opportunity to educate students and campus community
about sustainability living.

In other instances, discussions may not work. We had to be creative in exploring
options that induce the whole-of-institution change. This may involve the use of‘carrots’, or incentives that reward positive behavioural change, or ‘sticks’, topdown directive from the UTM management team.

At that time, we were tasked to work on a number of initiatives on financial
sustainability, in response to the dwindling public funds allocated to the university.

UTM Campus Sustainability was one of the top-down initiatives which wasestablished within one year of my appointment to office.

The sector was also rapidly disrupted through the emergence of Massive Open
Online Courses (MOOCs), innovative higher education financial models, and the
Fourth Industrial Revolution, among others.

The establishment of this office came timely, as the United Nation’s Sustainable
Development Goals (SDGs) was adopted by all UN member states in 2015 –which means Malaysia, as a signatory, is expected to respond and contribute
through the 17 goals outlined under the global agenda.

To remain relevant, UTM had to be sustainable beyond financial means, whichmeans a system-level change across the institution.
The UTM community is at the heart of any transformation agenda. We had tochange habits and influence behaviours of individuals and communities, as theirmindset is key to the success of sustainability initiatives organised in theuniversity.

I am grateful for the leadership of Prof. Fadhil, as the Director for UTM Campus
Sustainability, as well as his dedicated team members in bringing SDG to UTM,
consequently localising and coordinating all efforts with regard to the global
agenda, despite the limited resources and manpower accorded to the office.
Congratulations to UTM Campus Sustainability for documenting the university’ssustainability efforts through this publication!

This underlined my team’s intent to connect with the different offices in UTM
through periodical engagement sessions throughout the year, whenever theschedule permits.

iv

Prof Ir Dr Mohd Fadhil Md Din
Director, UTM Campus Sustainability
UTM Campus Sustainability believes in the following three “commandments” whenconceptualising and strategising on projects related to sustainability:#1: Know yourself, the size of your plate, and what is currently available on yourplate.
More often than not, ‘sustainability’ encompasses a whole range of issues andareas to work on. With limited resources – time, attention span, political will,
manpower, and budget, among others – we need to drive transformation from thebottom-up. This involves identifying our strengths and weaknesses, where westand in terms of governance, policy, and expertise, as well as what is/are currently
implemented by the UTM community.
#2: Know what, when, and who to fight, and build alliances to support your cause.
Since our inception in 2011 as Campus Sustainability Unit, my office receives great
support from the UTM top management in terms of policy and projects related tosustainability. We have had successes that we are proud of, as well as nonachievements that motivate us to work harder and smarter in the future.
We are also grateful for both domestic and international networks which havesupported us in our growth. Being informed about developments occurring locallyand abroad through our networks have significantly supported us in making theright decisions not only for the office, but also for the university.
v

ii#3: Reflect, share, celebrate, and constantly improve.
The UTM Sustainability Report 2020 is our effort to acknowledge thecontribution of the university community in making sustainability an integral
part of their day-to-day tasks and responsibilities.
It was in 2013 that UTM Campus Sustainability was established at UTM. Withina short period of seven years, we have rallied the whole campus community towork with us on the campus sustainability agenda.
I would like to take this opportunity to thank my team members who haveworked tirelessly to realise objectives and aspirations of UTM Campus
Sustainability throughout the years. They are also instrumental in seeing
through the publication of this report to the end, together with representatives
from various divisions across UTM.
We still have a long way to go. However, I believe that we are on the right track
towards a sustainable future. Let us work together for the good of UTM, shallwe?

Institutional Commitment towards Campus Sustainability
Back in 2009, UTM initiated its first project onsustainability through two campaigns: the firstbeing a paper reuse/recycle initiative, and thesecond being an energy reduction/saving
initiative.
In the following year, the UTM Campus
Sustainability Policy was introduced. A unit called
the Campus Sustainability Unit was established. It
was tasked to oversee implementation of thepolicy campus-wide, and report to the Office ofAssets and Development.
Sustainability-related initiatives gained traction
from 2011 onwards, starting with the launch of
UTM Energy Policy on 29 May 2011, and three
Living Labs at UTM:
• Living Lab 1: Sustainable Arcade• Living Lab 2: Green Office• Living Lab 3: Sustainable Energy Management
Each living lab was designed to incorporate threepillars of sustainability: social, economic,
environmental.

1.2

UTM became the first organisation receiving 1Star EMGS AEMAS rating at the Malaysian GreenTechnology Corporation (MGTC) Seminar on
Energy on 29 August 2011. Subsequently, UTM
was awarded a 2-Star EMGS AEMAS rating at the
MGTC Seminar on Energy on 29 January 2013.
In 2013-2014, the Living Lab concept was
expanded to include another three new Labs:• Living Lab 4: Bio-recycling centre• Living Lab 5: Green School• Living Lab 6: Green community
The Campus Sustainability Unit was then elevatedinto Office of Campus Sustainability, a cost centre
with greater responsibilities on the campus
sustainability agenda. It was tasked to report
directly to the Office of Deputy Vice Chancellor(Development).
Two more Living Labs were added later:• Living Lab 7: Sustainable transport• Living Lab 8: Biodiversity
As a strategic move to further strengthen
sustainability efforts campus-wide, UTM Campus
Sustainability was officially placed under the
Chancellery Department in year 2019.

A flowchart chronicling UTM’s experience onsustainability between 2009-2013 is available in thisreport. Source: UTM Campus Sustainability

Localising SDG in higher education
The Sustainable Development Goals (SDGs) was
adopted by all UN Member States in 2015, as partof the 2030 Agenda for Sustainable Development
which set out a 15-year plan to achieve the Goals.
Through the SDGs, countries pledged theircommitment to a total of 169 time-bound targets
under 17 global. The Sustainable Development
Solutions Network (SDSN) further classified theglobal goals into six transformation agenda, withthe assumption that each transformation
contributes to several SDGs and is synergistic withothers.
The six transformation has a single principle ofleaving no one behind, and to ensure that theGoals are localised in their implementation.

The mapping of six transformation agenda and theGoals are as follows:
Transformation agenda

SDG

Education, gender, andinequality

1, 5, 7-10, 12-15,
17

Health, well-being, anddemography

1, 2, 3, 4, 5, 8, 10

Energy decarbonisation andsustainable industry

1-16

Sustainable food, land,
water, and oceans

1-3, 5, 6, 8, 10-15

Sustainable cities andcommunities

1-16

Digital revolution forsustainable development

1-4, 7-13, 17

Chankseliani and McCowan (2021), in their editorial
entitled Higher Education and the Sustainable
Development Goals, recommend higher education
institutions (HEIs) to do the following:i.

Acknowledge the variation in the capacity of higher
education institutions to imagine, design,
implement, and promote the links between
universities and development for social change;ii. Identify the local, indigenous contexts that affect
SDG interpretation and implementation; in otherwords, ‘viewing the global from the perspective ofthe local, and viewing the local from theperspective of the global’ (pg.4);
iii. Document the wide variety of activities relevant tosustainable development, and to assess theiralignment with teaching, research, community
engagement and campus operations;iv. Conduct rigorous research to gauge the impact ofSDGs on society; andv. Be mindful of national and local priorities, and not
being explicitly driven by the SDG framework.

1.3

We have an obligation toreport on current progressand development withregard to sustainability at
UTM

1.4

We have to show the UTM
community that everyone
has a role to play inrealising the sustainability
agenda at UTM, and ensurethat nobody is left behindin this journey

We would like to invite the
UTM community to join us
in co-creating a culturethat strengthens oursustainability efforts within
the campus

We believe that ourexperience should beshared on the publicdomain, so as to benefit
other institutions /organisations who areembarking on similar paths

We would like to seek
greater collaboration withstakeholders outside UTM,
in order to drive thesustainability agenda
togetherRECOGNITIONOPPORTUNITIESORGANISING PRINCIPLE

STEP 1:
Map what you are alreadydoing

STEP 2:
Build capacity andownership of the SDGs

STEP 3:
Identify priorities,
opportunities and gaps

STEP 4:Integrate, implement andembed the SDGs

STEP 5:
Monitor, evaluate andcommunicate

What are the key
contributions that UTM has
made (in relation tosustainability) within thecontext of the following
areas?

Out of the 17 goals, 169
targets, and 244 indicators,
what are the indicators thatare within the expertise andresources available at UTM?

What are UTM’s strengths?

How might UTM envision an
appropriate concept /framework that enables thecampus community to viewsustainability as a way of life,
rather than a check-list /reporting exercise?

How might UTM Campus
Sustainability - as the main
office mandated to oversee
strategic direction andimplementation onsustainability at UTM – better
manage monitoring,evaluation, andcommunication processes in
the university?

Refer: Section 3of this report

Refer: Section 5of this report

1. Education
2. Research
3. Operations andgovernance4. Future-readyleadership/talent

Refer: Section 2of this report

How might UTM integratethese indicators within
existing institutional strategicplan [UTM enVision 2025]?

Refer: Section 3of this report

What can the UTM
community do better, in orderto strengthen its involvement
and contribution in the overallsustainability agenda?
Where should UTM
concentrate its efforts andinvestments in the future?

Refer: Section 4of this report

Scan QR code to access “Getting Started with the SDGs In Universities: A Guide For Universities, Higher Education
Institutions, And The Academic Sector (Australia, New Zealand & Pacific Edition)” report, which described this process indetail (pg.31-34)

1.5

100% online

Identify

Source(Sept-Oct 2020)(Sept-Oct 2020)

Outline – sections /chapters to be reported
Work flow – reportpublication process
Resource – budget,
manpower, timerequired for completion

Team – consultants to
prepare the report, throughan open bidding process

1.6

Developthe story

Information – via
reporting template
distributed to selected
offices in UTM
Meeting #1 – expectation
setting on format, outline &contents of the report(Nov 2020)
Meeting #2 – presentation anddiscussion of outline appropriate
for report, after going throughinput from the 15 interview
sessions

Interviews – a total of 15 sessions withvarious entities were conducted throughout
this month to identify additional information
beyond that reported in the template

Consolidate(29 Nov 2020)

Draft writing, fact checking &corrections, editorial &publication – consultants & UTM
Campus Sustainability work
together to prepare the report

Putting it together(Dec 2020 – Mid May 2021)

Philosophy

Core values

The divine law of Allah is the foundation of knowledge. In line with His Will, UTM
strives with total commitment to attain excellence in science, technology andengineering for the well-being and prosperity of mankind.

Integrity calls for adherence to sound moral values and strong ethical principles.
This noble virtue must be internalised in our heart and soul, and manifested in
our loyalty, character, conduct, deeds and action with wisdom andtrustworthiness.

VisionTo be a premier global academic and research institution, excelling in science,technology and engineering..

MissionTo lead in the development of holistic talents and innovative technologies foruniversal well-being and prosperity.

Synergy instills team spirit, togetherness, inclusivity, collegiality, respect,humility, cooperation and collaboration. It also breeds selflessness, resulting fromcare and concern for others above self, while embracing diversity andappreciating differences.
Excellence towards high performance and delivery will result in outstanding andremarkable achievement in all aspects of learning and teaching, research,innovation, commercialization and provision of services.
Sustainability is reflected in the holistic drive by the campus community inintegrating and balancing economic, social and environmental spheres to meetthe current needs without compromising the ability to exist and survive
continuously.

Scan QR code for UTM official website

2.2

Date of establishment
campuses in Johor Bahru, Kuala Lumpur, and Pagoh, with a total size ofhectares

undergraduate programmes andpostgraduate programmes delivered byfaculties

Total students, of whichof them are undergraduatesandof the students are international students, with overTotal staff, of whichof them are in professional services.

of them are postgraduatesof them are pursuing their studies at the postgraduate level
Total academic staff, of whichof them are international

2.3

11,882
New Academia Learning Innovation (NALI)
practices implemented at UTM

43.9%

59.1%

Engineering – Civil, Biomedical, Chemical
and Natural Resources, Electrical,
Mechanical, Computing

Bachelor’s degree

2,559

3,209

2,506
1,060

Foundation (1.7%)
Diploma (6.9%)

Engineering

FABU

FSSH

FS

FTIR

1,426
MJIIT

2,058

2,369

AHIBS

SPACE

Master’s degree (15.5%)
PhD (16.7%)
of UTM students

16.4% are international

2.4

1.
2.
3.
4.
5.
6.

FABU = Faculty of Built Environment and Surveying
FSSH = Faculty of Social Science and Humanities
FS = Faculty of Science
FTIR = Razak Faculty of Technology and Informatics
MJIIT = Malaysia-Japan International Institute of Technology
AHIBS = Azman Hashim International Business School
SPACE = School of Professional and Continuing Education

7.
8.
9.
10.
11.
12.
13.
14.
15.
16.

Case study teaching
Problem-based learning
Scenario-based learning
Peer instruction
Service/community-based learning
Conceive, Design, Implement, Operate(CDIO)
Outcome-based education (OBE)First year experience
Job creation
Writing-intensive courses
Collaborative assignments/projects
Empirical research
Diversity/global learning
Interdisciplinary approach to assessment
Industrial training
Capstone projectImage: UTM Office of Corporate Affairs

Indicator
Total papers
published
Total grants

SDG
Goals

Source: Department of Deputy Vice Chancellor (Research and Innovation) – using SCOPUS-customised query data submitted for Malaysia Research
University Assessment (MyRA) 2020, an annual performance assessment exercise for all public research universities in Malaysia

2.6

Image: Kai

Floor space

Recreational space

Total number of buildings

Pioneer’s trail

Digital space
UTM Johor Bahru
Average bandwidth / daym2

Inventor’s trail
Average users / day
Scholar’s trail

UTM Kuala Lumpur
Philosopher’s trail
Average bandwidth / day
Average users / day

Institutional repository
Files deposited to date

2.8

Source: Floor space & recreational space – Office of Asset and Development; Digital space – UTM Digital (UTM JB and KL relateddata) Institutional repository - UTM Data Exhibit 2020 (prepared for UTM Board of Directors Retreat 2020)

Percentage per
total area

Area (km2)

Total area on campus covered
in forest vegetation

52.60

6.19

Total area on campus coveredin planted vegetation

23.44

2.76

Total area on campus covered
for water absorption besides
forest planted vegetation

21.80

2.56

Lake, river, etc

2.16

0.25

Water absorbed area
without vegetation

Water

Natural/Planted forest

Planted vegetation
excluding forest

Source : Geoscience and Digital Earth centre (INSTeG)

2.9

Image: Universiti Teknologi
Malaysia

The spiritual space
The UTM motto is Kerana Tuhan Untuk Manusia, or In the Love of God for Mankind. This motto inspired
developers to situate the Sultan Ismail mosque as the centrepiece of the UTM Johor Bahru physical campus.
The mosque enables new students and visitors to find their way around the campus easily, using the domes ofthe mosque as wayfinders. The Sultanah Zanariah library was built next to the mosque as a reminder to its
community that knowledge must be prioritised after one’s religious servitude to God.

Scan QR code for a 2007
study on sustainablecampus design for public
higher education
institutions in Malaysia,
where UTM was one of
the case studies
identified.

UTM in the digitalspace
The campus has gone
digital – many of its
services, once conducted
over-the-counter, aredone digitally today. Thistransition occurred since2017 in order to enableeasy access of services tostaff and students.
Image: UTM Digital

2.11

The biodiversity space

Number of species
identified in UTM
Number of observers
participating
Number of observations
made

Map showing observations made on various flora and fauna across the UTM Johor Bahru
campus.
The UTM Johor Bahru campus is blessed with rich biodiversity, with over 52.6 percent of total campus area covered inforest vegetation, planted vegetation area covering total of 23.4 percent, 21.8 percent water catchment area (except
forests and greeneries) and 2 percent is lake and rivers.

Scan QR code to access
UTM Biodiversity page on
iNaturalist

2.12

Prof. Dr. Rafee Majid at the Faculty of Built Environment and Surveying (FABU) designed a project whereby students
are required to take photos of flora and fauna species found on campus, and upload the photos to the iNaturalist
website, as one of the volunteerism activity inside campus under Living Lab 8. Communities on the website, who are
adept at identifying genus of the flora and fauna, would then name the assortment of animals and plants.

This crowd-sourcing effort eventually led to an inventory of UTM biodiversity, uncovering various identified species
residing in UTM Johor Bahru. It also highlighted the importance of sustainable campus planning in order to care for therich biodiversity within the campus compound.

Among the species observed on the UTM JB campus:

Species: Plantain Squirrel/Callosciurus notatus/Tupai Kampung (Albino
individual)
Location: Block B12, FABU
Date: July 20, 2020
Observer: Sazali

Species: Little Egret/Egretta garzetta/Bangau Kecil
Location: UTM Lake
Date: Feb 22, 2020
Observer: MunimZabidi
2.13

The ecotourism
space

Scan QR code for more
information about UTM
Edutourism initiatives

2.14

Solid waste management
Percentage of total
solid waste reduction(Metric Tonne)

2020 :- 42.68%

Electricity management
Percentage of total cost
electricity consumption
reduction (RM)

Water usage
Percentage of total costwater consumption
reduction (RM)

2020 :

2020 :- 29.95%- 8.38%Resource Consumption in 2020 Compared to 20192.15

Recap (see Reporting
Framework, 1.5)
RECOGNITIONSTEP 1:
Map what you are alreadydoing
What are the key
contributions that UTM has
made (in relation tosustainability) within thecontext of the following
areas?
1. Education
2. Research
3. Operations andgovernance4. Future-readyleadership/talent

2.16

A campus is a place where individuals and groups gather tobuild comradeship individuals toward a common cause or
experience. It has its own complete life system, and cancomprehensively promote and implement sustainability
across all facets of the campus.

In this respect, the key takeaways for the UTM community
are as follows:

1

At UTM, sustainability started at the financial level, backwhen funding for higher education was reduced across all
public HEIs.
It is high time that the concept of sustainability is extended
beyond financial dimensions, leveraging various platformof researches, programmes, community-based learning andindustrial linkages to move the sustainability agenda
beyond the 2030 Agenda for Sustainable Development .

Identify the dynamics of ‘spaces’ available assustainability can be interpreted differently in eachof the space:• Academic space• Research space• Physical space – floor space, recreation space• Biodiversity space• Digital space• Collaborative space

2

Live coexist with one another – particularly since
they are sharing the campus with a diverse range
plants and animals

3

Aware and share responsibility with what we
consume and discard in their daily campus activities

3.2

Sustainability operation model out basic ICOM
codes diagram:

Input
Materials and resources to monitor incampusControl
Guide or direct process work
OutputResults of activity are transmitted
Mechanism:
Cause the process to operate

3.3

There are three pillars of sustainability, which motivate UTM Campus Sustainability inadvising, planning, and designing sustainability-related activities for the university :improve
substitute
FUNCTIONALITYHAZARDOUS AND QUALITYSUBSTANCE

createCONDUCIVECAMPUSENVIRONMENT

monitor
MATERIAL
MANAGEMENT

reduceCOSTS

reduceRAW MATERIALAND ENERGY
USAGE

reduceENVIRONMENTAL
IMPACT

greater
EFFICIENCYSocial3.4

lower
LABOUR
COSTS

Produce less
POLLUTION AND
WASTE

Economic

stimulate

anticipate

INNOVATION

join forces and

REGULATIONSYNERGISE

Using fewer
MATERIALRESOURCE

improve
COMPETITIVENESS
of the university

Environmental

improve
RELATIONSHIPAt the institutional level, sustainability is a consistent theme in UTM’s strategy since 2012:
UTM Global Plan (Phase 2, 2015-2017)

UTM Global Plan (Phase 1, 2012-2014)

2012

2013

2014

This stage marks the first stage of UTM’s long-term institutional plan,
formulated after the university attained Research University (RU) status in2010.
At this stage, the university focused on building the necessary foundationin strengthening its new role as the fifth public research university in
Malaysia.

2015

2016

2017

This is the second stage of the university’s strategic plan.
Sustainability was an important agenda at this stage. In this context,“sustainability”, refers mainly to• Financial sustainability – in order to manage the reduced public funding
experienced by Malaysia’s higher education system• Sustainable development – in response to the 2030 Agenda on
Sustainable Development in 2015, and maintaining the university’s
excellence as a research university
3.5

enVision 2021-2025

UTM Global Plan (Phase 3, 2018-2020)

2018

2019

2020

This is the third and the last stage of the UTM Global Plan.
At this stage, the university accumulated a wealth of experience in integrating sustainability into its
strategic plan. It also has institutionalised strategy throughout its community, campus wide; frompaperless initiatives, car-free days, recycling stations, and green managers, among others.
It takes time to change behaviour – but small steps can lead to lasting impact in the long run.

3.6

2021-2025
The University sustainability agenda is continued under thisstrategic plan, through eight strategic priorities which arelinked to five interrelated strategic thrusts, namely (1) Worldclass Holistic Talents to extend the Frontier of Education andResearch; (2) Creative and Resilient Performance Delivery
through Emphatic and Agile Governance; (3) Institutional
Growth through Unique Niche and Specialisation for Longterm Sustainability; (4) Transformative Life Experiences
through Knowledge Empowerment and Trust; and (5) Global
Eminence as Malaysian Top Research University in 2025.

The following illustrates how sustainability is managed at the university level:

University Management Committee(Jawatankuasa Pengurusan Universiti, JPU)

Campus Sustainability
Sustainability Steering
Steering Committee
Committee
Campus(Jawatankuasa
PemanduKampus)(Jawatankuasa
PemanduJPUKelestarian: Pelestarian
Kampus)UTM CAMPUS SUSTAINABILITY(SECRETARIAT)

Sustainability
Operations

Sustainability
Offices

Sustainability
Residential
colleges

Sustainability
UTM Kuala Lumpur

Sustainability
UTM Pagoh

Sustainability
Students

Sustainability
Committee

Sustainability
Committee

Sustainability
Committee

Sustainability
Committee

Sustainability
Committee

Sustainability
Committee

Operational
teams

Green managers /sustainability
coordinators

Sustainability
coordinators

Green managers /sustainability
coordinators

Green managers /sustainability
coordinators

Sustainability
coordinators
3.7

The timeline below illustrates a chronology of events outlining key functions of UTM Campus Sustainability (UTM CS) for the past 10 years:

2010
Voluntary initiatives on
recyclingSet up Campus
Sustainability Policy
(v1)

3.8

2011-2013
Sustainability Campus
Unit, reporting to
Office of Asset andDevelopment

Living Labs launched:•
Living Lab 1:
Sustainable Arcade•
Living Lab 2: Green
Office•Living Lab 3:
Sustainable Energy
Management

2013-20142015-2016

Office of Campus
Sustainability as a costcentre on its own,
reporting to Office of
Deputy Vice Chancellor(Development)

UTM Campus
Sustainability, reportingto Office of Deputy Vice
Chancellor(Development)

Campus Sustainability
Council (Majlis
Pelestarian Kampus)
launched
Living Labs launched:• Living Lab 4: Biorecycling centre• Living Lab 5: Green
School• Living Lab 6: Green
community

Focuses on:•
Sustainable Finance•
Volunteerism•
Showcase Projects•
Initiatives across
campus•Community
Outreach2017-20182019-2020

UTM Campus
Sustainability, reporting to
Office of Asset andDevelopment

UTM Campus
Sustainability, reporting
directly to the Vice
Chancellor

Focuses on:•
Incorporate SDGs
initiatives•
High Impact Research•
UTM Greenleaf
assessment•
Sustainability
Endowment FundSet up Campus
Sustainability Policy (v2)

Focuses on:• Restructuring thegovernance andsecretariat works• Sustainability
Governance Framework
Living Labs launched:2030• Living Lab 7: Sustainable • Redefining the actionTransport
plan of UTM's• Living Lab 8: Campus
Sustainability related to
Biodiversity
The World in 2050 (TWI
2050

Source: Slides from UTM Campus Sustainability – Modul 4, Sijil Eksekutif Pendidikan Tinggi, 28 September 2020

UTM Campus Sustainability Policy
Universiti Teknologi Malaysia (UTM) aspires to be a model for sustainable community, following its own capabilities by:i.

Aligning the University strategic plan with SDGs implementation, through thedevelopment of SDG models to meet local needs;

ix. Maximizing the reuse of organic solid waste through the Waste-to-Wealth andFork-to-Farm programmes;i.

Adopting sustainable building and infrastructure design through a clear
sustainable development framework to achieve cost effectiveness;

ix. Conserving water bodies/resources, enrich biodiversity and promote nature
protection and control activities;i.

Optimizing University asset management and sustainable business
opportunities to achieve more efficient costs;

ix. Maintaining a balance of developed areas and green areas to achieve asustainable campus ecosystem;i.

Managing talent towards improving skills and competencies to support theimplementation of the SDGs;

ix. Cultivating low carbon practices among the campus community through theplanning of a Decarbonized Campus Map;i.

Managing finances sustainably and provide financial a/location planning forthe smooth implementation of the policies;

ix. Strengthening the on-campus public transport system to reduce the use of
motor vehicles;i.

Using electricity, water, air conditioning, office resources and other public
facilities sustainably;

ix. Promoting community spirit, quality of life improvement and responsivenessto local and global contexts in support of sustainability aspirations;i.

Minimizing waste generation and pollution through effective waste
management;ix. Inculcating integrity and ethical values through volunteer activities andongoing involvement with all walks of life; andi.

Eliminating non-biodegradable packaging of food and beverages through the
No Single-Use Plastics Campus Initiative;

ix. Cultivating a healthy lifestyle and cultivate spiritual well-being in a safe andconducive environment.

Note: This policy is translated from its Bahasa Malaysia version (16 August 2020). Should there be any discrepancies, the Bahasa Malaysia version takes
precedent.

3.9

Through UTM Campus Sustainability, the indicators under each Goal were localised based on UTM needs. A summary of the localisation is as follows:

Total indicators at
the global level

Total indicators thatare localised at
UTM level

Percentage
localisation in UTM*pending approval by university

3.10

Total indicators at
the global level

Total indicators that are
localised at UTM level

Percentage
localisation in UTM

Localised indicators
4.2.2

a)
b)
c)
d)

Number of graduates who gained primary school teaching qualifications
Number of graduates who gained a qualification that entitled them to teach at primary school level
Proportion of first degree students (Number of students starting first degree
Number of first generations student starting a first degree)

4.3.1a) Have a policy that ensures that access to these activities is accessible to all, regardless of ethnicity, religion, disability or genderb) Number of educational resources for those not studying at the universityc) Number of educational outreach activities beyond campus

4.4.1a) Proportion of students with information and communications technology (ICT) skills ;b) Number of executive education programmes and/or vocational training conducted by University

4.5.1

Number of public lectures and/or community educational events hosted by University

4.7.1

Extent to which (i) global citizenship education and (ii) education for sustainable development are included ina) education policiesb) Curriculac) Syllabus; andd) Student assessment

4.a.1

Percentage of schools/faculties within UTM that have access toa) The Internet for educational purposes,b) Computer for educational purposes,c) Disability-adapted infrastructure,d) Basic drinking water, ande) Single-sex basic sanitation facilities.

4.b.1

Volume of official development assistance flows for scholarships by sector and type of study

4.c.1

Proportion of academic staff who have received at least the minimum organized training (e.g. pedagogical training) pre-service or in-service required for teaching

3.11

Based on the input presented in this section, the figure below paints a picture on the most feasible framework for
implementation within the UTM context :Recap (see Reporting
Framework, 1.5)
ORGANISING PRINCIPLE

STEP 4:Integrate, implement andembed the SDGs
How might UTM envision an
appropriate concept /framework that enables thecampus community to viewsustainability as a way of life,
rather than a check-list /reporting exercise?

3.12

UTM Campus Sustainability
Governance Framework 2030

1

GOVERNANCE

Develops policy / guidelines. Determines and approves/ endorses allocation of funds and resources.

Offices involved
The four main portfolios of the Deputy Vice
Chancellors, that is,• Academic and International,• Research and Innovation,• Student Affairs, and• Development
are directly involved in the sustainability agenda of theuniversity.
It is difficult to assess which portfolio has a greater
share of the contribution, as each contributes tosustainability in its own way:
• Academic and International – Education forsustainable development• Research and Innovation – Research anddevelopment, commercialisation, innovation (RDCI)
related to sustainability• Student Affairs – student development activities
tuned to local, national, and global development
agenda• Development – physical and virtual infrastructure toenable the other three portfolios to function well

4.2

There are specific entities under each portfolio of
the Deputy Vice Chancellors which will be
consulted for governance-related decisions on theuniversity’s sustainability agenda:

Academic and International
Schools and agencies under the seven faculties:• Faculty of Engineering• Faculty of Built Environment and Surveying• Faculty of Social Science and Humanities• Faculty of Science• Razak Faculty of Technology & Informatics• Malaysia-Japan International Institute ofTechnology• Azman Hashim International Business School
Research and Innovation
Research Alliances:• Frontier Material• Resource Sustainability• Health and Wellness• Innovative Engineering• Smart Digital Community

Community and industry engagement – Centre forCommunity and Industrial Networking (CCIN)
Student Affairs• Divisions responsible for management of student
societies and organisations• Office bearers of student societies and organisations
Development• Physical infrastructure – Facilities Management,
Office of Asset and Development• Digital infrastructure – UTM Digital• Talent management – Department of RegistrarImage: Supandi Bunagin

Leadership commitment to sustainability
UTM is committed towards sustainability. As illustrated throughout Section 3 of this report (refer 3-12
to 3-13, as well as 3-18 to 3-22), sustainability is an integral component of the university’s strategic plan.

In this picture: a total of 56 staff from the Office of Asset and Development worked together to plant
Pennisetum purpureum, or Napier Dwarf grass at the Deer Park in UTM Johor Bahru on 12 February
2020. The population of 30 deer at the park require 100-150 kg of this grass as their daily feed, whichhas 13% more protein content than normal grass.
Project leader: Mohd Afizan Alang, Landscape Unit, Office of Assets & Development

Physical campus development
The Office of Deputy Vice Chancellor (Development)
oversees planning and development of masterplans forphysical infrastructure of UTM.
UTM Johor Bahru sits on over 1,300 hectares of land,with over 52.6 percent green belt, 21.8 percent water
catchment area (except forests and greeneries), and23.4 percent areas with ground covers (including
secondary forests).
As such, it identifies itself as a green campus. Over theyears, nature trails were established for sports andrecreational purposes not only for the campus
community, but also for communities around theuniversity.
There is an orchard called the UTM Orchard. Thisorchard is where poultry and fruit trees are cultivatedon campus. The orchard also serves as a living lab
where students and researchers conduct experiments
on solid waste management. They also produced
organic fertilizers for sale, and educate communities on
how to make their own fertilizers.
4.4

UTM Johor Bahru also has 19 km of river trail on
campus. This river trail is included as part of anational-level initiative called the National River
Trail under the Ministry of Environment andWater, where over 10,000 km of river trails areearmarked for conservation.
The university management monetises available
assets on campus in order to generate additional
income to sustain campus operations andmaintenance. This is achieved through land andproperty leasing, utilising building spaces,
accommodation leasing, and sports facility rental.

In recent years, the university carries out
renovation initiatives to make the campus
compound disabled-accessible. It also upgrades
facilities of buildings within the inner core of thecampus, which are over 35 years old.
These upgrades include upgrading of toilets,widening of roads, and building more pedestrian
walkways to encourage the community to walk
more often around the campus.

UTM also replaces old water pipes and install smart
metering system, which could cut water usage by 20 –30%.
At the UTM Kuala Lumpur campus, an outdoor carpark
is installed with rooftop solar (1 MW), with an average
daily energy production of 3,440 kWh.
Note: These initiatives are implemented by the Office ofAsset and Development, which will be briefly reviewed
under the “Service provider” subsection later.

Digital campus
development
In this picture: the overall
infostructure of UTM (inBahasa Malaysia).
UTM aims to be a digital
campus. Over the past 10
years, many manual
processes are migrated
online, with systems thatare developed in-house.
Note: These initiatives are
implemented by UTM
Digital, which will be briefly
reviewed under the “Service
provider” subsection later.
Image: UTM Digital

4.5

Talent development
The Department of Registrar oversees human resource
management of the university. It works in tandem withother divisions, in terms of:Digitalisation of work process
Partner: UTM Digital
Role• Convert over-the-counter manual processes into
digital formats under the MyHR system• Produce Power BI (Business Intelligent) dashboards
for effective reporting and monitoring• Enhance service delivery for rapid deployment intimes of crisis, such as staff health declaration
through UTM Smart application
Maintain safety and security of UTM community on
campusPartner: Security Division and Office of Safety, Healthand Environment (OSHE),
Role• Organise awareness programmes / campaign• Conduct internal audit of working spaces andbuilding blocks

4.6

Promoting healthy and happy working environment
Partner: Faculties and entities across UTM and
Talent Transformation Centre (TTC)
Role:• Establish UTM Staff Well-Being Framework• Flexible working arrangement for mothers• Establish Diversity and Inclusivity Policy for
UTM staff• Organise sports and recreational activities
Enhance staff competency
Partner: Faculties and entities across UTM and
UTM Academic Leadership (UTM LEAD)
Role:• Implement Competency Based TalentManagement (CBTM) to enhance professional
development for non-academic staff• Mandate compulsory education and training
programmes for new academic staff• Organise activities to inculcate UTM core values
among staff• Offer short-term attachment opportunities withorganisations within and outside the country

In recent years, the Department of Registrar is tracing
healthcare expenditure of UTM staff to reduce
expenditure spent on inpatient treatment, hospitals
and healthcare facilities.
UTM aspires to identify appropriate intervention
measures to support health needs of its staff, in orderto reduce the annual healthcare expenditure of theuniversity.

Working on the paddles
There is a thriving cycling population on the UTM campus. The UTM management team, typically led by
the Vice Chancellor or the Registrar, would often allocate time to cycle around the campus in theafternoon, together with UTM staff and students.
The university plans to build bicycle-friendly pathways, so that more members of the university community
would take up cycling as an alternative transport mode on campus.
Image: UTM Office of Corporate Affairs
4.7

2

strategic direction based on
CONCEPTUALISATION Provides
available funds and resources

Sustainability begins with me
An introduction to UTM Campus Sustainability, together with the UTM Campus Sustainability Policy is reviewed
in Section 3 of this report.
In this picture: “Bring Your Own Mug / Cup” programme, jointly organised between UTM Campus Sustainability
and UTM Holdings Sdn. Bhd , UTM Endowment, and Deen Corner, Arked Meranti on 26 July 2020. During thisevent, UTM staff were encouraged to bring their own mugs in order to claim free beverages from participating
vendors.
Image: UTM Office of Corporate Affairs
4.8

A zero single-use plastic campus
UTM is committed in eradicating the use of single-use plastic on campus.
During its university-level Eid celebration in 2019, no single-use plastic wereused throughout the event.
Image: UTM archives, 10 July 20194.9

A car-free campus
Throughout the years (before the COVID-19 lockdown), the university
allocates one Thursday every month for UTM Car Free Campus.
On this day, specific zones of the campus are cordoned off frommotorised vehicles. Staff are required to park at designated parking
zones, and commute to their offices on foot or through buggies at specificlocations.
Image: UTM Campus Sustainability
4.10

3

IMPLEMENTATION

Carries out projects & initiatives based on strategic
direction established.

Student empowerment for change
There are more than 27,000 individuals who are
registered as students with UTM. Each student – fulltime, part time, offshore, short-term – brings a wealthof experience to the campus.
For these students, admission to UTM is a life-changing
experience not only for them, but also for their families.
As such, it is necessary for the university to equip its
students with the required skills and competencies thatwould help them address real world challenges after
graduation.
The operational term used within the UTM context is“holistic student development”. This responsibility is
jointly shared by the Office of Deputy Vice Chancellor(Student Affairs), together with all faculties, residential
colleges, and related UTM entities.
At UTM, each student must drive his/her own
development. Even during the COVID-19 lockdown,
students are still carrying out activities online, and froma distance.

The following table illustrates the number ofactivities organized by students for the past five
years:

Year

Total activities

Total students
participating

2016

799

12,460

2017

759

9,448

2018

534

12,1502019

888

20,706

2020

864**

16,226**** until Q3 2020

The Office of Deputy Vice Chancellor (Student Affairs)organises an annual bidding event called the UTM Top
Bidder. In this event, students submit event proposals
to bid for funding from the office. Each proposal will be
evaluated by a panel of judges, who are appointed fromdifferent offices in UTM.
The office ensures that all proposed activities must
fulfil at least three leadership elements: leadership andteamworking skill, problem solving, adaptability,
enterprising skill, communication skill and students’ selfesteem and confidence.
There is also a specialised elite programme called the 5
Excellent Track (5ETP) programme, where exceptional
talents are groomed throughout their undergraduate
studies based on five tracks: Leadership, Nobel
Academics, Entrepreneurship, Sports and Tahfiz (forMuslims who aspire to memorise the Quran in its
entirety).
Since 2011, the programme yields graduates who areawarded highest accolades during the annual
convocation ceremony.
4.11

Holistic student
development
In this picture: an
overview of faculties,
offices, and support
structure that enables
student development toflourish in UTM (someterms are presented in
Bahasa Malaysia).
Image: Office of Deputy
Vice Chancellor (Student
Affairs)

4.12

A UTM success story
Syafik made the university proud by being awarded the national level recipient of
National Student Figure Award (Anugerah Tokoh Siswa Kebangsaan) for 2018. He wasan exemplary student who excelled in both his studies, as well as in extra-curricular
activities.
Image: UTM archives, 19 May 20194.13

Getting students to be life-readyBeyond the skills and competencies highlighted in 4.17,
the students need opportunities – a platform,
mentorship, seed funding – to experiment and bring
their ideas into reality.
Towards this aim, UTM establishes iLeaGue, or theInstitute for Life-Ready Graduate, which hosts thefollowing centres:• Centre for Academic and Experiential Learning(CAEL), and• Centre for Student Innovation & Technology(XCITE).
Service learning
CAEL provides a structured process for academics andstudents to conduct service learning and experiential
learning activities with communities outside UTM.

In April 2019, the Ministry of Higher Education adopted
SULAM (Service Learning Malaysia – University forSociety) project as a national-level initiative.

4.14

The groundwork for SULAM was cultivated since2011 at Tanjung Surat, Johor Bahru by UTM staff
and students through compulsory credited course
related to service learning.
The framework for SULAM implementation is asfollows:

A grant amounting to RM 263,000 was granted by theSoutheast Johor Development Authority (KEJORA) to
conduct activities with local communities.
The table below illustrates the number of activities
organised by students at Tanjung Surat since 2017:Year

Total activities

Total students
participating

2017

2

50

2018

5

165

2019

12

287

2020

5

203

In this page:
Left – SULAM logo
Top left, right – newspaper coverage on
initiatives undertaken by UTM and its partner,
the Southeast Johor Development Authority(KEJORA) in transforming Tanjung Surat into avibrant ecotourism spot for the Johor state
government.
Image: UTM iLeaGue

4.15

In this picture: Service learning initiatives throughout the state of Johor, conducted through the Centre for Academic and Experiential Learning (CAEL).
4.16

Image: UTM iLeaGue

Entrepreneurship
While CAEL looks at service learning initiatives, theCentre for Student Innovation & Technology (XCITE)
looks at students’ entrepreneurial initiatives.
The centre uses a funnel model in its operations:• It provides exposure on entrepreneurship, skills to be
an entrepreneur, and simulation activities onentrepreneurship to students• It identifies students who are keen to take onentrepreneurship as a serious pursuit, and provide
additional support to transform their ideas into startups
To date, the centre has had several successes with
developing start-ups among the student population.
One of the success stories is Charby, a range of smart
charging products for mobile phones.

Scan QR code to access Charby website(Note: this is not paid endorsement)

Charby was founded by Chik Sheng Fei, Lim Thol
Yong, and Cheok Ming Jin, three students fromthe
School of Electrical Engineering.

They were mentored by Assoc. Prof. Dr Yeong Che Fai,a Senior Lecturer at the School of Electrical Engineering,
who is the founder of DF Automation & Robotics Sdn
Bhd (DF).

The trio developed Charby Sense, a charging cablethat prolongs battery lifespan by reducing
overheating and putting strains on the battery.
Each cable is coated with Kevlar fibre, material
commonly used in bulletproof vest.

The start-up is famous for Hospital Delivery Robot
System called MCK19 or Makcik Kiah 19, the first
Malaysian made delivery robot for hospitals to assist
healthcare frontliners in delivery of healthcare services
to patients with COVID-19.

Charby raised funds on Indiegogo in order tocommercialise the cables. Within just 18 hours, thecampaign received more than 1,000 backers topledge their support and raised more than RM
232,000 (USD 58,000).

The entrepreneurial spirit is also kept alive where Yap
Sin Yee, another UTM student used a crowdfunding
platform called mystart to seek funds for her internshipat the Department of Psychiatry, Cambridge University.

During their study at UTM, the trio participated invarious competitions, and have emerged champion
in the National Robocon competition for two
consecutive years in 2012 and 2013, theAutonomous Hovercraft Competition 2014, andDreamcatcher Software Hackathon 2015, among
others.

The campaign had successfully secured RM10,000 from171 supporters in less than three weeks, enabling Sin
Yee to spend a semester in Cambridge University tocomplete her final year project.

4.17

DR SHAZWIN

In this page: Among the activities organised by XCITE to stimulate entrepreneurial culture
among UTM students.

UTMXcite is a significant centre to explore, provide and measure the impact ofentrepreneurship among students. In the future, the centre aspires to explore greater
networking and collaboration opportunities between researchers and the industry, so as toconcentrate its efforts in social entrepreneurship.
Image: UTM XCITE
Scan QR code to access XCITE
Facebook page
4.18

In this picture: UTM students winning a national hackaton competition through their solution on water quality management.
Image: UTM archives, 26 June 2019

4.19

Open education resources (OER)
In “A Basic Guide to Open Educational Resources(OER)” published in 2011, the Commonwealth of
Learning (CoL) defined OER as follows:
Open Educational Resources (OER) describes
any educational resources (including curriculum maps,
course materials, textbooks, streaming videos, multimedia
applications, podcasts, and any other materials that havebeen designed for use in teaching and learning) that are
openly available for use by educators and students, without
an accompanying need to pay royalties or license fees.
(page 2)
UTM implements principles of OER in its teaching andlearning activities:• It uses Moodle to host UTM e-learning, the Learning
Management System (LMS) to host materials,
learning activities, and assessments• It is a member of Open Courseware Consortium
since 2011. The consortium consists of more than
200 universities from around the world, where
members agreed to share digital learning materials
developed by their academic staff.
4.20

The UTM academics develop course materials in
the form of Massive Open Online Courses(MOOCs), and share the materials with learners
from all over the world.
The following is a sample of courses that areavailable for registration on the UTM MOOC
website:• Dynamics of Leadership• Data Structure and Algorithms• “Mastering Malaysia English University Test
(MUET)” series: reading, listening, writing• Instructional and Learning Technology• Process Integration: Pinch Analysis
These MOOCs are eligible for credit transfer,following guidelines under the Malaysian
Qualifications Agency (MQA).
The university also exemplifies thought leadershipin OER through its participation in OER
policymaking. It contributed to the developmentof National e-Learning Policy back in 2011.

Dr Nurbiha A. Shukor , the Deputy Director for
UTMLead participated at the Delphi study conductedby the Commonwealth of Learning to develop the
Guidelines for Quality Assurance and Accreditation of
MOOCs, published in 2016.
Dr Nurbiha is also a contributing member to the
National Inclusive Open Education Resources (iOER)
Policy, set to be launched in 2021. She also
participated actively in the UNESCO Open Education
for a Better World initiative as one of the mentors on
the online platform .
Scan QR code to access UTM MOOC website
Scan QR code to access UTM open resources
for online learning, a website developed for
educators to address remote teaching needs
during COVID-19 lockdown
Scan QR code to access UTM OER platform

Promoting learning innovation
NALI stands for New Academia Learning
Innovation, a framework to promote
innovative teaching and learning practices in
education. It comprises student-centred andblended learning philosophy, multiple
learning modes and materials towards
achieving entrepreneurial academia.
Every year, the university organises a seriesof events for educators within and outside
the university to share their innovativeclassroom practices.
In the picture: NALI 2020 Award recipient

4.21

An international community of practice for engineering educators
Prof. Dr. Khairiyah Mohd. Yusof and her team began tolook at improving instructional practices in engineeringcourses as early as 2005.

The Regional Conference in Engineering Education(RCEE), for example, is an annual affair, and asignature programme organised by the centre.

They believed that students taking Introduction to
Engineering course should be trained with problem
solving skills. They should also be able to think,integrate, and delivery sustainability into their solutions.

It also provides professional development
programmes to fellow educators. During the global
COVID-19 lockdown throughout 2020, CEE
pivoted its training programmes online, reachingout to over 1,000 participants on its YouTube
page at each live streaming session.

This intent was carried forward through thedevelopment of engineering education as a discipline,
where the art and science of pedagogy and instruction
for engineering courses were complemented with
empirical studies, training programmes, and publishedmanuals and guidelines through the Centre forEngineering Education (CEE).
Over the years, the centre expanded its network andcollaboration with engineering educators around theworld through strategic international partnerships.

4.22

Since 2014, CEE worked with Iskandar Regional
Development Authority (IRDA) to promote
education for sustainable development for the
Iskandar Malaysia economic region.
The collaboration culminated in an annual event
called the RCE Iskandar Sustainable and Low
Carbon Schools Exhibition 2020. This event
enables UTM scholars and researchers to reachout to school teachers in Johor, in order to instillknowledge on sustainability to primary school
students, and enable them to showcase theirsustainability practices/projects.

In this page: Among the training workbooks
developed by UTM CEE
Scan QR code to access UTM CEE website
on training workbooks

4

SERVICE PROVIDER

Back-end support for projects & initiatives.

Occupational safety and health

Educational resources

Asset management and development

The Office of Occupational Safety and Health (OSHE) is
committed in ensuring a healthy environment for all
staff, students, and visitors to the UTM campuses.

As an integral component to the academic
programme, UTM Library supports the university’s
teaching, learning, consultancy and publication
activities through research information services,
resource development, and data repository, among
others.

The Office of Asset and Development oversees
facilities management of the university.

It oversees the following operations on behalf of theuniversity:• Chemical management,• Chemical waste management,• Scheduled waste management,• Indoor air quality monitoring, and• Safety audit for workspace and lecture halls,
among others.
Recently, it adapted the ISO 45001 quality management
system as a standard for institutional safety and healthmanagement.

Recently, the Automation Section of UTM Library
upgraded the university’s library management
system with KOHA Library System, an open source
LMS. The automated system has helped reduced
the annual maintenance cost for educational
resources of the university.

It enables the campus community to practicesustainable lifestyle by providing recycling bins instrategic locations across the university compounds. It
also mandates waste segregation in order to enhance
the amount of recyclable waste collected.
Working along with UTM Digital, JHB is also looking
into digitalising waste operation management which
includes classification, transportation, collection andstorage of waste. In the long run, this will help saving
operational cost.

The ISO 45001 requires high commitment from the top
management to be accountable towards all safety andhealth measures undertaken by the university.

4.23

Digital infrastructure and development
UTM Digital provides ICT infrastructure, support
services, and system development in order to meet theneeds of the university.
During the COVID-19 lockdown between March andJuly 2020, UTM Digital supported emergency remotelearning and teaching for students.
Among the initiatives undertaken by the division
include the following:• Provide internet plan worth RM6,500 to students;• Provide a total of 190 laptops to students from B40
households, using funds provided by Endowment
Unit (40 units), and the Malaysian Hajj Pilgrims Fund
Board (150 units),• Arrange computer laboratories for students fromother universities who live near the campus tocomplete their final examinations; and• Provide round-the-clock technical support for UTM
staff, following a surge of users on teleconference
facilities subscribed by the university

4.24

UTM Digital aims to accelerate digitalisation of theuniversity’s operation, so as to realise theuniversity’s vision of becoming a Smart Campus. It
has launched UTM Smart Apps, an application
available on both iOS and Android devices.
Students and staff are able to manage essential
over-the-counter services on the UTM Smart app,
without being physically present at the campus
compound. Current developments relating to theapp are as follows:• GIS tracking system for solid waste
management,• Shuttle bus schedule and location tracking,• Course registration,• Access to results and financial status (applicablefor students),• Scholarship application,• Jobs on campus application,• Leave application,• Access to pay slip and human resource services(applicable for staff), and• Staff health declaration and check-in during
COVID-19 lockdown, among others.

UTMSmart Apps on the App StoreUTM Cares
Help is a phone call / a text message / anemail / an office visit away for all UTM
students.
Should they need help, they are able toaccess the following through the Officeof Student Affairs:• Food assistance – through the‘Because We Care’ Chancellor’s Fund
• Daily sundry needs – through Caring
Cabinet located across the campus• Daily stipend needs – Islamic Centre
Image: UTM archives, 14 November 2019

4.25

UTM Endowment Fund
Education is for all. However some may not have accessto education due to various barriers.

For UTM students, the barriers came in three main
forms:• Socio-economic background of their families• Access to infrastructure that enables the students tocontinue their studies, such as Internet access, andavailability of digital devices• Access to sustain oneself throughout their day-today activities
The idea to establish an endowment fund for UTM
came as early as 2010.
It was found that over half of UTM student population
came from the bottom 40 percent (B40) household,defined as families with monthly income of less thanRM 3,000.
There was a strong need to rally support for thesestudents to pursue scholarly excellence, primarily
through financial assistance such as scholarships andbursaries for full-time studies at UTM.
4.26

Responsibilities• Develop policies and guidelines for
disbursement of financial aid to UTM students• Report status and implementation to related
governance bodies, such as Board of Trustees /Board of Directors• Run programmes to seek funding fromstakeholders• Provide attractive incentives for sponsors, suchas double tax deduction and naming rights tobuildings in UTM• Obtain input from other divisions / departments
in UTM on students seeking education aid• Engage in strategic partnerships to increasefinancial aid endowed to UTM for educational
purposesDuring the global COVID-19 pandemic, the barriers
hindering learning were exacerbated. The physicalcampus, once a safe haven for students to study, live,
and play, is closed from March 2020. Two out of thethree UTM campuses – Johor Bahru and Kuala Lumpur– are currently located within red zones of the COVID19 spread in Malaysia, and are subjected to safetymeasures mandated under the Conditional Movement
Control Order (CMCO).
Through UTM Endowment, the following initiatives
were implemented to support students as they learn
remotely from UTM:
• Laptop handout (40 units) to students within the B40
income bracket• One-off financial aid amounting to RM 200/student• Flight ticket sponsorship to students wishing toreturn to their hometowns

The support provided to UTM Endowment also extends
to UTM staff. In this respect, staff from low-income
families are also given opportunities to access financial
assistance to weather the unexpected storm caused by
the global pandemic. One example of such initiative is
the Caring Cabinet initiative, where they can pick up
sundry items for daily use through open cupboards at
designated locations across the campus. The staff canalso request for one-off cash aid during festive seasons.

At present time, Dato’ Seri Ir Dr Zaini Ujang, theSecretary General for the Ministry of Environment
and Water, who is also the former Vice Chancellorof UTM, is the first individual who have endowed
his knowledge for the university, in the form of
two books:• Eco-shift: Holistic Transformation Towards
Environmental Sustainability, and• Japanese Ecosophy: A Traveller's Note

Since 2011, a total of RM 25,305,826 in scholarships
were disbursed to 743 students through the UTM
Endowment fund:
Scholarship name#

RM

UTM-Azman Hashim

56

1,168,500

UTM-Tan Sri Ainuddin
Wahid

18

4,019,465

The Endowment Unit, which governs and implements
all initiatives under UTM Endowment, aspires to drive
the agenda further by promoting knowledge
endowment to the public.

UTM-Hitam Abdullah

2

27,000UTM-Daing Abdul
Rahman Daing Mohamad

2

27,000UTM-Al-Bukhary

14

358,000

Under this concept, individuals are encouraged tocontribute their knowledge to be translated into books
and curated content rights. These are then monetised
and pegged as contributions for UTM endowment.

UTM Alumni

14358,000

UTM-Merdeka

637

19,669,861

4.27

Books written by Dato’ Seri Ir Dr Zaini Ujang, of which proceeds of the book arechannelled back to UTM Endowment.

Images: (left) @ZainiUjang2 (Twitter), (right) UTM News and Events website

4.28

#DNAUTM
In the picture: Dato’ Seri Ir Dr Zaini Ujang, the Secretary General for the Ministry of Environment and Water, cameto the UTM Johor Bahru campus for a site visit along the recreational trails of UTM on 23 August 2020.
The trail is part of a national-level initiative called the National River Trail under the Ministry of Environment andWater, where over 10,000 km of river trails are earmarked for conservation.

Image: UTM Office of Corporate Affairs

4.29

5

DATA COLLECTION,Manage reporting to different stakeholders
ANALYSIS & REPORTING

Community engagement
UTM’s longstanding commitment to engage and serve
the community started with the establishment of
University-Community Transformation Centre (UCTC)
in 2014.
This centre was later rebranded as the Centre forCommunity and Industry Network (CCIN), and remains
an integral component for the university’s community
engagement today.
In the UTM context, ‘community’ is defined as… living beings that receive benefit from engagement
activities, which includes humans, animals, and plants…
(Item 1.5, Policy on Community and Industry
Engagement)
Community engagement is for all. In the university
anthem Keunggulan Terbilang (Distinct Eminence),service to community is mentioned as one of the five
responsibilities of a UTM staff/student, alongsideteaching, research, publication, and consultancy.

4.30

Doing community engagement
CCIN defines sustainability in terms of building
strong partnership and symbiotic collaboration
between government, university, community,
industry, and the civil society which results insustainable societal impact.
Through stakeholder engagement, CCIN has
identified five focus areas for community
engagement:• Social entrepreneurship• Improving livelihood• Education enhancement• Capacity building• Environmental sustainability
These focus areas are operationalized throughlocal, national, and industrial grants under• Knowledge transfer programme (KTP),• University Social Responsibility (USR)
Programme, and• Service learning programme.

Alongside the vision to contribute to the global
sustainability agenda, community engagement projects
from UTM should also be translational, leveraging oncore strengths of the university in science, technology,
and engineering to address industrial and societal issues.

Note: Item 1.5 is translated from Bahasa Malaysia
version. Should there be any discrepancies, the Bahasa
Malaysia version takes precedent

Information obtained
from UTM Prospering
Lives, a quarterly
publication thathighlights community
engagement projects
conducted by UTM.
Website:https://corporateaffairs.
utm.my/corporatepublication/corporate-ebook/University for community
In the picture: Her Majesty Raja Zarith Sofiah ibni Almarhum Sultan Idris Shah, the UTM Chancellor visited the
Edible Lawn (Laman Edible) at the Kangkar Pulai New Township Flat in Skudai, Johor Bahru on 15 January 2020.
This initiative is part of a larger project called Bangsa Johor Bahagia, carried out in collaboration between UTM, theRaja Zarith Sofiah Foundation, of Johor, and the Iskandar Putri City Council.
Image: Supandi Bunagin

4.31

Measuring community engagement
Unlike research projects, where impact is measured interms of grants receivable, papers published, andresearch manpower trained, the impact of community
engagement projects can be difficult to measure.

CCIN facilitates UTM staff to objectively measure theimpact of their community projects. This is conducted
through the following:#1: Clear definition and demarcation of what constitutes a“community engagement” project

While all forms of community engagement projects are
accepted, he university community is strongly
encouraged to carry out knowledge transfer projects,
which are more sustainable in the long term, andinvolves elements of technology transfer or expert
consultation.

4.32#2: Formal registration of projects on research
management system#4: Project leaders are required to conduct selfassessment following the CCIN 5-star rating system

All community engagement projects must be
registered on UTM Research And Development
Information System (RADIS).

The assessment is an annual exercise conducted at Q4of the year (October – December) for all community
engagement projects in UTM.

#3: Project teams are required to keep records of allactivities in their community engagement projects

UTM staff whose community engagement projects are
rated 3 stars and above are eligible to claim bonus
marks under the annual performance appraisal system,as stipulated under UTM Administrative Circular
9/2016.

These include, but not limited to:• Media coverage reports / articles (online and/or
offline)• Sponsorship letters / funding acknowledgement• Evidence of partnership contribution, in termsof MoU / MoA / letter of intent• Photos and videos• Montages of activities• IPs such as copyrights that are approved by theUTM Innovation and Commercialisation Centre(ICC)

Projects that are rated 5 stars are eligible forsubmission into the UTM Citra Karisma Award, auniversity-level performance appraisal ceremony
typically held in Q3 of the year (July – September).

The UTM Community Engagement Star Rating System breakdown is as follows:

PROGRAMMEACCEPTANCE

MEETINGCOMMUNITY NEEDSKNOWLEDGE,
ATTITUDE, SKILLSAND ASPIRATIONCHANGEADOPTION OF
CHANGESUSTAINABILITY

The community has
positive orientation
towards the
programme• The community
consider the
programme relevant
and needed• A formal universitycommunity
cooperationagreement exists

The community action
programme results inchange in knowledge /skills / attitudes oraspirations

The programme results
in a change of practicewhere the participants
adopt the innovations
that were introduced

The community isempowered and can
independently sustain
the practices that wereintroduced through theprogramme

4.33

UTM Green Leaf
UTM introduced the Green Leaf annual sustainability
audit in 2018.
Green Leaf was set up to facilitate the university
management in enhancing sustainability efforts in theuniversity, by initiating data collection efforts thatwould eventually lead to evidence-based decision
making on sustainability for UTM.
The audit calls for all-of-campus participation of
students and staff, through joint collaboration across all
stakeholders in preparing a baseline benchmark onsustainability efforts at each organisational level of
UTM.

It also enables the university community to initiate aformal, structured, and systematic process ofsustainability assessment for UTM, by identifying
factors that affect effectiveness of sustainability
initiatives at the university.
The university sets an annual target of at least 30
percent of divisions / faculties / schools / academies
audited every year obtain 3 out of 5 Green Leaf rating.

4.34

The audit is conducted based on several rounds of
discussion and strategic planning through atechnical committee, with membership comprisingof representatives from various divisions /faculties / schools / academies in UTM.
The following table illustrates participation rate of
UTM entities in 2019:
Category

Areas

Items assessed

Area 1: Unit
profileUnit background and description

Area 2:
Management• Policy and sustainability
organisation• Sustainability planning• Financial management• Facility management• Procurement and contact

Area 3:
Education andresearch••••

Area 4:
Community• Sustainability activities• Community service• Disaster management andmitigation

Area 5:
Environment

•
•
•
•
•

Green leaf
1

2

3

4

5

Faculty /schools

3

5

1

-

-

Department/ offices

10

3

1

-

-

Residential
colleges

1

-

3

-

-

There are five areas assessed in the Green Leaf
audit, encompassing a total of 92 indicators. An
overview of items assessed is shown in thefollowing table:

Curriculum
Publication
Sustainability literacy
Living laboratory

Infrastructure
Energy management
Waste management
Water management
Transport

The Green Leaf Sustainability Audit breakdown is as follows:

SCORE: 1-39

SCORE: 40-50

SCORE: 51-74

SCORE: 75-89

SCORE: 90-100• Unsatisfactorysustainability
management• No commitment
from unit towards
sustainability• Sustainability
management is at
minimal level• There is minimalcommitment fromunit towards
sustainability• Sustainability
management is at
moderate level• There is some levelof commitment fromunit towards
sustainability• Great sustainability
management
practices• Great commitment
from the unit
towards
sustainability• Exceptionalsustainability
management
practices• Best case practicefor other units• Unit is highlycommitted towards
sustainability

4.35

The sustainability champions @ UTM

4.36

The 2019 winners for the sustainability category are as follows:•Left image: School of Computing (faculty level),•Middle image: Office of Deputy Vice Chancellor (Research and Innovation) (office level), and•Right image: Kolej Rahman Putra (residential college level).

Global partnership and visibility
International collaboration
UTM International plays a crucial role in revitalising
global partnership for sustainable development. The
Office has been leveraging on networks to provide
quality education access for all, for instance, online
global classroom (OGC).
The Malaysia Sustainable University Campus Network(MYSUN) is a project under ERASMUS+, where UTM
contributed its expertise in engineering education.
Other ERASMUS+ projects in which UTM is a member
are as follows:• Strategic IP Management for Effective R&I in Asian
Higher Education (project coordinator)• Assessing and Improving Research Performance atSouth East Asian Universities (project member)• Tuning Asia – South East (project member)International benchmarking – Times Higher
Education Impact Rankings
UTM International works together with UTMCampus Sustainability to coordinate a Task Forceon THE Impact Rankings.
Other UTM entities which contribute to thisendeavour are as follows:• Strategic Management Office, Office of UTM
Vice Chancellor• Office of Deputy Vice Chancellor (Academic
and International)• Office of Deputy Vice Chancellor (Research andInnovation)• Office of Deputy Vice Chancellor (Student
Affairs)• Office of Deputy Vice Chancellor(Development)• Office of Bursar• Office of Registrar• UTM Research Alliances• UTM Library

The terms of references for this taskforce is as follows:(A) Data collection and reporting•
Identify data owners for related SDG indicators•
Coordinate with data owners to identify evidence
applicable for data point(s) submitted•
Collect data and evidence from data owners•
Submit data and evidence(B) Develop institutional insights•
Analyse institutional performance for each SDG•
Conduct simulation exercises in order tobenchmark against other universities•
Identify gap•
Prepare action plan for university consideration andapproval

4.37

The following flow chart shows the processes applicable in data submission to THE Impact Rankings:

START

Plan

Coordinate• Understand criteria for each
SDG
• Shortlist SDGs with UTMCampus Sustainability• Prepare Gantt chart• Prepare list of data required
and data owner• Conduct coordination
meeting with data owners• Share data requirement withdata owners• Jointly decide on datacollection platform andtimelineCollect &compileData &
evidence
sufficient
Prepare data forsubmission to THE

END

4.38

Data &
evidence notsufficient

Retune, re-collect• Inform data owners on data
or evidence that is
insufficient• Request data and/or
evidence to be resubmitted

That’s why weprovide point.

The following figure shows SDGs practices in UTM for 2019 , 2020 and 2021:

38.5

N/A

N/A

69.5

N/A

N/A

N/A

N/A

90.3

N/A

64.7

55.8

69.5

N/A

N/A

69.5

78.5

4.39

International benchmarking – UI Green Metric World
University Ranking (UI-GMR)
The UI-GMR is a global ranking that is used to assess
policies and activities within green campuses so as topromote a sustainability culture in higher education. To
date, the ranking is considered as one the mostimportant global sustainability rankings for universities.
Universitas Indonesia develops and maintains UI-GMR
since 2010. It is administered through in an online
questionnaire which covers six categories:• Setting and infrastructure,• Energy and climate change• Waste,• Water,• Transportation, and• Education and research.
Each category comprises of several indicators., with a
total of 39 indicators across the six categories. A
specific score is assigned to each indicator.

4.40

The final score is the sum of the scores achievedfor each indicator, with the maximum score being
10,000 points.
For the 2020 edition, a total of 912 universities
took part in the ranking.
The figure below illustrates UTM’s performance
between 2016 to 2020:

Despite the criticism over the changing indicators andthe lack of transparency, the UI-GMR lays a goodfoundation for universities around the world toincorporate sustainability into their strategy andoperations. The tool also has good technicalrigorousness that can objectively quantify institutional
efforts in sustainability.

Recap (see Reporting Framework, 1.5)
Be specific
OPPORTUNITIESORGANISING PRINCIPLE

STEP 3:
Identify priorities,
opportunities and gaps

STEP 5:
Monitor, evaluate andcommunicate

What is UTM good at?
What can the UTM
community do better, in orderto strengthen its involvement
and contribution in the overallsustainability agenda?
Where should UTM
concentrate its efforts andinvestments in the future?

How might UTM Campus
Sustainability - as the main
office mandated to oversee
strategic direction andimplementation onsustainability at UTM – better
manage the following:• Monitoring,• Evaluation, and• Strategic communication
on strategy?

1

Set up a standard ‘sustainability
report card’ that shows clarity on
the type of indicators required

Start with why
23

Explain rationale behindsustainability beyond the agenda
on rankings / KPIs – people, planet,prosperity, peace, partnership

What’s the science behind it?
Convince, persuade, andinform through data

Capture the heart & soul4

Each initiative starts with an intent,
hope, and a dream; what is thestory, and why should I spend timeon this story?
4.41
4.43

Image: Kai

SYNERGIZE

The universitys’

the different
interactions that exist
in a co-shared space

UTMDNAAND COREVALUE

STRENGTHEN
Pages in the report that reflect thisobservation

5.2

ACKNOWLEDGING

institutional
commitment

how our campus
operation impact theenvironment

RECOGNISING
strengths and areas of
improvement on sustainability
that exist within UTM

For UTM entities that were interviewed for this report, sustainability paints a different picture:
Governance
Office of Deputy Vice
Chancellor (Development) • Financial sustainability• Encouraging sustainable
lifestyle• Conserving biodiversity
Office of Registrar Developing UTM staff aschange makers for the future

Conceptualisation
UTM Campus Sustainability Driving sustainableinstitutional development
through behavioural change

Implementation
Office of Deputy Vice
Chancellor (Student Affairs) Nurturing holistic,balanced,and entrepreneurial
graduates
UTM iLeaGue Quality education for all
through service learning &entrepreneurship
UTMLeadOpen access to education
anywhere and anytime, toeverybody

Centre for Engineering
Education Quality engineering education
for all through an international
community of practice

Service provider
Office of Occupational Safety
and Health Safe and healthy environment
UTM Library Quality education to all
through knowledge
conservation anddissemination
Office of Asset andDevelopment Enhance strategic andeffective communication to
UTM Digital Providing resilient and futureready infrastructure &infostructure
UTM Endowment Ensure financial access thatenables quality education

Data collection,
analysis & reporting
Centre for Community andIndustry Network Strong partnership andsymbiotic collaboration
between university,community and industry
UTM Campus Sustainability Internal benchmarking for
informed decision-making onsustainability
UTM International Global partnership andvisibility for institutional
excellence

5.3a) Actively participate in the existing and new networking, informal and informal platformb) Exploring the quadruple helix collaborative innovationc) Increase campus wide engagement in sustainability beyond
performance index and ranking

Strengthen the Partnership andGlobal Engagementa) Sustainability Action Plan in UTMb) Strengthening key stakeholder engagement& initiativesc) SDGs across target, indicator for mutual
understanding and empowerment

Sustainability Governance Framework
2030
GOVERNANCE

EXTERNAL

INTERNAL

Well-being and Resilience of
Stakeholders in UTMa) Empowering Jawatankuasa 3S (JK 3S) - Sihat, Selamat dan

Sejahterab) UTM Living Laboratory as the ‘shifting agenda’ in enhancing
sustainable concept, practices and improvementc) Sustainable behaviour and self feeling as part of the ISES corevalue to link between personal traits and campus
community

5.4

VISIBILITYOUTPUT

Analytical Big Data Management in
Sustainability Elements

Emphasis the Impact Rating of Social Entrepreneurship(SE) as Part of Social Return of Investment (SROI)a) Cloud management system in SDGs acrossa) Synergy initiatives & effort among students and staffsb) Increase the contribution of social community benefits fromHigher Learning Institution core valuesb) Reporting of SDGs in terms of dashboard andsurveyc) Visibility of reports to external stakeholders

homegrown research, innovation and commercializationc) Align the social enterprises in campus with SDGs andnational agendaImage: Supandi Bunagin

Report design
Fonts: Google Fonts• Title & header: Oswald SemiBold• Content: Lato
Visuals for section divider and charts used throughout report: Infografia
Back cover design: Freepik.com, @Harryarts
Open source tool:
QR code generator: https://www.qr-code-generator.com/
Visuals
SDG logos, miscellaneous: Refer UN SDG Guidelines athttps://www.un.org/sustainabledevelopment/news/communications-material/
Photos used are credited to its original owners. The publisher would like to thankthe following for their photos:• Universiti Teknologi Malaysia• UTM Office of Corporate Affairs• Supandi Bunagin• Kai• Sazali• MunimZabidi

UTM Campus Sustainability
Mohd Fadhil Md Din | Shazwin Mat Taib | Shamsul Sarip | Tan Hooi Luang | Muhamad Hairunizam Ishak | Suhaimi Achil | Nurulhuda Radznam | Zainal Affandi Zainal
Abidin | Mahathir Muhamad | Jani Akmal Jaapar

UTM community – key resource person (interviews and data collection)
Nur Hakimi Karsono | Chew Teong Han | Nurbiha A. Shukor |Johari Surif | Siti Nurhafizah Soid | Rohaizan Khairul Anuar | Mohd Shafry Mohd Rahim
Abdul Rashid Husain | Mohamad Wijayanuddin Ali | Mohd Shahizan Othman | Roslai Paimin |Kamariah Mohamed Jong | Khairiyah Mohd Yusof | Yusof Boon
Maimunah Sapri | Kamsaini Kamaruddin | Nurulhuda Abu Talib | Ahmad Adli Ghazali | Azlan Abdul Latib | Nor Haniza Sarmin | Farhana Diana Deris |Punithavalli Marimuthu | Nor Azizah Ismail | Amir Hamzah Jamil | Norazlina Md Zaid | Shiraz Yasmin Muhidin | Abdol Fattah Abu Bakar
Asliza Bakar | Kairul Elmi Mohamad Sharif | Mohd Afizan Alang | Afendi Osman | Noor'azlinda Maskor

Additional information request
Rafee Majid | Zaleha Abdullah | Farhan Mohamed | Qamaruzaman Mohd Noor | Nik Kamal Izuddin Nik Ibrahim | Fatin Nabila Mohd SharifContent curator, copywriter, typeset and design
Doria Abdullah | Rachel Hoo Poh Ying