Page 38 - VC Message

Leading with Purpose
Messages of the Vice Chancellor MESSAGES OF THE VICE CHANCELLOR

11. This will be the new trendsetter and as a critical strategic platform in reimagining
our role for both national development and in transforming the lives of our people.
12. The soul of our higher education must be pillared on high moral conscience and
values, and they are underscored by sincere and collective efforts, intention and
sacrifices to produce the best outcome for our students, the people in need and
for the wider humanity.
13. Exemplary leadership and a visionary objective and strategic intent provide
new pathways for reform, transformation and realistic execution of plans. For
this to happen, robust governance standards and high performing standards of
academic and research outcome must be the way to go.
14. This new vision can only thrive in an enabling environment, underpinned by a
culture of self-driven passion to innovate, improve and to work hard in achieving
our dreams. A working culture that is underscored by accountability and honesty
with sincerity in both our work and day to day lives will set the tone towards a
natural and consistent tendency to seek everyday improvement and elevation of
our efforts and hard work.
15. A common drive in achieving our joint target will need equal and common synergy
among all the departments and portfolios, and cannot be seen as a disjointed or
an unequal level of commitment among all the faculties and departments.
16. It requires the same level of efforts, initiative, drive and strategic intent by each
portfolio to contribute towards the larger goal, and for each of us to take ownership
and responsibility to ensure not only the department’s success, but the overall
bigger picture of the university’s future success, sustainability and resilience.
17. The THIRD POINT, our current and future progress for this year. We have reached
the midway half year review of the year 2024.
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18. The remaining second half of the year remains ever more challenging, but with
even greater array of hope and opportunities.
19. Although we have achieved significant achievements during the first half of
the year with various domestic and international recognitions from our ranking
recognition to our international outreach, the room for improvement and the areas
of relative gaps and weaknesses remain prevalent.
20. We cannot and must not rest on our laurels and the competition ahead remains as
stiff as ever. Our existing and future strength and capacities must be wisely and
skillfully managed and capitalised on.
21. All portfolios and departments will be required to send their first half report and
review on their target achievements and the gap in achieving the intended KPI
and objectives points as outlined in my Amanat 2024.
22. The reports must outline their current level of achievements and progress in
achieving the main objectives and targets in the Amanat 2024 for the university,
and what steps are being taken to address the loopholes and the weaknesses.
23. They are also required to present their second half strategic planning for this year
in how to fully achieve the main targets set for the year in line with the Amanat
2024.
24. The FOURTH POINT, our staff and student motivation and satisfaction at work
and in class.
25. As I have mentioned repeatedly, my priority is to ensure that our human capital
get the necessary support system and benefits that ensure their wellbeing and in
ensuring their best outcome and performances, with our staff and students being
our main focus list.
26. As such, under our leadership, we have initiated the inaugural new reward and
benefit system for our staff who have been long sidelined due to both systemic
and structural barriers and limitations.