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Copenhagen University Research and Innovation Board (”KUFIR”)

Working with industry and carving out partnerships at University of Copenhagen Søren Hartz Faculty director. Copenhagen University Research and Innovation Board (”KUFIR”). Members: Prorector (chair) Leader representatives from the University’s 8 faculties

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Copenhagen University Research and Innovation Board (”KUFIR”)

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  1. Working with industry and carving out partnerships at University of Copenhagen Søren HartzFaculty director

  2. Copenhagen University Research and Innovation Board(”KUFIR”) • Members: • Prorector (chair) • Leader representatives from the University’s 8 faculties • Deputy director for Research and Innovation • Aim: • Identify and pursue the University's strategic developments in research, innovation and business collaboration, and improve the organizational support of these areas • Focus areas in 2011: • Co-ordination of research initiatives and strategies • Collaboration with private and public sector • External profiling of research and innovation activities • Development of commercialization, applications for funding, etc. • Promotion of interdisciplinary and cross cutting research initiatives • External research funding – lobby and improved rates of success • Research infrastructure – strategy and funding opportunities

  3. LIFE’s business-facing goals Coherence between faculty business-facing strategy and departmental action plans Business-facing reputation among students, faculty, and companies Maintaining and developing new industry relationships Educational tracks in touch with labour market; mentor programmes, trainee programmes, industry-oriented courses Utilisation of specific public-private funding mechanisms Utilisation and application of research for benefit of society

  4. Business Affairs Unit ”ErhvervsService” • Entrance and guide to LIFE for industry • Continuous focus on stimulating LIFE departments, faculty, students towards even more industry collaboration, knowledge-exchange, innovation, entrepreneurships • Fundraising from private sources (positions, infrastructure) • Support to deanship, departments, councils, committees, faculty regarding action plans to increase business-facing activities • LIFE’s Industry-collaboration barometer • Action plans = measurable succes

  5. IBHV professors day 4. februar 2011 KU-LIFE business strategy (1) 1. Input from the world around us Faculty advisory board, department advisory boards, 4 recruitment panel Contact programme Mapping of existing contacts and plan of contact programme at management level 3. Industrial PhD Bonus for the departments. Instrument for concrete projects 4. Industrial Postdoc’s Input from LIFE has lead to a HTF Industry-post doc programme

  6. IBHV professors day 4. februar 2011 KU-LIFE business strategy (2) 5. Industrial Professorships Mutual inspiration, practical research- and educational benefit for students, academic environments and businesses 6. Business relevant master projects and ECTS rewarding business venturesInstrument for specific projects 7. Industrial collaboration barometer Annual report of the faculty’s business collaborations at various levels 8. Erhvervspris awarded to a LIFE researcher Nominatedby external parties based on criteriaof innovation and business collaboration

  7. LIFE’s industry collaboration barometer - 2009 LIFE’s industry collaboration is primary with agriculture, food and biotech industry

  8. PhD status - 2009

  9. An example: Test for E. coli F4 resistant pigs 200.000 piglets die every year in DK because of E. coli F4 diarré

  10. New technology makes full scale processing of 2nd generation biofuels possible – DONG plant 2009 New process for converting oil palm residues to fermentable sugars and biofuels - Novozymes A new technology for sorting and processing of household waste to heat, power and biogas - Dong, DTU, Haldor Topsøe Industrial partnerships, projects and collaborations within bioenergy with DONG, Inbicon, Novozymes, Hedeselskabet, Haldor Topsoe, Maersk, Boeing and DLF-Trifolium. Another example: LIFE’s engagement in 2nd generation biofuel

  11. Analysis of LIFE’s industrial collaboration IDEAL FROM A BUSINESS POINT OF VIEW KU-LIFE should consider business partners as a continued relation. It is very important to stay in contact after ending research projects SCENARIO AT PRESENT KU-LIFE consider business partners as supplier for single research projects. Almost no focus on nursing relations when the projects ends - ReD Associates september 2010

  12. Future collaboration based on core competences Institutional perception Perception based on competences - ReD Associates september 2010

  13. For further information… Faculty Director Søren Hartz The Faculty of Life Sciences Bülowsvej 17 – DK-1871 Frederiksberg C Tlf. +45 3533 2002 - soh@life.ku.dk – www.life.ku.dk/english

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