a dual role principal (rector) of heriot-watt university chair of the regional economic development...
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Managing IntellectualProperty
Addressing the issues in the UK
Professor John ArcherPrincipal, Heriot-Watt
UniversityChair, SE Edinburgh & Lothian
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A Dual Role
Principal (Rector) of Heriot-Watt University
Chair of the regional economic development company
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IP ownership in the UK
• Employers - even Universities - own the IP created during employment.
• Students own their own IP but can assign to the University and be treated as members of staff
• Universities assign copyright in publications but not teaching materials
• Universities share royalty income with staff
• Universities license IP to companies but
do not normally assign it
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Powering the Knowledge Economy
Universities play a key role at the heart of the knowledge economy…………….
They:
• Educate people with high level skills
• generate new knowledge
• apply new knowledge to enhance economic prosperity AND quality of life
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Recognising the need
Universities play a key role at the heart of the knowledge economy…………….
Their ability to support the application of new knowledge depends increasingly on effective management of Intellectual property
Too often this process is less than smooth
Expertise, strategies and policies are needed
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SE Edinburgh & Lothian
As Chairman of a regional economic development agency:
• IP being created - especially in biotech
• Often unsatisfactory interactions
• Lack of expertise on both sides
• Companies frustrated
• IP not being released
• Universities not earning income form IP
• Universities being challenged
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Scotland’s IP Performance
• 8.6% of UK population
12%of total UK research funding
3rd in the world for research publications per capita
24% of invention disclosures in the UK HEIs
16% of new UK patents
20% of licenses from UK HEIs
19% of spin-out companies from UK HEIs
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Scotland’s IP Performance (2)
Which in 2002 meant:
• 100 new technology licensing agreements
• 100 new companies since 1999
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In comparison with the USA for each millon dollars research spend Scotland produces:
1.5 X number of licenses
5 X number of spinouts
3 X disclosures
but only 0.69 X number of patents
Scotland’s Efficiency
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WHY is IP Management Important?
• To avoid conflicts AND conflicts of interest
• To understand levels of investment and price knowledge transfer appropriately
• To ensure that IP incentives are distributed fairly and consistently with other policies
• To ensure that exploitation does not overshadow knowledge creation
• To manage conflicts that will arise
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500 research staff
£16 million in research income
@ 20-25 disclosures each year
@ 12 patents filed per year- only those with route to market or platform technologies
year one - no licenses ; year 3 - 4-5 licenses
3-4 spin-out companies each year
Heriot-Watt
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IP revenue is shared - after costs
Staff/School/Patent Fund
Spin-outs
24% equity
exclusive licenses
royalty free at first
assigned when company is robust
Heriot-Watt Policies
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Have a sensible and effective Policy in place
Manage it
Teaching, research, external activities & 3rd leg
Register of interests
Self-policing but with teeth
Conflict of interest
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Collaborative Research
• Issues:• IP generated needs to be identified, evaluated and
protected• Future access to IP by the university needs to be
considered
• Research, if used for commercial purposes can infringe others’ IP and lead to litigation
• Publication may infringe others’ IP and expose the University to litigation - especially electronic publication
• expertise in commercialisation in the UK is
- largely - in the universities
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Heriot-Watt & industry
In collaborative research with industry Heriot-Watt
Retains ownership of IP
Offers standard contract terms - generally accepted
Industry
meets full costs of research
gets 1st option on the IP
gets an exclusive licence
meets costs of defending licences
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IP revenue sharing between
Staff/School/Patent Fund
Staff can hold equity in companies,
if University permits
Consultancy and CPD = returns to staff after costs
(currently 70% to individual/ 30% to School)
Discussions about 3rd leg and career progression
Incentives for Staff
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The Guide
Managing Intellectual PropertyA Guide to Strategic Decision-making in Universities
UUK: AURIL:DTI: Patent Office
URL: http://www.patent.gov.uk/about/notices/manip/index.htm
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Tensions
Commercialisation V Research Excellence
• expectation but no esteem for commercialisation
• knowledge transfer is not fully recognised
• commercialisation activity takes staff attention from basic research
• commercialisation takes research active staff out of basic research
• commercialisation requires professional expertise
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Unresolved tensions
What are now “normal” duties and expectations?
• How do we handle the impact on research activity of the secondment of staff to spin-outs?
• Do we include commercial activity in promotion criteria?
• Do we reward research earners in the same way that we reward inventors with royalties?
• Do we continue to reward staff for “3rd leg” activity - CPD and consultancy?
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Issues for InstitutionsCommercial activity provides valuable interactions
with industry but they need to be managed
Consultancy:
• may infringe IP owned by other companies
• may represent a potential leakage of IP
Research Funding:
• requires a clear contractual arrangement at institutional level
Personnel issues can arise :
• disputes between staff over IP ownership or invention need to be managed
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Issues to Consider
Do we own the IP we need to own?
• To enable us to carry out research
• To use research results in future research
• To deliver our teaching, including ODL?
Can we use IP exploitation to recruit and retain staff?
Can we prevent conflicts of interests between staff?
What about student IP - do we infringe it ? Do we know?
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Ownership - an issue?
The real issue is knowing what you have and
what you want to do with it
Much of it will have a “sell-by” date
All of it has no value if it is not used
IP needs to be used effectively
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Institutional Missions
Knowledge Acquisition / Knowledge Transfer
If your mission is strongly regional in focus do you trade getting the best world price for diffusion locally?
If your mission is to be excellent in research do you prefer a direct financial return for research and allow free knowledge transfer?
Does research influence the quality of teaching?
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3rd leg Benefits?
Activity Academic University Community
Collab.Research ? ? Spin-out ? ? Start-up ? ? Licence tosme X X Licence tomultinat’al
XConsultancy
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Measuring Success
Measure the success of your activities
by your goals
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Operational Information
Gillian McFadzean
Director, Technology & Research Services
Heriot-Watt University,
Edinburgh
EH14 4AS
email: [email protected]
Tel +44 131 541 3881