1. UTM GLOBAL PLAN 2012-2020 PHASE II FOR RESEARCH, INNOVATION AND COMMERLIZATION EXCELLENCE BY PROF. IR. DR. MOHD AZRAAI BIN KASSIM DEPUTY VICE CANSELOR (RESEARCH AND INNOVATION) UTM TASK FORCE LEADER

2. INTRODUCTION

3. In line with Research University status, UTM must highlight its strength and performance with research outcome particularly in product innovation to show impacts to the society, promote economic growth and collaboration with the industrial partners. It is crucial to have commercialized products as the research outcomes with marketable value which will benefit the community eventually. Other than that, UTM should collaborate with the industrial partners to have impactful research outcomes; commercialized and have marketable value. This is already within our UTM DNA as showed in UTM motto; Innovative, Entrepreneurial, Global.

4. UTM target of being a World-Class Research University at par with MIT, NUS and Imperial College has begun its journey since 2010. ‘No pain, No Gain’ – As it tells us to double up our effort to achieve what we have been dreaming for. It is possible when we work harder and share the best practice; adopted the concept of mentor-mentee and universities research programme in nurturing top talents for instance. All the programmes have been listed below with concise definition of operation (OD) in achieving UTM 2020 Aspiration. Scholar writings are a must for the academic staffs with a few adjustments on enhancing writing skills in young researchers, published in high-impact journals especially indexing in big bibliographic databases (Web of Science and Scopus). UTM 2020 Aspiration will be achieved as a team player with participation from all of us.

5. R,D,C&I DIRECTION MyRA 2 (2013 - 2015) Global Plan (2010 – 2025) Entrepreneurial Research University (2020)

6. UTM GLOBAL PLAN 2010 - 2025 PHASE 1 2010-2013 Alignment to be top-notch university PHASE 2 2013-2016 High impact programs PHASE 3 2016-2025 Strategic Transformation & Advanced Research

7. Strengthen Research Capabilities L1 Strategic Enablers Vision Our Research Vision : “ Universiti Teknologi Malaysia will build upon its international reputation as the world’s top 50 research-insentive universities through cross-disciplinary, innovative and entrepreneurial initiatives for the betterment of mankind.” Mission Our Research Mission : “To seek and disseminate knowledge and nurture innovation through systematic, creative activities and entrepreneurial thinking with a high degree of relevance.” Customers / Stakeholders Our researchers & students expect: Our public & community expect: Research Management & Service Delivery Flexible Contract Research Management P4 Build Capacity for High Impact Publication P3 Enhance Research Delivery System P5 Enhance Industry Linkages P6 Strengthen Multidisciplinary Research Focus P8 Strengthen Centres of Excellence P7 Strengthen Solution Generation Capabilities P9 Improving our core processes & delivery effectiveness Resources/Financial sustainability Reliable -Efficient Research Financial System F1 Provide Excellent Infrastructure for Innovation F2 Valuing and developing our research workforce Strengthen Industrial Experience In Innovation L2 Efficient Recruitment of High Quality Research Staff L4 Our industry partners & sponsors expect: Excellent Research Training & Experience S1 Attractive Recruitment & Research Career Path S2 High Value Creation Research & Innovation S3 Strong Knowledge Pool & World Class Expertise S4 Global Research Prominence S5 Outstanding Contribution to the Community S6 Innovation-Embedded Curricula P1 Increase Publication in Impact Factor Journals P2 Foster Competitive & Entrepreneurial Culture L3

8. Research & Development Innovation & Commercialisation Innovation & Commercialisation Entrepreneurship - Faculties - Research Alliances -Centers of Excellence - Faculties - Research Alliances -Centers of Excellence Innovation & Commercialisation Centre (UTM ICC) UTM Holdings UTM Holdings - Industry - GLC - Government Agencies - International Agencies - Industry - GLC - Government Agencies - International Agencies - Innovation Point - Innovation Idea Incubation - Innovation Prototype Development - IP Management - Technology Licensing - Commercialisation - Innovation Point - Innovation Idea Incubation - Innovation Prototype Development - IP Management - Technology Licensing - Commercialisation - Research Funding - Contract Research - Research Funding - Contract Research -Spin Off (Product) -Consultancy (Service) -Training & Event Mgr -Asset & Facility Mgt -Other UTM Subsidiaries -Spin Off (Product) -Consultancy (Service) -Training & Event Mgr -Asset & Facility Mgt -Other UTM Subsidiaries ENTREPRENEURIAL MINDSET UTM’s Pathway (R – D – I – C – E) Research Management Centre Faculties/ Research Alliance/ Research Institute and Centre - Lab - Students - Lab - Students

9. RESEARCH

10. (a)Stock take/Progress & Achievement (outcomes)(2011-2014) UTM must re-emphasis its positioning in the Top 50 S&T university in the world ranking. The UTM leadership has made a resolution that the Research University status should be consolidated and sustained. The key success factors contributed to sustaining Research University status as follows: i.Quality & Quantity of Researchers ii.Quality & Quantity of Research iii.Quality & Quantity of Post Graduates iv.Innovations v.Professional Services & Gifts vi.Networking & Linkages vii.Support Facilities

11. Various strategies have been formulated and implemented to support the achievement of RU Status since 2009. UTM achieved RU status in June 2010 and sustained RU status after May 2013 audit. After achieving MyRA I benchmarking, UTM requires more robust strategies to ensure higher R&I outputs within MYRA II yard stick.

12. (b)Issues and Gap Analysis: Research strategic direction of UTM must be in lined with Malaysian Research Assessment Instrument (MyRA) by Ministry of Education. UTM has scored 101.5 under MyRA I instrument for the period of 3 consecutive years starting from 2010 till 2012. For the year 2013, under revised MyRA II instrument UTM has only scored 45, which is lower compared to other senior RUs. The sections that UTM scored lower than optimal points as follows:

13. Sub Criteria of Quality & Quantity of Researchers Full MarkScore Low number of Principle Investigators for International grants 1.350.07 Low number of Principle Investigators for Private funded grants 0.900.07 Low number of academic staff with Professional Qualification 0.30.02 Not evenly distributed academic staff according cohorts 4.51.6 Low number of recognition / fellowship/ stewardship 4.00.0 i) Quality & Quantity of Researchers

14. Sub Criteria of Quality & Quantity of Research Full MarkScore Low number of publication in Q1 and Q2 6.1251.11 Number of citation for past five year 6.1251.68 Low amount research grant received from international funder 3.150.08 Low amount research grant received from private funder 2.10.08 ii) Quality & Quantity of Research Sub Criteria of InnovationsFull MarkScore Low number of new Technology Know How (Licensing) 4.50.00 Low number of new Commercialization Products 4.51.13 iii) Innovations

15. Sub Criteria of Professional Services & Gifts Full MarkScore Low income generated from commercialization activities 3.50.26 Endowment for research activities 1.00.49 Gifts for research (>RM3,000) 0.50.07 Sub Criteria of Networking & Linkages Full MarkScore Number of committee position held by academic staff in international bodies/association 31 Number of committee position held by academic staff in national bodies/association 1.81.38 v) Networking & Linkages iv) Professional Services & Gifts

16. Self-interest (Bias) among panel Lack of critical mass Not well define niche area Lack of international partnership Each International funding source has different procedures and rules Lack of coordinated strategy for getting funding Lack of industrial engagement by our researchers Research not tailored to industrial needs Our expertise not known by industry Lack of international partnership Difficulty in bidding process Too dependent on GUP (only 15% counted for RU) Too few PIs from national (35%), industry (20%) and international grants (30%) Lack of motivation (complacent) among >50 years old staff Low submission for e-Science Fund, industrial grant & international grant Less funding for appointment of PD fellows Too dependent on government funding agencies (50%) Small number of research grant from industry (20%) and international grants (30%) Low submission for industrial grant & international grant Too few researchers receiving awards and recognitions (based on new MyRA II glossary) Activities not supported by Memorandum of Agreement (MoA) The main contributing issues are as follows:

17. (c)Moving Forward : Vision of UTM Research & Innovation:SKUDAI INNOVATION VALLEY Iskandar Malaysia Innovation Belt is the vision proposed to the Johor State Government to spur R&I development within the region. It stretches from Pasir Gudang to Nusa Jaya via Skudai. UTM is the centre of this innovation belt (the buckle). This innovation hub will contribute to wealth creation through advancement of knowledge for affluent society which supports Vision 2020 as developed nation. UTM need new strategies to ride on the existing UTM Technology Park and neighbouring Johor Technology Park in order to achieve the goal to be Skudai Innovation Valley.

18. Commitment 1:Notable Technological Research and Innovation Institution The University must be positioned as Notable Technological Research and Innovation Institution through the following strategies: 1.Maintain and develop resources, and invest in niche area; 2.Recruit, develop and retain high calibre staff. DVC(R&I) office has initiated various activities to define clear research niche area of University which will further shape up the research ecosystem of University. The current 37 Centre of Excellences will go through a major restructuring and merger exercise to become relevant and more resilient.

19. Commitment 2: Outstanding Leadership and Contribution in Research and Innovation 1.To maintain originality and significance in research within a framework of the highest standards of infrastructure, training, and integrity. Establish International Funding Unit Have strategic plan for international funding Look for new sources of funding (ex : China, Russia, Korea) Promote our experts Researchers must engage with industry right from the start Work with international organisation Increase visibility in international association / networks

20. Commitment 3:Strong National and International Linkages and Positions 1.To endeavour to widen engagement with society activities, informing research and increasing our impact on society 2.To share the fruits of research as widely as possible. 3.To develop a strong and constructive relationship with the wider communities by contributing to the cultural, health, social, and economic wellbeing of the local and regional community. 4.To develop all staff to enhance their effectiveness and contribution to the University’s goals.

21. PUBLICATION

22. To propel UTM towards excellence and to sustain its competitiveness as a Research University, research and publication continue to be prioritized and remain as the main agenda focused by the University Management. Based on achievement of UTM in strengthening and maintaining its RU status, one of the most critical activities is in producing articles especially in high impact journals. UTM’s main challenge is in ensuring that the whole UTM community collectively contributes in research activities and generates scholarly writings. Ever since UTM was awarded the RU status in 2010, effort to enhance and encourage academic staffs to actively involve in scholarly writings has been initiated by the University management. These include redistribution of academic work loads, formation of research alliance, incentive for publication in high impact journals and improvement of research facilities and accessibilities. (a) Stock take/Progress & Achievement (outcomes)(2011- 2014)

23. b) Issues and Gap Analysis The risk delves on the possibility that the Research University (“RU”) status granted to UTM in June 2010 by the Ministry of Higher Education may be revoked and the UTM losing its Research University (“RU”) status. Nevertheless, UTM has to be weary of various factors which could threaten its position as a RU and ultimately result in the revocation of the RU status by MoHE, which could include the followings:  Weak policy implementation.  Only 51% publishing in journal.  Fact: In 2013, there is 276 academician without publication. This include citation- indexed-journal, non-indexed journal, book chapter, and others (including conference proceedings that have created an impact to government / society / policy).  Fact: UTM staff still publishes 18% of publications in conference proceedings compared to 11% average for other RU.  Lack of mentor protégé activity.  Fact: 288 UTM staff who published in 2013 did not co-author their publications with their peers in UTM.

24.  Lack of efficient and effective high impact project.  Lack of research and writing skills.  Lack of good ideas and winning proposal.  Continuity and project sustainability.  Weak support system (Not having adequate and the necessary research and supporting facilities).  Lack of research focus leader.  Lack of UTM staff appointed as editor.  Lack of UTM journals.  No conversion of Undergraduate and Top Postgraduate research output into book chapter.  Less of organizing conference.  Slow publication turnaround.  Lack of incentive to authors.  Lack of commercial and marketable value.  Lack of national collaboration.  Fact: Only 16.9% of all UTM publications since 2009 possess a national author collaborators compared to 32% of publications with international co-authorship.

25. c) Moving Forward It is crucial that UTM is able to maintain its RU status to qualify UTM to various perks and benefits such as yearly research grant from the governments as well as the ability to be considered for partnerships and alliances with more viable partners in the world. The focus of the 2014 implementation is on the continuance of the UTM 2020 Global Plan which was launched two years ago. The university was moving in tandem with the plan. The UTM 2020 Global Plan will be the guiding force driving UTM towards achieving our goals by 2020. In order to achieve the goals, various strategies or improvement of the later were discussed in series of workshops. Among the strategies are as below (4.3).  Policy (statements) UTM strategies and action on publication shall be based on the 2014 Publication Policy.  Strategic Direction (e.g. institutional framework, human capital, legislation, market access, etc.

26.  Initiative Action Plan – program, project/Business Model/Timeline 1)Establish and impose protégé system in promotion assessment. 2)Align all research funding towards Research Group / Research Centre niche area. 3)Strengthen promotion policy related to high quality publication. 4)Establish and strengthen high quality and high impact R&D program. 5)Invest in potential selected talents. 6)Intensify talent training program towards high impact research and publication. 7)Collaborate with prolific international professor. 8)Intensify post-doctoral and visiting researcher for publication (VRP) program. 9)20% of Under Graduates (UG) and Top Post Graduates (TPG) final year project presentation for each faculty must be turned into article for UTM journals. 10)Establish award with research grant incentives for the best CoE with publication. 11)10% of Under Graduates (UG) and Top Post Graduates (TPG) final year project presentation for each faculty must be turned into book chapter. 12)Every Under Graduates (UG) and Top Post Graduates (TPG) final year project presentation for each faculty must be turned into conference. 13)Engage in publication of research book (responsibility - UTM Press) 14)Encourage UTM staff to be seconded to Ministry / strategic position.

27. Policy KPI (KAI) The University Management Meeting bearing the reference number 7/2013, dated 8 March 2013 had endorsed the implementation of the New Performance Indicators on all academic staff for 2013. The New Performance Indicators have been formulated based on MyRA II requirements. The KAI/KPI for publications are as follows:

29. COMMERLIZATION

30. WEALTH CREATION THROUGH COMMERCIALISATION RESEARCH OUTPUT (NEW) (a ) Stock take/Progress Achievement (outcomes)(2011-2014) Universiti Teknologi Malaysia Intellectual Property Right that includes original writings, Utility Innovation (UI), Industrial Design (ID), copyright, trademark and patents filed has achieved excellence with highest number of IPR in Malaysia at 3,622. Out of this number, 123 are patents granted, 757 patents pending, 18 Utility Innovation, 17 Industrial Design, 45 Trademarks, 2648 Copyright and 14 Layout-design of Integrated Circuit. Commercialisation in UTM is relatively new. Realising its potential in high income generation, effort to boost commercialisation has been emphasised by the formation of Innovation & Commercialisation Center in 2010 to spearhead commercialisation activities; measured by - number of products commercialised, licensing, spin-off formed and income generated. To date, 57 products were commercialised, 17 products licensed, 18 spin-off companies formed and RM11. 684 million income has been generated through commercialisation activities.

31. (b)Issues and Gap Analysis : The high number of IPR comes with a baggage - high filing and maintenance cost. Total IP Management cost from year 2010 until 2013 is more than RM7 mill. Worse, this number does not guarantee income generation through IP commercialisation. Patents filed also have high rejection rate of more than 50 percent, largely due to novelty issues. Achieving high commercialisation rate from research output is an uphill battle. UTM’s commercialisation ecosystem is viewed as incomplete, bureaucratic and a time- consuming process. Most research products are not market-validated thus rendering it as not immediately market-ready. Other issues related to research outputs include - too few research continuation from initial research and problem scaling up from lab to market. These issues lead to low pick-up rate of UTM technology by the industry.

32. While some researchers interested in running a business through UTM are lacking entrepreneurial acumen, many that are adept in business are involved in moonlighting. These issues also contribute to the low rate of UTM commercialisation. When it comes to licensing a product, SMEs and MNCs have different expectations. SMEs often expect low licensing fee while MNCs are unwilling to get involved in licensing as they have their own R&D unit and expected to own the IP for any collaboration projects. On UTM’s side, licensing fee amount expected from new technology in the market are not realistic.

33. (c) Moving Forward : Moving towards UTM globalisation year 2020 and UTM’s vision to achieve the status of entrepreneurial research university, UTM intellectual property is envisioned to have high commercial success rate. To achieve this, commercialisation ecosystem change has to become the utmost priority of UTM. Policies related to intellectual property and commercialisation need to be timely-reviewed and related activities to be supported and enhanced.

34. UTM Innovative Science & Technology for Prosperity (UTM INSPIRE) aims to achieve: 1)High number of Intellectual Property Right (IPR), including original writings, Utility Innovation (UI), Industrial Design (ID), Copyright, Trademark and Patents filed, with commercial viability 2)High number of patents granted in the year 3)High number of new products licensed for commercialisation and must have generated income in the year 4)High number of new technology know-how licensed in the year 5)Quality number of independent companies being set-up for the commercialisation of UTM research product or invention specifically with ready IP products or services 6)High amount of income generated from product commercialization / technology know-how licensing in the year

35. THANK YOU