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MyKad
National Registration Department of Malaysia

A. Problem Analysis

 1. What was the problem before the implementation of the initiative?
In retrospect, the Malaysian National Registration Identity Card (NRIC) was first introduced in 1948 as part of an initiative by the British (Malaysia gained independence from Great Britain in 1957) to counter terrorists insurrection, enforced under the Emergency (Registration Areas) Regulation 1948. All citizens from twelve years and older (with few exceptions) including permanent residents are required by law to carry a NRIC with a pair of thumbprints as the basis for identification and authentication. The NRIC has evolved throughout the years and now revolutionized (as part of an on-going innovation) into a multipurpose National Identity Card called MyKad. The MyKad project was started in the late nineties as one of the Multimedia Super Corridor (MSC) Malaysia Flagship initiatives. The main purpose of the project as envisaged by the 4th Prime Minister, Tun Dr. Mahathir bin Mohamad, is to provide a platform that can support secure on-line and offline identification for all Malaysian citizens. MyKad was launch with the aspiration of increasing government and private sectors effectiveness and efficiency in running business activities using leading-edge technology for identity authentication and validation from a single, secured and trusted platform. Services such as welfare distribution, transit and ticketing, loyalty programmes are now carried out faster, more secured and accessible through MyKad. Currently about 29 million citizen using MyKad in various activities in more than 65 applications are available utilising MyKad, the most popular applications are: i. National ID – Public and private institution (eg:National Registration Department (NRD), Banking institution & Tourism) ii. Driving License – Road Transport Department (RTD) iii. Public Key Infrastructure (PKI) – Trustgate and DigiCert (Certification Authorities) iv. Touch ‘n Go – Rangkaian Segar v. ePasartani – Federal Agriculture Marketing Authority (FAMA) vi. eNelayan – Fisheries Development Authority (FDA) vii. Registration of Competent Person - Ministry of Human Resource (MOHR) viii. Subsidy Program - MyKasih ix. MyKad Authentication Mobile Systems (MyKAMS) The first four (4) are the main applications incorporated in MyKad that was launched in 2001 while the next three (3) are new applications that are made possible by the introduction of the Dynamic Load/Delete by the NRD and the Card Lifecycle Management System (CLMS) in 2007 to enable agencies to extract data from their system and write onto MyKad in way to facilitate the delivery of social aid and benefit the entitlement of approximately 8,000 local farmers and fishermen. In 2009, the NRD has embarked on a cost effective solution for the authentication of a citizen via an on-line verification process based upon a wireless technology approach. The solution is called the Secure Authentication Services or codename MyKAMS, The system offers MyKad authentication capability to external agencies and allows enforcement officers conducting identity verification using mobile devices. This system was proven effectively in helping external agencies in performing their daily operations. This group of enforcement staff are highly depending on the system to retrieve data and perform verification. Hence the reliability and availability of the system is crucial and of paramount important. In 2010, MyKad was used as a payment tool at designated retail outlets in MyKasih Programme. MyKasih Foundation does not give out food and supplies to the poor and needy on an ad-hoc basis. Instead, it makes a long-term commitment to empower the people that need help, regardless of their race or religion. Families undergo financial counseling and their children attend education workshops given by MyKasih’s volunteers. Until now, 100, 670 people are benefitted from the food aid program nationwide.

B. Strategic Approach

 2. What was the solution?
The MyKad project was envisaged by the 4th Prime Minister, Tun Dr. Mahathir bin Mohamad in the late nineties and implemented in 2001 as a pilot. As technology becomes sophisticated, internet becomes ubiquitous and ICT becomes more prevalent, supporting new approaches in doing business and inadvertently improving the quality of life. This is further compounded by the need of a “fair and just” Government in the provision of the public service delivery to ensure national wealth are transform into critical infrastructure that support efficient Government-to-Government (G2G), Government-to-Citizen (G2C) and Government-to-Business (G2B) transactions in an effective e-Government environment. MyKad, the first Government multi-application smartcard, transforms Malaysian’s way of conducting transaction. It is the basis for all transactions with the Government going beyond than just an identity card, MyKad challenges the Government’s ageing legacy of traditional paper-based agency-centric approach. MyKad reforms the traditions, processes and institutional practices through the fusing of multitude of public and private players in an environment that promotes citizens centric strategies. Before Mykad was introduced, the NRIC was a laminated plastic identification card with photograph and images of the fingerprints on the card as issued by the National Registration Department. There was no online system collaboration with other departments. Public has to come to the various NRD branches throughout the country for the NRIC application. The system requires the public to fill up manual application forms. These forms will be processed and stored in the department record center permanently. The NRIC, which was paper-based could be easily tampered as there was only physical security. This was especially true for offline mode since there was no biometric verification being utilized. Any payment made was limited to cash only, as such public has to have sufficient money for the transactions made.
 3. How did the initiative solve the problem and improve people’s lives?
Chip-based Smart card (Contact and Contactless) Mykad is equipped with two (2) Integrated Circuit (IC) computer chips for contact and contactless operations. The new MyKad has a larger storage capacity to support a lot more information that can be stored and updated easily and seamlessly on the chip. Security Features Additional security features were introduced such as biometric finger verification, encryption, firewall-server protection, secure chip platform, card and reader authentication using symmetric and asymmetric key (for its Public key Infrastructure application) to ensure high security even in offline mode. Recently MyKad was re-engineered using a full polycarbonate body that is more durable and can support laser-engraving technology. The laser engraving utilizes laser technology to penetrate deep into the multi-layer polycarbonate body for marking text and photographs that are tamper-proof and provide a very high physical security barrier. Attempts on cloning or tampering could be easily detected. Multiple Applications MyKad was the first National Identification scheme in the world that provides multiple applications to cater for a wider variety of purposes. Services such as welfare distribution, transit and ticketing, loyalty programmes are now carried out faster, more secured and accessible through MyKad. Currently more than 50 applications are available utilising MyKad, the most popular applications are: i. National ID – National Registration Department (NRD) ii. Driving License – Road Transport Department (RTD) iii. Public Key Infrastructure (PKI) – Trustgate and DigiCert (Certification Authorities) iv. Touch ‘n Go – Rangkaian Segar v. Registration of Competent Person – Ministry of Human Resource (MOHR) vi. ePasartani – Federal Agriculture Marketing Authority (FAMA) vii. eNelayan – Fisheries Development Authority (FDA) viii. Subsidy Program - MyKasih ix. MyKad Authentication Mobile Systems (MyKAMS) The first four (4) are the main applications incorporated in MyKad that was launched in 2001 while the next three (3) are new applications that are made possible by the introduction of the Dynamic Load/Delete and the Card Lifecycle Management System (CLMS) by the NRD in 2007. In 2010, MyKad was used as a payment tool at designated retail outlets in MyKasih Programme to distribute welfare aid to the poor and needy. Mode of Payment Mode of payment has been expanded to include electronic payment by credit card, e-debit and e-purse. Distributed Government Service Center (GSC) The Government Service Centres (GSC) is the front-line one-stop center for the Mykad related services. Mobile GSCs has also been introduced to provide services in remote areas. New services through phone-in and online web access also been introduced to ease the Government-to-Citizen (G2C) interactions. NRD has also implemented distributed MyKad issuance at 25 branches across the country as oppose to central issuance with couriers services to the branches. Now citizens can visit any of the 25 branches to apply for new MyKad or replace faulty ones within one day. Secure Authentication Services (MyKAMS) The NRD has embarked on a cost effective solution for the authentication of a citizen via an on-line verification process based upon a wireless technology approach. The solution is called the Secure Authentication Services or codename MyKAMS, (an end-to-end approach for the authentication of MyKad holders via wireless medium e.g. Short Messaging System (SMS), Multimedia Messaging System (MMS) and Internet services. Basically, MyKAMS has the following: i. The development of a secure on-line real-time information retrieval system for secure authentication via seamless integration with the NRD Host; ii. The development of a secure multi-access gateway to support wireless and internet communications; and iii. The support and compliance to BS7799 and ISO17799, an international standard for best practice Information Security Management System (ISMS). MyKAMS was introduced to extend the NRD service delivery channel through mobile communication device. The system offers MyKad authentication capability to external agencies and allows enforcement officers conducting identity verification using mobile devices. The systems are aimed at:  Allows more Government agencies access to identity verification system at RDN;  Allows convenient way of conducting identity verification especially for the enforcement officers who often move around;  Offers highly accurate identification by having online verification. This system was proven effectively in helping external agencies in performing their daily operations. This group of enforcement staff are highly depending on the system to retrieve data and perform verification. Hence the reliability and availability of the system is crucial and of paramount important.

C. Execution and Implementation

 4. In which ways is the initiative creative and innovative?
The MyKad project was implemented over a number of years comprising a number of components and also a number of MyKad revisions. The initial MyKad implementation includes the initial production and the related back-end system to support distributed enrolment and centralised issuance. Later, core components were added e.g. the Card Lifecycle Management System (CLMS) to track the lifecycle of the cards. Further improvements and addition to the MyKad applications and access channels were implemented. Recently, MyKAMS was introduced to extend the NRD service delivery channel through mobile communication device. The system offers MyKad authentication capability to external agencies and allows enforcement officers conducting identity verification using mobile devices. Key milestones includes: 1999 MyKad Project Started 2001 Pilot Started 2004 First Phase National Roll-out Started 2006 CLMS Project Started 2007 Second Phase National Roll-Out Started 2009 New Access Channels Introduced 2010 MyKAMS Project Started 2011 MyKad New Structure Project Started 2012 MyKad Distributed Printing Started The key success factors in the implementation of MyKad was dependent on three (3) areas: Shared Vision The vision shared between the stakeholders encompassing the Government agencies, businesses and citizens were the precursor to the success of MyKad. Institutionalization The existence of public-private mix and the collaboration among these agencies have brought about many concerns surrounding the concerted effort and policy coherence. The challenges were resolved through the monitoring and policy-making committees, which involves various government agencies led by the Prime Minister (Implementation Council Meeting (ICM) and Chief Secretary to the Government (Flagship Coordination Committee). Approval from the Cabinet has always been sought prior to project implementation. This is seen as innovation in institutionalization. Processes Today the way in which NRD conducts its services has been transformed. The GSCs, mobile GSCs, phone-in, web access and self-service-kiosks are seen as innovation in process of delivering services to the citizen. The public has better empowerment for the services, able to monitor status of the application, provides feedback and able to choose and decide the applications of interest offered by Mykad.
 5. Who implemented the initiative and what is the size of the population affected by this initiative?
The primary stakeholder is the NRD as the custodian of the Civil Registry. On a similar note, what used to be a department centric approach whereby the ID and driving license remain as two different documents being administered and controlled by the National Registration Department (NRD) under the Ministry of Home Affairs (MOHA) and Road Transport Department (RTD) under the Ministry of Transport respectively, is now a combined multi-Government department initiative. This is true as MyKad replaces the National ID as well as the driving license. This collaboration is evident as selected RTD branches have been converted into Government Service Centres (GSC), which services MyKad related transactions and not merely those related to driving licences. The vertical integration between departments in MOHA is also evident with the inclusion of the passport information, under the authority of the Immigration Department, which facilitates entry and exit at immigration autogates. The MyKad also stores basic health information of the cardholder. This is achieved through the collaboration with the Ministry of Health, whereby citizen basic health information is crucial for the cardholder’s medical purposes and in times of emergency such as road accidents and other related incidents.
 6. How was the strategy implemented and what resources were mobilized?
The project was lead by the Project Director from the NRD, assisted by various Project Managers from each of the stakeholders and the respective vendors. The average size of the project team for the initial implementation was between 50-70 personnel comprising of managers, domain expertise, system’s analyst, programmers, engineers, technicians and consultants. The project was fully funded by the Government, the budget was allocated to the NRD and paid to the respective vendors based on milestone payments. The Government has spent more than USD400 million throughout the lifecycle of the project since its inception. MyKad has provided the Government with efficiency and stability, while its citizen has benefited tremendously with a better quality of life.
 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
The most successful outputs from the MyKad project are the empowerment of the citizens with facilities that benefits being a Malaysian. Apart from quantifiable contribution to GDP, the MyKad project has spawn industries right from the down-stream to the up-stream smartcard value chain. Malaysia is now on the global map boasting of world-class corporations that export expertise, products and services to other countries around the world. It’s a big leap from being a net importer to one that is globally recognised and respected.
 8. What were the most successful outputs and why was the initiative effective?
The existence of public-private mix and the collaboration among these agencies have brought about many concerns surrounding the concerted effort and policy coherence. The challenges were resolved through the monitoring and policy-making committees, which involves various government agencies led by the Prime Minister (Implementation Council Meeting (ICM) and Chief Secretary to the Government (Flagship Coordination Committee). Approval from the Cabinet has always been sought prior to project implementation. At the operational level, there are two (2) major committees that is the Project management Committee (PMC), headed by the Director General of NRD and Project Implementation Committee (PIT), headed by the Project Director. The PMC convenes at a monthly basis while the PIT convenes on a weekly basis. These structures are headed by top Government Officers in their respective fields have been the mainstay for the success of the MyKad project.
 9. What were the main obstacles encountered and how were they overcome?
The major obstacles during implementation are so-called little Napoleans trying to exert authority on their area of work without subscribing to the shared visions and values. However, these obstacles can be overcome by invoking support and intervention from the existing project management structure. These obstacles were resolved through the monitoring and policy-making committees, which involves various government agencies led by the Prime Minister (Implementation Council Meeting (ICM) and Chief Secretary to the Government (Flagship Coordination Committee). Approval from the Cabinet has always been sought prior to project implementation. At the operational level, there are two (2) major committees that is the Project management Committee (PMC), headed by the Director General of NRD and Project Implementation Committee (PIT), headed by the Project Director. The PMC convenes at a monthly basis while the PIT convenes on a weekly basis. These structures are headed by top Government Officers in their respective fields have been the mainstay for the success of the MyKad project. Other obstacle includes getting the buy-in from the citizen to visit the NRD offices for the new MyKad. NRD has embarked on a number of outreach programmes through their change management initiatives by using all multiple media channels and direct engagement approach. Mobile units were set-up comprising of mobile enrolment kits and printing facilities mounted on busses equipped with VSAT communication capabilities.

D. Impact and Sustainability

 10. What were the key benefits resulting from this initiative?
NRD - Less document storage and manpower required  The elimination of physical application forms at the NRD MyKad application process/system throughout the nation, has resulted in considerable savings in the NRD expenses required for the physical and computer space, transportation and manpower required for forms handling and storing. Better Control  Due to system and chip-based security features – better cardholder identification security could be performed and established. Higher Customer Satisfaction  Do not have to fill-up forms and more payment mode such as credit card, e-debit and e-purse.  Can do multiple transactions at the same counter (ID, driving license and immigration).  More delivery channels (GSCs, mobile GSCs, phone-in, webpage, kiosks (in the pipeline for the national rollout implementation) for obtaining MyKad related services. Government Organizations The collaborative effort within the various departments, has enabled the accessibility of on-line information from respective agencies which is required for business transactions and enforcement purposes. This has improved the efficiency of enforcement activities such as those of RTD and Royal Malaysian Police, an innovative way of integration between field operations and command centers, with readily accessible information. Immigration information in the MyKad has help reduced cheking time for clearance at the Immigration exits. Private Organizations Able to include their business-related application into MyKad and this has to some extent increased their sales. An example will be the Rangkaian Segar Berhad, which promotes the Touch & Go applications for the road-tolling, transit application (Light Rail Transport, Bus, Commuter) and parking. Banks allows the usage of MyKad as alternative to the banks’ ATM cards. Able to use Mykad as authentication tool for their business transaction. An example is the Visitor Registration system implemented by Maybank Berhad Malaysia. MyKad is also used in the door-access system by several organizations such as the NRD, Pantai Hospital, Northport and the Multimedia Development Corporation. To the Nation and Public With information being readily accessible, authorized readers are able to read basic “open” data with minimum hassle thus reducing data entry time and errors and assures authenticity of basic data which does not require online connectivity to NRD. This revolutionizes the way in which information is shared, and dealt with within society. The MyKad also stores basic health information of the cardholder, which is crucial for the cardholder’s medical purposes and in times of emergency such as road accidents. The introduction of MyKad also demands new skills in areas of ICT, smartcard technology, security and international standards. Further to that, the nation’s desire to enhance the development of ICT was also realized through the successful locally developed technology such as card readers, cards and MyKad operating system.
 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
The experience from the MyKad initiatives has benefited Malaysians from every walk of life. From the financial and social perspectives, the Government is able to effectively plan for the growth of the nation, wealth generation and dissemination, targeted assistance and subsidy etc. From the cultural perspective, it inculcates the feeling of esprit de corps among citizens that are proud to be Malaysians. Finally from the institutional and regulatory perspective, it has formulated a management process that can be replicated and transfer as body of knowledge.
 12. Were special measures put in place to ensure that the initiative benefits women and girls and improves the situation of the poorest and most vulnerable? (If applicable)
The lessons that can be learned and reaped from the success of the MyKad initiatives are: i. Effective Governance Structure  Establish a Governance Structure representing the key stakeholders with clear roles and responsibility represented by senior officers  Provide strong and decisive leadership  Empower the Governance Structure  Strong Project Implementation Team  Effective across the life cycle of the project ii. Continuous monitoring for quality, security and usage iii. Contributing to the GDP – Determine and establish the Value Chain iv. Ensuring Data Integrity v. Building Capacity - Adopt Best Practice vi. Anticipating & Managing Technology Trends vii. Keeping-up with Industry Standards

Contact Information

Institution Name:   National Registration Department of Malaysia
Institution Type:   Government Agency  
Contact Person:   Azmi Yusoff
Title:   Director of Multipurpose Smart Card  
Telephone/ Fax:   +603-8880 7238 / +603-8880 7241
Institution's / Project's Website:  
E-mail:   azmiyusoff@jpn.gov.my  
Address:   National Registration Department Malaysia, Ministry of Home Affairs, No.20, Precinct 2
Postal Code:   62551
City:   Putrajaya
State/Province:   PUTRAJAYA
Country:  

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