Establishment of Natural Products Development Laboratory: A Future-Proofing Intervention and DOrSU’s Commitment to UN-SDGs

Abstract

The contribution of Higher Education Institutions (HEIs) in achieving UN-Sustainable Development Goals (SDGs) is critical. HEIs’ contribution to the SDGs is not only confined to education and research but also to their engagement with society, policy-ma-king, infrastructure establishment, and sustainability practice in the institution. By aligning their programs and projects to the SDGs, HEIs can share significantly, producing a more sustainable development for all. One of the notable investments of Davao Oriental State University (DOrSU) is the construction of the University Research Complex (UResCom). The structure contains the university’s research laboratories and working spaces for academic scholars to conduct cutting-edge research and scientific breakthroughs. The seed fund for the laboratory equipment and initial research participation was sponsored by project grants from the Department of Science and Technology—Philippine Council for Industry, Energy, and Emerging Technology Research and Development (DOST-PCIEERD). Partnering with established laboratories and institutions is also an effective tool to guide developing universities. This approach will strengthen more productive research engagements as one of the prime movers of the university’s development. It will enhance scientific research outputs and coverage, improve the faculty’s technological competence, enable partnerships with the industrial sector, and is a leverage for the submission of project proposals. This approach will significantly contribute to improving the country’s Global Innovation Index (GII) ranking and to the achievement of these goals.

1. Introduction

The internationalization of research among universities is a successful adaptation to globalization. HEIs are gaining international credibility by improving research partnerships, study-abroad programs, global connections, recruiting foreign students, and internationalizing faculty. Globalization is a social process, while internationalization portrays the appropriate strategies initiated by universities as a reaction to globalization [1]. Determining DOrSU’s research niche is tantamount to uncovering its strength and potential. The university sits adjacent to Pujada Bay, which has been declared a marine protected area. It has recently become a member of the elite club as one of the world’s most beautiful bays. The presence of the Mati Protected Landscape (MPL) and the Mount Hamiguitan Range Wildlife Sanctuary (MHRWS) in the vicinity is a testament to the surrounding area’s biodiversity and the richness of research opportunities. Mining activities in the province have contributed to the already intricate challenge; therefore, there is an urgency to act and balance accordingly.

For this purpose, DOrSU, as the single state university in the province, is seen to become the best depository of research and knowledge. An inventory of in-house experts or faculty pool with special training support the ambitious plan. The university likewise has faculty with regulatory licenses who could offer another outlook to the agenda. This will only be part of the first implementation of the plan. However, it will certainly open new research undertakings for other research areas in the future. To fill the personnel gap, young employees with high potential are encouraged to undertake advanced studies or special training that the university does not have to match the demand. There is a reasonable and justifiable fear that not doing this plan risks unpleasant implications. Inaction in this call may well relinquish opportunities and promising directions with compelling applications. Today, universities are mandated to work within the confines of the SDGs [2]. Universities are a key part of this endeavor with their transformative function of driving innovation, research, education, and policy development. Through their contribution to technological advancement, promotion of sustainable industrial practice, social progress, economic growth, and human capital development, universities can directly facilitate these objectives to be achieved. In this sense, universities are best placed to influence economic and industrial development because of their dual function as educators and promoters of innovation.

This paper is focused on laboratory infrastructure and research capacity-building, which directly captures SDG9 (industry, innovation, and infrastructure). As cited in the study by De la Poza et al. [3], the best-ranked universities were more committed to transferring knowledge to industry because the more initiatives related to SDG9, the higher the position a university occupies in the general ranking. Universities put more emphasis on quantitative metrics like citation indicators in research outputs [4,5,6] to be aligned with international rankings such as the QS World Ranking, Shanghai Ranking, The World University Ranking, and Scimago Institutions Ranking. This method only favors prominent and established universities. It excludes initiatives made by smaller institutions like beefing up their research infrastructures and personnel readiness. These are essential tools before developing universities can publish high-impact research outputs and draw substantial citations. This report, therefore, fills that specific gap for university-based SDG initiatives that are often overlooked in sustainability discussions.

2. Strategies Implemented

DOrSU has implemented strategies to best position the university and foster future innovative initiatives. Among the many efforts include the development of a comprehensive program under the office of the university President, strategic planning and benchmarking, revising the organizational structure to align with the projected development plan, redirecting the research agenda, improving facilities, and providing state-of-the-art equipment, creating research and innovation centers, enhancing external fundraising efforts, hiring experts in relevant fields, strengthening collaborations, and encouraging mentor–mentee partnerships.

This manuscript is a narrative of the successful implementation of a government-funded project by DOrSU. It further presents a brief overview of DOrSU’s collective initiative to fulfill its mandate as a young university effectively. It highlights how our institution thoughtfully charts its course to effectively contribute to the United Nations Sustainable Development Goals (UN-SDGs). This study does not make any comparisons with other HEIs in the region, nor does it discuss initiatives taken by these institutions. The first phase of the project was focused on establishing a natural products laboratory by acquiring modern equipment, commissioning it, and technical personnel training. Future research engagements will explore the province’s abundant biodiversity, creating the groundwork for impactful discoveries and the subsequent publication of our findings.

3. Results and Discussions

3.1. Why Natural Products?

The construction of the natural products laboratory is due to the rich biodiversity of the province and the availability of qualified personnel in the university. A registered Chemist and Bioprocess Engineering faculty member with expertise in isolating bioactive compounds from natural sources will be responsible for the natural products laboratory. Due to the high endemicity of the province and high biodiversity index, there is a high potential for the discovery of new species, which can have broad applications. That is why the City of Mati has three declared protected areas: Mount Hamiguitan Range Wildlife Sanctuary, Mati Protected Landscape, and the Pujada Bay Protected Landscape and Seascape. With these rich natural resources, the laboratory can focus on discovering and isolating bioactive compounds that can provide new therapeutic agents or agrichemicals. The laboratory is well-set on a strong foundation with expert faculty members with international training in different fields of study, such as natural products chemistry, biology, and environmental science. They can facilitate interdisciplinary interaction so that the holistic exploration of natural products in health innovations, agriculture, and sustainable activities can be explored. It is important to match HEI’s vision with available in-house experts, relevant natural endowment, and niche for effective resource utilization. These elements can blend harmoniously and assist in achieving the desired organizational strategic goals.

3.2. External Funding

Extramural funding is essential in university performance development and is significant in several academic and institutional development areas. Internal resource limitations have prompted DOrSU to intensify project proposal submissions to various funding agencies. Government grants, foundations, and industry collaborations are some of the funding agencies that permit institutions to pursue innovative projects with the possibility of resulting in revolutionary breakthroughs. As a result, DOrSU-UResCom has accumulated significant projects worth millions from DOST-PCIEERD. This government sectoral planning council formulates policies, plans, and programs and implements strategies in the industry, energy, and emerging technology sectors. The agency provides direction, leadership, and coordination of the country’s relevant scientific and technological efforts.

Table 1. Key program, activity, and project of UResCom.

Title	Source	Amount (PhP)
Establishment of natural products development laboratory: A future-proofing intervention for the agro-industrial sector	DOST-PCIEERD	5,000,000.00
Optimization of essential oil (EO) extraction from aged almaciga (Agathis philippinensis) resin through supercritical fluid technique: An initial step towards product valorization	DOST-PCIEERD	1,000,000.00

shows some of the research and non-research projects implemented by UResCom.

The abovementioned PhP5 million project aims to operationalize UResCom and improve its research capabilities and human capital development. Specifically, it will establish the Institute for Natural Products Discovery and Development (i-NatProd) laboratory and enhance the research and innovation facilities by procuring state-of-the-art equipment, fixtures, and laboratory tables. The project aligns with the university, regional, and national development agenda. Figure 1 shows the launching of the iNatProd laboratory last 13 December 2024 at UResCom. Potential outcomes include improved research capabilities of the university, establishing the first natural products laboratory in the province, strengthening the technical know-how of the faculty researchers, increased funding, enlarged collaborations, and increase the university’s participation in diverse scientific exchanges. These outcomes will help the university evaluate the project’s success and demonstrate its overall impact. The target beneficiaries are researchers, academe, community, students, Local Government Units (LGU), agrichemical and pharmaceutical industries, incubators, and decision managers. On the other hand, the project titled “Optimization of essential oil extraction from aged almaciga (Agathis philippinensis) resin through supercritical fluid technique: An initial step towards product valorization” is the initial fund provided by DOST-PCIEERD to kickstart the natural products research component. This project aims to evaluate the extraction process of essential oils (EO) from Agathis philippinensis resin, a valuable natural resource found abundantly in Governor Generoso, Davao Oriental. By utilizing the supercritical fluid extraction (SFE) technique, the project seeks to maximize yield and quality. This is achieved by optimizing the extraction parameters, such as temperature, pressure, and flow rate of CO₂ extraction time of aged resin. Optimization will determine the differences in yield and chemical composition, providing insights into the best parameters for extraction. The EO extraction of almaciga resin through SFE dignifies this indigenous material, enhances its economic worth, and promotes sustainable forest conservation and management. The high-quality EOs are suitable for use in diverse industries like cosmetics, pharmaceuticals, and aromatherapy, providing new market possibilities and boosting the economic worth of almaciga resin. This value-adding strategy will create leverage among tappers in pricing their resin, offer alternative ways to earn, and provide opportunities to increase their income.

External funding can contribute significantly to the ability of universities to conduct research activities, which affects their overall academic performance and reputation [7]. Universities rely on funding from outside the institution to undertake infrastructure development. Scholarships may be employed in upgrading laboratories, classrooms, and technology hubs, which reinforces the education infrastructure. The investments facilitated by external funding significantly affect the quality of facilities, which further affects university rankings and appeal to potential students [8]. Universities with substantial external funding can support the local and national economies through employment, innovation, and commercialization of research products. These institutions become an economic development source. It improves academic performance and overall economic effects, which reflects the contribution of universities to community development [9]. Higher funding levels can contribute to improved performance indicators, which attract additional investments. Funded universities are more productive, and there is a direct relationship between external funding and institutional reputation, which is necessary for attracting talent and resources [10]. External financing is a critical component of university performance as it facilitates research, improves facilities, promotes collaborative environments, facilitates student programs, and affects institutional reputation. These elements combined enable universities to achieve their educational and social missions in an efficient and effective manner.

3.3. Regenerative Program of Development

The regenerative future is a governance development platform launched by the university President to support his developmental agenda [11]. Despite the fact that the idea has been widely studied and promoted by many scholars all over the world [12,13,14,15,16,17], the idea is new to the entire DOrSU community. The Regenerative Program of Development (RPD) is a systemic approach to establishing systems that increase and improve the health and resilience of ecosystems, communities, and economies. Unlike the traditional development paradigms that focus more on growth and profit at the expense of the environment, the RPD focuses on the regeneration and sustainability of resources. Sustainable development is a fundamentally important approach developed from growing awareness of an impending environmental disaster [18]. The idea is not only essential in addressing the needs of today but also in ensuring that tomorrow’s generations are able to meet their own [19]. Sustaining this principle is an obligation and a promise that must be ensured to guarantee the prosperity of our world for tomorrow’s generations.

3.4. Benchmarking

The university, through UResCom, engages in active benchmarking exercises with the best institutions and top laboratories in the nation. Benchmarking enhances the academic excellence and research capacity to a great extent [20]. Such partnerships involve collaborative research programs, faculty and student exchange programs, as well as meaningful seminars and workshops. Through the assessment of successful programs, the university can learn best practices to initiate paradigmatic changes in its academic programs [21]. The involvement of the staff in joint research not only improves their competence but also brings novel breakthroughs, thereby improving the learning environment in general. Further, the creation of strategic alliances with the highest-ranked laboratories places state-of-the-art technology and the latest equipment within reach, thereby allowing our researchers to carry out quality research studies. These collaborations also offer excellent internship opportunities to the students, thus giving them the hands-on experience necessary for professional development. The university also maintains improvement of its practices through constant observation and constructive criticism by the collaborating institutions, thus ensuring national and international education standards. In conclusion, these benchmarking activities enhance academic excellence while promoting a dynamic culture of innovation and collaboration among the university community.

3.5. Revision of the Organizational Structure (OS)

The transformation of DOrSU into a full-fledged university from a State College requires the overhaul of the OS. A committee was commissioned to study and propose a more responsive OS. A series of meetings, benchmarking, consultations, and presentations to the different stakeholders were conducted before its eventual approval by the Board of Regents. Restructuring the university’s organizational framework is a crucial process towards fulfilling the strategic development plan. This key process involves a thorough analysis of the existing framework, determining the areas that must be reinforced, and embedding transformative changes that will be more focused on the dreams and goals of the university. An essential element of this revision is to produce a structure that provides efficiency, promotes effective communication among departments, and will translate into better collaboration and productivity. As DOrSU expands and develops its educational and research endeavors, it is important that the organizational structure actively supports these developments. This is crucial to the success of new ventures, new areas of research, and effective community outreach programs [22]. Stakeholder participation is an important element. Engaging with the faculty, staff, and students themselves in the discussion process can not only provide valuable input but also bring about ownership and commitment to the changes that are being made [23]. Incorporating their inputs is vital in identifying bottlenecks of the existing framework, which may not be apparent to the administration. Moreover, the proposed structure should be flexible for future changes. The higher education landscape is transforming rapidly due to technological innovation, demographic changes, and shifting student needs [24]. Like the university operating system, the new UResCom possesses a versatile framework that is created to adapt to innovations and to sufficiently address upcoming challenges in research and development. The organizational structure of UResCom is shown in Figure 2. Six research institutes were initially established, with plans to incorporate more fields as the need and funding requirements will allow.

3.6. Education and Capacity Building

The first pillar through which the universities contribute to SDG is education. Universities must train future engineers, entrepreneurs, scientists, and policy-makers with appropriate skills and knowledge to address the challenges of sustainable industrialization and infrastructure. Higher education plays a central role in the formation of human capital for the green economy, technological innovation, and the realization of sustainable practices in industrial production. Universities play a pivotal role in facilitating the skills necessary for the realization of the UN-SDGs. It boosts the empowerment of the new generation with the ability needed to drive the country’s economic development [25]. According to Barreto et al. [26], a university education combining principles of sustainability equips graduates for employment in those industries that advance environmental sustainability and resilience. Furthermore, the inclusion of sustainability in curricula positions students at the helm of leadership roles in a sustainable future [27,28,29,30].

3.7. Research Innovation and Foresights

One strategic foresight the university has sought is the establishment of the Center for Futures Thinking and Regenerative Development. The center is the foresight office that studies trends, creates future scenarios, and involves stakeholders to anticipate challenges. They will make strategic recommendations, scan changes, and foster a culture of foresight to position the organization for future developments. In addition, DOrSU also established the UResCom, which has state-of-the-art laboratory equipment. This is a game changer for the research division that will position the university to carry out innovative research foresight and attain the unprecedented. The initiative will open the floodgates for more innovations and collaborations. University research is the primary avenue for achieving SDGs. Universities generate cutting-edge knowledge and carry out applied research that creates new technologies, sustainable industrial practices, and innovative societal solutions. University research is the key to generating and spreading knowledge that drives technological innovation [31,32,33,34]. Etzkowitz and Leydesdorff created the “Triple Helix” model, which shows how universities, industries, and governments can collaborate to drive innovation [35]. Universities bring the intellectual capital and the research infrastructure needed for technological progress and commercial applications, making innovations accessible and scalable [36]. Similarly, universities are incubators for innovation, especially for establishing innovative infrastructure solutions that result in urban sustainability [37]. HEIs are best placed to create knowledge and collaborate with industries to adopt sustainable innovations that result in greener, more efficient industrial processes. The knowledge transfer from academia to industry can scale innovations such as waste reduction technologies, carbon capture solutions, and sustainable materials [38].

3.8. Mentor–Mentee Model

The common form of mentorship among similar disciplines and fields of senior-to-junior, peer-to-peer, teacher-to-student, and established-to-early career faculty members is an effective system. It has proven effective in enhancing personal–professional development and growth [39,40,41,42,43]. The approach is also a helpful tool when applied in established-to-young university relationships. The partnership will allow top-ranked universities to mentor and guide comparatively young HEIs, particularly in research, teaching, innovation, and extension work. UResCom personnel are mentored by a multi-awarded researcher and Balik Scientist. The Balik Scientist Program (BSP) is the government’s brain gain initiative, which aims to tap the expertise of Filipinos abroad to strengthen the science and technology capabilities of local counterparts in academia. The mentor proffers advice, guidance, feedback, and support for preparing project proposals, capability building, future-proofing, and other collaborative endeavors.

3.9. Roadmap

UResCom has developed a master plan or roadmap, which acts as fundamental guiding principles for staff in the achievement of their goals. A systematic process was created for strategic planning that helps the team define the objectives, maximize the use of resources, and track progress. The roadmap outlines a clear vision and mission, which are the foundation for all strategic initiatives. A well-defined mission creates unity in the institution and provides a shared purpose to all the stakeholders [44]. The template helps to make it easier to establish attainable goals. Those clear goals can improve performance by inspiring individuals and teams to focus their efforts [45]. An institutional plan helps prioritize initiatives based on their alignment with strategic goals and expected impact. Such prioritization is required to ensure efficient use of resources and to improve institutional effectiveness [46]. The roadmap helps guide the wise use of resources, ensuring that financial and human resources are utilized appropriately. Successful strategic planning results in the right allocation of organizational resources, hence sustainability [47]. An institutional strategy planned with flexibility provides the institution with the ability to respond to changes. Thus, understanding these factors’ dynamics is needed [48]. The roadmap is a tool for effectively communicating the institution’s goals and strategy. It emphasizes open communication in achieving support and encouraging stakeholder involvement [49]. In guiding education organizations to goal fulfillment, there must be an organizational plan or design. Offering a systematic method of strategic planning facilitates action and vision alignment, stakeholder involvement, optimal utilization of resources, and adaptation to the environment, thereby ensuring the institution’s overall success.

4. Limitations and Future Research Directions

An integrated measure tool for monitoring successful strategy and program implementation should be included in the plan. The university will have an all-encompassing measurement strategy for success to ensure informed decision-making that promotes adaptability, improvement, and sustainable progress. A comparative analysis with other HEIs is needed after sufficient data will be collected to evaluate the impact of our current efforts. DOrSU’s natural products laboratory is the first of its kind in the province. To our knowledge, there are no similar initiatives by other HEIs in the region. Possible reasons for this gap may include lack of available experts in the field, the high cost of investment, or the fact that this area has not yet become a priority for those institutions. Future research endeavors for DOrSU must encompass the exploration of the exclusive biodiversity of Pujada Bay and its surrounding protected areas to ensure effective conservation practices. The university is dedicated to sustainable resource management in the context of mitigating the impacts of mining activities on natural resources. It will also aggressively pursue bioprocess engineering to isolate bioactive molecules from natural sources, thus unraveling enormous medicinal and agri-potential. Climate change impact research and resilience efforts are necessary, as well as community outreach programs that include traditional knowledge to employ it meaningfully. DOrSU should implement total academic strategies by conducting specialized training programs and workshops to develop faculty competence. In the meantime, the administrative strategy will be securing funds and grants to fund research endeavors. Collaboration with local industries to integrate research outputs and the establishment of international collaborations for value-added knowledge transfer are inherent steps that will position DOrSU’s initiatives in line with the goals of the UN-SDGs while maintaining the culture of innovation and excellence in the institution.

5. Conclusions and Recommendations

The paper offers a critical analysis of the role of Higher Education Institutions (HEIs), in this case, Davao Oriental State University (DOrSU), in promoting the UN-SDGs. HEIs can extend their roles to include community engagement, policy advocacy, infrastructure development, and sustainability to support Sustainable Development Goals (SDGs). The creation of the University Research Complex (UResCom) in DOrSU becomes a main theme, evidencing a strategic investment in research capacity to advance innovation and scientific breakthroughs. Through the construction of new laboratory facilities and the acquisition of advanced equipment, the university is well-placed to become a world-leading institution that can better meet important local and global needs. The focus on cooperation with known institutions also puts DOrSU in a better position to enhance its technological capability, particularly in the context of the university’s biodiversity-rich environment. The discussion also identifies the need for DOrSU to define and enhance its research capability, particularly in natural products development. By developing internal capacities and helping young researchers, the university intends to fill gaps in knowledge to tackle environmental and resource management questions. Consistent submission of project proposals to diverse benefactors is a must to ensure sustainable funding. On the other hand, the mentorship approach is essential for talent retention in the laboratory. Fostering professional growth, promoting skill development, facilitating career advancement, and building relationships are necessary to keep valuable and skilled employees. As the total skills of younger talents are developed and improved, they can participate in submitting project proposals, increasing the likelihood of securing more approved projects. The tale underscores complacency risks, that failing to seek these projects out is a missed opportunity with socio-economic consequences. By integrating sustainability in the research and pedagogic paradigms, universities are capable of driving innovation and technology development change. This integration puts DOrSU at a competitive advantage in the academic world and can elevate the nation’s ranking in the Global Innovation Index.

To benefit from these findings, DOrSU should establish a Research Fund Office whose mission is to facilitate faculty and students in obtaining different funding sources and project administration. In addition, there has to be an officially instituted mentorship program to assist budding researchers, enabling skill gain and retention. Research projects with a community focus should be given priority to solve particular socio-environmental issues, making research results more relevant and applicable. In addition, collaborations with private and public sectors must be sought to maximize resource sharing and innovation. Incorporating sustainability in the curriculum will help prepare students to contribute towards the UN-SDGs. Lastly, setting metrics for assessing the impact of research programs can provide inputs for policy modifications, enabling DOrSU to strengthen its lead role in driving meaningful change.

Finally, the paper encompasses the multifaceted role of HEIs towards sustainable development via concentrated research, provision of infrastructure, enabling mechanism, and strategic alliances. The university’s leadership in leading the SDGs has put itself in the forefront of becoming a central driver of innovation. This initiative exhibits the potential of HEIs in driving change and responding to the urgent socio-environmental concerns of the time.