Dr Muneeb Imtiaz Ahmad
Senior Lecturer in Computer Science, Swansea University
15 April 2025
This is the fourth in a series of blogs on applying to be a panel member for REF 2029. In this blog, Dr Muneeb Imtiaz Ahmad, Senior Lecturer in Computer Science at Swansea University, encourages you to apply for panel membership by sharing an example of his efforts to support researchers within his organisation.
The United Kingdom’s higher education (UKHE) sector is home to academics, researchers, students and professionals from different backgrounds, sharing both common and diverse attributes and experiences. REF 2029 recognises this aspect and has consequently placed increase weighting on People, Culture, and Environment (PCE). In addition, REF 2029 acknowledges the underrepresentation of certain groups regarding panel membership and is extremely keen to benefit from their inclusion in developing and delivering REF 2029. This blog is an exclusive encouragement to the vibrant and diverse force of UKHE to participate and make REF 2029 successful.
The importance of PCE in research
Research excellence has traditionally been measured through outputs like journal articles and citations. While these metrics continue to have value, they capture only part of what makes research truly excellent. The essence of PCE lies in fostering an ecosystem that values individuals, promotes a collaborative culture, and provides a research-enabling environment. Research thrives where diverse minds collaborate within inclusive and resourceful settings. Hence, we need diverse expertise and perspectives among the panel members for REF 2029.
Leadership is synonymous with inspiration
The reasons for underrepresentation in research panels may include the absence of guidance and role models for underrepresented groups. It could also be due to limited outreach and engagement in diverse communities.
This post aims to encourage individuals to submit applications for panel membership by sharing an example of my efforts to support a group of researchers within my organisation. I represent a marginalised group and hope to inspire others in similar situations to consider applying for panel membership.
The ethos of this practice lies in the effective leadership that inspires and motivates people by fostering a shared vision, promoting a positive environment, and empowering individuals to achieve their full potential, ultimately leading to higher performance and engagement.
I lead an award-winning hub at Swansea University which has identified two key challenges: first, assisting academics specifically early career researchers (ECRs) from non-UK backgrounds in understanding and navigating the REF assessment process; and second, creating an environment that helps ECRs develop high-quality grant applications. I have experienced these challenges and was committed to leading a change to support individuals in similar circumstances.
The ECRs I speak to often struggle with the intricacies of the REF, such as understanding the difference between internationally excellent and world-leading outputs and crafting concise statements. Universities typically have an internal process for selecting outputs for official REF submissions, and these selections are important for faculty members’ career progression. A lack of understanding of this process can result in ECRs submitting outputs that may not be favourably assessed. To address this issue, I organised structured seminars that were widely disseminated, which helped enhance understanding of the REF process. Additionally, exercises were conducted to distinguish between 3* and 4* papers, leading to a better comprehension of the assessment criteria. This experience also led me to serve on the outputs assessment team in my institution.
To support grant writing, I organised events that improved research proposal quality and fostered collaboration among academics. Structured meetings guided UKRI proposal development, encouraging a shared culture of bid writing. The commitment to these events, despite the demands of academia, created a positive grant writing environment and yielded superior submissions and faster completion times.
Through these initiatives, I was able to inspire ECRs within the department and develop a culture of change. In 2024, my leadership for the hub resulted in a research and innovation award for promoting people, culture, and environment. Moreover, I believe, this recognition inspired several ECRs from underrepresented communities to practise similar activities to drive change.
In summary, through this post, I want to motivate individuals across the UK, particularly those from underrepresented groups, to apply to panel membership and demonstrate positive leadership examples to inspire more people. More role models and positive examples can help increase the representation and will eventually promote inclusivity.
As stated, effective leadership is the cornerstone of inclusivity and plays a vital role in transforming research landscapes into spaces where every voice matters and is valued.