Perutusan Naib Canselor 2010

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02/22/10

© DAR 2010 2008 2009

3

F

eb

#



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DTSP April 2010

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© DAR 2010



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© DAR 2010


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…some 9 years ago…

© DAR 2010



02/22/10© DAR 2010 2002 2003© DAR 2010



02/22/10© DAR 2010 2004 2005© DAR 2010



…the journey from 2005…

2005: Scenario

Planning

© DAR 2010



2013

U n i v e r s i t

i A P E

X :

M e m p

e r k u k u

h k a n

A s a s

2 0 1

0

2 0 1 1

2 0 1 2

© DAR 2010

:



02/22/10© DAR 2010

Laying theFoundation

: -AN OPTION

2010

2004 20082001 2012

DeliveringExcellence

Recurring Theme: Driving Transformational Change for the Future21 Centur0 Century

2007 APEX journey2013

1

2

3

4

5

6

7

8

910



02/22/10© DAR 2010

“Challenge

the status quo”-Tan Sri Mohd Sidek Hassan

Jan 24, 2008, USM, Penang



AA

Source: MOHE, 2007

About 500 days later….

Sept 3 – Jan 21

© DAR 2010



02/22/10© DAR 2010

Research and Innovation

Accelerated Programmefor Excellence

since Sept. 2008

Dzulkifli Abdul Razak [email protected] behalf of

Universiti Sains Malaysia

APEX Review21-22 January 2010, USM, Penang



About 400 days before…

• Exuberance plus initial confusion andmadness…short-lived!

• Ripples of mindset changes…REALITYsets in!

• “Business Unusual” gradually takinggrip…

• The start of REAL changes at somelevels in USM…

© DAR 2010

REALITY CHECK



http://history.nasa.gov/ap08fj/photos/e/as08-13-

“Houston,

we’ve gota problem here” - James Lovell

from A pollo 13 - Service and Lunar Module

10:08 p.m. EDT on April 13, 1970,when the SLM was crippled by anexplosion in- flight resulting in

loss of O2 and power

REALITY CHECK

withdraw APEXtighten autonomydisciplinary action padan muka…etc

“Failure is notan option”

- Eugene F Kr

from NASA Mission Operatio



Utusan, 10 Jun 2009

….dismissing those calling for the review of the university’s apex status and theresignation of certain individuals as “verysilly.”

“Mistakes will happen. In order for USM toexcel, allowance for mistakes must be made.Furthermore, this was a technical glitch — asmall mistake to me,” he said beforedelivering a keynote address at MiCRA The Star, June 10, 2009



Pierre Vivant's Traffic Light Tree(Roundabout) near Canary Wharf, London

farm1.static.flickr.com/64/181799257_704bcfde...www.grand-illusions.com/.../mainimage.jpg pro.corbis.com/images/42-18391499.jpg?size=57...

02/22/10© DAR 2009

MIXED SIGNALS



02/22/10© DAR 2010 http://www.expeterra.com/images/everest.jp

2

3

4

1

Foreign Element

Transforming Ideas

We are here today!



02/22/10© DAR 2010

• Raising the Capacityfor Knowledge andInnovation

• Moving the

Economy up theValue Chain

• Addressing PersistentSocio-EconomicInequalities

• Improving theStandard andSustainability of Quality of Life

• Strengthening theInstitutional andImplementationCapacity

• Enhanced, robustEducation system

• The New“Eco”nomic Model

• Improving Low IncomeHousehold

• Improving RuralBasic Infrastructure

• Enhanced PublicSafety

• War on Corruption

• Improving UrbanPublic Transport

NATIONAL MISSION APEX AGENDANATIONAL

KRA

• Transforming highereducation forsustainable tomorrow

• Creating cutting-edge

research clusters/platforms/activities

• Reaching out towardsthe ‘bottom billions’

• Translating Sustainability into

action via thesejahtera concept, andthe ‘University in aGarden’

• Leveraging onScenario Planning -the ‘Blue OceanStrategy’ - Changemanagement

APEX Agenda – Putting in Context:Fast Forward

© DAR 2010



society

http://www.boston.com/ae/theater_arts/exhibitionist/money_tr

environment economy

© DAR 2010



13 November 07 (c) The Bonsey Design Partnership PL.www.bonseydesign.com (modified) 27

Visibility power

Better recognised

Higher profile

Ability to attract



02/22/10© DAR 2010© DAR 2010



Video: Transformation

http://www.usm.my/my/rdbrand.htm



© DAR 2010

Branding Advocacy

http://www.usm.my/my/rdbrand.htm



02/22/10© DAR 2010

Branding Advocacy3,000 Students &Staff 2009

© DAR 2010



@40A UNU Regional Centre of Expertise

Education for Sustainable Development

Designated by

© DAR 2010



02/22/10© DAR 2010

Creating cutting-edge researclusters/platforms/activities

APEX AGENDA


• Creating cutting-edgeresearch clusters/platforms/activities



action via thesejahtera concept, andthe ‘University in aGarden’

• Leveraging on‘Scenario Planning’ -the ‘Blue OceanStrategy’ - Changemanagement

A Copernican change hastaken place with regard to theroles of Higher EducationInstitutions (HEIs). No longer donational systems of highereducation lend prestige to theirconstituent parts, theinstitutions: rather, the opposite

is true. It is the internationallyacknowledged qualities of individual institutions whichlend prestige to the national

systems to which theybelon .



02/22/10© DAR 2010© DAR 2010



Monday, November 2, 2009

USM decodes 2bn baseRubber Treegenome – world’s 1st

Change #1

H i g h I n c o m e , S o c i e

t y

© DAR 2010

l d h i i f



• Bangladesh Ministry of Agriculture and JuteResearch Institute – JuteGenome Project• Vietnam Military Medical

University, Hanoi –Chikungunya DiagnosticKit

• One fungal and oneindigenous plant genomefrom South Africa (Durban© DAR 2010



Next step…speed is the essence!

• 1. Specific research collaboration include:• MARDI – two to three specific genome projects (need to be started very soon)

• CAAT (Doping Control Centre) – Developing High Performance Computing Centre forUSM/Malaysia Computational Research and to attract science/technology tenants toSAINS@USM esp on drug development at competitive cost.

• Big Transcriptome Projects

• 2. Creation of a spin-off company to expedite collaborativeresearch efforts and handling of potential intellectual property rights resulting fromCCB@USM’s chemical biology genome based discovery platform.

• 3. Revenues generated from enterprise activities under CCB@USM’s

chemical biology genome based discovery platform (i.e. fee for services generatedfrom genome sequencing and soon to be provided genotyping, chromosome sorting, andcrystallographic services, etc.)

© DAR 2010

Collaboration with Sime Darby on Palm



Source: Expert intervi

•Currently research still at the lab stage•Create high-yield palm to drive higher fresh fruit bunchyield; currently national average fresh fruit bunch yield~20 tons/hectare

•Achieved via biotechnology – first understand the oil palm

DNA followed by modification of genes that

Palm DNAsequencing

DNAModification

Palm nursery High yield robust pal

15-20

years

Collaboration with Sime Darby on PalmOil Genome

Basic research Market (identified

Higher yieldingproduct butstill commodity play

Technology

YB D t ’ S i Kh l d N di



YB Dato’ Seri Khaled Nordin:

• Kita mempunyai banyak hasil penyelidikan daninovasi yang boleh dibanggakan. Penemuangenom getah yang hasilkan oleh Pusat BiologiKimia, Universiti Sains Malaysia (USM) ... antarainovasi tempatan bertaraf dunia yang bolehdikomersialkan oleh industri. Saya percaya, jikaproduk dan hasil penyelidikan universiti kitaberjaya dikomersialkan secara optimum, hasrat

kerajaan untuk membawa model ekonomi baruberteraskan inovasi akan terlaksana.

Sumber: Khaled Nordin, Universiti, industri saling memerlukanmaju negara, Berita Harian, 26 Dis 2009

IPT mesti dibantu institusi

masyarakat untuk jadi ejenperubahan

© DAR 2010



02/22/10© DAR 2010 http://www.evolvefish.com/fish/media/T-EvolutionRing_Detail.gif

Out of Asia (Malaysia) ?



Video: Arkeologi

Ch #3



Change #3

S o c i e t y

, E c o n o m y

© DAR 2010



1-3 October 2009 (field trip 3

October)© DAR 2010



Change #4



The collaboration is vital if Malaysia isto become a key player in theinternational collagen market, andenable the country to emerge as a

pioneer in developing a halal

- 5 October 2009

Australia's Holista Colltech to

collaborate with USM

Change #4

H i g h I n c o m e , S o c i e t y

© DAR 2010

Industrial uses:



• it produces gelatin, which used in many foods.

• some of the collagen based dietary supplements doesimprove quality of skin and finger nails.

• also great as glue. In fact the oldest glue ever used,

dated some 8000 years back was collagen.• to hold utensils but even now its still very useful for

musical instruments like the violin and guitars

• on reheating can be softened easily unlike thesynthetic plastic adhesives which are permanent.

Medical uses:

• well known for cosmetic surgery• for burns surgery too

• great for construction of artificial skin substitutes likeskin burns

• used with a mixture of fibroblasts, growth factors,silicone and glycosaminoglycan

• be either bovine or procine,



http://outeasy.files.wordpress.com/2007/05/sharonstone

Before

APEXAfter

APEX

© DAR 2010

Electronic Industry RoadChange #5



Electronic Industry Road

Source: Modified from MIGHT Hi-Technology Report, 2

Change #5

E c o n o m

y , S o c i e t y

© DAR 2010

E EC t f El t i l E i i



Vis

ion

oft h

eCE E

• An enriched ecosystem with engineering talent

• Successful collaborative research projects which would lead to

new product development / processes / materials

• Higher value added graduate / post-graduate programmes withelective courses and internships

• Stronger collaborative platform between industry and academia

• CEE augments the initial access for local companies to global

experts for product & technology development

Source: Khazanah Nasional Berhad -USM-IIT Kanpur,

Centre of Electrical Engineering

C E To provide fertile ground for the development of



Ob j

ectiv e

softh

eC E • To provide fertile ground for the development of

human capital through students, academia andinteraction with the industry

• To develop a supportive framework for the

development of incremental technologies, for thebenefit of all

• To tap into the resource base of all participants forthe growth, development and dissemination of knowledge and technology

• To provide a platform for development andcommercialization of technology through apartnership of academia, applied research centresand industry

• To create a platform for developing a greater mutual

understanding and a forum for meaningful sharingof resources and knowledge

Source: Khazanah Nasional Berhad -USM-IIT Kanpur, 2

C Human Capital Development



Ke

yActi

vit i

eso f

theC • Human Capital Development

• This will focus on areas of specific technology areas, based on industry needsor emerging trends.

• Development of electives which can be incorporated into the currentEngineering programmes.

• Joint academic programs which can be developed and offered through theCentre for both existing students as well as those seeking to further theireducation in specific fields

• Research Programmes• Research activities based on the specific needs of industry.

• Academic research in technology areas, based on mutual agreement of both

institutes and with industry, if necessary.

• Exchange Programmes• Sabbaticals for Professors/ Academics in industry and conversely for industry

technologists with the institutions

• Internships for graduate/ post graduate/ post doctoral students with thecompanies

Source: Khazanah Nasional Berhad -USM-IIT Kanpur, 2



Mon. Nov. 23, 2009

By Marina Emmanuel

© DAR 2010

DRB-HICOM in talks to manufactureh b id hi l

http://www.btimes.com.my/



hybrid vehicles• SHAH ALAM, Dec 30 (Bernama) -- Malaysian automotive conglomerate, DRB-HICOM Bhd,

aims to introduce its own hybrid car by 2012 in line with the government’s objective topromote hybrid and electric vehicles and development of related infrastructure.

• Group director of automotive, Datuk Nik Hamdam Nik Hassan, said the company was

currently in talks with three potential partners to manufacture the car and hoped tofinalise the deal next year. "Besides the assemble, we want to have our own hybrid carthat we can call it HICOM hybrid.

• It will take 18 to 24 months to have this car to come on stream," he told a media briefingon the company’s automotive business update here today. Nik Hamdam, who declined toname the parties, however, said one of them was DRB-HICOM’s existing partner.

• It is targeted for commercialisation by 2011, he said. DRB-HICOM, through its

unit Modenas (Motosikal Dan Enjin Nasional Sdn Bhd), is already in joint developmentworks with Petronas and Universiti Sains Malaysia to build hybrid/electric motorcycles.

• Dec 31, 2009 (The Star) He[Nik Hamdam] said the group’s 70 per cent-owned subsidiary,Motosikal dan Enjin Nasional Sdn Bhd (Modenas), has collaborated with both PetronasResearch and Universiti Sains Malaysia to manufacture its electric motorcyle.

Change #6



02/22/10© DAR 2010Prof. Zainul Fadziruddin Zainuddin, Director, Innovation Office, Universiti

Sains MalaysiaHasannudin Saidin, Director, Government Pro rams, IBM Mala sia

Bridging the Communication Gapbetween Research Organisationsand Industries

IXC Malaysia

IXC Malaysia

The establishment of IXC Malaysia is part of the International Innovation Xchange that

comprises of IXC Australia and IXCUnited Kingdom which are non-profit based.

Change #6

H i g h I n c o m e , S o c i e

t y



Universiti Sains Malaysia (USM)has established IXCMalaysia Berhad (IXC) as a special body that will

become a platform for knowledge andinnovation exchange at the international network

level. IXC Malaysia Berhad, one of the three centres of its kind

in the world. The other two are in Australia and the UnitedKin dom. The centre will act as an intermediar for interested



Vault=

information

IXCintermediary

Clientele

Vault

© DAR 2010

Partnering for innovationPartnering for innovation



02/22/10© DAR 2010 BDP_USM_031108_v113 November 07

(c) The Bonsey Design Partnership PL.

www.bonseydesign.com63

Partnering for innovationPartnering for innovation

Reaching out towards



02/22/10© DAR 2010

Reaching out towardsthe

‘bottom billions’

APEX AGENDA

•Transforming highereducation forsustainable tomorrow




action via thesejahtera concept, andthe ‘University in a

Garden’


Negotiating Peace for Mindana12-15 Jan 2010 in Penang

S o c i e t y , E n v i r o n m

e

n t



02/22/10© DAR 2010

Jan 20, 2001

Jan 20, 2010

© DAR 2010

Translating Sustainability i



02/22/10© DAR 2010

Translating Sustainability iaction via sejahtera concep

and The University in a Gard

APEX AGENDA






Garden’


E c o n o m

y , S

o c i e t y , E c o l o g y

Master Plan LayoutMaster Plan Layout



02/22/10© DAR 2010

Master Plan LayoutMaster Plan Layout

INCUBATORS

INCUBATOR A – GFA:31,157 sq.ft. (2 storey)

INCUBATOR B – GFA:31,157 sq.ft. (2 storey)

INCUBATOR C – GFA:46,727 sq.ft. (3 storey)

INCUBATOR D – GFA:165,196 sq.ft. (6 storey)

INCUBATOR E – GFA:147,080 sq.ft. (8 storey)

INCUBATOR F – GFA:110,310 sq.ft. (6 storey)

INCUBATOR G – GFA:110,310 sq.ft. (6 storey)

© DAR 2010

preliminary design of sains@usm



architectural brief

Hotel andconvention

centre

Residences

International

School

Sciences

and arts

Incubators(7 blocks)

Business

Incubators and

offices

Green area for

recreational and

business activities

© DAR 2010

Building Components – Gross Floor Area



02/22/10© DAR 2010

Building Components – Gross Floor Area

No. BUILDING COMPONENTS Gross Floor Area(sq.ft)

1Sciences & Arts IncubatorsLaboratory-based Incubators for Sciences & Arts.Ancillaries including M&E Building, PPU Building, Surau, Asset &Landscape Management Building, Childcare Centre & Outdoor Café &Outdoor Amphitheatre

641,924

51,605

2 Business IncubatorsModular space provided for business start-ups, entrepreneurs andcorporate/ professional support services

362,781

3 Hostels & Residence 308,698

4 International School 50,000

5 Convention & Exhibition Centre & Guests’ Accommodation 358,930

TOTAL 1,773,938

© DAR 2010

Major milestones since December 2008



19 December 2008

– The Board of Directors of USM approved the proposed master plan layout of sains@usm to be submitted to Majlis Perbandaran Pulau Pinang (MPPP).

December 2008 – March 2009

– Preparation of final application dossier and various submission reports, as well asendorsement of supporting documents (e.g. land titles, master plans, survey plans, etc.)by USM, the Director-General of Land & Mines, etc.

16 April 2009

– Submission of the Application for the Development Order for sains@usm to MPPP, via

the Council’s One-Stop Centre.

April 2009 – November 2009

– Interactions with the various regulatory and approving departments at MPPP, as well asFederal regulatory agencies such as JKR, Jabatan Alam Sekitar, etc.

11 December 2009

– Received approval from MPPP for the Development Order for sains@usm. USM must

submit building designs for approval by MPPP within 12 months upon issuance of Development Order, or the D.O. will lapse.

Major milestones since December 2008

© DAR 2010



Source: Modified from MIGHT Hi-Technology Report, 20

Information Communication Technology

• ENSTEK Tech Park, N. Sembilan

• Technology Park, K Lumpur

• Nilai Biotech Cluster, N. Sembilan

• ICT, MSC, Cyberjaya

• Bayan Lepas FIZ, Penang

• Kulim High Tech Park, Kedah

sains@usm, Bkt Jambul, Penang

© DAR 2010



KLEC GLOBAL CAMPUS

© DAR 2010

GRADUATE SCHOOLs



RESEARCH CLUSTERS

GRADUATE SCHOOLs

SCHOOL OF SOCIAL WORK

SCHOOL OF ECONOMICS

http://dragonartz.files.wordpress.com/2008/12/_vector-tree-preview2-by-dragonart.png?w=495&h=495

INSTITUTES/CENTRES/UNITS

SCHOOLS

© DAR 2010



KLE MEDICAL CAMPUS

© DAR 2010



MAIN CAMPUS

HEALTH CAMPUS

ENGINEERING CAMPUS

BERTAM CAMPUS

KLEC GLOBAL CAMPUS

KLE MEDICAL CAMPUS

http://www.cherrytreebooks.net/Images/CTBooksT© DAR 2010

Leveraging on Scenario Plann

APEX AGENDA



02/22/10© DAR 2010

Leveraging on Scenario PlannBOS and Change Manageme

APEX AGENDA






Garden’


Resources

GlobalAgenda

Autonomy&

Accountability

Leveraging on Scenario Plann

APEX AGENDA



02/22/10© DAR 2010

?

Leveraging on Scenario PlannBOS and Change Manageme

APEX AGENDA






Garden’


AutonomyAccountabilityGlobal

agenda

Sustainability-ledMDG/EfSD

Futurerelevance

Bureaucracyin Governance

Talent

“mismatch“

People-ledLocal solutions

Gaps inResources

High

Low

Qualityof Services

Blue Ocean Space

USM-APEX

Eliminate &/orReduce Raise Create

?

USM Overall PerformanceSummary



87.5 %,2008*

100 %,2010*

APEX

2013

USM Overall Performance2005 - 2009

%

APEX Sept

77.90 77.16

104.70111.1

120 %, 2010*

2005 2007 2009

*Min

%

for

the

year

75 % asEntryPoint,2005*

© DAR 2010

You have not



You have notdisappointed us!

- Chairperson APEX Audit Committee,

Jan 21, 2010

© DAR 2010

52013

What next?



02/22/10© DAR 2010 http://www.expeterra.com/images/everest.jp

1

2

3

4

1

Foreign Element

Transforming Ideas

We are here today!

What next?

© DAR 2010

2013



02/22/10© DAR 2010

2013

2010

…what mattersmostis how we see

USM© DAR 2010

e



Step-

change

paradigm, technology,

process,new

century

Discontinuit

y

Old

paradigm, technology,

process,century

Limit of competitive

value

ParadigmParalysis

Co

mp

etitiveAd

va

ntage

Time, Ideas, Effort2010, Sustainability, BOS

Burnout

© DAR 2010



Sustainabl

eDevelopm

ent

Limit of unsustainability

Co

mp

etitiveAd

va

ntage

2013

Stark Reality

2010

© DAR 2010



http://worldphotoday.com/

TRANSFORMATION

© DAR 2010

• The Prime Minister on Innovation

• “ Innovation is an important national agenda



• Innovation is an important national agenda.

• The Government will transform Malaysia through : acomprehensive innovation process, comprising innovationin public and private sector governance, societalinnovation, urban innovation, rural innovation, corporateinnovation, industrial innovation, education innovation, healthcareinnovation, transport innovation, and branding innovation.

• Part of this innovation initiative is being implemented, throughmeasures such as 1Malaysia Concept, National Key Result Areas(NKRAs), Key Performance Indicators (KPIs), new economic modeland the establishment of PEMUDAH, PEMANDU and NEAC.

• The Government is committed and serious in undertakingTOTAL INNOVATION to elevate the nation to a moreadvanced economy. Innovation Leadership for 1United,Innovative Malaysia.”

The Prime Minister Budget 2010 Speech© DAR 2010



https://reader010.{domain}/reader010/html5/0625/5b30f2bbd

REVISIT

REINVENT

RELEARN

© DAR 2010

ProcessService

YESTERDAY TODAY

TRANSFORMATION



ProductProduct Product

Process Service

Service

Human

Relationship

Social-Cultural

Natural

Tangible Values

(KPI)

Intangible Values (KIP)

LessDifferentiat

ed

LeastDifferentiate

d

Land Financial

Technology

KnowledgeIntellectual

Other Physical

Resources

TRANSFORMATION

© DAR 2010

TODAY YESTERDAY



http://blog.success.com/wp-content/uploads/2009/05/shape-of-your-life-s-curve-fi -2.

TheAPEXGap



02/22/10© DAR 2010

This presentation and the opinions expressed are those of theauthor as of the date of writing and are subject to change. It hasbeen prepared solely for purposes of education, information anddiscussion by the recipients. Any reference to pastdata/indicators are not necessarily a guide to the present andfuture. The information and analysis contained in this publicationhave been compiled or arrived at from sources believed to bereliable, and are duly acknowledged. The author does not makeany representation as to their accuracy or completeness anddoes not accept liability for any loss arising from the use hereof.

Neither this document nor any copy thereof may be sent to or

taken into territories/places where the use and the distributionmay be restricted by local law and/or regulation.

This document may not be reproduced either in whole, or in part,without the written permission of the author© DAR 2007-09

Acknowledgement &

Disclaimer

TRADITIONALAPPROACH TO

DEVIANCE



APPROACH TOCHANGE

1.Leadership asPath

Breaker

- Primaryownership andmomentum for

change comefrom above

APPROACH TO

CHANGE1.Leadershipas

Inquiry

- Leaderfacilitatessearch;

communitytakes ownershipof the quest forchange

Source: Pascale, R T & Sternin J, Your Company’s Secret Change Agent, HBS, May 200© DAR 2010


DEVIANCE



APPROACH TOCHANGE

2.Outside In

- Experts identifyand disseminate

best practices

APPROACH TO

CHANGE2. Inside Out- Community

identifies pre-

existingsolutions andamplifies them



DEVIANCE



APPROACH TOCHANGE

3.Deficit Based- Leaders deconstruct

common problemsand recommends

best-practicesolutions.Implications: “Whyaren’t you as goodas your peers”?

APPROACH TO

CHANGE3.Asset Based- Community

leverages pre-

existingsolutionspracticed by

those whosucceed againstthe odds



DEVIANCE



APPROACH TOCHANGE

4.Logic Driven- Participants

think into a

new way of acting

APPROACH TO

CHANGE4.LearningDriven

- Participants act

into a new wayof thinking



DEVIANCE



APPROACH TOCHANGE

5.Vulnerable toTransplantRejection

- Resistancearises fromideas imported

or imposed byoutsiders

APPROACH TO

CHANGE5.Open to Self-Replication

- Latent wisdom

is tapped withina community tocircumvent the

social system’sreactions



DEVIANCE



APPROACH TOCHANGE

6.Flows from ProblemSolving to SolutionIdentification

- Best practices are

applied to problemsdefined with thecontext of existingparameters

APPROACH TO

CHANGE6.Flows fromSolutionsIdentification

to ProblemSolving

- Solution space is

expandedthrough thediscovery of new



DEVIANCE



APPROACH TOCHANGE

7. Focused ontheProtagonists

- Engagesstakeholderswho would be

conventionallyassociated withproblem

APPROACH TO

CHANGE7.Focused onEnlarging theNetwork

- Identifiesstakeholdersbeyond those

directly involvedwith theproblem



DEVIANCE

O C O



APPROACH TOCHANGE

8.Summary- Focus on fixing

what’s wrong or notworking; assume

reasonable degreeof predictability andcontrol

- Unintended

consequences arerarely anticipated

APPROACH TO

CHANGE8. Summary- Powers of

change is from

within byidentifying andleveraginginnovators.

- Diminishessocial distanceth t ft

Perutusan Naib Canselor 2010

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