Australia should take huge pride in the achievements of its researchers

Professor Ian Jacobs, President and Vice-Chancellor of UNSW Sydney.

Australian research excellence should be celebrated like our sporting prowess and internationally acclaimed movie making. Australian researchers have pioneered some of the greatest breakthroughs in world history. From Howard Florey’s role in the medical application of penicillin, to the invention of the black box flight recorder, the development of wi-fi and the Gardasil vaccine, we can be proud of our nation’s role in advancing society.

Researchers at UNSW Sydney are part of that legacy. They have led the way in high-profile areas such as photovoltaics (solar energy), quantum computing and HIV treatment.

But for every research project you’ve heard of, hundreds – across a range of scientific and human endeavour – remain relatively unknown despite their potential to make a profound difference.

A few examples from UNSW make this clear. Researchers in our SMaRT Centre have developed an internationally patented green steelmaking process; UNSW Law & Justice has partnered with the UK Government on sustainable ocean development; and experts from the School of Built Environment are working on new generation building materials to counteract the effects of climate change on cities. This is just a sample of the extensive list of UNSW research contributions.

In recent years, that research has been guided by the UNSW 2025 Strategy, a document developed after extensive consultation with the UNSW community. The Strategy highlights our commitment to partnership and a multidisciplinary approach as we seek solutions to society’s greatest challenges. Our mission is for our research to add value and make a difference to people’s lives – locally and globally.

UNSW’s response to COVID-19 is an example of this people-centric attitude. Our epidemiologists and virologists have interpreted complex information for the general public, while our researchers and students worked on such vital initiatives as rapid testing for remote Indigenous communities, and repurposing ventilators to relieve stress on our hospital system.

Our long-term commitment to the community is also evident in the university’s recent investment of $25m to establish an RNA Institute to assist the NSW Government in building a much-needed onshore manufacturing hub for RNA technologies and therapies.

It reflects the specialist capability within our institution and the breadth of UNSW’s experience in working with industry to commercialise research.

Researchers at UNSW have long known the benefit of optimising funding, expertise, infrastructure and outcomes through partnership, but our strategic commitment to collaboration has also positioned us well to navigate a more fiscally constrained environment.

In western Sydney, a region with enormous potential, UNSW is working with other universities, TAFE, industry, and government to create an innovative multiversity. This new, integrated education, training and research approach will support a hi-tech manufacturing hub that will coalesce around the Aerotropolis.

In Randwick, a new health and innovation precinct is realising a decades-long dream to integrate health, research and education. This relationship between the Randwick hospitals, UNSW, research institutes, the NSW Government and our health partners will see researchers work side-by-side with clinicians and patients to provide more personalised, holistic healthcare.

These examples of the focus of UNSW research sit alongside metrics by which we measure our qualitative and quantitative progress. In the 2020 Highly Cited Researchers list, 31 UNSW academics were named among the world’s most influential in their fields, up from three in 2015. That places us 25th among universities globally.

We are also ranked as Australia’s leader for the combination of research quality and research impact in the most recent government report on Excellence in Research for Australia and Engagement and Impact.

When developing Strategy 2025, UNSW set the bold and ambitious objective of becoming a Top 50 global university by 2025 on the combination of the three leading rankings – QS, ARWU and THE. We are hopeful this will be achieved four years ahead of schedule, by the end of 2021.

Rankings may not be a perfect system, but they are the best measure for comparing the relative research strength of universities, globally. They are part of a virtuous circle. The better the research, the greater the research outputs and impact, the better the reputation, and the higher the institution places in the rankings. Success attracts more industry partners, more commercialisation of research, more grants, more outstanding academics and more high calibre students from around the world.

Total investment in research and development in Australia, as a percentage of GDP, is below the OECD average. That means in the current university funding model, attracting international education, philanthropy and industry partnerships is essential to remain competitive. Being a highly ranked university makes that much easier.

For UNSW, attracting different sources of income means we can deliver our university’s ambitious strategy which is, fundamentally, about improving lives. The national Higher Education Research Data Collection shows our research income has grown by some 65 per cent since 2015 – a testament to the strength of our partnerships and research credentials.

As our country regains its footing after COVID, university researchers have the knowledge and skills to guide an innovative, hi-tech, equitable recovery. However, that requires greater public funding.

Investment in research is not a burden on the public purse. It is a wise investment in Australia’s future that generates enormous economic and social return.

Professor Ian Jacobs is President and Vice-Chancellor of UNSW Sydney.