Understanding New Type Research Institutions and Their Practices
Author： Source： Date：2017-09-01
I was originally intended to talk about the border of innovation, namely the limit of authority of government entities. However, the speech by Director Mei Yonghong has elaborated some issues related and provided suggestions. I am in total agreement with her—the main function of government, in my view, is to provide the general environment where innovations can be initiated and conducted by entities like us. If government tries to do innovation itself, instead of allowing entities or individuals to do it, the knowledge market will hard to be built (the economic market was run 30 years ago without the Corporate Law). Knowledge can be regarded as a special commodity. Innovation is hard to proceed if there is no market for it. It will not work out when we simply rely on government to organize a large number of people to innovate in an intensive way like what we do for a project.
My topic today is Understanding New-Type Research Institutions and Their Practice. I have to mention that Shenzhen Institutes of Advanced Technology (SZIAT) provides all its employees with corporate annuity and runs under “last one to eliminate” system. On one hand, we are operated under China Academy of Sciences, and need to follow the procedures and codes of public institutions; on the other hand, SZIAT is jointly set up by three parties and has the board of directors. Therefore, I would like to brief you on SZIAT, including Beijing Genomics Institute (BGI), Kuang-Chi, Graduate School at Shenzhen, Tsinghua University and their systems and performance. I hope that attendants from Beijing could help us in issues that we are facing in operation and provide advices and suggestions.
I Evolution of Orientation in China’s Research Institutions
China’s research intuitions (RIs) exist based on the support of government and society. The government plays the determining role, and the operation mode and the resources it has determines the country’s level of innovation. For instance, land resource is required in property development, and resources like subsidy policy are controlled by government, particularly the resources required for original innovation are mastered by governments at all levels. I am afraid that under such conditions it is not easy for us to directly copy the modes of foreign RIs.
First, please allow me to share the evolution of China’s science and technology. Scientific research started by the Central Institute during Kuomintang period. RIs in northeast China at the time copied the three-step mode released by the US during WWII, which was followed by Chinese researchers for a long time. The three are as defined—fundamental research, applied research and technology development by far still confine original innovation activities in China. However, research was gradually less combined with market with later development. Although the government tried to transfer research result to practice, the market factors, as they were not included in mechanism design, were hardly put in use. That is why we need to make change, and introduce the “Pasteur Mode”, a mode followed by some foreign RIs. The Edison Mode focuses more on application than scientific research, while the Bohr Mode focuses on principles and studies less on application. They are not considered as a balanced solution.
Industrial Technology Research Institute in Taiwan used to be a leading entity in research, but now its influence is much weaker. The US introduced IC to Taiwan. The success rate of chip was only 30% and the US raised it to 60%, making Taiwan the hub of hardware industry. However Taiwan did not grab the chance when smart phone emerged years ago, and SZ replaced it and has become the hub of smart phone. Its sales volume of cell phone and iPad has exceeded that of laptop plus desktop. SZ got the chance. That is why the Silicon Valley used to work with Taiwan and now it is moving to SZ. Among the new-type RIs in SZ, BGI follows the three directions—science development, industry development and technology invention. Research result is put to market for profit. VC is introduced to fund research projects: Shareholders are likely to provide support if the result proves to be valuable and transferable. However, when the result fails to bring profit, there may be conflict between shareholders and RIs, which is closely related to its private ownership. SZIAT’s innovation system contains four dimensions—research, education, industry and capital. Our major tasks right now are still research and education. Excellent coach like Lang Ping and outstanding player like Zhu Ting are both required by national volleyball team, and it is the same case to RI. We have experienced coaches like Lang Ping in our team, and we are developing and attracting “key players” like Zhu Ting. We set “research and education” as our work priorities and make input on both of them. SZIAT has connected the four dimensions and built a microcirculation system. “Capital and industry” as the other dimensions will be provided at a later stage. We are going to weaken the two, and functions of social public service required may need government’s support and adjustment.
II Changes in Leadership and Management
Regarding leadership of RIs, I would like to share its changes over years. I had been working in a RI in Beijing for over 20 years, and the executives and managers were appointed by upper level entities. This HR system in fact contains some weaknesses and may lead to no flow of teams and weaker core competitiveness. If 5% of personnel in a team do not contribute value, then the share may rise to 50% ten years later, and it would be hard for the RI to make breakthroughs. However another theory holds that only 20% employees in an organization are valuable. No matter what, HR system in RI should keep pace with the times and be flexible with social development. It shall not restrain the growth and development of RI. In addition, RI’s financial system still remains almost the same with the mode in early 1950s when all banks were state-owned. Money granted to RI were offered by the state and could not be “whole deposit and whole withdrawal”. The money could not be used for other purpose, even such use was good to RI’s development. If the money was found to put in wealth-management products (even without risks), the management of RI would be considered to have violated regulations even RI could benefit from the investment. It is still the same case now. I think the fund management system should be changed. Our competitors, Harvard, MIT, etc., follow the foundation management mode. They invest half of their money to China’s real estate industry or other areas for profit. Compared with them, Chinese RIs are less advantageous. It is an issue of fund. The property of RI also has problems. Personnel, property and fund that are managed in the old way have restrained the development of RI. We may find solutions for only 1/6, and the rest cannot be touched. SZIAT was built by three parties. The BOD is set up and the entity is run like corporate entity. I think there may be flexibility in personnel, as once it flows, the whole entity will be much lively. We need to recruit talents widely and remove those who make little contributions. Of course I encourage some people to go out for starting their own business. SZIAT has developed a number of talents who were well trained and went out for starting up business. Yet management of RIs is still appointed. Fund as a dimension is partly open now. Employees are allowed to become shareholders in intangible assets. Yet it is hard to resell the shares as there is no regulation issued. Reform in policies made small progress over past 30 years, and there is still a way to go. Everyone in SZIAT except me is allowed to hold shares (there is a guest mentioning that Deputy Dean is allowed to hold shares, too). Shares held by individuals are allowed to sell, and what about those held by groups? It would be an issue if they are considered as state-owned asset. I think that reform shall make breakthrough in mechanism and system. It aims at retaining talents and promoting research capability by breaking institutional barriers. For instance, many programs in universities are outdated and do not meet the needs of students. It is largely because the operation of universities has to follow instructions of government. As I mentioned above, only 1/6 of personnel, fund and property are allowed to be controlled by RI. Therefore, we need to identify the duties, power and interests of parties and be given more freedom.
As illustrated, it is the structure chart showing the social classification. Entities administered by government are on the left. They are generally controlled and have limited power to make their own decisions; private companies are on the right. They are driven by profit and market-oriented; the new-type RIs are in the middle. They are NGOs and are operated as corporate entities. However, as there is no regulation protecting the rights of NGOs, they are not allowed to act on their own. For instance, if a RI wants to invite a US academician for visit and exchange, it even has no right to order first class for the guest, which is barely seen outside China. Because NGOs overseas are protected by law. In Japan the applicable law is the Law of Consortium, which I think China could learn from. If public entities in China are run as governmental departments, the development of research and education would be significantly hindered. In addition, RIs have no right to determine the bonus for RI teams after commercializationof research results, and their bonus can be only granted according to the state’s or local regulations, which may not be consistent with RI’s management and stimulus system. If it is the case, how should we handle it? I believe that legislation for NGOs is the best solution. NGO as legal entity will be given the power in bonus, flight-booking and times to visit overseas. This solution will definitely improve operation and management efficiency. Therefore I call for such legislation to ensure the rights and interests of public entities. We need to undertake institutional reform for public entities, like what we did 35 years ago when Corporate Law was established. Then figures like Ren Zhengfei, Wang Shi and Ma Huateng may emerge in science sector in SZ.
III Talents as the Foundation of Research
Foreign RIs like MIT focus on value of scholarism, while domestic ones center on research and then engineering. However a major issue is a large number of first-class talents are moving to developed countries like US, Germany and Canada. 70% of students in University of Science and Technology of China and around 50%-60% of students in Peking University and Tsinghua University go overseas for study, indicating a serious talent outflow. We cannot provide top-class research result without best talents. The innovation of a country depends on its talents, and thus more flexible HR management in NGO is a pressing issue need to be solved.
Chinese researchers take up a relatively small share. Research in foreign countries has a history of nearly 1000 years, while ours is only around 100 years. The gap is obvious. In 1980s and 1990s SZ introduced the HR policy—“Talents Going to South” to attract excellent people to live and work locally; then the city tried to recruit those who have work or study experience overseas. Today it is open to foreigners. Though SZ is trying to keep pace with the times, the execution of policies is not easy. We do not have policies or regulations to guarantee the rights and interests of foreigners living and working in China (pension, medical insurance, etc.). SZIAT have to provide salary much generous than what foreign talents could earn in their home country as welfare and benefit to attract them to work in China. I suggest allowing SZ to issue relevant regulations and provide reasonable welfare to foreign talents, which could help reduce the financial pressure of public and private entities.
IIII Specialized Management and Platform-Building
Specialized management contains performance evaluation and many related issues. Currently RIs follow the administrative procedures set for NGOs, and there is no existing practice that can be used as reference for specialized management. The present practice is not considered well. I suggest that control on management should be less, especially when it is related to science and original innovation. Government shall give more freedom to RIs. Researchers are like seedlings, fund like fertilizer, and management like weeding, if it is done too hard, the good seedling will be cut out.
V Issues that RIs need to cope with
The relationship between science, education and economy is the issue to be discussed. SZ has college town, hi-tech area and financial street in education aspect. The innovation SZIAT does is to integrate education, research, capital and industry together to build a four-dimension micro-innovation system, with the innovation efficiency as high as 30%. The mode is suitable for attracting capital and industrialization. However, the culture to be formed during the process, and the relationships it has to cope with deserve our thinking. Where is the boundary of SZIAT? What it is allowed to do, and what is not? What will happen to our relationship with government? Currently some of our research, including procurement, program management and research funding are under government’s supervision, which is not good for development of RIs. Therefore, to explore a rational management system is the issue SZIAT has to work on.
VI Practice of SZIAT
The four-dimension micro-innovation system mentioned above integrates research, education, industry and capital. It has incubated several entities, and covers areas including life science, health, smart city, big data, new material and new energy. Research is the core of SZIAT. We need to be capable for raising fund horizontally and vertically given our orientation and the fund gap between grant we receive and the money we earn. We have been pioneering for years. The cumulative fund we received over past decade reached 3.7 billion, among which 2.6 billion is competitive fund. We released the strategy of “vertical research covering the whole value chain”, highlighting scholarism-led, application-led approach and advocate Pasteur mode. We follow the research center’s way to organize the research teams together, get focused to work out tough projects and respond to market fast enough. Over the past 10 years, SZIAT published 5628 papers, 2239 SCI papers, 1205 JCR papers. In terms of WFC index, we rank the 68th place in China, the 26th among all academy of sciences, the 4th in the province and the 2nd in SZ. We started from service robot and developed many industrial robots including wall-climbing robot and medical and recovery robot. We have successfully produced the first multi-functional artificial limb control system for neurological function reconstruction in Asia. Besides, we worked with United Imaging and built the first 3.0T NMR equipment in China, and developed the first commercial ultrasonic testing equipment for liver cirrhosis, the low-dose cone-beam dental CT digital imaging system in China and the first ultrasonic brain control approach and verification system in the world with other companies; it is also an advocate of low-cost health and pioneer in modern equipment for village medical station. SZIAT received 20 certificates for its CFDA products, most of which fill in the market blank, getting share of 1/3. In addition, SZIAT made progress in new energy and material, big data and smart city. It is the first one that produced the highly stable 2D black phosphorus, and its CIGS photovoltaic cell transformation efficiency ranks number one in China and the third place in the world. SZIAT fostered its business culture featuring combination of knowledge and practice, and unlimited innovation. It has built a team that good at research and development.
By sticking to the principle of being open and exploring ways for commercialization, SZIAT submitted 4437 patent applications and tried to commercialize. We partner with over 500 companies, incubate 450 companies, and hold shares of 168 companies, of which 27’s market value is over 100 million. One of them is over 20 billion, and 3 have been gone public. We work with Shenzhen Capital Group and built CAS Maker Institute, and served 16,300 makers over 2 years. We set up branches in 10 cities including Guangzhou, Wuhan, Beijing and Wuzhen. We tried to jointly set up specialized institute and incubation center with local government, industry association, large enterprise or capital to radiate certain sectors. We promote industry development through industry association and innovation alliance, and Shenzhen Robot Alliance is a good example. In 2006 market value of robot sector in SZ was only 500 million, while the figure reached over 60 billion last year. When looking back, you can see that the measures we took help accelerate sharing and fast flow of talents, research results and other innovation factors that provide solid foundation for commercialization.
We are confident about our future. The University of Chinese Academy of Sciences (Shenzhen College) (signed already when this presentation is made) is based on SZIAT and works with brother entities of CAS in south China to bring its strengths in international cooperation into full play. It will make use of its partnership with the Chinese University of Hong Kong, learn the teaching experience from Tsinghua University and Southern University of Science and Technology, and aim at combination of research and education and synergy innovation by setting up a global talent pool. Meanwhile we are targeting at cutting-edge areas and market trend, make new plan for synthetic biology and material and promote to build the CAS clinic research center in SZ for applications in medical area and integration of IT and BT research forces.
Thank you!
My topic today is Understanding New-Type Research Institutions and Their Practice. I have to mention that Shenzhen Institutes of Advanced Technology (SZIAT) provides all its employees with corporate annuity and runs under “last one to eliminate” system. On one hand, we are operated under China Academy of Sciences, and need to follow the procedures and codes of public institutions; on the other hand, SZIAT is jointly set up by three parties and has the board of directors. Therefore, I would like to brief you on SZIAT, including Beijing Genomics Institute (BGI), Kuang-Chi, Graduate School at Shenzhen, Tsinghua University and their systems and performance. I hope that attendants from Beijing could help us in issues that we are facing in operation and provide advices and suggestions.
I Evolution of Orientation in China’s Research Institutions
China’s research intuitions (RIs) exist based on the support of government and society. The government plays the determining role, and the operation mode and the resources it has determines the country’s level of innovation. For instance, land resource is required in property development, and resources like subsidy policy are controlled by government, particularly the resources required for original innovation are mastered by governments at all levels. I am afraid that under such conditions it is not easy for us to directly copy the modes of foreign RIs.
First, please allow me to share the evolution of China’s science and technology. Scientific research started by the Central Institute during Kuomintang period. RIs in northeast China at the time copied the three-step mode released by the US during WWII, which was followed by Chinese researchers for a long time. The three are as defined—fundamental research, applied research and technology development by far still confine original innovation activities in China. However, research was gradually less combined with market with later development. Although the government tried to transfer research result to practice, the market factors, as they were not included in mechanism design, were hardly put in use. That is why we need to make change, and introduce the “Pasteur Mode”, a mode followed by some foreign RIs. The Edison Mode focuses more on application than scientific research, while the Bohr Mode focuses on principles and studies less on application. They are not considered as a balanced solution.
Industrial Technology Research Institute in Taiwan used to be a leading entity in research, but now its influence is much weaker. The US introduced IC to Taiwan. The success rate of chip was only 30% and the US raised it to 60%, making Taiwan the hub of hardware industry. However Taiwan did not grab the chance when smart phone emerged years ago, and SZ replaced it and has become the hub of smart phone. Its sales volume of cell phone and iPad has exceeded that of laptop plus desktop. SZ got the chance. That is why the Silicon Valley used to work with Taiwan and now it is moving to SZ. Among the new-type RIs in SZ, BGI follows the three directions—science development, industry development and technology invention. Research result is put to market for profit. VC is introduced to fund research projects: Shareholders are likely to provide support if the result proves to be valuable and transferable. However, when the result fails to bring profit, there may be conflict between shareholders and RIs, which is closely related to its private ownership. SZIAT’s innovation system contains four dimensions—research, education, industry and capital. Our major tasks right now are still research and education. Excellent coach like Lang Ping and outstanding player like Zhu Ting are both required by national volleyball team, and it is the same case to RI. We have experienced coaches like Lang Ping in our team, and we are developing and attracting “key players” like Zhu Ting. We set “research and education” as our work priorities and make input on both of them. SZIAT has connected the four dimensions and built a microcirculation system. “Capital and industry” as the other dimensions will be provided at a later stage. We are going to weaken the two, and functions of social public service required may need government’s support and adjustment.
II Changes in Leadership and Management
Regarding leadership of RIs, I would like to share its changes over years. I had been working in a RI in Beijing for over 20 years, and the executives and managers were appointed by upper level entities. This HR system in fact contains some weaknesses and may lead to no flow of teams and weaker core competitiveness. If 5% of personnel in a team do not contribute value, then the share may rise to 50% ten years later, and it would be hard for the RI to make breakthroughs. However another theory holds that only 20% employees in an organization are valuable. No matter what, HR system in RI should keep pace with the times and be flexible with social development. It shall not restrain the growth and development of RI. In addition, RI’s financial system still remains almost the same with the mode in early 1950s when all banks were state-owned. Money granted to RI were offered by the state and could not be “whole deposit and whole withdrawal”. The money could not be used for other purpose, even such use was good to RI’s development. If the money was found to put in wealth-management products (even without risks), the management of RI would be considered to have violated regulations even RI could benefit from the investment. It is still the same case now. I think the fund management system should be changed. Our competitors, Harvard, MIT, etc., follow the foundation management mode. They invest half of their money to China’s real estate industry or other areas for profit. Compared with them, Chinese RIs are less advantageous. It is an issue of fund. The property of RI also has problems. Personnel, property and fund that are managed in the old way have restrained the development of RI. We may find solutions for only 1/6, and the rest cannot be touched. SZIAT was built by three parties. The BOD is set up and the entity is run like corporate entity. I think there may be flexibility in personnel, as once it flows, the whole entity will be much lively. We need to recruit talents widely and remove those who make little contributions. Of course I encourage some people to go out for starting their own business. SZIAT has developed a number of talents who were well trained and went out for starting up business. Yet management of RIs is still appointed. Fund as a dimension is partly open now. Employees are allowed to become shareholders in intangible assets. Yet it is hard to resell the shares as there is no regulation issued. Reform in policies made small progress over past 30 years, and there is still a way to go. Everyone in SZIAT except me is allowed to hold shares (there is a guest mentioning that Deputy Dean is allowed to hold shares, too). Shares held by individuals are allowed to sell, and what about those held by groups? It would be an issue if they are considered as state-owned asset. I think that reform shall make breakthrough in mechanism and system. It aims at retaining talents and promoting research capability by breaking institutional barriers. For instance, many programs in universities are outdated and do not meet the needs of students. It is largely because the operation of universities has to follow instructions of government. As I mentioned above, only 1/6 of personnel, fund and property are allowed to be controlled by RI. Therefore, we need to identify the duties, power and interests of parties and be given more freedom.
As illustrated, it is the structure chart showing the social classification. Entities administered by government are on the left. They are generally controlled and have limited power to make their own decisions; private companies are on the right. They are driven by profit and market-oriented; the new-type RIs are in the middle. They are NGOs and are operated as corporate entities. However, as there is no regulation protecting the rights of NGOs, they are not allowed to act on their own. For instance, if a RI wants to invite a US academician for visit and exchange, it even has no right to order first class for the guest, which is barely seen outside China. Because NGOs overseas are protected by law. In Japan the applicable law is the Law of Consortium, which I think China could learn from. If public entities in China are run as governmental departments, the development of research and education would be significantly hindered. In addition, RIs have no right to determine the bonus for RI teams after commercializationof research results, and their bonus can be only granted according to the state’s or local regulations, which may not be consistent with RI’s management and stimulus system. If it is the case, how should we handle it? I believe that legislation for NGOs is the best solution. NGO as legal entity will be given the power in bonus, flight-booking and times to visit overseas. This solution will definitely improve operation and management efficiency. Therefore I call for such legislation to ensure the rights and interests of public entities. We need to undertake institutional reform for public entities, like what we did 35 years ago when Corporate Law was established. Then figures like Ren Zhengfei, Wang Shi and Ma Huateng may emerge in science sector in SZ.
III Talents as the Foundation of Research
Foreign RIs like MIT focus on value of scholarism, while domestic ones center on research and then engineering. However a major issue is a large number of first-class talents are moving to developed countries like US, Germany and Canada. 70% of students in University of Science and Technology of China and around 50%-60% of students in Peking University and Tsinghua University go overseas for study, indicating a serious talent outflow. We cannot provide top-class research result without best talents. The innovation of a country depends on its talents, and thus more flexible HR management in NGO is a pressing issue need to be solved.
Chinese researchers take up a relatively small share. Research in foreign countries has a history of nearly 1000 years, while ours is only around 100 years. The gap is obvious. In 1980s and 1990s SZ introduced the HR policy—“Talents Going to South” to attract excellent people to live and work locally; then the city tried to recruit those who have work or study experience overseas. Today it is open to foreigners. Though SZ is trying to keep pace with the times, the execution of policies is not easy. We do not have policies or regulations to guarantee the rights and interests of foreigners living and working in China (pension, medical insurance, etc.). SZIAT have to provide salary much generous than what foreign talents could earn in their home country as welfare and benefit to attract them to work in China. I suggest allowing SZ to issue relevant regulations and provide reasonable welfare to foreign talents, which could help reduce the financial pressure of public and private entities.
IIII Specialized Management and Platform-Building
Specialized management contains performance evaluation and many related issues. Currently RIs follow the administrative procedures set for NGOs, and there is no existing practice that can be used as reference for specialized management. The present practice is not considered well. I suggest that control on management should be less, especially when it is related to science and original innovation. Government shall give more freedom to RIs. Researchers are like seedlings, fund like fertilizer, and management like weeding, if it is done too hard, the good seedling will be cut out.
V Issues that RIs need to cope with
The relationship between science, education and economy is the issue to be discussed. SZ has college town, hi-tech area and financial street in education aspect. The innovation SZIAT does is to integrate education, research, capital and industry together to build a four-dimension micro-innovation system, with the innovation efficiency as high as 30%. The mode is suitable for attracting capital and industrialization. However, the culture to be formed during the process, and the relationships it has to cope with deserve our thinking. Where is the boundary of SZIAT? What it is allowed to do, and what is not? What will happen to our relationship with government? Currently some of our research, including procurement, program management and research funding are under government’s supervision, which is not good for development of RIs. Therefore, to explore a rational management system is the issue SZIAT has to work on.
VI Practice of SZIAT
The four-dimension micro-innovation system mentioned above integrates research, education, industry and capital. It has incubated several entities, and covers areas including life science, health, smart city, big data, new material and new energy. Research is the core of SZIAT. We need to be capable for raising fund horizontally and vertically given our orientation and the fund gap between grant we receive and the money we earn. We have been pioneering for years. The cumulative fund we received over past decade reached 3.7 billion, among which 2.6 billion is competitive fund. We released the strategy of “vertical research covering the whole value chain”, highlighting scholarism-led, application-led approach and advocate Pasteur mode. We follow the research center’s way to organize the research teams together, get focused to work out tough projects and respond to market fast enough. Over the past 10 years, SZIAT published 5628 papers, 2239 SCI papers, 1205 JCR papers. In terms of WFC index, we rank the 68th place in China, the 26th among all academy of sciences, the 4th in the province and the 2nd in SZ. We started from service robot and developed many industrial robots including wall-climbing robot and medical and recovery robot. We have successfully produced the first multi-functional artificial limb control system for neurological function reconstruction in Asia. Besides, we worked with United Imaging and built the first 3.0T NMR equipment in China, and developed the first commercial ultrasonic testing equipment for liver cirrhosis, the low-dose cone-beam dental CT digital imaging system in China and the first ultrasonic brain control approach and verification system in the world with other companies; it is also an advocate of low-cost health and pioneer in modern equipment for village medical station. SZIAT received 20 certificates for its CFDA products, most of which fill in the market blank, getting share of 1/3. In addition, SZIAT made progress in new energy and material, big data and smart city. It is the first one that produced the highly stable 2D black phosphorus, and its CIGS photovoltaic cell transformation efficiency ranks number one in China and the third place in the world. SZIAT fostered its business culture featuring combination of knowledge and practice, and unlimited innovation. It has built a team that good at research and development.
By sticking to the principle of being open and exploring ways for commercialization, SZIAT submitted 4437 patent applications and tried to commercialize. We partner with over 500 companies, incubate 450 companies, and hold shares of 168 companies, of which 27’s market value is over 100 million. One of them is over 20 billion, and 3 have been gone public. We work with Shenzhen Capital Group and built CAS Maker Institute, and served 16,300 makers over 2 years. We set up branches in 10 cities including Guangzhou, Wuhan, Beijing and Wuzhen. We tried to jointly set up specialized institute and incubation center with local government, industry association, large enterprise or capital to radiate certain sectors. We promote industry development through industry association and innovation alliance, and Shenzhen Robot Alliance is a good example. In 2006 market value of robot sector in SZ was only 500 million, while the figure reached over 60 billion last year. When looking back, you can see that the measures we took help accelerate sharing and fast flow of talents, research results and other innovation factors that provide solid foundation for commercialization.
We are confident about our future. The University of Chinese Academy of Sciences (Shenzhen College) (signed already when this presentation is made) is based on SZIAT and works with brother entities of CAS in south China to bring its strengths in international cooperation into full play. It will make use of its partnership with the Chinese University of Hong Kong, learn the teaching experience from Tsinghua University and Southern University of Science and Technology, and aim at combination of research and education and synergy innovation by setting up a global talent pool. Meanwhile we are targeting at cutting-edge areas and market trend, make new plan for synthetic biology and material and promote to build the CAS clinic research center in SZ for applications in medical area and integration of IT and BT research forces.
Thank you!
