UNIVERSITI TEKNOLOGI MALAYSIASUSTAINABILITY BLUEPRINT 2030

UTM Sustainability Blueprint 2030
Published by :UTM Campus Sustainability
Block M38, UTM Campus Sustainability
Universiti Teknologi Malaysia
81310, Johor Bahru
Johor
All rights reserved. This blueprint 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 the publication of this blueprint.
No portion of this blueprint 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 blueprint is dedicated to all UTM citizens
who have passionately charted a course for the university's sustainability
as well as students, staff, alumni and collaborators across the country and beyond.
May all of our efforts be blessed and rewarded here and in the Hereafter.

CONTENTS
III

Foreword

IX

Executive Summary01

Chapter 1: Introduction

07

Chapter 2: UTM’s Aspiration

ICONTENTS
17

Chapter 3: Accelerating the Realization of a Sustainable Campus

35

Chapter 4: Governance Structure

39

Chapter 5: Implementation of the Blueprint

42

Acknowledgement

IIForeword

Thriving towards sustainable impact, UTM has established a holistic and conducive innovation
ecosystem in which academia, industries, communities, and government agencies can co-create, codevelop, and actively participate in finding innovative solutions to challenges that impede our nationbuilding.
In line with the new UTM tagline Innovating Solutions, it reflects UTM's aspiration to become a premier
university providing world-class education and research in 2025, particularly in providing innovative
solutions by developing and inventing unique and value-added approaches to overcoming challenges
faced by the staff, students, and community at large.
UTM also believes that sustainability is a significant agenda to uphold, as stated in its core values;
Integrity, Synergy, Excellence and Sustainability (ISES). The success of the sustainability strategy
requires a new approach to support ESG (Environment, Social, and Governance). Hence, this blueprintcomprises goals and objectives that will drive the UTM community to embrace sustainability as alifestyle.
Six strategic priority areas (SPAs) were placed in the major key results to work towards Net Zero Carbon
Campus, Ecosystem Resilience, Sustainable Production and Responsible Consumption, Health and WellBeing, SDGs Localisation, and Networking and Partnership. These primary areas have been meticulously
considered to improve the sustainability action plan of UTM enVision 2025 in providing a healthy
campus experience.

Prof. Datuk Ir. Ts. Dr. Ahmad Fauzi bin Ismail, 7th UTM Vice ChancellorIIIForeword

It is with much pride for me to share UTM Blueprint with the world. This Blueprint is ten years in
the making, and we are still working hard towards achieving sustainability to create a better Planet
for our new generation and time continuum.
UTM has been working hard through a robust agenda to create awareness and implement
sustainability within UTM, as well the canvas of governance and remarkable UTM’s core-values.
The idea is that this Blueprint would be able to educate the citizen of UTM, so they not only
appreciate and learn about the plan of sustainability but also spearhead those understanding totheir daily life, as the DNA of UTM. To achieve this, the university's governance needs to bestrengthened through various efforts on all levels of management, including PTJs, staff and our
stakeholders, the students. With this Blueprint's existence, UTM's citizens will genuinely recognize
the vision and goal of sustainability to be practised and executed in teaching & learning, researchand community services, academic value-added and further services, and management in UTM.
Sustainability is not focusing only on the environmental issue. The importance of sustainability isessential to empower new knowledge. We will be looking at Key Activity Indicators (KAI) to achieve
this as the accelerator and motivation tools. Beyond the tangible KAI, numerous effort and selective
processes will help in determining the performance of the programme driven by sustainability.

Insert picture

The production of this Blueprint will brand UTM to be the institution to empower sustainability andcontribute to all the SDGs indeed. This continuous effort could be the model for other universities
to follow suit with the expectation of alteration made to fit the nature of the environment.

Prof. Ir Dr. Mohd Fadhil Md Din, Director, UTM Campus SustainabilityIV

Foreword
In 2015, United Nations General Assembly in September 2015 adopted the 2030 Agenda for
Sustainable Development Goals (SDGs). It is for first time at that level, the role of science, technology
and innovation has been clearly recognized as an important driver of sustainability. Sustainability
will depend on the capacity of institutions to put science and technology at the heart of their national
strategies for development, strengthening capabilities and investment to overcome challenges,
some of which are still unknow particularly after this post-Covid 19.
In order to provide clear direction and contribute significantly in building a sustainable campus, theUTM CS takes up the challenge in developing The UTM Campus Sustainability Blueprint 2023-2030.
The development of this Blueprint is unique in providing such a clear vision and strategic initiativesof UTM CS landscape, reflects the contribution of sustainable experts coming from various faculties
and departments work as ONE UTM over a period of 10 months.
This Blueprint sets forth an ambitious set of strategic initiatives that will advance the sustainabilityof our university. Implementing this Blueprint will further sustainability while also contributing
toward the pathway to the future UTM envision 2025. This is a plan for the entire university
community and everyone can help make a difference towards a more sustainable campus.
Subsequently, at the heart of UTM’s success has always been the smart partnership that have beennatured, build and reinforced, particularly with the academia, students, government agencies,
research institutes, public and private universities, technopreneurs, industries, communities as wellas environment in other words has successfully adopted Quintuple Helix approach.

Insert picture

I would like to take this opportunity to congratulate UTM CS and thanks each of the head of SPA andall taskforce committee members for their determination and endless contributions towards thedevelopment of this Blueprint. Hence it is my sincere hope it also provides clear direction which
help the citizens in building a sustainable UTM.

Assoc. Prof. Dr. Aini Suzana Ariffin, Advisor

V

VI

SPA 3SUSTAINABLE PRODUCTION &RESPONSIBLE CONSUMPTIONSPA 2ECOSYSTEM RESILIENCESPA 1NET ZERO CARBON CAMPUS

Foreword by SPA Leaders“This plan should assist UTM in achieving net zero carbon emissions within the next five years. It will assist the country in meeting its goal of
becoming carbon neutral by 2050. As a result, UTM is at the forefront of the net zero movement in higher education. It will also encourage
local governments, businesses, and communities to reduce their carbon footprint. This blueprint was created by bringing together people
with diverse backgrounds and talents. It was a fascinating and exciting project. During the sessions, we pushed each other and tweaked our
SPA. The hard work has paid off.”z

Assoc. Prof. Ir. Dr. Lim Jeng Shiun

Lead Contributors: Prof. Ts. Ir. Dr. Sharifah Rafidah Bt. Wan Alwi | Prof. Kasturi Devi A/P Kanniah | Assoc. Prof. Dr. Jasrul Jamani Bin Jamian | Assoc.
Prof. Dr. Mohd Farid Bin Muhamad Said | Dr. Noor Aimran Bin Samsudin | Lar. Dr. Zanariah bte Jasmani | Dr. Nurul Hawani bte Idris | Dr. Eeydzah Binti
Aminudin | Ir. Norhashimah Binti Hashim | Noor 'Azlinda Binti Maskor | Ahmad Safarin Bin Masri“This blueprint is vital in leveraging our natural resources to improve preparedness and resilience, to secure resources and increase rate and toestablish conservation, research, and education. It is hoped that this initiative can make the UTM Ecosystem an example to external agencies as
The Most Environmentally Sustainable Institution. Despite all the challenges, we have completed the Ecosystem Resilience. Thank you to the UTMCSTeam for all the input, feedbacks, and comments. A satisfying process that makes us all proud to be able to contribute to UTM.”z

Dr. Mohd Farizal Bin Ahmad Kamaroddin
Kamaroddin

Lead Contributors: Prof. Dr. Azmi Bin Aris | Prof. Madya Dr. Ir. Zair Asrar Bin Ahmad | Prof. Madya Sallehuddin Bin Muhamad | Ir. Dr. Mokhtar Bin Harun |Dr. Nadirah Binti Darus | Dr. Ak Mohd Rafiq Bin Ak Matusin | Encik Mohd Ishamuddin Bin Md Kusmin“This is a collective effort to have a consistent, consensus-based framework for assessing and achieving world class sustainable ecosystem andresilience in UTM. We have given criteria and performance objectives to aid every stakeholder and decision maker in UTM and their respective
teams to identify sustainable approaches during planning, design and execution of projects that will continue throughout operations till end-oflife phases. Our effort is about gearing UTM for Triple Win- for the People, for the Profit and for the Planet.”z

Ts. Dr. Pramila A/p Tamunaidu
Kamaroddin

Lead Contributors: Prof. Dr. Lee Chew Tin | Assoc. Prof. Dr. Harcharanjit Singh A/L Mahinder Singh | Ts. Dr. Abd Halim Bin Md Ali | Dr. Ong Pei Ying |Qamaruzaman Bin Mohd Noor | Abdul Rashid Bin Aris | Mohd Hidayat Bin Hussin

VIIForeword by SPA Leaders

Dr. Naemah Binti HamzahzLead Contributors: Prof. Madya Dr. Azlan Bin Abdul Latib | Ts. Dr. Hadafi Fitri Bin Mohd Latip | Dr. Zulfikar Bin Ahmad | Dr. Annieza Binti Muzlan |Dr. Mohd Fa'iz Bin Ahmad | Hazirah Binti Hashim | Raihan Binti Abd Karim | Mohd Shaifuddin Bin Mohamad | Norazlina Binti Md Zaid

Dr. Wan Nurul Mardiah Binti Wan Mohd Rani

SPA 5
SDGs LOCALISATION“The UTM Sustainability Blueprint will assist in meeting the 17 Sustainable Development Goals and creating a Net Zero Carbon Campus. UTM, as
one of the best universities in Malaysia, must also ensure that green practises are implemented throughout the university. UTM requires strong
commitment and cooperation from many different groups in order to successfully implement the blueprint. UTM will ensure that all students
understand the university’s goals, vision, and mission. Sustainability awareness can aid project growth.”SPA 4
HEALTH & WELL-BEING“The integrated action plan SPA 4 (Health & Wellbeing) empowers UTM's human capital. SPA 4 assesses diet, lifestyle, and overall well-being(Health & Wellbeing). Human development is a priority at the university. Students who are intelligent, loving, and joyful follow the law andrespect God and His creations. All parties are expected to collaborate to carry out this plan, in accordance with their roles as drivers of planningin all areas, including religious, social, educational, economic, political, and physical infrastructure.”

Lead Contributors: Prof. Sr. Dr. Maimunah Binti Sapri | Ir. Ts. Dr. Zaki Yamani Bin Zakaria | Dr. Nurul Azreen Binti Azlan | Noerwati Binti Dolhaji | Mohd Farid
Bin Rahmat | Norhafizah Binti Mohd Hanapiah | Chew Teong Han

Assoc. Prof Ts. Dr. Dayana Farzeeha Binti Ali

Lead Contributors: Dr. Nina Diana Binti Nawi | Dr. Myzairah Binti Hamdzah | Dr. Mahani Binti Stapa | Mohd Herme Yusman Bin Mohd Tahir |Ahmad Hilman Bin Borhan @ Rohan | Fasihah Binti Mohd Jaslan

SPA 6
NETWORKING & PARTNERSHIP“The hope for the blueprint is that all PTG and UTM citizens will give a solid commitment to the implementation of UTM's SDGs 2030 agenda. The
support and commitment will ensure a sustainable future for UTM. This blueprint is expected to be the key reference in conducting, monitoring,and evaluating UTM's achievements in supporting the National SDG Agendas.”

VIII

Executive Summary
Sustainability represents the idea of meeting the need of the current generation without compromising future needs beyond looking
at the stereotyped environmentalism issues. It encompasses three pillars; environment, economy and society which branches out to 17
Sustainable Development Goals (SDGs) as listed by the United Nation. Focus on knowledge-sharing and technology, Universiti Teknologi
Malaysia has been diligently embracing the challenge in making sure sustainability agenda continues to be the driving force of UTM’s
movement way back since 2010. Back in 2009, this higher learning institution has initiated its first project on sustainability through two
campaigns related to sustainable energy and climate action to kickstart the green future. It actually marked a turning point in UTM’sjourney of sustainable growth.
In 2011, Sustainable Unit under Office of Development and Asset introduced the concept of Living Laboratory (LL) to focus on
involving the students in the process and encouraging the interaction among other relevant stakeholders. Currently, UTM Campus Living
Lab Framework consists of eight (8) main areas namely Sustainable Arcade, Green Office, Sustainable Energy Management, Bio-Recycling
Centre, Green School, Green Community, Sustainable Transport and Bio-Diversity. These designated areas were meticulously planned tostrengthen the interactive linkages within the research-teaching-learning-operation.
UTM Sustainable Blueprint 2030 comprises of goals and objectives that will serve as milestones for the institution by incorporating
sustainability as a lifestyle with guidelines for everyone to follow, including UTM staffs and students. To help with this objectives, six (6)strategic priorities areas (SPA) were placed into the major key results to work towards Net Zero Carbon Campus, Ecosystem Resilience,
Sustainable Production and Responsible Consumption, Health & Well-Being, SDGs Localisation as well as Networking & Partnership. All ofthese areas are meticulously thought to enhance sustainability action plan of UTM envision 2025 in providing healthy campus experience.

IX

X

XI

01
INTRODUCTION

1

Sustainability
Sustainability represents the idea of meeting the
need

of

the

current

generation

ENVIRONMENTAL

without

compromising future needs. It is not just about

BEARABLE

VIABLE

recycling though recycling is part of it but only a
SUSTAINABLE

tiny portion of the big equation of sustainability. It
is essentially built on three pillars: environment,
economy, and society. The issue of sustainability is
not only about environmentalism. Embedded in

EQUITABLE
SOCIALECONOMIC

most definitions of sustainability, we also findsocialequityconcerns.

andeconomicdevelopment
Diagram 1: Three Pillars of sustainability

Meeting the need of the current“generation
without compromising
future needs ”
2Global Trends
A total of 17 Sustainable Development Goals (SDGs) are listed by the United Nation. Creating awareness of sustainability through education startearly from the younger generation and create awareness for the older generation. As an important key that holds the future, materialising the ideaof sustainability does face its limitations. UTM strength best at Goal 9 and competitive at other goals especially Goal 4 and Goal 17.
In the case of Malaysia, Economic Outlook 2022 reported while there are
increments in the Development Expenditure (DE) to Sustainable Development
Goals (SDG) allocation in 2020 compared to 2015, SDG4 (Quality Education)
still received less allocation than SDG9 (Industry, Innovation andInfrastructure).
RM billion
14
12
10
8
6
4
2
0

(Source: United Nation)

Diagram 1.2: Sustainable Development Goals (SDGs)

SDG SDG
1
2
2015
2020

SDG
3

SDG SDG
45

SDG SDG
67

SDG SDG
8
9

SDG
10

SDG SDG
11
12

SDG SDG
13
14

SDG SDG
15
16

SDG
17

(Source: Malaysia Outlook report 2020)

Diagram 1.3: Development Expenditures by Sustainable Development Goals, 2015 & 2020

3

UTM Core Value ISES (Integrity, Synergy, Excellence, Sustainability) integrates and balance the social, economic, and environmental spheres as efforts to accomplish theSDGs implementation. UTM envision 2025 were putting into action at the functional level through the implementation of FIVE (5) Strategic Trust and EIGHT (8) Strategic
Priorities throughout NINE (9) Key Departments. Localising SDGs in UTM since developed in 2019 (during the phasing out of PGU III), will be concurrent to the new
direction of work culture towards SPEED, COLLABORATION and RESILIENCE practice by accelerating the Moonshot Transformative Journey throughout the ultimate
indicator in Sustainable Campus Experience. Thus, the annual impact rating tool, i.e. THE Impact Ranking has been chosen as the generic outcome to analyse the ongoing
initiatives and provide the fundamental mechanism for future sustainability plans by tracking each goal’s performance.

4

“ UTM support theachievementof the SDGs throughlocalisation action
recognised fromthe previous strategic
action-plan andhigh-impact initiatives
in campus”

Sustainability at the operational institution may affect common financial instrument
and its performance. Therefore, SPA was introduced to embed and interlink theconnectivity of core-business of higher education and the commitment of university
towards global policy/agenda.
This may also include environmental components, such as carbon management,
overall protection of natural resources and reduce or minimise waste generation
throughout the responsible consumption. These responsibilities may also reflectsocial issues, such as workplace diversity, health and well-being, safety, and risks.
Integrating the SDGs into sustainability reporting is an essential tool in promoting andincorporating these initiatives in a campus setting. These can contribute to the
localisation and achievement of the SDGs, as well as to strengthen the visibility andimprovement of localising SDG indicator across all sectors and stakeholders incampus. In order to determine the impact and good management practices,
Environmental, Social, and Governance (ESG) framework will be applied to monitor
the execution and commitment on targeted indicator in UTM.

5

UTM started with a volunteering service in 2010 and launched theCampus Sustainability Policy (Polisi Pelestarian Kampus) with latest
revision in 2020. The years that follow show how UTM is committed tofocusing on improving the programme by creating awareness,
systematic data management and appointing the right people tomanage the unit.

2011

~2010

2012

Focus on:• Voluntary effort• Launching policy on
Pelestarian Kampus UTM

Focus on:• Establishment of Majlis Pelestarian
Kampus (MPK)• Empowerment Office of Campus
Sustainability• Launching Living Lab 4,5,6

Focus on:• Sustainable Finance• Volunteerism• Showcase Projects• Initiatives across campus• Community Outreach

2013

Focus on:• Establishment of Sustainable
Unit• Launching Living Lab 1,2,3

2014
2015
2017

2019
~2021

2020

Focus on:• Starting to produce sustainable
blueprint for strategic planning• Enhancing Quadruple Helix
stakeholders’ engagement• Adopting well-being andresilience approach

Focus on:• Empowerment of UTMCS• Appointment of Chair for UTM
Sustainability Rebranding Majlis
Pelestarian Kampus (MPK) to
Jawatankuasa Pemandu (JPU):
Pelestarian Kampus

2016

2018
Focus on:• Incorporate SDGs initiatives• High Impact Research• Launching of UTM Greenleaf assessment tools• Launching of Living Lab 7,8• Establishment of Tabung Endowmen
Kelestarian

6

UTM’SASPIRATION

027

Towards a Sustainable Campus
Ever since 2009, Malaysia has been conscientious of
reducing its carbon emissions due to the worsening
climate change that is changing the global landscape. As
one of the prominent educational institutions in
Malaysia, “UTM is obliged to work closely to respond to
this pledge”. UTM has enthusiastically been thriving
towards a sustainable campus to create a healthier andgreener working environment by optimising natural
resources

sustainability

andreducing

energyconsumption. Back in 2009, UTM initiated its first projecton sustainability through two campaigns to kickstart thegreen future through sustainable energy. It marked aturning point in UTM’s journey of sustainable growth.
Ever since then, there was no turning back.

“UTM has been working diligently to push ahead with various
sustainability agenda”
8

UNDERSTANDING OUR
PAST, PRESENT & FUTURE

Prof. Datuk Ir. Ts. Dr.
Ahmad Fauzi Bin Ismail

7th UTM Vice Chancellor

Established in 1972, UTM earned thestatus of a Research University in2010. This acknowledgement has
further motivated UTM to move
forward with the national
commitment to promotesustainability.

“Strong work ethics, high-commitment tofairness and safe working environment, foster
institutional growth”
In 2023, Prof. Datuk Ir. Ts. Dr. Ahmad Fauzi
introduces the enVision Moonshot to accelerate
the implementation of enVision UTM 2025 with afocus on future-oriented graduates, strategic
research, networking, and consortium.

Prof. Datuk Ir. Dr. Wahid bin Omar

6th UTM Vice Chancellor

Prof. Dato’ Seri Ir. Dr. Zaini Ujang

The legacy was then continued by his successor, Prof
Datuk Dr Ir Wahid Omar. At UTM, the concept ofsustainability is extended beyond financial dimensions,leveraging various platform of researches, programmes,
community-based learning and industrial linkages tomove the sustainability agenda beyond the 2030
Agenda for Sustainable Development. In 2018, UTM
Core Value ISES (Integrity, Synergy, Excellence,
Sustainability) were institutionalised.

5th UTM Vice Chancellor

When Datuk Seri Dr Zaini Ujang served as the UTM Vice
Chancellor, he was the strong advocate of the UTM
campus sustainability agenda. On March 16, 2011, thethen Minister of Natural Resources and Environment,
Dato ‘Seri Douglas Uggah Embas had officially launched
UTM as a Sustainable Campus.

9

FROM SMALL VOLUNTARY ACTIONS TO SYSTEMATIC MOVEMENT

Voluntary Moments
PHASE 1

2009-2011• Paper reuse & recycle
initiative• Energy reduction &conservation

PHASE 2Moving towards
Stakeholder’s Engagement
2012-2014

PHASE 3

Awareness• Living Lab approach wasintroduced focus on:✓ involving the students inthe process✓ encouraging theinteraction among otherrelevant stakeholders(academia, researcher andadministrative personnel)

2015-2017• Public Awarenessprogrammes✓ Problem-Based Learning
for Low Carbon Society

PHASE 4

UTM has always been committed towards campus sustainability as it is reflected in the holistic drive by the campus community in integrating andbalancing economic, social and environmental spheres to meet the current needs without compromising the ability to exist and survive
continuously. From small steps which UTM has taken in the early journey in creating more sustainable campus, they have paved way for asystematic movement to reinforce this objective.

Improvement of
Operation
2018-2020• University accumulated awealth of experience in
integrating sustainability
into its strategic plan.
• Has institutionalised
strategy throughout its
community, campus wide:✓✓✓✓from paperless initiatives
car-free days
recycling stations
green managers

enVision 2021-2025
The University sustainability agenda iscontinued under this strategic plan, througheight strategic priorities which are linked to
five interrelated strategic thrusts, namely:
1. World- class Holistic Talents to extend theFrontier of Education and Research;
2. Creative and Resilient Performance
Delivery through Emphatic and Agile
Governance;
3. Institutional Growth through Unique
Niche and Specialisation for Long- term
Sustainability;
4. Transformative Life Experiences throughKnowledge Empowerment and Trust; and5. Global Eminence as Malaysian Top
Research University in 2025.

10

LIVING LABUTM Campus Living Lab Framework will eventually strengthen the interactive linkages within the researchteaching-learning-operation. It adopts and grows organically by facilitating adaptive governance which involves
the co-management and co-implementation of campus sustainability and improves the transformationalchanges of education for sustainability in institutional setting using the sustainability science approach andissue-based approach to accommodate interdisciplinary approach in teaching and learning. In this context, it
does not only minimise the impact of campus operation on the environment but also provide dynamic teaching
and learning platform for students and researchers to learn and test an adaptive management system.

LL4: Bio-Recycling Centre

LL5: Green School

To manage food waste and kitchen waste fromfood arcades around the campus which will becollected and mixed with shredded garden waste.

To educate all school children in all levels such as
kindergarten, elementary, primary, secondary, and highschool students with sustainability concepts and approach.

LL6: Green Community

LL3: Sustainable Energy Management

To guide and assist the society by providing asustainable solution besides helping thecommunity through sustainable approach.

To efficiently manage the consumption of energy
in a manner that is consistent with providing a
conducive and sustainable campus environment.

LL7: Sustainable Transport

OPERATION

To focus on improving the Public
Transport within campus and public
interconnection to an external road of
UTM campus

LL2: Green Office
To provide a healthier working
environment, reduce pollution andreduce energy consumption.

ACADEMIC
LL1: Sustainable Arcade
To reduce the waste generated in the arcade (solid
waste, and food waste), promote recycling and resource
recovery which reduces the carbon emission generated.

RESEARCH
LL8: Biodiversity
To sustain green environment while
offering ecotourism experience to others.

11

SUSTAINABLE ARCADE

LL1 LL2

SUSTAINABLE ENERGY MANAGEMENT LL3 LL4GREEN OFFICE
BIO-RECYCLING CENTRE

12GREEN SCHOOL

LL5 LL6

GREEN COMMUNITYSUSTAINABLE TRANSPORTATIONS

LL7 LL8

BIO-DIVERSITY

13

Internal External Analysis
1.

Experts in energy auditing

2.

Green Belt Development Master Plan

3. Implementation of Car Free Campus programme
4. Experts in many areas such as Sustainability
RA, publications, AEMAS EMGS, networking
5. High participation in awareness campaign
6. Experts in research and innovation
7. Lower Case Comprehensive Alumni Database
8. Resilient campus ecosystem surrounded bynature9. Eco-tourism[52.6 % (forest vegetation); 23.4 % (planted vegetation area);
21.8% (water catchment area); 2% (lake and rivers)]

10. Various tourist attractions[UTM Observatory; UTM Recreational Park; UTM Orchard;
UTM Trails; UTM Deer Park; UTM Remote Control Circuit;
UTM Bird Watching; UTM Tropical Park; University Lakes.]

11. Globally recognised researchers and experts

12.
13.
14.
15.
16.

Awareness activities
Good hazardous waste monitoring system
Waste reduction
Great OSHE plan for workplace safety
Professional and expert trainers from many PTJs
Top management support

STRENGTH

17.
18. Synergy between stakeholders
19. Technology transfer information and knowledge sharing
20. High awareness and exposure to SDGs
21. Green managers team at each PTJ
22. Green Leaf Instrument
23. Well-experienced researchers and academicians
24. Prominent members of Board of Director
25. Partnership with more than 300 international institutions
26. Research University status
27. Volunteerism initiatives

14

Internal External Analysis
OPPORTUNITY

1. In line with RMK12
2. Increased attention on SDG initiatives
3. Strong cooperation with local and international
partners
4. Commitment from eco warriors and sustainability
warriors
5. International and national grants
6. Environmental sustainability research
Z UTM Flagship Grants
7.
8. Empowering Subject Matter Experts
9. Revolution 4.0 IoT Center
10. UTM Material Recycling Center
11. Policies and actions in promoting green technology

12. Multitasking job description by all PTJs
13. Professional membership
14. Utilizing auditing tools
15. Focus placed on green technology in RMK 12
16. Various government policies and blueprints(4IR/Hydrogen Roadmap)
17. Attractive curriculum designs
18. ASEAN level market

19. Good networking with government agencies
20. Better funding opportunity mechanism
20. Strong alliances and networks (AIMS, ATU NET,
AIMS4STAR consortia, Erasmus) and NGOs
21. Engagement on social media

15

16

ACCELERATING
THE REALISATION
OF A SUSTAINABLE
CAMPUS

03

17

ACCELERATING THE REALIZATION
OF A SUSTAINABLE CAMPUS
In managing challenges such as resources,
services, health and well-being, the sustainability
landscape is an important agenda while taking
into account the diversity of their stakeholders.
This blueprint helps to determine the directions
and goals that UTM plans to create. It comprisesof goals and objectives that will serve as
milestones for the institution by incorporating
sustainability as a lifestyle with guidelines foreveryone to follow, including UTM students.

“
INCORPORATINGSUSTAINABILITY AS
A LIFESTYLE”18

HIGHLIGHT

VISIONTo ingrain sustainability in campus DNA towards developing aholistic HEIs ecosystem.

OBJECTIVES
1. To strengthen the UTM Living Laboratory at all sectors
inclusively UTM citizen.
2. To enhance sustainability action plan of UTM envision 2025 inproviding healthy campus experience.
3. To uphold national and global agenda into comprehensive
monitoring at all stakeholders’ level.

“

All 39 initiatives were
mapped to 17 SDGs and UTM
enVision 2025 Mapping.

”

06
18
39
26
06
03

Strategic Priority Areas

Strategic Initiatives

Initiatives

Components

Implementation Clusters

Implementation andMonitoring Phases
19

SPA 2ECOSYSTEM RESILIENCESPA 1NET ZERO CARBON CAMPUS

PREAMBLE
Strategic Priority Area 1 launched a Net Zero Carbon (NZC) campus initiative to achieve net zero carbon emissions by 2050. This initiative entails establishing NZC
guidelines, forming a community of NZC best practises within UTM, and engaging internal and external stakeholders through an awareness programme to chart
our path to net zero carbon emissions. UTM hopes to position itself as a champion in driving NZC initiatives in Malaysia by establishing the UTM NZC community ofpractises, which is aligned with the government's goal of becoming a carbon-neutral country by 2050. Furthermore, the initiative entails establishing a big data
management system to monitor the implementation and impact of NZC initiatives, as well as instruments to enable UTM management to establish a baseline of
GHG emissions on the UTM campus, set GHG emissions reduction targets, and track PTJ achievement. This will position UTM as the champion of NZC initiatives in
Malaysia, as well as showcase our best practises for engaging internal and external stakeholders.

Strategic Priority Area 2 aims to kickstart an effort to improve preparedness and resilience through the use of natural resources. This effort includes developing a data
inventory and a reporting system for all aspects of water, biodiversity (flora and fauna), noise pollution, and air quality. These efforts will involve stakeholders inconservation and resilience programmes that balance natural and built resources while also improving accessibility and space sharing. UTM is proactive in creating awelcoming and sustainable campus environment by promoting education tourism and an open campus, reducing water consumption, implementing ecosystem zoning,
and addressing potential noise issues.

SPA 3
SUSTAINABLE PRODUCTION &RESPONSIBLE CONSUMPTION

Strategic Priority Area 3 on Sustainable and Responsible Consumption is all about preparing Universiti Teknologi Malaysia (UTM) for a Triple Win-for-People, Profit,
and Planet. In line with the national and international agendas, UTM will set an example by transitioning from business-as-usual to an outstanding sustainable entitythat provides transparent reports on this agenda to the local and federal government. As a top-ranked Higher Learning Institution (HEI), UTM will be an outstanding
change agent in addressing and implementing sustainability projects holistically by connecting people, the environment, products, and services, and providing
maximum transparency to both the UTM community and outsiders on its best practises in sustainable projects. As a result, UTM will be the first HEI to support the
Malaysia Open Science Platform (MOSP) initiative to make data findable, accessible, interoperable, and reusable (FAIR), a valuable national asset. As a result, theprimary goal of SPA 3 is to examine the UTM community's solid waste generation patterns (organic, inorganic, inert, and e-waste) as well as its
stakeholders'/community's commitment to co-creating solutions to address sustainable and responsible consumption. The SPA 3 builds on existing sustainableproduction and consumption efforts while also introducing innovative methodologies as key principles in UTM's development towards 2030.

20

PREAMBLE
Strategic Priority Area 4 recognised the significance of launching health and well-being initiatives aimed at improving the quality of life for UTM communities. The

the creation of programmes and public awareness campaigns to improve the health and well-being of UTM communities. UTM intends to provide evidence-based
interventions and action advisors for well-being initiatives to the university administration. The data gathered from the programmes will be analysed in terms ofwell-being (high, moderate, or low) and the eight components that contribute to well-being. Data interpretation and analysis will be used to improve services andreduce the gap in the initiative. UTM will foster a positive working environment and relationship between management and employees. UTM will also organise
Carnival 3S to promote 3S (Safety, Security, and Health) practises in the UTM community among staff, students, and residents on campus, including various activities

SPA 4
HEALTH & WELL-BEING

UTM Well-Being Index will be developed, and the most common components will be prioritised for treatment, recovery, and treatment. The initiative also includes

and programmes that lead to 3S practise and culture.
Strategic Priority Area 5 on SDG localisation refers to the process of taking the university's context into account in order to achieve UTM's sustainability agenda by 2030.

research and innovation. UTM, one of Malaysia's premier universities, has also taken the initiative to incorporate the SDGs into its university policies, strategies,
mission statement, and operations. UTM focuses on three (3) main components to strengthen SDG localization efforts: i) capacity building and engagement; (ii) support
and planning framework; and (iii) tools and execution. These components are intended to aid in the process of SDG localisation within the UTM context by 2030. The
strategies established to capitalise on UTM's stakeholders and experts to facilitate the process and implementation of the various SDG localisation initiatives. SPA 5 is

SPA 5SDGs LOCALISATION

Higher education institutions have begun to prioritise SDG localization by incorporating sustainability elements into teaching and learning, community service, andalso intended to ensure that all PTJ have clear guidelines for aligning their niche area with the relevant sustainability goals. Finally, the UTM-SDG Localisation Agenda
is expected to be the main output to serve as the primary reference to ensure SDG localisation.
Strategic Priority Area 6 is intended to ensure that all parties adhere to the sustainability agenda in our efforts to improve the quality and strengthen institutional
networking and partnership locally and globally. Several initiatives are proposed to be undertaken and observed by all parties involved in order to achieve this. Theseand opportunities. Each of these initiatives is thoroughly discussed in the report. Furthermore, we must strengthen networking and partnership strategies througheffective engagement. and to co-support the current UTM brand and visibility enhancements in support of the UTM sustainability agenda through 2030. Finally, these
initiatives are reflected in the specific objectives highlighted, which are: 1) to embark on AIMS4STAR high impact partnership via quadruple helix synergy entities by2030; 2) to increase UTM brand and visibility through strategic corporate communication; and 3) to improve the university's world ranking by incorporating sustainable
partnerships that can translate the University's sustainability agenda for the prosperous future of humanity. All of these specific goals are then converted into ActionPlan KAIs. Finally, these initiatives and goals are expected to produce positive results that reflect the 2030 long-term sustainability plan. Recognizing the importance

SPA 6
NETWORKING & PARTNERSHIP

initiatives include mapping networking and collaboration, monitoring and smart reporting, enriching collaboration, measuring high impact, and highlighting expertsof campus sustainability, strategic initiatives aimed at improving quality and strengthening institutional networking and partnerships on a local and global scale areurgently required.

21

Implementation and Monitoring Phases

Phase 3 (2029-2030)
Ultimate and Phase-Out (2 years)❖ Lead : Complete 100% of actions& initiatives❖ Vision: Anticipate plans todevelop new movement&

2022: Produce UTM
Sustainability
Blueprint 2030

Phase 1 (2023-2025)
Launching & Action Plan Phase(3 years)❖ Explore : Make progress
on blueprint actions &initiatives❖ Improve: Add in & adjust
actions & initiatives❖ Map action plans to
UTM enVision 2025

Phase 2 (2026-2028)
Implementation, Monitoring
Improvement Phase (3 years)❖ Analysis & Alignment:
Visibility of Initiatives &Culture❖ Change: Target aim &observe impact❖ Achieve:
Collaboration
approach to achieve action& initiatives

22

UTM SUSTAINABILITY BLUEPRINT 2030

OBJECTIVESVISION
To strengthen the UTM Living Laboratory
at all sectors inclusively UTM citizen

To ingrain sustainability in campus DNA
towards developing a holistic HEIs ecosystem

To enhance sustainability action plan of UTM envision
2025 in providing healthy campus experience

To uphold national and global agenda into
comprehensive monitoring at all stakeholders’ level

STRATEGIC PRIORITY AREAS & COMPONENTS
SPA 1
NET ZERO CARBON CAMPUSSPA 3SUSTAINABLE PRODUCTION &RESPONSIBLE CONSUMPTIONSPA 2ECOSYSTEM RESILIENCESPA 4HEALTH & WELL-BEINGSPA 6NETWORKING & PARTNERSHIP

SPA 5SDGs LOCALISATIONCOMPONENTS

ClimateBuildingGreen &
Reserved Areas

Energy

Water

Noise

Mobility &Transport

Life Cycle
Analysis

Air

Green
Procurement

Product
Innovation

Smart Waste Monitoring

Biodiversity

Life balance

Capacitybuilding

Well-being Index

Balanced Nutrition

Awareness

Engagement

Tools &
Execution

Industry

Volunteerism

Academia

Support & Planning Framework

Government

Civil Society

STRATEGIC INITIATIVES & PHASES
SPA 1Phase 1

SI1
SPA 4

SPA 1
SI2

Phase 3

SPA 2
SI3

Leveraging natural resource toimprove preparedness and resilience

SI1

SPA 1

Empowerment of 3S (Sihat, Selamat,
Sejahtera) committee

SI2

Phase 2SPA 2Advancing towards
Net Zero Transition

Implementation of carbon
mitigation project

SPA 2
SI2

Establishment of conservation,
research and education

SI3

SI1

Improving a healthy, productive,
and conducive campus life

SPA 3

SPA 5

SPA 5

SPA 6

Cluster:

SPA 6

SI1

SI3

GovernanceEmphasizing on high impact quadruple
helix CSR project

Operation

Enabler

SI2

Monitoring

Nurturing sustainable
lifestyle@UTM

SI2

SPA 4
SI3

Leadership in sustainability throughlocal, global and alumni partnership

SPA 6

Spearheading
sustainable activities

SPA 3

Development of capacity
building and engagement plan

SI1

Establish data-driven instrument to improve data
sharing and Open Science

SI3

Building a knowledge
driven smart community

SI1

Fostering living lab for decarbonisation
and resilience adaption

SI3

Securing resource
and increase rate
SPA 3

SPA 4

Execute 3S programmes
and carnival

SPA 5
SI2

Establish UTMSDG localisation

Strengthening UTM brand and visibility
to enhance global reputation

Prevention

FinanceFinancial

SUSTAINABLE DEVELOPMENT GOALS MAPPING
1
Initiative2
Initiatives

3
Initiatives

5
Initiatives

1
Initiative1
Initiative1
Initiative1
Initiative

4
Initiatives

1
Initiative

4
Initiatives

2
Initiatives

4
Initiatives

1
Initiative2
Initiatives

4
Initiatives

5
Initiatives

UTM enVision 2025 MAPPING
ST1World-class talent,Continuous upskilling
and reskilling

ST3
Support thedevelopment of
unique niche andspecialisation

ST 4
Transformative Life
Experiences throughKnowledge Empowerment
and Trust

ST5
The use of high-technology
tools in localising SDG
facilitate UTM to fulfil the
global sustainability agenda.

SP3
To inculcate UTM core values
namely Integrity, Synergy,
Excellence and Sustainability(ISES) into work andmanagement ecosystem

SP6
Provide sustainablecampus experience to
UTM students, staff andsurrounding
community.

SP7
Enculturate datadriven culture withhigh level of trust intechnology

SP8
Achieve global eminence asa distinguished Malaysia
Research University in-line
23
with national and global
agendaThis Blueprint consists of six main pillar Strategic Priority Areas (SPAs). The three elements in SPA 1 (Net Zero Carbon), SPA 2 (Ecosystem Resilience),
and SPA 3 (Sustainable Production and Consumption) are the main areas of sustainability related to operation in campus and they are being supported
by SPA 4 (Health & Wellbeing), SPA 5 (SDGs Localization) and SPA 6 (Networking & Partnership) which serve as guidance for the implementation
purposes.

SPA 3

SUSTAINABLE PRODUCTION ANDRESPONSIBLE CONSUMPTION
To build a knowledge driven smart
community.
To nurture sustainable lifestyle at UTM.
To spearhead sustainable activities.

SPA 2 ECOSYSTEM RESILIENCETo leverage natural resource toimprove preparedness and resilience.
To secure resources and increase rate.
To establish conservation, research,and education.

SPA 1 NET ZERO CARBON CAMPUS
To establish a Net Zero Transition (NZT)
action plan for the campus.
To implement carbon mitigation
projects in UTM.
To foster living lab for decarbonization
and resilience adaptation in UTM.

SPA 4HEALTH & WELL-BEING
To improve health, productive andconducive life.
To empower the 3S (Sihat, Selamat,
Sejahtera) committee.
To execute 3S programmes andcarnival.

SPA 5

SDGs LOCALISATION
To develop capacity building andengagement plan.
To establish data-driven instrument toimprove data sharing and Open Science.
To establish UTM-SDG localization.

SPA 6 NETWORKING & PARTNERSHIPTo develop leadership in sustainability
through local, global and alumni
partnership.
To strengthen UTM brand and visibility
to enhance global reputation.
To emphasize on high impact
quadruple helix CSR project.

24Governance
SI1
I 1.1
SI1
I 1.1
SI1

I 1.1

SI1

Establish Net Zero Carbon (NZC)
community to implement NZC practices

P1

Develop climate preparedness & campus
resilience action plan

P1

SI2

Provide a one-stop platform to perform Life
Cycle Analysis (LCA) & further develop a Zero
Waste Index (ZWI)

P2P3

I 2.1

I 1.1

Operation
P2

Implement smarter & efficient operation

I 2.1
SI1

SI1
I 1.1
SI3
I 3.1

Enhance alternative resource
consumption & built design

P2

Enhance campus operation measures with
community & stakeholders outreach

P1P2

I 1.2
SI1
I 1.2
SI1
I 1.2
SI2

Create a model food campus that is healthpromoting, ecologically minded, economic &nutrient balanced
I 3.2

P1

I 2.1
SI3

SI2

P1P3

Produce campus well-being map
I 1.2
SI3

I 3.2
SI2

Improve reputation & impact ranking

Identify talents & experts to guide andplan execution towards localising SDGs

P1

Establish database GLCs Industry which
apply CSR Government Index

P1P3

Prevention

SI1

P1

I 2.3

Finalise key indicator & identify new
indicators that is relevant to establish actionplans on localising SDGs

P2P3

P2

SI2

Establish inventory baseline data &reporting system

P1

I 2.2
SI2

Develop smart & traceable waste
tracking & monitoring mechanism

P1P3

Recognise 3S (Sihat, Selamat, Sejahtera)committee for initiatives coordination

P1

Develop effective monitoring dashboard &feedback assessment

P2P3

Manage big data in NZC

I 2.1

I 2.1
SI2

P1

Monitoring

SI2

SI2

Establish UTM Well-Being Index withenhancement programme

Develop UTM's SDGs Awareness Index

I 2.2
SI3
I 3.1
SI2
I 2.2
SI1
I 1.2

Identify & upgrade low carbon
infrastructure and assets

P2

Provide a one-stop communication
platform for efficient fault reporting

P2

Develop Green Procurement guideline for
product, material & services

P2P3

Provide support & recommend evidencebased intervention

P1

Plan training, certification & capacitybuilding programmes

P1P3

P1P3

I 2.1

Finance

Enabler(Scheme & accessibility)(Participation & technology)
SI3
I 3.1
SI3
I 3.2
SI3

I 3.2
SI1
I 1.3
SI2
I 2.2

Demonstrate technological solution& nature-based solution

P3

Build awareness & monitor
community acceptance

P1

SI3
I 3.1

Engage on conservation, preparedness &resilience programme that outreach to
stakeholders involvement

P1P3

Develop technological innovations toenhance waste prevention & recovery

P1P2

Facilitate responsible consumption
initiative to increase value chain

P1P2

SI2
I 2.2
SI3
I 3.1
SI2
I 2.2
SI1

I 1.1

Increase participation & accessibility
to programme to culture 3S

P1Consolidate roles & responsibilities of
UTM's PTJ (Faculties, CTLD) on SDGs

P2P3

Integrate data gathering

SI1
I 1.3

P2P3

Promote high-impact content
through new media platforms

P1P3

Fostering strategic engagement andserve as hub of collaboration
addressing global challenge

P1P3

SI3
I 3.1
SI3

I 3.2

Develop carbon mitigation
investment framework

P1

SI1

Promote edutourism & open campus
towards space sharing accessibility

P1P3

I 1.3
SI1

Accelerate research & innovation
through green funds, grants andendowment

P1P3

I 1.2

Promote sponsorship programme toencourage multi-stakeholder
engagement

P1P3

P1Invest in University Sustainable
P3
Programme while incorporating the ESG
criteria

Implementation Cluster

25

INITIATIVES BY CLUSTER & PHASESSPA 1NET ZERO CARBON CAMPUS

ClimateBuildingGreen &
Reserved Areas
SPA 1
SI1
SI1
I 1.1
SI1

Water

EnergyMobility &Transport

I 1.3
SPA 1
SI2

SPA 2

Advancing towards Net Zero Transition

SI1

Establish Net Zero Carbon (NZC) community
to implement NZC practices

P1

SI1

P2

I 1.1
SI1
I 1.2

P1

Develop carbon mitigation investment
framework

SI2

Implementing carbon mitigation project
P2

Implement smarter & efficient operation

I 2.2
SPA 1
SI3
SI3
I 3.1
SI3
I 3.2

SPA 2
SI2

SI2
I 2.1
SI2

Noise

Air

Life Cycle
Analysis

I 2.1
SI2
I 2.2

P2

Identify & upgrade low carbon
infrastructure and assets

SPA 2
SI3

Fostering living lab for decarbonisation andresilience adaption

SI3
I 3.1

Demonstrate technological solution & naturebased solution

P3

Build awareness & monitor community
acceptance

P1

SI3

I 3.2

SI1

Develop climate preparedness & campus
resilience action plan

P1

Establish inventory baseline data & reporting
system

P1

SI1

I 1.1
SI1
I 1.2
SI1

Securing resource and increase rate
Enhance alternative resource consumption &built design

P2

Provide a one-stop communication platform for
efficient fault reporting

P2

I 1.3

I 2.1
SI2

Promote edutourism & open campus towards
space sharing accessibility

P1P3

Engage on conservation, preparedness &resilience programme that outreach to
stakeholders involvement

P1P3

Cluster:

SPA: Strategic Priority Area

GovernanceOperation

SI: Strategic Initiative

Enabler

I 2.2

Develop smart & traceable waste tracking &monitoring mechanism

P1P3

Develop technological innovations to enhancewaste prevention & recovery

P1P2

Nurturing sustainable lifestyle@UTM
Enhance campus operation measures with
community & stakeholders outreach

P1P2

Facilitate responsible consumption initiative toincrease value chain

P1P2

SPA 3

Spearheading Sustainable Activities

SI3
SI3
I 3.1
SI3

I: Initiative

Monitoring

P2P3

SI2

Establishing conservation, research, andeducation

Prevention

Awareness

Provide a one-stop platform to perform Life Cycle
Analysis (LCA) & further develop a Zero Waste
Index (ZWI)

SPA 3
SI2

Green Procurement

Building a knowledge driven smart
community

SPA 3

Leveraging natural resource to improve
preparedness and resilience

I 3.2

Guide:

Product Innovation

Smart Waste Monitoring

Biodiversity

Big data management in Net Zero Carbon
I 1.2
SI1

SPA 3
SUSTAINABLE PRODUCTION & RESPONSIBLE
CONSUMPTIONSPA 2ECOSYSTEM RESILIENCE

Develop Green Procurement guideline for
product, material & services

P2P3

Accelerate research & innovation through green P1P3
funds, grants and endowment

P: Phase
FinanceFinancial

26

INITIATIVES BY CLUSTER & PHASESSPA 4HEALTH & WELL-BEING

Life balanceWell-being Index

z

SPA 6
NETWORKING & PARTNERSHIP

SPA 5SDGs LOCALISATION

Capacity building

Engagement

Tools & Execution

Government

Industry

Volunteerism

Balanced Nutrition
Academia

Support & Planning Framework
SPA 4
SI1
SI1
I 1.1

Improving a healthy, productive, andconducive campus life
Establish UTM Well-Being Index withenhancement programme

SI1

SPA 5
SI1
P1

SI1

P1

I 1.1
SI1

Produce campus well-being map

I 1.2
SI1

I 1.2
SPA 4
SI2
SI2
I 2.1
SI2
I 2.2
SPA 4
SI3
SI3
I 3.1
SI3

I 3.2

Empowerment of 3S (Sihat, Selamat,
Sejahtera) committee

I 1.3

Recognise 3S (Sihat, Selamat, Sejahtera)committee for initiatives coordination

P1

Provide support & recommend evidence-based
intervention

P1

I 2.1
SI2
I 2.2

Create a model food campus that is healthpromoting, ecologically minded, economic andnutrient balanced.

Cluster:

SI1

Plan training, certification & capacity-building
programmes

P1P3

I 1.1
SI1

Promote sponsorship programme to encourage P1P3
multi-stakeholder engagements
Establish UTM-SDG localisation

Invest in University Sustainable Programme
while incorporating the ESG criteria

P1P3

I 1.2

Strengthening UTM brand and visibility
to enhance global reputation

SPA 6

SI2

Develop UTM's SDGs Awareness Index

Finalise key indicators and identify new indicators P2P3
that are relevant to establish action plans on
localising SDGs
P2P3

Consolidate roles & responsibilities of
UTM's PTJ on SDGs

SI3

Establish data-driven instrument to improvedata sharing and Open Science

SI3
I 3.1
SI3

I 2.1
SI2

Promote high-impact content through new
media platforms

I 2.2
SI2

Improve reputation & impact ranking

Develop effective monitoring dashboard &feedback assessment

Operation

SI: Strategic Initiative

Enabler

Monitoring

P1P3
P1P3
P1P3

I 2.3

Emphasizing on high impact quadruple
helix CSR project

SI3
SI3
P2P3

Integrate data gathering

SPA: Strategic Priority Area

Governance

P1P3

SPA 6
SPA 5

P1

Fostering strategic engagement and serve as
hub of collaboration addressing global
challenge

SI2

P1

I 3.2

Guide:

SI1
P1

SPA 5
SI2

Leadership in sustainability through local,
global and alumni partnership

SPA 6

Identify talents & experts to guide and plan
execution towards localising SDGs

SI2

Execute 3S programmes and carnival
Increase participation & accessibility toprogramme to culture 3S

Development of capacity building andengagement implementation plan

Civil Society

Establish database GLCs Industry which apply
CSR Government Index

I 3.1

P1P3

P2P3

I: Initiative

Prevention

P: Phase
FinanceFinancial

27

SPA 1 NET ZERO CARBON CAMPUS
SPA 1
SI1

SPA 1

Advancing towards Net Zero Transition

SI2

The initiative is to implement NZC campus
practices for the campus. It involves forming thecommunity of NZC best practices within UTM, andestablishment of the NZC guideline, to chart UTM

pathway to achieve
emissions by 2050.

net

zero

Instruments shall be developed to enable theUTM management to establish the baselineof GHG emissions in UTM campus.

2

The instruments could be used to monitor theachievement of PTJs’ target, and ultimately, overall
achievement of UTM to become NZC campus. TheseTo encourage engagement from internal and external
stakeholders to increase their awareness on NZC.

Initiatives:
SI1
I 1.1
SI1

Establish Net Zero Carbon (NZC) community
to implement NZC practices

P2

Big data management in Net Zero Carbon
I 1.2
SI1
I 1.3

S6

Develop carbon mitigation investment
framework

To encourage investment in carbon mitigation projects.

To develop investment frameworks to attract investments fromexternal parties for carbon mitigation projects in UTM.

SI2

Implement smarter and efficient operation

SP3

P1

I 2.1
SI2

1
3

To raise awareness amongcommunity and stakeholders.

I 2.2

2

To evaluate campus
adaptation andreflection.

To experiment innovative and integrated technologicalsolutions with campus community involvement.

Initiatives:
P2

S7

Identify & upgrade low carbon
infrastructure & assets

Fostering living lab for decarbonisation andresilience adaption

Objectives:

Initiatives:
P1

Mobility &Transport

UTM will also invest in low-carbon UTM fleets, suchas electric vehicles powered by RE, and infrastructure
related to low carbon mobility. Carbon off-setting
projects such as planting trees with high carbon
sequestration rates will be implemented as well.

data could support the prediction and monitoringof weather and pollution event.

1
2

Green &
Reserved Areas

The equipment will be upgraded to models withhigher energy efficiency. On the other hand, therenewable energy (RE) supply will be increased
by either self-generation or external procurement.

Objectives:
To develop NZC bestpractices.

EnergyThe initiative is to implement carbon mitigation
projects in UTM. In terms of building, the newbuilding should be designed with a green
building concept, while the current building will
be retrofitted with green building features.

initiatives.

Objectives:

1
3

SI3

management related to the governance and themonitoring of implementation and impact of NZC

The showcase of NZC best practices could be
utilised to engage the internal and external
stakeholders in the awareness programme, andultimately lead to collaboration with theindustry, government, and communities.

Building

SPA 1

Implementing carbon mitigation project
The initiative is related to establish the big datacarbonBy establishing the UTM NZC community ofpractices, it shall position UTM as the champion
in driving the NZC initiatives in Malaysia.

To establish NZC
community of practice.

Climate

P2

SI3
I 3.1
SI3
I 3.2

Demonstrate technological solution & naturebased solution

P3

Build awareness & monitor community
acceptance

P1

28

SPA 2 ECOSYSTEM RESILIENCE
SPA 2
SI1

Leveraging natural resource to improve
preparedness and resilience

The initiative is to establish an inventory data anddevelop a reporting system for all aspects ofwater, biodiversity (flora and fauna), noise
pollution and air quality in UTM.
These include water quality, water supply andwastewater facilities, biodiversity database,identifying noise producing equipment interms of its type, number, location, electrical
power consumption and its manufacturer's
specifications on sound level emission.

SPA 2
SI2

Air

Biodiversity

Establishing conservation, research, andeducation
The initiative is to reduce water consumption in UTM
through water saving initiatives which include
awareness programmes, installation of water saving
devices/fittings and reduction in non-revenue water.

As part of UTM, ecosystem zoning is helpful to planand manage the natural and built resources ofcampus. In response to UTM development,
ecosystem zoning is the way forward to balance thenatural and built environment of UTM towards
sustainable development.

The existing UTM's biodiversity database (UTMEco)which has been used as part of biodiversity inventory
can be improvised. Currently, there are about more than
4000 records of species recorded in UTMEco.

Additionally, the initiative is to incorporate noise in
UTM’s Master Plan so that potential noise issues ornuisance will be considered in its development
project or taken into the account in its development
planning as early as its initial design stage.

Objectives:

3

To identify noise level inteaching and learningfacilities and working areas.

To develop a database information system for air quality
reporting across all campuses of UTM.

1
3

To enhance the use ofalternative water resources
for appropriate application.

Initiatives:

I 1.2

Noise

Objectives:

To establish a biodiversity
database based on species
diversity and abundance.

I 1.1
SI1

SI3

Additionally, the existing maintenance and fault
reporting software or one-stop centre UTM complaint
website can be improvised to incorporate noise levelissues (or nuisance) and other pollutants in UTM.

To develop a database information system for ease of water
environment reporting.

SI1

SPA 2

Securing resource and increase rate
The initiative is to enhance the use of other water
resources in UTM which include ground water,
rainwater harvesting and wastewater reclamation.

Objectives:

1
2
4

Water

2

To apply and improvise
UTMEco as the mainstreamof biodiversity database.

To provide an efficient communication channel of noise levelissues among the consumers, administrators, and facility
maintenance party in UTM.

Initiatives:

Develop climate preparedness & campus
resilience action plans

P1

SI2

S6

I 2.1

Establish inventory baseline data & reporting
system

P1

SI2

S7

I 2.2

Enhance alternative resource consumption &built design

P2
ST4

P2

Provide a one-stop communication platform for
efficient fault reporting

1
3
4

To promote water
conservation practices
at UTM.

SI3
I 3.1
SI3

I 3.2

2

To provide ecosystem zoning
based on the ecosystem
functioning and significance.

To promote UTM's biodiversity as an ecotourism/
edutourism product and attraction.
To implement that noise level of any development of facilities,
installation and operation of noise producing equipment in
UTM, conforms to the latest noise standards
Initiatives:
Promote edutourism & open campus towards
space sharing accessibility

P1P3

Engage on conservation, preparedness &resilience programme that outreach to
stakeholders involvement

P1P3

29

SUSTAINABLE PRODUCTION &SPA 3RESPONSIBLE CONSUMPTION
SPA 3
SI1

Building a knowledge driven smart
community

SPA
3
SI2

The initiative is to provide a one-stop platform
for reporting on waste consumption andrecycling activities in terms of data with theadditional input on best practices acrossmultiple units offering unprecedented insights
and solutions towards local, regional, and global
sustainability challenges.

To strengthen and improve the existing in-house waste
tracking and monitoring mechanism by incorporating smart
elements.

1
2

Initiatives:

I 1.1
SI1

I 1.2
SI1
I 1.3

Develop smart & traceable waste tracking &monitoring mechanism
Develop technological innovations to enhancewaste prevention & recovery

SI3

P2P3

SI2
I 2.1

ST4
P1P3

SI2
I 2.2

To enhance initiative transformation to produce
valuable products.

Facilitate responsible consumption initiative toincrease value chain

Smart Waste
Monitoring

Awareness

Spearheading Sustainable Activities

Objectives:

To promote transition towards sustainable system,
behaviour, and practices in UTM.

Initiatives::
Enhance campus operation measures with
community & stakeholders outreachGreen
Procurement

The initiative intends to develop UTM as an
outstanding agent of change in addressing, byconnecting people, environment, products, andservices and providing maximum transparency toboth UTM community and outsiders on its bestpractices in sustainable projects.

Objectives:

To develop a trusted platform that enables accessibility andsharing of research data and increase visibility on datacollection to improve the status-quo of waste management
towards Zero Waste or Circular Economy.

Provide a one-stop platform to perform Life Cycle
Analysis (LCA) and further develop a Zero Waste
Index (ZWI)

SPA 3

Nurturing sustainable lifestyle@UTM

Coherent with the national and international
agenda, UTM will be leading by example tobreak the habit and transitioning frombusiness-as-usual to an outstanding sustainable
entity providing transparent reports on thisagenda to the local and federal government.

Objectives:

SI1

Product
Innovation

The initiative is about gearing Universiti
Teknologi Malaysia (UTM) for Triple Win- forthe People, for the Profit and for the Planet.

These data to be utilized to perform Life Cycle
Analysis (LCA) and further develop Zero Waste
Index (ZWI).

1
2

Life Cycle
Analysis

1
2

To enhance CSR projects from industries/corporate.

To enhance initiative transformation to produce
valuable products.

Initiatives:
P1P2

SI3
I 3.1

P1P2

SI3
I 3.2

Develop Green Procurement guideline for
product, material & services

P2P3

Accelerate research & innovation through Green
Funds, Grants & Endowment

P1P3

S6
P1P2

30

SPA 4 HEALTH & WELL-BEING
SPA 4
SI1

Improving a healthy, productive, andconducive campus life

Life balance

SPA 4

Empowering 3S (Sihat, Selamat, Sejahtera)committee

SI2

Provide and recommend evidence-based
intervention for well-being initiatives.

Establish UTM Well-Being Index and determine its
desired outcome.

To provide constructive feedback for the 3S wellbeing committee for review and improvement.
To analyse and categorise of well-being Facilities
inside UTM and provide constructive Campus Wellbeing Map.

1
2
3

SI1
I 1.1

Establish UTM Well-Being Index withenhancement programme
Produce campus well-being map

I 1.2

To coordinate the committees, departments, andoffices for the implementation of well-being.
initiatives.
To empower support programmes and coordinate thecommittees, departments, and offices for the
implementation of well-being initiatives programmes.

1
2
3

Initiatives:
P1
ST4

SI2
I 2.1

SI2

SI1

Collaboration
networkwithministries,
institutions,organizations,andexternalorganizations related to 3S.
Objectives:

To empower and recognise the role of the 3S committee
in the management and implementation of well-being
initiatives.

Initiatives:

P1
S2 & S3

I 2.2

Executing 3S programmes and carnival

Including various activities and programmes thatlead to the practice and culture of 3S.

Objectives:

To analyse and categorise of well-being index into three;low, moderate, and high wellbeing.

Balanced Nutrition

Organize Carnival 3S to promote 3S practices in the
Universiti Teknologi Malaysia community amongstaff, students, and residents around the campus.

Action adviser for well-being initiatives
to the university management.

Objectives:

1
2
3

SI3

Involvement of the 3S wellbeing committee intheplanning,
enforcement,
advisory,
monitoring, and reporting of UTM wellbeing
initiatives.

This initiative aims to provide instruments inmeasuring the quality of life for staff via survey
index by Registrar.

Develop programme and awareness campaign
for staff to improve stability in health and wellbeing.

SPA 4

Well-being Index

To create awareness or enhancement programmes basedon the level of the well-being index to improve thequality of life for UTM communities.
To provide exposure to UTM residents about theimportance of taking care of self-health and theenvironment.
initiatives.
To provide exposure to UTM residents about theimportance of taking care of self-health with healthy
food and balance nutrition.
Initiatives:

Recognise 3S (Sihat, Selamat, Sejahtera)committee for initiatives coordination

P1

SI3

S6

I 3.1

Provide support & recommend evidence-based
intervention

P1

SI3

SP3

I 3.2

Increase participation & accessibility toprogramme to culture 3S

Create a model food campus that is healthpromoting, ecologically minded, economic &nutrient balanced

31

P1

P1

SPA 5 SDGs LOCALISATION
SPA 5
SI1

Developing capacity building andengagement implementation plan

Capacitybuilding

SPA 5

SPA 5

Establishing UTM-SDG localisation

SI2

SI3

Identify talents and experts in various SDGs
specialization.

Promote Sponsorship Programme to support
Engagement initiatives.

1
3

To empower stakeholders
in understanding SDGs,
localising SDGs.
To assess the effectivenessof localised SDGs
implementation

2
4

To establish collaborationin the implementation of
the initiatives.
To increase the number ofstudents and staff completing
SDG training/courses.

1
2
3

I 1.1
SI1

I 1.2
SI1
I 1.3

Identify talents & experts to guide & plan
execution towards localising SDGs

To review and streamline the roles of PTJs in the processof SDG Localisation.

1
2
3

To evaluate and adopt appropriate instruments andmechanisms for data sharing implementation.
To enhance data usage to improve analysis as well as
optimise machine-readable data.

To embrace the spirit of SDG by "localising" theindicators.

To establish UTM-SDG Localisation Agenda to guide theimplementation process.

initiatives:
P1
ST1
P1-

Plan training, certification, & capacity-building P3
programmes
per yearST3
Promote sponsorship programme to encourage
multi-stakeholder engagement

Each faculty and COEs to provide Application
Programming Interfaces (APIs) for sharing real-timeand aggregated data.
Objectives:

Objectives:

initiatives:
SI1

P1P1P3
P3

Establish data-driven instrument to improvedata sharing and Open Science

Expand the Open Science / Open Data Service to all
faculties to facilitate more data sharing.
Identifying relevant SDGs according to theniche of each PTJ.

Objectives:

Support & Planning
Framework

Develop open data guidelines to ensure that open
data is fundamentally accessible, reliable, reusable,
comprehensive, comparable, and interoperable.

Assess new focus areas and develop
indicators based on the gap analysis.

Empower research centers, center of excellence tocreate sustainable certification programmes.
Encourage multi-stakeholder partnership in theestablishment of living labs, and volunteer groups/
clubs).

Tools &
Execution

This initiative aims to enhance evidence-based
policy formulation.

Selection of key indicators based on the previous
indicators shortlisted by UTMCS.

Provide training, guidance, and development
pathway for stakeholders’ upskilling.

Engagement

SI2

I 2.1

SI2
I 2.2

initiatives:
SI3

Finalise key indicators and identify new indicators P2P3
that are relevant to establish action plans on
localising SDGs
ST5

I 3.1
SI3

P2P3

I 3.2

Consolidate roles & responsibilities of UTM's PTJ(Faculties, CTLD) on SDGs

To provide more Open Data Services/Open Science toincrease usage and facilitate data sharing by all faculties.

P2P3

Integrate data gathering
Develop an effective monitoring dashboard &feedback assessment

ST4

32

P2P3

SPA 6 NETWORK & PARTNERSHIP
SPA 6
SI1

Promoting leadership in sustainability
through local, global and alumni partnership

SPA 6
SI2

Volunteerism

Strengthening UTM brand and visibility
to enhance global reputation

Via these initiatives, we seek to continuously
improve the University’s brand and visibility at both
local and global levels.

This proposed initiative intends to strengthen
networking and collaboration initiatives througheffective participation of UTM’s quadruple helix
synergy partner focusing on the UTM campus
sustainability agenda.

To strengthen collaboration with local to promote SDGs
initiatives through the university's media platform
and international industry players.
To produce corporate communication and media plan,
marketing kit and digital media materials emphasizing on
efforts to sustain networking and partnership between
UTM and quadruple helix entities.
Initiatives:

I 1.2

Invest in University Sustainable Programme
while incorporating ESG criteria

Emphasising on high impact quadruple
helix CSR projectTo establish database GLCs Industry which apply
CSR Government Index.

These initiatives aim to comply with the CSR
Government Index and are given a yearly fund toachieve this initiative.

Objectives:

To create international collaborations enabling academics
and students from some of the world’s top universities towork together on issues of global importance.

I 1.1
SI1

Civil Society

Academia

These initiatives to improve academic reputation
through boosting global eminence.

To drive University Sustainable Programme andpromote high impact content through new media
platforms.

Objectives:

Foster strategic engagement & serve as hub ofcollaboration addressing global challenge

Government

This initiative aims to promote effective internal andexternal partnership through strategic communication.

This initiative aims to bring more notableachievements via networking and partnership tosustain university growth.

SI1

SI2

Co-supports the current UTM brand and visibility
enhancement towards UTM sustainability agenda
until 2030.

This initiative aims to strengthen networking andpartnership strategies through effective engagement.

1
2
3

SPA 6

Industry

P1P3
ST3
P1P3
SP4

1
3
5c
6
c
c

To support co-branding
programmes and networking
activities related to SDGs
To increase UTM expert
visibility to enhance
global reputation

Objectives:

2
4
c
c

To broaden UTM visibility
and brand (SDGs Initiatives)
To have link exchange
from our partners andcollaborators websites.

To ensure all staff update personal websites, google scholar,
actively using digital platforms for promotional activities with aniche area on sustainability.

To strategise on digital marketing and visibility in developing
high impact digital content
Initiatives:

SI2

I 2.1
SI2
I 2.2
SI2

I 2.3

Develop UTM's SDGs Awareness Index
Promote high impact content through new
media platforms
Improve reputation and impact ranking

1
2
4
6

P1P3

SI3

SP5
P1P3

I 3.1

To enforce SPEED in High Performance Delivery via
strategic alliances (Smart Partnership).

3
5

To identify GLC thatsuitable for engagementof CSR programme.
To propose a
To engage with the GLC for
programme with thevolunteerism programme.
GLC identified in the
database.
To strategise criteria needs based on the selected typeof ranking.
To create SDGs
database platform.

Initiatives:
Establish database GLCs Industry which
apply CSR Government Index

P1-P3
SP7,ST5,SP8

ST4
P1P3
SP6

33

34

04
GOVERNANCESTRUCTURE
35

Governance Structure
UTM is committed towards sustainability. To achieve this, theuniversity's governance needs to be strengthened through various
efforts on all levels of management, including PTJs, staff and our
stakeholders, the students. As illustrated in page 53, all entities in the
new proposed structure of Jawatankuasa Pemandu JPU: Pelestarian
Kampus will be involved with the implemetaion and monitoring of UTM
Sustainability Blueprint 2030.

“ University's governance needs to be strengthened through various efforts

from top management levels, delegating to PTJs staff and our stakeholders,
the students.

”

36

University Management Committee (JPU)

i.
ii.
iii.
iv.
v.

Secretariat
JPU Meeting Secretariat
Campus Sustainability Office
Digital Services Department

Academic
Sustainability
Committee

Research & Innovation
Sustainability
Committee

Chairperson:
Chairperson:
Deputy Vice-Chancellor Deputy Vice-Chancellor(Academic)(Research &Innovation)
Main Scope:• Teaching &Learning•

Main Scope:• Research &Innovation• Commercialisation•

JPU Steering Committee: Campus Sustainability

Development
Sustainability
Committee

Student
Sustainability
Committee

Chairperson:
Deputy Vice-Chancellor(Development)

Chairperson:
Deputy Vice-Chancellor(Student Affairs)

Chairperson:
Registrar

Main Scope:• Student Development• Student Welfare &Well-being

Main Scope:• Office Sustainability(Green Office)• Talent development• Staff Welfare &Well-being

Main Scope:• Asset Management• Technical services &maintenance• Financial
Sustainability•

Human Resources
Sustainability
Committee

UTM KualaLumpurSustainability
Committee

UTM Pagoh
Sustainability
Committee

Chairperson:
Pro-Vice Chancellor(UTM Kuala Lumpur)

Chairperson:
Director (UTM Pagoh)

Main Scope:• UTM Kuala Lumpur
CampusSustainability••

Main Scope• UTM Pagoh Campus
Sustainability*Pending approval (Feb 2023)
37

38

05
IMPLEMENTATION
OF THE BLUEPRINT39IMPLEMENTATION OF THE BLUEPRINT
Teaching & Learning
Encouraging adaptable and highly accessible
educational platform is part of ensuring a sustainable
learning environment by having Massive Open Online
Courses (MOOCS) and exclusively online course
either via Micro-Credentials or Online Distance
Learning as means to enhance capacity building,upskilling, and reskilling for life-long learning.

Involving students in campus Living Lab as part of hands-on
and engaging activities by improving implementation
through research findings and learning experience.
Incorporating sustainable education to ensure that students andcurriculum are future-ready and adaptable to any changes in the
future.
Promoting knowledge transfer through sustainable
lifestyle and engaging activities to create
opportunities for students of diverse backgrounds
and capabilities to adapt in the community.

Leading engineering and technology university byembedding complex problems, blueprint initiatives
in courses or part of teaching materials.

Research & Innovation
Diversifying adaptable research for Living Lab.
Emerging knowledge and knowledge transfer fromresearch findings and products to implement andsupport blueprint initiatives.
Innovating solutions as the new UTM tagline to inspire
new approaches to sustainability and innovating
solutions from research-driven approach.
Introducing Fantastic 4 as significant themes.

Sharing achievements and performance via UTM News Hub,UTM Nexus, HEP bulletins, and sustainability reports.
Promoting quadruple helix approach involving various
stakeholders to reach out to UTM alumni for smart partnership
through research and innovation, so we can gain a better
understanding of the complexities and interconnections ofsustainability issues.
Fostering innovation and research to continuously improve,
make progress, and sustain.
Encouraging cross disciplinary approach to create diverse
perspectives and expertise to tackle sustainability challenges.
40

IMPLEMENTATION OF THE BLUEPRINT
Empowering Campus Citizen
Focusing on a holistic Higher Education Institutions(HEIs) development by instilling sustainable DNA tocreate cultures that value inclusivity, health, andnurture positive work environment at all levels.
Cultivating Speed, Collaboration, and Resilience
work culture to motivate UTM citizen to contribute
their best.

Digitalisation

Utilising smart and efficient
infrastructure and operation.

Promoting knowledge driven
community for smart consumption.

Empowering campus citizen by providing platforms
for reporting, engagement, and resilience plan.
Emphasising on digitalisation to assist organisations in
implementing sustainable practices more efficiently andimproving resource utilisation and reducing emissions.
Promoting digital work lifestyle data sharing and dashboard
towards digitalised students’ learning experience.

Focusing on developing and refining corecompetencies to stay ahead of the curve by investingin trainings and development programmes.
Accessing current resources and capabilities byidentifying areas for improvement and investing intechnology, infrastructure, and procurement.
Moving at functional level by prioritising andencouraging continuous improvement.

Finance & Recognition

Empowering UTM endowment and zakat.

Promoting ESG criteria to evaluate
investment.

Investing in latest tools, processes, and existing streamlining
system to conduct good research and education programmes
for the long run to generate sustainable income.
Encouraging impactful networking (e.g., MYSUN, UTM SDSN)
and Consortium Global positioning and reputation (e.g., THE
Impact ranking, QS ranking etc.) to boost UTM performanceand its impact in sustainability effort aside from helping topoint out the gap for improvement.
41

ACKNOWLEDGEMENT
Strategic Initiatives & Initiatives Content Curators (Page 17-34)
Lead: Aini Suzana Binti Ariffin
Lim Jeng Shiun | Sharifah Rafidah bt. Wan Alwi | Kasturi Devi A/P Kanniah | Jasrul Jamani bin Jamian | Mohd Farid bin Muhamad Said |Noor Aimran bin Samsudin | Zanariah bte Jasmani | Nurul Hawani bte Idris | Eeydzah binti Aminudin | Norhashimah binti Hashim |Noor 'Azlinda binti Maskor | Ahmad Safarin bin Masri
Mohd Farizal bin Ahmad Kamaroddin| | Azmi bin Aris | Zair Asrar bin Ahmad | Sallehuddin bin Muhamad | Mokhtar bin Harun | Nadirahbinti Darus | Ak Mohd Rafiq bin Ak Matusin | Mohd Ishamuddin bin Md Kusmin
Pramila A/p Tamunaidu| Lee Chew Tin | Harcharanjit Singh A/L Mahinder Singh | Abd Halim bin Md Ali | Ong Pei Ying | Qamaruzaman
bin Mohd Noor | Abdul Rashid bin Aris | Mohd Hidayat bin Hussin
Naemah binti Hamzah | Azlan bin Abdul Latib | Hadafi Fitri bin Mohd Latip | Zulfikar bin Ahmad | Annieza binti Muzlan | Mohd Fa'iz bin
Ahmad | Hazirah binti Hashim | Raihan binti Abd Karim | Mohd Shaifuddin bin Mohamad | Norazlina binti Md Zaid
Wan Nurul Mardiah binti Wan Mohd Rani | Maimunah binti Sapri | Zaki Yamani bin Zakaria | Nurul Azreen binti Azlan | Noerwati bte
Dolhaji | Mohd Farid bin Rahmat | Norhafizah binti Mohd Hanapiah | Chew Teong Han
Dayana Farzeeha binti Ali | Nina Diana binti Nawi | Myzairah binti Hamdzah | Mahani bt Stapa | Mohd Herme Yusman bin Mohd Tahir |Ahmad Hilman bin Borhan @ Rohan| Fasihah binti Mohd Jaslan

Photos
Universiti Teknologi Malaysia | UTM Office of Corporate Affairs | Mohd Farizal bin Ahmad Kamaroddin

42

ACKNOWLEDGEMENT
Secretariat
Mohd Fadhil bin Md Din | Shazwin binti Mat Taib | Shamsul bin Sarip | Kiflee bin Jimpi | Muhamad Hairulnizam bin Ishak | Sabrina binti
Zainal Abidin | Nurulhuda binti Radznam | Zainal Affandi bin Zainal Abdin | Jani Akmal bin Jaapar

Editors
Nur’ain Balqis binti Haladin | Lokman Hafiz bin Asary | 'Atiqah binti Shaharuddin | Mawaddah binti Salleh | Zaid bin Shamsuddin

Infographic and Design
Nurul Nazleatul Najiha binti Mohd Nazif | Muhamad Hairulnizam bin Ishak

43

E.N.D44

45

46