WITH extensive experience in university administration, Dr Ahmad Hata Rasit, Vice Chancellor of Universiti Malaysia Sarawak (UNIMAS) is seen as a capable force in leading the institution as a hub for biodiversity conservation, technological innovation and sustainable community transformation.
A respected orthopedic expert and Kampung Semera native, Ahmad Hata, 55, brings a clear vision and mission to elevate UNIMAS during his three-year term from January 2024 to January 2027.
His strategic focus includes enhancing public engagement and fostering local talent through partnerships with state and federal governments.
In an exclusive interview with Sarawak Tribune, the Universiti Kebangsaan Malaysia graduate shares his aspirations for positioning UNIMAS on the global stage.
Sarawak Tribune: You have been serving as the Vice-Chancellor for almost a year now. How do you view UNIMAS’s achievements since taking office on January 8, 2024?
Ahmad Hata: When we consider the advancement of research that impacts the community and observe how our researchers, even students, engage in service learning within the community, I would say that our efforts, particularly those planned up to 2021, have proven fruitful. I hope these efforts will expand further over the next five years.
In terms of inspiration, it is not just about motivating the students but also the academicians and strategic partners within and beyond UNIMAS. We are working collectively with the community toward our shared goals. There have been significant achievements, particularly in university rankings. Our standings in the Times Higher Education (THE) and QS rankings have improved compared to last year.
However, our aim has never been to chase rankings. Instead, we focus on fulfilling the core functions of a public and comprehensive university. These functions include transforming not only the individuals who study here but also the communities they belong to.
When we talk about community, it is not limited to local communities but extends to a global scale. Our student body includes individuals from 61 countries, and our alumni network spans the same. Although the numbers may be small in some countries, this diversity demonstrates our commitment to transforming individuals and communities worldwide.
Additionally, a significant portion of our focus is on serving the underprivileged. About 45 per cent of our student population comes from the B40 group. As a public university, we aim to provide access to higher education for those who may lack financial resources to attend private institutions. With 90 per cent of our tuition subsidised by the government, we ensure that these students can afford quality education.
In 2024, the number of underprivileged students enrolling as new students increased to nearly 65 per cent, the highest we’ve seen. Overall, 45 per cent of our total student population falls into this category. If this trend continues over the next five years, I hope we can consistently maintain the composition of B40 students at 65 per cent among new intakes.
What are UNIMAS’s strategies to increase the number of students from the B40 group?
We believe in reaching out to students in rural areas, as the majority of our B40 students come from rural regions. One of our key strategies is conducting outreach programmes. These initiatives are specifically designed for schools in interior areas, where we actively identify and assist potential students from the B40 group.
For instance, some students may not meet the merit-based criteria for admission through UPU. However, if they are otherwise qualified to enter university, we provide them opportunities through appeal processes. This approach allows us to accommodate students who might otherwise be excluded due to merit-based thresholds.
What are some of the challenges in your first year as UNIMAS Vice-Chancellor?
I have been in UNIMAS for almost 28 years. I think there’s not much problem in handling administrative matters in UNIMAS because I am quite familiar with them.
The only challenge I face is the need to restructure the faculty administration. After studying the composition of academic staff, I found that about 50 per cent are from Generation Y and the rest from Generation X. I need to balance these two generations to lead administratively at the faculty level, and I’ve just started with a few faculties.
The experienced individuals in Generation X play an important role in mentoring the younger generation. As you know, our students are from Generation Z. When it comes to administration, generational gaps can make communication a bit challenging.
For example, Generation Z prefers online methods, while the older generation is more comfortable with physical classes. Bridging this gap through Generation Y creates a smoother process and fosters a better relationship between students and administrators at the faculty level.
This balance also ensures that implementing policies, such as flexible learning, becomes easier. For the younger deans, I still appoint advisory mentors to guide them for about a year so they can become familiar with their administrative roles. Hopefully, by next year, they will be comfortable managing their responsibilities independently.
Another change I am making is to balance the gender ratio among deans. Currently, we have 50 per cent male and 50 per cent female deans. Similarly, at the top management level, we have two male deputy Vice-Chancellors and two female deputy Vice-Chancellors. I think this inclusivity ensures diversity in perspectives. When there is a majority from one specific age group, gender, or generation, we risk losing diverse viewpoints in our decision-making and progress.
With this structure, I hope the positive effects will become evident next year. Once the younger deans, especially those below the age of 40, are trained and mentored, they will be well-prepared for the administrative challenges ahead. This will also ensure that in the next five years, these dynamic younger leaders will drive UNIMAS forward rapidly.
UNIMAS emphasises on becoming a sustainable university. What tangible steps have been taken to implement this, whether in programmes, syllabi, or daily activities?
UNIMAS has established specific policies under its Green Campus initiative and developed a comprehensive strategic plan for sustainability. This plan covers various aspects, including curriculum integration and implementation in daily activities across colleges, faculties, and research initiatives.
For example, we have created the Institute of Renewable Energy and Sustainable Technology, which collaborates with the UNIMAS Community Sustainability Unit to integrate sustainability into programmes.
Currently, we have 47 undergraduate academic programmes and 54 postgraduate programmes, all aligned with specific Sustainable Development Goals (SDGs). One key requirement, introduced during my tenure as Deputy Vice-Chancellor, is service learning. It is now a core component of all programmes.
Our efforts also encompass financial and social aspects. For two years, UNIMAS has published Environmental, Social, and Governance (ESG) reports to ensure compliance with these standards. By 2026–2030, we aim to align our strategic plan fully with ESG principles to ensure environmental sustainability and community impact.
What is UNIMAS’ impact on the district of Kota Samarahan?
UNIMAS plays a significant role in shaping Kota Samarahan as a “Knowledge District.” Beyond education, our initiatives span tourism, research, and community development. It leverages on the region’s strengths, particularly Borneo’s biodiversity.
UNIMAS focuses on integrating biodiversity into education and eco-tourism, showcasing its unique strengths in research and education. For instance, the university promotes biodiversity-related commercial projects and collaborates with the Sarawak Forestry Corporation to support research in this area. UNIMAS serves as a one-stop centre connecting visitors, students, and researchers with local and international partners in various fields, including tourism, forestry, and sports.
Furthermore, the UNIMAS teaching hospital specialising in geriatric care will create an integrated system where elderly care apartments are located near the hospital and university. This proximity enables easy access to healthcare and fosters community engagement with students who act as companions.
UNIMAS also addresses Sarawak’s agricultural challenges by researching and producing high-quality seeds for essential crops like rice, corn, and coconuts. These seeds are developed to suit local conditions, ensuring resilience and high yield. The university collaborates with the agriculture department to promote vertical farming technologies and train local communities, particularly those in the B40 category.
The university is also developing vertical farming techniques to meet the food demands of a growing population. These efforts align with its broader mission to promote environmental, social, and financial sustainability.
In light of the advancement in artificial intelligence (AI), how is UNIMAS adapting to the technology?
UNIMAS is actively integrating AI across higher education and research. The university has established two AI-focused research centres under the Faculty of Cognitive Sciences & Human Development and the Faculty of Computer Science & Information Technology. These centres not only advance research but also assist in embedding AI elements into curricula across all faculties, starting with computer science programmes.
We also emphasis the integration of AI with other disciplines, as AI alone is limited without transfer of knowledge. Examples include developing real-time medical dashboards and designing cost-effective solutions for hospital needs. This highlights AI’s practical applications, from medical advancements to agricultural sustainability.
To support interdisciplinary collaboration, UNIMAS plans to consolidate its research institutes and centres within a new research complex, focusing on biodiversity, IT, and community transformation. This complex will encourage partnerships with industries to house technology on-site and train future workforces.
What is your hope for UNIMAS for the next five years?
Looking ahead to the next five years, much depends on whether the university continues my tenure as Vice-Chancellor.
However, within the next three years, our goal is to ensure that everyone at UNIMAS, and even external stakeholders, understands the true function of a university. The primary role of a university is to transform individuals, communities, and future generations. This transformation equips them to face challenges and sustain their lives. Future generations include our children and grandchildren, and this is the essence of a university’s mission.
If everyone at UNIMAS – students, lecturers, and staff – understands this, they will strive to contribute their best efforts for future generations, not for personal gain. By fostering this mindset, we can produce graduates and a workforce that will positively impact society and the world.
This is my vision for UNIMAS: to ensure that everyone knows the university’s purpose is not solely to generate income but to create knowledge and solutions for the next generation.
