TEKNAT@AAU Challenges 2011 By Eskild Holm Nielsen

1. TEKNAT@AAU Challenges 2011 By Eskild Holm Nielsen

2. Major challenges • Future research funds will be directed towards innovation and product development • TEKNAT has an important role in job creation in society • Graduates employability will be a key evaluation criteria • In 2013 public research funds will be reduced • In the long run will PhD funds be transformed to basic research funds • External funding will be more and more important • We need to address future grand challenges • Sustainability • Change in Demography • Water shortage

3. Campus development

4. The Baseline at TEKNAT • Consolidated finances – surplus in 2010 can be used in 2011 • Budget in balance • Increasing income from external funding • Increased Phd intake • Broad and relevant portfolio in educational programs • Potential for growth in educations is at master level • Number of publications is raising – WOS and BFI • Suitable balance between VIP and TAP • After the reforms – a need for implementation and consolidation • Need for strategic development

5. New educational programs for 2011 • Positive accreditation : • BSc in Techno-Antropology (Aal./Chp.) • Cand.scient. in Techno-Antropology (Aal./Chp.) (2012) • BSc in Sustaianable Biotechnology (Cph) • The former BSc in Biotechnology, Chemistry and Environmental Enginnering: • BSc in Environmental Engineering (Aal.) • BSc in Biotechnology (Aal.) • BSc in Chemical Engineering (Aal.)

6. 6 • Consolidated INS • Large changes in economy the last years • Results (turnover) (Extern funding) • 2005 : - 40 mio ( 960 mio) • 2006 : + 20 mio (1000 mio) (200 mio) • 2007 : + 8 mio (1010 mio) (209 mio) • 2008 : - 10 mio (1050 mio) (260 mio) • 2009 : + 45 mio (1200 mio) (309 mio) • 2010 : + 50mio (1298 mio) (317 mio) - TN • 2011: 0 (1305 mio) (347 mio) - TN • Largest risks are educational income, unexpected activities

7. Allocation of Income in 2011 - TEKNAT Education Master programmes etc. Ph.d. Research External funding SBi

8. Allocation model for research funds – new funds • New funds are allocated between universities: • 45 % on basis of educational turnover (mill. DKK) • 20 % on basis of turnover in external funding (mill. DKK) • 25 % on basis bibliometric indicators (number of points) • 10 % on basis of PhD’s (degrees - 3+1) • AAU use this model for internal allocation of research funds.

9. Basis for allocation from VTU by the 45-30-15-10 key (Teaching, external funding, bibiliometric indicators and ph.d.)

10. Public Research Funds

11. External Funding (mio DKK) Without Health - 2010 and 2011are estimates

12. Danish universities external funding in 2010 – VTU estimate

13. Growth in turnover of external projects is the key to increase public research funding – goal for TEKNAT is 500 mill. DKK • It is a hard work but we can do it • Getting more funding from private donors • Lobbying • Be strategic • Keeping our success in DSF, HTF, RTI • Keeping our success in EU funding • Increase the successes within FTP, FNU

14. TEKNAT Strategy process • A combined approach – bottom-up and top-down • The process shall be valuable in it self • Focus at the triple bottom lines • Human, talent and collaboration bottom line • Knowledge bottom line • Financial bottom line • TEKNAT shall make a difference • Develop our strongholds • Grand challenges • Climate Change • Demography – ageing society (IKT)

15. Faculty strategy – Themes and content • Development and recruitment of talent • Meet the Grand challenges • Sustainability • IKT – Ageing society • Focus areas – our strongholds • Globalization and internationalization • Collaboration with organisations and companies • Content • HR-development • Education • PhD education • Research • Outreach

16. Educations • Develop and implement the school structure in order to secure a full program of educations • PBL must be kept and developed – it is the diamond in our education • Establish a PBL-organisation – the aim is to enlight our PBL research and document our educational model • International strategy for our educations – demand for balance • Market our educations in respect to PBL and options for doing projects in relation to industries and public organisations • Develop our master programs on basis of the development of our research entities • Still focus on completion ratio • maintained in 2010 – Thank you!

17. The PhD area • Keep the momentum! Why?: • It create new development and energy in the research groups • It is the driver for publications • It is the key to be in top 5 in Denmark • Create carrier opportunities for our PhD graduates • We shall collaborate with international recognized research entities and develop joint degrees and international PhD programs • Develop partnerships in respect to exchange of PhD students • Establish PhD programs in line with the development of our research entities. If research entities have critical mass new programs can be established – 50 PhD Students

18. Ph.d. - Degrees and Enrolment

19.  Key performance indicators PhD

20. Research • Branding - national and internationally • Focused and strategically • Develop and retain talent • The best PhD students offers positions as post doc or assistant professor • If the talent is high carrier opportunities will be offered • Further development of Junior Academy • Attract internationally recognized researchers or groups • TEKNAT’s recruitment program – I need name • Affiliate part-time researchers (foreigners or from industries) • Establish/develop research areas • Interdisciplinary or –interdepartmental • Unique research initiatives

21. Initiatives in 2011 • Attract a number of 10% or 20% professors – TN pay a third part • Increase the numbers of Post Docs – strongholds – TN pay a third part • Facilitate the research strongholds of TEKNAT – will be based on input from departments • Develop partnership 2,0 with our strategic partners – industry or public organisation • Increase our support to our PI´s • More to be developed – depend on initiatives from departments

22. AAU Energy SBI Dept. of Civil Engineering Energy efficient buildings, foundations and Wave Energy Dept. of Electronic Systems Control and regulation of energy systems WEST Dept. of Energy Technology Electrical, Thermal,, Mechatronic, fuel cells & Hydraulic Energy Technology RTC ENERGI Dept. of Mechanical and Manufacturing Engineering Materials/vindmill vings & Constructions/Hydraulic Dept. of Biotechnology, Chemistry and Environmental Engineering Bio energy, Oil & Gas FS HyFC Dept. of development and Planning Energy system analysis and Politics, Transport, Impact assessment & LCA FS Energy Lab DK Other departments Computer Science, Physics and Nanotechnology FS DAWE 22

23. COMMUNICATION COMMUNICATION 3 3 REFRIGERATOR REFRIGERATOR Energy Storages WIND TURBINE WIND TURBINE PRIMARY FUEL SOLAR CELLS SOLAR CELLS TELEVISION TELEVISION DC DC AC AC SOLAR SOLAR LIGHT LIGHT ENERGY ENERGY TRANSFORMER TRANSFORMER HEAT LOADS 1 1 - - 3 3 3 3 3 3 3 3 MOTOR MOTOR TRANSFORMER TRANSFORMER POWER STATION POWER STATION PUMP PUMP FACTS/CUPS ROBOTICS ROBOTICS Energy Storages COMPEN COMPEN - - CHP SATOR SATOR INDUSTRY INDUSTRY FUEL FUEL DC DC CELLS CELLS AC AC [ [ POWER SUPPLY POWER SUPPLY TRANSPORT TRANSPORT ac ac dc dc ~ ~ = = FUEL FUEL COMBUSTION COMBUSTION ENGINE ENGINE Nøgelord: Energi produktion – Energi distribution – Energi forbrug – Energi kontrol

24. Major agreements within Energy at AAU • Vestas Power Programme (35 mio kr) • Dong general agreement (15 mio kr) • BladeKing (HTF, 60 mio kr med LM) • CO2 neutral construction (DSF, 40 mio kr, mm) • Biorefinery (DSF, 25 mio kr, mm) • Reliable design of off-shore Windmills (DSF, 18 mio kr) • Nano-materials for blades (EU, LM hovedansøger, 7 mio euro) • Norcowe (norsk vind-center, 250 mio Nkr, 30 mio AAU) • Wave-energy (DSF, 25 mio) • Corpe – Design for Reliability (DSF, Obel, virksomheder, 80 mio) • More than 150 PhD students within the research field • Smart PV and other (DSF, PSO, 25 mio) • + Many other activities

25. BrainsBusiness ICT NORTH DENMARK – established 2008 Business Public authorities Research and developlment

27. IT industries in numbers - 2010 Facts: Nearly 9,300 jobs (+857) Turnover: DKK 17.4 billion (+1.8 billion) 697 workplaces (+50) Value added: DKK 10.3 billion (+0.9 billion)

28. Happy New Year!