UiTM2025 Strategic Plan - English Version

Unleashing Potentials
Shaping the Future



Unleashing Potentials
Shaping the Future

Copyright © 2020 by Bahagian Transformasi Universiti
Universiti Teknologi MARA, 40450 Shah Alam, Selangor, MALAYSIA
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Perpustakaan Negara Malaysia Cataloguing-in-Publication Data
ISBN 978-967-18992-0-5
Editing by Abdul Rahman Omar, Ahmad Taufek Abdul Rahman, Mohamad Faizul Yahya, Alawi Sulaiman, Azlan
Ismail, Zaibunnisa Abdul Haiye, Norfashiha Hashim, Rusmadiah Anwar
Front Cover Image and Book Design by Md Faizul Khalid @ Abd Malek, Mohd Noor Faizal Ab Malek, Mansor Musa
Photo by Communications Department, Universiti Teknologi MARA
Printed in UiTM Printing Centre
First Printing February 2020
Published by National Design Centre
Kompleks Ilham, Universiti Teknologi MARA
40450 Shah Alam, Selangor MALAYSIA
ndc.uitm.edu.my

4

Unleashing Potentials
Shaping the Future

CONTENTS 4
6
Messages 8
Chairman 9
Vice-Chancellor 10
18
Introduction 20
UiTM Malaysia Plans 2001-2020 24
UiTM Malaysia Plans Achievements 2001-2020 26
Current Achievements 31
Notable Alumni 32
Recognition, Notable Achievement and Glory 33
Issues and Challenges 34
UiTM 2025 Strategic Plan 35
UiTM 2025 Strategy Map 36
Philosophy, Vision, Mission, Motto & Tagline 38
Objectives
I-DART Values 52
ESI Values
UiTM2025 Desired State 62
Strategic Trust 1: Quality Education
81
Strategic Theme 1 Education 5.0@UiTM 85
Strategic Theme 2 Entrepreneurial & Well-Balanced Graduates 86
Strategic Theme 3 Widened Access
Strategic Trust 2: Global Excellence
Strategic Theme 4 Translational Research Development

Innovation and Commercialization
Strategic Theme 5 Industry, Community & Alumni

Smart Partnership
Strategic Trust 3: Value Driven Performance

Strategic Theme 6 Talent Excellence
Strategic Theme 7 Agile Governance
Strategic Theme 8 Smart Campus
Strategic Theme 9 Sustainable Funding
Summary UiTM2025 Strategic Plan
Special Appreciation
Acknowledgement

1

2

Messages Chairman

................................................................

Bismillahirrahmanirrahim.
UiTM has always been at the forefront of the country’s noble pursuit in providing quality education for the
bumiputeras. In tandem with the Ministry of Education’s key projections for higher education in Malaysia,
UiTM has taken significant measures to improve its performance as well as to intensify collaboration
and internationalisation efforts. Change is instrumental for UiTM to grow; especially in the present time
where there are increasing pressures beset by changes in socio-political landscapes and economic
uncertainties. Hence, it is paramount that the university revisit and realign its mission to address future
needs and rise to meet the challenges.
At the organisational level, UiTM will work towards continuous improvement at all levels. Speed and
accuracy are of essence for the university to succeed and thrive. UiTM pledges to improve efficiency and
effectiveness at workplace by investing in the upskilling and competency development of staff, by
unlocking values of assets, by empowering leaders within the institution, by engaging in sound decision
making, and by communicating for clarity. The focus on working with others also extends externally;
UiTM aspires to have multipartite alliance with industry players, reputable international organisation,
and other education institutions. Research and development collaborations emphasising on providing
solutions to the nation’s problems and on creating industrial exposures for students and staff will be
intensified. Ultimately, UiTM hopes to project towards greater international visibility.
At a more micro and personal level, UiTM’s staff are expected to be proactive and passionate about their
duties and responsibilities; mediocrity shall no longer be tolerated. It is hoped that UiTM shall
communicate and collaborate in redefined ways to set clear targets as well as focus on impressive
results and effective execution. As the Chairman of the Board of Directors, it is an honour for me to steer
UiTM in going forth confidently in the direction of its mission and vision, achieving its bold dreams and
reaching its full potential.
Dato’ Sri Haji Syed Zainal Abidin Syed Mohamed Tahir

4 UiTM2025 STRATEGIC PLAN.................................................................................................................

Vice-Chancellor

................................................................

Bismillahirrahmanirrahim.
This document is a result of relentless efforts of many parties to thrust UiTM into a new dimension for
the nation. The university hopes to unleash potentials and shape the future as it aspires to be a globally
renowned university of science, technology, humanities and entrepreneurship in the next five years.
Steering the university onto a new path and to greater heights may only be successfully achieved
through the inner drive and cooperation of all stakeholders. The top management of the university
believes that the stakeholders are the driving force of UiTM’s position and recognition as a university of
choice, locally and globally.
The strategic plan which blends current environmental scenario and higher education reform, as
espoused by the Minister of Education, includes social obligation towards the bumiputeras where
accessibility to higher education remains a priority of the university. This plan lays the foundation of
what will unfold in the coming years. UiTM aims to positively effectuate its surrounding communities
and to the society at large via providing quality education, developing skilled and competent manpower
whilst reducing inequalities, efforts that will allow individuals from all walks of life to contribute
towards the nation’s progress and economic prosperity.
It is hoped that the aspiration of the university will ultimately be realised. It is envisioned that UiTM will
bring a greater impact on society and play an instrumental role towards the achievement of the
country’s Shared Prosperity Vision 2030. May the university’s concerted efforts be blessed. Together, it
will come true.
Professor Emeritus Datuk Ir. Dr. Mohd Azraai Kassim

.................................................................................................................UiTM2025 STRATEGIC PLAN 5

Introduction
................................................................................................................................

UNIVERSITI TEKNOLOGI MARA is an institution of higher learning and a body London, which also became its external examiner. MARA College was officially
corporate established under the Universiti Teknologi MARA Act 1976 (Act renamed Institut Teknologi MARA on 14 October 1967. Its establishment
173). UiTM was first established as Dewan Latehan RIDA (Rural and Industrial came as a response to a crucial need in the country for trained manpower at
Development Authority) with the aim of rebuilding the rural society, as well as professional and semi-professional levels, especially among Bumiputeras.
improving the economy of rural Malays. Dewan Latehan RIDA conducted Many courses were internationally affiliated, and the institute offered
several external professional courses offered by established international advanced diploma courses, which were the equivalent to general degrees.
bodies, such as the London Chamber of Commerce, the Australian Chartered In August 1999, the then Prime Minister of Malaysia, YAB Dato' Seri Dr
Secretaryship, the Australian Society of Accountants and the British Institute Mahathir Mohamad announced the upgrading of ITM from institute to
of Management. university status and renamed as Universiti Teknologi MARA (UiTM) that
Dewan Latehan RIDA became known as MARA College, in June 1965. MARA would enable the offering of courses of studies and the conferment of
College began running its own Diploma in Business Studies in 1966. degrees at all levels.
International recognition for the course came from Ealing Technical College of

6 UiTM2025 STRATEGIC PLAN.................................................................................................................

On 26 August 1999, the Prime Minister
Dato’ Seri Dr. Mahathir Mohamad, announced the
upgrading of ITM from institute to university status

.................................................................................................................UiTM2025 STRATEGIC PLAN 7

UiTM Malaysia Plans 2001-2020

To uphold the mandate given to UiTM, the university is responsive to current a9trctahandsMefmaelraicyaspnirdaogPcrlaoammnmmadeedsrcr,eisastlsaisefafd,tsieotxnuc.deeTlnlhetensc, esatnirdnatptehegyaisccihcipanrlgoinjaefncradtsioltenrausrcntoiunfrge,Usir.TeSMsueba1sr0cehtqh,uekannntoldwy,l1Ued1iTgtMeh
landscape changes and technology advancement in this era. UiTM provides and Malaysia Plans emphasised on additional elements including leadership and
develops 5-year strategic plan to realise the mandate for continuous entrepreneurship. The plans also highlighted the university’s engagement with industries
improvement and fulfil the aspiration of the stakeholders to develop talent and communities.
potential among Bumiputeras. This strategic plan is aligned with the national The achievements of each UiTM Malaysia plans are assessed and monitored using a set
5-year Malaysia Plan, and known as the UiTM Malaysia Plan (UiTM MP). Since its of Key Performance Indicators (KPIs) and the performances are tabulated in Table 1.
UuUpiiTTgMMra1dMe0atlthaoyMsthaiaelaPyuslnaiianv,ePrnlsaainmty, easlnytd,atUtuhiTseM, rUe8icTteMhntMhUaaislTaMeysv1oia1lvtPehdlaMnsa,iglUanyiiTfsiMciaa9PnttlahlynM.unadlaeyrsfioauPr l(a4n),

These UiTM MThaelayUsiiTaMPl8atnhs were developed with their own niche strategic
projections. Malaysia Plan focused on the development of

8 UiTM2025 STRATEGIC PLAN.................................................................................................................

UiTM Malaysia Plans Achievements 2001-2019

Key Performance UiTM 8th UiTM 9th UiTM 10th UiTM 11th
Indicators Malaysia Plan Malaysia Plan Malaysia Plan Malaysia Plan
(2001 – 2005) (2006 -2010) (2011 -2015) (2016 -2020)*
Student enrolment
(full time) 74,914 142,815 150,647 166,289
10,568 15,337 14,853 14,269
Student enrolment
(part time) 78.6 82.9 78.1 83.8
3.3 7.97 18.3 28.5
Graduate
employability (%)

Income generation per
overall expenditure (%)

Human resources : 4,821 8,400 8,948 8,625
Academic staff 5,282 9,298 9,310 8,721
Administrative staff

Academic staff with Ph.D 401 824 1,681 2,396
qualification
74 125 168 186
Position category of 879 1,081 761 619
academic staff :
Table 1 : UiTM Malaysia Plans Achievements 2001-2019
Professor

Associate Professor

* Data as of December 2019

.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . U i T M 2 0 2 5 S T R A T E G I C P L A N 9

Current Achievements ................................................................................................................................ SETARA
ACHIEVEMENT
The analysis of UiTM’s current performance serves as the foundation for strategies and 2017
initiatives that will drive the desired outcomes for the university. The four-year
(2016-2019) achievements of the university are presented based on the three (3) CRITERIA WEIGHTAGE SCORE
strategic focus areas namely Quality Education, Global Excellence, and Value-Driven
Performance. SERVICES 10% 5.7

Quality Education 2016-2019 RESEARCH 20% 17.6
30% 25.2
The indicators for quality education are measured using the Rating System for TEACHING 40% 26.8
Malaysian Higher Education or SETARA and three (3) key performance indicators (KPIs). & LEARNING
The SETARA evaluation is conducted every two (2) years by the Ministry of Education
(MoE). In the 2017 evaluation, UiTM scored 75.3% to qualify for a 5 STAR Rating among GENERAL
the mature university category, as shown in Figure 1.
The achievements of the three (3) KPIs, namely student enrolment, percentage of Figure 1 : UiTM SETARA Rating 2017
graduate employability (GE) and percentage of graduates who become entrepreneurs
are shown in Figure 2. The university’s enrolment showed an ascending pattern over the
past four (4) years. However, there was a downward trend in postgraduate enrolment.
Meanwhile, graduate employability (GE) over the past four (4) years illustrated average
achievement but still within the specified variance.

10 UiTM2025 STRATEGIC PLAN.................................................................................................................

ENROLMENT 166289 144269 7829 276
8037 196
2019 156863 13651
2018
2017 148776 13661 8453 117
2016 9369 123
146303 14092
0 20000
Full Time 40000 60000 80000 100000 120000 140000 160000 180000 7500 8000 8500 9000 9500 10000
Local Postgraduate International Postgraduate
Part Time

................................................................................................................................

PERCENTAGE OF GRADUATE 82.9 % 84.4 % 83.2 % 83.8 % ................................................................................................................................ PERCENTAGE OF GRADUATE BECOMING
EMPLOYABILITY ENTREPRENEURS
2016 2017 2018 2019
5.6
Ph.D 2019 2.3
MASTER’S DEGREE 2018 0.8 1.5
1.1
PROFESSIONAL 2017 2.9 3.5
BACHELOR’S DEGREE 2016 3.9 4.2
ADVANCED DIPLOMA 7.6 1.1
2.2
DIPLOMA 5.0 3.2

0 2016 21.2
3.6
Diploma 2.8 9.1
Ph.D
6.8 5.8 5.0 8.5
4.1
2018 2019
2017

20% 40% 60% 80% 100% Advanced Diploma Bachelor’s Degree
Professional Master’s Degree

Figure 2 : Achievement of KPIs related to Quality Education 11

.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . U i T M 2 0 2 5 S T R A T E G I C P L A N

Global Excellence 2016-2019

The standard for Global Excellence is measured through the QS Ranking, Malaysia Research Assessment (MyRA) and the university-industry smart partnership. UiTM began
using the QS World Ranking since 2012 as an irnadnikceadtoar ttonimnteha(s9utreh)upnoivseitrsioitnyaGmloobnagl Excellence. To date, the university’s position in world ranking is within the range of
601+ (2012) to 751-800 (2019) and UiTM is Higher Education Institutions in Malaysia. In the Asia University Ranking, UiTM has
improved its position progressively as shown in Figure 3 (a) and (b). UiTM’s research performance increases each year as indicated by the MyRA score. The improvement of
the MyRA score is attributed to the total number of research grants acquired, total number of publications and citation performance.

................................................................................................................................ QS SUBJECT RANKING

WORLD UNIVERSITY RANKING ASIA UNIVERSITY RANKING Arts & Humanities 2016 2017 2018 2019
Architecture
#137 Art & Design - 249 239 383
#15 8 - 101 - 150 151 - 200 -
#181 Natural Sciences - 151 - 200 -
#2 01-250 Chemistry -
Materials Sciences - - -
- 451 - 500 - 451 - 500
- 401 - 451 301 - 350
-
2019 #751- 800 Life Sciences & Medicine - - -
2018 #751- 800 Agriculture & Forestry - - -
2017 #701+ Medicine - 151 - 200 451 - 500 401 - 450
2016 #701+ Pharmacy & Pharmacology - 351 - 400 251 - 300 -
151 - 200 351 - 400
Engineering & Technology - 201 - 250 290
Computer Science and Information Systems 351 - 400 280 451 - 500
Engineering - Chemical 251 - 300 180
Engineering - Electrical & Electronic - 151 - 200 301 - 350 -
Engineering - Mechanical, Aeronautical & 251 - 300 201 - 250 201 - 250 351 - 400
Manufacturing 201 - 250 151 - 200 251 - 300 301 - 350
201 - 250
Social Sciences & Management - 309 324
Accounting and Finance 151 - 200 151 - 200 198 251 - 300
Business & Management Studies 201 - 250 151 - 200 301 - 350
Education - 201 - 250 201 - 250
Economics and Econometrics 201 - 250 251 - 300 -
- 351 - 400
- -

Figure 3 (a) : Global Excellence Achievements in QS Ranking

12 UiTM2025 STRATEGIC PLAN.................................................................................................................

The university-industry smart partnership has been of top priority ................................................................................................................................ CUMULATIVE MoUs/MoAs WITH INDUSTRIES 2016-2019
to ensure continuous industry engagement, and UiTM has
endeavoured to remain relevant. UiTM has successfully 2019 377
collaborated with multi-national companies across sectors such 2018
as oil and gas, banking, medical, construction, manufacturing and 2017 314 2019
plantation as shown in Figure 4. The university provides 2016 258 2018
opportunities for staff and students to acquire and enhance 191 2017
international experience and develop cross-cultural competency 2016
through its mobility programme. Figure 4 shows the gradual
progress of students’ involvement in the mobility programme. 50 100 150 200 250 300 350 400

MyRA RATING STUDENT MOBILITY

2019* INBOUND OUTBOUND
2018
2017 2019 1214 917
2016 2018 1397
2017 1667
* Data pending for MoE MyRA audit 2016 338
Figure 3 (b) : Global Excellence Achievements in MyRA Rating 775 422
145

Figure 4: UiTM-Industries Collaboration and Student Mobility

.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . U i T M 2 0 2 5 S T R A T E G I C P L A N 13
12

Strategic Industrial Partners

TRANSPORTATION & TALENT DEVELOPMENT MANUFACTURING
LOGISTIC AGRICULTURE
TALENT DEVELOPMENT
FINANCE
TELECOMMUNICATION

14 UiTM2025 STRATEGIC PLAN.................................................................................................................

HEALTHCARE FASHION FOOD

CSR ENERGY ICT

E-COMMERCE

.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . U i T M 2 0 2 5 S T R A T E G I C P L A N 15
14

Value-Driven Performance 2016-2019

The indicators for Value-Driven Performance are NUMBER OF PROFESSORS AND ASSOCIATE PROFESSORSSM STAFF WITH Ph.D QUALIFICATION (%)
measured by talent excellence, agile governance,
smart campus and sustainable funding. In university ................................................................................................................................700 27.8
context, talent excellence typically are referred 658
through its staff competency in academic scholarly 631 25.1
and administrative execution efficiency. To date, 619
UiTM showed an upward trend of 7% staff with Ph.D 22.7
qualification and average of 155 professors from Associate Professors
2016 to 2019 (Figure 5). 20.2
UiTM has been practicing 1UiTM-Multisystem
governance and its efficiency is measured using 148 140 144 186
Governance Index since 2018. UiTM upholds seven Professors
(7) core values, in realising vision and mission of the
university. Similarly, the internalisation of values 2016 2017 2018 2019
among the staff is indicated through PERDANA
Culture Index. In 2018 UiTM scored 0.89 for PERDANA SELF-GENERATED INCOME (%)
Culture Index and 0.6 for Governance Index.
UiTM has emphasised its sustainable funding ART CAM 28.5
initiative to be self-sufficient and less dependent on
government funding. There is an increasing trend of Smart ClassroomsPUS 21.1 20.4 25.5
self-generated income as compared to operational Big Data Labs
expenditure (OE) from 21.1% in 2016 to 28.5% in
2019. 2016 2017 2018 2019

Figure 5: Achievements related to Value-Driven Performance

16 UiTM2025 STRATEGIC PLAN.................................................................................................................

Key Performance Indicators 2016-2019

Staff with Ph.D qualification 2016 2017 2018 2019

1,803 1,988 2,173 2,281

Staff indexed publication 0.60 0.73 0.76 0.27
ratio
8.31 8.17 5.17
Staff citation ratio 7.00
32.8 43.3 48.8
Research grant 32.9
(RM Million) 84.4 83.2 83.8

Graduate employability 82.9 8,570 8,233 8,312
(%) 8,453 8,037 8,036
117 196 276
Postgraduate student 9,492
enrolment 29 43 52
9,369
Local postgraduate 123
International postgraduate

Patent granted* 11

Spin-off company* 1 3 4 7
21.1 20.4 25.5 28.5
Income generation over 1.0 1.0 1.0 51.2
operation expenditure
(%)

Endowment fund*
(RM Million)

* Four (4) years of cumulative data Data as of December 2019

.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . U i T M 2 0 2 5 S T R A T E G I C P L A N 17
16

Notable Alumni

..............................................................................................................................

* Data as of December 2019

DATUK NORIPAH KAMSO DATUK AHMAD BADRI MOHD ZAHIR DATUK HAZIMAH ZAINUDDIN NORA ABD MANAF

Chairman Secretary-General Group Managing Director Group Chief Human Capital Officer
Bank Kerjasama Rakyat Malaysia Bhd. . . . . . . . . .M.i.n.i.s. .t.r.y.o. .f.F. .i.n.a.n. .c.e. .M. .a.l.a. .y.s.i.a. . . . . . . . . Founder Hydrax Oil Sdn. Bhd. of Malayan Banking Bhd.
................................................. .................................................
Diploma in Land and Property Management ..................................................
Diploma in Business Studies Diploma in Business Studies
Diploma in Banking

DATUK KAMARUDIN MERANUN DATUK Ir. Dr. SITI HAMISAH TAPSIR TAN SRI DAT0’ SRI HAMAD KAMA PIAH CHE OTHMAN

Chairman of AirAsia Secretary-General Group Chairman
CEO of Tune Group Ministry of Energy, Science, Technology, UMW Holdings Berhad
................................................. . . . . . .E.n. .v.i.r.o.n.m. .e. .n.t. .a.n. .d. .C.l.i.m. .a.t.e. .C. .h.a. .n.g.e. . . . . . . .................................................

Diploma in Actuarial Science Diploma in Civil Engineering Diploma in Statistic

18 UiTM2025 STRATEGIC PLAN.................................................................................................................

Notable Alumni

..............................................................................................................................

* Data as of December 2019

DATUK AISHAH SHAIKH AHMAD DATUK Ir. WAN NAZRI Hj. WAN ARIA RAJA SA’ADI RAJA AMRIN CHEF DATO’ Hj. ISMAIL AHMAD

Head of Corporate Affairs Sime Darby Motors & Chief Executive Officer Director of Public Relation & Communication Celebrity Chef/Owner
Chief Executive Officer of Sime Darby Auto Import Sdn. Bhd. Gruppe Consultant Malindo Air Sdn. Bhd. Restaurant Rebung, Kuala Lumpur
.................................................
................................................. ................................................. .................................................
Diploma in Hotel & Catering Management
Diploma in Banking Diploma in Civil Engineering Bachelor of Mass Communication (Hons.) Public Relation
Bachelor of Engineering (Hons.) Civil Master of Mass Communication

YUNALIS MAT ZARA’AI Dr. YULIANDRE DARWIS CHEF ZUBIR MD. ZAIN FAIZAL UZIR “LOK U”

International Acclaimed Singer/ Chairperson of the Indonesian Broadcasting Celebrity Chef/Owner Musician/Composer/Celebrity
Song Writer Commission Laman Grill Steak & Bar-B-Que & CEO L Queentertainment Sdn. Bhd.
. . . . . . . . . . . .A.d. .o.r.r.a. .b.y. .S. .u.r.i.a. .T.r.o.p. .ik. .a. . . . . . . . . . . . .................................................
................................................. .................................................
Diploma in Chef Training Bachelor of Music (Hons.)
Bachelor of Legal Studies (Hons.) Ph.D in Mass Communication and Media Studies

.................................................................................................................UiTM2025 STRATEGIC PLAN 19

ARcehcioegvneimtioenn,tsNoatnadbGlelory

20 UiTM2025 STRATEGIC PLAN.................................................................................................................

ARcehcioegvneimtioenn,tsNoatnadbGlelory

. 21

RAcehcioegvneimtioenn,tsNoatnadbGlelory

22

ARcehcioegvneimtioenn,tsNoatnadbGlelory

.................................................................................................................UiTM2025 STRATEGIC PLAN 23

Issues and Challenges

..............................................................................................................................................

To uplift thToe uapslpifirtatthioenaosfptirhaetinoantoiofnt,hUeiTnMathioans, aUliwTMayhsaesmaplwhasysisemd opnhatshirseeed(o3n) athsrpeeec(t3s,) aspects, directionsd.irTehcitsiobnesc. oTmhiess bcercitoicmaelswcitrhiticthael wvaitrhiattihoen voafrigaetinoenraotifongegnaepratwiohnergeapmowrehere more
namely qunaalimtyeleydquucaltiitoyne, dgulocbaatlioenx,cgellolebnacl exacnedllevnacluee-adnrdivevanlupe-rdforirvmenanpceerfaosrmoauntlcineeadsinoutlined in millennialsmailrlenjoninailnsgatrehejooinrginagnitshaetioorng.aTnhisisatisioanl.sTohriesfilsecatlesdo irnefcleocptinegd winitchopthinegcwhaitnhgtinhge changing
each of theeacUhiToMf tMhaelaUyisTiMa PMlalnasy.sIina tPhlaenesx.eIncutthioeneoxfecthuetisoen polfanthse, stehepluannisve, rtshietyufnaicverdsity faced developmednetvealroepamoefnetxapreeratisoef einxpneerwtiseemienrngeinwg efimeledrsgianngdfsiepledcsifaincdtescphencoifliocgtiesc.hnologies.
various inevavirtioaubsleinisesvuiteasbalendiscshuaelsleanngdeschtahlaletnagfefescttheadtitasffoeuctleindeidtspoeurftolirnmeadnpceerfbourtmwanecree but were
duly confrdounltyedc.onfronted. UiTM is mUoivTiMngistomwoavridnsg atorwesaerdasrcha-irnetseenasricvhe-iunnteivnesrisvietyu. nItivsehrsoiwtys. Iat psohsoiwtisveapprogsriteisvse progress
where mawnyhaecreadmeamniycasctaadffehmaivcesstataffrtheadvepusbtlaisrtheindgptuhbelisr hreinsgeathrcehirwreosrekasr.cHhowoervkesr,. UHioTwMever, UiTM
UiTM belieUvieTsMtbhealtieivtsesdethvaetloiptms ednetvewloilpl mpreonstpwerilbl ypraodsdpreersbsyinagdidsrseusessinrgeliastseudetsorefilnaatnecdeto finance still lacksshtiigllhlaimckpsachtigphuibmlipcactitopnusbwlichaicthiownsouwldhircehflwecotuilnd rleofwlesctaifnf cloitwatsiotanfrfactiitoa.tUioiTnMra’stio. UiTM’s
and fundinagn,dvfisuinbdiliintgy, avnisdibbirliatnydainngd, blirmanitdeidngp,rloimduitcetdcpormomduecrtcicaolimsamtieorncianlidsactoiopninagnwd icthoping with grant acqgurisainttioanchqausisisthioonwhnaas psohsoiwtinveapprogsriteisvse, pbruotgrleimssit,ebdutolimnaitieodnatlognratnitosn.aUl igTrMants. UiTM
changing cohmanpgeintegnccoym. petency. needs to pnleaendssytsotepmlaantiscyasltlyemtoastieccaullryetiontseerncautreioinnatlearnadtpiornivaaltaengdrapnritvsa.te grants.

The main TchealmlenagineschfalclendgbeysUfaiTcMedarbey tUoiTaMddarreesstothaeddcroemsspethtenccoymgpaeptaemncoyngaiptsasmtoanffg. its staff. The goverTnhmeegnotvpeorlnicmyewnthipcohliceyncwohuircahgeesncleosusradgepselnedsesncdyepoenndgeonvceyrnomnegnotvfeurnndminegnthafusnding has
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24 U i T M 2 0 2 5 S T R A T E G I C P L A N . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..

financial fginroawncthia,l tghreowutnhiv, etrhseityunhiavserstiotycrheaastivteolycrgeeanteivrealtye ginecnoemraetebiyncuotmiliesinbgy iutstilising its
in-house einx-pheorutissee.eTxhperutinsieve. rTshietyusneiveesrstihtaytsienessuftfhicaitenintsfufnfdiciniegnwt fouunldincgomwporuolmd icsoemthperomise the
productiviptyrodoufctvivisitibyiliotyf vaicstibiviiltitieysacstuicvihtieass sburcahndiansg, bmraonbdiilnitgy, amdovbeirltitisyemadevnetrtiasnedment and
promotionp,rnoemtowtoiorkni,nngeatwndorckoinllgabaonrdatcionll.aIbnoaradtdioitnio. nIn, iatdwdoituioldn,ailtsowoliumlditatlhseoplirmovitistihoen porfovision of
state-of-tshtea-taert-offa-cthileit-iaerst. facilities.
UiTM realiUsieTsMthreaatlitsheessthhoarttftahlelssmhoernttfiaolnlsedmeanrtlioenreadreeacrliiteicraalrelescsriotincsalthleastshoanvsetthoatbehave to be
considerecdofnosridUeiTreMd tforbUeiTrMeletvoanbtearseleavgalnotbalshaigghleorbalelahrniginhgerinlesatritnuintigonin. sTthiteutciroitni.cTahl e critical
lessons alresssyonntsheasreisseydnatnhdesaisneadlysaend taonafolyrsmeda tboasfoisrminafobramsuislaitninfgortmheulanteiwngUtihTeM2ne0w25UiTM2025
Strategic SPtlarant.egic Plan.

.................................................................................................................UiTM2025 STRATEGIC PLAN 25

USitTraMt2e0g2ic5Plan This strategic direction of UiTM is also aligned
........................................................................................................................................................ with policies and planning as outlined in the
Malaysia Education Blueprint (Higher Education)
UiTM2025 is established based on the strategic framework which considers and integrates policies and 2015-2025. Meanwhile, the latest government
planning at tthherouungihvetrhseitryeavinedwnoaftitohneaUl lieTvMel1s1atsh well as global trends. The current performance of the university policy, namely, the Shared Prosperity Vision
is captured Malaysia Plan and 2016-2019 UiTM’s performance report. UiTM 2030 (SPV2030) is used as guiding principles to
ensure that this strategic direction is in line
with the national agenda.

performance is further examined with the SWOT analysis through a series of senior management workshops.
Besides that, the culmination of ideas also emerged with feedback from stakeholders. This formed the basis
of the UiTM strategic framework.

26 U i T M 2 0 2 5 S T R A T E G I C P L A N . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..
1

Taking into consideration of the advancement through Industrial Revolution 4.0 (IR4.0), This effort is further enhanced by monitoring, evaluating and communicating the
the strategic direction of UiTM is characterised by initiatives driven by talent, process initiatives in national and global communities. The strategic planning model is visualised
and technology that lead towards smarter and stronger utilisation of smart systems in Figure 6.
(big data analytics and machine learning, Internet of Things and artificial intelligence). UiTM2025 is a bold strategy designed specifically to place the university at both local and
The concept of Society 5.0, which is also known as ‘super-smart society’, is embedded international rankings. This new strategic plan focuses on three (3) strategic thrusts,
into the strategic framework of UiTM to envision a sustainable society powered by which are Quality Education, Global Excellence, and Value-Driven Performance. This
digital technologies and robotics. The development of a super-smart society is tied with blueprint focuses on the university’s current strengths and presents a clear pathway for
instilling core values within the UiTM community that will create a harmonious and UiTM. It is established with key initiatives in mind to transform UiTM into a globally
caring society. renowned university which will benefit the stakeholders as shown in UiTM2025 Strategy
UiTM2025 also emphasises on the university’s initiatives which contribute towards the Map (Figure 7.)
achievement of Sustainable Development Goals (SDGs) promoted by the United Nations.

.................................................................................................................UiTM2025 STRATEGIC PLAN 27

Industrial Revolution 4.0 StratUeiTgMic2P0l2a5n
Sustainable Development
Goals .............................................................................................................................

Shared Prosperity Vision 2030 GLOBALLY RENOWNED UNIVERSITY
Malaysia Education Blueprint
2015-2025 (Higher Education) Education 5.0@UiTM

UiTM 11th Malaysia Plan Entrepreneurial & Well-Balanced Graduates eDni scEcedi pul ci naeSt iyoTnnreursGgtlyo bDai ligence Translational Research
UiTM Performance Report e Development, Innovation and
QuKaElnitxoycwleleldg I Commercialisation
28
Widened Access nRteel gsErpxioctynesllieb(KnilSictyIe) Industry, Community & Alumni
Talent Excellence Smart Partnership
ance (I-DART

e-Driven Perform Valu

)

Agile Governance Smart Campus

Sustainable Funding
Figure 6: The Strategic Planning Model

29

30

UiTM2025 Strategy Map

GLOBALLY RENOWNED UNIVERSITY

VISION & Vision : To establish UiTM as a Globally Renowned University of Science, Technology, Humanities and Entrepreneurship
MISSION
Mission : To lead the development of agile professional bumiputeras through state-of-the-art curricula and
impactful research

QUALITY EDUCATION GLOBAL EXCELLENCE VALUE-DRIVEN PERFORMANCE

STAKEHOLDER WELL-BALANCED GRADUATES ALUMNI GOVERNMENT (MoE) COMMUNITY INDUSTRY

INTERNAL EDUCATION 5.0 ENTREPRENEURSHIP TRANSLATIONAL RESEARCH COMMERCIALISATION
PROCESS

LEARNING & WIDENED ACCESS TALENT EXCELLENCE
GROWTH AGILE GOVERNANCE SMART CAMPUS

SUSTAINABLE FUNDING

VALUES EXCELLENCE SYNERGY INTEGRITY

...........................................................................

KNOWLEDGE DISCIPLINE TRUST DILIGENCE RESPONSIBILITY
(Ilmu) (Disiplin) (Amanah) (Rajin) (Tanggungjawab)

Figure 7 : UiTM2025 Strategy Map STRATEGIC PLAN 31

.................................................................................................................UiTM2025

Philosophy Motto

Every individual has the ability to attain excellence ..........................................................................................
through the transfer of knowledge and assimilation of
moral values so as to become professional graduates Usaha, Takwa, Mulia
capable of developing knowledge, self, society and
nation Tagline

Vision ..........................................................................................

....................................................................................................................... Unleashing Potentials, Shaping the Future

To establish UiTM as a Globally Renowned University of
Science, Technology, Humanities and Entrepreneurship

Mission

......................................................................................................................

To lead the development of agile professional
bumiputeras through state-of-the-art curricula and
impactful research

32 UiTM2025 STRATEGIC PLAN.................................................................................................................

Objectives

............................................................................................................................................................

To expedite To provide To offer To produce To strengthen
accessibility world-class competitive well-balanced the
to higher education academic entrepreneurial internalisation
education programmes that graduates who of values via
fulfil market are globally enhancement
needs, spearhead competent programmes
national
development and
promote global
prosperity

To sustain To champion To To provide To regulate
organisational impactful strengthen cutting edge cost-effective
excellence research strategic ecosystem financial
through effective through alliance with conducive practices
and efficient stronger alumni and for academic towards
governance research industries advancements organisational
ecosystem sustainability

.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . U i T M 2 0 2 5 S T R A T E G I C P L A N 33

............I..-..D....A...R....T....V...a...l..u...e...s...
Staff and students personal values

Know-how about truth obtained through formal and informal learning for KNOWLEDGE
understanding, appreciation and sharing to uplift self-dignity and shared benefits (Ilmu)

Practise self-control and adhere to rules when performing task DISCIPLINE
(Disiplin)

Responsible and sincere when entrusted with performing task TRUST
(Amanah)

Ardent and meticulous when performing task DILIGENCE
(Rajin)

I-DART are five important guiding principles that Perform task according to rules and be accountable RESPONSIBILITY
support UiTM’s shared organisational values. for every action taken (Tanggungjawab)
Aligned to UiTM’s mission and vision, they
underpin the decisions we make and the work we
do.

34 UiTM2025 STRATEGIC PLAN.................................................................................................................

.E...S....I...V...a...l.u...e...s........................ At UiTM, we uphold three enduring shared organisational
values: Excellence, Synergy and Integrity. These shared values
UiTM’s shared organisational values shape our strategies, ensure productivity and sustain our role
in nation building as we head towards becoming a globally
renowned university by 2025.

EXCELLENCE To practise internal quality
SYNERGY standard in relation to ability, capability and
INTEGRITY self-potential in order to be acknowledged, be
referred to and be respected

...........................................

To cultivate harmonious and productive
collegiality and inclusiveness to achieve
beneficial and high impact quality work

...........................................

To continuously internalise virtues through
awareness, conformity and self-behaviour to
achieve high professionalism ethics

.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . U i T M 2 0 2 5 S T R A T E G I C P L A N 35

UiTM2025 Desired State

UiTM aims at becoming a Globally Renowned Globally . . . . . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .
University by 2025. This goal is pillared by the
UiTM2025, which charts the direction of the Renowned
university. UiTM2025 anchors on three (3) .....U...n..i.v..e..r.s..it..y.......
strategic thrusts (Figure 8). Each strategic
thrust is associated with identified strategic Strategic Goal
themes (ST). Quality Education is driven by
three (3) STs. The second strategic thrust, Strategic Quality . . . . . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .
Global Excellence, propelled by two (2) STs. Thrusts Education
Lastly, Value-Driven Performance is catalysed by
four (4) STs. Global
Excellence
Value-Driven
Performance

Strategic Education Entrepreneurial & Well- Widened
Themes 5.0@UiTM Balanced Graduates Access

Translational Research Industry, Community
Development, Innovation & Alumni Smart
& Commercialisation . . . . . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .
Partnership

Talent Agile Smart Sustainable

Excellence Governance Campus Funding

Values Excellence Synergy Integrity

Knowledge Discipline Trust Diligence Responsibility. . . . . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .

(Ilmu) (Disiplin) (Amanah) (Rajin) (Tanggungjawab)

36 Figure 8 : UiTM2025 Desired State Model

UiTM2025 STRATEGIC PLAN.................................................................................................................

.....................................................................................................................................................................

.. .. .. .. .. .. .. .. .. .. . . . . . GLOBALLY RENOWNED UNIVERSITY

.....................................................................................................................................................................

.............................................................................................................................................................

Quality Education Global Excellence Value-Driven Performance Strategic
Thrusts
.. .. .. .. .. .. .. .. .. .. . . . . .

. . . . . . . . . . . . . . . . . . . 6 STAR SETARA . . . . . . . . . . . . . . . . . Top 300 in . . . . 20 Subjects . . . 2 Subjects . . . . . . . . . . . . . . 80% Happiness Index . . . . . . . . . . . . . . . . . . . .
.. ....... .......... QS World Ranked in Ranked ...... .............. .......
QS Subject
. .R.a.n.k.i.n.g. . Top 100 in QS
. .R.a. n. k. i.n.g. . .
. . . SR.ua. b.n.jke.inc. g.t . . .

.....................................................................................................................................................................

Education Entrepreneurial & Widened Translational Research Industry, Community Talent Agile Smart Sustainable
5.0@UiTM Well-Balanced Access Development, Innovation & Alumni Smart Excellence Governance Campus Funding
Graduates Partnership
& Commercialisation

Intensified TNE and Strategic
Themes
.. .. .. .. .. .. .. .. .. .. . . . . . 90% Graduate flexible education 6 STAR MyRA 500 International ESI Values Agile Digital RM 1 Billion
Employability (GE) MoUs/MoAs Practiced Governance Campus Income
Humanising 200,000 Index Generation
Education 5.0 10% Entrepreneurs Total enrolment High Smart
Performance UiTM Centralised
- 20,000 PG Staff Perception Data Hub
- 3,000 Index
International PG Green

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .B.ri.d.g.in.g.E.d.u.c.a.tio. n. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .C.a.m. .p.u.s. . . . . . . . . . . . . . . . . . . . . . . . . .

....................................................................................................................................................................

.. .. .. .. .. .. .. .. .. .. . . . . . Excellence Synergy Integrity Values

.......................................................................................................

Knowledge Discipline Trust Diligence Responsibility
(Ilmu) (Disiplin) (Amanah) (Rajin) (Tanggungjawab)
.....................................................................................................................................................................

.................................................................................................................UiTM2025 STRATEGIC PLAN 37

Strategic Thrust QUALITY
EDUCATION

38 UiTM2025 STRATEGIC PLAN.................................................................................................................

Strategic Thrust 1 : Quality Education

Goal

.T.o...A..c..h..i.e..v.e...6...S..T..A..R...S..E..T.A..R..A...R..a..t.i.n..g.

Executive Summary

Through Education 5.0@UiTM, the university should be able to produce talented and creative bumiputeras by widening access and creating opportunities the next generation of
entrepreneurial & well-balanced graduates. Excellent research and industrial partnerships shall equip students with the knowledge, professional skills, and values required to achieve
goals and ambitions. Meanwhile UiTM teaching and learning strategies shall focus on responding to the technological developments and its challenges, the shifting needs of students
and employers, and new opportunities. This aspiration is in line with the vision of providing a world-class education with competitive academic programmes to fulfil market needs,
further strengthen national development and enhance global prosperity.

UiTM aims at achieving the 6 STAR SETARA rating by shaping the academics and strengthening the research experience to prepare graduates who can adapt and thrive in Industry 4.0
for global competitiveness and deliver its core responsibilities to stakeholders. Competitive academic programmes which offer dynamic and flexible learning environments that allow
students to navigate their learning experiences anytime and anywhere across disciplines through interactions with peers, experts, industry practitioners, and the community.
Embedding Society 5.0 elements in UiTM’s education ecosystem will ultimately transform UiTM into a university for the people by 2025.

Strategic Themes (STs)

ST1: Education 5.0@UiTM (E5.0)
ST2: Entrepreneurial & Well-Balanced Graduates (EWBG)

ST3: Widened Access (WA)

.................................................................................................................UiTM2025 STRATEGIC PLAN 439

Strategic Theme 1 : Key Initiatives for Strategy 1
Education 5.0@UiTM
1. Designing quality educator framework for inspiring educators
Aim 2. Establishing faculty experts
3. Promoting professor on demand programmes
Education 5.0@UiTM aims at humanising education by
empowering people through a 21st century curriculum embedded Key Initiatives for Strategy 2
with digital technology.
4. Developing excellent academics with relevant skill sets
Strategies 5. Enhancing Qalb-based Teaching
6. Promoting personalised learning pathway
Aims shall be achieved by: 7. Embarking on forward-thinking assessment for student learning
1. Providing the appropriate fundamentals for the establishment
of world-class education via Education 5.0@UiTM that is able to progress and development (evidenced-based practice, data-driven
nurture quality student leaders and academics that are able to be learning, learning experience, learning analytics)
universal leaders as a result of technology-enhanced performance 8. Personalising learning methodology (own path, devices, time, space,
and compete with the ever-increasing global and local challenges. context, curriculum) with community and industry engagement
2. Strengthening values at the core of teaching and instructional
practices. These two (2) main aspects which are Adab (knowing
the proper places of things, respecting and staying connected to
other beings and the environment) and Amanah (trust and
integrity) in the different facets of the educational realm are
imbued.
3. Reviewing the existing curricula and increasing the number of
interdisciplinary, transdisciplinary and multidisciplinary faculty
collaboration and international advisory board involvement that
fulfil global market needs.

40 UiTM2025 STRATEGIC PLAN.................................................................................................................

Key Initiatives for Strategy 3 Key Performance Indicators

9. Maximising dual-sector: High-End TVET and academia ...........................................................................................................
10. Offering multi and transdisciplinary academic programmes 1. Number of programmes accredited by professional
11. Widening Sustainable Development Goals (SDGs) initiatives across standard at national or international level
2. Number of lifelong learning programme offered
curricula and disciplines
12. Establishing International Advisory Panel
13. Ensuring relevancy and competitiveness of academic programmes

by using home-grown Academic Programmes Competitive Index
14. Maximising international collaboration with Ivy League universities
15. Establishing Industry-Campus-Community Knowledge Technology Sharing
16. Securing employment of 500 graduates by Multinational Corporation

(MNCs)
17. Retaining self-accreditation status to ensure delivery of quality education
18. Building reputation amongst world academic peers, local and international

reputable employers
19. Embracing diversity & flexibility in delivery (Augmented Reality, Virtual

Reality, Mobile & Internet of Thing, Learning on Cloud) and learning
on-demand (MOOC & On-Line)
20. Promoting learning assessments beyond the conventional tests and
examinations by utilising state-of-art technology
21. Establishing meaningful learning experience through cross-faculty,
cross-campus and multi-modal experience platform
22. Deploying new learning spaces and future classroom for faculties and
campuses
23. Establishing global learning, global classroom, and smart classrooms
24. Optimising data analytics laboratory for data science, artificial neural
network (ANN) and machine learning analysis

.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . U i T M 2 0 2 5 S T R A T E G I C P L A N 41

Strategic Theme 2 :
Entrepreneurial & Well-Balanced
Graduates

Aim

The university is committed to fostering values that are intrinsic to excellence, synergy,
integrity and to instil an entrepreneurial mindset among students in order for them to
achieve 90% graduate employability (GE) with the specific aim of 10% who are able to
compete locally and globally as entrepreneurs.

Strategies

Aims shall be achieved by:
1. Strengthening UiTM student global mindset, instilling values and increasing learning
experience, via well-balanced graduates development programmes in order to enhance
leadership abilities, skill sets and competitiveness in the region and beyond, along with
digital presence.
2. Developing students’ skills and interests in a conducive entrepreneurship ecosystem
through student business zoning, start-up programmes, business incubators, and
attachment opportunities in successful Small Medium Enterprises (SMEs) that support
student-owned businesses.
3. Providing a conducive ecosystem to enable student wellness, comfortability and
secured campus lifestyle experience through impactful, inclusiveness and access to
service and facilities in producing well-balanced graduates.

42 UiTM2025 STRATEGIC PLAN.................................................................................................................

4

Key Initiatives for Strategy 1 37. Creating value ecosystem in promoting cultural sustainability programme
38. Accelerating top talent to compete in Olympic Games through ‘Olympic Dream’
25. Enhancing student exchange programmes with Ivy League universities initiatives
26. Strengthening internship programmes with multinational corporations 39. Striving to be world-class achievers with ‘We are the World’ initiatives
27. Collaborating and networking with international programmes 40. Enriching sports culture among UiTM student with sporting campus initiatives
28. Increasing number of participations in international competitions 41. Synergising UiTM Student support in sports through ‘When the Lions Roar’ campaign
29. Offering international community services 42. Aligning UiTM student focus in extracurriculum via ‘1Student 1Uniform’ initiatives
30. Collaborating with Toastmasters Club 43. CAlaigpnitianlgissintugdUeinTtMwfeolcfuasreinenptriotvieidsiningtjoob‘Sotupdpeonrttu1nsitti’epsriwoirtithy#pJroogbrCarmeamteosr initiatives
31. Instilling ESI values through leadership training, extracurricular activities and 44.

volunteerism
32. Enhancing entrepreneurship collaborations and networking
33. Creating a collaborative environment between students, lecturers and communities

through Service-Learning Malaysia (SULAM) programmes
34. Enhancing international volunteerism with industry partner
35. Enriching and accelerating talent development among UiTM students
36. Capitalising UiTM Patriotism initiative under #KitaUiTM

44 UiTM2025 STRATEGIC PLAN.................................................................................................................

Key Initiatives for Strategy 2 Professional
DMeagsrteeer
45. Establishing entrepreneurship hub to train future entrepreneurs
46. Establishing Entrepreneurship Venture Capital Fund
47. Maximising technopreneur students programmes

Doctorate
Degree

.................................................................................................................UiTM2025 STRATEGIC PLAN 45

Key Initiatives for Strategy 3

48. Creating a one-stop centre for mental health
49. Capitalising student database under college plus initiative
50. Establishing sports arena to encourage high performance sports among UiTM students
51. Establishing peer counselor programmes at student colleges
52. Enriching disabled student experiences at student colleges
53. Establishing Centre of Soft Skills to enrich and capitalise student value
54. Establishing Centre of Sports Excellence in UiTM
55. Creating college as Second Learning Centre with Learning College programme

46 UiTM2025 STRATEGIC PLAN.................................................................................................................