TOWARDS GLOBAL RESEARCH EXCELLENCE · No Taskforce Tajuk Kertas Kerja Status 1. Towards Excellence Research Management, Critical Mass & Full Time Research. 1.1.Cadangan Kaedah Pengurusan

1www.utm.my innovative ● entrepreneurial ● global 1innovative ● entrepreneurial ● global

TOWARDS GLOBAL RESEARCH EXCELLENCE ROLE OF UTM COEs

Prof. Ir. Dr. Mohd Azraai b. KassimDeputy Vice Chancellor (Research &

InnovationDate : 18th December 2012

Venue : Equatorial Hotel, Melaka

2www.utm.my innovative ● entrepreneurial ● global

Our Achievements 2012


Establishing Research Strategic Direction

1. Establishing UTM Research vision and mission

2. 13 Working papers to be submitted to University

Management Meeting (JPU) to move forward research

activities at the university.

3. Restructuring Centres of Excellence to PTJ - have their

own staff and financial.

4. Towards The Effective Workload Distribution & Fairness Staff Appraisal System Through e-LPT



Strengthen ResearchCapabilities

L1

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able

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Our Research Mission : “To seek and disseminate knowledge and nurture innovation through systematic, creative activities and entrepreneurial thinking with a high degree of relevance.”

Cu

sto

mer

s /

Stak

eho

lder

s

Our researchers & students expect: Our public & community expect:

Res

ear

ch M

anag

emen

t&

Ser

vice

Del

iver

y Flexible Contract ResearchManagement

P4

Build Capacity for High ImpactPublication

P3

Enhance ResearchDelivery System

P5

Enhance Industry LinkagesP6

Strengthen MultidisciplinaryResearch Focus

P8

Strengthen Centres ofExcellence

P7

Strengthen SolutionGeneration Capabilities

P9

Improving our core processes & delivery effectiveness

Resources/Financial sustainability

Reliable -Efficient ResearchFinancial System

F1Provide Excellent

Infrastructure for InnovationF2

Valuing and developing our research workforce

Strengthen Industrial Experience In Innovation

L2Efficient Recruitment of High

Quality Research StaffL4

Our industry partners & sponsors expect:

Excellent Research Training & Experience

S1

Attractive Recruitment &Research Career Path

S2

High Value CreationResearch & Innovation

S3

Strong Knowledge Pool &World Class Expertise

S4

Global Research Prominence

S5

Outstanding Contribution to the Community

S6

Innovation-EmbeddedCurricula

P1

Increase Publication inImpact Factor Journals

P2

Foster Competitive &Entrepreneurial Culture

L3

Our Research Vision : “ Universiti Teknologi Malaysia will build upon its international reputation as the world’s top 50 research-insentiveuniversities through cross-disciplinary, innovative and entrepreneurial initiatives for the betterment of mankind.”


Senarai Kertas Kerja JPU (Hasil Perancangan StrategikPej TNCPI)

No Taskforce Tajuk Kertas Kerja Status

1. Towards

Excellence

Research

Management,

Critical Mass &

Full Time

Research.

1.1.Cadangan Kaedah Pengurusan Fleksibel bagi ProjekPenyelidikan Kontrak.

1.2. Cadangan Skim Perlantikan Penyelidikan di UTM.(Pn. Punitha) 1.3. Cadangan Mengurangkan Biokrasi Pengurusan Kewangan

projek Penyelidikan.(RMC)1.4 Cadangan Peningkatan Keberkesanan Research Alliance di

UTM. 1.5 Cadangan Penambahbaikan Laluan Kerjaya Pegawai Penyelidik

di UTM

Akan bentang J/k Kewangan 25/9JPU Bil.15/2012

JPU Bil. 16/2012

2. Mechanism of Innovation &Comercialization.

2.1. Garis Panduan Staf Akademik Terlibat Dalam Spin Off dan

Peranan UTM Holding Sdn. Bhd. Dalam Komersilisasi.

2.2. To Propose Activities That Create Entrepreneurial Ecosystem

in UTM.

2.3. Technovation Park Master Plan Development.

2.4. Cadangan Bagi Penubuhan Pusat Keusahawanan.

2.5 Polisi Komersialiasasi

2.6 Cadangan Penstrukturan semula Entiti Perniagaan

UTM

JPU Bil. 15/2012

JPU Bil. 15/2012


SambNo Task Force Kertas Kerja

3. Effective Governance and

Structure of RA’s and CEO’s

3.1 Pusat Kecemerlangan BerimpakTinggi –

Memperkasakan Pusat

Kecemerlangan

3.2 Cadangan Bagi Peminjaman Staf

Akademik daripada Fakulti ke Pusat

Kecemerlangan UTM

JPU Bil 13/2012Ditangguhkanpelaksanaanselepas audit RU 2014

JPU Bil 13/2012

4. Towards The Effective

Workload Distribution &

Fairness Staff Appraisal System

Through e-LPT

4.1 Kertas Kerja Cadangan bagi

Penambahbaikan eLPPT Staf

Akademik ke arah Agihan beban tugas

dan penilaian yang lebih adil.

JPU Bil.5/2012

5. High Impact Publication 5.1. Reward Based on Journal Type Q1,

Q2, Q3, Q4.

5.2. Road to “Nature” and “Science”

5.3 Cadangan Projek Penerbitan

Berimpak Tinggi melalui Penyelidikan

Sinkrotron dalam Sains Fizik.

Selesai

JPU Bil 10/2012

JPU Bil 15/2012

70.6% telah dibentangkan ke JPU dan pelaksanaan sedang dilaskanakan


Strengthening Governance of R & D

NAMA MESYUARAT

Mesyuarat Pengurusan Bulanan Pej. TNC(P&I) secarabulanan

Mesyuarat Penyelarasan Penyelidikan & Inovasi 3 bulansekali

Mesyuarat Jawatankuasa Tetap Senat MengenaiPenyelidikan & Inovasi 3 bulan sekali

Mesyuarat Penilaian Prestasi Pencapaian RA dan COE 3 bulans sekali

Mesyuarat Jawatankuasa Induk Persiapan Audit RU – 3

bulan sekali


Memperkasa COE

Memperkemas semula pelantikanPengarah COE oleh Universiti bukan

Fakulti

Governance COE diubahsebagai sebuah PTJ

Menyediakan program –program khas untuk

Pengarah COE sebagaiPengurus

Menetapkanahli COE

Pengwujudan KodPTJ- Kewangan

sendiri


Nourishing R & D

Aktiviti Tarikh

Taklimat Meningkatkan

Strategi Penerbitan Berimpak

Tinggi dengan semua

RA/COE /RG

15 Mac 2012

Taklimat Kepada Staf

Akademik Baru Tamat P hD

16 Mei 2012

Bengkel Pengurusan

Kewangan untuk RA/COE dan

PTJ di bawah TNCPI

10-12 Sept

2012

Perjumpaan dengan Semua

Ahli COE

14 Sept

2012

Pengwujudan Visiting

Researcher Publication

Scheme

Mei 2012

Peminjaman staf akademik

fakulti di COE

JPU Bil

15/2012

research and innovation catalyst of change


MYRA (Malaysia Research Assessment Instrument)


SEKSYEN DAN MARKAH BARU DALAM MyRA II

Kriteria MyRA sedia ada diberikan pemberat baru bagi setiap seksyen KECUALI seksyen A untuk MyRA fasa kedua seperti berikut:


UTM Distinguished Competencies Progress

2009 2010

Math & Physics

Chemistry

Engineering

Earth Science

Biology

BiotechnologyInfectious Diseases

Medical Specialities

Health Science

Brain Research

Social Science

Computer Science

90 competencies

33 competencies

78 competencies

2011 MAP

2009 2010 2011

No. of Competencies 33 78 90

No. of DCs * 6 16 27

Percentage of DCs 18.2 20.51 30

Publication Leader * * 8 24 39

Reference Leader 1 9 12

Innovation Leader 6 20 24

* DC: Distinctive Competency. The criteria for DCs are more stringent than that of an EC (Emerging Competency)** Refers to the number of competencies


UTM Articles Published 2007- 2011 (Data from SciVal)

Outer ring: All published articles, by subject areaInner ring: Articles in competencies, by subject area


COMPARISON WITH OTHER RU’sSource: Scopus

0

500

1,000

1,500

2,000

2,500

3,000

3,500

Engineering Computer Science Environmental Science

Chemical Engineering

Mathematics Energy Decision Sciences

UTM

UM

UPM

UKM

USM


UTM's Progress in Publication 2007-2012Source: Scopus and Journal Citation Report (as of 6th October 2012)

H-Index: 46

387

700863

1374

1886

1280

148.7 165.4311

463.7

810 723.3952

1384

2026

3031

4636

4166

0

500

1000

1500

2000

2500

3000

3500

4000

4500

5000

2007 2008 2009 2010 2011 2012

Publication ImpactFactor Citation


Aeronautics &

Astronautics

Alloys

Antenna

Applied Optics

Automatic Control

Chemical Engineering

Computer-Aided Process

Planning

Construction & Project

Management

Decision Support Systems

ElectrochemistryComputer-Aided Process

Planning

Filtration MembraneConstruction & Project

Management

Friction Lubrication &

WearData Mining

Liquid CrystalsDecision Support

Systems

Macromolecules &

PolymersImage Processing

Materials Processing Machine Learning

Mobile Radio Operations Research

Nanotechnology Parallel Computing

Operations Management Pattern Recognition

Photonics Pharmaceutical Design

Robotics Robotics

Power Distribution Semiconducting Materials Signal Processing

Parallel Computing Geodesy Solid State Electronics Speech Recognition

Image ProcessingEnzyme Microbiological

TechniquesRemote Sensing Sound & Vibration Statistics

Ecological ModelingSystematics &

Evolutionary MicrobiologyWater Resource

Surface Coating

TechnologySystems Software

Remote Sensing Bioinformatics Bioinformatics Solar & Wind PowerSystems Software

Wireless Communication

Global Warming Infectious Disease Tropical MedicineEnergy and Water

SecurityFood Security

Advance

Manufacturing and

Value added

ICT

UTM’S Scival Spotlight competencies according to MOHE priority areas

LRGS 7 high impact niches.


UTM as a contributor of Intellectual Properties (IP)

Intellectual Properties 2006

2007 2008

2009

2010 2011

2012

Total

Patent Granted 2 8 6 6 8 11 15 41

Patent Pending 11 58 130 250 193 59 8 701

Utility Innovation 0 1 2 1 2 1 0 7

Industrial Design 0 0 1 3 5 1 0 10

Trademark 4 27 2 5 0 0 0 38

Copyright (R&D Related) 13 48 687 351 151 86 83 1336

Integrated Circuits 0 10 0 0 2 0 0 12

Total IPR 30 152 828 615 361 158 106 2145


Spin-Off Companies

No UTM SPIN-OFF COs YEAR ESTABLISHED

1 Gelanggang Kencana Sdn. Bhd. 2009

2 Phyto Biznet Sdn. Bhd. 20043 WCC Telco Sdn. Bhd. 20114 Gigalink Solutions Sdn. Bhd. 20115 Microclear Sdn. Bhd. 20116 Sono Engineering (M) Sdn. Bhd. 20117 HQ Nutraceuticals Sdn. Bhd. 20118 Bioswitch Technologies Sdn Bhd 20119 E Elements Technology Sdn Bhd 2011

10 Membrane Technology (M) Sdn Bhd 201111 Photolaser Grammetry Sdn Bhd 201112 Smart IBS Sdn Bhd 201213 Fastrac Construction Sdn.Bhd 201214 In Sync Sdn.Bhd. 2012


Income Generation by R&D Commercialization

Penjanaan pendapatan hasil pengkomersilan produk-produk R&D IPT

Total Income Generated from Intellectual Properties

Total cumulative income generated from Intellectual Properties as of 31st May 2012RM 2,939,410.10

Total Income Generated from Services

Total cumulative income generated from services as of 31st May 2012RM 38,882,059.67

Total Income from Commercialized R&D

Total cumulative income generated from R&D Products as of 31st May 2012RM 41,761,469.77

Income Generated from Intellectual Properties in 2012

Total income generated from Intellectual Properties in year 2012 as of 31st May 2012RM 1,521,460.00

Income Generated from Services in 2012

Total income generated from services in year 2012 as of 31st May 2012RM 9,928,118.19

Total Income from Commercialized R&D in 2012

Total income generated from commercialized R&D in year 2012 as of 31st May 2012

RM 11,449,578.19

Commercialization *Critical Agenda Project (CAP) R&D Report


Designation Total

Assistant Research Officer 46

Research Assistant 116

Research Officer 63

Research Student Grant (Master) 320

Research Student Grant (PhD) 120

Research Student Grant (Degree) 87

Student Working Scheme (Master) 126

Student Working Scheme (PhD) 27

Total 905

R&D Manpower - 2012


KEPUTUSAN MARKAH PERMOHONAN HICoE

BIL COE MARKAH

1. AMTEC 68.62

2. IPASA 75.03

3. IVAT 56.98

4. IIFS 63.44

5. WCC 73.95

6. CAIRO 58.92

7. IBD 85.93


UTM Global Collaboration Landscape (2011)

Source: SciVal Spotlight 2011 (August 2012)


Present State

Desired State

UTM TRANSFORMATION

Research University with Entrepreneurial

Concept

Entrepreneurial Research University

World Class Research University

National RU statusTop in engineering & technology education & researchResearch-intensiveTop 300 world rankingStaff expertise/researchNew product developmentHigh publicationHigh patent (IP)High postgraduate intake

● APEX University status● Entrepreneurial culture● Excellence in research, T&L● Top 200 world ranking● Best local & international

academician & researchers● High quality local &

international students● Innovation hub● Regional-engaged

● World-Class peer recognition● Top 100 world ranking● International prominence● World-class attributes:

- Culture of excellence/learning organization

- Top notch staff- Financially able & well-equipped- Smart partnership with

industry/stakeholders- Exemplary reputation & credibility- High quality student intake

2010 - 2013 2013 - 2016 2016 - 2025

UTM Towards 2025


Aims

● To be a leader in Asia Pacific for entrepreneurial research hub

● To be a “connector” that link with the top notch professors and universities in the world

● To be a post-doctoral research center in Asia pacific in strategic areas (ICT Future Applications, Advanced Materials, Biotechnology, Energy & Water Security, Automotive)

● To build an entrepreneurial research community involving Malaysia + Singapore + Indonesia.


| Hydrogen-nano and

solar energy system|

Smart nano material |

| Nanometric |

| Pollution – nano eating agent|

| Nano manufacturing ,

Nano robot| Nanomaterials,

Nanotechnology, Polymers,

Advanced Energy Materials,

Functional materials, Organic-

inorganic hybrids,

Nanostructured composite, Thin

film magnetic materials,

Computer Modelling,

Biomaterials, ICT-enabled

manufacturing.

| Digital Earth

| Resilience City|

| Automation

Construction|

| Biocomputing |

Green Communication

ITPreneur

| Intelligent cities

| Cloud Computing|

Ubiquitous Computing|

Intelligent Systems

Energy Efficiency

| Oil & Gas

| Water resouces |

| Renewable Energy I

Low Carbon

Development

| |Green Construction|

| Water resources

management |

| Waste water treatment

|

| Ecohydrology|

Industrial biotech |

Biorefinery |

Bioprocessing |

Enzyme Technology |

Biomaterials |

| Natural products |

| Diagnostics|

| Nutraceutical |

| Cosmeceutical|

| Electric vehicle |

| Advanced composite |

| Vehicle components |

UTM NICHE AREAS – PRIMARY FOCUS


Research Positioning StrategyEstablishing New COEs and Labs through Strategic Partnership

Enhancing Post Doctoral

No. Program Partner

1 Setup 2 UTM-PROTON Satelite Research Lab PROTON

2 UTM -Petronas Research Lab Petronas

3 UTM Centre for Ocean Thermal Energy Saga University, Japan

4. UTM-IJN Cardiovascular Eng. Research Centre National Heart Institute

5. UTM-Oxford Centre for Industrial Mathematic University of Oxford

6. UTM-MIMOS COE in Telecommunications MIMOS

7. UTM-NAZA Satellite Lab NAZA Sdn Bhd

8. UTM Centre for Ocean Thermal Energy Private

9. UTM-MIT on sustainable Cities MIT

10. UTM-Cambridge on combustion engine. Cambridge

11. UTM-Harvard on Innovative Learning Harvard

12. UTM-Imperial College on low carbon energy. Imperial


Why Universities Establish COEs

• To develop its own niche and widen industrial and international networking.

• To enhance the university’s and country’s global competitiveness.

• Become relevant to the country’s needs

• To achieve bigger outcomes/ KPIs

• To bring about a mindset change in the way research is managed from individual and personal form of management to a more structured, organized and sustainable form of management.


COE Formation : A Natural Progression for An Excellent Research Team

Supra COE

Hi-COE

COE

Excellent Research

Group

Individual Researcher


What COEs Are Not

1. It is ‘owned’ by its founder

2. A comfortable place for us

to stay until retirement

3. A charitable body run by

volunteers and part timers

4. A place to make one self

‘rich’


What Is Expected From UTM COEs● To excel, lead and be at the forefront in

research in its niche area to the highest level possible internationally.

● To raise UTM’s research profile and branding globally

● Become UTM’s and country’s research stars

● To have a sense of mission and urgency in achieving bigger outcomes and KPIs for the university.

● To contribute and have a major impact on industry,

the community and the country’s economy.


University’s Initiatives For Strengthening

Its COEs

• Provision of annual operating budget and given priority in disbursement of RU Grants

• Transfer of academic staff to COEs

• Providing a minimum of two permanent /contract ROs and two Post Docs for each COEs (phase by phase)


Transfer of Academic Staff To COE’s and

Its Implications

● You report directly to your COE head, no more to your Faculty Dean

● You are here to focus your efforts in research, fulfill KPI’s set by the University and enhance your COE’s Profile

● Your minimum teaching load is to be discussed with your former Department/Faculty

● Your career promotion and training is now through your COE Head and DVC (R&I) Office

● Your personal file (HCM ) matters will be transferred to DVC (R&I) Office


COE Heads Must Act As Team Leaders

LO

W

1 32 4 5 6 7 8 9

98

76

54

32

1

HIG

H

Concern for Task (Task Oriented) HIGH

Co

ncern

for P

eo

ple

–(P

eo

ple

Orie

nte

d)

LOW

AuthoritarianImpoverished

Leader

WHICH ONE IS YOUR STYLE? Most preferred

Team Leader

Country Club

Leaders Lead by positive

Example

Foster Teamwork

Delegate and Disappear

Not Committed To task accomplishment

Let the team to do everything

Use reward power to maintain discipline

Do not use Coercive and Legitimate Power

Human relationship matters most

Task-oriented

Schedule-led

Hard on people


Leaders Need Many Style

Many studies have shown that the more styles a leader exhibits, the better.

Leaders who have mastered four or more – especially the authoritative, democratic, affiliative and coaching styles – have the very best climate and business performance.


Coercive Authoritative Affiliative

The leader’s modus operandi

Demands immediate compliance

Mobilizes people toward a vision

Creates harmony and builds emotional bonds

The style in a phrase

‘Do what I tell you’. ‘Come with me.’ ‘People come first.’

Underlyingemotional intelligence competencies

Drive to achieve, initiative, self-control

Self-confidence, empathy, change catalyst

Empathy, building relationships, communication

When the styleworks best

In a crisis, to kick start a turnaround, or with problem employees

When changes require a new vision, or when a clear direction is needed

To heal rifts in a team or to motivate people during stressful circumstances

Overall impact on climate

Negative Most strongly positive

Positive


Democratic Pacesetting Coaching

The leader’s modus operandi

Forges consensus through participation

Sets high standardsfor performance

Develops people for the future

The style in a phrase

‘What do you think?

‘Do as I do, now.’ ‘Try this.’

Underlyingemotional intelligence competencies

Collaboration, team leadership, communication

Conscientiousness, drive to achieve,initiative

Developing others, empathy, self-awareness

When the styleworks best

To build buy-in or consensus, or to get input from valuable employees

To get quick results from a highly motivated and competent team

To help an employee improve performance or develop long-term strengths

Overall impact on climate

Positive Negative Positive


Find and follow the relevant training eitherthrough your organization or individually.

Read the Annual Report of your organization.

You have to know what is currently happening.

Offer yourself to take over some of theresponsibilities of your manager or head.

Read magazines, journals and books relevant tothe running of your organization.

Attend important functions of yourorganization.

(Working with Management, Elizabeth Cook, 1996)

In order to prepare yourself for higher positions, youhave to think far ahead into the future:


You have to be active and not just wait for promotion to happen.

Be positive.

Take responsibility for your training and career development.

You have to be clear of the opportunities that exist in your organization.

Establish objectives and targets so that your efforts are focused.

Find a mentor i.e. a senior who can guide and discuss problems and issues with you.

Expand your current role.

Take steps so that you are known in your organization.

Working with Management, Elizabeth Cook, 1996)


NEW KAIFinancial Sustainability


Summary of Gross Income(RM)

No Program KPI

2013 (m) 2014 (m) 2015 (m) 2016 (m) 2017(m) 2018(m) 2019(m) 2020(m) Total

1 Testing/ Training (UP0U)

0.56 1.05 1.33 1.8 2.42 3.15 4.09 5.32 19.72

2 Revenue (UTM Press)

0.5 0.55 0.6 0.66 0.72 0.79 0.86 0.94 5.62

3 RA/COE 21.3 23.43 25.77 28.35 31.18 34.30 37.73 41.51 243.54

4 ICC 0.5 0.5 0.55 0.58 0.61 0.64 0.67 0.7

4.77

5 RMC (25%professionalfees)

20.0 22.0 24.2 26.6 29.3 32.22 35.4 38.9 228.62

TOTAL 42.86 47.53 52.45 57.99 64.23 71.1 78.75 87.37 502.27


Summary of nett income (RM)

No Program KPI

2013 (m) 2014 (m) 2015 (m) 2016 (m) 2017(m) 2018(m) 2019(m) 2020(m) Total

1 Testing/

Training

(UPMU)

0.34 0.63 0.79 1.11 1.45 1.89 2.45 3.19 11.85

2 Revenue (UTM

Press)

0.05 0.055 0.11 0.12 0.12 0.18 0.21 0.24 1.1 0

3 RA/COE 4.6m 5.06 5.56 6.11 6.72 7.39 8.12 8.93 52.49

4 ICC 0.1 0.105 0.11 0.12 0.122 0.128 0.34 0.14 1.165

5 RMC

(25%

professionalfees)

0.06 0.066 0.072 0.079 0.087 0.096 0.11 0.12 0.69

TOTAL 5.15 5.916 6.642 7.539 8.499 9.684 11.23 12.62 66.195


Documents

TOWARDS GLOBAL RESEARCH EXCELLENCE · No Taskforce Tajuk Kertas Kerja Status 1. Towards Excellence Research Management, Critical Mass & Full Time Research. 1.1.Cadangan Kaedah Pengurusan