Universities and Knowledge Transfer Successes and challenges

1. Universities and Knowledge TransferSuccesses and challenges Brian Fender WSF Budapest 10th November 2005 BTG plc

2. Knowledge TransferDefinition The systems and processes by which knowledge, including technology know-how, expertise and skills are transferred from one party to another, leading to innovative, profitable and social improvements BTG plc

3. Universities and Business:Drivers • Importance of knowledge intensive industries • Need for a return on publicly funded R&D • Diversification of university sources of income • Recognition of ‘third mission’ activities • Availability of funding to commercialise IP BTG plc

4. University ActivitiesResponding to three core needs Research Teaching and Business and learning the Community Governance/Management BTG plc

5. Market Value (Equity-ordinary shares) UK Public Listed Companies BTG plc

6. Science and Innovation Investment in the UK 2002 %GDP UK France Germany US Business 1.24 1.37 1.73 1.87 Public Sector 0.62 0.83 0.78 0.806 Total 1.86 2.20 2.51 2.67 2014 target 2.50 UK Public Sector increase is currently 5.8% BTG plc

7. Diversification of University Income (UK data) Source of income 1995/6 2003/4 Funding Council Grants 42 39 Academic Fees 24 24* Research Grants/Contracts 14 16 Other services provided 5 6 Other operating income 13 14 Endowment income/interest 2 1 * Includes (new) private contribution to 1st degree education BTG plc

8. Characteristics of a healthy university-business KT engagement • Well-defined strategy which emphasises distinctive approach in contributing to the economy and society • A commitment to supporting small and medium-size enterprises. Provision of a single enquiry point for business. • Evidence of increasing contract research income, consultancy, and access to equipment and facilities • Dedicated KT staff • Rising turnover(profit) of spin-off companies and/or licensing income BTG plc

9. Knowledge Transfer involving universities: UK Statistics 2002-3 Income from consultancy £160m Income from IP related activities £37m Active patents 3923 No of licences 758 New spin off companies 197 Start up companies by staff and students 570 Research Grants and Contracts from industry and commerce £250m BTG plc

10. BTG’s History 2002 BTG successfully defends key patent for GSM & 3G mobile communications 2001EU approval for MabCampathTM US FDA approval of CampathTM 2000Rights Issue raises approximately £121.5M 1966Pyrethrininsecticide 1964Cephalosporin antibiotics 1960 Continuously Variable Trans-mission (CVT) 1988Torotrak formed 1984MRI licensed to General Electric 2000s National Research Development Corporation Founded 1980s 1960s 1990s 1948 1992BTG Privatized – employee & management buyout 1995 Floated on London Stock Exchange 1996Disposable Contact Lenses: Bausch & Lomb 1997 FDA: Factor IX treatment for Hemophilia B Two-part hip cup 1999 Provensis Ltd: VarisolveTM 1970s 1950s 1971Cholesterol Assay tests 1972Interferon US patent granted Glass Ionomer cement for dentists 1974 Oxford 3-part knee Magnetic Resonance Imaging (MRI) 1957Interferon discovered 1958Hovercraft story BTG plc

11. Magnetic Resonance Imaging (MRI) • Funded development of technology from 1974-1980 from Nottingham (Peter Mansfield) and Aberdeen Universities • BTG combined the IP from three different universities creating a true technology portfolio • Clinical equipment became Esaote.available in 1983 and was in clinical use in 1985. Between 1986 and 1989 99% of the world’s MRI manufacturers were licensed including GE, Marconi, Siemens, Toshiba, Hitachi and Shimadzu, Bruker, Fonar. 2003 Nobel Prize for Medicine: Sir Peter Mansfield BTG plc

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13. Successes or expected successes • Broad acceptance of third mission • Good for economy and society • More fulfilling academic careers • Clear policies and practices on the ownership of IP and revenue sharing within universities and with business • Wide engagement Higher Education Institutions • Research universities to colleges • KT promoted collaboration • E.g. Medici (15 English midlands universities) • Inclusive definition of knowledge transfer • Creative industries, specialised training BTG plc

14. Successes or expected successes (cont) • Healthy engagement with industry • 80% of HEIs offering assistance to SMEs in specifying their needs • Increased professionalism • required contracting system for staff-business activities; indemnity insurance for staff • Better management of IP • Licensing versus spin off • Patent optimisation (portfolio building) • Institute of knowledge Transfer • For all professionals engaged in KT BTG plc

15. Challenges (and opportunities)for third mission activities • Volume of business small • E.g. contract research is 1.5% of total industry spend • Business model difficult • Small revenues; cross or public good subsidies needed • Accountability of business practices • Governance; ethics policy and practice • Increased professionalism • Continuing quest for better practices • Integrity and commitment • Not only to innovation and its uses but also to the traditional university role of objectivity, independence, challenge and guardianship of cultural heritage. BTG plc

16. Conclusion • Knowledge transfer activities can enrich the university experience and scope but they need to be carried out in ways which do not distort or diminish the values associated with teaching and research • Third mission activities should be encouraged in universities at the strategic level but because of their increasing value to economies and societies they should receive some public funding BTG plc