HALA TUJU PUSAT BERTAULIAH JPK SWASTA DALAM TVET

HALA TUJU PUSAT BERTAULIAH JPK SWASTA DALAM TVET MENUJU 2020 MESYUARAT AGUNG PERSEKUTUAN FEMAC KALI KE 14/2018 26 APRIL 2018 OLEH: YBRS. ENCIK AMIR BIN OMAR TIMBALAN KETUA SETIAUSAHA (DASAR & ANTARABANGSA) KEMENTERIAN SUMBER MANUSIA

Presenter profile 2 2

Experience and Specialisation Amir Bin Omar Deputy Secretary General (Policy and International) Ministry of Human Resources 30 years of experience in the public sector focusing on human capital issues include: • Economic modelling - Economic-wide model on HRD and labour market • Forecasting – demography; labour market; and agriculture sector projection • Demand side HCD planning – labour market analysis Technical assistance on HCD planning : • Sudan - The Long-Term Perspective Plan 2003 -2027; • Saudi Arabia - The Long-Term Strategy 2005 -2025; • Philippines - Region of Mindanao • • • Involvement in formulation of economic plan documents Undertake Malaysia Human Capital Development Formulate TVET Transformation Plan and Game Changer under the Eleventh Malaysia Plan Institution Economic Planning Unit: - Human Capital Development - Agriculture Section Ministry of Human Resources: - Director of Institute of Labour Market Analysis and Information (ILMIA) Education Tel: 03 -88865033 Email: amir. omar@mohr. gov. my Bachelor in Economics & Administration (Rural Economics) University of Malaya, 1986 Post Graduate Diploma in Economics, University of Manchester, United Kingdom, 1995 Master of Arts in Economics, University of Manchester, United Kingdom, 1996

Ministry of Human Resources : An Introduction VISION To be the leading agency in the development and management of a World Class Workforce OBJECTIVES 1. Increase economic growth and create more job opportunities 2. Ensure conducive and harmonised relations between employers, employees and trade unions 3. Uphold social justice and ensure harmonious industrial relations and awarding of collective agreements 4. Ensure trade unions practice democracy, be orderly and responsible 5. Be the leader in the development of the nation's human resources 6. Ensure the safety and health of the workforce 7. Develop a skilled, knowledgeable and competitive workforce

MINISTER DATO' SRI (DR) RICHARD RIOT ANAK JAEM DEPUTY MINISTER DATO' SRI HJ ISMAIL BIN HJ ABD MUTTALIB SECRETARY GENERAL DATO’ DR MOHD GAZALI BIN ABAS DEPUTY SECRETARY GENERAL (POLICY AND INTERNATIONAL) DEPARTMENTS UNDER MINISTRY OF HUMAN RESOURCES DEPUTY SECRETARY GENERAL (OPERATIONS) STATUTORY BODIES / AGENCIES UNDER MINISTRY OF HUMAN RESOURCES 1. LABOUR DEPARTMENT OF PENINSULAR MALAYSIA 1. SOCIAL SECURITY ORGANISATION (SOCSO) 2. DEPARTMENT OF OCCUPATIONAL SAFETY AND 2. HUMAN RESOURCES DEVELOPMENT FUND (HRDF) HEALTH 3. MANPOWER DEPARTMENT 4. DEPARTMENT OF SKILLS DEVELOPMENT 3. SKILL DEVELOPMENT FUND CORPORATION 4. NATIONAL INSTITUTE OF OCCUPATIONAL SAFETY AND HEALTH (NIOSH) 5. INDUSTRIAL RELATIONS DEPARTMENT 6. LABOUR DEPARTMENT OF SABAH 7. LABOUR DEPARTMENT OF SARAWAK 8. TRADE UNION AFFAIRS DEPARTMENT 9. INDUSTRIAL COURT MINISTRY OF HUMAN RESOURCES: ORGANISATIONAL STRUCTURE

MINISTER YB DATO' SRI (DR) RICHARD RIOT ANAK JAEM DEPUTY MINISTER YB DATO' SRI DR. HJ ISMAIL BIN HJ ABD MUTTALIB SECRETARY GENERAL YBHG. DATO’ DR MOHD GAZALI BIN ABAS EN. AMIR BIN OMAR DEPUTY SECRETARY GENERAL (POLICY AND INTERNATIONAL) YBHG. DATO’ MOHAMED ELIAS BIN ABU BAKAR DEPUTY SECRETARY GENERAL (OPERATIONS) MINISTRY OF HUMAN RESOURCES: TOP MANAGEMENT

LATAR BELAKANG KRONOLOGI GAME CHANGER RANCANGAN MALAYSIA KESEBELAS Penjenamaan Semula Identiti TVET sebagai TVET Malaysia Mengupayakan TVET yang Diterajui Industri RM 4. 9 billion diperuntukkan untuk TVET Malaysia

LATAR BELAKANG PELAKSANAAN TVET MALAYSIA Program/Aktiviti Mesyuarat bagi Membincangkan Hala Tuju TVET Malaysia Tarikh Pelaksanaan 30 Oktober 2018 Keputusan/Makluman - Penubuhan Jawatankuasa Bengkel penentuan KPI dan mekanisme pemantauan - 16 perkara dibentang dan dibincang (isu kualiti, tenaga pengajar, dana TVET, kerjasama industri) Stock taking Tadbir Urus TVET Malaysia - Penubuhan Jawatankuasa Penyelarasan TVET Malaysia (Peringkat Pegawai dan Peringkat Menteri) Bengkel Perancangan, Pelaksanaan, Penetapan Sasaran, KPI dan Indikator Program/Inisiatif/Projek dan Hala Tuju TVET Malaysia 22 hingga 24 November 2018 - Promosi TVET Malaysia Mesyuarat Penyelarasan TVET Malaysia Peringkat Pegawai Mesyuarat Penyelarasan TVET Malaysia Peringkat Menteri Lagu & logo TVET Malaysia digunapakai oleh semua agensi pelaksana TVET Video korporat mula ditayangkan Februari 2018 5 Januari 2018 16 Januari 2018 - Pembentangan TOR Kajian Pelan Induk TVET Pengiktirafan professional TVET melalui MBOT Melantik TS Lim Kok Wing sebagai Penasihat TVET Malaysia Penubuhan Majlis TVET - MMI

LATAR BELAKANG PELAKSANAAN TVET MALAYSIA (samb. . ) Program/Aktiviti Nota Jemaah Menteri mengenai Pelaksanaan TVET Malaysia dibentang Kertas MMI (Rangka Pelan Pelaksanaan TVET Malaysia) dibentang pada Mesyuarat Jawatankuasa Teknikal MMI Kajian Pelan Induk TVET Malaysia Tarikh Pelaksanaan Keputusan/Makluman 24 Januari 2018 - Penambahbaikan pada kertas MMI untuk dibentang pada Majlis Modal Insan yang akan dipengerusikan oleh YAB Perdana Menteri - Analisis permintaan dan penawaran modal insan TVET Penilaian program TVET Menambahbaik kecekapan pengurusan & keberkesanan kos 9 Februari 2018 Ekspo TVET Malaysia 22 hingga 23 Mac 2018 TVET Conference September 2018

LANSKAP TVET Beza : 61, 000 pelatih perlu dilatih Peningkatan pengambilan lepasan sekolah ke TVET Penyedia Latihan Swasta 690 ISU-ISU PELAKSANAAN 225, 000 2020 35% 2020 ISU DAN CABARAN 164, 000 2013 + Labour Supply Penyedia Latihan Awam 544 ü Kualiti TVET ü Kerjasama Industri ü Tenaga Pengajar ü Dana Pembiayaan ü Promosi/ Penjenamaan Beza : 7% tenaga kerja mahir diperlukan Labour Demand 28% 2018 Keperluan 1. 5 juta pekerjaan baharu 60% tenaga kerja berkaitan TVET Delivery Model : - Kombinasi Awam dan Swasta - PSDC Model - Future Skills Workers Model - In house Industry training - SLDN MSIC MASCO + MNC, GLC, SME

To address the needs of current and future industry trend requirements, the TVET ecosystem needs to be revisited in its entirety TVET is considered to be a game-changer and has the potential to address the challenges of skillset gaps and unemployment. The analysis was based on international practices, 11 th Malaysia Plan (11 th MP) aspirations, and previous TVET studies; we propose that the Malaysia’s TVET eco system’s objective should be to “Advance Technical Vocational Education & Training to create life-long learners driving the needs of high-income economy” to help achieve the aspirations of Transformasi Nasional 2050 (TN 50). To achieve this objective the strategic goals of this TVET ecosystem should be the following: • • Courses that are industry focused Creating high-income earners Promoting life-long learning Well integrated education system The objective and strategic goals of TVET Malaysia can only be achieved if it is supported by the “ 5 pillars of TVET” and is built on a strong foundation of a co-ordinated TVET ecosystem, with a strong collaboration between public and private TVET providers. TVET Malaysia Objectives and Supporting Pillars This Report is solely for the use and benefit of ILMIA and should not be relied upon by any other parties – Inception Report 11

several challenges related to achieving the strategic objectives of TVET Advance Technical Vocational Education & Training to create life-long learners driving the needs of high-income economy. 12 2 6 1 TVET typically suffers from negative perception that it is inferior to academic and is considered as a “second tier” and only suitable for students with lesser academic capabilities. This causes a vicious cycle resulting in limiting the investment in TVET and hence lowering its overall quality. 6 3 Sustainable TVET funding model Optimise TVET operating model & operational efficiency Harmonising learning pathways Enhancing the TVET brand recognition 1 Enhancing quality of learning Creating high-income earners Well integrated education system Courses that are industry focused Promoting life long learning 4 5 Coordinated eco-system 2 TVET sector in Malaysia is regulated by two agencies (MQA and JPK), resulting in distinct differences between qualifications. The non-uniformity of the current system creates confusion among employers on the value of TVET certificate and the credibility of its graduates 3 As per the previous Study, limited coordination across TVET institutions is hindering the industry focused, quality courses while being cost ineffective. Just to illustrate, 57% of public TVET Institutions on average offer less than 3 programmes resulting in an inefficient operating model. 4 As per the previous Study, the instructors in TVET institutions have limited experience or limited attachment with Industries. This was highlighted as one of the key reasons which might be impacting the quality of TVET graduates. 5 As per the previous Study, only 5% of TVET Institutions’ revenue is generated from sources outside of the Government, rest is reliant on non performance based Government funding. As per best practices, incentive based TVET funding is key in raising the bar of TVET institutions. As per the previous Study, although at a Macro-economic level there is minimal oversupply of TVET graduates however there is a big mismatch. Most (64%) of the TVET graduates supplied by 2020 are in the high-skilled spectrum, however , 78% of the total jobs created will be in the semi-skilled spectrum This Report is solely for the use and benefit of ILMIA and should not be relied upon by any other parties – Inception Report 12

STRATEGIC THRUST 3 Accelerating human capital development for an advanced nation 13

The population structure – influences overall human capital development … 2010 2015 28. 6 30. 5 2. 2 Million person Total Fertility Rate 2. 1

…demographic dividend and towards aged nation (‘ 000 persons) 32. 4 30. 5 28. 6 7. 8 Young (0 -14 years) CAGR 10 th MP -0. 2% 7. 7 Decrease in share 1. 4% 1. 4 5% 22. 4 21. 0 (69%) (68%) 2010 CAGR - Compounded annual growth rate (24%) Young (27%) 19. 3 Old (65 years and above) 0. 1% 7. 8 25%) 1. 6% Working Age (15 -64 years) CAGR 11 th MP 4. 5% 1. 8 6% 2015 4. 5% 2. 2 7% 2020 Working Age Demographic dividend Old Growing at faster rate and towards an aged nation

Accelerating human capital development for an advanced nation Improving labour market efficiency to accelerate economic growth Improving labour productivity and wages through the shift to high skilled jobs Enhancing labour market operations to maximize efficiency and effectiveness Transforming TVET to meet industry demand Strengthening the governance of TVET for better management Enhancing quality and delivery of TVET programmes to improve graduate employability Rebranding TVET to increase its attractiveness Improving management of foreign workers Improving the quality of education for better student outcomes and institutional excellence Raising the quality of graduates and programmes, and strengthening research for innovation Strengthening IHE governance and financial sustainability towards institutional excellence Enhancing access and quality to improve student outcomes Enhancing governance and stakeholder partnerships for better school support Strengthening lifelong learning for skills enhancement Improving effectiveness of programmes to meet learning needs Improving regulatory and funding support to broaden access 16

SELECTED OUTCOMES Improving labour market efficiency to accelerate economic growth Transforming TVET to meet industry demand 3. 7% 225, 0000 Per annum labour productivity target in the Eleventh Plan, compared with 2. 6% in the Tenth Plan Intake of SPM leavers to TVET programmes; an increase from 164, 000 in 2013 Strengthening lifelong learning for skills enhancement Improving the quality of education for better student outcomes and institutional excellence 58% Increase in number of employees that will benefit from expansion of the HRDF Act; from 1. 77 million employees in 2014 to 2. 8 million in 2020 Malaysia aims to be at least on par with the international average in PISA and TIMSS assessments TOP 100 40 2 universities in the top 100 of the QS World University Rankings RM % Compensation of employees to GDP in 2020; an increase from 33. 6% in 2013 2, 500 Monthly median wage in 2020; an increase from RM 1, 575 in 2014 100% Student enrolment from preschool to upper secondary 17

Issues and challenges in the labour market Improving labour market efficiency to accelerate economic growth 18

Labour Market Initiatives under 11 th MP 1 Labour productivity 2 High-skilled jobs 3 Wage gaps 4 Wages index 5 Unstructured & Disconnected labour market information 6 Mismatch in the labour market 7 Youth Unemployment 8 Women Participation 9 Effectiveness of Labour Regulation 10 Dependency on Low Skilled Foreign Workers 11 Management of Foreign Workers Improving Productivity, Job Creation and Wage Structure Enhancing Labour Market Operation Improving Management of Foreign Workers Eliminate Reduce Raise Create 19

Mismatch in the labour market is a sign of gaps between supply of and demand Do we supply the right talent? . . supply in 2013 ~250 k TVET supply in 2013 (public and private) GAP DEMAND S SUPPLY Graduate …or the market does not able to absorb talent? ~124 k New job ~30 K Lack of demand /industry driven LMI 1% Education & training institutions lack of insight industry needs Top-down analysis limitation in HCD planning Further improvement in LMI creation p. a for skilled category (2010 -2014) CAGR Skilled job creation p. a (2010 -14) diploma & degree ~600 k holders in semi-skilled occupation (2013) 20

Skilled jobs and graduate supply in to the labour market 6. 2% 3. 7% (million person) Low-skilled Semi-skilled Skilled 7. 3 3. 3 (27. 6%) 2010 1. 4 2011 1. 5 2012 1. 6 2013 1. 7 8. 3 2014 1. 7 8. 4 7. 6 Source: EPU; DOSM; and Mo. E – SP 8 (11 th MP) 11. 9 12. 3 3. 2 (26. 3%) 7. 9 CAGR - Compounded annual growth rate Mismatch in the labour market due to slower job creation among skilled category (CAGR 2010 -2014) 0. 9% While estimated 553, 400 thousand diploma & degree holders in semi-skilled occupations - under utilisation of skills 3. 2 (25. 3%) 3. 3 (24. 7%) 3. 4 (25. 2%) 121 12. 7 +1. 6 Total job creation 13. 2 13. 5 Skilled job creation (‘ 000 jobs) Job creation for skilled category was only 121, 000 for the last 4 years (~8% of total job creation ) Graduate output in 2013 ~245, 000 21

Snapshot of the youth in the Malaysian economy Youth population 30 m Stock Flow Education & TVET 5. 7 m population School leavers ~500 k Youth Labour force 13. 9 m Outside Labour force 3. 3 m 2. 4 m L. force Unemployment 2. 9% ~400 k 60% 13. 5 m employed GDP p. a. Productivity p. a. 5. 8% 3. 7% 54% 36% 10% rate ~240 k 10% 2. 1 m 37% Employment rate 11% Skilled occupation 73% Semi-skilled occupation 12% Tertiary education 63% Secondary education 15% Informal occupation 1. 5 m 15 m Source: EPU and DOSM HE - TVET Enter LM Youth Unemployment share HE - grads employed 2020 f 22

. . . with only ~30% of school leavers pursuing TEVT annually Another 23% enter the workforce without further qualifications Secondary school After PMR Technical and Vocational secondary schools Enrolment. : 50, 000 students 2, 345, 000 students 452, 000 SPM graduates 1 Technical Vocational Skills 23% 63% 14% SPM: 6, 000 SPM: 14, 000 SKM 2: 3, 000 90% 80% 20% 30% 40% 30% 10% 23% 46% 105, 000 other 31% 213, 000 intakes 145, 000 intakes University TEVT 4 80, 000 133, 000 Public Private 3 110, 000 35, 000 Public/State Private Enrol. : 170, 000 students 5 Enrol: 60, 000 students SPM-school leavers (work, unemployment, etc. ) 1. Source EPU - Excluding SPM graduates from technical and vocational secondary schools, i. e. about 462, 000 SPM-graduates total (MOHE source for total: 468, 000 graduates i. e. small difference of 1%) 2. 98% graduate at SKM 1 vs 2% at SKM 2 3. Including SPM graduates moving abroad to study 4. TEVT scope here including MOHR, MOYS, MOA, Giat. MARA / MARA, MOHE institutes, as well as States and Private Institutes. 5. Total enrolment at pubic institutes detailed in this study (MOHR, MOYS, MARA/Giat. MARA, MOA and MOHE): 155, 000. Other 15, 000 students enrolled in Public/State including State institutes and some specific institutes (Defense, Police etc). Source: EPU, Data request with ministries, interviews, BCG analyses 240682 -65_MOHR_TEVT_rationalization_Draft Final Report_31 May 11. pptx 23

To meet demand for quality workforce, need to target 35 to 40% post SPM students streamlined to TEVT pathway. . . Secondary school – form 1 to 3 PMR graduates Secondary school Form 4 -5 4. 5 to 5 Mn by 2020 Technical and Vocational secondary schools TEVT pathway Workforce (unskilled) SPM graduates 10 to 20% Min. 45 - 50% of students Target: 35 to 40% of students TEVT institutes Pre-University 1. 1 Mn Certificates ~15 -20%2 University IPTA / IPTS / KTAR 0, 35 Mn diplomas 0. 5 Mn Diploma & Advanced Diploma Continue to degree û Assumption: ~10% not completing course 3 TEVT quality labor force +1. 6 Mn by 20201 ~15 -20%2 1. Including non NKEA sectors. 2. 15 to 20% students furthering education to higher level, based on current estimates from TEVT institutes' Tracer Studies. 3. Based on current estimate at TEVT institutes Source: Data request with TEVT agencies, NKEA, Tracer Studies, BCG analysis 240682 -65_MOHR_TEVT_rationalization_Draft Final Report_31 May 11. pptx 24

Way forward…. Improving labour market efficiency to accelerate economic growth 25

Industry demand… Eleventh Malaysia Plan, 2016 -2020 Tenth Malaysia Plan, 2011 -2015 (‘ 000 jobs) Job Creation 1, 823 6. 3% 1, 511 Services 1, 304 1, 156 Manufacturing 4. 8% Construction 11. 1% 2. 4% 11 0. 8% Agriculture Mining & Quarrying 5. 1% 10. 3% 40 5 3. 5% 1. 3% 72% Employment growth GDP Growth 5. 3% 77% 2. 9% Employment growth GDP Growth 5. 8% 2. 1% 6. 9%

Occupational targeted demand… ('000 persons/jobs) Occupational breakdown 397 13, 781 15, 292 Total job creation -379 +1, 511 5, 352 Skilled (35%) 3, 859 (28%) Semi-skilled Low-skilled 2015 e Skilled Semiskilled Low-skilled 2020 f Skilled 1. Managers 2. Professionals 3. Technicians & associate professionals Semi-skilled 4. Clerical support workers 5. Service & sales workers 6. Skilled agricultural, forestry & fishery workers 7. Craft & related trade workers 8. Plant & machine operators and assemblers Low-skilled 9. Elementary occupations

11 th MP will emphasis on getting more insight from industry through… Improvement in collaboration mechanism Intelligent Partnership Among EPU/ DOSM/ MOHRILMIA to further improve LMI through dedicated taskforce GOVERNMENT Majlis Pembangunan Modal Insan Negara Professionals Bodies Industry Lead Councils Related Ministries/Agencies Chamber of Commerce INDUSTRY ACADEMIA - IPTA/S - ILKA/S Industry Centre of Excellence (ICo. E) Cluster - UMP University-led growth – Technopolis - Construction Automotive ICT E&E Biotech - - Key industry - Industry in regional/ corridor development - NKEAs Regular engagement with industries • Industrial engagement – identifying sector & occupational labour demand (September 2013) O&G (UTM) W/retail (UUM) Tourism (SEGi University) Healthcare (UMPerlis) This strategies will need MOE active involvement, as the major talent supply for the nation, in reshaping education policy with the market requirements TERHAD 28

Labour Market Information Expert Group (LMI EG) EPU Academia international Expert Industry DOSM ILMIA TC Planning Mo. HR Mo. E MIDA PSD JTK JM JIM Coordination Monitoring Mo. HA MITI MWFCD Mo. F MDEC BNM MI Improve L analysis , collection ination and dissem Optimise utilisation of LMI for planning Identif y of LMI new sources Conduct regular technical discussion to plan, coordinate and monitor LMI and analysis MPMIN Minister MUC • Issues and challenges in the LM • Development of new LM indicators benchmark • Discussion on methodology • Data collection from various administrative sources • NBOS approach on data collection • Improve establishment based LMI JPPN • Survey, census related to LMI • LM research and studies Labour Market for An Advanced Nation Quality workforce Flexibility Support system Notes: other agencies to be included HRDF; CIDB; SME corp; EPF; LHDN etc. 29

Transforming TVET to meet industry demand 30

Game changer Enabling industry-led Technical and Vocational Education and Training (TVET) We will enable industry to play a greater role across the value chain, from student recruitment through to curriculum design, delivery and job placement, to ensure that the supply of graduates truly meets industry demand. 60% of the 60% 1 2 1. 5 million jobs that will be created during the Eleventh Plan will require TVET-related skills 3 4 5 6 31

TVET - issues & challenges Uncoordinated governance Two accrediting bodies Unclear TVET articulation Lack of industry input in curriculum design Multiple Providers No specialization in public TVET No rating system for performance Fragmented TVET Delivery Lack of recognition for Technologist not recognised as professionals Wage premium in public and private sector Limited access to Higher Education No centralised database on instructor profile Minimal industry exposure Skills deficiencies Competency gaps among Instructors TVET ISSUES AND CHALLENGES

Kanvas Strategi: Pendidikan dan latihan teknikal dan vokasional Tinggi Tahap penawaran RMKe-11 Sedia ada Rendah Hapus Program berimpak rendah Kurang Tambah Cipta Keutamaan Pembiayaan Tenaga Pengajar Lembaga Teknologis Sistem Rendah Bagi untuk TVET yang Malaysia (MBOT) Penarafan Pelaburan berkualiti TVET Tunggal Infrastruktur Aliran TVET Jawatankuasa Program yang Kurikulum yang Penyeragaman Baru sebagai kerjaya Kemahiran bertindan diterajui industri akreditasi TVET pilihan Industri

Pathways of SPM leavers (2010) Pathways of SPM leavers (2013) (52%) (54%) (50%) 237 K 247 K 250 K (25%) (36%) (45%) 164 K TVET 102 K SPM leavers 2013 (457 K) Labour Market (10%) 46 K Labour Market TVET Technical and Vocational Education and Training (23%) 225 K TVET SPM leavers 2020 (~500 K) 113 K SPM leavers 2010 (452 K) Pathways of SPM leavers (2020) (5%) 25 K Labour Market

Accreditation Malaysian Qualification Framework Revised Malaysian Qualification Framework TVET ACADEMIC L 8 Doctoral Degree L 7 Master Degree Postgraduate Diploma & Certificate L 6 Bachelor Degree Graduate Diploma & Certificate L 5 Advanced Diploma L 4 Diploma L 3 Certificate Level 3 Certificate L 2 Certificate Level 2 L 1 Certificate Level 1 Single and Independent Quality Assurance &

Level DSD-accredited Accreditation based on National Occupation Skills Standard (NOSS) Skills MQA-accredited Accreditation based on internal quality assurance process Vocational and Technical L 8 TVET L 7 L 6 L 5 Skills Advanced Diploma Advanced diploma L 4 L 3 Skills Diploma Skills Certificate Level 3 Skills Certificate Level 2 Skills Certificate Level 1 Diploma L 2 L 1 Vocational and Technical Certificate Academic Doctoral Degree Masters Degree Postgraduate Dip. & Cert. Bachelor Degree Graduate Dip. & Cert. Advanced Diploma Certificate

QUALIFICATIONS Diploma & Degree MTUNs Diploma & Degree Uni. KL Diploma GMi Diploma Polytechnic Certificate & Diploma JMTI/ADTEC/ILP Certificate NATC Certificate CIDB Certificate Community College Certificate & Diploma Private TVET Institutions Certificate Giat. MARA Diploma & Degree Other Public & Private IHE (TVET) Certificate & Diploma Vocational College Certificate & Diploma IKM & KKTM CURRICULUM DESIGN OCCUPATIONAL STANDARDS EMPLOYABILITY SKILLS PPP BASED LEARNING ENTREPRENEURSHIP Single Governance System (Accreditation & Quality Assurance)

Employment Universities & Institutes of Higher Education (IHEs) Tertiary Education Bridging Programme: Maximum 1 year Diploma 3 years; 18 -21 years old Vocational Colleges 2 years; 22 -23 yrs Certificate 2 years; 18 -20 years old Certs & Special NDTS 2 years; 4 years; 16 -19 years old (Diploma) 18 -20 years old Formal Education System 3 Credit and above 2 – 1 Credit Below 1 Credit Sijil Pelajaran Malaysia (SPM) Secondary Academic Schools Form 4&5 (2 years in school; 16 -17 years old) Pentaksiran Tingkatan 3 (PT 3) / Pendidikan Asas Vokasional (PAV) Lower Secondary Schools Form 1, 2 & 3 (3 years in school; 13 -15 years old) Ujian Penilaian Sekolah Rendah (UPSR) Primary Schools Year 1 -6 (6 years in school; 7 -12 years old) Youth outside education system

PERBADANAN TABUNG PEMBANGUNAN KEMAHIRAN (PTPK) 2018

Peruntukan Dana RMKe 11 Pelaksanaan Tahun Pinjaman Pembiayaan DANA LATIHAN TVET PEMBIAYAAN SISTEM LATIHAN DUAL NATIONAL (SLDN) TAMBAHAN PERUNTUKAN DANA PUSINGAN & PENJIMATAN PEMBIAYAAN GOLONGAN PEKERJA DAN FUTURE WORKER DANA SKIM PINJAMAN PEKERJA MALAYSIAN MEISTER PROGRAM (MMP)PROGRAM PEMBIAYAAN KOMPETITIF (CONTESTABLE FUNDING PROGRAMME)

Keutamaan Pengagihan Kemampuan / ketersediaan dana PTPK Prestasi kutipan bayaran balik latihan kemahiran sebanyak 32. 7% Personal iaitu PPB, PPD dan PP hendaklah bebas tunggakan bayaran balik pinjaman Penarafan Bintang JPK Prestasi penggunaan kuota Pentaulihan Program masih sah < 6 bulan

Permohonan Kuota Ikut Penarafan Bintang JPK 5 BINTANG 4 BINTANG 3 BINTANG 2 BINTANG 1 BINTANG 0 BINTANG 33 PL 87 PL BIL PELATIH RM 11, 669 RM 155. 6 j BIL PELATIH RM 21, 437 RM 278. 6 j BIL PELATIH RM 10, 152 RM 117. 7 j BIL PELATIH RM 1, 515 RM 19. 1 j BIL PELATIH RM 232 2. 58 j BIL PELATIH RM 26, 652 RM 356. 1 j BIL PELATIH RM 71, 657 RM 929, 782, 800

Permohonan Kuota Ikut Kapasiti JPK 2017 PL PROGRAM • 359 • 1, 818 JUMLAH KAPASITI (PELATIH) • 49, 136 PERUNTUKA N • RM 761. 59 j

Prestasi Bayaran Balik >30% 152 PL >45% 66 PL <30% 207 PL <45% 293 PL

Agihan Mengikut Sektor 11, 833 13, 786 9, 599 9, 635 7, 959 RM 187. 4 j Pemesinan & Peralatan RM 163. 5 j Hospitaliti & Pelancongan RM 142. 9 j RM 132. 5 j RM 96. 5 j Pengangkutan Elektrik & Elektronik, Komunikasi & Ind. Penyiaran Teknologi Maklumat & Komunikasi

Program Pembiayaan

TADBIR URUS PTPK- The Way Forward | 2018 | PEMOHON PENDAFTARAN ONLINE SECARA SESI KUTIPAN BAYARAN BALIK RM 120 JUTA SETAHUN SELARASKAN TEMPOH PENDAFTARAN ONLINE DENGAN PENDAFTARAN SKM PEMATUHAN KE ATAS PENGURUSAN PLK PEGAWAI PTPK SEBAGAI SAKSI PEMINJAM & PENJAMIN PEMBIAYAAN/PINJA MAN BAGI PENSIJILAN SKM SAHAJA WAKIL LEMBAGA PENGARAH & PEGAWAI KSM –JK KUOTA 47

The Way Forward 2018 KUTIPAN BAYARAN BALIK RM 120 JUTA SETAHUN Jumlah yang patut di kutip RM 1. 469 billion

Pengurusan Pinjaman Latihan Kemahiran Sesi 1: 15 Jan – 28 Feb Sesi 2: 1 April – 30 Mei PEMBUKAAN SESI PENDAFTARAN PELATIH 2018 Sesi 3: 1 Julai – 31 Ogos Sesi 4 : 1 Okt – 30 Nov

• lebih banyak permohonan pinjaman diluluskan • menggalakkan Pusat Latihan bekerjasama dengan Industri dan pelatih terjamin untuk mendapatkan pekerjaan. • Elaun Sara Hidup (ESH) RM 250 sebulan • Perkongsian kos • meringankan beban pelatih Kerjasama Strategik

PEOPLE, PROWESS, PROGRESS PEMBANGUNAN SUMBER MANUSIA BERHAD HUMAN RESOURCES DEVELOPMENT FUND MALAYSIA (MINISTRY OF HUMAN RESOURCES, MALAYSIA) TOWARDS UP-SKILLING & RE-SKILLING THE NATION

TOWARDS UP-SKILLING & RE-SKILLING THE NATION: HRDF TRAINING SCHEMES Training Assistance Scheme (SBL) Special Training Assistance Scheme (SBL-Khas) Purchase of Training Equipment Information Technology Industrial Training Scheme (ITS) Recognition of Prior Learning (RPL) Future Workers Training (FWT) Computer Based Training (CBT) SME "ON-THE-JOB" (SME OJT) Joint Training Scheme (SLB) OKU Talent Enhancement Programme (OTEP) PEOPLE I PROWESS I PROGRESS www. hrdf. com. my Page 52

TOWARDS UP-SKILLING & RE-SKILLING THE NATION: HRDF HUMAN CAPITAL STRATEGIC INITIATIVE UNDER POOL FUND 1 Malaysia Outplacement Centre (1 MOC) Train & Replace (T&R) SMEs Up-skilling & Re-skilling Programmes Graduate Enhancement Programme for Employability (GENERATE) Industrial Based Certification Programme (INBASE) Rural Accelerated Industrial Skill for Employment (RAISE) PEOPLE I PROWESS I PROGRESS www. hrdf. com. my Page 53

Train&Replace Developing local talent to uplift their potential to compete globally and improve management of foreign workers OBJECTIVE • To equip local workers with specific skills needed by employers to replace existing foreigners/ expatriates • To assist employers find qualified skilled workers especially in knowledge- intensive industries while enhancing the company's competitiveness on an ongoing basis; and • To reduce the country's dependency on foreigners/ expatriates, especially skilled workers and thus contribute to the achievement of the targeted 35% skilled workers by the Year 2020 TARGET GROUP • Malaysian future workers who strive to upgrade their skills to enable them to replace existing foreigners (low and semiskilled) / expatriates (skilled); and • Existing employees in management level to improve their career advancement to regional / global offices PEOPLE I PROWESS I PROGRESS 5 Focused Subsectors Hospitality (Hotel or Tourism) Computer Services (Information Technology, New / High Technology) Land Transport, Air Transport & Shipping (Process and Operation) Food and Beverages (Purchasing, Logistics /Supply chain) Oil & Gas www. hrdf. com. my Page 54

SMALL AND MEDIUM ENTERPRISES (SMEs) UP-SKILLING & RESKILLING PROGRAMMES To align SME development with the national aspirations of achieving a high-income economy and a developed nation status by the year 2020 through innovation-led and productivity driven growth The National SME Development Council chaired by YAB Prime Minister gave mandate to HRDF to be the coordinating body to synchronize and oversee training and human capital development of SMEs across all economic sectors National SME Development Council (NSDC) Under this programme, SMEs may submit their needs for niche strategic and function certification programmes to relevant Employers associations for them to compile and submit to HRDF for further consideration. Oil & Gas PEOPLE I PROWESS I PROGRESS www. hrdf. com. my Page 55

Graduates Enhancement Programme for Employability Enhance employability of unemployed graduates to increase supply of skilled workforce to industry OBJECTIVE To equip, develop and assist unemployed graduates with: High end skills and competencies required by industriy Relevant working experience TARGET GROUP Exploring new route path for their careers Obtaining job placement Open to all unemployed Malaysian graduates whom have successfully acquired their Diploma, Degree or its equivalent PEOPLE I PROWESS I PROGRESS www. hrdf. com. my Page 56

INDUSTRIAL BASED CERTIFICATION PROGRAMME (INBASE) A direct platform for employers’ Associations within the three (3) major sectors covered by the PSMB Act 2001 to work with HRDF to accelerate skills development of local employees, to better prepare for the advent of the Industrial Revolution 4. 0 (IR 4). This is in support of the Government’s aspiration of becoming a high income economy nation by Year 2020. TARGET GROUP • • Malaysian employees from HRDF registered employers or industries covered under HRDF, keen to upgrade their skills and knowledge through up-skilling and re-skilling through professional certification or industry needs programmes Particular focus in the areas of technology and Big Data Analytics Hospitality (Hotel or Tourism) Oil & Gas PEOPLE I PROWESS I PROGRESS www. hrdf. com. my Page 57

THE RURAL ACCELERATED INDUSTRIAL SKILL FOR EMPLOYMENT (RAISE) Transformation of rural youth to enhance B 40 household income and enhancing inclusivity for equitable society OBJECTIVE • • • Provide access for rural youths to undergo specific skills training based on the operational requirements of the employer before being absorbed into the job market upon completion of training; Increase supply of skilled workforce to the industry through strategic partnerships with HRDF registered employers and employers covered under the Human Resources Development Act 2001 in order to support manpower requirements of Regional Economic Corridors; and To reduce unemployment rate, especially among rural youths that will eventually support Government’s aspiration in achieving 35 per cent of skilled workforce by year 2020 PEOPLE I PROWESS I PROGRESS TARGET GROUP • • Youths from rural areas aged from 16 to 25 years old Able to read and write www. hrdf. com. my Page 58

TOWARDS UP-SKILLING & RE-SKILLING THE NATION: SPECIAL GOVERNMENT FUND Apprenticeship Scheme Entrepreneurship Enhancement Skills Programme for Indian Community (EMPHATIC) Housewives Enhancement and Reactivate Talent Scheme (HEARTS) Special Programme Intended for Community Enrichment (SPICE) PEOPLE I PROWESS I PROGRESS www. hrdf. com. my Page 59

Malaysia is on the right track with the following achievements and developments Malaysian TVET achievements In 1964 the very first set of TVET public Institutions was created to provide training for youth. Currently, there are more than 500 public and stateowned TVET institutions providing multiple programmes at all education levels contributing significantly towards the development of Malaysia’s economy TVET in Malaysia >500 Public and state-owned TVET Institutions* >3000 TVET programmes >800 Private TVET Institutions 2 accreditation bodies, MQA and JPK * Number of Institutions as per the scope listed in the RFP 2012 MQA & JPK formed to enhance collaboration, coordination and rationalisation of TVET Institutions Harmonisation National Occupation Skills Standards (NOSS) was developed to ensure curriculum development meets industry needs National Dual Training System (“SLDN”) introduced to provide industry-oriented workplace training Tracer Study system was enhanced, expanded and customised for public Institutions including programme assessment criteria 200, 000 TVET students enrol every year with 70% in public sector Institutions accredited by 2 very distinct agencies JPK and MQA 22 Industry-Led Bodies (ILB) were established to develop National Occupations Skills Standards (NOSS) to standardise curriculum This Report is solely for the use and benefit of ILMIA and should not be relied upon by any other parties – Inception Report 60

LANSKAP TVET Kualiti 1. 2. 3. 4. 5. 6. 7. 1. 2. HALA TUJU Akreditasi TVET tunggal Menyediakan TVET dengan Emerging Skills (Industri 4. 0) Menstrukturkan pusat latihan kepada Co. E Pengiktirafan professional / MBOT Pembangunan standard dan kurikulum oleh ILB dipergiatkan Penyelarasan pembangunan WIM Kolaborasi antara institut dan industri boleh dipelbagaikan dari aspek peralatan, kepakaran dan premis latihan Mempromosi TVET Malaysia secara bersepadu Model baru penyampaian TVET Penjenamaan TVET 1. 2. Tenaga Pengajar 1. 2. 3. 4. 5. Menggiatkan program latihan dan penempatan industri Memperkasakan pembangunan pengajar TVET (Reskilling & upskilling) berasaskan jurang melalui eprofiling Meningkatkan pengetahuan dan kemahiran tenaga pengajar selaras dengan kemahiran baharu (Emerging Skills) Menaiktaraf dan mengoptimum fungsi eprofiling untuk mengenalpasti jurang kompetensi dan menyediakan pelan hala tuju latihan yang berkesan Program peningkatan tahap professionalisma tenaga pengajar melalui Professional Certification Kajian model pembiayaan Perbadanan Tabung Pembangunan Kemahiran (PTPK) Memperkasakan Program Matching Grant atau Geran Padanan 3. Contestable fund 4. Pembiayaan penarafan bintang berasaskan Dana Pembiayaan 1. 2. 3. Public Private Partnership Penggunaan peralatan/fasiliti industri Perkongsian kepakaran tenaga pengajar Kerjasama Industri

MAJLIS TVET MALAYSIA TADBIR URUS SEKRETARIAT TVET MALAYSIA Jawatankuasa Penyelarasan TVET Malaysia Peringkat Menteri Jawatankuasa Penyelarasan TVET Malaysia Peringkat Pegawai TWG Fe. Mac sebagai ahli jawatankuasa Technical Working Group

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