UTM ASCEND 2030
The UTM Strategic Plan 2026-2030 (UTM ASCEND 2030) is our bold commitment to transform into a resilient, innovative, and socially responsible institution. This plan is designed to strengthen UTM’s leadership and impact in a rapidly evolving global landscape, particularly in higher education and research.
About UTM ASCEND 2030
This strategic plan aspires to position UTM as a leader in education, research and innovation, environmental sustainability, and industrial and community partnerships – charting a clear pathway towards our defined desired states by 2030.
Pillars of Distinctive Eminence
Four core pillars that define UTM’s distinctive strengths and strategic focus.
Strategic Objectives
Six strategic objectives that translate our pillars into clear priorities and action.
Desired States by 2030
Ten measurable desired states that define what success looks like by 2030.
THE LOGO
A Symbol of Our Strategic Direction
The logo symbolises UTM’s deliberate journey towards higher impact and global relevance. The design reflects a structured ascent — grounded in strong foundations, guided by clear objectives, and focused on the outcomes UTM seek to realise by 2030.
The Focus
Pillars of Distinctive Eminence
Each pillar reflects a deliberate emphasis on excellence, talent development, sustainability, and humanity-centred values — collectively guiding how UTM advances knowledge, nurtures future-ready graduates, and delivers meaningful impact to society.
The four Teras Keunggulan Terbilang outlined represent UTM’s commitment to advancing knowledge, empowering talents, ensuring sustainability, and upholding humanity-centred values.
Leap In Niche Excellence
This Pillar represents UTM's commitment to establishing itself as a globally recognised research university through strategic investments in high-impact research centres, scholarly excellence, and commercialisation of research outputs.
Global Talent
The Pillar focuses on attracting learners to UTM and their holistic development to become future-ready professionals equipped with global competencies.
Sustainability
The Pillar emphasises sustainable development and financial resilience by optimising resources, infrastructure, and operational efficiency.
Humanity & Well-being
The Pillar underscores UTM’s commitment to empowering society through the strategic transfer of knowledge, technology, and expertise to the wider community.
These Pillars of Distinctive Eminence reflect our shared aspiration to become the pride of the nation – UTM Sanjungan Bangsa – through impactful education, innovation, and ethical leadership.
The Playbook
UTM ASCEND 2030
The UTM ASCEND 2030 Playbook outlines the strategic direction, priorities, and outcomes that will guide UTM’s actions and decisions from 2026 to 2030.
The Action Plan
Turning Strategy into Action
An Action Plan translates UTM ASCEND 2030 into concrete initiatives, responsibilities, timelines, and measures at the PTJ level. While the Strategic Plan defines what the University seeks to achieve, the Action Plan focuses on how those ambitions are operationalised across faculties, centres, and offices.
Together, they ensure strategic intent is consistently executed, monitored, and refined over time.
Purpose
Sets the long-term direction: Where are we going and why does it matter?
Content
Vision, Mission, Core Values
Pillars / Strategic Focus
Strategic Objectives (SO)
Desired States (DS) or KPIs
Scope
University-wide; high-level goals that cut across faculties and offices.
Level of detail
Broad, outcome-oriented, inspirational; does not list every project.
Approval
Endorsed by LPU, JPU, and communicated university-wide.
Update frequency
Mid-term review; full refresh at next strategic cycle.
The Action Plan 2026 Playbook outlines the initiatives, milestones, and responsibilities that guide UTM’s implementation of UTM ASCEND 2030 at the Key Departments level.
Action Plan Toolkit
Developing PTJ Action Plan
To support consistent and effective implementation, the following toolkit provides guidance, templates, and references for Action Plan development.
Step 1: Understand & Cascading
Understand the UTM Strategic Plan and the Action Plan at the relevant portfolio, faculty, or department level, including the strategic focus and key initiatives that cascade to your PTJ.
Step 2: Alignment & Adjustment
Align your PTJ initiatives and KPIs with the cascaded priorities. Refine targets, adjust scope, and engage in discussion or negotiation to ensure feasibility and strategic coherence.
Step 3: Download & Develop
Use the standard templates to develop your Action Plan, obtain the required endorsements, and begin implementation in line with agreed timelines and monitoring arrangements.
Need Clarity?
Frequently Asked Questions
Clear answers to common questions on UTM ASCEND 2030 and Action Plan implementation.
About UTM ASCEND 2030
Q: Is UTM ASCEND 2030 the only strategic plan for UTM?
A: Yes. UTM ASCEND 2030 is the single institutional strategic plan that guides all faculties, centres, and units. It replaces the need for each PTJ to craft a separate strategic plan. Instead, PTJs should align their action plans to the strategic objectives and desired states in UTM ASCEND 2030.
Q: What is the difference between a Strategic Plan and an Action Plan?
A: The strategic plan outlines long-term university-wide goals (the “why” and “what”), while an action plan focuses on short-to-mid-term execution at the PTJ level (the “how,” “who,” and “when”). Refer to the comparison table provided above for more detail.
Action Plan Development
Q: Can faculties or centres modify the Strategic Objectives or Desired States?
A: No. Strategic Objectives (SOs) and Desired States (DSs) are fixed and university-endorsed. However, PTJs may prioritise specific SOs/DSs that are most relevant to their context and develop targeted actions around them.
Q: How do I start developing our PTJ’s action plan?
A: You can use the Action Plan Toolkit provided in this section. It includes a structured template and drop-down menus for selecting strategic objectives. The toolkit ensures alignment and simplifies reporting.
Q: How often should action plans be updated?
A: Action plans should be updated annually or as needed. Progress should be monitored quarterly or semi-annually depending on the PTJ’s internal review cycle.
Governance, Approval & Monitoring
Q: What is the approval process for our PTJ’s action plan?
A: Action plans are approved at the PTJ level (e.g., Dean or Director) but must clearly reference which SOs or DSs they support. They may be reviewed centrally to ensure alignment.
Q: Can we customise KPIs in the Action Plan?
A: Yes, KPIs can be customised based on PTJ context, but they should still align with or contribute toward the overarching KPIs or Desired States defined in UTM ASCEND 2030.
Q: How will the university monitor progress?
A: Through periodic reporting mechanisms coordinated by the Office of Strategy & Global Eminence. More details on reporting formats and timelines will be shared in the next phase.
