Dr. R. A. Mashelkar. Director General, Council of Scientific & Industrial Research India

Transcription

1 Dr. R. A. Mashelkar Director General, Council of Scientific & Industrial Research India

2 Council of Scientific and Industrial Research 38 LABS 22,000 Staff Aerospace Biotech Chemicals Electronics Energy Materials International Collaboration - China, US, Australia, France Germany, Czech Republic, Egypt, Japan, Jordan, Kuwait, Mongolia

3 Director General, CSIR, India Secretary to the Government of India Fellow, UK Royal Society (FRS) Vice Chairman, World Intellectual Property Org. 15 Honorary Doctorate Degrees Many Civilian Awards- India, Abroad International Collaboration on R&D > 100 Firms

4 Restructuring of Public R&D Institutions: New Challenges and Opportunities by Dr. R.A. Mashelkar Director General

5 Public R&D Institutions(TI) Inward looking R as an end in itself, D relevant Individual excellence centered Public good focus but lack of delivery systems Largely disoriented from needs of industry

6 Industry Needs from TI Trained manpower on cutting edge technologies Infrastructure support to reduce investment Good technology source / backup Testing / evaluation facilities Make R&D more cost effective Accelerate the development process Window on external Knowledge

7 Cultural Differences Institutes Industry Time Horizon Long term Short term Financial Structure Cost centres Profit centres Products Basic orientation Focus Packages containing knowledge and information Scientific novelty Perceived needs Salable goods and services Market attractiveness Market needs

8 TI Institution Restructuring: Some Personal Experience India ( ) Indonesia ( ) South Africa ( ) Croatia ( ) China ( ) Turkey (Recent)

9 Indian Share of R&D Expenditure Japan USA France Germany UK India Govt Sector(%) Pvt Sector (%)

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11 CSIR Mission To provide scientific industrial R&D that maximizes the economic, environmental & societal benefits for the people of India Serve the nation

12 For Economic Growth For Strategic Needs Industrial competitiveness S&T base for strategic sector For Human Welfare For Technology Societal welfare Advancement of knowledge

13 INDUSTRIAL TECHNOLOGY DEVELOPMENT PROGRAMME INDIA: 1990 TECHNOLOGY DEVELOPMENT FUND ($ 100 MILLION) VENTURE FINANCING ($ 40 MILLION) TECHNOLOGY INSTITUTE SUPPORT PROGRAMME ($ 45 MILLION) SPREAD SCHEME ($ 15 MILLION)

14 TECHNOLOGY INSTITUTE (TI) SUPPORT PROGRAMME INTEREST FREE LOAN TO TI UPGRADE / STRENGTHEN FACILITIES ESTABLISH NEW FACILITIES ENHANCE THE LEVEL / QUALITY OF SERVICES FOR IMPROVED/ ENHANCED SERVICES TO INDUSTRY

15 TECHNOLOGY INSTITUTE SUPPORT PROGRAMME FIRST FOUR CSIR LOAN BENEFICIARIES ( ) NATIONAL CHEMICAL LABORATORY (NCL), $5.5 MILLION NATIONAL METALLURGICAL LABORATORY (NML), $2.3 MILLION CENTRAL MINING RESEARCH INSTITUTE (CMRI), $0.7 MILLION CENTRAL LEATHER RESEARCH INSTITUTE (CLRI), $4.5 MILLION CASE STUDY OF NCL

16 ITDP (1990) - THE GRANT COMPONENT UPGRADING NCL S MANAGEMENT INFORMATION AND PLANNING SYSTEM TO SERVE AS MODEL FOR OTHER TIS ENHANCING CSIR S CAPACITY TO ASSESS CLIENT NEEDS AND MARKET ITS KNOWLEDGEBASE IMPROVING THE LABORATORY SAFETY SYSTEM IN CSIR

17 PER SCIENTIST ECF & EARNING- NCL 200 ECF Earning Rupiah million

18 ECF FOREIGN - NCL $ MILLION

19 FOREIGN PATENTS FILED NUMBER

20 PER SCIENTIST PUBLICATIONS PAPERS IN SCI JOURNALS

21 NCL Catalysts : Success Story From Reverse Engineering to Forward Engineering 1978 DMA Me too catalyst 1986 Xylene isomerisation Superior to Mobil catalyst Hydrodewaxing 1991 Reverse transfer of technology to Europe 1995 Export of technology & products 2000 Global partnerships

22 MASHELKAR COMMITTEE ON COMMERCIALISATION OF CSIR KNOWLEDGEBASE (1993) MARKETING FUNCTION MARKETING MECHANISMS INCENTIVES

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24 TRANSFORMATION OF CSIR: INITIATIVES CSIR 2001: VISION & STRATEGY A WHITE PAPER MARKET ORIENTATION QUALITY ASSURANCE: ISO & GLP QUALITY OF SCIENCE IPR MANAGEMENT TECHNOLOGY LEADERSHIP

25 WB s TI SUPPORT PROGRAME (1997) Business plans for 4 laboratories Human Resources and Skills Developed for Business Process Enhancing Volume and Value of IPR Networking for real time MIS Quality assurance through customer satisfaction evaluation and GLP/ISO/NABL accreditation

26 MARKET ORIENTATION BUDGET HEAD FOR MARKETING MARKETING GROUP IN EACH LAB DEVOLUTION OF DECISION MAKING SPECIALISED BUSINESS DEVELOPMENT CONSULTANTS STAFF ON BoD OF PRIVATE SECTOR KNOWLEDGE AS EQUITY AWARD FOR MARKETING & BUSINESS DEVELOPMENT

27 FINANCIAL INITIATIVES INTEGRATED MANAGEMENT & PROJECT COSTING LABORATORY RESERVE FUND INCREMENTAL COMMERCIAL RUPEE PERFORMANCE LINKED EQUIPMENT GRANT STAFF INCENTIVES PURCHASE PROCEDURE & RULES SIMPLIFIED

28 LABORATORY RESERVE FUND SURPLUSES FROM CONTRACT R&D/ SERVICES RETAINED CARRIED FORWARD UTILISED FOR CAPITAL/REVENUE EXPENDITURE SUPPLEMENTS GOVERNMENT BUDGETARY SUPPORT

29 LABORATORY RESERVE FUND 3.5 Accumulated Rs. Billion

30 Laboratory Reserve Fund (Continued) Spin-off benefit Commercial orientation and mindset Stringent project costing/management Timely funds collection R&D activities well planned Capture emergent opportunities

31 Performance Grading

32 1.75 CSIR s QUALITY OF SCIENCE AVERAGE IMPACT FACTOR /PAPER Impact Factor

33 Accolades on CSIR Transformation Business Management experts Leading scientists Political leadership

34 Business India

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38 TIs Assisted by ITDP Institution Type CSIR Institutions Other Government Institutes Central Educational Institutes Private Institutions Total

39 TI Programme: Achievements Encouraged technology institutes to focus on market driven research and services As against targeted institutions the programme supported 37 institutions Helped widen the range of technical services Enhanced manpower capabilities through training Enhanced business development and marketing capability Becoming more customer responsive

40 ITDP Cooperation between industrial firms and technology institutions Two separate programmes Technology Institutions Programme (TI) Sponsored Research & Development Programme (SPREAD)

41 Sponsored Research & Development Programme (SPREAD) Objectives Encourage industrial firms to increase R&D investments Foster close links between industry & TI Utilize existing infrastructure in TI to the fullest extent possible Improve cost effectiveness of R&D Projects Shorten the R&D Project cycle

42 SPREAD - Programme Achievements First Programme in India for collaborative research financing Assisted 112 R&D projects out of which 47 have been commercialised Promoted private investment in Industrial R&D Promoted linkages between industrial firms and technology institutions Assisted industry to develop new technologies in India

43 SPREAD / SPREAD (R) Projects Industry Sectors Pharmaceuticals/ Biotechnology Electricals/ Electronics/ IT Chemicals/ Petrochemicals Metallurgical/ materials/ minerals Engineering Agri/ Food Processing Others Total

44 SPREAD - Client Profile Nearly 2/3 rd of the companies under SPREAD had no prior involvement and experience in R&D work Over 80% of the companies under SPREAD had no previous joint activities with Technology Institutions Almost 90% of the companies under SPREAD were of small or medium scale

45 IP Challenge for TI Knowledge protection and valorization through Patents Copyrights Designs Trade marks

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47 Rank 1 9 Patenting in Public R&D Institutes PCT Applications from Developing Countries (2002) Applicant Council of Scientific and Industrial Research National University of Singapore Country India Singapore Numbers Empresa Brasileira De Compressores SA- EMBRACO Brazil Korea Institute of Science and Technology Korea 13 Laboratories of Information Technology Singapore Nanyang Technological University Singapore Singapore Institute of Manufacturing Technology Singapore 9 38 Korea Advanced Institute of Science and Technology Korea 8 46 Korea Advanced Institute of Science and Technology(KAIST) Korea 7 56 Institute of Material Research & Engineering Singapore 6 Institute of Pharmacology and Toxicology, Academy of Military China 6 The Research Institute of telecommunication Transmission, MII China 6

48 Major PCT Applicants from Developing Countries(2002) Rank Applicant Country No ( appl) 1 Council of Scientific & Industrial Research India 184 Samsung Electronic Co. Rep of Korea BiowindowGene Development Inc China LG electronics Inc China Huawaei Technologies Co. China 84 6 Ranbaxy Laboratories Ltd. India 56 7 LG Chem Ltd. Rep of Korea 47 8 SAE Magnetics (H.K.) Ltd. China 31 9 The National University of Singapore Singapore Philips Electronics Singapore PTE Ltd. Singapore 24

49 CSIR IP POLICY STATEMENT(1996) To maximize the benefits to CSIR from its intellectual capital by stimulating higher levels of innovation through a judicious system of rewards, ensuring timely and effective legal protection for its IP and leveraging and forging strategic alliances for enhancing the value of its IP

50 GOALS OF CSIR IP POLICY The goals of CSIR IP policy are thus to: i. Stimulate and encourage increased creativity and innovation in CSIR to gain economic advantage; ii. develop skills amongst the scientists to understand interpret and analyze the techno-legal and business information contained in patents and other IP documents; iii. use the information acquired from analysis of IP documents to direct and mount strategic R&D programmes; iv. establish a globally acceptable system of recording and documentation of experimental results and data; v. evolve appropriate systems to capture and assess the intellectual property generated in the CSIR system; vi. provide the highest level of professional techno-legal services for securing and protecting the IP generated; vii. manage the portfolio of IP as a business activity; viii. manipulate the patent portfolio defensively and aggressively ix. develop the Intellectual Property Management Division (IPMD) of CSIR as a Centre for Excellence in IP matters and x. mobilise and influence national thinking on IP related issues and concerns.

51 GOALS OF CSIR IP POLICY The goals of CSIR IP policy are thus to: i. Stimulate and encourage increased creativity and innovation in CSIR to gain economic advantage; ii. develop skills amongst the scientists to understand interpret and analyze the techno-legal and business information contained in patents and other IP documents; iii. use the information acquired from analysis of IP documents to direct and mount strategic R&D programmes; iv. establish a globally acceptable system of recording and documentation of experimental results and data; v. evolve appropriate systems to capture and assess the intellectual property generated in the CSIR system; vi. provide the highest level of professional techno-legal services for securing and protecting the IP generated; vii. manage the portfolio of IP as a business activity; viii. manipulate the patent portfolio defensively and aggressively ix. develop the Intellectual Property Management Division (IPMD) of CSIR as a Centre for Excellence in IP matters and x. mobilise and influence national thinking on IP related issues and concerns.

52 STRATEGY TO IMPLEMENT THE POLICY Balanced system of recognition and rewards; structured in-house and external professional training programmes; assessment of techno-legal and business information in related IP documents; establishing and enforcing a formal mechanism of recording and authentication ; encourage the publication of R&D results in scientific papers only after careful consideration of the consequences on IP rights. availing the services of high class national and foreign consultants and attorneys; monitoring national & international patents through access to on-line databases; Analysing and assessing techno-legal and business information & market intelligence to identify strategic alliances; Strengthening the IPMD of CSIR Mobilizing public opinion and influencing government decision/policy on diverse IP issues through analytical and scientific studies.

53 STRATEGY TO IMPLEMENT THE POLICY Balanced system of recognition and rewards; structured in-house and external professional training programmes; assessment of techno-legal and business information in related IP documents; establishing and enforcing a formal mechanism of recording and authentication ; encourage the publication of R&D results in scientific papers only after careful consideration of the consequences on IP rights. availing the services of high class national and foreign consultants and attorneys; monitoring national & international patents through access to on-line databases; Analysing and assessing techno-legal and business information & market intelligence to identify strategic alliances; Strengthening the IPMD of CSIR Mobilizing public opinion and influencing government decision/policy on diverse IP issues through analytical and scientific studies.

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56 India s emergence as Global R&D platform (2003) Over 100 global players set up R&D centres in India in last five years General Electric R&D Centre 1600 employees growing to 2400 Cost cum competence advantage Strong networking with public R&D too

57 CSIR s Global Partnerships USA GE Du Pont Eastman Kodak Boeing Amoco Mobil Several others Others Rhone Poulenc (France) Neste (Finland) ICI (Belgium) CAA (UK) Lockweld Inc (Canada) Mitsubishi (Japan) Several others

58 US Patents Granted to CSIR

59 Licensing CSIR s IP- Partnerships M/s EVALUESERVE, India M-Com DORS, USA Baker BOTTS, USA SCHWEGMAN-LUNDBERG WOESSMER-KLUTH, USA VenturEast, India Opportunia, India

60 ITDP in Indonesia( ) Providing public & private technology support services Facilitating access to public & private technology service providers Strengthening public technology support institutions Improving formulation/coordination of industrial technology policies

61 Key Features DAPATI (technology services matching grant scheme) Twinning success RDCAC(NCL, India & AFNOR, France) LIPI (CSIRO, Australia) Change of BPPT focus from strategic to industrial TI Transformation (earning, status) Failure to change law 20! Spread and sustainability despite 1997 economic crisis

62 CSIR South Africa Remodeled in 1987 as business units Review in 1997 & 2002 Strong commercial links (70% self financing) New Challenges Erosion of science base Image Integration after 1994

63 Some Final Thoughts ITDP investments richly rewarding to TIs. ITDP initial design critical Balance One size does not fit all Role of champions Need to look beyond physical targets Spread and sustainability issues

64 Dr. R. A. Mashelkar Director General, Council of Scientific & Industrial Research India

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