LPMB UNAIR Head Prof Hery Purnobasuki PhD warmly welcomed the top 10 SDGs Ambassador finalists. According to him, the finalists bear a great responsibility in ensuring the continuity of the role of UNAIR SDGs Ambassadors.

Strengthening role of SDGs Ambassadors

In line with the UN’s targets through 2030, all university activities focus on achieving the Sustainable Development Goals (SDGs). Therefore, after receiving this training, the finalists are expected to carry out their roles and responsibilities well. “The ambassadors are expected to fulfill their responsibilities well after receiving this material, so that UNAIR’s contribution at the national and international levels continues to grow,” Prof Purnobasuki said.

In line with this, Dr Sri Widati MSi, coordinator of the SDGs Center at LPMB UNAIR, emphasized the importance of students’ role as future leaders. According to her, the campus environment plays a role in training students’ leadership, morality, and integrity. “If you are active in positive activities like this SDGs program, it can prevent negative behavior. It also helps create a healthy and happy student environment,” she said.

Dr Widati also equipped the finalists with an understanding of the 17 SDGs. This understanding is not meant only for individuals, as the finalists are also expected to spread it to fellow students.

Equipping SDGs Ambassadors with ethics and character education

In the next session, the finalists gained valuable insights from Herdina Indrijati MPsi, a psychologist and lecturer at the Faculty of Psychology (FPsi) UNAIR, who presented on the ethics and character of an ambassador. For Indrijati, an ambassador must be aware of the need to safeguard their honor from the bottom of their heart. “The sampur you wear shows not only your identity as an ambassador, but also the honor you must always uphold,” she said.

Beyond dignity, first impressions are an important element for an ambassador. She said that attitude, expression, and demeanor shape how others perceive them. Thus, the finalists had the opportunity to learn how to sit, stand, and walk as part of an ambassador’s public image. In addition, Indrijati asked the finalists to gradually start managing their emotions well, have strong motivation, and not hesitate to bring their own distinctive traits to their surroundings.

“A strong character is an ambassador’s asset in helping others. An ambassador must also be smart, knowledgeable, and always be themselves, because every individual is unique and has their own distinct traits,” she concluded.

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Team leader Dr Neffrety Nilamsari MKes explained that the posts were designed not only as monitoring stations, but also as the community’s initial coordination point during floods, earthquakes, or landslides. Beyond the physical aspect, the team also worked on non-physical development by focusing on strengthening community capacity and awareness.

“We educate residents through outreach sessions on the potential and early signs of natural disasters, evacuation routes and procedures, the importance of reporting environmental conditions, and the community’s role in maintaining and monitoring disaster-prone areas. This took the form of an earthquake simulation at State Junior High School 7 Prafi (SMPN 7 Prafi), attended by more than 200 participants,” she said.

Key strategy

Dr Nilamsari said the team designed a strategy from the start to ensure the posts would not stop functioning after the program ended. The key principles she and the team employed include handing over management, strengthening local capacity, and integrating the posts into the village institutional system, so that the posts’ sustainability does not depend on the presence of Team 6 of the UNAIR Patriot Expedition.

Sustainability is pursued through transferring management to the village, building the capacity of cadres, and drafting operational standard operating procedures (SOPs). These steps are supported by integration with village planning, stronger partnership networks, and post-program monitoring mechanisms.

“We monitor sustainability through several indicators: active managers, a duty roster, well-maintained facilities, regular educational activities or simulations, an activity logbook, and the cadres’ ability to activate the post during an emergency,” she added.

Operating independently and sustainably

Through this strategy, Team 6 of the UNAIR Patriot Expedition does not stop at the program alone. It also represents a transition from a university-led program to a community-owned and village-supported disaster preparedness system. The ultimate goal is that by the time the team leaves, the community will already have the institutions, human resources, SOPs, facilities, and financing mechanisms needed for the posts to keep operating independently and sustainably.

“In the long term, we can continue to serve as a mentoring and knowledge partner, while ownership and day-to-day operations rest entirely with the community and the village government. We don’t want to merely leave behind a building, but a system that can run without us,” she emphasized.

Dr Nilamsari hoped residents would no longer feel they must wait for outside assistance when an earthquake, flood, landslide, or other emergency strikes. With the posts in place, residents have a place to gather, coordinate, obtain information, and carry out an initial response quickly and in an organized way. She also hoped more residents would gain the knowledge and courage to protect one another, especially vulnerable groups such as children, the elderly, and people who need special assistance.

The post at SP4 Udapi Hilir is expected to become a center for learning and a culture of community preparedness through environmental monitoring, education, simulations, and routine facility maintenance. The continued function of the post and the active involvement of cadres are key to building an independent and increasingly resilient community. “That is the greatest success and legacy we want to leave behind through this program,” she said.

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PASINBIS UNAIR Secretary Dr Achsania Hendratmi MSi said entrepreneurship development is a priority at the state university level. As a world-class university, she noted, UNAIR sees the event as its first step in producing embryonic student startups. “I think this is the first step in efforts to develop entrepreneurship at universities across Indonesia,” she said.

Building startup ecosystem from campus

Dr Hendratmi said the effort runs through several stages, from ideation and pre-startup to startup and post-startup. At the startup stage, students receive mentoring that includes prototype testing, market research, and initial product validation before moving on to the next stage. “Next, we will help with the business incubation process, which is usually under contract for one to three years. During that time, there are various facilities such as a bootcamp, business matchmaking, and early-stage funding. There is also some assistance for institutions,” she said.

Efforts to develop student startups are also supported by various parts of the university. At the study program and faculty levels, development is offered through project-based entrepreneurship courses that produce prototypes and embryonic startups. Next, the Directorate of Academic Affairs will provide support through an exhibition of student work. Finally, Airlangga Enterprise serves as the last unit, helping student startups and businesses scale up economically. The hope is that this synergy among units will sustain student business ideas, from ideation to marketing.

Preparing startups for market

PASINBIS UNAIR is currently considering startup units that have potential and contribute to the university. So far, five startups have been connected with Airlangga Enterprise as part of the entrepreneurship development effort.

Of the 144 active startups, 103 have received funding. Several of these student-led businesses have also succeeded in launching products, conducting market research, and reaching early sales targets as a form of market validation. “In line with the Rector’s mandate, if possible, the owners will also be able to build large startups that not only make it through, but also contribute directly to industry, whether through share ownership, dividends, or a convertible mechanism,” she concluded.聽

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The organizer head of SYNERGY, Kimora and Agung, said that this action is not merely aimed to clean up the coastal area. Participants were also encouraged to understand the environmental conditions before involving in the restoration activity. 鈥淲e do not want to be only talking about vegetation restoration, but also look at the overall environmental conditions where the mangroves grow,鈥� they said.

Looking directly on the coastal issues

The series of the event began with a sharing session on coastal ecosystem, types of mangrove, also its functions and benefits for the environment. This material became the foundation for the participants before they carried out the field activities.

After the education session, the participants participated directly in coastal clean-up. In about 40 minutes, they successfully collected 573 kilograms of trash. Kimora noted that this amount of trash indicates that the trash problem in coastal areas remains quite significant. Even after the activity ended, some trash could still be seen around the site.

鈥�573 kg does not mean that all of the site area is all clean. After the clean-up session ended, there are still many trash left,鈥� she explained.

According to her, this condition became a real experience for the participants to look at the environmental issues that could not be solved by a single action. Trash carried by water currents and ocean tides can accumulate again in coastal areas.

Planting and maintaining mangrove sustainability

Action continued by the planting of 60 Rhizophora mucronata seedlings, also known as Bakau Kurap. This species was chosen for its role in preserving the coastal ecosystem, providing habitat for various organisms, also absorbing and saving carbon.

Kimora said that the mangroves planting does not automatically guarantee that the seedlings will grow to trees. The coastal conditions such as water currents, trash, and other environmental factors can affect its growth.

鈥淲e can not guarantee that all of the 60 seedlings will survive. That鈥檚 why we plan to return to the site around the end of the year to see the seedlings’ conditions and its survival rate,鈥� she explained.

This monitoring plan was implemented to track the seedlings鈥� growth after several months and to support efforts to ensure the sustainability of the action. According to her, the action鈥檚 success can not be judged solely by the number of seedlings planted, but also by the ability of its survival and growth in the coastal environment.

鈥淣o matter how small the result may be, we want this initiative to leave a positive impact and continue to give benefits even after the action is over,鈥� she concluded.

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Support and funding access

In his presentation on the introduction of UNAIR business incubator, Ahmad Fadlur Rahman Bayuny SEI MScIBF PhD emphasized the important role of business incubators in supporting young entrepreneurs in the process of business development.

鈥淭he path to becoming an entrepreneur is rugged and full of challenges. Business incubators exist to smooth the way of entrepreneurs. ATAVI has incubated 292 tenants since 2018. Thanks to this incubation process, three of our mentored startups from FPK, FKH, and FTMM successfully made it to the finals of the 2026 World Startup Championship in Pakistan,鈥� he explained.

This incubation program is open for all of the UNAIR academic community who have been running a business for at least six months. ATAVI divided the mentoring process into two types, which are non-research startup and research startup. For the businesses who pass the selection, they will participate a bootcamp for 12 months to develop their business.

鈥淎fter finishing the mentoring process, the next step is business matching phase, which aims to connect the students to the venture capitalists or investors for funding,鈥� he said.

Real impact of incubation

One of the mentored tenants by ATAVI, Shifa Fauziyah SSi MKedTrop, the owner of Biology and Natural Science Community (BIONAS), also shared her journey in developing her science-based business. She shared that her business began by providing science teaching aids in 2022.

鈥淭hanks to the UNAIR incubator, now BIONAS already has various interactive and sensory science classes. Beside, BIONAS has served approximately 5,500 students and supplied biological specimens to 20 leading universities in Indonesia,鈥� she said.

Fauziyah also explained that the benefits she received as a tenant under the ATAVI UNAIR mentorship program have greatly helped her in growing her business. In addition, she has successfully built her own team to expand her partnerships.

鈥淢y team and I have gained a lot from the UNAIR incubator, including networking opportunities, market expansion strategies, and information on legal matters. In the future, BIONAS will be targeting service expansion to various area in Indonesia,鈥� she concluded.

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This year’s Haornas carried the spirit of inclusivity and drew a lively turnout of thousands of participants, with special attention given to people with disabilities.

Muhamad Hadi Wawan Guntoro, head of Dispora Jatim, said the event reflects tangible collaboration between UNAIR and the East Java Provincial Government. He also praised the enthusiasm of the various exercise communities that attended, including Ling Tien Kung, Tera, Jantung Sehat, and PORPI (Indonesian Breathing Sports Association).

“I hope this event can help the community achieve complete health. Let’s get the community moving through sports and make sports part of everyday life,” he said.

UNAIR’s commitment to supporting people with disabilities

Prof Iman Prihandono PhD, Director of the Directorate of Infrastructure, Environment, and Operations Management (Ditpilar) at UNAIR, explained that UNAIR was chosen to host the event because of its adequate facilities. He also emphasized UNAIR’s strong commitment to supporting thousands of participants, particularly those with disabilities.

“Our campus facilities have been prepared to accommodate our friends with disabilities, and we have a long track record of frequent collaboration with the East Java Provincial Government,” he explained.

Prof Prihandono further emphasized UNAIR’s commitment to providing inclusive facilities, including ramps and tactile guide paths on sidewalks for the visually impaired. UNAIR also provides dedicated, wheelchair-accessible pathways. In addition, Ditpilar ensures the cleanliness of the campus environment and all its facilities.

“We provide healthcare workers on standby for emergencies, and we ensure safety through a zero-tolerance policy toward cigarette smoke, violence, and sexual harassment,” he added.

Range of inclusive sports competitions

Alongside the group exercise session, the Haornas celebration also featured a variety of sports competitions involving people with disabilities. Prof Prihandono added that the inclusivity of the event aims to show that sports are not closed off to any particular group.

“Sports should never be exclusive. Our friends with disabilities can take part too. This event is one way UNAIR contributes to the public, showing that we support sports for everyone,” he said.

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Transformation toward entrepreneurial university and AI-enabled impact university

The first session, held on Friday, September 18, 2026, featured Prof Nasir, Minister of Research, Technology, and Higher Education of the Republic of Indonesia for 2014鈥�2019 and Independent Commissioner of Bank Syariah, moderated by Prof Miftah.

In his presentation, Prof Nasir emphasized that achieving WCU status is not the ultimate goal, describing it as “beyond excellence.” Higher education institutions today face the challenge of evolving in the era of artificial intelligence, moving from Teaching University to Research University, Entrepreneurial University, and eventually to AI-Enabled Impact University.

Looking back at the journey since 2015, Indonesia was then still behind other countries in Southeast Asia in terms of research publications. The “speed up” policy and the Top 500 WCU target significantly boosted publication output among lecturers and professors.

“But what do we do after reaching this target? Academic excellence must not stop at paper. Research must be guided through the nine levels of Technology Readiness Level (TRL), shifting its focus from publication toward intellectual property (IP), prototypes, and ultimately commercialization,” Prof Nasir said.

He praised UNAIR’s stem cell research, which he considers to be on the right TRL track and which has drawn interest from international researchers and partners in the United States.

To become a World Class Entrepreneurial University (WCEU), Prof Nasir shared a key formula: Academic Excellence + Research Innovation + Entrepreneurship + Industry Partnership + Global Engagement. He encouraged a reverse engineering approach, starting from market needs, equipping students with future-proof skills such as data science and AI, and strengthening the role of graduates as job creators.

University business models and global innovation ecosystem

The discussion continued on the second day, Saturday, September 19, 2026, with Prof Ainun Na’im PhD, who explored the harmonization between academic strategy and the effectiveness of the university business model.

Prof Na’im opened his presentation by praising UNAIR’s remarkable progress toward WCU status, which he described as outstanding among universities in Indonesia. He emphasized that in order to bring the benefits of research to society, universities must clearly distinguish between innovation and entrepreneurship.

“Innovation is the process of creation, while entrepreneurship is the vehicle that carries the results of that innovation to society. Innovation alone is not enough; it takes an entrepreneurial spirit for its impact to be truly felt,” Prof Na’im explained.

He outlined the ideal innovation process chain: identifying societal needs, research and ideation, prototyping, pilot testing, learning, and public dissemination. To support this, he said, universities need a solid ecosystem, including a Technology Transfer Unit, a unit for building entrepreneurial mindsets, and institutions that connect innovators with venture capital.

Prof Na’im also compared the business models and strengths of several renowned universities worldwide:

• LMU Munich (Germany): Focuses specifically on biotech/pharma, medtech, and AI/software. Its funding is dominated by state funding (71 percent) and research grants (21 percent), without relying on tuition fees, and it maintains a Promotion of Junior Academics policy supporting young professors.
• Harvard University (US): Leads in endowment fund management and patent ownership, with philanthropic contributions accounting for 46 percent of total funding.
• UC Berkeley (US): Ranks first globally in entrepreneurship, followed by Stanford and Harvard. UC Berkeley is home to the Sutardja Center for Entrepreneurship & Technology, founded by an Indonesian figure, the IPIRA unit for licensing and intellectual property rights, and SkyDeck, a startup accelerator connecting ventures to industry.

In his closing remarks, Prof Na’im noted that the research commercialization process carries high risk. At Harvard University, of roughly 30,000 new products developed, about 95 percent have not succeeded.

“These failures usually happen due to a lack of careful understanding of the real solutions society needs. That’s why cross-disciplinary research that addresses tangible needs must continue to be optimized,” he said.

The shared perspectives of Prof Nasir and Prof Na’im underscore that the World Class University milestone is not an endpoint, but a starting point for universities to transform their academic excellence into an Entrepreneurial University and an AI-Enabled Impact University. Through structured research tracking (TRL), strengthening the commercialization and technology transfer ecosystem, cross-disciplinary collaboration, and close industry partnerships, universities are expected not only to produce graduates with entrepreneurial talent, but also to turn knowledge into concrete innovation that continuously addresses society’s real needs.

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This strategic working meeting was opened directly by the Chair of UNAIR Academic Senate, Prof Dr H Nursalam MNurs (Hons) and UNAIR rector, Prof Muhammad Madyan SE MSi MFin. This agenda was attended by more than 200 participants, including university leadership, deans, head of centers, agencies, and directorates, as well as the head of departments and study program coordinators at UNAIR.

Strengthening KADEP and KPS role in study program

In his guidance, the Chair of UNAIR Academic Senate, Prof Nursalam emphasized the importance of departments鈥� heads and study program coordinators鈥� role as the frontline personnel who interact directly with students. The quality of study program management lies in the hands of department and study program heads. Academic Senate fully committed to operating its primary function of drafting regulations, providing recommendations, and granting approvals (3P) in order to support university policies while also determining future study program evaluations.

He also encouraged the development of joint degree programs and the adjustment of study program names or specializations to align with global trends. On the other hand, Prof Nursalam reminded the importance of training and upscaling lecturers and academic staff’s competencies to help them become more proactive.

Prof Nursalam shared an important philosophy to the participants about character education and integrity. Citing the thoughts of prominent figures, he emphasized the importance of educators possessing qualities that foster good character, discipline, responsibility, technological literacy, and entrepreneurship. He also cited an analogy from Jack Ma about consistency in working.

鈥淲orking is like riding on a train. Follow the railway, do not make turns, and if there are any issues, do not stop until you make it to your destination,鈥� he added, reminding the importance of integrity, focus, and spirit in guiding students.

Prof Nursalam also noted that during working as the frontliners, departments鈥� heads and study program coordinators are expected to always be wise in using social media. Because in the era of global uncertainty, the flow of information moves very freely, quickly, and hard to control by the institutions, a situation that demands cautions from all parties.

Commitment for sustain development and institutional independence

Meanwhile, the UNAIR rector expressed his deep appreciation for all of departments鈥� heads and study program coordinators. In the first year of leadership transition, UNAIR has proven capable in maintaining its performance and even improving university rank. Nevertheless, the rector cautioned everyone against becoming complacent.

鈥淣owadays rankings become one of quality indicators that the public can see and evaluate directly, including through social media. Our achievements we鈥檝e made are not meant to foster arrogance or show off. Rather, they were established as our pride and as appreciation to the academic community鈥檚 teamwork,鈥� said the rector.

Regarding management challenges, the rector presented 东京热 (UNAIR) budget position among the Big 5 universities in Indonesia with the most efficient and limited budget scale. This condition encouraged the institution鈥檚 maximum capacity and independence strength in competing. Despite its limitations, UNAIR has proven its independence by successfully built 21 buildings in the past 12 years.

This independence strength also aligns with the goals in supporting UNAIR transformation toward Word-Class Entrepreneurial University. Therefore, infrastructure development was not merely seen as physical building, but also as a part of strengthening the innovation ecosystem, commercialization, and collaborations that are capable to produce added value for the public and industry.

鈥淥ne of the strategic projects that we will run next year is the development of Airlangga Science Techno Park in Madura. This will be an important pilot project for UNAIR鈥檚 industry commercialization,鈥� explained the rector.

Navigating VUCA era and upholding institution鈥檚 reputation

Closing his guidance, the rector urged all departments鈥� heads and study program coordinators to view students鈥� future in detail amid the global uncertainty (VUCA era). The free flow of information brings positive impacts and negative impacts that are difficult to control.

Therefore, the rector urged all of the academic community to continue improving, maintain the university’s reputation, and be wiser when commenting in public space. These things are required to reduce the potential of negative news. The rector also emphasized the importance in ensuring that the leadership succession process at the department level is properly prepared for and supported.

鈥淭hank you for all of your dedication. Keep the spirit up to develop 东京热 together,鈥� he concluded.

Maintaining rhythm, striving for Beyond Excellence

Completing the agenda, the Head of Planning and Development Board (BPP) UNAIR, Prof Dian Ekowati SE MSi MAppCom (OrgCh) PhD, presenting a key material by outlining the workflow and technocratic design of the university strategic plan (Renstra). The primary objective of this macro-level presentation was to provide an in-depth introduction to the business process that supports the institution鈥檚 journey toward World-Class Entrepreneurial University to all of departments鈥� heads and study program coordinators as the university鈥檚 frontliner pillars. This step is considered very crucial for aligning everyone鈥檚 operational vision.

In this opportunity, Prof Ekowati reminded us of UNAIR development trajectory in the period of 2026-2031. 鈥淲e are moving forward to a huge target. The 2031 Beyond Excellence WCEU is no longer an option, but an obligation. Beyond Excellence is a must,鈥� she emphasized.

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The bilateral meeting was attended in person by UNAIR Rector Prof Dr Muhammad Madyan MFin, along with UNAIR’s vice rectors, deans, and directors. The UNTL delegation was led by UNTL Rector Prof Dr Joviano Ant贸nio da Costa MEng, together with the university’s leadership and delegation members.

Historical ties and shared commitment

In his remarks, Prof Madyan expressed pride and joy at the UNTL delegation’s arrival at Ksatria Airlangga Campus. He emphasized that UNAIR and UNTL share historical and geographical ties as universities in Southeast Asia committed to advancing global education.

“UNAIR and UNTL share the same commitment to developing education, research, innovation, and community service. Today’s signing of this Memorandum of Understanding reflects the continuation of the strong relationship and collaboration already built between our two institutions,” Prof Madyan said.

Through this commitment, Prof Madyan expressed hope that the synergy between the two universities could continue to grow across a wide range of collaborative opportunities, ranging from student and faculty mobility, joint research, academic publications, and curriculum development, to improving academic quality and advancing innovation and entrepreneurship.

“We believe universities serve not only as centers for developing knowledge, but also as bridges connecting societies, cultures, and nations,” he added.

Opening new chapter of concrete collaboration

UNTL Rector Prof Dr Joviano Ant贸nio da Costa MEng expressed his deepest appreciation to the UNAIR Rector and the wider leadership team for the warm welcome. He said the signing of the MoU symbolizes both continuity and a stronger, more practical new beginning for both universities.

“The collaboration between UNTL and 东京热 has a long track record across various fields. Today’s MoU signing provides a broader framework for joint research and community service,” Prof Joviano said.

He added that for UNTL, the most important step now is turning the agreement into real, tangible implementation. “This MoU must not simply become a document that sits in a filing cabinet,” he said.

This collaboration, he continued, must be carried out through concrete activities that benefit students, lecturers, researchers, and the wider community. “As fellow members of the ASEAN region, our universities play a key role in strengthening people-to-people ties and building a more connected ASEAN community,” he said.

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At the forum, organized by the Ministry of Law of the Republic of Indonesia, Gerung discussed the relationship between innovation, intellectual property, and the role of universities in creating an ecosystem that fosters the emergence of new ideas.

According to Gerung, innovation is measured not only by its end result but also by the intellectual process that produced the idea. He emphasized that originality is essential for an idea to hold value and continue to develop.

AI and the challenge of original innovation

In his presentation, Gerung explained that AI can help people develop ideas, but it cannot replace human thinking. Technology, he said, still needs people capable of providing direction through reasoning and critical thought.

He noted that universities play an important role in preserving that capacity. Campuses are not only places for transferring knowledge, but also spaces for testing, questioning, and developing ideas.

Gerung also highlighted that ideas grow best in environments that encourage the exchange of thought. Through discussion and reasoning, an idea can be tested until it leads to innovation with broader benefits.

Campus as an incubator of ideas

Gerung encouraged universities to become incubators of ideas, bringing together creativity, knowledge, and the courage to think differently. Innovation, he said, requires perseverance and the ability to move beyond established ways of thinking.

Through WCC, Gerung invited students not only to be users of technology, but also to become creators of ideas. The ability to think critically and generate original ideas, he said, is essential for keeping pace with technological change and strengthening Indonesia’s innovation sovereignty.

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