HKUST Annual Report 2016-2017
Total Page：16
File Type：pdf, Size：1020Kb
HKUST Jockey Club Institute for Advanced Study 2016-2017 Lee Shau Kee Business Building HKUST ANNUAL HKUST REPORT Bridge Link ANNUAL REPORT 2016-2017 Published by the Entrance Public Affairs Office © 2017 Piazza www.ust.hk HKUST’S 5 CORE VALUES Excellence, Integrity, and Academic Freedom Global Vision and Local Commitment Can-do Spirit Inclusiveness, Diversity, and Respect 1-HKUST THE MISSION OF THE UNIVERSITY (a) To advance learning and knowledge through teaching and research, particularly i. in science, technology, engineering, management and business studies; and ii. at the postgraduate level; and (b) To assist in the economic and social development of Hong Kong. (The Laws of Hong Kong: Chapter 1141) STATEMENT OF VISION To be a leading University with significant international impact and strong local commitment. Global To be a world-class university at the cutting edge internationally in all targeted fields of pursuit. National To contribute to the economic and social development of the nation as a leading university in China. Local To play a key role, in partnership with government, business, and industry, in the development of Hong Kong as a knowledge-based society. CONTENTS • 4 • 28 CHAIRMAN’S FOREWORD FACULTY DEVELOPMENT • 6 • 32 PRESIDENT’S REPORT COMMUNITY ENGAGEMENT • 12 • 36 EDUCATION DEVELOPMENT INTERNATIONAL AND MAINLAND STRATEGY • 18 RESEARCH DEVELOPMENT • 40 ORGANIZATION AND RESOURCES • 42 • 50 SCHOOL OF SCIENCE INTERDISCIPLINARY PROGRAMS OFFICE • 44 SCHOOL OF ENGINEERING • 52 HKUST FOK YING TUNG • 46 GRADUATE SCHOOL SCHOOL OF BUSINESS AND MANAGEMENT • 54 HKUST JOCKEY CLUB INSTITUTE • 48 FOR ADVANCED STUDY SCHOOL OF HUMANITIES AND SOCIAL SCIENCE • 56 • 68 SUSTAINABILITY FACTS AND FIGURES • 58 • 72 GOVERNANCE APPENDICES – COURT, COUNCIL AND SENATE • 60 AWARDS AND RECOGNITIONS – ADVISORY COMMITTEE – FINANCE • 64 – INTERNAL CONTROL AND RISK MANAGEMENT CALENDAR OF EVENTS 2 HKUST 2016-2017 Annual Report CHAIRMAN’S FOREWORD 4 HKUST 2016-2017 Annual Report As the knowledge society and research programs in sustainability and recognition. They serve as indication information age rise to ever greater public policy to drive forward HKUST’s that future potential at HKUST prominence in people’s lives, the contribution in these key areas; the embraces an inclusive and inspiring growing role that higher education setting up of the Council’s Knowledge campus and community dynamic that institutions have to play in social and Transfer Committee and the University’s can power ahead advancement in Hong economic development in our fast-paced Knowledge Transfer Advisory Group to Kong and further afield. and rapidly evolving times is now being enhance innovation, entrepreneurship It is an exciting prospect given the recognized at home and overseas, and external engagement; and the international recognition and regard in especially a university with a focus on construction of new buildings and which HKUST is already held. This was science and technology, such as HKUST. facilities to provide an inspirational once again shown by the University’s At the same time, the higher education campus to work, study and live. continuing presence in the upper environment is becoming increasingly Along with strategic direction, the reaches of a host of rankings, including competitive regionally and globally in deepening interactions of universities No.2 in the QS World’s Top 50 the quest for world-class academics and and society and the increasing Universities Under 50 for the fourth students, and the provision of leading complexity entailed in managing higher consecutive year in 2017, No.4 in the QS education, research, and knowledge education institutions make it essential Asian University Rankings 2016, No.13 transfer opportunities. that HKUST’s management structure, in the Global University Employability How a university shapes its response to efficiency, and oversight keep up with Ranking, and No.1 for the seventh time and engagement with such external and the unfolding requirements of a front- in the Financial Times’ Executive MBA sectoral developments is key to running 2lst-century university. With 2016 global table for the joint program determining its ability to shine or slip reference to the recommendations of run with Kellogg School of Management into the shadows. With its vision of the University Grants Committee (UGC)’s at Northwestern University. It was also becoming a leading university with “Governance in UGC-funded Higher clear in the enthusiastic participation of significant international impact and Education Institutions in Hong Kong” top international academics, community strong local commitment, HKUST is report (“Newby Report”), the Council leaders, and alumni located around the keenly aware it cannot sit still. The continued to promote its governance world in HKUST’s 25th Anniversary University must proactively seek to framework through the efforts of the events, which concluded during build on the remarkable foundations Task Force to review Council the year. laid down in its first 25 years to effectiveness. Such undertakings I warmly thank my fellow Council optimize the opportunities, solve the included reviews of the Terms of Members, the Senior Administration and challenges, and continue to play a Reference as well as the scope of other HKUST stakeholders, including pioneering role in today’s academic and responsibilities of a number of Council the Hong Kong SAR Government, wider world. These goals were clearly Committees. In addition, I was delighted donors, alumni, and students, for their illustrated with the launch of its that the Council was able to shed contribution over the past 12 months. perceptive five-year Strategic Plan 2020 greater light on its Members’ duties With the powerful distillation of the in 2016-17, which guides HKUST’s among the HKUST community through University’s characteristic drive and direction in the short and medium term a forum on governance and discussion far-sightedness in the new Strategic while creating the platform for the with staff, students, and alumni. Plan, enhancement of the governance University to extend its excellence and Both Strategic Plan and governance process, this institution’s established ascend further over the long term. endeavors in their different ways offer global renown, and the tremendous Numerous moves took place during the significant impetus for capacity building dedication of all its members, I look year in line with the Strategic Plan’s and highlight the commitment to forward with optimism and anticipation overall goal to position HKUST to meet excellence and determination to achieve to HKUST’s on-going outstanding the needs of society as well as set the that lies at the core of HKUST. They contribution in academia and trends in its fundamental roles of build the framework that puts the far beyond. educator and knowledge discoverer. University on track for that additional They encompassed, among others, the step up to the next level of global strengthening of education and institutional achievement and Chairman, University Council MR ANDREW LIAO CHEUNG-SING, GBS, SC, JP 5 PRESIDENT’S REPORT 6 HKUST 2016-2017 Annual Report In 2016-17, I was happy to see the The University’s championing of an Award, a Croucher Innovation Award, collective spirit of the University all-round student experience led to a and a place in MIT Technology Review’s community in full swing as we launched range of horizon-widening action Top 10 Innovators Under 35 in Asia. To our Strategic Plan 2020 to keep HKUST over 2016-17. We broadened keep the University’s research at the academic, research and internationalization options through infrastructure at the leading edge, we institutional forefront. Along with this, greater flexibility, offering summer term completed a review of our 13 research we strengthened knowledge transfer exchange-out programs at Ivy League institutes and over 50 research centers and entrepreneurship activities to drive and Oxbridge institutions as well as to ensure approaches keep pace with innovative business and social trends in eye-opening destinations in Belt and needs in a period of swiftly moving Hong Kong and globally. We also Road countries. Meanwhile, to give early developments across academia. In expanded our local, national and career exposure and assist students in addition, we established a Mainland overseas presence to ensure HKUST’s identifying their individual interests and Operations Policy Committee to standing and contribution in an era of passion, the University’s signature coordinate management and change in higher education. All in all, Undergraduate Research Opportunities oversight of the University’s various it has proved a significant year for Program delivered academic research Mainland platforms. future growth. project and lab culture exposure to over Demonstrating our drive to extend 400 students under the guidance of 120 HKUST’s knowledge transfer impact, faculty members; and more than 60 TEACHING AND LEARNING the University submitted over 100 participants and over 20 corporate FOR TODAY AND applications to the Innovation and partners took part in our HeadStart@ Technology Fund, with 43 projects TOMORROW HKUST workplace internship and receiving total funding of more than In line with our Strategic Plan’s vision of mentorship program for first and $170 million, up $60 million from last a transformative education that looks second-year students. beyond traditional disciplines and year. The University took steps to propel new knowledge