Annual Report 2015 by TU Delft

Annual Report 2015

TU Delft Annual Report | 2015

Annual Report 2015 Delft University of Technology â&#x20AC;&#x192;

Contents Key indicators....................................................................................................................................6 Foreword...........................................................................................................................................8 Report of the Supervisory Board ....................................................................................................12

Chapter 1 TU Delft in brief.................................................................................. 18 1.1 Institutional profile ....................................................................................................................19 1.2 Outline ......................................................................................................................................19 1.3 Strategic priorities .....................................................................................................................21 1.4 Report on performance agreements.........................................................................................24 1.5 Highlights ..................................................................................................................................32 1.6 Management and organisation..................................................................................................33

Chapter 2 Education........................................................................................... 38 2.1 BSc degree programmes..........................................................................................................39 2.2 MSc degree programmes..........................................................................................................39 2.3 TU Delft Graduate School.........................................................................................................40 2.4 Other degree programmes........................................................................................................41 2.5 Digital Teaching Methods..........................................................................................................42 2.6 Cooperation...............................................................................................................................43 2.7 Internationalisation....................................................................................................................44 2.8 Quality.......................................................................................................................................46 2.9 Study success...........................................................................................................................47 2.10 After graduation.......................................................................................................................50

Chapter 3 Research........................................................................................... 54 3.1 Academic profile........................................................................................................................55 3.2 Research facilities.....................................................................................................................58 3.3 Thematic cooperation................................................................................................................59 3.4 Regional, sectoral and international cooperation......................................................................68 3.5 National programmes................................................................................................................70 3.6 European programmes..............................................................................................................73 3.7 Quality and productivity.............................................................................................................75

Chapter 4 Valorisation........................................................................................ 82 4.1 Cooperation with businesses....................................................................................................83 4.2 Intellectual property...................................................................................................................84 4.3 Entrepreneurship.......................................................................................................................85 4.4 TU Delft Holding........................................................................................................................85 4.5 Innovative region.......................................................................................................................87 4.6 Valorisation agenda...................................................................................................................89 4.7 Valorisation indicators................................................................................................................89 4.8 Take-off......................................................................................................................................89

Chapter 5 Organisation ..................................................................................... 94 5.1 Organisational developments....................................................................................................95 5.2 Diversity.....................................................................................................................................96 5.3 Integrity......................................................................................................................................97 5.4 Legal affairs...............................................................................................................................97 5.5 Real estate................................................................................................................................99 5.6 Sustainability...........................................................................................................................101 5.7 Safety......................................................................................................................................107

Chapter 6 Financial report ............................................................................... 108 6.1 Developments.........................................................................................................................109 6.2 Liquidity position...................................................................................................................... 110 6.3 Income analysis....................................................................................................................... 111 6.4 Expenditure analysis............................................................................................................... 112 6.5 Investments............................................................................................................................. 113 6.6 Porvisions................................................................................................................................ 114 6.7 Capital position........................................................................................................................ 114 6.8 Financial key indicators........................................................................................................... 114 6.9 Summarised financial statements........................................................................................... 116 6.10 Rights and obligations not included in the balance sheet..................................................... 119 6.11 Explanatory notes to the consolidated balance sheet and statement of income and expenditure............................................................................................................................120 6.12 Accounting policies for the valuation of assets and liabilities................................................122 6.13 Accounting policies for determiniation of the result...............................................................126 6.14 Remuneration of the Executive Board and Supervisory Board.............................................128 6.15 Expense claims of Executive Board members......................................................................129 6.16 Board statement....................................................................................................................130

Chapter 7 Continuity section .......................................................................... 132 7.1 Long-term budget (part A).......................................................................................................133 7.2 Report on the presence and operation of the internal risk management and control system (part B1)..........................................................................................................139 7.3 Description of the most important risks and uncertainties (part B2)........................................140 7.4 Report of the supervisory body (part B3)................................................................................141

Appendices ...................................................................................................... 144 1. Faculties and departments........................................................................................................145 2. Performance agreements, further definitions & assurance report by auditor............................149 3. Definitions of education key indicators......................................................................................160 4. Clarity notes 168.......................................................................................................................164 5. Full professor appointments......................................................................................................166 6. Overview of administrative positions of Executive Board and Supervisory Board members.... 170

TU Delft Annual Report | 2015

Key indicators

INDICATOR

UNIT

Education Intake of new students: • Bachelor’s degree programme

3,154

Number

• Master’s degree programme

1,478

Number

• HBO bridging programme

165

Number

4,796

Number

• Bachelor’s degree programme

11,079

Number

• Master’s degree programme

9,540

Number

• HBO bridging programme

361

Number

20,980

Number

• Bachelor’s degree programme

2,191

Number

• Master’s degree programme

2,451

Number

• PDEng

Number

PhD candidates

2,607

Number

Doctorates

359

Number

PhD pass rate within five years

• Permanent academic staff

864.9

FTE

• Postdocs

391.3

FTE

• Other academic staff (lecturers and researchers)

705.1

FTE

1961

FTE

Government funding

411.4

€ million

Indirect funding

45.3

€ million

Contract funding

134.4

€ million

Total Student population:

Total Positive binding recommendation on continuation of studies in first year

Degree certificates:

Research

Academic staff:

Total Financial matters

TU Delft Annual Report | 2015

Foreword

The moment of truth arrived at the end of 2015: had we at TU Delft managed to live up to the performance and profiling agreements we made? We are happy to report that we have met and even exceeded the targets compared to 2010. Above and beyond, in other words. Looking at the most striking results, our aim was to have eight percent of the second-year Bachelor’s students participating in an honours programme in 2015. We succeeded in this, and quadrupled the baseline score in doing so. But that’s not all. Many more of our talented students are taking advantage of the extra challenges we have to offer them both within and outside the degree programmes. Take, for example, the more than 300 students who ‘simply’ followed a double degree programme in the 2014/15 academic year. Or those who spent their summer holidays taking part in the Challenge Summer School for and by the IDEA League universities. And then, of course, we have our official Dream Teams, who once again

TU Delft Annual Report | 2015

demonstrated exceptional achievements in 2015, such as winning the Shell Eco-marathon and the World Solar Challenge. One thing is clear: many TU Delft students are still fine with ‘a little bit extra’. Excellent students and excellent lecturers are inextricably connected. One way of visualising lecturer quality is through the University Teaching Qualification. Although the aim of 70% may have seemed rather ambitious in the light of an initial value of 7%, this target was also amply achieved. Naturally, quality is not a constant. The progress made in this area forms the prelude to a process of ongoing professionalisation of teaching skills. This can be supported by the improved HR policy, which provides more scope for such staff programmes by means of neatly organised basic processes. While these results are pleasing in every respect, even more so than targets, our main motives continue to be education and research that benefit society, with our graduates forming the most tangible results. This requires us to scrutinise our strategy on a regular basis. Which specialisations will be in demand in the near or distant future, and how can we adjust our range of programmes accordingly? How can partnerships increase our effectiveness? In which areas do we as TU Delft stand out to such an extent that we should intensify our efforts?

There were achievements worthy of mention in this area over the past year too, partly in accordance with the profiling agreements. Regional cooperation within the strategic alliance with Leiden University and Erasmus University Rotterdam has been reinforced further. For example, in 2014, we launched the successful joint degree programme in Clinical Technology; and we worked hard in 2015 to improve access to each institution’s minors and on the development of joint minors. The Master’s degree programme in Nanobiology was launched in cooperation with Erasmus University and follows on from the Bachelor’s degree programme introduced in 2012. At the European level, TU Delft is a partner in the two new European Knowledge and Innovation Communities (KICs) of the European Institute of Innovation and Technology (EIT): the Health and Raw Materials consortia. In order to increase the visibility and strength of research in a number of specific areas, these have been combined in university-wide institutes in recent years, including the Transport Institute and the Climate Institute. The most recent addition is the TU Delft Space Institute, officially opened on 19 May 2015, in which the space research of five faculties is combined. The Delft Researchbased Initiatives (DRIs) guarantee the pooling of research along the thematic lines of Energy, Deltas, Infrastructures & Mobility, and Health. 2015 also saw the launch of the TU Delft Global Initiative (Delft Global), a platform for research focusing on global development according to the motto: ‘Science for the benefit of people. All people. Worldwide’. The basis of this is still firmly anchored in our physical campus. Progress continued in this area too in the past year, for example with the new building for the faculty of Applied Sciences, which will accommodate 1,000 students and 800 staff members as well as highly advanced laboratories. Construction of the Holland Particle Therapy Centre is also progressing steadily. From 2017, patients will be able to undergo radiation therapy in the Delft proton clinic, which will also include facilities for ground-breaking research in the fight against cancer. The QuTech Institute is positioned between the virtual and the physical world, which is fitting for research that focuses on particles that can be both ‘0’ and ‘1’ simultaneously. QuTech partners TU Delft and the Netherlands Organisation for Scientific Research (TNO) signed a covenant for

TU Delft Annual Report | 2015

a ten-year strategic partnership with the Ministry of Economic Affairs, the Ministry of Education, Culture & Science, the Netherlands Organisation for Scientific Research (NWO/STW/FOM) and the top sector of High Tech Systems and Materials (HTSM). Physically the QuTech Institute is situated firmly on the TU Delft campus. And although a real quantum computer is still a long way off, the research has already won respect with many a tour de force. In 2015, researchers from the Institute provided conclusive proof of quantum entanglement, with which they also proved Einstein wrong – a very tangible scientific result. The Executive Board of Delft University of Technology

Report of the Supervisory Board

In 2015, the Supervisory Board was made up of the following members: • Drs. ir. J. van der Veer, president, former CEO of Shell (appointed until 1 July 2017, first term) • Prof. D.D. Breimer, vice-president, former Rector Magnificus/President of the Leiden University Executive Board (appointed until 1 May 2017, third term) • Ms Drs. K.M.H. Peijs, former Queen’s Commissioner for the Province of Zeeland (appointed until 1 June 2015) • Drs. J.C.M. Schönfeld, former vice-president and CFO of Stork NV (appointed until 1 May 2016, second term) • Ms Ir. L.C.Q.M. Smits van Oyen MBA, director and major shareholder of companies in the fields of healthcare, ICT and tourism (appointed until 1 January 2017, first term) • Ms Drs. C.G. Gehrels, European director of Big Urban Clients Arcadis (since 1 June 2015, appointed until 1 June 2019, first term)

Vision and strategy The strategic plan approved in 2012, the ‘TU Delft Roadmap 2020’, will determine the university’s strategic course until 2020. The Supervisory Board performs its tasks on the basis of this Roadmap. The Supervisory Board is actively involved in the further development of the strategic partnerships of TU Delft, both nationally and internationally. Regionally, the partnership with Leiden University and Erasmus University Rotterdam, known as the LDE partnership, is of great importance to TU Delft. To this end, the Board frequently communicates with the Supervisory Boards of both universities. At the national level, TU Delft has a partnership with Eindhoven University of Technology and the University of Twente, the 3TU.Federation. Internationally, the Supervisory Board considered the establishment of Joint Research Centres (JRC) in China and Brazil and participation in university network organisations such as IDEA League and CESEAR. The Supervisory Board was also actively involved in the further planning process for and establishment of the Holland Particle Therapy Centre (HollandPTC). The Erasmus MC and LUMC medical centres are working closely with TU Delft to establish the Netherlands’ first treatment centre for proton therapy. HollandPTC will provide education and scope for scientific research at TU Delft. The Supervisory Board gave its approval on 11 February 2015. The Supervisory Board was informed in detail on

TU Delft Annual Report | 2015

the development and establishment of QuTech, the Advanced Research Centre for the development of a quantum computer and quantum internet in cooperation with TNO. The Dutch government has awarded the status of National Icon to the research into Quantum Technology. The Supervisory Board has also been informed regularly on the development of the Amsterdam Institute for Advanced Metropolitan Solutions (AMS), an institute focusing on urban technology and design in collaboration with the City of Amsterdam, Wageningen UR, the Massachusetts Institute of Technology (MIT) and various businesses. The Supervisory Board is actively involved in the developments in the field of education. Matters such as new degree programmes, the transfer of programmes, the establishment of a numerus clausus for a programme, the quality assurance policy (the Supervisory Board was closely involved in the internal audit Institutional Assessment of Quality Assurance and the development of Institutional Accreditation by the Ministry of Education, Culture & Science in 2015) were followed closely. Accreditation and re-accreditation processes for the degree programmes are also regularly discussed with the Board. The Supervisory Board closely follows the strategy and developments of TU Delft with regard to online education, the development and sharing of MOOCs – in which TU Delft is leading the way internationally – and the Extension School. The real estate issues of TU Delft are discussed in the meeting of the Supervisory Board are discussed each quarter, and further decisions are made if necessary. In 2015, this primarily concerned plans for a new education building, PULSE, the renovation of Sports & Culture, and preparations for an update of the real estate strategy.

Administration and Management In 2015, the Supervisory Board held five regular meetings with the Executive Board and five meetings without the Executive Board. In addition, a strategic meeting was held in which several strategic issues for TU Delft were examined in detail with the Executive Board. To enable the Supervisory Board to properly perform its supervisory task, subjects such as (anticipated) amendments to the law, activities in the field of academic integrity, the code of ethics, and safety and security are discussed with the Board. This also includes topics such as

Institutional Accreditation. The Supervisory Board once again visited a number of faculties and service departments in 2015. The national developments taking place with regard to the higher education system – such as the Vision for Science and the National Academic Calendar, and the government’s Higher Education and Research Review Committee (‘Van Vught Committee’), are being coordinated with the Supervisory Board. Personnel and internal affairs In 2015, the Remuneration and Appointments Committee again conducted annual appraisal interviews with the individual members of the Executive Board. The State Secretary of the Ministry of Education, Culture and Science appointed Ms drs. Carolien G. Gehrels, European director of Big Urban Clients Arcadis, as a member of the Supervisory Board of TU Delft with effect from 1 June 2015. Ms Gehrels succeeds Ms drs. Karla M.H. Peijs, who stepped down from the Board on that date after two terms of appointment. The Supervisory Board actively involved the Works Council and the Student Council in the nomination of this member, who enjoys the confidence of the Works Council in particular. Drs. Dirk Jan van den Berg left TU Delft as President of the Executive Board as of 1 September 2015. The Supervisory Board initiated a procedure to recruit a new president. The Remuneration and Appointments Committee met twice in this context in the last six months of 2015. This led to the appointment of Prof. Tim H.J.J. van der Hagen as new President of the Executive board from 1 May 2016. In accordance with Article 4 of the TU Delft Supervisory Board Regulations, the Board is responsible for determining the quality of its own performance. To this end, the Supervisory Board discusses its own performance as well as that of the individual members, and the consequences that must be attached to this, without the presence of the Executive Board at least once a year. This self-evaluation for 2015 has been started. The evaluation will be completed at the beginning of 2016 according to a questionnaire filled in by all members beforehand. The Supervisory Board also evaluated its president under the supervision of the vice-president. In 2015, the Supervisory Board adopted amended Supervisory Board Regulations.

Finances and operational management Audit Committee The Audit Committee met three times in 2015. Important items on the agenda were the status of the performance indicators which TU Delft has agreed on with the Ministry of Education, Culture and Science, and major investment projects such as the new PULSE education building, the Open Learning Lab and The Square, the new Applied Sciences South building and HollandPTC, including the financing of these investments. Other matters addressed included the reports, the annual audit plan and the activities and results of the Internal Audit Function (IAF), the financial results and cashflow, the reserve policy and the assessment framework of the Supervisory Board. Also on the agenda were the discussion of the 2014 audit report, the 2015 management letter and the associated improvement initiatives, and the 2016 budget. The 2014 audit report and the 2015 management letter were discussed in the presence of the external auditor. Supervisory Board In its meeting on 22 April 2015 the Supervisory Board approved the 2014 Annual Report and the Financial Statements; in its meeting on 16 December 2015 the Board approved the Budget for 2016. During its meetings in 2015, the Board focused much of its attention on the financial position of TU Delft, prepared by the Audit Committee (see above). At each meeting, Finance presented a controller letter about the previous quarter. The special subjects in this regard were: the organisation of the risk management of TU Delft, the long-term financing of necessary investments and improving the control of operational management in the broad sense. The Supervisory Board concludes that the financial position of TU Delft is healthy and that the control of operational management has been further improved. Employee participation The Higher Education and Research Act (WHW) lays down the independent right to direct consultation between staff representatives and the Supervisory Board, the right to nominate one of the members of the Board and advisory powers for the profiling of the Board members. The Supervisory Board and the representative bodies have made procedural agreements concerning these matters. To this end, one of the members of the Supervisory Board has conducted informal discussions with

the Confidential Committee of the Works Council and also with the Student Council on several occasions. In addition, several members of the Supervisory Board attended meetings of the Works Council and the Student Council. In conclusion TU Delftâ&#x20AC;&#x2122;s policy regarding the salary of the administrators and supervisors is in line with the Senior Officials in the Public and Semi-Public Sector (Standards for Remuneration) Act (WNT) and with the agreements made with the Ministry of Education, Culture and Science. From the start of the 2012 calendar year, new contracts have been drawn up in accordance with the WNT. Under the current employment contracts, the TU Delft administrators do not receive any performancerelated bonus. In the opinion of the Supervisory Board, in 2015 the Board continued to perform its task in accordance with the governance code. The Supervisory Board also honoured the principle of independence in 2015. Finally, the Supervisory Board would like to thank TU Delft and its administrators for their constructive cooperation. Special thanks go to former Supervisory Board member, drs. Karla M.H. Peijs, and former President of the Executive Board, drs. Dirk Jan van den Berg.

TU Delft Annual Report | 2015

1 TU Delft in brief

1.1 Institutional profile Vision The increasing number of people on the planet and the struggle to achieve ever-higher levels of prosperity raise major issues for society. In order to address these issues, both technology and the underlying scientific knowledge generated and disseminated by universities are essential. Today’s university of technology is a source of new scientific insights and pioneering technologies. It also trains scientists and engineers, offering them a broad academic basis. As such, it is a catalyst of innovation and economic growth. With their advanced expertise and know-how, engineers are vital to our society and economy. They are the people who develop the science-based technological solutions that help improve millions of people’s lives. As one of the world’s leading training grounds for these engineers, TU Delft defines its role in society as supplying solutions that take us further along the road towards sustainability and a healthy economy. We position ourselves as an open academic community which, through its scientific personnel and graduates, is represented throughout the world and is deeply rooted in our own regional and national, social and economic environment.

Ambition TU Delft aims to remain a university of technology with a leading global reputation. The University wishes to offer a full range of high-quality disciplines, degree programmes and unique facilities in the engineering sciences. By doing so, TU Delft wishes to retain its prominent global reputation as a university of technology that is regarded as a world leader by its peers. TU Delft wants to be a breeding ground for cutting-edge scientific and technological developments in order to answer the great societal challenges of our age. It is also TU Delft’s ambition to be viewed by the business community as a source of outstanding professional scientists and engineers, as a producer of excellent practical knowledge and as an innovative partner – in other words, as a university that fosters new activities and whose research and education have a significant impact on a competitive economic environment. TU Delft wants to be a place where academics and students think in interdisciplinary and multidisciplinary terms, and where science, design

TU Delft Annual Report | 2015

and engineering are the primary driving forces behind teaching and research. We aim to be an inspiring, progressive and gender-aware institution, attracting the world’s best scientists and most talented students who are confident they will be able to fulfil their potential here.

Mission TU Delft’s mission is to make a significant contribution towards a sustainable society for the twenty-first century by conducting ground-breaking scientific and technological research which is acknowledged as world-class, by training scientists and engineers with a genuine commitment to society and by translating fundamental knowledge into innovations and activity with both economic and social value. Nearly all of the engineers trained in Delft find employment within a year of completing their degree. TU Delft aims to maintain this position.

1.2 Outline With a solid financial position, as well as a culture of freedom, calling each other to account and consultation, TU Delft can realise its strategic ambitions. These features constitute an excellent basis for realising the strategic objectives with regard to education, research, knowledge valorisation and the necessary renovation of the campus and facilities. TU Delft is on course in the realisation of its strategic priorities from the Roadmap 2020 and has achieved its performance and profiling agreements.

Core values Much of what the university does is situated on the interface between the public and private sectors. The university is well aware of the value of technology to society and its influence thereon and ensures that it operates in a socially responsible manner. Respect, integrity, expertise, commitment, transparency and avoiding conflicts of interest are therefore core values for everyone associated with TU Delft – staff members, students and guests. TU Delft is a learning organisation, with a culture in which drawing lessons from successes as well as from mistakes – in the TU Delft organisation and elsewhere – comes as second nature.

Education In line with its ambition, TU Delft offers virtually the whole range of engineering disciplines in the Netherlands, supported by pioneering research. The range of programmes on offer is compact, consisting of 16 Bachelor’s degree programmes and over 30 Master’s degree programmes. Some of these programmes are unique in the Netherlands. In terms of focus on content and critical mass, all programmes stand on their own merits. Cooperation with other universities of technology in the Netherlands in the context of 3TU ensures good coordination on the efficiency of the range of programmes on offer. The internationally recognised quality of our engineering programmes is a decisive element in the quality culture within TU Delft. We set the bar high because, as Delft engineers, our students and graduates must be able to measure up to the best of the competition in the international labour market. By Dutch standards, our students follow a relatively difficult and intensive curriculum. As a result, TU Delft students tend to take too long to complete their studies. In the last few years, TU Delft has therefore implemented a number of measures that have proved effective as shown by the evaluation of the performance agreements. The National Student Survey 2015 revealed that the vast majority of our graduates find employment within a period of three months. This is an important indication that our engineers are still in high demand in the labour market. More than ever, this job security attracts the attention of prospective students in the current economic climate. TU Delft once again had a high student intake last year, slightly higher than that of the previous

year. It is important to ensure that all of those students are in the right place as soon as possible. We are therefore committed to stimulating study success in all phases of the study programme – from the programme choice and the link between VWO (pre-university education) and WO (university education) to the student progress in the Bachelor’s and Master’s degree programmes. This approach has yielded good results: the percentage of students receiving a positive binding recommendation on the continuation of studies (BSA) has stabilised at 72%.

Research The technical and scientific breadth at TU Delft forms the basis for its strong disciplinary specialisation profile. The research questions that TU Delft tackles are mainly inspired by important future challenges facing society. The technical and scientific knowledge acquired through our research activities feeds naturally into the education we provide. In research, TU Delft profiles itself through innovative multidisciplinary work on selected societal themes, by strengthening its knowledge base in its chosen disciplines and by investing constantly in focus and mass. Successful multidisciplinary and interdisciplinary collaborations on particular themes are based upon strong core disciplines and specific specialisations within them In its choice of subject matter within themes, TU Delft aligns itself with the Dutch science and innovation agenda (Top Sectors) and European policy (Horizon 2020). Building on our firm academic research base, we are forging close alliances with other

Intake of first-year students at institution TU Delft

leading institutions, such as Leiden University and Erasmus University Rotterdam within the framework of the 3TU.Federation, at the European level in the IDEA League with ETH Zürich, RWTH Aachen, Chalmers University of Technology and (from 2016) the Polytechnic University of Milan, and worldwide with a large number of partners. In order to attract scientific talent, to conduct groundbreaking research and to train new generations of engineers, TU Delft is heavily dependent on a high-quality and expensive research infrastructure. The ability to test technical and scientific models is something no other Dutch university possesses on such a large scale. This is a defining factor of TU Delft’s profile in the international research landscape.

Knowledge valorisation Knowledge valorisation is TU Delft’s third core task. Research, education and knowledge valorisation inspire one another. TU Delft regards knowledge valorisation as the process of creating value from knowledge and by making knowledge suitable or available for economic or social purposes. Moreover, it reflects our public remit to contribute towards a sustainable and competitive economy. Multinationals, high-tech companies, SMEs and government agencies are all essential stakeholders for TU Delft. It is vital that we align ourselves more closely with the agendas of our strategic partners. TU Delft has a long tradition of intense interaction between the results of research and valorisation. To enable us to undertake knowledge valorisation activities in a more systematic way, the TU Delft Valorisation Programme was initiated a decade ago and has since been made part of the TU Deft Valorisation Agenda 2014-2020. At the European, national and regional levels, TU Delft positions itself as a constructive knowledge partner in innovation clusters of businesses, governments and other universities. We regard this form of collaboration – what we call the ‘triple helix’ – as a crucial means of extending the process of knowledge valorisation in a systematic manner. It is also essential to improve our chances of success in obtaining funding from European programmes. We wish to further enhance our position in these innovation clusters.

TU Delft Annual Report | 2015

1.3 Strategic priorities In recent years, TU Delft has strengthened its institutional profile and the level of its ambition along the lines of the profiling themes listed below, which are laid down in the institutional plan, the TU Delft Roadmap 2020. The backgrounds for these profiling themes and the proposed actions will be outlined in the individual chapters. Students & Education • Differentiation and breadth in Bachelor’s degree programmes • Profiling of Master’s degree programme programmes • Professional Doctorate in Engineering • Graduate School – Doctoral Education • Postgraduate courses • Quality of student intake • Study success • Development of excellence programmes • Modern teaching methods, including digital forms • Teaching abilities of academic staff • Institutional accreditation, quality assurance and student satisfaction • 3TU and Leiden-Delft-Erasmus partnerships Scientific profile • Science-design-engineering • Interfaculty alliances (TU Delft Institutes) • Grand Challenges for Society – four priority areas • Strategic research cooperation • International peer reviews and rankings • Individual and group quality • Top Sectors and Horizon 2020 • Fundraising • State-of-the-art research infrastructure Valorisation • TU Delft valorisation profile for 2012-2020 • TU Delft Valorisation Agenda 2020 • Structural cooperation with business and government • Cooperation with SMEs • Delft Technological Innovation Campus • Support organisation for valorisation: TU Delft Valorisation Centre • Entrepreneurship training and development of new commercial activity • Intellectual property • Debate on ethical aspects of public-private partnerships

1.4 Report on the results of performance and profiling agreements Introduction In 2012, TU Delft concluded performance agreements with the State Secretary of the Ministry of Education, Culture and Science on ambitions with regard to educational quality and study success, educational and research profiles and valorisation for the 2013-2015 period. The Ministry of Education, Culture and Science expects the report on the final results to be included in the annual accounts for 2015. Based on its institutional strategy as set out in the strategic plan (TU Delft Roadmap 2020), TU Delft proposed a set of ambitions for the parts of the performance agreements mentioned and discussed them with the Review Committee (14 May 2012). Based on this discussion, the Review Committee issued recommendations (2 November 2012) which

were adopted by the State Secretary of the Ministry of Education, Culture and Science.

Positioning of performance agreements in annual accounts The annual accounts provide a complete picture of the progress made in 2015 with regard to the agreed ambitions. In order to provide the Review Committee with a clear overview of the results achieved, TU Delft opted to precisely follow the structure described in the letter on the process for final assessment of performance agreements (‘Proces eindbeoordeling prestatieafspraken’) (Ministry of Education, Culture and Science, 19 January 2015) and to include this separately in this section. Therefore, there may be references to more detailed descriptions elsewhere in this document.

Approach followed In 2015, TU Delft retained policy measures for all parts of the performance agreements. The measures taken are firmly anchored in the internal man-

Performance agreements: teaching quality and study success Ambition: which agreements have been made?1 Quality: excellence TU Delft’s ambition level for excellence is 8% participation in Bachelor’s honours programmes by second-year students in 2015. Study success: drop-out rate TU Delft’s ambition level is a maximum drop-out of 22% in the first year of the Bachelor’s degree programmes in 2015. In addition to drop-out in the first year of the Bachelor’s programme, TU Delft also wants to prevent unnecessary dropout for the entire programme duration. Study success: programme switching TU Delft’s ambition level is 8% programme switching in 2015. In the proposal for performance agreements, TU Delft emphasised that the first year of the degree programme has an

orientational and a referral function. As long as the switch occurs within TU Delft, the students will continue to follow their programme in the technology domain. TU Delft believes that, within certain limits, this is not a part of the switching problem. Study success: Bachelor’s pass rate TU Delft’s ambition level for the Bachelor’s pass rate in four years is 55% in 2015. This ambition is consistent with the agreements concluded with the Ministry in the 3TU.Technology Sector Plan 20112015. Measures: teaching quality TU Delft’s ambition level is for 70% of the academic staff to have been tested for teaching quality in 2015 and to have received a

University Teaching Qualification (UTQ) certificate or equivalent. Measures: programme intensity TU Delft’s ambition level is 22 contact hours a week for 2015. The number of timetabled contact hours per week in the scientific and technical programmes remains relatively high due to the combination of classroom sessions and laboratory courses as well as lectures and tutorials. Consequently, in 2015, TU Delft will not have any programmes with fewer than 12 contact hours. Measures: indirect costs TU Delft’s ambition for the generic indirect costs in 2015 is to maintain the level of 19.3% from 2010. That way, the indirect costs of TU Delft are below the national average of 19.9%.

For a complete summary of original definitions, stricter definitions and details, measurement methods and source documents, see Appendix 2: Definitions and source documents for performance agreements.

agement control processes, both at the institutional level and at the faculty level.

General overview TU Delft is pleased to note that the overall picture formed by the results for the indicators shows a positive trend. The 2013-2015 reporting period presents a convincing movement in the right direction, with the ambitions for the performance agreements being achieved.

Realised in 2015 The following progress has been made on the agreements for each indicator up to and including 2015: Indicator

programmes to be challenging tracks (more than 300 students in the 2014–2015 academic year). Finally, interesting additional challenges are also offered outside the study programme, for example through the 11 Dream Teams officially recognised at this time (the NUNA team being the most famous). Study success: drop-out rate As selective intake is not permitted by law, it is important to get the student to the right place during the first year of study in the quickest and most targeted way possible. It is therefore important to TU Delft that the first year of study serves a selecting and referral function. As long as the drop-out rate in 2015 does not exceed 22% (16% in 2015), TU Delft will meet its target.

Baseline 2010

Target value for

Realised in 2015

2015 Excellence

2.2%

Drop-out

19%

22%

16%

Switching

11%

Bachelor’s pass rate

27%

55%

Teaching quality

70%

72%

19.3%

18.8%

(University Teaching Qualification certificate or equivalent) Programme intensity (Programmes with ≤ 12 contact hours) Indirect costs

Further information by indicator Quality: excellence TU Delft achieved its ambition level of 8% participation in excellence programmes in 2015. Specifically, this means that 8% of second-year students are following a Bachelor’s honours programme. Besides the excellence programmes included in the performance agreement, there are also other courses on offer for talented students seeking an extra challenge. Interdisciplinary honours modules are offered in cooperation with Leiden University and Erasmus University Rotterdam, in which honours students of all three institutions can participate. The IDEA League (collaboration between ETH Zürich, Chalmers University of Technology, RWTH Aachen and TU Delft) organises an annual Challenge Summers School for students of the universities involved. In addition, TU Delft often considers double degree

TU Delft Annual Report | 2015

This target was amply met in 2015, with a drop-out rate of 16%. One of the reasons why this percentage is substantially lower than we thought possible in 2012 is that we expected in 2012 that the introduction of a BSA standard would result in a higher dropout rate in the first year. We have since observed that a significant proportion of the students at risk of dropping out in the first year do not drop out, but instead switch to a different programme at TU Delft. This also partly explains the relatively higher percentage under the ‘programme switching’ indicator (see below). In addition, the transfer rate to engineering programmes at universities of applied sciences has increased. Study success: programme switching At 11%, the result for programme switching exceeds the target of 7%. The increase in

programme switching is related to the tightened BSA standard, which prompts students to switch to other programmes at TU Delft early on. As indicated previously in the annual accounts for 2013 and 2014 and discussed with the Higher Education & Research Review Committee (HERRC), as long as the switch takes place within TU Delft, we regard the students as continuing to follow their degree programme within the technology domain. We believe that, within certain limits, this is not a part of the switching problem. TU Delft mentioned this point of departure during the meeting on the recommendations of the HERRC (4 October 2012) and continued its policy in this respect, as shown by the substantiation of the midterm review 2014 (source: TU Delft annual accounts 2013) and the discussion of the midterm review with the HERRC (report of 5 September 2014). Relationship between drop-out and switching: As we have argued repeatedly, the indicators ‘drop-out’ and ‘switching’ are connected. It is important to note that the combined switching and drop-out percentage remained below the combined target percentage of 30%. A further reduction of the combined percentage of switchers and dropouts only appears possible with additional policy measures, such as intake selection or widening the scope of the binding recommendation on the continuation of studies, which will be detrimental to the accessibility of Bachelor’s degree programmes at TU Delft. Study success: Bachelor’s pass rate The Bachelor’s pass rate increased over the 20112015 period, with the end result (measured on the basis of the 2011 cohort) being that the target of a 55% pass rate was achieved in 4 years, in accordance with the agreements made with the Ministry in the 3TU.Technology Sector Plan 20112015. The target formulated – a doubling of the pass rate compared to the baseline measurement – proved to be ambitious. Following a sharp rise in the pass rate in 2011 and 2012 of 11% and 8%, respectively, the increase in the pass rate has since levelled off to around 2% per year, partly due to the failure to introduce the long-term student penalty. Additional measures in the context of improving study success, such as active supervision and modern (digital) teaching methods, has provided a lasting contribution to the improvement of pass rates.

Measures: teaching quality With 72% of lecturers having a University Teaching Qualification (UTQ) or comparable qualification (‘equivalence’), the teaching quality of the majority of the academic staff has been clarified and assessed. In the coming years, the focus of the policy will shift to continuous professionalisation and certification of the teaching skills of academic staff. Measures: programme intensity The number of timetabled contact hours per week in the technical and scientific programmes remains relatively high due to the combination of classroom sessions and laboratory courses as well as lectures and tutorials. Programmes with fewer than 12 clock hours of face-to-face teaching do not occur at TU Delft. The number of contact hours in the first year of the 16 Bachelor’s degree programmes in the 2015-2016 academic year was an average of 24 lecture hours (18 clock hours). Measures: indirect costs As far as the performance agreement on ‘indirect costs’ is concerned, TU Delft has chosen to follow and report the generic overhead percentage (in FTE) compared to the total number of FTE. The costs are calculated according to a method validated by Berenschot, which has been developed within the framework of the overhead benchmark applied in connection with the Association of Universities in the Netherlands (VSNU) in 2011. At 18.8%, the percentage of indirect costs at the end of the year was well within the target formulated by TU Delft that it should not increase compared to the situation in 2010 (19.3%). Assurance process and assurance report by auditor The progress on the performance indicators has been calculated in accordance with the definitions, methods and sources agreed on with the Ministry. Where necessary, these were refined in consultation with the external auditor for the purpose of the audit on the realisation of these agreements in the 2015 calendar year. These refinements were reported to the Ministry of Education, Culture and Science (the correspondence and assurance statement by an auditor are included as appendices to this annual report).

Positioning and valorisation

Recapitulation of agreements on positioning and valorisation2 Educational differentiation and priority setting TU Delft proposal: TU Delft makes clear choices with regard to the development of the curriculum, guided by cooperation at the 3TU level and in the LDE alliance. TU Delft is considering starting a new Clinical Technology programme with Leiden University and Erasmus University Rotterdam. TU Delft wishes to maintain the position of unique programmes in the technology domain, thus aiming for increased efficiency through cooperation both within and outside the institution. On the whole, TU Delft does not see any reason to fundamentally review the educational profile. Interim results for 2015 on the road to 20203 • 16 Bachelor’s degree programme, 32 Master’s degree programme • 2100 engineering degrees • 10% fewer PhD drop-outs compared to 2010 • Intake test for prospective students • Binding Recommendation on the Continuation of Studies ≥ 45 EC • Learning Centre under development • 3TU.Technology Sector Plan implemented Alignment and opinion of HERRC: TU Delft intends to start new degree programmes that are geared to the top sectors. TU Delft does not intend to broaden the Bachelor’s degree programmes. TU Delft wants the choices to tie in well with societal priorities, thus strengthening the relationship with the labour market.

Research positioning and priority setting TU Delft proposal: TU Delft wants to be among the best in the world in a selected number of academic sciences, for example by pooling capacity. There are intentions to improve the HRM policy and promote the ‘faculty’ culture. TU Delft wants to improve the external assessment of research quality and create two new TU Delft institutes. TU Delft aims to have the ‘review agenda’ implemented by 2015 (freeing up 45 million euros per year for strategic investments). The peer review in the IDEA League context has been started, and the strength of bionanotechnology is adequate. Interim results for 2015 on the road to 2020 • Average quality of research: “very good” •C onstruction of new faculty of Applied Sciences building in progress • BE Basic office in Brazil Alignment and opinion of HERRC: In the context of the review agenda, a long-term programme has been initiated to clarify the scientific profile of each faculty. This is leading to the combining and/ or phasing out of departments, programmes and institutes to form new TU Delft institutes. There are also concrete plans to improve the graduate programmes by instituting a joint Graduate School with Leiden University and Erasmus University Rotterdam.

Valorisation TU Delft proposal: TU Delft has had four significant societal themes (DRIs) for some time, which establish the connection between scientific research and valorisation. TU Delft wants to expand its ‘Lifelong Learning’ curriculum and expand participation in entrepreneurship training. Specifically, TU Delft wants to achieve 15 hightech start-ups and 450 participants in entrepreneurship training per year. Interim results for 2015 on the road to 2020 • Valorisation indicators operational • TU Delft valorisation profile • Faculty innovation strategies • Embedding of valorisation in line organisation Alignment and opinion of HERRC: TU Delft is focusing on seven top sectors with 300 million euros a year (half of which consists of external funds). Members of the LDE alliance are working together to tie in with the European programme EU2020 (for example, through joint initiatives of the Medical Delta and Health Ties). TU Delft is involved in Knowledge Innovation Communities (KICs) of the European Institute of Technology (EIT), in the fields of Climate and ICT. Coordination of the Technology Sector Plan, including valorisation, takes place in the 3TU partnership. The Minister of Education, Culture and Science (OCW) adopted the recommendations of the Review Committee.

Source: Recommendations of the HERRC, Delft University of Technology, 2 November 2012. For the sake of completeness of the correspondence about the performance agreements, these proposed interim results for 2015 have

also been included here. Source: Additions and adjustments to proposal for performance agreements (‘Aanvullingen en aanpassingen voorstel prestatieafspraken’). Letter by TU Delft to the State Secretary of the Ministry of Education, Culture and Science, 4 June 2012. TU Delft Annual Report | 2015

Reporting on agreements on positioning and valorisation Based on the midterm review in 2014, the Review Committee concluded that TU Delft has made sufficient progress with these plans. Positioning activities were further expanded during the reporting year. A final report following the line of the recapitulated agreements follows below.

Regional cooperation – Leiden-Delft-Erasmus (LDE) In 2012, the three universities submitted their joint profile agenda ‘Meer Waarde’ (Added Value) to the State Secretary of the Ministry of Education, Culture and Science, as a supplement to their individual profile plans, which are contained within performance agreements with the government. The strategic agenda ‘Meer Waarde’ issued in 2012 comprised five specific ambitions. A number of these ambitions have already been implemented, as outlined below. For a detailed report, please refer to http://www. leiden-delft-erasmus.nl. Ambition 1) Improving quality and (international) positioning of the research and development of distinctive research profiles. Through LDE Centres and multidisciplinary and interdisciplinary thematic partnerships LDE focuses on educational and research activities and responds substantively to the major societal issues on which the European research policy 2020 and the Dutch Top Sectors policy are based. • LDE Centre for Governance • LDE Centre for Education and Learning • LDE Centre for Sustainability • LDE Centre for Global Heritage & Development • LDE Centre for Financial and Economic Governance in the EU • LDE Centre for Metropolis and Mainport • LDE Centre for Safety and Security • LDE Centre for Frugal Innovation in Africa In the field of medical technology, the three universities have been working together intensively in the Medical Delta consortium since 2006. Finally, the three universities have a long tradition of bottom-up collaboration between excellent research groups in the fields of science and technology, such as quantum technology, biotechnology and computer science.

Ambition 2) Broadening the curriculum and making it more attractive. Making it easier for students to follow the educational programmes and courses of their choice at the three universities. In addition to the existing joint programmes, the universities have developed new joint multidisciplinary programmes, minors, MOOCs and honours classes, which respond to key themes in society and new developments in science. The following programmes were started in 2014: the Bachelor’s degree programme in Clinical Technology, the LDE minor in Responsible Innovation and the Bachelor’s honours class in Cybersecurity. The following programmes were started in 2015: the joint Master’s degree programme in Nanobiology, the post-initial Master’s degree programme in Cybersecurity and the Executive Master’s programme in Customs and Supply Chain Compliance. The Leiden Leadership Master’s honours programmes were made accessible to students of the other universities. The broad-based minors of the alliance partners were made available to students of the other universities from 2015-2016. There were 7000 enrolments from 155 countries for the new LDE MOOC ‘The Circular Economy: an introduction’ established in cooperation with the LDE Centre for Sustainability. Ambition 3) Strengthening combined contributions to valorisation and innovation in the Zuid-Holland region and, from there, in Europe by pooling a number of activities and initiatives. Topics are addressed and placed on the agenda at various levels of scale in the region, with the three universities closely involved, either collectively or individually: as ‘knowledge providers’, as real estate owners, as major employers, as representatives of the interests of staff and students, as consultation partners in the educational system partly with regard to the alignment of education with the labour market, and as investors in InnovationQuarter. With the many technology sectors we form strong innovation clusters in the field of cooperation between public and private sectors, such as Medical Delta, Cleantech Delta and the Hague Security Delta. Ambition 4) Joining forces internationally In addition to education, research and valorisation, the universities have joined forces internationally in the field of Knowledge and Innovation

Communities (KICs) and subsidy applications in the context of Horizon 2020, such as EIT Health. The identification of joint target countries for the joint recruitment of international students and PhDs is currently not considered an activity in which collaboration would create added value. Ambition 5) Approach to monitoring progress of LDE ambitions The method of cooperation was laid down in the Joint Regulations for Leiden-Delft-Erasmus in 2014. The establishment of joint ventures may be relevant in the longer term. The ‘Meer Waarde’ ambitions have been translated into a concrete working plan for 2013 to 2015. The alliance is controlled by a steering group of the Executive Boards of the three universities. Each LDE centre has its own point of contact in the steering group.

Educational differentiation and priority setting Bachelor’s degree programmes, Master’s degree programmes and engineering degrees With the current range of 16 Bachelor’s degree programmes and 33 Master’s degree programmes (31 initial and 2 post-initial), TU Delft offers virtually the entire range of engineering disciplines, supported by pioneering research. TU Delft has clear choices with regard to the further development of the curriculum, guided by cooperation at the 3TU level and in the LDE alliance. TU Delft wants these choices to tie in well with societal priorities, thus strengthening the relationship with the labour market. TU Delft awarded 4642 diplomas in 2015: 2191 Bachelor’s degrees and 2451 Master’s degrees (engineering degrees). For more detailed information, see section 1.2. ‘Outline’ (page 20) and section 2.1/2.2 ‘BSc and MSc degree programmes’ (page 39). Nanobiology The range of programmes has been expanded specifically with the Bachelor’s degree programme (started September 2012) and Master’s degree programme (started September 2015) in Nanobiology. These programmes – the first in this field in the Netherlands – are offered in cooperation with Erasmus University Rotterdam. Nanobiology is a relatively new field of research at the interface between nanophysics, biology and medicine, and plays a particularly important role in combating diseases such as cancer, now and in the future. According to the Higher Education Efficiency Commit-

tee (Commissie Doelmatigheid Hoger Onderwijs, CDHO), the field and the Nanobiology programme fit seamlessly with the innovative objectives of the Netherlands’ knowledge economy and tie in specifically with the top sectors of High Tech Systems & Materials (HTSM) and Life Sciences & Health (LSH)5. For more detailed information, see section 2.2. ‘MSc degree programmes’ (page 39). Clinical Technology The Bachelor’s degree programme in Clinical Technology was launched in September 2014 and is offered by the LDE alliance. There is a demand for clinical technologists in the industry. Their added value to the industry is mainly that they speak the language of doctors better than biomedical engineers can. Furthermore, the Life Sciences & Health Top Sector Plan notes that businesses in this sector indicate that it is difficult to find sufficiently qualified (technical) personnel. For more detailed information, see section 2.6. ‘Cooperation’ (page 43). Minor in Integrated Infrastructure Design The minor in Integrated Infrastructure Design was introduced in September 2015 with support by DIMI, the DRI Deltas, Infrastructure & Mobility Initiative. DIMI made available manpower and funds for the minor. The programming was carried out in close cooperation with the Municipality of Rotterdam, involving a number of current and potential future infrastructural projects in Rotterdam. Intake test for prospective students: Programme Choice Check TU Delft wants to give prospective students as much realistic information as possible, so that they can make well-informed programme choices. In order to support this as efficiently and effectively as possible, in addition to the regular open days, the Programme Choice Check (Studiekeuzecheck, SKC) was introduced in 2014 and is currently used for 13 Bachelor’s degree programmes. The SKC process has been firmly integrated in the registration process, as a result of which a clear increase in response is visible. Based on the SKC, programmes provide advice, feedback or an invitation to a trial study day or interview. For more detailed information, see section 2.9. ‘Study success’ (page 49).

Source: Decision by the Ministry of Education, Culture and Science on funding of the Nanobiology degree programme based on recommendations of the Higher Education Efficiency Committee (CDHO), 1 October 2014.

TU Delft Annual Report | 2015

Binding recommendation on the continuation of studies ≥ 45 ECTS After starting a programme at TU Delft, it remains important to check whether the student is really in the right place. The first year of undergraduate study at TU Delft has a selective as well as a referential function. TU Delft uses a university-wide BSA standard of 45 EC for all first-year students. Students enrolled in two degree programmes will receive a BSA for each programme. 72% of the 2014/2015 cohort received a positive BSA, the same percentage as for previous year For more detailed information, see section 2.8. ‘Study success’ (page 49). Learning Centre in development: Learning Environment TU Delft develops its education continuously. The Learning Environment on campus is a recognisable cluster of innovative and inter-faculty educational facilities that together form a vibrant physical environment for learning. Within the Learning Environment, designs for the new PULSE education building were developed in 2015. PULSE stands for Practise, Unite, Learn, Share and Explore. Set for completion in 2017, PULSE is an additional educational facility that offers optimum space for TU Delft’s motivational teaching, with 4500 m2 in teaching and studying areas and cafés and restaurants. For more detailed information, see section 5.5 ‘Real estate’ (page 99). TU Delft Graduate School Since it was launched in 2012, the TU Delft Graduate School (GS) has been responsible for proper Doctoral Education and supervision for doctoral candidates. A smooth and transparent PhD process leads to high-quality dissertations (345 in 2015) and TU Delft scientists who have developed valuable skills for their own future careers, either in the academic world or elsewhere. The GS has improved the doctoral programmes and the related administrative processes, and a positive trend can be observed with regard to PhDs. However, it is still too early to make uniform quantitative statements regarding the effects on aspects such as drop-out reduction, turnaround time and completion rates for the four-year period in which PhDs have entered the GS (from 2012). Nevertheless, some cautious conclusions can be drawn. The drop-out rate for standard PhD students has decreased to an average of 15%. The average turnaround time of a doctoral programme has improved to 5.1 years. And the average PhD completion rate after five years has risen to 45%.

For more detailed information, see section 2.3 ‘TU Delft Graduate School’ (page 40). Joint LDE Graduate School Within the context of LDE, it has been explored whether a joint GS would have added value. Due to a lack of overlap between the institutions in this respect, the decision was made not to proceed with a joint GS. Implementation of 3TU Technology Sector Plan Coordination of the Technology Sector Plan takes place in the 3TU partnership. In terms of education, the 3TU Centre for Engineering Education (CEE) was launched. The CEE gathers, develops and implements up-to-date expertise on technology education. With regard to collaborative research and valorisation, the 3TU.Federation and Wageningen UR, TNO and STW presented the ‘Agenda voor Nederland, inspired by technology’. This report uses essays to guide the reader along societal challenges, economic opportunities and knowledge strengths in and for the Netherlands. 2015 is the final year of the3TU Technology Sector Plan. The final report indicates that the objectives have been achieved and that the activities have had a positive impact on the organisation, students and staff. The three Universities of Technology will continue to contribute to joint activities at the same level in the coming years. For more detailed information, see section 2.6 ‘Educational collaboration’ (page 44) and section 3.4 ‘Sectoral collaboration’ (page 69).

Research positioning and priority setting Improving HRM policy Improvement of HRM policy requires a foundation of strongly organised basic processes. This foundation has been applied, core processes have been improved and further digitised, and turnaround times have been shortened. A ‘click-call-face’ service model has been implemented: customers are encouraged to search for answers themselves on the internet (‘click’), must be able to request assistance by telephone if they are unable to find the answers online (‘call’), and physical contact – e.g. through an information desk or appointment – must be possible if they do not receive the information they need by phone. The HR Contact Service Centre plays a key role in this respect for TU Delft as a whole. The information management is transparent and efficient. This stronger foundation is a condition for implementing a diverse substantive HR policy.

Internal mobility: Attention is paid to mobility, focusing on the personal development of employees and a strong starting position in the labour market. A new ‘Result and Development’ scheme has been implemented, with more attention for employee mobility. In addition, internal mobility is supported by a new web portal including options for self-tests and online coaching as well as an internal vacancies database. Diversity: Attention to diversity is an important part of the improved HR policy. Three programmes have been implemented in order to appoint more women scientists through the ‘Delft Technology Fellows’ project. In addition, additional attention was given to the appointment of non-Dutch scientists in a number of different ways. Examples of this are the establishment of a dual career service and an international children’s centre to provide daycare for children of international scientists. The English proficiency skills of the support staff are also being improved systematically. Faculty level: At the faculty level, the advice and support by HR has been improved by means of a restructuring, resulting in an improvement in processes and in the quality of advisers. A stronger policy for the registration and publication of ancillary activities has been developed and implemented. A new tenure track policy has also been formulated and evaluated. Strengthening of ‘faculty’ culture The Rector Magnificus began organising faculty meetings in 2010. Each month, approximately 100 scientists are invited to attend meetings on current themes on the agenda such as: the Graduate School, ius promovendi, Code of Ethics, and indirect and commercial funding for projects: funding of projects and interests in existing and start-up businesses. TU Delft Review Agenda completed The Review was a TU Delft-wide project over the 2010-2013 period, aimed at freeing up 45 million euros in resources long term in order to make the financial management sustainably healthy and future-proof and to be able to invest in strategic innovation. The goals set have been achieved: income and expenditure are in balance and resources have been freed up. These resources have been used to improve services and projects

TU Delft Annual Report | 2015

aimed at better visibility of research, for example through the establishment of institutes. Construction of new faculty of Applied Sciences building in progress

In April 2014, TU Delft signed the necessary contracts for the construction of the new building for the faculty of Applied Sciences. The new building at Van der Maasweg 9 was completed in February 2016. The Applied Sciences South building provides 30,000 m2 of floor space, mainly comprising highly advanced laboratories for the departments of Bionanoscience, Chemical Engineering and Biotechnology. The building can accommodate some 1000 students and more than 800 staff. For more detailed information, see section 5.4 ‘Real estate’ (page 101). TU Delft Institutes Since 2012, TU Delft has offered the possibility of virtually merging faculty research groups in university-wide institutes: the TU Delft Institutes. This strategy has proved useful in the acceleration and intensification of the connection to consortia and has increased participation in national and European programmes and projects. There has been a lot of enthusiasm for this form of organisation: TU Delft currently has eight institutes, the newest of which are the Sports Engineering Institute and the Space Institute. For more detailed information, see section 3.3: ‘Thematic cooperation’ (page 59). Research evaluations are ‘very good’ on average All research programmes at TU Delft are inspected once every six years, in order to assess the quality of the research and identify possible areas for improvement. The inspection process follows the Standard Evaluation Protocol 2015-2021 adopted by the Royal Netherlands Academy of Arts and Sciences (KNAW), the Netherlands Organisation for Scientific Research (NWO) and the Association of Universities in the Netherlands (VSNU), and

assessment takes place on the basis of three criteria: a) research quality, b) relevance to society, and c) viability. In line with the ambition to achieve ‘very good’ scores across the board, of the assessments performed under the SEP 2015-2021 up to now, approximately one-quarter fell into the ‘world leading/excellent’ category and over half into the ‘very good’ category (all assessments can be found at http://www.tudelft.nl/kwaliteitvanonderzoek). BE Basic office in Brazil TU Delft Brazil has had its own office on the campus of the University of Campinas (UNICAMP) since July. From this office, activities are initiated and facilitated for joint R&D programmes, doctorate programmes, courses and workshops in the field of the biobased economy. TU Delft and UNICAMP agreed to jointly train 25 PhD students before 2020. In addition, joint projects have been launched with companies and UNICAMP. Peer review in an IDEA League context TU Delft, ETH Zürich, RWTH Aachen and Chalmers University of Technology together form the IDEA League. The IDEA League feeds and supports joint activities in education, research and quality assurance, as well as joint participation in EU programmes and initiatives. With regard to quality assurance, a benchmark study was conducted on Master’s theses in 2013. In addition, several joint internal evaluations were conducted within various domains, such as Electrical Engineering, Chemistry and Chemical Engineering. Finally, action is being taken with regard to the ambition to compare national quality assurance systems in order to provide input for the improvement and simplification of instruments and policy in the areas of quality assurance and accreditation. Bionanotechnology Since 2010, TU Delft has invested ten million euros in the new Bionanoscience department, which is part of the Kavli Institute of Nanoscience. This research – on the interface between biology and nanotechnology – is largely in uncharted scientific territory and is regarded as one of the key scientific areas of the 21st century. The range of programmes at TU Delft has been expanded specifically with the Bachelor’s and Master’s degree programmes in Nanobiology. NanoFront, a research programme conducted in cooperation with Leiden University, is part of the NWO’s Gravity Programme and is part of the ‘Champions League’

used by the Netherlands to finance world-class research of the highest order. The investment of 51 million euros in NanoFront is one of the largest-ever Dutch investments in fundamental science. The Ministry of Education, Culture and Science is contributing 36 million euros, while the two universities are also making 15 million euros available together. TU Delft is a member of the NanoLabNL consortium, with locations in Delft, Twente, Eindhoven and Groningen. The focus of this research is on discovering new materials or material structures with unique quantum characteristics. Based on the National Roadmap for large-scale research facilities, 17 million euros is being invested in this consortium.

Valorisation Delft Research-based Initiatives The Delft Research-based Initiatives (DRIs) are an integral part of TU Delft’s research positioning. In its proposal for performance agreements in the context of its research positioning, TU Delft has formulated four priority areas: Energy, Environment, Deltas, Infrastructures & Mobility, and Health. These themes involve the essential research questions for the creation of a sustainable society. Self-evaluations conducted for the mid-term review in 2014 showed that each DRI experienced a significant development. Each of the DRIs – focusing on its own specific DRI objectives – developed many activities in the area of research, education, student activities and involvement, and valorisation. Broadly speaking, the DRIs clearly contributed to the external positioning of TU Delft and to the improvement of internal, interfaculty cooperation on research themes and education. Participation in various top sectors was achieved. Over the last five years, the individual DRIs have worked hard on the societal positioning of their own themes and sub-themes, in some cases linked to complementary themes of one or more

TU Delft Institutes. In order to apply more focus and cohesion in the themes and activities of the ‘Environment’ positioning area, the decision was made to reinvest elements of DRI Environment while including other elements under a new name. This was started on 1 January 2015 in the context of the Delft Global Initiative. A mid-term review of the 2009-2013 period was conducted in 2014. Regular monitoring has taken place since, and is expected to continue until 2020. For the period ahead, the Executive Board has agreed to the themes and activities included in the DRI Strategic Perspectives 2014-2020. For more detailed information, see section 3.3: ‘Thematic cooperation’ (page 63). Valorisation indicators The assignment for the development of valorisation indicators was addressed by the universities of technology at the 3TU level at the beginning of 2013. In 2015, the indicators developed were tested and the operationalisation of the indicators was further coordinated at the 3TU level. The first final set of valorisation indicators was chosen at the end of 2015. These indicators will be developed further and/or supplemented in 2016 and the years thereafter. For more detailed information, see section 4.7: ‘Valorisation Indicators’ (page 89). Stimulating high-tech start-ups Established in 2005, the YES!Delft incubator plays an important role in making students and staff aware of the opportunities offered by entrepreneurship and in providing practical support for the formation and development of a business. To date, close to 200 high-tech start-ups have started under the umbrella of this incubator – an average of about 20 high-tech start-ups per year. In 2015, 14 new companies were admitted to YES!Delft. For more detailed information, see section 4.3 ‘Entrepreneurship’ (page 85). Participation in entrepreneurship training As far as the number of participants in entrepreneurship training is concerned, the results for the 2011/2012 academic year are: 316 participants; for 2012/2013: 528 participants; for 2013/2014: 703 participants, and for 2014/2015: 1033 participants. These figures show a clear rising trend. Development of TU Delft Valorisation Profile The TU Delft valorisation programme started in 2004, and laid the foundation for TU Delft’s

TU Delft Annual Report | 2015

current valorisation profile. TU Delft defined the main points of its valorisation policy in its TU Delft Roadmap 2020 Strategic Plan, which was finalised in the Valorisation Agenda 2014-2020 in 2014. This agenda has been fleshed out along various lines. Key Performance Indicators (KPIs) have been defined for each sub-theme. These comprise one or more activities conducted over the past year in order to achieve the objectives on the 2020 agenda. Embedding of valorisation in line organisation The valorisation activities and support have also been embedded in the line organisation. The valorisation centre has become part of the University Corporate Office by incorporating the mainstays of strategy, communication and legal aspects in the relevant departments. Planning and results are now part of the R&D Cycle. Progress on all of these aspects is monitored by the Valorisation Board, which is chaired by the Rector Magnificus. Faculty Innovation Strategies In 2013 and 2014, the Executive Board discussed the faculty innovation strategies with the management teams of the faculties in administrative consultations. The faculties have finalised objectives for innovation and valorisation and identified the businesses with which they cooperate most intensively (top 25). Faculties are focusing specifically on quality, innovation and visibility of research; targeted participation in European and regional networks and stimulation of participation in entrepreneurship training. To this end, a number of faculties have their own valorisation teams or receive targeted support from the various departments of the Valorisation Centre. Alignment with Top Sectors TU Delft has remained active in the Top Sectors of Water, Chemistry, Energy, High-Tech Systems and Materials, Life Sciences & Health, Logistics and the Creative Industry. Prof. P.P.M. Hekkert (IDE) joined the Top Team for the Top Sector of Creative Industry in 2015. Prof. P.M. Herder (SEPAM) is a member of the Top Team for Energy, and Rector Magnificus Prof. K.C.A.M. Luyben is a member of the Top Team for Water. Within the Top Sectors in which TU Delft operates, funding was awarded to various TU Delft projects via NWO, STW, ZonMw and RVO. Six of the nine grants awarded within the NWO-STW call for Research Through Design went to TU Delft.

TU Delft is the initiator of three of the five programmes awarded grants in the STW programme ‘Perspective for the Top Sectors’. The accepted proposals will receive subsidies from STW varying from 2.2 million to 4 million euros. TU Delft was allocated four projects in the Top Sector of Water call ‘new Deltas’. One project received funding in the Top Sector of Chemistry. For specific activities, new academic staff in top teams and awarding of projects and resources, please refer to section 3.5, ‘National programmes’ (page 70). Alignment with Knowledge Innovation Communities (KICs) In the European Union, TU Delft aligns itself with the themes of Horizon 2020 and with the Knowledge & Innovation Communities (KICs). In addition to the existing participation in the ICT and Climate KIC, TU Delft is a partner in the two new European Knowledge and Innovation Communities (KICs): the EIT Health and RawMatTERS consortia. These new KICs chosen by the European Institute of Innovation and Technology will support strategic partnerships within Europe, thereby boosting innovation in the areas of healthcare and raw materials. The two KICs bring together 150 partners from 20 European countries. For more detailed information, see section 4.5: ‘Innovative regions’ (page 87).

Student and staff representation and followup strategy process Student and staff participation: Student and staff consultation (both the Student Council and the Works Council) with regard to the annual accounts has been embedded as a regular part of the decision-making process. Naturally, the discussion of the results of the performance agreements is an important part of this. The desired procedure will also be discussed and described here, aimed at the direction of the institution and strategic choices in this respect. The annual report thus forms a key component of the administrative dialogue within TU Delft. Planning and evaluation: As stated in the annual accounts (section 7.3., Planning & Evaluation Cycle), TU Delft has a university-wide Planning & Evaluation Cycle: a core process systematically supporting the strategic planning for TU Delft. The P&E cycle is an instrument consisting of processes and products, administrative dialogue and agreements

that allow the administration and management of TU Delft (Executive Board, deans, departmental directors and managers) to find answers to the core questions: ‘Are we doing the right things’ (strategy and planning) and ‘Are we doing them well?’ (monitoring and evaluation). The results of, and experiences with, the performance agreements will be placed prominently on the agenda in this cycle, with a view to the desired future direction of the institution.

1.5 Highlights Quantum computer The Dutch government and knowledge institutions will make available 135 million euros for the development of quantum computers over the next ten years. To do so, the government aims to strengthen the position of the Netherlands Institute for quantum technology, QuTech. Minister Henk Kamp (Economic Affairs) and Minister Jet Bussemaker (Education, Culture and Science) signed the investment agreement with TU Delft, TNO, NWO and the Top Sector of HTSM on 1 June. Proton clinic in Delft Construction of the Holland Particle Therapy Centre (HollandPTC) has started. The initiators are Erasmus MC, LUMC and TU Delft. The centre for proton therapy is being built in Delft, and will open its doors in 2017. The patients’ association Leven met Kanker (‘Living with Cancer’) issued its own press release in which it welcomed the arrival of proton centres. Ambassadors visit TU Delft About 140 Dutch ambassadors visited TU Delft on Wednesday, 28 January. Anka Mulder, vicepresident of the Executive Board, spoke with them briefly about the international community of TU Delft students, and the ambassadors became acquainted with TU Delft research during an exhibition. The Dutch ambassadors from all over the world were in the Netherlands to attend the Ambassadors’ Conference. Loophole-free Bell Test: Einstein proved wrong! The Loophole-free Bell Test was published in Nature on 21 October. This was a long-awaited experiment proving that Albert Einstein’s ‘local realistic’ world view is incorrect. As predicted by

quantum mechanics, the universe is far more bizarre. The scientists proved that electrons in two diamonds, separated from each other, really can have an invisible, instantaneous connection. The experiment showed that no matter how counterintuitive this may seem, ‘spooky action’ really does exist. As well as closing a chapter in one of the most intriguing debates in physics, the experiment may enable a radically new form of secure communications that is fundamentally impossible to ‘eavesdrop’ into. The article was featured in publications from all over the world, including The Economist, TIME Magazine, the Financial Times and even the front page of the New York Times. Second incubator on TU Delft campus: YES!Delft2 The YES!Delft incubator, based at TU Delft, has undergone tremendous growth in ten years, making TU Delft eager to extend its capacity. This will be done with a new building covering a full 5,500 m2, especially intended to enable businesses to grow. TU Delft is joining forces with the Municipality of Delft, the Province of Zuid-Holland and the European Union to establish this second incubator on the TU Delft campus. World Solar Challenge On Thursday, 22 October, the Nuon Solar Team won the World Solar Challenge for the sixth time, after a neck-and-neck race, and with a difference of just a few minutes. There was overwhelming interest in the Challenge thanks mainly to this excitement. TU Delft student team wins iGEM competition TU Delft’s iGEM student team won the international iGEM competition in Boston for the first time in TU Delft history. The students won this competition, in which 259 teams took part, with their K’NEX bioprinter, which can print ‘biofilms’ (layers of bacteria). Their accomplishments were covered by broadcaster NOS, newspaper NRC and talk show DWDD, and was even reported prominently in Washington Post. K’NEX itself also sent the team a congratulatory tweet. They previously made the national and regional news during their search for extra K’NEX pieces, which paid off well.

1.6 Management and Organisation As TU Delft is an institution governed by public law, the Higher Education and Scientific Research Act (WHW), as well as administrative law with its fundamental principles, apply to it. The

TU Delft Annual Report | 2015

responsibilities and authority of the Executive Board and the Supervisory Board are laid down in the WHW. The Code of Good Governance for Universities of the Association of Universities in the Netherlands (VSNU) is applied and observed by TU Delft. Under the current employment contracts, the TU Delft administrators do not receive any performance-related bonus, as this is not permitted under the Senior Officials in the Public and SemiPublic Sector (Standards for Remuneration) Act (WNT). Executive Board The Executive Board is the highest administrative body of TU Delft, charged with the governance and management of the university. Due to the departure of D.J. van den Berg on 1 September 2015, the Executive Board currently has two members, appointed by the Supervisory Board. When appointing members, the Supervisory Board confidentially consults with the Works Council and the Student Council (at the institutional level). Division of tasks and areas of interest The basic principle is that the collegial policy model is applied to subjects that are of importance to all board members. Furthermore, the president has final responsibility for the administration of the university. Supervisory Board The Executive Board is accountable to the Supervisory Board, which is appointed by the Minister of Education, Culture and Science. The Supervisory Board has a number of specific tasks as set out by law, including the approval of executive and management regulations, the strategic plan, decisions regarding the personnel participation scheme, the budget and the annual report. In 2015, the Supervisory Board was made up of the following members: • Drs. ir. J. van der Veer • Ms ir. L.C.Q.M. L. Smits van Oyen, MBA • Ms drs. K.M.H. Peijs (until 1 June 2015) • Prof. D.D. Breimer • Drs. J.C.M. Schönfeld, MBA • Drs. C.G. Gehrels (from 1 June 2015) Profiles of the members of the Supervisory Board can be found on the TU Delft website.

Executive Board President of the Executive Board Drs. D.J. van den Berg

Rector Magnificus (also vice-president) Prof. K.Ch.A.M. Luyben

Vice-President for Education & Operations Drs. J.L. Mulder

• Strategy and policy of the institution • Promotion of the external network • Marketing and communication • Real Estate • Financial strategy

• The academic direction of the university in education and research • The appointment of full professors and key academic positions • Research • Valorisation • Library

• Administrator of the University Corporate Office • Education • Student affairs • Operations • ICT • Facility Management

Due to the departure of the president on 1 September, the following portfolios were divided between the RM and VPEO:

• Human Resources •S trategy and policy of the institution • Real Estate • Legal Affairs

• Promotion of the external network • Marketing and communication • Financial strategy

Operational Committee In the Operational Committee, the Executive Board consults with the deans on matters of general importance to the entire university. This is partly in relation to the specific interests of the faculties and is aimed at improving unity and the development of the university as an institution of scientific research and education. Board for Doctorates The Board for Doctorates has the following tasks: • the establishment of the Doctoral Regulations; • the appointment of PhD supervisors and the forming of doctoral committees; • the conferment of the doctorate; • the conferment of the honorary doctorate; • advising on the establishment of endowed chairs. Council of Professors The Council of Professors is an advisory body of the Executive Board, consisting of a panel of experienced professors employed at TU Delft. The Council gives both solicited and unsolicited advice to the Executive Board about TU Delft as an ‘academic company’.

University Corporate Office The University Corporate Office is responsible for the provision of services to students, staff and other stakeholders. The University Corporate Office supports TU Delft as a whole and facilitates and coordinates administrative processes. The service has an important task related to initiating and implementing the administrative agenda of TU Delft. This is done in close cooperation with the decentralised University Corporate Office organisation.

Supervisory Board Executive Board University Corporate Office

Works Council Student Council Board of Professors

Departments

Board for Doctorates

Joint meeting of Executive Board and Deans

Dean of faculty

Delft Research-based Initiatives Graduate School Research Schools Institutes

(TU Deft organisation chart)

Faculties Faculty

Dean

Architecture and the Built Environment

Professor J.W.F. Wamelink (acting dean until May 2015) Professor P.J. Russell (from 1 May 2015)

Civil Engineering and Geosciences

Professor B.M. Geerken

Electrical Engineering, Mathematics and Computer

Professor R.H.J. Fastenau

Science Industrial Design Engineering

Professor M.A. Voรปte

Aerospace Engineering

Professor H. Bijl

Technology, Policy and Management

Professor T.A.J. Toonen (until 1 April 2015) Professor M.J. van den Hoven (acting dean)

Applied Sciences

Professor T.H.J.J. van der Hagen

Mechanical, Maritime and Materials Engineering

Professor T.S. Baller

TU Delft Annual Report | 2015

Employee participation Works Council The Works Council is an employee representative body, elected for three years and composed of 21 members. The Works Council has a number of powers, which are laid down in the Works Councils Act. The Executive Board and Works Council signed a covenant in 1998, containing agreements on adding to the powers of the Works Council concerning the annual budget, the appointment of a dean or a director of a central service department, and the working method for reorganisations. Local Consultation Body In accordance with the Collective Labour Agreement (CAO) for Dutch universities, TU Delft has a Local Consultation Body for consultation between the trade unions and the Executive Board on matters relating to terms of employment. In accordance with the Works Councils Act, the Works Council also has a number of powers in this regard. In 2002, the Executive Board, the Works Council and the unions in the Local Consultation Body signed a covenant concerning their interrelationships in cases of overlapping authority. In certain cases, the unions advise the Works Council in the Local Consultation Body; in other cases, the opposite occurs. Student Council The Student Council is a student representative body. The Student Council represents the interests of the students and consults with the Executive Board. The Student Council is elected for one year and has 10 members. Since the 2011-2012 academic year, the Student Council has consisted of two parties: Lijst Bèta and ORAS. General Assembly of Councils The Works Council and the Student Council together form the General Assembly of Councils. This is the representative body referred to in Section 9.30a, subsection 1 of the WHW. The Executive Board must seek the approval of the General Assembly of Councils before making a decision on the subjects mentioned in the second subsection. These subjects include the strategic plan, the system of quality assurance and the Executive and Management Regulations. Personnel Committees The Works Council of TU Delft has established personnel committees at the faculties and the

University Corporate Office. This decision is based on Section 15, subsection 3, of the Works Councils Act. In accordance with the institutional decision of the Works Council, Personnel Committees have the authority to consult with the individual in charge of the relevant faculty or service department. Faculty Student Councils The Faculty Student Council is the highest student consultative body within the faculty. It represents the interests of students in a range of areas: faculty policy, strategy formulation and facilities. Elected annually, depending on the size of the faculty, the faculty student councils are made up of between 5 and 15 members with a term of office of one year. The faculty student councils make an active contribution to the formulation of the faculty’s education and student policy. For example, they have advisory powers over the faculty budget and the right of approval with regard to the Teaching and Examination Regulations and the implementation regulations.

TU Delft Annual Report | 2015

2 Education

As indicated in Chapter 1, interest from students in our degree programmes is increasing. With some 4,700 new students, the number of campus students was around 21,000 in 2015. The number of online students is also increasing. This is very encouraging, also because the demand for welltrained engineers remains high. At the same time, this requires a strategy in which maintaining the high quality of our education is paramount, while having to be implemented with the same or increasingly scarce funds. We do this by optimising the intake of students (the right student in the right place), promoting mobility (study success rates and performance agreements), concentrating on educational innovation and experimenting with new forms of online education for working professionals (Professional Education). In addition, TU Delft has made major investments in the campus in order to absorb the growth in the number of students. This concerns investments in extra academic staff as well as investments in modern educational facilities such as extra teaching rooms, digital examination halls and online self-study environments (MyMathLab). Furthermore, in close cooperation with our university partners in various programmes, such as the 3TU Centre for Engineering Education (CEE) and the LDE Centre for Education & Learning (CEL), attention has been paid to research on the effects of educational innovations, development of training programmes for modern teaching methods (blended learning, flip the classroom) and development of teaching skills.

2.1 BSc programmes Overview of degree programmes All degree programmes are included in the TU Delft Register of Degree Programmes, which can be found on the website. Population and intake of students The student population continues to grow. Whereas last year the number of Bachelor’s students as of 1 December was 10,822, the figure has increased by 3% to 11,079 this year. Compared to the 2014/2015 academic year, 100 more new Bachelor’s students enrolled (+ 5%). Proportion of female students The number and proportion of female Bachelor’s students increased, from 2,518 in 2014 to 2,638 in 2015, an increase from 23% to 24%.

TU Delft Annual Report | 2015

Proportion of foreign students The proportion of foreign students in the Bachelor’s degree programmes increased from more than 600 in 2014 (5.7% of all students) to more than 700 (6.4%) in 2015. The vast majority of foreign Bachelor’s students are enrolled in the faculty of Aerospace Engineering. Degree certificates A total of 4,642 degree certificates were awarded in the 2014/2015 academic year, of which 2,191 were Bachelor’s degree certificates. This amounts to a 5% increase compared to the previous year. Bachelor’s degree programme admissions policy Admission to the BSc degree programmes is laid down by law. See also section 2.9 concerning limited enrolment programmes.

2.2 MSc programmes Overview of degree programmes All degree programmes are included in the TU Delft Register of Degree Programmes, which can be found on the website. New degree programmes As part of the profiling agreements, an application was submitted for an English-language Master’s degree programme in Nanobiology in 2014, which would be a logical next step after the Bachelor’s degree programme in Nanobiology. Both the Higher Education Efficiency Committee and the Accreditation Organisation of the Netherlands & Flanders made positive decisions on the programme. The programme was launched in September 2015 for students holding a Bachelor’s degree in Nanobiology who earned their BSc in three years (n=12), and will be open for external intake from 2016. Population and intake of students The Master’s student population continues to grow. Whereas last year the number of Master’s students as of 1 December was 8,399, the figure has increased by 14% to 9,540 this year. The external intake in the Master’s degree programme and the bridging programmes increased. The external intake in the Master’s degree programmes was more than 1,500 students (almost 1,200 students in 2014). 165 external students started with a bridging programme.

Proportion of female students The number and proportion of female Master’s students increased, from 2,200 in 2014 to 2,577 in 2015, an increase from 26% to 27%. Proportion of foreign students The proportion of foreign Master’s students increased from almost 2,500 in 2014 (30% of all Master’s students) to more than 3,000 (32%) in 2015. The intake of international Master’s students in 2015/2016 was 36% higher than in 2014/2015. Degree certificates A total of 4,642 degree certificates were awarded in the 2014/2015 academic year, of which 2,451 were Master’s degree certificates. This amounts to an increase of almost 9% compared to the previous year. Master’s degree programme admissions policy For enrolment in a Master’s degree programme, Dutch students must hold a Bachelor’s degree certificate in a relevant field from TU Delft or from another Dutch university. Higher professional education (HBO) students are selected on the basis of a relevant HBO diploma from a Dutch university of applied sciences. They are admitted after completing a bridging programme or after completing a bridging minor, some or all of which is done during the HBO programme. Students must pass tests in mathematics and English in order to be admitted to the bridging minor and the bridging programme. If the student has earned a pre-university (VWO) certificate as a previous qualification, the English test is not required. If the student has passed Mathematics B and/or D as a VWO examination subject, the mathematics test is not required either. Students holding a foreign degree certificate must hold a relevant Bachelor’s degree of a sufficiently high quality and level. A Cumulative Grade Point Average on the Bachelor’s certificate of at least 75% of the maximum number of obtainable points is required. Specific requirements concerning the CGPA apply to certain countries (see website). Students with a native language other than English must also have a TOEFL score of at least 90, an IELTS test score of at least 6.5, or hold a ‘Certificate of Proficiency in English’ or a ‘Certificate in Advanced English’ from the University of Cambridge as an admission requirement. The student must also submit an essay (2,000–3,000 words) in English, explaining his or her interest and motivation, as well as a summary of the Bachelor’s degree programme he or she has completed. Furthermore, two letters

of recommendation in English, French, German or Dutch must be provided (one from an employee of the faculty where the student obtained his or her Bachelor’s degree, and one from the student’s employer or other person in a position of authority such as his or her thesis supervisor), along with a detailed curriculum vitae in English and proof of identity.

2.3 TU Delft Graduate School Since 2012, the TU Delft Graduate School (GS) has ensured that doctoral candidates receive proper Doctoral Education and supervision. The Graduate School supports a smooth and transparent PhD process that leads to high-quality dissertations and TU Delft scientists who have developed valuable skills for their future careers, either in the academic world or elsewhere. There were 359 defence ceremonies in 2015. Support and training The Graduate School conducts an intake interview with each new doctoral candidate; there were 480 interviews in 2015. The PhD Start-up introductory course was offered in modular form for the first time last year, and organised by the Graduate School for more than 1250 participants divided over 45 sessions. In addition, the Graduate School organised 56 different courses for 2367 doctoral candidates (focused largely on generic skills, and partly on research skills). The range of training programmes offered has received an average score of 8. Approximately 200 individual career consultations (with 100 doctoral candidates) and 400 counselling consultations (with 106 doctoral candidates) were conducted. The Graduate School Psychologist also gave three Master Classes aimed at supervisors: ‘Supervision, how to motivate PhD candidates’, ‘Effective Go/No Go Process’ and ‘Supervision, Communication & Coping’. Administration The administrative procedures have been further developed so that the Doctoral Education certificates can be issued for the first group of doctoral candidates to obtain their doctorates through the Graduate School. With the introduction of the new Doctoral Regulations in 2015, a compulsory plagiarism scan is performed on draft dissertations. Brief seminars on the completion of the PhD programme were provided for 190 doctoral candidates.

Developments The following topics received extra attention in the Graduate School this year: • The decision not to take part in the Doctoral Student experiment due to the undesirable nature of these doctoral programmes (experimental governmental decree of the Ministry of Education, Culture and Science). • An interim evaluation of the PhD mentor’s role, showing that this role is useful and can be intensified. • The use of doctoral candidates for teaching assistance; it has been agreed that they can spent 10 to 15% of their time on this. • The introduction of a framework in order to be able to transparently and carefully impose a tuition fee (up to 10,000 euros) and a bench fee for funders of doctoral candidates from 1 January 2016. The Graduate School is an important element in the profiling agreements which TU Delft has made with the Ministry of Education, Culture and Science (see Chapter 1).

2.4 Other degree programmes Post-initial education The responsibility for the range of post-initial education offered was transferred from Delft TopTech to the faculties in 2013, as a result of which the education has become more firmly embedded in the faculties. The establishment of the Delft Extension School has created new

possibilities for offering flexible education to working professionals. This education should be flexible, modular, online and demand-driven as much as possible. The development of a number of online courses aimed specifically at professionals started in 2014. These Professional Education (ProfEd) courses have been offered via the edX platform, among others, since 2015. In 2015, TU Delft developed a quality assurance framework in order to safeguard and clearly position post-initial education in addition to the initial Bachelor’s and Master’s degree programmes. Clear choices have been made with this framework with regard to admission to, certification and accreditation of, and the type of credits awarded for this education. Professional Doctorate in Engineering (PDEng) At the 3TU.School for Technological Design, the Stan Ackermans Institute, the three universities of technology train engineers to be technical designers: the Professional Doctorates in Engineering (PDEng). The programmes for designers were established in response to the demand from the business community for broadly oriented knowledge workers with a strong science or technology background. TU Delft has established four designer programmes at the Stan Ackermans Institute: • Process and Equipment Design • Bioprocess Engineering • Bioproduct Engineering • Chemical Product Engineering

(Admission to different types of education) | *additional application requirements may apply.

TU Delft Annual Report | 2015

(Certification and accreditation) The Comprehensive Design in Civil Engineering programme is no longer offered. These two-year post-Master’s programmes are offered in close collaboration with SMEs and larger enterprises. Participants spend one year taking courses to broaden their knowledge, for example in design methods. They then spend a year at a company where they work on a specific design assignment. Scientists of universities of technology, along with company experts, assess whether the design assignment is worthy of the PDEng degree.

2.5 Digital Teaching Methods The Extension School’s innovation programme started in 2014 and was running at full speed in 2015. Projects for online or blended courses are now in progress in all faculties. There is also a range of online courses aimed specifically at professionals. Massive Open Online Courses (MOOCs) The range of MOOCs has been expanded to virtually all faculties and covers topics from science, engineering and design. To date, 25 MOOCs have been launched and four are under development. All existing MOOCs are repeated at least once a year. More than 750,000 enrolments have now been received for the MOOCs from all countries in the world. Most enrolments are from the United States and India. TU Delft is one of the first members of the edX Consortium. Executive Board member Anka

Mulder (VPEO) represents TU Delft in the edX University Advisory Board, in which 12 of the 70 participating universities hold seats. Pre-university calculus One of the MOOCs that attracted attention from the media this year was the pre-university calculus course. This MOOC was developed as part of the edX Summer School in order to better prepare students for studying at a university of technology. A total of 27,000 students took part, including 800 students who started their Bachelor’s degree programme at TU Delft in September. The experience gained through this is now being used to further modernise mathematics education. Open Education In addition to the expansion of the range of courses available on OpenCourseWare, efforts were also made this year to make use of open material in standard teaching. The material from all of our own MOOCs is used in teaching on campus in various ways. More and more open material from outside TU Delft is also used. TU Delft is represented on the board of the Open Education Consortium. Professional Education The range of online courses aimed specifically at working professionals was expanded this year. In doing so, the university has taken a clear step towards better facilitating ‘lifelong learning’. More than 600 professionals have already taken part in these courses. Instead of ECTS credits, participants earn Continuing Education Units (CEUs), which are customary in the international

post-initial education circuit. The first courses offered in 2015 are Economics of Cybersecurity, Text Mining and Data Analysis, Energy-Friendly Renovation Processes, and Advanced Credit Risk Management. Online courses In addition to the professional education courses, TU Delft already offers more than 40 online courses. All of these courses are offered through the new website online-learning.tudelft.nl, which also includes the range of MOOCs and ProfEds. Students earn regular credits (ECTS) for these courses. 75% of the applications come from outside the Netherlands, from 50 countries up to now. Digital examinations Efforts were made in 2014 to expand the options for digital examinations. A further addition was made to this in 2015 with the possibility of taking examinations online remotely, referred to as ‘online proctored exams’. In addition to determining policies with regard to remote online examinations in close consultation with boards of examiners, protocols and processes have been developed to ensure that this proceeds flawlessly. The possibility of taking an online proctored exam is not only important for online students, but may also be of interest to many regular students. This includes students doing an internship abroad, students with a physical disability and students following a double degree programme. Blended learning Students are increasingly expressing a preference for blended learning. This gives students more flexibility and, if implemented properly, the use of blended learning can increase pass rates. All faculties are now working on the development of strategies for blended learning and have started developing blended courses. To support this development, the tendering process was started this year to select a Collaborative & Learning Environment (CLE) to replace the current Digital Learning and Working Environment (DLWO), to better facilitate TU Delft’s ambitions with regard to both online education and blended learning. Open Education Awards Three of TU Delft’s courses received awards at the annual Open Education Consortium conference in 2015. Two MOOCs won in the Open MOOCs category: Delft Design Approach of the faculty of IDE, and Solving Complex Problems of the faculty

TU Delft Annual Report | 2015

of TPM. In addition, The Human Controller course of the faculty of 3mE won the Outstanding (OCW) course award.

2.6 Cooperation Leiden – Delft – Erasmus Strategic Alliance: In 2015, the cooperation between Delft, Leiden and Rotterdam was continued with regard to joint education programmes as well as the further development of the Centres. A good example of this is the Bachelor’s degree programme in Clinical Technology. This new programme at the interface of medicine and technology is the first completely collaborative Bachelor’s degree programme of TU Delft, Leiden University, Erasmus University Rotterdam, as well as Leiden University Medical Centre and Erasmus MC. The first batch of students completed the first year in 2015. The three-year programme has two specialisations: Imaging & Intervention and Tracking & Triggering. The first Master’s students will start in the 2017-2018 academic year. A follow-up Master’s degree programme is being developed. In 2015, a major step was also taken in the development of joint minors and the accessibility of the Leiden, Delft or Erasmus minors to students of the other universities. This year, 240 students took part in a minor of another LDE institution, and 37 students took part in a joint minor. LDE Centre for Education and Learning The focus of the Leiden-Delft-Erasmus Centre for Education and Learning in 2015 was on expanding the activities that contribute to the continuous innovation and improvement of university education. The research programme is aimed at identifying the conditions for successful online and higher education. A number of doctoral candidates have already started in this programme. The CEL also organises professionalisation activities, including the Educational Leadership (Onderwijskundig Leiderschap) course, Innovation Rooms and the Academic Teaching Lab. The Innovation Room ‘Rethinking learning and assessment’ with Eric Mazur was a great success, as was the Academic Teaching Lab in which lecturers of the three institutions spent two days working together in a lab setting to update their own teaching, coached by experts and colleagues.

3TU.Federation The 3TU.Federation of the three Dutch universities of technology aims to optimise the performances of and collaboration between the three universities of technology in order to strengthen the international position of the Netherlands. Under the 3TU Technology Sector Plan, the curriculum revisions of the last few years have been given an important financial boost. TU Delft has shown a consistent trend of improvement in the main indicators compared to the baseline measurement in 2010. The ‘Innovation in mathematics education for first year TU Delft – 3TU students’ (Innovatie wiskunde-onderwijs eerstejaars studenten TUD – 3TU) project was launched 2015 with the aim of improving pass rates and quality. The first-year courses ‘Analysis’, ‘Linear Algebra’ and ‘Probability & Statistics’ will become blended learning courses. All mathematics courses must be redesigned and implemented from the 2016/2017 academic year. 3TU Centre for Engineering Education The 3TU Centre for Engineering Education (CEE) is a joint initiative of the three universities of technology within the framework of the Technology Sector Plan. The CEE works on top-quality education for the universities of technology through research and well-founded innovations. Therefore the centre’s motto is ‘Innovating engineering education for tomorrow’s engineer’. In 2015, TU Delft contributed to ongoing development and research activities in the field of education, such as: • a comparison of the innovation in the Bachelor’s programme curricula and the impact thereof on education and students; • the design of effective multidisciplinary education in applied scientific learning environments; • the dissemination of innovations in educational renewal. Each institution also makes its own specific contribution. The contributions of TU Delft involve: • the development of future scenarios for oncampus engineering education; • a study on the possibilities of computerised adaptive testing for technical problems. Over the past year, the CEE has also worked on alignment with international partners. Several European universities, including the KTH Royal Institute of Technology in Stockholm and the Royal Academy of Engineering (UK) have expressed an interest in concrete cooperation. In 2015, the CEE

took the initiative to organise a conference in the context of the Global CDIO Initiative on innovative engineering education. This conference was held at the European level in January 2016.

2.7 Internationalisation Introduction Programme International students once again received a special welcome at TU Delft. Almost 200 participants were welcomed to the Netherlands, which was covered in a fresh blanket of snow, and introduced to a new project: water rockets. This project was introduced in cooperation with Euroavia, the European Association of Aerospace Students. Mixed groups of students were tasked with creating a design together with the aim of launching a water rocket and keeping it airborne as long as possible. The project was so successful that it was repeated during the summer introduction for 1600 Bachelor’s, Master’s and exchange students. Group work in various teams and presentation techniques are always important parts of the introduction programme. In addition, more than 200 activities were organised in cooperation with various student associations, ranging from cultural activities, sports and city visits to repairing punctured bicycle tyres. An application was developed to familiarise students with the many options available, which are aimed mainly at enabling students to meet and to prepare them properly for the approach to studying at TU Delft and living in the Netherlands. Both events once again received excellent reviews. Growing international population The number of international incoming Bachelor’s, Master’s and exchange students once again increased substantially over the past year. Great efforts were made to provide the necessary facilities. In cooperation with the Real Estate department, student accommodation provider DUWO, the Municipality of Delft and market parties, some 700 extra student rooms were made available in Delft and surrounding municipalities such as Rijswijk, Schiedam and The Hague in just a few months’ time. The total number of rooms now amounts to 2450. The exceptional growth also resulted in more visa applications, putting a greater burden on the front office and the faculties. Good cooperation with surrounding municipalities, the Dutch Immigration and Naturalisation Service (IND), accommodation providers, etc., is increasingly important to providing a proper

(Impression of introduction programme)

welcome to international staff, post-docs, doctoral candidates and PDEngs. Ensuring that this is done to a high quality standard requires a lot of customisation. Quality This year, research was conducted on the scores of some 3000 students who enrolled at TU Delft in the years 2009-2013 without a Dutch educational background. This research confirmed the results of similar research conducted in 2010. International students score better than average on all fronts: higher average marks, shorter duration of study, lower drop-out rate, higher proportion of students graduating with distinction and a higher proportion of students continuing with a doctoral programme at TU Delft. Small differences have led to some minor adjustments in the prior education requirements for several countries. The Aerospace Engineering programme started a trial with a â&#x20AC;&#x2DC;GRE revised General Testâ&#x20AC;&#x2122; this year. Students wishing to enrol for 2016 are asked to take part in this test. Outbound mobility TU Delft has a rich palette of opportunities for students wishing to gain international experience. The objective for 2020 is for 75% of graduates to have gained at least three months of substantial international experience, including those students without a Dutch educational background. 2015 again saw more students than ever before gaining international experience. Sometimes this experience involves a short programme, such as a visit to a conference, a week with a European partner as part of the Athens programme or a Netherlands Asia Honours Summer School.

TU Delft Annual Report | 2015

Usually it involves several months of substantial experience, such as an exchange programme or participation in Unitech (consisting of exchange, internship and training by business partners). More than 2000 students have gained international experience during their degree programmes in this way. Research has shown that TU Delft students prefer international experience in the USA or Canada. Therefore there has been a strong focus on partnerships with institutions such as the University of British Columbia in Vancouver and Maryland University near Washington D.C. More than 30 TU Delft students spent a semester at one of these universities this year, and the aim is to receive similar numbers of students at TU Delft. Furthermore, TU Delft hosted the Global E3 (Engineering Education Exchange) conference in the spring of 2016, with over 70 international partners, half of which were from the USA. The intention is to further expand the number of strategic international alliances. Staff The number of new appointments of paid international staff, interns and student assistants rose once again.

2012

2013

2014

2015

New hires

956

999

1221

1500

Development

100%*

104%*

128%*

157%*

(compared to 2012). (Development of paid international staff)

All international staff and guests are welcomed with a personal interview, which includes ample attention paid to terms and conditions of employment, possibilities with regard to tax arrangements such as the 30% facility, acculturation and reunification with family – either arriving with or joining the staff member or guest at a later date. All applications have been processed digitally since May 2015.

2.8 Quality The quality of the education, in terms of content, teaching and organisation, is extremely important. Programme evaluations The Master’s degree programme in Industrial Ecology was inspected in 2015. This programme, offered in cooperation with Leiden University, was assessed as satisfactory by the visitation committee. The programme is awaiting the assessment of the Accreditation Organisation of the Netherlands & Flanders (NVAO). Teaching quality A lot of attention was paid to the professionalisation of lecturers in 2015. Partly within the framework of the performance agreements made with the Minister, a programme was created in order to catch up with regard to the qualification of existing lecturers. Thanks to extra University Teaching Qualification (UTQ) training programmes, special programmes in the faculties and a tremendous effort by lecturers, the number of qualified lecturers has risen substantially (from 51% on 31 December 2014 to 72% on 31 December 2015). Furthermore, there were 607 enrolments in the regular training programmes of OC Focus and the Extension School. Special attention was paid to the training and supervision of lecturers in the development of online education. New workshops and forms of supervision were developed for this, such as an online learning experience workshop, a community management workshop for Teaching Assistants and an onboarding day for course teams. Interest in blended learning has also increased: the ‘Effective Use of Video in Blended and Online Education’ module was introduced and various courses on flipping the classroom were provided in the faculties. In addition, blended learning projects were launched and supervised. Work commenced on a TU Delft-wide annual education day in the context of Education in the Spotlight. On 4 November, around 150 lecturers

were interviewed about what constitutes good teaching at TU Delft, and various modes of instruction were used to help lecturers work on innovating and improving their own teaching. Excellence The TU Delft policy of excellence aims to provide students with above-average talent with a challenging learning environment. TU Delft offers the best-performing students various options both within and outside the degree programmes, such as double degree programmes, MSc scholarships and the Delft Honours Programme (see below). There are also students who focus on graduating with distinction or who excel in extracurricular activities. This includes students who are involved in administrative activities or projects of the Dream Teams, such as the NUON Solar Team (NUNA) and the Delft University of Technology Racing Formula Student Team. Delft Honours Programme The grant period for the Sirius Programme officially ended in 2015 and the Delft Honours Programme (HPD) was firmly embedded in the organisation. 1696 students enrolled in the HPD Bachelor’s degree programme in 2015. The range of interdisciplinary courses offered was again reviewed and expanded. New international programmes are used to encourage honours students to go abroad. Within the framework of the IDEA League, TU Delft honours students in the Bachelor’s programmes or first year of the Master’s programmes have had the opportunity to take part in the Challenge Programme, a programme consisting of four intensive weekend modules that take place at the various IDEA League institutions. In addition, the management and organisation of the honours programme organised various events to strengthen the honours community and increase awareness of the programme among the rest of the TU Delft community. These events included the honours network day, the kick-off event, the outdoor cinema, and the business trip to Denmark in July 2015. National Student Survey To date, 8,238 students have completed the NSE survey, amounting to a response of 41.8%. All subjects received scores better than or equal to those of the previous year. TU Delft-wide, students clearly gave higher scores than in previous years. These higher scores applied particularly to the themes ‘Testing and assessment’ (+0.11), ‘Internship experience’ (+0.12), ‘Quality assurance’ With the inclusion of LST and MST students who have paid tuition in Leiden, this figure amounts to 179.

(+0.16) and ‘Accommodation’ (+0.12). TU Delft scores slightly higher than the national average of the Dutch universities on three general questions. Theme

TU Delft score

National score

Degree programme in general

4.06

4.04

Overall atmosphere of the programme

4.15

4.10

Recommending the programme to others

4.27

4.24

(NSE scores)

In consultation with students, work has been done on reducing the marking period, improving the wireless network on campus and in the city, and improving feedback on what is done with the results of the course evaluations. The complaints desk monitors the progress of the settlement. If the complaint is not settled to the student’s satisfaction, the student can turn to the ombudsman. Sensitive or more complicated complaints can also be forwarded directly to the student ombudsman. Complaints received in 2015 concerned a variety of issues, such as the publication of examination results and matters related to enrolment and termination of enrolment. In 2015, the student ombudsman received seven new complaints, one of which he settled in accordance with the ‘whistle blower protocol’ at the complainant’s request. Including a number of longer-term complaints, the ombudsman handled a total of nine complaints this year. Unlike the complaints desk, the ombudsman acts as a mediator between the complainant on the one hand and the faculty or person to whom the complaint applies on the other. In most cases, the advice of the ombudsman is sufficient to enable the student to resolve the problem himself/ herself. Most of the complaints received by the ombudsman in 2015 concerned a risk of a delay in student progress as a result of regulations or changes to regulations in the faculty, or TU Delft staff being very slow to act.

2.9 Study success Information A properly prepared student is more likely to

TU Delft Annual Report | 2015

choose the right programme. By creating more opportunities for contact in 2015, the informational activities were further harmonised with the phase of the individual student’s selection process . A distinction is made here between exploring and deepening knowledge. A record number of students visited the open days in 2015. A total of 4,850 students visited TU Delft during the exploratory open days in the spring (25% more than in the spring of 2014). 5,545 students were welcomed during the in-depth open days in October (an increase of 12% compared to the autumn of 2014). Last Question Day takes place in March. This is an opportunity for students in year 6 of VWO to ask their final questions. 250 students attended Last Question Day in 2014. Teaching material Five learning modules have been developed in cooperation with students for use by VWO lecturers. The teaching materials are based on TU Delft research (clouds, earthquakes, Escape from Alcatraz, Bio-concrete and Big Data). The materials have been requested by secondary school lecturers more than 45 times already. Informational activities for international Bachelor’s students In advance of more English-taught Bachelor’s degree programmes, intensification of the informational activities for international Bachelor’s students has commenced. Informational activities have been organised in cooperation with international Bachelor’s students, aimed at secondary school students in Belgium, Luxembourg and the United Kingdom. The first webinar for prospective international students was organised in March. Three international students helped to present the possibilities offered by TU Delft. More than 100 potential students watched the presentation live, and another 1500 people watched the webinar later. The viewers were from many different countries. Student ambassadors This year, we appointed 40 student ambassadors from all over the world. These students answer questions via email and Facebook, and organise informational activities in their home countries. In addition, they work together on expanding the network in their home countries, primarily through contacts with our alumni, and also with universities that are of interest to us. Informational activities have already been organised in Indonesia, Taiwan,

Singapore, Mexico, Peru, Ecuador and Colombia this year. We will further expand the informational activities next year together with our alumni, universities, embassies and local scholarship organisations. The link with pre-university education (VWO) The link between pre-university education (VWO) and TU Delft was given more structure in 2015. The Programme Choice Check (SKC) was performed for 13 Bachelor’s degree programmes this year. Modification of the process improved the integration of the SKC throughout the registration process, as a result of which the response was higher than last year. The aim of the SKC is to give prospective students as much realistic information as possible, so that they can make a well-informed programme choice. Some degree programmes issued recommendations in response to the SKC, while others only gave feedback. Following the SKC, three degree programmes invited applicants with a negative or doubtful recommendation to attend a trial study day or an interview. Numerus clausus Three Bachelor’s degree programmes employed a numerus clausus (cap on student intake). A numerus clausus has been requested for the Clinical Technology programme in order to regulate the growth of the programme in the first year; the programme participated fully in the central selection by lottery. The Industrial Design Engineering and Aerospace Engineering programmes opted for decentralised selection for some of the students. It was decided to switch to 100% decentralised selection for the 2016-2017 academic year. No new numerus clausus programmes were requested for that academic year. Binding recommendation on the continuation of studies (BSA) The BSA standard for TU Delft is 45 ECTS credits for the first-year students of a degree programme.

A student who is enrolled in two programmes receives a BSA for each programme, as a result of which the number of BSAs issued is greater than the number of students who start a programme at TU Delft. 72% of the 2014/2015 cohort received a positive BSA, the same percentage as in the previous year. Starting this year, first-year students will receive a definitive positive BSA or an intended negative recommendation in the first week of August. As a result, most students will know where they stand before the resits in mid-August. Bachelor’s Review In 2015, a new Bachelor’s curriculum (based on the principles of TU Delft’s Study Success programme) was offered for all TU Delft degree programmes. The emphasis this year was on monitoring the implementation of the new curricula in the second and/or third year, the first evaluations of the first year, and sharing experiences and best practices. The latter was supported by lunchtime lectures and rounds of discussion, which focused mainly on sharing experiences. The main subjects addressed were flipping-the-classroom, motivational teaching, assessment and blended learning. In 2014, a budget of 3000 euros per degree programme was made available to help fund initiatives that contribute to the improvement of a BSc programme within the new TU Delft curricula . As most of the new Bachelor’s degree programmes commenced in 2013-2014 and the updated or new courses have therefore been taught already, this makes it possible to encourage and implement adjustments quickly. Lecturers were able to submit proposals on the following themes: 1. Introducing or improving active teaching methods 2. C hanging assessment with the aim of using fewer summative assessments and more formative assessments 3. Effective use of contact time 4. Improving integration of disciplines in a subject

(Numerus clausus cap and enrolled students) Bachelor’s degree programme

Numerus clausus (cap

Enrolled as of* 1 October 2015

on student intake) Industrial Design Engineering

330

310

Clinical Technology

100

Aerospace Engineering

500

420

* First-year students

TU Delft Annual Report | 2015

Survey on alignment with the labour market Every two years, recent graduates of TU Delft are surveyed using the National Alumni Survey. In the autumn of 2015, the survey was sent to alumni who graduated between October 2013 and October 2014. The survey asks about the alignment of the degree programme with the labour market. The results of this survey are expected at the beginning of 2016.

anniversary event. The number of vacancies is growing steadily. The national project of the Ministry of Education, Culture and Science, entitled ‘Make it in the Netherlands’, aims to work together (e.g. with the Netherlands Organization for International Cooperation in Higher Education (Nuffic), education institutions, employers and student organisations) on an action plan to encourage international students to stay in the Netherlands. Within the framework of this project, the Career Centre and the Municipality of Rotterdam have produced a film on this topic, aimed mainly at SMEs. In addition, the workshop developed by the Career Centre to make businesses more aware of the advantages of hiring international talent was offered again this year. TU Delft also collaborated with the Municipality of Delft on the third edition of the Night of the Enterprises, an event with the aim of keeping graduates in Delft by introducing them to knowledge-intensive businesses in the Delft area during their studies. A new feature this year was that doctoral candidates were also expressly invited to take part. They were offered a newly developed workshop. A SoFoKles grant was received for this initiative, connecting doctoral candidates to the industry. The cooperation with the Municipality of Rotterdam resulted in the presence of the Career Centre and three Dream Teams during the Europort 2015 at Ahoy.

Career Centre The TU Delft Career Centre became part of Career & Counselling Services in May with the aim of being able to position student services better with respect to students and doctoral candidates. Within this entity, the TU Delft Career Centre specifically helps students with their questions on choosing a degree programme or switching to a different programme, choosing a Master’s programme or career advice. In the 2015 academic year, almost 6000 students and doctoral candidates took part in the more than 160 group activities or received individual support concerning choosing or switching to a different programme or career counselling. Students and businesses are informed on activities through social media, the website and Blackboard. The Career Centre cooperates closely with businesses and the Municipalities of Delft and Rotterdam. Activities are organised by businesses twice a month, and a business network gathering was organised in May during the Career Centre’s

Alumni TU Delft is proud of its graduates, many of whom make unique contributions to the fields of science, technology, innovation and entrepreneurship, and serve as a source of inspiration to others. The university maintains close ties with its alumni, many of whom are willing to share their knowledge, time and networks with new generations of engineers. TU Delft tries to keep alumni informed and involve them in research and education in many different ways (e.g. newsletters, events, social media and master classes). 35 alumni gatherings were organised all over the world in 2015. During the International Festival of Technology, an alumni evening was organised with 13 different master classes and the first grandparent/grandchild afternoon was held at the Science Center. Throughout the year, numerous activities were organised on campus by faculties, study associations and centrally by TU Delft, such as lab visits, lectures and a visit to the Prêt-à-loger house.

Most of the proposals were implemented and evaluated in 2015. Experiences with such improvement initiatives are primarily shared between lecturers through lunchtime lectures and newsletters. The first discussion paper on the ‘studiability’ of the thesis stage, aimed at preventing ‘unnecessary’ delays in this final phase, was issued in 2015. The implementation of a new Bachelor’s programme takes several years. As most Bachelor’s programmes were implemented gradually, the curriculum revision for a number of programmes will continue until the 2015-2016 academic year. It will not be possible to measure the effect on Bachelor’s-in-4-years pass rates until that time. However, an increase in the number of credits students earn in an academic year has already been observed.

2.10 After graduation

The University Fund once again organised the Charity Dinner, which attracted a record number of participants this year: 150 alumni and business contacts attended the dinner at the D:DREAM Hall. Outside the Netherlands activities were organised this year in China, Singapore, Taiwan, Hong Kong, India, Indonesia, Houston, Boston, New York, Melbourne, Milan, Barcelona, Madrid, London, Belgium and Paris. There were activities in Scandinavia within the framework of the 3TU partnership. Alumni chapters were started in Oslo, Stockholm, Helsinki and Copenhagen. The central activities reached a total of 1242 alumni. With almost 24,000 members, the TU Delft alumni community on LinkedIn is very active. Everyone whose LinkedIn profile shows that he or she studied at TU Delft automatically becomes a member of TU Delft LinkedIn University. With almost 88,000 members that is an excellent way of making contact with alumni throughout the world. In addition, alumni are contacted through more traditional means of communication: the Delft Outlook magazine (sent to approx. 45,000 alumni 4 times a year) and the email newsletter (sent to approx. 23,000 alumni 10 times a year, with a separate version for each faculty). A mentoring pilot was conducted in the faculty of EEMCS, with students using an online programme to easily make contact with alumni to mentor them for a five-month period, in order to teach students more about working life and choosing the right study programmes. This pilot will be continued in 2016. The Alumni Relations team was merged with the Delft University Fund with effect from February 2015. The Fund, which aims to help TU Delft excel in education, research and talent development, seeks the support of alumni and others to achieve this objective. This merger will bring about further synergies in building engagement between TU Delft and its alumni, as well as being an incentive for various forms of ‘giving back’ by alumni to TU Delft.

TU Delft Annual Report | 2015

3 Research

3.1 Academic profile The research conducted in the eight TU Delft faculties covers virtually the entire spectrum of engineering sciences. The range of disciplinary specialisations is spread across 38 departments and covers the full breadth of the engineering sciences. The great strength of the research comes from the combination of those specialisations and the strategic cooperation with other research organi-

sations in the Netherlands and abroad. World-class research also demands an excellent infrastructure. On its campus, TU Delft has a wide range of high-quality research facilities. A number of these facilities are unique in the Netherlands, including wind tunnels, a nano lab, fermentation facilities, robotics labs, the research reactor, and labs for serious gaming and product evaluation.

Pragmatic approach

industry major technological institutes Curiosity-driven question

general universities

Utility-driven question

universities of technology

Fundamental approach

Fundamental & utility-driven research The strategic position of the research at TU Delft is determined by the source of the research question and the way in which that question is approached. In the figure below, the spectrum of possible research questions is shown on the horizontal axis, ranging from purely curiositydriven (extreme left) to purely utility-driven (extreme right). TU Delft TU Delft Annual Report | 2015

is overwhelmingly involved in the domain of utility-driven questions. The vertical dimension in the figure indicates the manner in which the research question is processed, which can range from purely pragmatic (top) to very fundamental (bottom). The character of a university is in the fundamental approach to research questions â&#x20AC;&#x201C; where else could this

approach be found? This leads to utility-driven hypotheses that are processed in a fundamental way for a long period of time (>8 years).

World-class science One of the most important ambitions of the Ministry of Education, Culture and Science for the next ten years is to ensure that science in the Netherlands is and remains at a world-class level. The ‘Vision for Science 2025’, published at the end of 2014, says the following about this (p. 17): “Top-level research continues to take place in a wide range of disciplines. To cite a few

examples: the discovery of the Majorana particle by Prof. Leo Kouwenhoven – a breakthrough that could play a significant role in the further development of the quantum computer. […] The discovery of the Majorana particle was preceded by ten years of research, with TU Delft providing Prof. Leo Kouwenhoven and his team with the necessary space.” This space at TU Delft is not specific

to this team. At TU Delft we are aware that the foundations of excellent research are laid by excellent researchers who have the freedom to do their work. By explicitly offering our scientists this space, we at TU Delft will be able to continue delivering world-class science.

Science

Engineering

Design

Science, Engineering & Design Research can be approached from multiple angles. Research at TU Delft is characterised by a balance between three angles of approach: Science, Engineering and Design. Roughly speaking, these angles of approach are connected to a

more deterministic approach for Science, a constructive dimension for Engineering, and an integrating approach for Design. These three approaches do not in any way exclude one another. As indicated in the figure below, multiple

approaches can be used within a research programme.

Faculteiten

Wetenschappelijke zwaartepunten

Bouwkunde

Architecture

Urbanism

Real Estate & Housing

OTB

Architectural Engineering + Technology Civiele Techniek en Geowetenschappen

Elektrotechniek, Wiskunde en Informatica

Structural Engineering

Geoscience & Remote Sensing

Transport & Planning

Hydraulic Engineering

Geoscience & Engineering

Water management

Software and Computer Technology

Intelligent Systems

Microelectronics

Applied mathematics

Electrical Sustainable Energy Industrieel Ontwerpen

Design Engineering

Product Innovation Management

Industrial Design Luchtvaart- en Ruimtevaarttechniek

Techniek, Bestuur en Management

Aerodynamics, Wind Energy, Flight Performance and Propulsion

Aerospace Structures & Materials

Control and Operations

Space Engineering

Multi Actor Systems

Values, Technology and Innovation

Engineering Systems and Services Technische Natuurwetenschappen

Werktuigbouwkunde, Maritieme Techniek en Technische Materiaalwetenschappen

TU Delft Annual Report | 2015

Bionanoscience

Imaging Physics

Biotechnology

Quantum Nanoscience

Chemical Engineering

Radiation Science & Technology

Process and Energy (P&E)

Materials Science and Engineering

Biomechanical Engineering

Precision and Microsystems Engineering

Maritime and Transport Technology

Systems and Control

3.2 Research facilities

Reactor Institute (AS)

Naturally, research facilities are extremely important for a university of technology such as TU Delft, not only in order to carry out excellent research, but also to train the next generation of engineers and scientists. State-of-the-art laboratories and equipment also make the campus – and the area – attractive to talented researchers from the Netherlands and abroad.

Fermentation Lab (AS)

Large-scale research facilities

PARSAX – Radar Lab (EEMCS)

NWO Large In 2015, NWO issued a call for investments in research infrastructures with investment costs amounting to more than 1.5 million euros (NWO Large). TU Delft has established an internal preliminary registration procedure to increase the number and quality of applications, which has led to five applications for NWO Large. The academic assessments of the applications were good to excellent. In spite of this positive assessment, none of the proposals were invited for a site visit by the NWO Committee, the natural next step in a positive assessment process. National Landscape Analysis and NWO Roadmap for Large-scale Infrastructure The Standing Committee for Large-scale Research Infrastructure established in 2015 will draw up a national landscape analysis with operational largescale infrastructure in 2016. Large-scale research infrastructure is defined as facilities with at least 10 million euros in investment and operating costs over a five-year period. At the end of 2015, TU Delft registered the following operational largescale research facilities for landscape analysis.

Wet Fridge Infrastructure & Helium Recovery Factory (AS) QuTech (AS) NanoLab NL (AS) Stevin Lab (CEG) CESAR Observatory (CEG)

Solar Lab (EEMCS) Else Kooi Lab (EEMCS) Ship Hydromechanics Lab (3mE) Process Technology Institute Lab (3mE) Simona Flight Simulator (AE) Wind Tunnel Lab (AE) Aeroplane Hall (AE) Test Plane (AE) (TU Delft’s current operational large-scale research infrastructure)

The committee will also draw up a new National Roadmap with large-scale research infrastructure that may be eligible for future NWO funding. TU Delft registered the facilities below for the National Roadmap at the end of 2015. Which of these facilities will be included in the National Roadmap will be announced in 2016. These facilities may compete for NWO funding in 2017.

TU Delft registrations for National Roadmap for Large-scale Research Infrastructure European Spallation Source (ESS)

The ESS is the world’s first scientific neutron source and is currently being constructed in Lund. Inclusion in the Roadmap will give the Netherlands the opportunity to be a priority partner from the start of ESS.

CESAR Observatory:

The CESAR observatory of KNMI and TU Delft in Cabauw is the central point in the Netherlands for atmospheric research. It forms one of the primary stations in the European ACTRIS network.

HitMicro

A high-throughput facility for rapid selection and characterisation of new phenotypes and for rapid genetic modification of new microbial genotypes.

Delft Offshore Technology Center

A cluster of unique research infrastructures in the field of Offshore and Maritime research.

DAPWell

A geothermal energy doublet (2000–2500 metres deep) that provides the TU Delft campus with geothermal energy while simultaneously serving as a unique research facility for research into the deep subsurface, primarily (but not exclusively) for geothermal research.

(TU Delft registrations for National Roadmap for Large-scale Research Infrastructure)

QuTech TU Delft and TNO are leading the Netherlands in building the next generation of computers: the quantum computer and quantum internet. In order to realise this, the QuTech Advanced Research Centre has been established. The establishment of QuTech is one of the components of the Dutch Knowledge and Innovation Contract. On 1 June 2015, Minister Henk Kamp (Economic Affairs) and Minister Jet Bussemaker (Education, Culture and Science) signed an agreement with representatives of TU Delft, TNO, NWO/STW/FOM and the Top Sector of HTSM to invest 135 million euros in QuTech over the next ten years. QuTech and American electronics company Intel signed a ten-year collaboration agreement in September 2015. Intel’s contribution to QuTech represents a value of approximately 50 million dollars, in addition to expertise, manpower and facilities. Delft Reactor Institute – OYSTER With the OYSTER (Optimized Yield – for Science, Technology & Education – of Radiation) programme, the research reactor of the Reactor Institute Delft (RID) will become significantly more precise and more broadly applicable in research. The cold source, a device that slows down neutrons, making them easier to direct and improving the quality of measurements, is central to the programme. In 2015, the selected consortium of the Korea Atomic Energy Research Institute (KAERI), Hyundai Engineering and Hyundai Engineering & Construction completed the design, and the definitive price agreements for the next phase were initiated. The first OYSTER measuring instrument was also developed. This concerns a world-class neutron diffractometer called PEARL. Both the cold source and the new instruments and facilities make the RID better equipped for medical and energy research for society and industry. Open Science Open Science at TU Delft was given a major boost in 2015. On 24 November, the Executive Board approved the Open Science Programme. The decision by the Executive Board reinforces the existing initiatives concerning Open Science and frees up additional resources for 2016-2017 for the recruitment of staff, consisting of data experts, project managers and trainers for the PhDs, Open Access Fund, communication and development. This Executive Board decision is a follow-up to the previously approved Open Research project proposal as a stepping stone towards Open

TU Delft Annual Report | 2015

Science (November 2014). In this, various aims were described: producing a How to… Guide, producing Open Science training materials, holding a road show and drawing up a governance model for Open Science. The aims were detailed by the Open Access Monitor project team and the Open Research project team. In addition, a policy document was drawn up about Open Science, which will be issued in mid-2016. At the national level, TU Delft was involved in successful VSNU negotiations with Elsevier, Springer and Wiley in 2015, as a result of which open access is a component in the contracts with these publishers for the first time. Editors working for Elsevier journals were consulted on the interests of this publisher and the consequences of the transition to open access. 2015 also saw the foundations laid for measuring open access at the Netherlands’ universities in accordance with national criteria as requested by the Ministry of Education, Culture and Science. TU Delft will participate from 2016.

3.3 Thematic cooperation For its research TU Delft takes inspiration from major challenges in society. The resulting research subjects are often so complex that the only way of responding to them is to adopt a thematic approach in which various disciplines cooperate in multidisciplinary and interdisciplinary alliances. Such cooperation takes place at all levels: thematic, regional, national and international. In its choice of subject matter within themes, TU Delft aligns itself with the Dutch agenda concerning science and innovation policy. The Netherlands Organisation for Scientific Research and the Top Sectors Policy are important drivers in this respect. The issues and routes of the National Academic Calendar also play a leading role in the organisation of our thematic research. In the European Union, TU Delft aligns itself with the themes of Horizon 2020 and with the Knowledge & Innovation Communities (KICs).

TU Delft Institutes The university is working on its national and international image in a number of specific emerging fields by virtually bundling research capacity in university-wide institutes. TU Delft Space Institute The TU Delft Space Institute was established to encourage cooperation and the exchange

Focus

Name

TUDelft DelftInstitutes Institutes TU Climate

Process Robotics Technology

Transport

Extreme weather and the city

Biochemical Process Engineering

Aerosols, radiation and clouds

Process Intensification

Process Observation & Technology validation of sea for Advanced level rise and Materials mass transport

Swarm Robots Robots that work Interactive robots

Participants

Start

Climate information and policy

Wind Energy

Safety & Security

Sports Space Engineering

Coordinated Unsteady and cooperative aerodynamics traffic management Smart structure rotors Transport policy Design methods Spatial Planning & Mobility Offshore components Logistics and design & Freight transport Dutch wind energy in Railways Europe

Safety & Security at home

Aero- and hydrodynamics

Sensing from Space

Biomechanics, Materials and Human / Material Interaction

Space Robotics

Safety & Security in motion Safety & Security in society

Distributed Space Systems

Measurement, Feedback and Simulation Motivation Sports Infrastructure and facilities

2012

2013

2014

2015

5 faculties

2 faculties

6 faculties

5 faculties

(Overview of TU Delft Institutes)

of knowledge with and between businesses, institutes, universities and researchers in the Dutch and international aerospace industry. On 19 May 2015, André Schiele, researcher at TU Delft and the European Space Agency (ESA), used a remote-controlled rover developed by TU Delft and ESA, which he operated live from the TU Delft Science Centre, to place a flag in the robotics lab at the European Space Research and Technology Centre (ESTEC), located almost 30 kilometres away in Noordwijk. By doing so he officially opened the TU Delft Space Institute in the presence of some 180 aerospace experts. In addition to Distributed Space Systems and Sensing from Space, Space Robotics is one of the three central themes of this new institute in which the aerospace research of five TU Delft faculties is combined. A SpaceFlight Minor will be offered from September 2015, combining the areas of expertise of five faculties for both TU Delft and external students. TU Delft Safety & Security Institute The TU Delft Safety & Security Institute (DSyS) distinguishes between safety & security for private purposes, in the public domain and in the movement between the two. The institute combines different scientific methodologies such

as data analysis, risk management and the ‘system of systems’ concept. DSyS distinguishes itself thanks to its participation in and organisation of a number of symposia and popular trade fairs. DSyS initiated the Summer Course in ‘Risk Management & Business Continuity’ in 2015 in cooperation with the Canadian Professional Evaluation and Certification Board (PECB), with which 15 DSyS doctoral candidates obtained their ISO 31000 certification in the first edition. DSyS also distinguishes itself through its involvement in accident investigation, such as MH17, MH370, earthquakes in Groningen, the crane accident in Alphen aan den Rijn and flooding of the VUmc, often as a participant in a Dutch Safety Board (OVV) investigation, and sometimes directly through a third party. In 2015, DSyS began setting up central open and closed databases of TU Delft living labs (TU Delft laboratories, TU Delft evacuation drills, TU Delft test site), with which research groups can validate their models. DSyS also initiates research itself by awarding grants (8 x 15,000 euros) to researchers for developing pre-proposals into fully-fledged research proposals, which has led to additional funding at NWO and STW.

TU Delft Wind Energy Institute (DUWIND) DUWIND’s renewed R&D programme for the 2015-2020 period distributes the ambitions of the scientists concerned over three ‘levels’: ‘Wind in sustainable power supply systems’, ‘Wind power station’ and ‘Wind energy converters’. The programme has been very well received both within and outside the TU Delft community. 2015 was also the year in which DUWIND scientists successfully received grants, such as the STW Perspective EUROS programme, the STW Open Technology Programme Duct4U, research in the NWO-MVI ‘Testing ground for intelligent energy systems’ and the Horizon 2020 Fast Track to Innovation project ‘Resource Efficient Automatic Conversion of High-Altitude Wind’ (REACH). It was also the year in which developments started of an innovative MOOC on wind energy, which is expected to be launched in the spring of 2016.

Highlights for DPTI included the Jacobus van ‘t Hoff lecture by Avelino Corma on 4 June and the annual symposium. DPTI also had a stand at Achema, the biggest chemical engineering exhibition in Europe. The research at DPTI has resulted in a new spin-off company: Delft Intensified Materials Production (Delft IMP). John Nijenhuis has been appointed Senior Technology Transfer Manager within the institute in order to further promote valorisation and set up largescale projects. The ADREM (Adaptable Reactors for Resource and Energy Efficient Methane Valorisation) project was launched between the Chemical Engineering and Process & Energy departments. The Process & Energy department has been enhanced with a new lab, which was officially opened on 8 April. In the Biotechnology department Prof. Mark van Loosdrecht was elected as a member of the National Academy of Engineering in the US, and Jack Pronk received the UfD Best Professor Award 2015.

TU Delft Robotics Institute The scientific challenge for the TU Delft RobotTU Delft Transport Institute ics Institute is to get robots and humans to work At the Transport Institute scientists and students together effectively in unstructured environments. carry out research and combine knowledge in order to contribute to safer, cleaner and more efficient transport, and better accessibility. In 2015, the Institute established a Robot Service Centre (RSC) in cooperation with the valorisation centre. The RSC organises and facilitates various As part of the ‘Automatic Driving’ theme, projects activities and events, such as the RoboCafe, Rowere launched with the Dutch Automated Vehicle bobusiness & Dig it! RoboValley was launched in Initiative (DAVI), including the Wageningen 2015 with the aim of strengthening TU Delft’s interWePods project. At the invitation of the TU Delft national position in the field of robotics. The robot Transport Institute, Jan-Hendrik Dronkers, the theme of the DIES 2016 and the planned honorary Director-General for Public Works and Water doctorate will also contribute to this. Management (Rijkswaterstaat) gave a guest The Delft Robotics Institute also took the lead in lecture on this subject. the national social debate on robotics by means Prof. Serge Hoogendoorn received an ERCof a summer course on ‘responsible robotics’, a Advanced Grant for further research into ‘active chapter entitled ‘The robot is the boss’ (De robot modes’ (walking and cycling), to be carried out de baas) in a report of the Dutch Scientific Council in cooperation with the Amsterdam Institute for for Government Policy (WRR), a master class for Advanced Metropolitan Solutions. multinationals, the gala for science, and discusDr Marjan Hagenzieker was appointed part-time sions with various ministers and MEPs. The Robot- professor of traffic safety. She wants to ensure that ics Institute was able to contribute to changing the human behaviour plays a full and valuable role in negative image in the media due to the fear of job traffic safety models. losses so that the opportunities for this promising Rail-related research and education received technology are also recognised. important boosts from the MSc programme ‘Annotation Rail’, the expansion of staff and the support of internal and external cooperation TU Delft Process Technology Institute (DPTI) (ProRail). Port-related education and research DPTI focuses its educational and research efforts benefits from participation in SmartPort-II, a on making a significant scientific impact on future collaboration with Erasmus University Rotterdam, challenges with regard to the sustainability of the the Port of Rotterdam, the Municipality of chemical and biochemical industry, energy and Rotterdam and DeltaLinqs. materials.

TU Delft Annual Report | 2015

TU Delft Sports Engineering Institute Elite sports are highly demanding! In order to improve their performances, elite athletes must look beyond physical capacities: clothing, equipment, materials and design. Can it be done faster or higher, with less difficulty? The institute intensified cooperation with its partners in 2015. Top coaches affiliated with NOC*NSF can submit their technical questions and challenges directly to the sports institute, with both parties aiming to bring athletes, coaches and scientists closer together through this cooperation. In January 2015, TU Delft and professional cycling team GiantAlpecin started an intensive partnership in various areas of expertise. In addition to scientific insights, this partnership has resulted in a lot of attention in the media, such as Dutch broadcaster NOS, Radio 5, and trade media, such as Engineersonline. During the spectacular Volvo Ocean Race pit stop in Scheveningen, visitors were able to sail a race in the sailing simulator developed by Industrial Design Engineering. The Kite Simulator developed at TU Delft could also be viewed and experienced. TU Delft and the Adidas Innovation Team intensified their cooperation in the autumn of 2015 by starting projects on self-healing materials in the NovAM research group.

TU Delft Climate Institute Since 2012, the TU Delft Climate Institute has brought together research capacities of TU Delft in interfaculty research on climate, policy and the effects of mitigating and adaptive measures. In 2015, the Institute incorporated the activities in the area of Climate and Water of the former DRI Environment (DENVI) and expanded its cooperation with scientists from the faculty of Architecture and the Built Environment. Last summer, the Institute developed four new themes: Urban Climate, Ice and Sea-level Change, the Water Cycle and Radiation Balance. Together with the Royal Netherlands Meteorological Institute (KNMI), the institute is the driving force behind the CESAR observatory, the experimental site for atmospheric research in Cabauw. With support from the Executive Board, the Climate Institute developed two important initiatives for further development of the Dutch and international infrastructure in climate research. This

concerns the Dutch Skies programme for NWO Large, and the Ruisdael Observatory for the KNAW Large-scale Research Infrastructure Agenda. On 14 December, the Executive Board registered the CESAR observatory and, by extension, Dutch Skies for the Dutch roadmap for large-scale scientific research facilities.

Delft Research-Based Initiatives Health

Delft Global

• Medical imaging & Image guided medicine • Interventions & Care • Targeted molecular technology • Vitality

• Science and Technology for Global Development • Sustainable solutions for global societal challenges in close cooperation with partners in developing countries

Overall programme: • Vital Infrastructures for Water Safety and Smart Mobility

2009

2015

8 faculties

5 faculties

6 faculties

8 faculties

Research fields

• Wind energy • Solar energy • Energy networks • ( ) Storage • Energy efficiency in design • Energy efficiency in industry • Energy in the built environment • Geo-energy • Biomass • Nuclear energy • Ocean energy • Smart grids

Start

Deltas, Infrastructures & Mobility

Participants

Energy

Specific subjects: • Sustainable, efficient transport • Logistics & Mainports • Safe, sustainable deltas and metropoles

Themes: Water, Health, Energy, Built environment and Disaster Resilience

Connective theme: Resilient, Durable Infrastructures

(Overview of TU Delft DRIs)

TU Delft Research-based Initiatives The TU Delft Research-based Initiatives (DRIs), established in 2009, aim to contribute to resolving societal issues within the four themes of health, energy, global development and deltas, and infrastructures & mobility. They engage with the government and the business community, identify opportunities and actively spotlight innovative science. In addition to stimulating multidisciplinary research that is in line with Dutch and international research funding agendas, the initiatives also have a strong inspirational effect on students and education. Delft Energy Initiative The Delft Energy Initiative (DEI) is the access portal to energy research, teaching, and innovation at TU Delft. This initiative serves as a catalyst for collaboration and debate between scientists and students and between TU Delft and businesses, government agencies and politicians.

TU Delft Annual Report | 2015

The Energy Plan/Delft Plan The launch of the Delft Plan (Energy Plan) was one of DEI’s key activities last year. This plan was officially launched on 24 March and led to national media attention. The Energy Plan focuses on the Netherlands as an Energy Gateway to Europe and aims to initiate a movement that is able to fully exploit the Netherlands’ strengths in the energy sector in Europe. The plan provides direction and perspective regarding policy, market parties, science and other parties involved, aiming at no-regret steps. The Energy Plan was also the focus during the annual master class for energy spokespersons of the Dutch Senate in April. Much of the vision from the Energy Plan was incorporated in the recommendations of the Council for the Environment and Infrastructure, which was presented to Minister Kamp in September. The aim is to develop a joint research programme with external partners in the spring of 2016.

Sustainable campus This makes the campus an excellent testing ground for combining science with societal challenges. TU Delft commenced the installation of 10,000 m2 of solar panels on the roofs of the university campus in June. These panels will generate 1.2 megawatts of solar energy. Another development was The Green Office, from which sustainability on campus will be initiated. For a further description of The Green Office, see section 5.5. Sustainability. Energy System Integration call DEI received 22 pre-proposals for energy system integration at the beginning of 2015. Five of these proposals were selected for funding up to a maximum of 15,000 euros to help attract external funding. EERA TU Delft joined the Joint Programme on Nuclear Materials of the European Educational Research Association (EERA) in 2015. This is the sixth EERA joint programme in which TU Delft is active. Ocean Energy The kick-off event for the new Ocean Energy theme took place on 28 April. The event marked the start of sharing knowledge from research at TU Delft on generating clean energy from the oceans. Energy Vouchers In April, DEI launched the Energy Start-up Voucher (amounting to a maximum of 2,500 euros) to discover, create and support more energy start-ups and reduce the financial barriers to enable ideas to be developed into businesses. Energy Club The student section of the DEI organised many activities in 2015, including an Energy Break on campus in cooperation with Tesla, a working visit to ECN and Texel and the Energy Arena during the International Festival of Technology, which TU Delft organised in June. Delft Deltas, Infrastructures & Mobility Initiative The focus of the Delft Deltas, Infrastructures & Mobility Initiative (DIMI) in 2015 was on an integral approach to specific societal issues with the involvement of scientists and students from various faculties and disciplines. The step was taken to include ‘Deltas’ in the name this year, to do justice to the themes on which DIMI focuses. DIMI on tour 2015: Deltas & Ports of the Future

In 2015, DIMI successfully organised six debates, with both internal and external speakers, on the theme of ‘Deltas & Ports of the Future’. The emphasis was on the task of giving practical shape to the recent ‘Delta Decisions’ instituted by the Dutch government. Attention was also paid to sustainable port development in delta areas as well as a number of international activities that DIMI researchers are involved in within this theme. The audience was varied and the number of participants for each debate was between 50 and 100. The series will be concluded with a major conference at the beginning of 2016. DIMI Special Projects The DIMI Special Projects are an important guiding instrument for positioning TU Delft on the DIMI themes and to promote interfaculty cooperation with other knowledge institutions, government bodies and the business community. This year, projects focused on issues such as ‘Flood protection in Houston, Texas’, ‘Eco-cities’, ‘Deltas of the future’, ‘Implications of automated driving’, an ‘E-bike charging station’ and a ‘Bio composite bridge’. Minor in Integrated Infrastructure Design Academics of CEG, A+BE and TPM worked hard this year to set up the minor in Integrated Infrastructure Design, which started last September. DIMI made available manpower and funds for the minor. External speakers/parties were involved in the development of the courses, including practical seminars, interdisciplinary projects and excursions. This first edition of the minor involved close cooperation with the Municipality of Rotterdam, addressing a number of existing or potential Rotterdam infrastructural projects, such as ‘Third city bridge as an urban connection for trams, bicycles and pedestrians but not cars’. Collaborative PhD project – talent development and collaboration with TU Delft DIMI started a pilot on ‘working and obtaining a doctorate’ from 1 January 2015 in collaboration with the Delft Energy Initiative (DEI) and consultation with the TU Delft Graduate School. As well as being a programme for professional high potentials, the collaborative PhD track is also a comprehensive collaborative project with businesses and government bodies. These professionals are familiar with the context, are aware of the real-life situation and aspire to learn more in order to contribute to the organisation’s

innovative capacity. Work was carried out this year to create options to offer individual support to participants. Delft Health Initiative Health is an important subject, which is part of the profiling agreements (see Chapter 1). The Delft Health Initiative (DHI) tackles the following themes within education, research and valorisation: Medical Imaging & Image Guided Medicine, Interventions & Care, Targeted Molecular Technology, and Vitality. Improving and positioning research related to personalised health care is an important subject. There is close collaboration between the university medical centres (UMCs), universities, local/regional government bodies and companies. Clinical Technology DHI aims to facilitate the development of both the degree programme and the professional domain of Clinical Technology in general. The second batch of students started the Clinical Technology Bachelor’s degree programme in the 2015-2016 academic year. This programme at the interface between medicine and technology represents a unique collaborative partnership between TU Delft, Erasmus University Medical Centre and Leiden University Medical Centre. Following a draw procedure for the 100 available places, the second batch of Bachelor’s students has now started. The parters took concrete steps in 2015 with regard to the preparations for a new joint Master’s degree programme in Technical Medicine. The threeyear programme has two specialisations: Imaging & Intervention and Tracking & Triggering. The programme consists of a combination of theory, skills and clinical technology internships. Technical and medical knowledge is taught in a form that is as integrated as possible. The first Master’s students will start in the 2017-2018 academic year. In 2015, the three institutions made the necessary preparations for the MSc in Technical Medicine as an important bridging Master’s degree programme. The first batch of students will start in the 20172018 academic year. Consultation with the medical field takes place in order to further the profession of Clinical Technologist in the sector. Personalised health During the MedTechWest event in June, the Innovative Medical Devices Initiative (IMDI) Centres of Research Excellence (IMDI CoREs) presented their innovations in image-guided medicine, neurorehabilitation and minimally

TU Delft Annual Report | 2015

invasive techniques. In 2015, the three CoREs were highly successful in bringing in additional funding for research. The Institute for human Organ and Disease Model Technologies (hDMT) was launched in 2015. The organs-on-a-chip technology helps provide a clearer understanding of how organs work and will speed up research into medication, for example. TU Delft is one of the partners in this research on organ and disease models on chips, and will focus on: Cellular Communities, Materials for Membranes, Manufacturability, and Imaging. Construction work on HollandPTC started in May. In addition to patient treatment facilities, an advanced research area will be created for proton therapy. Various research groups are working on an extensive and authoritative research programme to this end. Implementation of care innovation Together with InnovationQuarter, Medical Delta is contributing to the development of the DelftLeiden-Rotterdam region, both regionally and on the Dutch and international levels in the area of Life Sciences, Health & Technology. The Medical Delta Business Partnership was introduced in 2015. A new method for living labs in care innovation was developed in cooperation with partners from throughout the region. Many ideas and specific solutions for improved care come to the fore through competitions such as the Proof-It Award and Design 4 Everyone. Delft Global Initiative The TU Delft | Global Initiative (Delft Global), a bottom-up initiative of researchers from various faculties, was launched on 1 January 2015. Delft Global is the platform, portal and booster of ‘Science & Technology for Global Development’ at TU Delft. With help from Delft Global, TU Delft scientists, students and entrepreneurs use their expertise to find concrete solutions to urgent problems faced by people in developing countries – solutions that are relevant to everyone. They do this in close cooperation with local partners (knowledge institutions, government bodies, NGOs and businesses), which leads to sustainable solutions with local impact. In short: ‘Science for the benefit of people. All people. Worldwide’. Kick-off event In the first year of Delft Global, the organisation was set up and work was carried out on the communication surrounding Delft Global, to ensure that the platform and portal function take shape

properly. This resulted in a large kick-off event on 24 November 2015 at which 22 Delft Global projects were presented. The stories of the 22 projects were recorded in the first Delft Global booklet, entitled: ‘Concrete solutions for worldwide problems – 22 stories of Delft scientist, students and entrepreneurs’. Results Over the past year, Delft Global’s work included helping to raise funds (NWO and NUFFIC), setting up a new programme with NWO-WOTRO, establishing new contacts with NGOs, businesses, foundations and government bodies (e.g. Red Cross, Philips Africa, CordAid, ambassadors and the Ministry of Foreign Affairs,) and providing local entrepreneurship workshops in several countries including Ghana, Uganda and Rwanda. In November 2015, Delft Global was a partner in the #CoCreateMyCity challenge, in which five teams of students from the Netherlands (TU Delft and VU University Amsterdam) and South Africa worked on five challenges for the city of Johannesburg. The students pitched their solutions to Dutch Prime Minister Mark Rutte, who was visiting South Africa at the time. Global Research Fellowship grants In June 2015, the first seven TU Delft Global Research Fellowship grants (PhD positions) were awarded to researchers from four different faculties on themes ranging from energy and water to health. The research topics included: Making prostheses with a smart combination of 3D-printing and a smartphone app; making A+BE

CEG

EEMCS

healthy drinking water from polluted water by means of nanotechnology and sunlight; developing affordable and easy-to-use diagnostic tools for tropical diseases such as malaria, based on innovative DNA techniques. The 62 grant applications from all the faculties demonstrate the TU Delft-wide interest and expertise in working on concrete solutions to global problems. The core elements of each of these projects are: Global Challenges, High-Tech Science, Co-Creation and Local Impact. Research schools TU Delft was the coordinating university of six research schools in 2015. In addition, TU Delft was a participant in 12 research schools (Table, page 64). In November 2013, the VSNU and SODOLA formulated a guideline for financial compensation for research schools. This led TU Delft to review the financial situation of the research schools in 2014. The general conclusion was that the university’s in-kind contribution to the research schools is substantial and will remain in place. In addition, at the beginning of 2015, based on the above-mentioned guidelines, the scope of the current financial contribution, the explicit ambition of the school and the conclusion of the Operational Committee and the Executive Board, individual long-term financial agreements were made for the coming period (2015-2018, and in some cases up to 2017) with each research school for which TU Delft is the coordinating university.

IDE

TPM

Applied

3mE

Sciences Advanced School for

X = coor-

Computing & Imaging

dinating

(ASCI)

university

Centre for Technical Geo-

X = coor-

science (CTG)

dinating university

Delft Institute for Mi-

X = coordinating

crosystems and Nanoelectronics (DIMES)

university

Dutch Institute of Sys-

X = coor-

tems and Control (DISC)

dinating university

J.M. Burgerscentrum –

Research School for Fluid

X = coordinating

Dynamics (JMBC)

university

Transport Infrastructure

X = coor-

and Logistics (TRAIL)

dinating

university

(TU Delft coordinating responsibilities for research schools) TU Delft Annual Report | 2015

A+BE

CEG

EEMCS

IDE

TPM

CASIMIR EM NIOK/catalysis OSPT IPA SIKS WONDER BOUW NETHUR NIG/NOB Philosophy WTMC

Applied Sciences X

3mE

X X X

X X X X X

X X X X

(Overview of TU Delft in research schools)

3.4 Regional, sectoral and international cooperation Regional cooperation - Leiden-Delft-Erasmus The goal of this strategic alliance, established in 2012, is to further improve the quality of education and research, with clearer profiling of the range of courses offered and better (international) positioning of research activities. The partners in the alliance collaborate in matters of substance and according to their own strengths, thereby contributing to the academic, societal, and economic challenges of our time. In terms of education, work is being done to expand the range of courses on offer and to make courses available to each university’s students. With regard to research, the alliance partners are working on the basis of complementarity, through intensive multidisciplinary and interdisciplinary cooperation, to contribute to the academic and societal issues as formulated in national and European research agendas. Research The seven multidisciplinary centres launched in 2012-2013 were evaluated by means of a midterm review in mid-2015. After the start-up phase, the Centres achieved good results in the area of education, research and valorisation. Based on this evaluation, the centres drew up their plans for the 2016-2018 period, which were approved by the LDE board, including their budgets. The initiative was taken for a new centre in the area of ‘BOLD Cities’ (Big, Open and Linked Data).

This centre focuses specifically on big data and its application in specific ‘urban challenges’. A Marie Skƚodowska-Curie Cofund ‘LEaDing Fellows’ application was submitted for financial support for a joint post-doc programme, which also involves the Erasmus University Medical Centre and the Leiden University Medical Centre. Within the framework of regional embedding and cooperation, consultation took place at various times in the context of the InnovationQuarter, the Metropolitan Region of Rotterdam and the Hague and the Economic Programme Council of the South Wing (Zuidvleugel). Valorisation and organisation LDE organised a parallel session and a dinner at the seventh European Innovation Summit in the European Parliament on 8 December, concerning the theme of safety. A broad meeting with all Executive Board members and deans of the faculties and alliance partners was organised at the end of 2015. The aim of this meeting was to explore the options of increasing engagement with and participation in the alliance by the faculties. Attention was focused on improved information from the multidisciplinary centres towards faculties and the National Academic Calendar (NWA). The potential reference points provided by the NWA to further enhance the existing collaboration and to explore new options will be discussed in 2016. LDE is an important consultation partner for InnovationQuarter (IQ), the Rotterdam-The Hague Metropolitan Region (MRDH) and the Economic Programme of the South Wing (EPZ), aimed at

better regional embedding/positioning and an active contribution to knowledge circulation in the region. Finally, on 1 May 2015, twelve new trainees started within the framework of the joint two-year management trainee programme, in which the trainees will become acquainted and work with the different alliance partners. The Hague Security Delta TU Delft and the University of Twente launched a new joint specialisation in Cybersecurity in September 2015. The two-year Master’s programme is available to students with a Bachelor’s degree in computer science or a related programme. The programme takes a multidisciplinary approach to the field of computer science, with a focus on Cyber Data Analytics and Software Security combined with supporting disciplines such as law, economics, criminology and psychology.

Sectoral alliances – 3TU.Federation As the 3TU.Federation, the three Dutch universities of technology work to strengthen and cluster technological knowledge. The partnership has led to the establishment of five 3TU Master’s programmes, nine 3TU.Research Centres, the Stan Ackermans Institute for Design Programmes, the 3TU.Centre for Engineering Education, the 3TU. Data Centre, and a shared vision on knowledge valorisation. In the summer, Victor van der Chijs (University of Twente) took over as chairman of the 3TU.Federation from Dirk Jan van den Berg, who left TU Delft on 1 September. Agenda voor Nederland, inspired by Technology The 3TU.Federation and Wageningen UR, TNO and STW presented the ‘Agenda voor Nederland, inspired by technology’ in the last year. This report uses essays to present societal challenges, economic opportunities and knowledge strengths in and for the Netherlands to the reader. The report was presented to Alexander Rinnooy Kan during the second 3TU.Innovation & Technology conference, and is a source of inspiration for e.g. the National Academic Calendar, which was presented by the government on 27 November. 3TU Technology Sector Plan 2015 is last year of the 3TU Technology Sector Plan, with the main objectives of increasing the intake and improving study success rates. The final report indicates that the numerical objectives have been exceeded and that the activities have

TU Delft Annual Report | 2015

had a major impact on the organisation, students and staff. The three Universities of Technology will continue to contribute to joint activities at the same level in the coming years. More and more employees, students and partners of the three universities of technology are taking the initiative to find connecting activities under the flag of 3TU.Federation. 3TU is a partner in the Amsterdam RAI InnovationLAB together with TNO and Accenture, 3TU alumni set up local alumni circles in the United States, and the three Graduate Schools decided to meet regularly to exchange knowledge and experiences. At the administrative level there is a lot of interest in accommodating the increasing numbers of students and the measures needed to ensure the quality of education with these increasing numbers. Within the 3TU.Federation, the Ministry of Education, Culture and Science is asked to address this topic. For a detailed explanation of 3TU teaching-related matters, see also section 2.6.

International cooperation Joint Research Centres Science and university education are part of an extensive international and increasingly competitive network and ecosystem in which cooperation with international higher education, research institutes, government bodies and the business community are becoming more and more important. TU Delft academics have long been involved in a wide variety of research and educational cooperation with partners outside the Netherlands. Such cooperation is based on the connection with and combination of specific expertise in selected fields, attracting foreign talent and/or foreign funding, and the option of making use of state-ofthe art laboratories and research environments that are not available in the Netherlands and Europe. Existing and sometimes new collaborative initiatives have been further developed with the launch of several specific research centres – referred to as TU Delft Joint Research Centres (JRCs) – in China, Vietnam and Brazil. The fields of research focus on the themes ‘Solid State Lighting’ (Beijing), ‘Geospatial Information’ (Wuhan), ‘Urban Systems and Environment’ (Guangzhou), ‘Rivers & Estuaries’ (Nanjing), ‘Water and Environment’ (Hanoi) and ‘Biobased Economy’ (Campinas). The activities in the centres range from positioning specific research through joint publications and the training of doctoral candidates, to offering MSc and PhD courses and MOOCs, organising conferences

and seminars, and submitting joint research proposals to applying for patents. The centres are located abroad, making it possible to establish an extensive network with the local universities and research institutes, the local government, research funders and the business community. The collaborations also offer students the possibility of carrying out TU Delft research projects in a foreign context and thus expand the horizons of Dutch students as they prepare for professional careers in a globalising world. European university networks In addition to peer-to-peer research relationships, TU Delft has chosen to be an active member of a number of European university networks with the aim of sharing information and searching for best practices for the diversity of organisational and management issues within today’s modern universities. TU Delft is one of the founding members of the Conference of European Schools for Advanced Engineering Education and Research (CESAER), an international non-profit association of 51 prominent European universities of technology and institutes of technology in 25 European countries. Prof. Karel Luyben (Rector Magnificus of TU Delft) is the President of CESAER for the 2014-2016 period. In addition, TU Delft has a strategic partnership with the Eidgenössische Technische Hochschule (ETH), Zürich, the Rheinisch-Westfälische Technische Hochschule, Aachen and Chalmers University of Technology, Göteborg through the IDEA League. The university is also a member of the European Universities Association (EUA). The Bachelor’s and Master’s degree programmes and students benefit from TU Delft’s participation in programmes such as the Global Engineering and Education Exchange (GlobalE3) and UNITECH. edX International relations are also made more visible thanks to TU Delft’s activities as a Charter Member of edX. edX is a non-profit platform for open and online education, which develops and offers courses that make education accessible to anyone with access to the internet, no matter where they are in the world. TU Delft has developed a large number of themed Massive Open Online Courses (MOOCs), professional education courses and online courses, which reach a large number of students throughout the world, actively involving them in the education and research offered in the Netherlands and at TU Delft. The relationships that develop between lecturers and students

throughout the world offer new insights into international issues in the areas of water, energy, sustainable urban development, cybersecurity, etc., and thus help to keep the current education and research up-to-date and innovative. For more information, see section 2.5. Digital Teaching Methods.

3.5 National programmes In the years ahead, TU Delft aims to stabilise the income it receives from indirect and contract funding projects at around 150 million euros a year. This concerns both European and Dutch grants as well as contract research and donations. For the 2016-2020 period, TU Delft aims to generate twenty percent of this income from indirect funding via NWO, STW and ZonMw, and around ten percent from other Dutch government programmes. In order to achieve this, TU Delft is focusing mainly on active participation in the top sectors and top-sector-related calls, infrastructure calls (see section 3.2), the innovation incentive and the free competition/open technology programme of NWO and STW. Top Sectors TU Delft has remained active in the Top Sectors of Water, Chemistry, Energy, High-Tech Systems and Materials, Life Sciences & Health, Logistics and the Creative Industry. Prof. P.P.M. Hekkert (IDE) joined the Top Team for the Top Sector of Creative Industry in 2015. Prof. P.M. Herder (SEPAM) is a member of the Top Team for Energy, and Rector Magnificus Prof. K.C.A.M. Luyben is a member of the Top Team for Water. TU Delft received a Top Consortium for Knowledge and Innovation (TKI) supplement from the top sector of High Tech Systems and Materials and others: an approximately 6 million euro project supplement on the contract concluded between QuTech and Intel and a 670,000 euro programme supplement for a joint programme between the faculties of EEMCS and AE. Within the Top Sectors in which TU Delft operates, funding was awarded to various TU Delft projects via NWO, STW, ZonMw and RVO. Six of the nine grants awarded in the NWO-STW Research Through Design call went to TU Delft: four for the faculty of Industrial Design Engineering and two for the faculty of Architecture and the Built Environment. TU Delft is the initiator of three of the five programmes awarded grants in the STW programme ‘Perspective for the Top Sectors’. These three

programmes concern the recovery of valuable materials from waste (Dr P.C. Rem – CEG), the creation of new equipment for the treatment of neurological disorders (Prof. F.C.T. van der Helm – 3mE) and the transport of liquefied natural gas (Prof. M.L. Kaminski – 3mE). The accepted proposals will receive subsidies from STW ranging from 2.2 million to 4 million euros. TU Delft was allocated four projects in the Top Sector of Water call ‘new Deltas’. In the ‘Urbanising Deltas of the World’ call, grants were awarded to Prof. M.L. Kaminski (CEG) for research into the development of sustainable ports in Ghana and to D. van Halem for ‘Do it Yourself’ laboratories for small-scale households in India and Bangladesh. In the top sector of Chemistry, funding was awarded to the NANO-STEEL project of Dr S.E. Offerman (3mE). Personal grants Technology Foundation STW awarded the Title of Simon Stevin Master 2015 to Prof. W.J. Niessen, Professor of Medical Imaging at Erasmus MC and TU Delft (Applied Sciences). The Simon Stevin Master prize is the biggest prize for technicalscientific research in the Netherlands, and is associated with an award of 500,000 euros. Niessen and his group conduct research into computer systems that predict which diseases someone will contract long before that person actually becomes ill. The major advantage of such extremely early diagnosis is that it enables doctors to take preventive measures and to provide more targeted treatment. STW awarded Dr B. Šavija (CEG) the title of Simon Stevin Fellow 2015: an honorary title for highly promising researchers who were awarded their PhD on an STW project in the previous year. Šavija studied how reinforced concrete reacts in different circumstances, and to what extent crack formation occurs.

(Prof. W.J. Niessen)

(Dr B. Šavija)

TU Delft Annual Report | 2015

Vici grants Lieven VanderSypen (Applied Sciences)

Quantum simulation on a chip

Frank Hollmann (Applied Sciences)

BioAqua

Vidi grants Chirlmin Joo (Applied Sciences)

The arms race between bacteria and viruses

Läslo Evert (CEG)

Listening to inaudible sound

Evert Meijers (A+BE)

Beyond Agglomerations: Mapping Externality Fields and Network Externalities

David Abbink (3mE)

Developing a feel for symbiotic driving

Susan Steele-Dunne (CEG)

How thirsty are the crops?

Stephanie Wehner (EEMCS)

Large quantum networks from small quantum devices

Michael Wimmer (Applied Sciences)

Designing robust quantum building blocks

Veni grants Miriam Coenders (CEG)

Detecting the invisible water drain: evaporation

Caroline Paul (Applied Sciences)

Enhancing nature’s catalysts: new vitamins for enzymes

Beatriz Seoane (Applied Sciences)

Towards design in porous architectures

Marco Molinaro (EEMCS)

Revisiting the foundations of cutting planes: bringing theory closer to practice

Philip Robichaud (TPM)

Nudging Responsibly. The Impact of Choice Architecture on Responsibility Attributions

Sofia Teixeira de Freitas (AE)

Fly-bond: more efficient lightweight aircraft structures

Nima Tolou (3mE)

Rethinking Energy Harvesting for MEMS: High Performance at Random Slow Motion

Rubicon Felix Hol (Applied Sciences) - Stanford

Unmasking mosquitoes with microfluidics

University Rifka Vlijm (Applied Sciences) - German

Using super-resolution microscopy to visualize dynamics in the

Cancer Research Center

molecular architecture of the kinetochore in live cells

Hannes Bernien (Applied Sciences) -

Quantum Network Node

Harvard University (Overview of grants under NWO’s innovation incentive scheme)

STW Examples of projects awarded to TU Delft by STW in 2015: • Nadia Remmerswaal (A+BE) received an Open Mind grant for her plan to develop a mould with which to construct safer dwellings for slums. After developing a prototype, she will test her construction plan in an Indonesian kampong. • TU Delft had five projects approved in the open technology programme of STW:

o Antonia Denkova (Applied Sciences) for ‘Nano-carriers for customized cancer therapy’ o Bart van Arem (CEG) for his research on ‘Lane specific Motorway Traffic Control using GNSS Single Frequency Precise Point Positioning’ o Riender Happee (3mE) for the project ‘From Individual Automated Vehicles to Cooperative Traffic Management’

o Urs Staufer and Murali Krishna Ghateskar (3mE) for their research on the manipulation and harvesting of cellular organelles for Cryo-EM o Arjan van Timmeren (A+BE) for his project ‘Acoustics by parametric Design and Additive Manufacturing’

NWO Examples of projects awarded to TU Delft by NWO in 2015: • The projects ‘Understanding how bacteria cells measure their own growth rate’ by Greg Bokinsky (Applied Sciences) and ‘The inner dynamics of fish schools under predation’ by Daniel Tam (3mE) were awarded in ALW’s NWO Open Programme . • In the ERASysAPP research network (ERA-net), Aljoscha Wahl (Applied Sciences), was awarded a project with partners from Germany and Sweden for the development of a new route for the use of the sugar

xylose. • I n the open technology programme of NWO Chemical Sciences, Ekkes Bruck (Applied Sciences) received funding for his project ‘Novel magneto-caloric materials for efficient waste heat conversion in thermomagnetic generators’. •M artijn Wisse (3mE) received am NWO-KIEM grant for the project ‘Reliability of Open-source Robot Software’ •F our TU Delft projects received funding from the User Support Programme for Space Research: o ‘ Effect of rainfall variability at sub-kilometre-scale on

3.6 European programmes The European Union is an important partner for TU Delft when it comes to education and research. In 2014, the number of granted applications for research funding was expected to rise further in 2015, all the more so because Horizon 2020 did not really take off until the 2nd quarter. This assessment proved to be correct: at the end of October 2015, the total volume of EU contracts was more than 49.7 million euros. With this amount, TU Delft participates in 87 projects, including a substantial number of personal grants such as Marie Curie and ERC. A few granted project applications submitted in 2015 were not included in the calculation, as contracts still need to be concluded for them. This includes three Consolidator Grants and seven Starting Grants from the 2015 round. Prestigious Horizon 2020 grants Fast Track to Innovation is a new Horizon 2020 instrument for getting innovations to the market more quickly by means of small consortia driven by industrial partners. The TU Delft start-up Enevate is the initiator of such a consortium, in which several Master’s students from AE are attempting to put a high-quality power kite on the market within three years. The start-up was awarded 1.2 million euros, making the project a good example of the valorisation of TU Delft expertise and research.

TU Delft Annual Report | 2015

precipitation estimates from space observation’ – Yann Dufournet (CEG) oE arth structure beneath orogenic belts from satellite gravity data – Wouter vd Wal (AE) o I dentifying internal sources of evolving volcanic activity on Io – Bert Vermeersen (CEG) oP robing the Venus clouds and hazes – Daphne Stam (AE)

Among other things, this project builds directly on a Marie Curie ITN project of the faculty of Aerospace Engineering, called AWESCO, which was granted funding last year. TU Delft is the coordinator of the Research and Innovation Action MOTOR − Multi-ObjecTive design Optimisation of fluid eneRgy machines. An initiative of the department of Mathematics, this project focuses on optimising turbines, ship propellers and screw machines, such as water or oil pumps. This project involves 4.3 million euros, of which more than 650,000 euros will be spent on research at TU Delft. Knowledge & Innovation Communities (KICs) The Raw Materials and Health KICs were officially launched towards the end of 2015. TU Delft has since attracted initiatives in both KICs, such as further development of a KIC project portfolio. Reaching and encouraging TU Delft researchers to use the KICS to strengthen education and entrepreneurial activities, for innovation and to leverage Horizon 2020 consortia received extra attention in 2015 thanks to information provision and a targeted approach. The KICs as a whole are in the setup phase. Both KICs offer interesting opportunities for TU Delft, analogous to the large-scale projects brought in under the Climate KIC.

NWO’s ‘Encouraging European Research’ scheme The NWO began implementing the Encouraging European Research scheme in 2015. The aim of this scheme is to promote the participation of Dutch knowledge institutions in Horizon 2020. The scheme helps cover the expenses which institutions incur directly or indirectly for EU-funded projects. TU Delft will use the funds strategically to improve the quality of the large number of Horizon 2020 applications by means of both centralised and decentralised targeted activities. Large-scale Quantum Technologies initiative As far as the strategic dialogue with European institutions is concerned, further efforts were made in 2015 to argue the case for a large European research initiative on Quantum Technologies. In April, Jyrki Katainen, Vice President of the European Commission, visited Yes!Delft, followed by a working visit by European Commissioner Günther Oettinger (Digital Economy & Society) to QuTech in October, during which he held political consultations with Minister Henk Kamp (Economic Affairs). Several days after the visit by Commissioner Günther Oettinger, Member of the European Parliament Cora van Nieuwenhuizen asked the

(Visit to QuTech quantum institute in Delft)

Commission questions about the benefit and necessity of a European initiative on Quantum Technologies. The Commission has since made a commitment to the European Parliament to develop a major initiative. The visits by the Commissioners were an important contribution to the initiatives on Quantum Technologies, which the Commission has said it will develop during the Dutch EU presidency in the spring of 2016. TU Delft’s dialogue with the European Parliament itself was continued in 2015 with a ‘Quantum Technologies lunch’ and a dinner on 8 December. The Quantum Technologies lunch was another opportunity to maintain interest in this area of research, which is important to TU Delft, and to accentuate TU Delft’s leading role, also with regard to other EU member states and research groups. The dinner, whose theme was Safety & Security, was characterised by the active contribution and participation of researchers involved in the Leiden-Delft-Erasmus Centre. This dinner was hosted by Cora van Nieuwenhuizen. LDE shared the conclusions of the meetings with European policymakers and interested parties.

ERC Starting Grants Amir Zadpoor

3D printing meets origami

Jantien Stoter

Urban modelling in higher dimensions

Stephanie Wehner

Quantum communication networks

Simon Gröblacher

Strong-Q

Hyun Youk

MultiCellSysBio

Andrea Caviglia

AlterMateria, creating ‘designer’ quantum materials

Arjan Houtepen

Electronic Doping of Quantum Dots

ERC Consolidator Grants Lucia Nicola

A seamless multiscale method for contact, friction and solid lubrication

Louis de Smet

Electro-motion for the sustainable recovery of high-value ions from waste water

Gary Steele

Quantum Optomechanics in 3D

(Personal ERC grants 2015)

3.7 Quality and productivity Research results Research scope TU Delft uses external funding, research efforts of the academic staff and PhD student numbers as indicators of the scope of the research. Funding The total joint scope of the sources of research funding increased from 573.9 million euros in 2014 to 591.1 million euros in 2015. Government funding increased by 3% to 411.4 million euros. Indirect funding increased by 5% to 45.3 million euros. Contract funding increased by 5% to 134.4 million euros. Relatively speaking, the scope of government funding decreased in 2015 compared to 2014. Last year, government funding accounted for 69% of the total scope of the three sources of funding, but in 2015 this was 70%. Research effort The research effort for TU Delft is determined on the basis of effort percentages per function category. As is customary, the research data for a particular year do not become known until later in the following year. Therefore, the annual data for 2014 are included in the 2015 reporting year. The total research efforts of the academic staff increased in 2014 (from 1,513 FTE in 2013 to 1,613 FTE). At 0.61, the proportion of indirect

TU Delft Annual Report | 2015

funding compared to government funding in 2014 is identical to that in 2013. The proportion of commercial funding compared to government funding increased from 1.38 to 1.73 compared to the previous year. The Rathenau Institute refers to the latter two indicators as the ‘social and scientific ability to acquire funds’. Research productivity The numbers of publications as shown in the figure below are in accordance with the VSNU definitions of 2010 and in line with the Standard Evaluation Protocol. The number of scientific publications – refereed and non-refereed journals, books, book volumes, etc. – after decreasing for years, rose again for the first time, by 9%: from 5,139 in 2014 to 5,432 in 2015. With 752 specialist publications in 2015, these types of publications also increased in comparison with 2014 (681). The number of popular publications also increased, from 241 in 2014 to 293 in 2015. Finally, the miscellaneous research output (editorships, book reviews, abstracts, interviews, etc.) increased substantially in 2015 compared with 2014: 2823 versus 2057. The increase is mainly attributable to the rise in ‘miscellaneous research products’, i.e. internal reports, lectures, posters and datasets.

Number of PhD candidates In absolute terms, the number of PhD candidates increased slightly from 2,575 in 2014 to 2,607 in 2015. This includes 1,321 standard PhD candi-

dates. The remainder of the group consists of contract PhD students and external PhD students. The top five countries of origin of these foreign PhD students at TU Delft are: China, Iran, India, Italy and Germany. Doctorates The number of doctorates conferred decreased slightly from 371 in 2014 to 357 in 2015. The composition of PhD candidates who obtained their doctorâ&#x20AC;&#x2122;s degree in 2015 shows that in 2015 the proportion of foreign PhD candidates decreased to

65% compared to 2014. The proportion of women increased slightly to 28% compared to 26% in 2015. PhD completion rate TU Delft has adjusted the internal definition of the PhD completion rate indicator to be in line with the aim of the VSNU, for the purpose of optimal compatibility. All Dutch universities have agreed on this definition. The total completion rate of the new employee-PhD candidates (standard PhD candidate) increased slightly to 76.9% (2005-2008

Number of PhD candidates according to nationality (reference date: 31 December 2015)

Iranian, 147, 6%

Indian, 128, 5%

Chinese, 403, 15% Italian, 110, 4% Dutch; 868; 33%

Other nationalities; 1739; 67%

German, 107, 4% Other nationalities, 647, 25% Greek, 59, 2% Turkish, 52, 2% Spanish, 44, 2% Belgian, 42, 2%

cohort intake totalised). The percentage of these new PhD candidates that obtains a doctorate within five years remained virtually unchanged at approximately 45%.

Research impact – rankings Several organisations use international rankings to provide insight into the relative quality of universities. Such rankings do not provide an objective picture of the performance of universities, because they are based on subjective choices of indicators, definitions and weighting factors and are subject to methodological shortcomings. Nevertheless, these rankings provide a rough indication of the relative performance of TU Delft as a whole or with regard to a specific discipline. Based on its position in the various rankings, especially those in the field of Engineering and Technology, it can be concluded that TU Delft is among the top universities in the world. International students in particular seem to be interested in the relative position of TU Delft compared with other universities of technology. TU Delft uses international rankings in its recruitment and internationalisation policy appropriately. The results of the rankings listed below are particularly important to the international positioning of TU Delft.

TU Delft Annual Report | 2015

Academic Ranking of World Universities 2015 (Shanghai Ranking) In the 2015 Shanghai Ranking, TU Delft occupied a shared position of 201-300, just as it did last year, thus making TU Delft the highest ranking university of technology in the Netherlands for more than a decade. Universities are ranked methodologically based on the number of Nobel Prizes and Fields Medals won by staff and alumni, the number of citations, and the number of articles published in the scientific journals Nature and Science. The position of TU Delft was also consolidated in two derivative rankings: TU Delft occupies a shared position of 101-150 in both the ‘Engineering & Computer Science’ Field Ranking and the ‘Computer Science’ Subject Ranking. QS World University Ranking 2014/2015 In 2015, TU Delft rose in the QS World University Ranking for the fifth year in a row and currently occupies 64th place (86th in 2014). TU Delft occupies 19th place in the ‘Engineering & Technology’ sub-list (16th in 2014) and 66th place in ‘Natural Sciences’ (19th in 2014). Compared with other Dutch universities, TU Delft occupies 2nd place (4th in 2014). TU Delft occupies a Top 20 position in five subject rankings: • Engineering & Technology – Civil & Structural Engineering (2)

• Architecture/Built Environment (3) • Engineering & Technology – Chemical Engineering (14) • Natural Sciences – Environmental Sciences (14) • Engineering & Technology – Mechanical (17) Times Higher Education World University Rankings 2015-2016 (THE Ranking) TU Delft rose to 65th place in the global rankings of universities, the World Rankings of Times Higher Education magazine. Last year, the university occupied a shared 71st place. As in the previous three years, this makes TU Delft the highest-ranking university in the Netherlands. TU Delft is also the third-ranking university of technology in Europe. In the reputation ranking (Rep. Ranking) of THE, TU Delft occupies a position between 51st and 60th place (42nd in 2014). In the more specialised ‘THE Top 100 Engineering & Technology’ ranking, TU Delft occupies 19th place. Leiden Ranking 2015 The Leiden Ranking 2014 describes the performance of 750 (formerly 500) important universities around the world. In terms of impact, TU Delft occupies 102nd place, with 13.2% of the TU Delft publications in the most quoted 10% of publications in a field (the PP top 10%). In terms of cooperation with industry, TU Delft occupies 4th place in the world, with 12.7% of our publications in cooperation with industry (UI (i.e. University-Industry) Collaboration)). Quality assurance and organisation All research programmes at TU Delft are inspected once every six years, in order to assess the quality

of the research and identify possible areas for improvement. The inspection is carried out by an international independent committee of fellow academics in accordance with the Standard Evaluation Protocol 2015-2021 established by the KNAW, NWO and VSNU. The research is assessed on the basis of three criteria: a) research quality, b) relevance to society and c) viability. In addition, the committee reflects other aspects including academic integrity and PhD education. At TU Delft these inspections are conducted in a benchmark with comparable research of another Dutch or foreign university as much as possible. In accordance with the standards of the Standard Evaluation Protocol 2015-2021, TU Delft aims to achieve a score of 1 or 2 (‘world leading/excellent’ – ‘very good’) . The committee bases its findings on an internal evaluation written by the departments concerned and a subsequent visit by the committee. The committee’s findings are published in a public report, which is available on the TU Delft website (www.tudelft.nl/kwaliteitvanonderzoek). A position document, in which the Executive Board responds to the committee’s findings, is also published on the website. The committee’s findings are then discussed by the Operational Committee and used to refine the faculty strategy and long-term planning. Research evaluations conducted In 2015, research inspections were conducted for four disciplines at TU Delft: Chemical Engineering, Geosciences, Computer Science and Applied Mathematics. The inspection of Chemical Engineering was performed in the context of 3TU, while the inspections of Computer Science and Applied Mathematics were part of a national inspection of

International rankings ARWU Ranking Engin. & Comp. Tech. Sci. 201-300 101-150 101-150 201-300 101-150 101-150 201-300 101-150 101-150 201-300 76-100 101-150 151-200 76-100 151-200 76-100 152-200 78-100 152-200 76-107 151-202 77-106 151-200 203-300 202-301 201-250 World

2015 2014 2013 2012 2011 2010 2009 2008 2007 2006 2005 2004 2003

World 65 71 69 77 104 151

THE Ranking Engin. & Rep. Tech. Ranking 19 51-60 19 42 23 51-60 32 51-60 22 49 33

World 64 86 95 103 104 108 83 78 63 86 53 78

QS Ranking Leiden Ranking Engin. & Natural PP top 10 MNCS* Tech. Sciences % 19 66 102 16 79 148 141 15 63 164 168 18 91 18 79 115 99 18 84 15 73 17 72 17 83 13 56 15 70 24 84

UI 4 4 2

(*) The Mean Normalized Citation Score (MNCS) is no longer generated in 2015, due to a change in the methodology of the Leiden Ranking”.

nine universities. The inspection of Geosciences was conducted in a benchmark with comparable research of Imperial College London (ICL) and the Massachusetts Institute of Technology (MIT). All of the committee visits took place in the last six months of 2015, and the reports are expected at the beginning of 2016. Published reports In 2015, reports were published on the research of the faculties of Industrial Design Engineering and Aerospace Engineering. The research in the faculty of Industrial Design Engineering was rated as ‘very good’ to ‘excellent’ with excellent examples of partnerships, which are of the utmost importance in today’s competitive research world. The research in the faculty of Aerospace Engineering was also rated as ‘very good’ to ‘excellent’. The committee confirmed that the research in the faculty is widely recognised and is among the best within the discipline. More information on these assessments can be found in the reports and position documents published on our website (www.tudelft.nl/kwaliteitvanonderzoek). Plans of action In 2015, plans of action were drawn up for inspections of Architecture and the Built Environment, Applied Sciences, and Technology, Policy and Management. All of these inspections will be conducted in a benchmark with comparable research of a foreign university. Internal evaluations will be written in the first six months of 2016, after which the visits by the committees will take place in the second half of 2016.

TU Delft Annual Report | 2015

4 Valorisation

The transfer and application of knowledge for the benefit of the economy and society are playing an increasingly important role in innovation policy. In recent years, valorisation has developed into a fully fledged third core activity of our university, in addition to education and research. The TU Delft valorisation programme started in 2004, and laid the foundation for TU Delft’s current valorisation profile. The successful submission of research proposals in the Dutch and EU context, entrepreneurship training and the facilitation of start-ups, as well as collaboration with the business community for the purpose of joint participation in large research consortia and the conclusion of leading contract research are examples of valorisation activities that will be improved further in the coming years. Valorisation concerns the creation of value from academic knowledge and technology and making this available to society. Activities such as lectures, opinion pieces and interviews on radio and television also enable TU Delft to share its knowledge with society. TU Delft wishes to develop an attractive, innovative region together with other knowledge institutions, businesses and government bodies. This is being done through a number of means, such as the TU Delft innovation campus, which includes Science Park Technopolis. Marketing knowledge isn’t doing the university any harm either: TU Delft generates additional income by selling inventions or intellectual property pertaining thereto, conducting contract research for the business community and successfully submitting international research proposals. Strengthening the collaboration with the business community and other partners at the international, European and national levels is crucial in this regard. Valorisation is closely linked to education and

VPdelta 2015 was the last year of the threeyear EFRO-funded delta technology valorisation programme. This programme operates from the heart of the triple helix to encourage innovation and entrepreneurship in the delta technology cluster and to increase and accelerate the development of innovative delta solutions. The programme has resulted in a portfolio

TU Delft Annual Report | 2015

research. Many subjects that could have been included in this chapter have therefore already been addressed elsewhere in this annual report.

4.1 Cooperation with businesses Since 2012, TU Delft has made a substantial effort to strengthen its cooperation with businesses. An important objective is the realisation of more contract research with the Dutch and international business community, with a focus on improving relationships with businesses in Germany in 2015. This includes the initiation and expansion of contacts with BASF, Siemens, Festo, B Braun, Dräger and ABB. The majority of the contract research concluded with TU Delft is conducted by Dutch companies or Dutch branches of foreign multinationals, often in the Top Sectors HTSM and Chemistry and a number of sector organisations. The business community and faculties – with a clear market/ industry profile or with many alumni – also find one another in the market. In addition to this, TU Delft works with nearly all large R&D parties in the Netherlands. TU Delft wishes to continue this regular contract research and expand it to strategic contract research around the Offshore and Nanoengineering themes. This involves intensive cooperation with market shapers (technology shapers and disruptive innovators). These are often innovative, internationally operating companies or knowledge-driven creative start-up companies. The realisation of more contract research requires the showcasing of research and the building of strategic contract relationships and consortia. Two CTO dinners were organised on location in 2015

of more than forty start-ups in delta technology. The programme supports these entrepreneurs in providing access to knowledge for technical optimisation, with the development of facilities to test the innovations, with the establishment of pilot projects, with the showcasing of their delta innovations to interested parties in the Netherlands and abroad, and with

explanation and matching on RVO’s funding instruments. In view of the success of some of the facilities for testing and demonstration of innovative solutions, the partners involved from the region have submitted a joint living labs project to EFRO II. More information can be found at www. vpdelta.nl.

with the subjects Intelligent Cities (at Prêt-à-Loger) and Innovation for Healthy Living and Active Ageing (in the Reactor Institute). Some of the striking initiatives in 2015 concerning the building or expansion of new or existing strategic relationships and contract consortia: • The American electronics company Intel, quantum institute TU Delft and TNO will cooperate intensively over the next ten years. Intel’s contribution to QuTech represents a value of approximately 50 million dollars, in addition to expertise, manpower and facilities. • The Delft Offshore Technology Centre (DOTC) aims to enter into strategic cooperation on various offshore themes with the offshore industry. A extensive market consultation was conducted in order to create the DOTC. Based on this feasibility study, the decision was made to further flesh out this initiative. • The Dutch Optomechatronic Centre is a joint initiative of TU Delft and TNO to increase the knowledge base on optomechatronic systems. The centre will be officially launched in Q1 of 2016 in an attempt to answer the research questions in the field of optics together with the businesses. • The partnership in the area of Human Disease Model Technologies (HDMT, organs on a chip) was established in mid-2015, and TU Delft will focus on: Cellular Communities, Materials for Membranes, Manufacturability, and Imaging. • Various (new or updated) framework agreements for contract research were effected in 2015. Capgemini Nederland (Utrecht) selected TU Delft as a strategic partner, focusing on the field of Data Science/Big Data for the time being. The research with Keygene (Wageningen) focuses on the interface of plant genomics and computer models & algorithms. Cooperation is being effected with TNO Holst Center in the field of High-Capacity Battery Electrodes, a partnership programme has been agreed with Airbus Group to enable students to gain experience and start a career in the aerospace industry, and TU Delft is working with the Reinier de Graaf Gasthuis hospital on innovations in care in a field lab setting. In addition, agreements with Rijkswaterstaat Central Information Services and SKF have been updated and work on the contracts with M2I and TNO is in progress. • Business Relations has developed the TU Delft Industry Partner Programme (TIPP) in cooperation with the Research Funding NL group. This programme aims to provide additional incentives for the cooperation between TU Delft and new and

existing businesses/public benefit organisations on new research projects/programmes. Through this programme, a second PhD is funded by TU Delft itself if the business/organisation funds the first PhD entirely. Obtaining a TKI supplement also plays an important role in this. The Executive Board gave the green light to start recruiting 20 extra PhDs for new research themes through TIPP in 2016. Delft Research Exhibition In 2015, all projects that took part in the Research Exhibition (which took place at the end of 2014) were challenged to take part in the Mekel Prize. They were asked to submit a brief reflection on the societal impact of their research. Led by Rector Magnificus Karel Luyben, the jury selected two winners from the submissions: the Re-inventing the Toilet Project by JC Diehl and Johan Molenbroek, and the Earth, Wind and Fire project by Ben Bronsema. Preparations for a major Research Exhibition during the anniversary year of 2017 are well under way. A Light Exhibition will be organised in 2016.

4.2 Intellectual Property (IP) Scientific research often leads to results and technological innovations that are worth protecting with patents, thus safeguarding the intellectual property of TU Delft and making these inventions interesting for commercial exploitation. This can be done by granting a licence or selling the patent to existing businesses or by establishing a start-up company, technical or otherwise. TU Delft participates in several of these start-ups through Delft Enterprises by contributing intellectual property in a spin-out or spin-off company. In addition, the Valorisation Centre publishes a selection of the patents in the TU Delft Patent portfolio on the TU Delft website. The direct URL is www.patent.tudelft.nl. This ensures that new inventions are put into practice in society, and that the proceeds also benefit TU Delft by means of valorisation. In this way, intellectual property is used as an instrument to support the growth and development of the university and to stimulate commercial activity in the region and further afield. The Valorisation Centre offers staff and students support and advice during the IP application process, and, together with Delft Enterprises, in the commercialisation process. Furthermore, the patent department manages TU Delft’s patent, model and brand portfolio. In 2015, 80 inventions and 39 new patent applica-

tions were submitted. In addition, 22 contracts were concluded on the basis of one or more patents from the TU Delft patent portfolio and 33 patents were commercialised.

4.3 Entrepreneurship TU Delft encourages and facilitates entrepreneurship in many different ways. Students have the opportunity to enrol in entrepreneurship training. In addition the TU Delft incubator YES!Delft helps young entrepreneurs get started. The Valorisation Centre and TU Delft Holding provide support with regard to intellectual property rights and capital in order to help spin-offs and spin-outs get started. YES!Delft TU Delft wants to make its students and employees aware of the opportunities offered by entrepreneurship and offer them practical support for the establishment and development of a company. The YES!Delft incubator, established in 2005, plays an important role in this. YES!Delft offers coaching, training, facilities and access to relevant networks (investors, clients, talent) to promising new companies. To date, close to 200 high-tech start-ups have started under the umbrella of this incubator. These companies have an impact on different technical sectors such as medical technology, cleantech, ICT, industrial applications and consumer products. In 2015, 14 new companies were admitted to YES!Delft. In 2015, YES!Delft was number 9 in the Global UBI Index, which screens over 400 incubators in more than 70 countries worldwide. YES!Delft expands To meet the demand for more space to accommodate new businesses and to facilitate the growth of other start-ups, a second building is being developed for YES!Delft. The new building is being constructed west of the YES!Delft building. The building will accommodate not only the growing number of new entrepreneurs that wish to take part in the YES!Delft scheme, but also, for example, foreign technology companies that – possibly in anticipation of opening a larger office – wish to open an office in Delft. The building will house 900 m2 of laboratory space, plus shared laboratory facilities, thereby meeting the regional demand for laboratory space. Many of the start-ups that are currently accommodated in the old Applied Sciences buildings will relocate to YES!Delft Labs. TU Delft is constructing YES!Delft Labs with support from the Municipality of Delft, the Province of

TU Delft Annual Report | 2015

Zuid-Holland and the European Union. The design and the construction are being realised by a building consortium led by ‘Cordeel’ (contractor) and ‘cepezed’ (architect). It is scheduled for completion in March 2016.

4.4 TU Delft Holding TU Delft Holding has two subholdings: Delft Enterprises and TDH Services. With effect from 1 January 2016, TU Delft Holding and TDH Services were merged, and Delft Enterprises falls directly under TU Delft. Delft Enterprises Equity participations in innovative companies that have arisen from the expertise of TU Delft are incorporated in Delft Enterprises. These companies result from innovation developed at TU Delft, after which the Valorisation Centre lays down these innovations in patent applications. In 2015, equity participations were acquired in twelve new companies: • Adjuvo Motion B.V. (rehabilitation of patients following a stroke); • Teller B.V. (online comparison); • Tocano Holding B.V. (ink-free printing); • ScrapScanner B.V. (measurement systems for the scrap trade); • Delft Aerial Robotics B.V. (drone technology); • Allotropica Technologies, Inc. (polymer composites); • PowerWindow B.V. (solar cells in windowpanes); • E-Stone Batteries B.V. (battery for stationary energy storage); • Slimy Green Stuff B.V. (biopolymers); • Qualinx B.V. (Internet of Things); • Fastree3D B.V. (3D identification of fast-moving objects); • Blauw B.V. (data security infrastructure). In accordance with its exit strategy, Delft Enterprises sold two participations in 2015. Anteverta-mw was taken over by the Maury Microwave Corporation in the US, which manufacturers microwave measurement systems and laboratory equipment. Waterland Private Equity, an independent venture capital company, took a controlling interest in Inashco B.V. The exits were successful both financially and in terms of societal impact. The business portfolio and information on the exits can be found at www.delftenterprises.nl.

TDH Services TDH Services concerns businesses and/or foundations that follow on from the primary objectives of TU Delft. Unlike the venture capital company Delft Enterprises, no exit has been determined in this case, and the Executive Board is ultimately the decision-making body. The number of businesses and foundations grew and/or made progress in 2015. A major step was taken with regard to the Holland Particle Therapy Centre BV, in which TU Delft is working with the Leiden University Medical Centre (LUMC) and the Erasmus Medical Centre (EMC). Construction work on the proton clinic started in 2015. Stichting Green Village, an initiative of Prof. Ad van Wijk, has successfully obtained an important EFRO grant, which will facilitate the construction of a testing ground for sustainable technologies. Construction of the Green Village in the heart of the TU Delft campus is expected to commence in 2016. Ir. Jaron Weishut was appointed managing director of this initiative at the beginning of 2015. To accommodate a growing number of new entrepreneurs at YES!Delft, construction has commenced on a second building, which will also house lab facilities. YES!Delft Labs will meet the

(Innovation in the heart of the economy)

needs of start-ups that require small-scale lab space. It is one of the projects on the Economic Agenda for the South Wing investment programme. FlexDelft responds to the growing demand for payrolling, particularly of student teaching assistants. Other activities through which the added value of Flex Delft can be optimised are being considered in consultation with HR and other departments. Mainport Innovation Fund is a collaboration of TU Delft, KLM, Schiphol Group and Rabobank. The Fund focuses on products, technologies and processes for making the aviation industry more sustainable. Sustainable solutions for safety, mobility and logistics around ports and airports are also considered. The second Mainport Innovation Fund (MIF) was launched in 2015. As well as participants in the first MIF â&#x20AC;&#x201C; KLM and Schiphol â&#x20AC;&#x201C; the Dutch Railways (NS) and the Port Authority of Amsterdam have joined. The focus of MIF II is Sustainable Mainport, Logistics & Transport.

4.5 Innovative region TU Delft is committed to being an attractive partner and location for regional knowledge institutions, companies and governmental bodies. The focus is on strengthening regional innovation clusters in the field of cooperation between public and private sectors, such as Medical Delta. Delft Technology Partners In mid-2014, TU Delft and the Municipality of Delft decided to establish a joint programme office. The programme office became operational in 2015 under the name of Delft Technology Partners. The core team consists of six representatives of TU Delft and the Municipality of Delft. Delft Technology Partners brings new knowledge-intensive technology companies to Delft, connects existing businesses and institutions and markets Delft as a city of knowledge and innovation (see figure below). Businesses can turn to Delft Technology Partners for matters such as accommodation and support of business ideas. Community building is an important part of this. The account managers of Delft Technology Partners form a fixed point of contact for the businesses. They arrange for the introduction of businesses in local and regional networks and/or with individual companies and knowledge institutions. The programme office is also the first point of contact for InnovationQuarter (Regional Development Company for the Province of Zuid-Holland) with regard to acquisition or other marketing information. For more information see: www.delfttechnology partners.nl.

Vermarkten van Delft als stad van innovatie

Faciliteren & verbinden van bedrijven & instellingen

(DTP objectives)

TU Delft Annual Report | 2015

Binnenhalen nieuwe bedrijven

TU Delft Science Park The TU Delft Science Park, which includes the TU Delft Campus and Technopolis, is a lively campus where science, industry and government come together. Our science park is an attractive environment for businesses. Over 200 businesses are located here, ranging from promising start-ups to offices of major well-known companies that choose to develop their R&D activities here. Important steps were made towards more effectively marketing the TU Delft Science Park in 2015. The focus was mainly on drawing more attention to the southern section of the science park as a location for international technology companies, knowledge institutes, R&D departments and start-ups. Among other things, this resulted in a website about the science park, far-reaching agreements within DTP and with IQ on acquisition for this area, and concrete plans were developed to further develop this specific section. Medical Delta TU Delft is one of the initiators of the Medical Delta, the knowledge-driven Life Science Health & Technology cluster supplemented with the local government bodies of Leiden, Delft, Rotterdam and the Province of Zuid-Holland. Expertise and experience on life sciences and medical technology are further combined through this consortium. The three universities (Leiden-Delft-Erasmus) and two University Medical Centres (UMC), over 400 innovative companies, four institutes of higher education, training institutes, government bodies, incubators and healthcare professionals: together these parties develop new, often technology-driven ideas for products and services for sustainable, personal care. The European Innovation Partnership for Active and Healthy Ageing (EIP AHA) has designated Medical Delta as a â&#x20AC;&#x2DC;reference siteâ&#x20AC;&#x2122;, thereby recognising it as an important innovation cluster in Europe. Through Medical Delta, the existing international contacts in the HealthTIES network of government bodies, knowledge institutions and businesses from the Medical Delta, Oxford, Zurich, Barcelona and Debrecen will be intensified. The Medical Delta Development Organisation is embedded in the TU Delft Valorisation Centre and isÂ managed and financed in cooperation with external parties. Together with InnovationQuarter, Medical Delta is contributing to the development of the Delft-Leiden-Rotterdam region, both regionally and on a Dutch and international level in the area of Life Sciences, Health & Technology. The Medical Delta

(TU Delft Science Park)

Business Partnership was introduced in 2015. A new method for living labs in care innovation was developed in cooperation with partners from throughout the region. Many ideas and specific solutions for improved care come to the fore through competitions such as the Proof-It Award and Design 4 Everyone. The first meetings of this partnership took place at 3M in Delft, at the annual Medical Delta Event in TU Delft’s Aula Building and during the Border Sessions Festival for Technology and Society in The Hague. It currently has 35 businesses as partners. Holland PTC TU Delft collaborates with the Erasmus Medical Centre and the Leiden University Medical Centre on the realisation of the Holland Particle Therapy Centre (HollandPTC), the Netherlands’ first proton clinic for cancer treatment. Construction commenced in May 2015 TU Delft expects this to tie in nicely with both Horizon 2020 and the Top Sector policy in the fields of life science & health and hightech systems. On 2 December 2013, the Dutch Ministry of Health, Welfare and Sport granted HollandPTC a licence to provide cancer treatment using proton therapy in accordance with the Special Medical Procedures Act. Two multifunctional treatment rooms will be built, in which patients can be treated with radiation from all directions. A third treatment room has been designed specifically for the treatment of eye tumours. HollandPTC will also include an advance research space to facilitate research by TU Delft and the teaching hospitals. The order for the radiation equipment was placed with Varian Medical Systems in June. Furthermore, the company will participate in a joint research programme to make

proton therapy better and more cost effective. In May 2014, the European Investment Bank (EIB) committed to a loan of 90 million euros to realise HollandPTC. Various research groups are working on an extensive and authoritative research programme. Various projects and research proposals have already been approved within Dutch and European funding programmes. HollandPTC is expected to start treating its first patients in mid-2017. IMDI.nl Medical Delta supports the national IMDI.nl (Innovative Medical Devices Initiative Netherlands). The IMDI’s Centres of Research Excellence had various projects approved in Dutch (Top Sector) calls. This included six public-private projects with a joint scope of more than six million euros. The partners involved are other Dutch and international knowledge institutions and public and private parties. EIT Health TU Delft has formed a consortium in collaboration with leading European partners such as knowledge institutions, companies and healthcare institutions: EIT Health. In December 2014, this consortium was appointed to form the European Institute of Technology (EIT) on Health (Healthy Living and Active Ageing) of the European Institute of Innovation and Technology. TU Delft and Medical Delta contribute actively to the LaunchLab programme (through YES!Delft), the Living Labs and entrepreneurship training. With 144 partners throughout Europe, innovation projects, educational activities and business creation facilities will be developed within the EIT Health programme in the 2015-2018 period around the theme of Active Living & Healthy Ageing in order to accommodate the changing

EIT Health & RawMatTERS TU Delft is a partner in the two new European Knowledge and Innovation Communities (KICs): the EIT Health and RawMatTERS consortia. These new KICs of the European Institute

of Innovation and Technology (EIT) support strategic partnerships in Europe in order to stimulate innovation with regard to heath and materials. The two KICs bring together

150 partners from 20 European countries.

composition of the population in Europe, in particular the ageing population. More information about EIT Health can be found at www.eithealth.eu.

4.6 Valorisation Agenda

4.8 Take-off

TU Delft defined the main points of its valorisation policy in its TU Delft Roadmap 2020 Strategic Plan, which was finalised in the Valorisation Agenda 2014-2020 in 2014. This was developed into an annual plan in 2015, with Key Performance Indicators (KPIs) defined for each sub-theme. These comprise one or more activities conducted over the past year in order to achieve the objectives on the 2020 agenda. Progress is monitored by the Valorisation Board, which is chaired by the Rector.

Up to the spring of 2014, the STW technology institute awarded Valorisation Grants to enterprising researchers for the development of innovative high-tech business activities that are based on knowledge developed at the university or at the research institute of the researcher. The Valorisation Grant was meant to bridge the so-called funding gap and enable researchers to construct a prototype.

4.7 Valorisation indicators The Dutch universities formulated their valorisation objectives in their performance agreements with the Ministry of Education, Culture and Science in 2012. Following on from this each university has developed its own valorisation indicators to measure performance. In 2016, this process must result in a tested and validated set of indicators for making university efforts in the complex context of valorisation transparent. This process will be reported on separately in the context of the VSNU. The assignment for the development of valorisation indicators was addressed by the universities of technology at the 3TU level at the beginning of 2013. In 2015, the indicators developed were tested and the operationalisation of the indicators was further coordinated at the 3TU level. The first final set of valorisation indicators was chosen at the end of 2015. The results for these indicators are shown below. These indicators will be developed further and/or supplemented in 2016 and the years thereafter.

TU Delft Annual Report | 2015

Since the autumn of 2014 STW, in cooperation with NWO and ZonMw, has changed the name of its Grant to Take-off: a science-wide funding instrument to stimulate commercial activity and entrepreneurship by Dutch knowledge institutions . Take-off consists of a grant and a loan with which academic entrepreneurs can translate a scientific discovery into a product or service. Take-off is funded by the Ministry of Economic Affairs and the Ministry of Education, Culture & Science. The main differences compared to the Valorisation Grant are: â&#x20AC;˘ Phase 1 (feasibility study) has been increased from a 25,000 euro to a 40,000 euro grant; â&#x20AC;˘ Phase 2 (early start-up phase) has been increased from 200,000 euros to 250,000 euros; â&#x20AC;˘ Phase 2 has become a risk-bearing loan instead of a grant and is requested by the entrepreneur. Minister Kamp (Economic Affairs) and State Secretary Dekker (Education, Culture and Science) awarded thirteen Take-off feasibility studies to TU Delft researchers in 2015. One entrepreneur was granted an early start-up phase on the basis of research conducted at TU Delft (see also the table on page 87).

Achievement of 2015 valorisation indicators

Indicator

Value

2015

Scope of indirect and con-

Government funding

€411.4 million

tract funding

Indirect funding

€45.5 million

Contract funding

€135 million

Internships and graduation

Bachelor’s

projects for non-university

Master’s

776

PDEng

CWTS Leiden Ranking – UIC

% University Industry Co-publications

12.7%*

Invention disclosures

Patent applications

Transfers

Licences

Spin-off with TU-IP

TU Delft start-up started by current and

institutions 3

Co-publications

Intellectual property

Commercial activity

former TU Delft students without TU-IP Starters who did not start-up through third

parties with TU-IP 6

Ancillary activities

Professors (paid and unpaid) with a

166

non-academic ancillary activity 7

Entrepreneurship training

Entrepreneurship minors (30 EC per

142 students/4260

minor)

ECTS

Other entrepreneurship training (5-8

346 students/1883

ECTS per subject)

ECTS

Total entrepreneurship training

488 students/6143 ECTS

Alumni careers

Percentage working for non-academic organisations

83.3%

Take-off feasibility study Awarded Phase 1, Take-off feasibility study Dr A.E. Zaidman

Pourquoi: pull request quality evaluation and prioritization

Dr Z. Rusak

Adjutor: An Active brace for cost effective post-stroke physical therapy

Dr D.H. Plettenburg

The first prosthetic hand that meets the basic needs of the amputee: the Delft Cylinder Hand

Dr W.J. Venstra

BreathTag

Dr G.J.M. Tuijthof

A steerable punch for meniscectomy

Dr V. Zwiller

Plug and Play Quantum Light

Ing. J.F. Schorsch

Archimedes Drive

Dr J.R. van Ommen

Feasibility of pneumatic transport reactor for scale-up ALD coated particles production

Mr. M. Tohidian

Battery-Less Wireless Transceiver for Internet-of-Things

Dr J.F.M. Molenbroek

Skel-Ex Exoskeleton for Industrial Applications

Dr A.J.L. Adam

TOCANO - Ink-free printing technology

Prof. H.J.J. Jonker

Meteorological Finecasting for the Renewable Energy Sector

Dr D.A. Vermaas

Blue Battery - A novel electric energy storage system

Awarded Phase 2, Take-off early start-up phase Ir. A.W. van Vugt BSc (VSParticle)

TU Delft Annual Report | 2015

Commercialisation of spark-ablating technology.

TU Delft Annual Report | 2015

5 Organisation

Students and scientists, education, research and valorisation: thatâ&#x20AC;&#x2122;s what itâ&#x20AC;&#x2122;s all about at TU Delft. But all of this doesnâ&#x20AC;&#x2122;t happen automatically. The university is the sum of its people, facilities and services. In order to maintain education and research at the highest level, the surrounding organisation has to run like clockwork and be able to respond flexibly to ever-changing preconditions. These conditions include requirements related to financial accounting and transparency, supporting temporary yet substantial research projects, and the changing expectations of staff and students, for example concerning ICT facilities. To this end, a campus vision was developed in 2013, with an accompanying real estate strategy that is updated periodically.

5.1 Organisational developments Developments in the organisation are always for the benefit of the research and education at the university. Naturally, this applies to the support staff, and the (often sizeable) investments in real estate are also always focused on improving the quality of research and education. New dean of Architecture and the Built Environment The Executive Board has appointed Professor Russell as the new dean of the faculty of Architecture and the Built Environment, effective from 1 May 2015. Peter Russel succeeds Karin Laglass, who left TU Delft in the course of 2014.

standardisation and central control of the basic processes, to improvement of the advisory service and to Finance-wide competence development. This restructuring will also have repercussions in terms of staffing. Certain positions will be discontinued and new ones added; the net figure for job losses in the course of 2016 is 5 FTE. Review process: restructuring of DIMES (DTC) The Review Agenda included a proposal to reduce the central infrastructure contribution to the Delft Institute of Microsystems and Nanoelectronics (DIMES) from 4 million euros a year to zero over a five-year period. Based on the midterm evaluation that took place in the autumn of 2013, the Executive Board decided to change the complete phasing out of the central infrastructure contribution to a structural contribution of 2 million euros, with the main aims being facilitating excellent research, fulfilling a bridging role between scientific research and industrial innovation, and carrying out development work and small-scale production for industrial partners. After receiving the recommendations of the Works Council, the Executive Board proceeded with the final adoption of the restructuring plan. DTC has been renamed the Else Kooi Laboratory (EKL), and a new director took office on 1 June, namely ir. C.A.H. (Casper) Juffermans, who has proven

Restructuring of HR The restructuring of HR was effected in 2015, and is intended to cut costs as well as help increase the quality of HR services. This will be achieved by streamlining and computerising operations as much as possible and increasing the competencies of staff. The first steps have been taken with regard to digitisation, and a development programme has been started for the advisors. Restructuring of Finance The restructuring of the Finance department is part of the shift in the University Corporate Office and also aims to increase the quality of services, by improving the basic processes as well as the financial advisory service. In order to support the achievement of these ambitions, the work was divided in 2015 into the fields of financial control and business control, as well as administration. In 2015, attention was given to further computerisation,

TU Delft Annual Report | 2015

(New buildings for Applied Sciences)

himself at, among others, Philips Research in Eindhoven, IMEC in Leuven and NXP Research. Restructuring of Design Engineering department, faculty of Industrial Design Engineering The Executive Board took a definitive decision on 10 May 2015 on the restructuring of the Design Engineering (DE) department in the faculty of Industrial Design Engineering with the aim of making the department future-proof. Research into and with new technologies for production processes and design is central to the Design Engineering department. With a university design programme that has such an advanced technical focus, the faculty of Industrial Design Engineering is unique in the world. However, the specialisations and chairs in the existing organisation do not tie in sufficiently with what is needed in the future. A two-track policy has therefore been devised to give the Design Engineering department a quality boost by means of restructuring and a recruitment programme for new professors. The reorganisation of the department concentrates on the following research themes: Advanced Manufacturing, Cyber-physical Systems, Circular Product Design, Internet of Things, Design for Sustainability, Emerging Materials, Mechatronics & Architectural Design. The new organisation started on 15 July 2015. Standardisation of (financial) accounting of indirect and contract funding projects The project concerning the standardisation of the financial project accounting (the UP Project), was formally completed at the beginning of this year. Although this has laid an important foundation for the optimisation of the services provided by Finance, not everyone automatically finds working with this new method easier or better. The Administration Excellence Project (PAX), which started in May, aims to optimise management of projects, departments and faculties within the new working method. How to optimise its implementation was explored in cooperation with representatives of the faculties. Based on this input, the initial emphasis was on the improvement of management information for both projects and departments. By presenting existing information in a different way, it ties in better with the information needs. In addition, the existing information is being expanded and tooling improved, again in cooperation with the faculties. As a result, scientists will receive even better support in the financial management of the projects.

TU Delft Library switches to OCLC WorldShare Management Services In 2015, TU Delft Library made the switch to the OCLC WorldShare cloud solution for the Library Management system and the WorldCat Discovery search system, which had been put out to tender in 2014. A project was launched in December 2014, which led to a soft launch in July and a hard launch in mid-August 2015, completely according to plan. The main advantages are the improved efficiency and lower costs for the management of all possible digital and physical information sources and a considerable expansion of worldwide scientific publications searchable by and accessible to end users. A number of teething problems were resolved or addressed in the autumn of 2015. The implementation of the Interlibrary Loan modules, as part of a larger national infrastructure project of the UKB (university and national) libraries, will follow in 2016.

5.2 Diversity TU Delft policy is aimed at promoting diversity in all parts of the university, because we want to be an employer that enables people from a wide variety of backgrounds to develop properly. TU Delft is actively working on improving the integration of international students. This is illustrated by the global lunches organised as part of the Global Mind programme. During these lunches, TU Delft staff and students, from the Netherlands and abroad, discuss and consider what we can do together to promote the global mindset. One of the outcomes of these discussions is the establishment of ISAD as an umbrella organisation for internationally oriented student associations at TU Delft. ISAD is an important discussion partner for TU Delft in the field of internationalisation and integration. One of its aims is to enhance the cooperation of the student associations during the introduction period. Thanks in part to the growth in the number of international students, more and more English is spoken on the TU Delft campus: as well as the MOOCs and other online teaching methods, other more traditional teaching formats such as lectures and laboratory courses are also increasingly offered in English. The International Festival of Technology drew far more international students this year. Delft Technology Fellowship Because TU Delft is convinced that the presence of more women on campus promotes diversity

in the broad sense of the word, we devote a lot of attention to the balance between men and women in the various jobs. Women are particularly underrepresented in senior positions at TU Delft. We view attracting more female academic talent as an important contribution to making better use of the full range of available scientific skills. The Delft Technology Fellowship is an important programme in this respect. This programme aims to substantially increase the number of top female scientists at TU Delft. The third round started in 2015, aimed at recruiting another ten top female scientists.

5.3 Integrity Integrity Coordination Group A lot of work has been done at TU Delft on the theme of integrity since 2011. The integrity policy has been detailed in a Code of Ethics and the www. integriteit.tudelft.nl website has been created. To ensure that the theme of integrity continues to receive attention, the Executive Board decided at the end of 2014 to establish the Integrity Coordination Group (CI) with the task of: “Coordinating, monitoring and adjusting integrity policy and activities relating to integrity”. The CI meets every two months and reports to the Rector Magnificus twice a year on its activities and recent developments. The 2015 operational agenda focused on professionalising the integrity policy and keeping the discussion going. The following subjects were addressed. Human Research Ethics Committee (HREC) Following a pilot phase, activities are well underway now and HREC has become more widely known. Due to the increased workload and with the aim of further professionalisation, a start was made to design procedures to have some of the applications assessed locally by the faculties. Ethics education Not all programmes at TU Delft spend the same amount of attention on the ethical aspects of practising a profession. The CI has explored the state of affairs with regard to the inclusion of ethics in education and is formulating policy with regard to the integration of ethics education in all BSc and MSc programmes. Lab safety The CI has surveyed and researched the existing regulations and developments with regard to lab safety. The ongoing ‘Lab Servant Implementation’ project is focused on rolling out TU-wide lab safety

TU Delft Annual Report | 2015

training courses in relevant departments and programmes. Introduction of new staff The CI has found that too little attention is paid to the subject of integrity with regard to the introduction of new staff. A project proposal concerning how to expand this introduction and create lasting awareness among existing staff is being drawn up in cooperation with HR.

5.4 Legal affairs Letters of objection and appeals Any student or employee of TU Delft may file a complaint or an appeal against the university’s decisions. The Executive Board makes a decision regarding the objection after receiving advice from the Objections Committee for employees and other matters or student affairs. Students may submit letters of objection regarding rejections on the basis of the Graduation Support Scheme (RAS), as well as objections regarding enrolment, unenrolment or tuition fees. The letters of objection from employees concern legal status. Appeals from students and external students concerning the binding recommendation on the continuation of studies, exams, fraud, etc., are handled by the Examination Appeals Board in accordance with Article 7.60 of the Higher Education and Research Act. Since the Doctoral Regulations 2014 came into force, doctoral candidates have been able to field objections to decisions by or on behalf of the Board for Doctorate. The General Administrative Law Act (Awb) specifies an 18-week decision period within which objections must be dealt with. The decision period for student cases is 10 weeks. The average settlement period at TU Delft in 2015 was 10.4 weeks for student cases, 12 weeks for dismissal cases and 12.3 weeks for other cases. The number of Examination Appeals Board cases is increasing steadily (97 in 2015 compared to 83 and 77 cases handled in 2013 and 2014, respectively). An important reason for this is the increase in foreign students who lodge an appeal against a rejected application for admission to the Master’s degree programme (54 in 2015 compared to 33 in 2014 and 41 in 2013). The number of student cases, job appraisal cases and other objection cases submitted by staff is almost completely stable. A slight trend was visible in the number of dismissal cases, which may be explained by the decrease in internal reorganisations.

In the table below, the number of settled objections and appeals (87 and 97 respectively) in 2015 are shown according to category and decision type. Category

Founded

Unfounded

In-

Withdrawn

Total

admissible 16

PhD candidates

Student

Dismissal (employee)

Job evaluation (em-

182

EAB (student)

ployee) Miscellaneous (employee) Total

(Settled objections and appeals) Complaints In accordance with the agreements made in the VSNU context, we communicate the anonymised complaints on the website of the umbrella organisation. Inappropriate conduct The Complaints Committee for Inappropriate Conduct (KOG) did not receive or handle any complaints in 2015. No complaints were submitted in 2014 either, but a complaint from 2013 was dealt with. Conflict of Interest Committee The Conflict of Interest Committee (CoBeCo) is a committee with external members that can issue recommendations on dilemmas that may arise when science and the market come into contact with each other. No cases were reported in 2014 and 2015. It has been decided to have the CoBeCo function as an on-call committee, i.e. a committee that only meets when cases are reported. Other complaints Legal Affairs received and dealt with one complaint in 2015. It concerned a complaint within the meaning of Section 9 of the General Administrative Law Act. Following a meeting with the parties concerned, the complainant withdrew the complaint in writing. Regulations The TU Delft Mandate Regulations 2007 have been amended with the main changes being a clarification of the financial mandate and a new provision on hiring third parties. Several other

clarifications have been applied, such as the name-change of departments and clarification concerning the division of portfolios within the Executive Board. Following the adoption of new regulations by the Supervisory Board and amendment of the Executive and Management Regulations (BBR) in 2014, the governance of TU Delft has been brought up-to-date. The TU Delft Regulations on Inventions and Software Remuneration have been adopted. The so-called â&#x20AC;&#x2DC;1/3 regulationsâ&#x20AC;&#x2122; determine who is eligible for remuneration related to income arising from inventions, patents and software, the preconditions for eligibility for such remuneration, and the distribution model on which the level of remuneration is based. The models for the Teaching and Examination Regulations (OER) and the Rules and Guidelines for the Board of Examiners (RRvE) have been adopted and presented to the faculties. Partnerships The guarantee agreement with the European Investment Bank (EIB) for HollandPTC BV was concluded, supplementary to the loan agreement between the EIB and HollandPTC in 2014. This completed the legal structure for HollandPTC. Cooperation took place on the further shaping of the Amsterdam Institute for Advanced Metropolitan Solutions (AMS), an initiative of the City of Amsterdam in partnership with Wageningen University & Research Centre, for which a cooperation agreement was drawn up with MIT, which makes an important contribution to AMS. The first sub-licensing agreement for MOOCs has been concluded, with the Queen Rania Foundation in Jordan, for the Solar Energy MOOC.

5.5 Real Estate Updating of real estate strategy High-quality facilities are crucial for top-quality education and research. For many top scientists and talented students, the research facilities, many of which are unique in the Netherlands, are the deciding factor in their decision to come to Delft. In its real estate policy TU Delft therefore seeks to maintain a balance between investing in infrastructure and limiting expenditure on older buildings that are no longer cost-effective. In 2013, the Executive Board approved the new campus vision and the real estate strategy for the 2014-2022 period, ‘Living campus’, which involves providing a living and working environment with the facilities required by an international university. In this way, TU Delft aims to raise and maintain the quality of its research and educational facilities at a high international level. The campus vision does not just focus on the development of the TU Delft area (including Technopolis), but also on the connection to the adjoining areas and infrastructures. TU Delft has plenty of accommodation, but it is not always the right kind. The goal for the coming years is to decrease the footprint and to improve the accommodation quality and ensure it is the right type. The real estate strategy and the ensuing project list of real estate changes are determined by the campus vision. A changing environment means that this real estate strategy has to be updated annually. Due to the large increase in student numbers, TU Delft faces new choices that must be included in the update of the real estate strategy. ESP/VEEM Hall The faculty of EEMCS has drawn up an ambition document for its Electrical Sustainable Energy (ESE) department. One of the recommendations is the establishment of a large modern, dynamic and efficient combined laboratory for the whole department, where laboratories and room for laboratory courses are combined – the ESP lab. The various disciplines come together in this lab, which is equipped with modern infrastructure for the experiments required for education (laboratory courses) and research involving solar cells, high voltage, power electronics, power systems and electric machines. The laboratory courses have been moved from Drebbelweg to the VEEM Hall in order to accommodate the growing numbers of students and to bring education and research closer together. The VEEM Hall currently has 268 places for the laboratory courses for the Bachelor’s degree programme in Electrical Engineering. The

TU Delft Annual Report | 2015

VEEM Hall subproject was completed in 2015, with a new name: Tellegen Hall. The definition phase for the ESP subproject has been completed, and implementation is expected to take place in 2016. Sports & Culture There has been tremendous growth in visitor numbers to the Sports & Culture Unit (S&C). The number of visits per year increased, from 450,000 in 2006 to 1,200,000 in 2015, and are projected to increase in the years ahead as well. The S&C facilities cannot properly accommodate these large numbers of visitors. The expansion and upgrading of S&C was detailed at the end of 2013, and includes proposals for adding a third large sports hall, three smaller halls and a support space to the complex, in order to meet the demand for expansion as a result of this increase in visitor numbers and to improve the quality of the existing complex. S&C will also be linked to the cultural centre in order to bring sports and culture closer together and to improve functionality with a single central entrance. The existing sports complex will also be upgraded. Following this alteration, the sports centre will be fully in line with today’s requirements for such accommodations. Pulse TU Delft wishes to have sufficient and high-quality facilities for education on campus. The Learning Environment on campus is a recognisable cluster of innovative and inter-faculty educational facilities that together form a vibrant, physical environment for learning. In 2015, within the Learning Environment, a design was developed for PULSE: Practise, Unite, Learn, Share and Explore by Ector Hoogstad Architects. PULSE is an additional educational facility that offers optimum space for TU Delft’s motivational teaching, with a gross floor area of 4500 m2 (i.e. 1020 teaching areas, studying areas and cafés and restaurants). The building’s design was developed in close consultation with students and staff. The intention is that the area around PULSE should match this development and offer provisions that support and enhance the function and quality of PULSE itself. The result is intended to have a positive influence on both sides and to really make PULSE yield added value for TU Delft. This entails provisions for more in-depth and support activities within the existing environment and public space. The following components were developed in 2015: Learning Lab, in the adjacent section of the building, which will ultimately be physically connected to PULSE and provide space

(Artist’s impression of new Sports & Culture building) for innovation in education. The Square, for meeting, activities, good logistics and a bicycle parking facility combined with a coffee bar. It is anticipated that PULSE and the surrounding area will be ready for use at the start of the 2017-2018 academic year. PULSE is not large enough to accommodate the growth in the student population. A substantial (semi-permanent) additional volume in teaching rooms and study workspaces must be created in order to provide enough ‘elbow room’ for major renovations. This will make it possible to accommodate the expected growth of the student population in the next five to ten years in teaching rooms and study workspaces that meet the desired quality levels. Upgrade of the faculty of Industrial Design Engineering The demand for teaching rooms within the University as a whole is changing. This is due to the upsurge in other (more active) teaching methods, the use of IT and different group sizes. The faculty of IDE in particular would like to combine this with more efficient use of space. This will be achieved by creating a multifunctional teaching area for both PC and design education. Rooms that do not meet the requirements will also be upgraded to ensure that the teaching rooms in the faculty’s room pool satisfy the current wishes and requirements. These developments combined with the more efficient use of space will result in an additional 120 teaching areas in the room pool, tying in directly with the teaching rooms transformation plan. The project is due for completion in 2016.

100

Bicycle parking As a result of the growing number of students, there has been an urgent shortage of bicycle parking facilities in a number of areas on campus. To ensure sufficient bicycle parking capacity, the existing bicycle parking facilities at the faculties/ buildings of IDE, 3mE, EEMCS, C. Drebbelweg and The Fellowship were expanded. A total of approx. 1,150 bicycle racks were installed in October 2015. Thermal Energy Storage The Thermal Energy Storage (TES) facility in Applied Sciences has been completed and will be operational at the beginning of 2016. YES!Delft! has an effective TES system. After taking a number of measures, the capacity of this system will be sufficient to connect the new YES!Delft2 building to it and provide it with thermal energy storage. The TES facility for YES!Delft! has been expanded so that both buildings, YES!Delft1 and YES!Delft2, can be provided with sustainable heat regulation. Solar cells on roofs It was decided at the end of 2014 to place 1.25 MW in solar panels on the roofs of TU Delft buildings. A European call for tenders resulted in the selection of Cofely, which has put in place 80% of the total capacity on roofs of various TU Delft buildings this year. The remaining 20% will be delivered in the first quarter of 2016, after which TU Delft will have one of the largest solar panel systems in the Netherlands. The proceeds from the solar panels will result in a lower energy price for TU Delft and a reduction in CO2 emissions.

New FMRE accommodation In October 2014, FMRE Central had to leave its accommodation at Kluyverweg 6 to make way for the new Applied Sciences building. Afterwards, it was temporarily housed in flexible units on the IDE square. Halfway through 2015, FMRE moved to its final location in building 30b. The new accommodation conforms to the national workspace standards (rijkswerkpleknorm), which the Executive Board has stated it will use as a guideline for new buildings and renovation projects concerning the office environment. The FMRE Central accommodation serves as a prelude/example for the future office environments on the TU Delft Campus. The investment in the building was used to optimise the use of space and to facilitate flexibility. The space has been made suitable for multiple and different users in this way, thus ensuring that it is future-proof and sustainable. The development was achieved with minimal investments and reuse of installations and materials, which is reflected in the furniture. The project was completed at the end of 2015. Heating Supply Transition Modifications on the combined heat and power plant have commenced. The plant will be modified in 2016, enabling us to supply the buildings with heat in a more targeted manner and waste less energy. We are also continuing to prepare the heating network for a possible connection to a renewable source. In 2015, the combined heat and power generation units were in operation for more hours than they have been in the past, and we want to further optimise this in 2016. This will contribute directly to a reduction in CO2 emissions. New Applied Sciences building enters completion phase In April 2014, TU Delft, the building consortium Hurks-Kuijpers/ULC and Waldner (lab furniture) signed the necessary contracts for the construction of the new building for the faculty of Applied Sciences. The construction of the building is progressing smoothly, and interim measurements show that the required specifications are being met. The building will be completed at the beginning of 2016, after which the relocation can commence. Maintenance and therefore preservation of quality has also been secured by means of a maintenance contract with the same building consortium. The advantage of this is that they know the building through and through.

TU Delft Annual Report | 2015

5.6 Sustainability The development of a recognisable sustainability agenda received a number of important boosts in 2015. The establishment of a TU Delft Green Office in 2015 emphasises the importance the university attaches to sustainable development. TU Delft has registered with and submitted a report to the authoritative international UI GreenMetric World University Ranking, through which TU Delft will be ranked in 2016 for its sustainability performance among around 400 universities from all over the world. TU Delft will also join the International Sustainable Campus Network (ISCN). TU Delft is receiving more and more recognition for its sustainability efforts in the national Sustainable Ranking, rising from 17th place in 2013 to 11th place in 2015. The TU Delft Green Office The Green Office, in which four part-time staff members and five student assistants work together, was established as the central unit for the coordination and initiation of sustainability initiatives at TU Delft. Many universities in the Netherlands have such a Green Office. What makes TU Delft’s office unique is that it will also explicitly work on the development of new collaborative research on sustainability themes. The Green Office is located in the ‘Prèt-à-loger’ house on the Green Village premises, for which students of the faculty of Architecture and the Built Environment won first place in the sustainability category during the international Solar Decathlon competition in Paris in 2014. The Green Office will produce a TU Delft sustainability website in 2016, as well as a 10-year sustainability plan stating the status quo, targets and operational routes of TU Delft with regard to numerous sustainability themes. The TU Delft Sustainability Programme Manager is responsible for the day-to-day management of the Green Office. The Board of the Green Office is formed by the Director of Real Estate, a professor (Prof. Kornelis Blok) and the TU Delft Sustainability Programme Manager, ensuring that real estate development, academic programme themes and the implementation agenda are inherently linked. The Director of Strategic Development bears ultimate responsibility, establishing a direct link to the Executive Board.

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The Green Village The Green Village programme, started by Prof. Ad van Wijk, which is aimed at finding an inspiring use for the former Architecture and the Built Environment premises for sustainable innovations in cooperation between scientists and the business community, received an important boost in 2015 with the allocation of 2.5 million euros from the European Fund for Regional Development. Professionals have been brought in for management and area development, as a result of which the development has accelerated. The Cabinet recently decided that municipal authorities may deviate from legislation and regulations where sustainable innovation projects are concerned, with the Green Village in Delft named as an example.

Academic Heritage Towards the end of 2015, the Executive Board gave its final approval to the plan through which the Library will respond to the desire to further identify the institutional and academic history of TU Delft in the coming years. Management of the Academic Heritage will also be safeguarded through this, and personal and financial support will be provided in order to make that heritage visible. Cooperation will take place between the faculties, the Science Center and the Municipality of Delft. The aim is to make TU Delft’s history and heritage visible in various places on campus, and in the city. The first supplement to the existing historiography will be delivered to mark the university’s anniversary in 2017. There are also plans to mark a central location on campus where the ‘cradle’ of the university can be found, and where today’s highlights are exhibited.

Energy and the Environment Agreements and objectives: The basic principles of the energy policy are based on the following agreements with the government and laid down in the TU Delft 2020/2040 energy vision by an Executive Board decision of 24 June 2014. Long-term Agreement for Institutes of Higher Education The Long-term Agreements on Energy Efficiency are agreements between the Dutch government on the one hand and companies, institutions and municipalities on the other, regarding the more effective and efficient use of energy. TU Delft has participated in the Long-term Agreement for Institutes of Higher Education (Meerjarenafspraak

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wo/hbo) since 1999. Since 2008, this has been the MJA3 agreement. Participants are obligated to formulate an Energy Efficiency Plan (EEP) every four years and maintain an energy care system. The prevailing EEP of TU Delft is the EEP2013-2016. The overall objective of the MJA3 is to achieve a primary energy savings of 30% per m2 of floor space in 2020 compared to the reference year of 2005 (2% per year). Delft energy-neutral by 2050 In 2013, TU Delft signed the ‘Delft Energy-neutral 2050 E-deal’ at the invitation of the Municipality of Delft. By doing so, TU Delft declared that it endorses the objective of making Delft energy-neutral by 2050 and accepts its responsibility in reducing CO2 emissions by investing in energy conservation, sustainable production of energy and intelligent energy systems. TU Delft’s objectives with regard to energy are ahead of those for ‘Delft Energy-neutral 2050’. Delft Solar City TU Delft signed the ‘Delft Solar City’ E-deal with the municipal authorities and sustainable energy supplier Qurrent in 2015. This project aims to accelerate the introduction of solar energy in the city, with the most important aspect being that roof owners make their roofs available for the placement of solar cells by private individuals. The project was driven by TU Delft in conjunction with the installation of TU Delft’s own 1.2 MWp solar-PV system, which will be operational by the end of 2015. Thanks to this project, Delft was chosen among the three most pro-active municipalities in the Netherlands for the introduction of solar energy in 2015. Thermal Energy Programme Office of the Province of Zuid-Holland TU Delft has joined the programme board of the Thermal Energy Programme Office of the Province of Zuid-Holland, which is involved in preparations for the Zuid-Holland ‘heat roundabout’ which will connect the Botlek area to cities and glasshouse horticulture for the supply of residual heat. The issues discussed tie in closely with the ongoing campus transition towards sustainable heating. Energy Sustainability on the TU Delft Campus The main aspects of the long-term vision adopted by the Executive Board in 2014 are: • 2020: 40% primary energy savings (compared to 2005, consistent with the MJA3 objective) • 2020: 25% renewable energy generation

• 2020: 50% reduction in CO2 emissions compared to 2005 • 2040: no use of natural gas on campus for heating purposes (from 2035) • 2040: totally energy-neutral campus in terms of the energy supply TU Delft aims to achieve this by focusing on: Energy saving In accordance with the campus vision and the real estate strategy, the most important components which can generally be expected to have saving effects are: • Disposal of real estate • Large-scale renovation projects: CEG and Applied Physics • New construction for Applied Sciences • The use of the new combined heat and power generation units, delivered in 2013 In addition, a 25% savings in energy is being sought by means of sustainable maintenance and a new control system for the central heating supply. In the coming six years, obsolete lighting and computers will be replaced by more sustainable components. A savings of 40% on primary energy use in 2020 should be feasible. Sustainable heating and cooling system Science Park Technopolis has an environmental objective of 30% CO2 reduction compared with a (conventional) reference situation. Of this, 17% can be achieved by means of sustainable generation using TES. When the land is allocated, project developers are obligated to buy cold and heat from Suenso B.V. (owned by and part of TU Delft), which creates and operates TES systems. Four TES systems are currently being used (at Exact, YES!Delft, Applikon and 3M). A large, joint TES system is currently being prepared for the new buildings for Applied Sciences and for HollandPTC. The introduction of geothermal energy from a 2 km deep well (70 °C) is the most ambitious TU Delft project to date for the sustainability of the heat supply, with a national exemplary role with regard to the sustainability of existing buildings. The well combines a geothermal research infrastructure with CO2-free heat production. A financial specialist was brought in in 2015 to prepare the well financing. Due to the necessary steps for obtaining funding and grants, a final decision on the (financial) feasibility will be made in the second half of 2016. A funding request was submitted in 2015 by the RVO Future Fund for scientific infrastructures.

TU Delft Annual Report | 2015

Incorporation of the well will require TU Delft’s classic high-temperature heating network to be converted into a ‘medium temperature level’ network, which will eventually affect all buildings. The return water should have a temperature of around 40 °C instead of the current 80 °C. This transition will be implemented in steps, after which the well will be able to serve the entire campus around 2020. The introduction of geothermal energy will have no effect on primary energy consumption according to the MJA3 allocation rules, although it will of course affect CO2 emissions. One-third of the TU Delft CO2 emissions result from gas-fired heating, which will be largely eliminated over time thanks to geothermal energy. The introduction of the well will provide an 80% share of the intended 25% of independent sustainable energy generation by 2020. The combined heat and power plant was modified in 2015 in order to facilitate heat supply ‘per network branch’, a condition for facilitating the phased introduction of geothermal energy. In current renovation projects, buildings are prepared for mid-temperature heating. Once it is certain that the well will be introduced, additional modifications will be made. In addition, the ‘Intelligent heating network for the TU Delft Campus’ project launched in 2012 as part of the RVO ‘Intelligent Networks Innovation Programme’ (IPIN) has a direct connection to the campus heat transition. This project will provide a mathematical model of the complete TU Delft heating network, as well as control strategies for the increasingly complex system, with multiple wells and thermal storage. This project is being carried out with Deerns, Deltares, Priva/van Beek and Kuijpers. Results are expected in 2016. Follow-up projects with a stronger scientific component are being sought in cooperation with TU Delft scientists. Sustainable electricity generation With the installation of one of the Netherlands’ larger solar-PV systems in 2015, a significant step was made in the implementation of sustainable electricity generation on campus, though even 1 million kWh in solar energy is still a modest contribution compared to the high demand for electricity (50 kWh/year) on the TU Delft campus, partly due to the large experimental installations. The new combined heat and power generation unit put into use in 2013 meets approximately 25% of TU Delft’s demand for electricity. In 2015, a letter of intent was signed with the companies A. Hak and Torrgas to investigate whether an innovative biomass gasification system could help make the

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gas for the CHP unit ‘greener’. Scientists from the faculty of 3mE are involved in this. Purchase of green energy In 2015, a contract was signed for the supply of wind energy generated in the Netherlands, with effect from 1 January 2017. Two-thirds of the university’s CO2 emissions are due to the demand for electricity, as a result of which the 2020 objective of a 50% reduction in CO2 emissions can be achieved in 2017. Wind energy entails virtually no loss of energy during generation and transport, resulting in a significant decrease in TU Delft’s primary energy demand, although this allocation does not extend to the long-term agreement on energy conservation (MJA3). New construction work The preparation of the construction of the new PULSE Learning Centre involves stringent sustainability requirements. A BREEAM Excellent qualification must be achieved, and the building must be energy-neutral, preferably even on a seasonable basis. The project development is taking place in close cooperation with the faculty of Architecture and the Built Environment, in order to introduce innovative concepts and bridge the gap between education and research. One example of innovation is the introduction of a direct-current network, for which the Green Village development has laid the foundations and which conserves energy and materials and combines the electricity supply with data flows (similar to smart grids). Renovations Renovation processes from 2015 include a standard sustainability meeting organised at the beginning of the process in order to discuss innovative solutions for sustainability objectives. This also involves the academic staff. A new decision-making structure is being used within FMRE in order to consider sustainability performance of real estate alterations early on in the development process.

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Waste disposal For waste disposal at TU Delft, a distinction is drawn between the waste streams of residual waste, paper, hazardous waste, glass, wood, metal, construction and demolition, rubble and industrial waste. The amounts of waste in the 2010-2015 period are shown below. Separate collection of plastic/foil as well as the organic waste from the restaurant kitchens commenced in 2014. These separate waste streams have been included in the new waste contract from mid-2015 so that further separation of waste can take place. The total amount of waste since 2010 had shown a slight falling trend. However, the total amount of waste increased in 2015. This increase is attributable mainly to the clean-ups started in preparation of the relocation to Applied Sciences South. In addition, increasing numbers of people using the campus results in an increasing waste stream. In effect, the increase applies to all waste streams. Separate collection and subsequent recycling of cardboard coffee cups will commence in 2016. The collection of separated waste promotes reuse/ useful application. Separation is not only essential from an environmental and hygienic perspective; separating waste and paper also generates money. Together with the external waste processing company, TU Delft will ensure that waste separation at the source continues to be correctly performed. The diagrams below show the separation of the waste streams for 2015 and 2014.

A project was launched by the Green Office to convert TU Delft waste into usable products through the SME innovation company ‘Verdraaidgoed’ (Darned Good) established by TU Delft Alumni. Work is currently underway on using coffee grounds to create book covers, with TU Delft acting as launching customer.

Residual waste Paper/cardboard Hazardous waste Glass Wood Metal Construction and demolition Rubble Industrial waste

(Waste per waste stream)

ep R

tio

Water consumption In addition to drinking water, TU Delft also uses spring water and water from the Schie. The Physics department uses spring water and the faculty of Civil Engineering uses water from the Schie in its research facilities. The fluctuation in the use of spring and Schie water is related to the number of studies with this set-up.

Control Enviro Waste stream

2010

2011

2012

2013

2014

2015

Residual waste

791.0

869.6

807.7

830.5

958.0

1,092.0

Paper/ cardboard

401.0

404.3

413.6

345.4

429.8

441.5

Hazardous waste

87.0

107.7

82.9

96.7

64.2

97.3

Glass

12.5

11.0

11.6

13.9

14.3

17.1

Wood

76.6

60.6

73.9

73.0

63.8

103.7

Metal

152.8

147.8

167.9

113.8

165.8

242.8

Construction and demolition

157.5

160.9

139.9

167.2

171.4

331.1

Rubble

256.3

168.0

160.0

23.9

7.4

125.6

73.4

68.0

66.8

73.9

64.3

102.7

Swill

7.0

12.4

Plastic/Foil

0.5

2.2

1,939.0

2,553.8

Industrial waste

Total

2,008.1

1,997.9

(Waste at TU Delft in 2015 (in tonnes))

TU Delft Annual Report | 2015

1,924.3

1,738.3

Risk Assessm

Control Activ

Information & Com

Monitoring Ac

1. Demonstrates commitmen 2. Exercises oversight respo 3. Establishes structure, aut 4. Demonstrates commitmen 5. Enforces accountability

6. specifies suitable objectiv 7. Identiefies and analyzes r 8. Assesses fraud risk 105 9. Identifies and analyzes sig

3000

2000

Glass Wood Metal Construction and demolition Rubble Industrial waste

Spring water (discharged to sewage system)

ra t

Water consumption

Residual waste Paper/cardboard Hazardous waste

1000

Waste stream 2015

Waste stream 2014

Control Environm

Risk Assessme

Control Activitie

Information & Comm

Monitoring Activ

1. Demonstrates commitment 2. Exercises oversight respons 3. Establishes structure, autho

Total waste stream TU Delft

4. Demonstrates commitment 5. Enforces accountability

6. specifies suitable objectives 7. Identiefies and analyzes risk

8. Assesses fraud risk 9. Identifies and analyzes sign

10. Selects and develops contr 11. Selects and develops gene 12. Deploys through policies a 13. Uses relevant information 14. communicates internally 15. Communicates externally

16. Conducts ongoing and/or s 17. Evaluate and communicate

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5.7 Safety The concept of Safety and Security is gaining more and more support within TU Delft. A Safety Profile and accompanying Progress Report are drawn up each year. The link between the different safety subjects is guaranteed through cooperation between the departments concerned (Legal Services/ Safety and Security, Facility Management & Real Estate, Health Safety & Environment, ICT, E&SA and Communication). This TU Delft-wide safety network is highly valuable, particularly in the case of emergencies and crises. All safety-related expertise is connected in this way, making a significant contribution to the safety of our staff, students and third parties. The number of training sessions on safe travel for students increased sharply in 2015. In addition, Safety and Security contributed to the international internships for minors organised by TPM. These students are assigned to projects in developing countries. They receive a day of Safety & Security (S&S) training before departing and then write their personal S&S plan. In November 2015, an S&S check was done in Kenya, where a number of projects are being carried out. Proposals for improvement will be made in 2016 on the basis of the results of this check. A cooperation agreement has been agreed with the Delft Police Department, opening up the possibility of information exchange. At the national level, TU Delft participated in the Safety and Security in Higher Education project of the Ministry of Education, Culture and Science. Crisis training programmes were provided regularly in 2015, and a risk inventory for TU Delft Laboratories was drawn up . â&#x20AC;&#x192;

TU Delft Annual Report | 2015

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6 Financial Report

108

6.1 Developments

Zwaartekracht programme At the end of 2012, the Ministry of Education, Culture and Science approved an application for the Nanofront (‘Frontiers of Nanoscience’) proposal as part of its Zwaartekracht (‘Gravity’) programme. A total sum of 22.2 million euros was awarded to the entire consortium for the 2012-2016 period. Given the fact that the cash flow from the government contribution is not equal to the expenditure, 10.7 million euros (2014: 9.8 million euros) of the amount received was shown in the balance sheet at the end of 2015. Treasury Policy & Investment and Loan Regulations TU Delft carries out its treasury activities in accordance with the TU Delft treasury charter. The treasury policy focuses mainly on identifying and, if applicable, covering risks and interest optimisation for temporary surplus liquid assets. The treasury charter complies with the Investment and Loan Regulations

Millions of Euros

The financial policy of TU Delft is aimed at achieving a structural balance between income and expenses. The university’s equity capital must be maintained in order to ensure that future risks can be absorbed and that innovation in education and research, as well as investments in and maintenance of educational and research facilities, can be facilitated. TU Delft achieved a positive net result in 2015. The positive net result in 2015 amounts to 5.8 million euros, compared with a budgeted positive result of 17.1 million euros. The positive result will be used to finance innovations in education and research, to attract outstanding talent, and for major investments on the basis of the real estate strategy. In the longer term, increased operating expenses must be taken into account as a result of the necessary investments, the maintenance of the campus and the required loans with limited operating expenses. The financial position expected in the longer term is discussed in more detail in the continuity section. The financial results achieved by TU Delft in recent years were strongly influenced by exceptional events, such as the settlement following the fire at the faculty of Architecture and the Built Environment and the Review. Based on these considerations, the institution will examine the result excluding exceptional items when assessing the activities. The result excluding exceptional items amounting to 13.1 million euros in 2015 was a decrease compared to previous years, as predicted in the budget for 2015. The main differences with the result of 5.8 million euros concern the allocations to the provision for asbestos and the sewer system.

3TU Technology Sector Plan and Physics and Chemistry Sector Plan In 2015, TU Delft received a government contribution for the 3TU Technology Sector Plan 2014-2017. Given the fact that the cash flow from the contribution under this plan is not equal to the expenditure, 6.2 million euros of the amount received was shown in the balance sheet at the end of 2015. In addition to the Technology Sector Plan, the Ministry of Education, Culture and Science also provided a sum to the university within the framework of the Physics and Chemistry Sector Plan in 2015. For this sector plan, too, the cash flow is not equal to the pattern of expenditure. As of 31 December 2015, 3.1 million euros of this government contribution (2014: 2.8 million euros) had not yet been spent.

TU Delft Annual Report | 2015

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for educational and research institutions 2010 drawn up by the Ministry of Education, Culture and Science and even accentuates some aspects of it. Due to the fact that transparent separation of temporary surplus liquid assets cannot be made uniform, TU Delft has chosen not to make any distinction between public and private resources in its financial accounting. The private resources that have been allocated to the specific affiliated and consolidated legal entities of TU Delft are an exception. All temporary surplus liquid assets that stem from TU Delft’s core activities of education, research and knowledge valorisation are public funds and are invested by TU Delft in savings products at various Dutch commercial banks with at least an A rating. The total balance of liquid assets is immediately available and is therefore invested in the most riskadverse and flexible manner possible. Optimisation of interest income is pursued within this framework. In order to substantially reduce the material scope of financial risks, TU Delft has concluded several forward exchange contracts that are directly related to future incoming flows of grants in foreign currency (USD) from external parties. These forward exchange contracts are concluded only if certain criteria are met. It is particularly important that certainty exists with regard to the actual receipt and timing of the receipt of grants, and that these funds are spent in euros in their entirety. Securities amounting to a total of 22.3 million euros are accounted for in the 2015 financial statements. These investments involve private resources belonging to the following consolidated legal entities included in the TU Delft financial statements: the Stichting Justus & Louise van Effen Fonds, Stichting Nanoscience TU Delft and Stichting Het Lammingafonds. These legal entities have their own financial administrations, receive no public funds and therefore do not fall under the Investment and Loan Regulations for educational and research institutions 2010. The full securities portfolios of these consolidated legal entities have been transferred to external asset managers, with the asset management tying in with the objective of the legal entities and the long-term investment horizon. In concrete terms, this results in securities portfolios that are managed by external asset managers with a (moderately) defensive risk profile. Many of these securities consist of bonds and risk-averse guarantee products.

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6.2 Liquidity position TU Delft’s liquidity position at the end of 2015 amounted to 199.8 million euros, compared with 240.0 million euros at year-end 2014. In recent years, TU Delft has saved substantially in order to make the necessary investments in educational innovation and the renovation of research facilities. A reduction in the liquidity position therefore occurred in 2014 and continued in 2015 in line with expectations. It should be noted that a sum of 21.2 million euros (2014: 19.6 million euros) was included in the liquidity position at year-end 2015 for amounts received in advance for coordination activities. These amounts do not actually belong to TU Delft and must be passed on to other project participants. The following factors had a significant impact on the liquidity position in 2015: • the expenditure resulting from the investments in tangible fixed assets (- 118.4 million euros); • the result in the 2015 fiscal year (+ 5.8 million euros); • the depreciation costs (+ 39.9 million euros), which did not lead to expenditure in 2015; • the proportion of the improved working capital (+ 34.6 million euros). This was caused mainly by a lower balance of accounts receivable, a higher debt position and tuition fees received in advance. The surplus of liquid assets is temporary and necessary to fund the real estate strategy and innovation in education and research. The longterm financial estimate drawn up at year-end 2015 shows that the liquidity position will diminish in the coming years and that external funding will be required as a result. TU Delft intends to obtain the necessary external funding by borrowing from the Ministry of Finance (treasury banking). The financial position expected in the longer term is discussed in more detail in the continuity section.

Millions of euros

Liquidity position

6.3 Income analysis Total income (excluding financial income and the result from participating interests) in 2015 increased by 21.3 million euros to 612.8 million euros. The chart below shows the development of income for the 2010-2015 period. Government and other contributions increased by 6.3 million to 358.6 million euros in 2015. This increase is attributable mainly to the wage and price adjustment from the Ministry of Education, Culture and Science. Earnings for work for third parties continued to rise following the substantial increase in 2014, amounting to 179.7 million euros in 2015 (2014: 175.4 million euros).

Tuition fees have been added to the other income. The amount realised in 2015 was 52.7 million euros, compared to 46.2 million euros in 2014. The increase can be explained by the growth of the student population (international Masterâ&#x20AC;&#x2122;s students in particular) and the slight increase in tuition fees.

Millions of euros

Profit

TU Delft Annual Report | 2015

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Millions of euros

Costs

6.4 Expenditure analysis Total expenses, excluding financial income and expenses, increased by 24.7 million to 606.7 million euros in 2015. Personnel costs increased by 8.7 million, while depreciation charges increased by 1.2 million euros. Other expenses (including accommodation expenses) increased by 14.8 million to 173.7 million euros. A breakdown of personnel expenses results in the following picture: in millions of euros 2014 2015 University personnel expenses 309.5 321.9 Third-party personnel

53.2

55.9

Change in provisions

9.4

5.9

Other personnel expenses Total

12.3

9.4

384.4

393.1

University personnel expenses The number of FTEs at year-end 2015 was 4,754, representing an increase of 102 FTEs compared to year-end 2014. Of these 4,754 FTEs, 2,697 are academic staff and 1,987 are support and administrative staff. The number of student assistants decreased by 16 FTEs to 70 FTEs in comparison with 2014. The number of academic staff increased by 29 FTEs in 2015, while the number of support and administrative staff increased by 89 FTEs. Partly as a consequence of the Review, the number of FTEs diminished in the 2010-2012 period. At the end of 2012, the number of FTEs was 251 lower than on 31 December 2009. In 2013, 2014 and 2015, part of the savings realised

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through the Review were applied to realise innovations and improvements in education and research. The increase in FTEs should be seen partly in this perspective. Closer inspection of the increase in the number of academic staff compared to the end of 2014 reveals that this increase occurred mainly among temporary academic staff, especially among researchers and PhD candidates (total +20 FTEs). Administrative staff increased by 89 FTEs. Due to the higher income from work for third parties, support is needed to safeguard these projects and to maintain or expand the current level of income from work for third parties. Expansion of the number of FTEs is also visible due to the increased number of projects in progress for the Real Estate Strategy. Higher student numbers are also leading to an increase in support staff. The increase in the total university personnel expenses from 309.5 million to 321.9 million euros is mainly due to the increased number of FTEs and the effects of the collective labour agreement.

Third-party personnel expenses There was a slight increase in hiring of third-party personnel compared to 2014. This increase is visible in both government funding and contract funding. The External Hiring Unit was launched in 2015. TU Delft aims to gain more control of external hiring by means of the External Hiring Unit. A pilot project for the University Corporate Office was conducted in 2015, and the initial savings are already visible. The pilot will be expanded to the faculties in 2016. As well as helping to achieve savings, the External

in millions of euros Education (hiring of full professors & guest lecturers) Temporary agency workers Payment for services rendered by third parties

2014

2015

3.6

4.0

5.0

6.5

25.5

25.6

Travel and accommodation expenses of third parties

3.0

2.8

Government funding for personnel of third parties

37.1

38.9

Contract and indirect funding for personnel of third parties

16.1

17.0

Total

53.2

55.9

Hiring Unit helps increase insight into expenditure and risk management related to this issue.

Depreciations Depreciations increased by 1.2 million to 39.9 million euros. This increase is caused mainly by the implementation of the Real Estate Strategy, which has led to an increase in depreciations. The difference compared to the 2014 financial year is relatively small, because revised depreciation periods also applied last year due to the introduction of the Real Estate Strategy. A decision to sell off or demolish a building has consequences for the valuation of the existing buildings. In 2014, the estimated depreciation periods for a number of buildings were shortened as a result.

Other expenses (including accommodation expenses) Other expenses (including accommodation expenses) in 2015 increased in comparison with 2014. In 2015, the total sum of other expenses (including accommodation expenses) amounted to 173.7 million, compared to 158.9 million euros in 2014. This increase is attributable mainly to higher maintenance costs for the ageing campus.

6.5 Investments As expected, total investments in buildings, land, roads, equipment and inventory increased substantially in 2015 compared to 2014, continuing the rising trend since 2014, thus making the implementation of the Real Estate Strategy visible. Investments in buildings, land and roads increased from 61.0 million to 99.2 million euros. A large proportion of these investments is related to the new Applied Sciences building (61.7 million euros). Investments were also made in the building on Van der Burghweg (5.6 million euros) and in the BK City SLIM project (4.8 million euros). The investments in equipment and inventory increased by 9.2 million to 19.2 million euros, mainly in connection with the investments in buildings. The total investment level in 2015 therefore amounted to 118.4 million euros. The chart below shows the investments for the 2010-2015 period, which makes it clear that the years 2010-2013 were used to develop and prepare the Real Estate Strategy. Therefore, a deliberate decision was made to invest less at the time. The effect of the implementation of the Real Estate Strategy is visible from 2014.

Millions of euros

Investments

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year-end 2014

in millions of euros Staff benefits

changes in 2015

year-end 2015

allocation

release

withdrawal

Review provision

5.4

0.0

0.4

1.2

3.8

Reorganisation provision

6.4

0.1

0.6

1.4

4.5

Transition provision

1.1

0.0

1.1

0.0

Redundancy pay provision

8.5

5.5

0.4

3.4

10.2

Anniversary bonuses

4.8

2.1

0.0

0.7

6.2

Sabbatical

0.6

0.7

0.0

0.1

1.2

26.8

8.4

2.5

6.8

25.9

Student provisions

1.6

2.0

0.0

2.1

1.5

Fissionable materials provision

3.8

0.0

1.8

2.0

Asbestos provision

3.6

2.8

0.0

2.9

3.5

Sewer system provision

7.7

4.8

0.0

12.5

Total staff benefits Non-staff provisions

RID removal provision

9.5

2.7

0.0

12.2

Total non-staff provisions

26.1

12.3

0.0

6.8

31.7

Total

52.9

20.7

2.5

13.6

57.6

6.6 Provisions Total provisions increased by 4.7 million euros in 2015, from 52.9 million at the start of the year to 57.6 million euros at the end of the year. The staff provisions decreased by 26.8 million to 25.9 million euros. The non-staff provisions increased from 26.1 million to 31.7 million euros. This increase is attributable mainly to the 4.8 million euro allocation to the sewer system provision, the 2.8 million euro allocation to the asbestos provision, and the annual allocation of 2.7 million euros to the provision for the future dismantlement of the RID. In addition, withdrawals were made for the removal of asbestos from the buildings on campus and the disposal of fissile materials.

Profiling Fund The student provisions mentioned above relate to the Profiling Fund. The table below shows the number of students who have used the Profiling

Fund together with the corresponding amounts. In this table, a breakdown is made by EEA students and non-EEA students.

6.7 Capital position In comparison to 2014, thanks to the positive result the university’s equity capital increased by 5.8 million in 2015, to 363.6 million euros. 4.4 million euros of the equity capital will be added to the general reserve. Additionally, an amount of 0.9 million euros was added to the special-purpose reserve and 0.5 million euros was added to the fund for special purposes.

6.8 Financial key indicators The solvency ratio (equity capital / total capital) meets the standards of the Ministry of Education, Culture and Science (30%). The current ratio also satisfies the applicable lower limit of 0.5.

Profiling Fund Grand total of the

Number of EEA

Subtotal of the

Number of non-EEA

Subtotal of the

students who

reimbursements provided

students who have received

reimbursements provided

reimbursements

have received a

to EEA students from

a reimbursement from the

to non-EEA students from

provided to students

reimbursement from the

the Profiling Fund (in € x

Profiling Fund

the Profiling Fund (in € x

from the Profiling Fund

Profiling Fund

1,000)

2015

1,525

1,697

105

364

2,061

2014

1,673

1,777

136

1,913

2013

1,200

1,383

100

346

1,729

2012

1,197

1,535

106

324

1,859

2011

978

1,339

1,389

114

1,000)

Amounts in millions of euros

2015

2014

2013

2012

2011

Revenues

612.8

591.6

578.2

555.0

544.8

Government and other contributions

358.6

352.3

373.6

346.7

342.3

Work for third parties

179.7

175.4

143.2

150.0

143.4

Expenditure

524.4

606.7

582.0

551.1

533.0

Financial income and expenditure

1.5

3.7

4.4

2.6

0.5

Result

5.8

12.1

31.2

25.1

21.5

Depreciation on fixed assets

39.9

38.7

34.7

39.1

36.9

Investments in fixed assets

118.4

70.2

29.6

22.3

16.3

Net cash flow

-40.2

-39.6

47.1

115.5

30.9

Liquidity position

199.8

240.0

279.7

232.5

117.0

Fixed assets

419.1

334.0

313.5

318.6

331.7

Working capital

-20.2

53.8

61.0

28.9

-0.3

Equity capital

363.6

357.9

345.8

314.6

289.5

Provisions

57.6

52.9

50.9

51.7

58.9

Total revenue growth

+3.6%

+2.3%

+4.2%

+1.9%

+6.1%

Work for third parties growth

+2.5%

22.5%

-4.5%

+4.6%

+0.8%

Total expenditure growth

+3.9%

+5.6%

+3.4%

+1.6%

-1.2%

Government contribution/total revenues

58.6%

59.6%

64.6%

62.5%

62.8%

Work for third parties/total revenues

29.3%

29.6%

24.8%

27.0%

26.3%

Personnel expenses/total expenses

64.8%

66.1%

67.7%

66.9%

67.5%

Solvency ratio

47.9%

49.4%

47.2%

46.6%

48.1%

1.0

1.2

1.1

Ratios

Current ratio

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6.9 Summarised financial statements Consolidated balance sheet as at 31 December 2015 The summarised financial statements are derived from the audited consolidated financial statements (in Dutch) of Delft University of Technology for the year ended 31 December 2015. Amounts in thousands of euros (after processing the result appropriation proposal).

Assets

2015 € x 1,000

2014 %

€ x 1,000

Fixed assets Intangible fixed assets Tangible fixed assets Financial fixed assets

405,992

327,675

13,124

6,300

419,116

333,975

Current assets Inventories Receivables Securities Cash and cash equivalents

Total assets

321

663

118,331

126,742

22,251

22,957

199,778

240,026

340,681

418,507

759,797

100

724,363

100

Liabilities

2015 € x 1,000

Equity capital

€ x 1,000

363,622

357,931

57,550

52,907

Current liabilities

338,625

313,525

Total liabilities

759,797

100

724,363

100

Provisions Long-term liabilities

116

2014 %

Consolidated statement of income and expenditure 2015 amounts in thousands of euros

2015

2014

2015 Budget

358,262

351,576

351,400

379

731

52,712

46,153

48,800

179,727

175,396

155,919

21,736

17,704

22,737

612,816

591,560

578,856

Revenues Government contribution Other government contributions and subsidies Tuition and examination fees Revenues from work for third parties Other income Total revenues Expenditure Personnel expenses

393,115

384,442

379,159

Depreciations

39,884

38,677

35,966

Accommodation costs

71,800

63,257

53,512

Other expenses

101,862

95,595

94,642

Total expenses

606,661

581,971

563,279

Balance of income and expenditure

6,155

9,589

15,577

Financial income and expenditure

1,472

3,087

1,499

Result

7,627

12,676

17,076

-1,789

-573

-1

5,838

12,102

17,076

5,840

12,102

17,076

Result from participating interests and value adjustments to financial fixed assets Taxes Result after taxes Third-party interest in consolidated parties Net result

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Consolidated cash flow statement 2015

amounts in thousands of euros

2015

2014

Cash flow from operational activities

Result

5,840

12,102

Adjustments for: Depreciations Changes in provisions

39,884

38,677

4,643

2,005 44,527

40,682

Changes in current assets Inventories Receivables Securities Current liabilities

342

-159

8,411

-10,655

706

-701

25,100

-21,726 -34,559

-33,241

84,926

19,543

Cash flow from investment activities

Investments in tangible fixed assets Divestments in tangible fixed assets

-118,445

-70,193

-224

11,050

Investmenst in subsidiaries

-5,769

146

Investments in participations

-1,067

-258

Investments in loans

-125,025

-59,177

Cash flow from funding activities

Delft University of Technology Foundation Third-party interest in affiliated parties Long-term liabilities

118

-147

-2

0 -149

Change in cash and cash equivalents

-40,248

39,634

Liquid assets at the beginning of the year

240,026

279,660

Change in cash and cash equivalents

-40,248

-39,634

Cash and cash equivalents at the end of the year

199,778

240,026

6.10 Rights and obligations not included in the balance sheet Technopolis Under the name of Technopolis, the TU Zuid area will be transformed into an international Research & Development park, which will also accommodate knowledge-intensive companies and start-ups. The first phase of the real estate development for this project is expected to last 20 years. This project will not lead to financial obligations for TU Delft for the time being.

Reactor Institute Delft TU Delft is the licence holder of the Reactor Institute Delft (RID), in accordance with Section 15b of the Nuclear Energy Act. As of 1 April 2011, an amendment to the Nuclear Energy Act took effect, which (among other things) obliges licence holders of nuclear plants and reactors to provide financial security for the costs related to the shutdown and dismantlement of the nuclear plant or reactor by the licence holder. For the purpose of this financial security, three buildings of TU Delft have been mortgaged. At the end of 2015, a provision of 12.2 million euros for the future dismantlement of the RID was included in the financial statements, to which an annual allocation will be made, proportional to the period of use. An extended lifespan of the RID as a result of the Oyster investment project will lead to new amounts of radioactive waste, for which TU Delft will have to make new agreements with the Central Organisation for Radioactive Waste (COVRA) concerning the processing and storage of this radioactive waste, as this quantity cannot be covered by the current agreement. In cooperation with several other parties including EPZ (Borssele nuclear power plant), TU Delft is currently in talks with COVRA about a new basic customer agreement. This will contain agreements on TU Delft’s share in the funding of the necessary expansion of the storage capacity at COVRA.

Investment obligation At the end of the fiscal year, TU Delft had outstanding investment obligations equivalent to 16.7 million euros.

TU Delft Annual Report | 2015

Mapper Lithography Holding B.V. TU Delft has concluded a conversion agreement with Mapper Lithography Holding B.V. In accordance with this agreement, the services from TU Delft are converted into shares in Mapper Lithography Holding B.V.

YES!Delft 2 building A tender procedure for the construction of a second start-up building with laboratory facilities was completed in 2014. In addition, Kansen voor West (‘Opportunities for West’), the Province of Zuid-Holland and the Municipality of Delft have pledged subsidies amounting to 3.1 million euros. The building has been largely completed. The remainder of the obligation amounted to approx. 1.5 million euros as of 31 December 2015.

Guarantee for Technology Promotion Foundation For the operation of Stichting Techniek Promotie (‘Technology Promotion Foundation’), it has been agreed that a guarantee will be made amounting to 300,000 euros from the funds of the 3TU Technology Sector Plan, to be distributed evenly among the three institutions (TU Delft, TU Eindhoven and Twente University). In 2014, TU Delft paid the guarantee of 100,000 euros to the financial management foundation of the 3TU. Federation.

Forward exchange contract In order to substantially reduce the material scope of financial risks, TU Delft has concluded forward exchange contracts that are directly related to future income flows in US dollars from external parties. This is in accordance with the treasury charter of TU Delft (see also page 109). The total hedged item amounts to 26.6 million US Dollars, corresponding to the contribution from external parties laid down contractually. These future incoming funds will be received over the period from 2016 to 2020. The value adjustment of the transactions of the hedged items amounted to -136,000 euros at year-end 2015. For the financial statements, TU Delft applies cost price hedge accounting in accordance with Guideline 290 of the Annual Reporting Guidelines. The foreign exchange position and strategy are evaluated periodically.

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Guarantee for HollandPTC

Consolidation

TU Delft is a guarantor for one-third of the actual loans granted to HollandPTC BV by the European Investment Bank (EIB). In the guarantee agreement, each shareholder acts as a guarantor for 33.33% of the outstanding obligations (interest and repayments). This entails a maximum of 38.5 million euros per shareholder. HollandPTC BV and TU Delft have made agreements for the fee for TU Delftâ&#x20AC;&#x2122;s issuing the guarantee to the EIB. As of year-end 2015, HollandPTC had taken out a total of 12.5 million euros in loans from the EIB. This corresponds to 4.17 million euros in guarantees per shareholder

The consolidation incorporates the financial data of the institution, its group companies and other institutes of which it has dominant control or which are under its central management. Group companies are legal entities over which the institution can exercise dominant control, directly or indirectly, due to the fact that it holds the majority of the voting rights or can control the financial and operational activities in any other way. Potential voting rights that can directly be exercised on the balance sheet date are also taken into account. The group is headed by TU Delft in Delft. The financial statements of the institute are included in the consolidated financial statements of TU Delft in Delft. The group companies and other legal entities over which the institution can exercise dominant control or which are under its central management are fully consolidated. The third-party interest in the group equity and the group result is stated separately. Participating interests over which no ultimate control can be exercised (associates) are not included in the consolidation. In the event of an interest in a joint venture, the relevant interest is proportionally consolidated. A joint venture is deemed to exist if, as a result of a cooperation agreement, the control is exercised jointly by the participants. Intercompany transactions, intercompany profits and mutual claims and debts between group companies and other consolidated legal entities are eliminated, insofar as the results have not been realised through transactions with third parties outside the group. Unrealised losses on intercompany transactions are also eliminated unless there is an impairment. Accounting policies of group companies and other consolidated legal entities have, where needed, been amended in order to conform with the current accounting policies for the group. As the statement of income and expenditure of the institution for the reporting year has been incorporated in the consolidated financial statements, the abbreviated statement of income and expenditure suffices in the individual financial statements in accordance with Book 2, Section 402 of the Dutch Civil Code.

Quantum Technologie (QuTech) The TU Delft, the Ministry of Economic Affairs, the Ministry of Education, Culture and Science, TNO, NWO and the foundation TKI HTSM have agreed up on a convenant on strategic partnership in the area of Quantum Technology (QU Tech). This collaboration has a validity until July 2025. The TU Delft contributes Mâ&#x201A;Ź 3 in kind and Mâ&#x201A;Ź 2 cash yearly.

6.11 Explanatory notes to the consolidated balance sheet and statement of income and expenditure Activities On the basis of Section 1.2 of Book 2 of the Dutch Civil Code and Section 1.8 of the Higher Education and Research Act (WHW), Delft University of Technology has been granted legal personality. The statutory duty of the university is described in Section 1.3.1 of the WHW: Universities are responsible for providing university education and conducting scientific research. In any case they provide initial degree programmes in university education, conduct scientific research, train scientific researchers and technical designers and transfer knowledge for the benefit of society.

Continuity The accounting policies and determination of profit/ loss used in these financial statements are based on the assumption of continuity of the institution.

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Along with associates, several participating interests which are individually and jointly of immaterial significance are not included in the consolidation.

Affiliated parties All legal entities over which dominant control, joint control or significant influence can be exercised are considered affiliated parties. Legal entities that can exercise dominant control are also considered affiliated parties. The members of Board under the articles of association, other key officials in the institutionâ&#x20AC;&#x2122;s management and close relatives are also affiliated parties. Significant transactions with affiliated parties are clarified insofar as they have not been concluded under normal market conditions. The nature and size of the transaction are clarified, as well as other information that is needed to provide insight..

Acquisitions and divestments of group companies From the acquisition date, the results and the identifiable assets and liabilities of the acquired institution are included in the consolidated financial statements. The acquisition date is the time at which dominant control can be exercised over the institution concerned. The acquisition price amounts to the sum of money or the equivalent agreed for the acquisition of the institution in question, plus any directly allocable expenses. If the acquisition price is higher than the net amount of the fair value of the identifiable assets and liabilities, the excess amount will be capitalised as goodwill under intangible fixed assets. If the acquisition price is higher than the net amount of the fair value of the identifiable assets and liabilities, the difference (negative goodwill) will be recorded as an accrued liability item. The companies involved in the consolidation will remain in the consolidation until they are sold; deconsolidation takes place when decisive control is transferred.

Estimates In order to be able to apply the policies and rules for preparing the financial statements, the management of the institution must form an opinion on various matters, and the management must make estimates which can be essential for the amounts included in the financial statements. If necessary to providing the insight required in Book 2, Section 362, paragraph 1 of the Dutch Civil Code, the nature of these opinions and estimates, including the corresponding assumptions, has been included in the notes to the relevant items of the financial statements. The method used for valuation of balance sheet projects and the associated revenue recognition has been further refined. This change in accounting estimates is due to the altered accrual method of the implementation costs to subsidy projects. The precise impact of the change in accounting estimates cannot be calculated. The altered accrual method involves the use of hourly rates based on absorption costing as well as the full allocation of the time spent. The revenue from the subsidy projects is allocated to the years in line with the development of the implementation costs. This altered method therefore influences the revenue recognition of the subsidy projects. TU Delft is embarking on an extensive investment programme for renewal of its educational and research facilities. A decision to sell off or demolish a building has consequences for the valuation of these existing buildings. The estimated depreciation periods for a number of buildings were shortened as a result.

Cash flow statement The cash flow statement has been drawn up according to the indirect method. The cash in the cash flow statement consists of the liquid assets, with the exception of deposits with a term of more than three months. Cash flows in foreign currency have been converted at an estimated average rate. Receipts and expenses on account of interest and received dividends have been included in the cash flow from operational activities. The acquired financial interests have been included in the cash flow from investment activities

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6.12 Accounting policies for the valuation of assets and liabilities General The consolidated financial statements have been drawn up in accordance with the provisions of the Annual Reporting Regulations for Education, Part 9, Book 2 of the Dutch Civil Code, and Section 660 of the Annual Reporting Guidelines and the authoritative statements in the other sections of the Annual Reporting Guidelines, issued by the Council for Annual Reporting, and with the provisions of the Senior Officials in the Public and Semi-Public Sector (Standards for Remuneration) Act (WNT). Assets and liabilities are generally stated at their acquisition or manufacturing price or current value. If no specific accounting policy is given, valuation is based on the acquisition price. References are included in the balance sheet, the statement of income and expenditure and the cash flow statement. These references refer to the explanatory notes. The financial statements are presented in euros and in thousands unless stated otherwise.

Comparison with previous reporting year The accounting policies and determination of profit/ loss have not changed compared to the previous reporting year.

Intangible fixed assets Intangible fixed assets are stated at their acquisition price including directly allocable costs, less straight-line depreciation throughout the expected useful life. Impairments expected at the balance sheet date have been taken into account. For an explanation on how to determine whether an intangible fixed asset concerns an impairment, refer to the paragraph below: Impairments of fixed assets.

Tangible fixed assets Buildings and land are stated at their acquisition price, including additional costs or the manufacturing price less straight-line depreciation throughout the estimated useful life. Land is not depreciated. Impairments expected at the balance sheet date have been taken into account. For an explanation on how to determine whether a tangible fixed asset concerns an impairment, refer

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to the paragraph below: Impairments of fixed assets. Other fixed assets are stated at their acquisition or manufacturing price value including directly allocable costs, less straight-line depreciation throughout the expected useful life. Impairments expected at the balance sheet date have been taken into account. For an explanation on how to determine whether a tangible fixed asset concerns an impairment, refer to the paragraph below: Impairments of fixed assets. The manufacturing price consists of the acquisition price of raw materials and consumables including additional (installation) costs that can be attributed directly to the manufacture. If a considerable amount of time is needed to prepare for manufacture, the interest costs are also included in the manufacturing price. Investments in projects are capitalised in the year of purchase and are directly and fully part of the cost of the project. Investments in equipment and inventory of less than 12,500 euros, as well as expenditure on books and artworks, are directly accounted for in the statement of income and expenditure.

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Financial fixed assets Participating interests Participating interests in which significant influence can be exercised are valued according to the equity accounting method (net asset value method). When 20% or more of the voting rights can be exercised, it may be assumed that there is significant influence. The net asset value is calculated according to the accounting policies that apply for these financial statements; for participating interests about which insufficient details are available for adjustment to these policies, the accounting policies of the participating interest concerned are used. If, according to the net asset value, the valuation of a participating interest is negative, it is set at zero. If and to the extent that the institution guarantees in whole or in part the liabilities of the participating interest, or has the firm intention of enabling the participating interest to settle its debts, a provision is created for this. The initial valuation of purchased participating interests is based on the fair value of the identifiable assets and liabilities at the time of acquisition. For the subsequent valuation, the accounting policies that apply for these financial statements are applied, based on the values of the initial valuation. The result is recorded as the amount by which the book value of the participating interest has changed since the previous financial statements as a consequence of the result achieved by the participating interest. Participating interests in which no significant influence can be exercised are stated at their acquisition price. If there is a permanent impairment, valuation takes place at the realisable value; downward valuation changes are charged to the statement of income and expenditure. The participations of Delft Enterprises B.V. are stated at cost or lower market value. An exit strategy is maintained for the participations. The policy is that the participation will be disposed of in due course (the aim is a period between five and ten years).

Other receivables The other receivables entered under financial fixed assets include loans granted and other receivables. These receivables are initially stated at fair value. These loans and bonds are stated at amortised cost. Impairments are deducted from the amortised cost and directly accounted for in the statement of income and expenditure.

Impairments of fixed assets At every balance sheet date, the institution assesses whether there are indications that a fixed asset is subject to an impairment. If such indications exist, the realisable value of the asset is determined. If it is not possible to determine the realisable value for the individual asset, the realisable value of the cash-flow generating unit to which the asset belongs is determined. An impairment exists if the book value of an asset is higher than the realisable value; the realisable value is the higher of the net realisable value and the value in use. An impairment loss is recorded directly as an expense in the statement of income and expenditure while reducing the book value of the asset concerned. If it is established that a previously recorded impairment no longer exists or has decreased, the increased book value of the asset concerned is set no higher than the book value that would have been determined if no impairment had been recorded for the asset.

Inventories Inventories are stated at cost or acquisition prices in accordance with the FIFO (first in, first out) method or net realisable value, whichever is lower. The net realisable value is the estimated selling price less directly allocable selling expenses. The unsaleability of the inventories is taken into account when determining the net realisable value.

Receivables Receivables from participating interests Receivables included under financial fixed assets are initially stated at fair value after deduction of transaction costs (if tangible). These receivables are then are stated at amortised cost, taking into account any depreciation, if applicable. Securities Securities are initially stated at fair value. The participations of Delft Enterprises B.V. are stated at cost or lower market value

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Receivables are initially stated at the fair value of the consideration. Trade receivables are subsequently stated at amortised cost. Provisions for bad debts are deducted from the book value of the receivable. The balance from projects arising from work for third parties leads to a receivable or a debt on the balance sheet. Projects with prepaid expenses that exceed the instalments invoiced in advance are included under receivables. Projects with instalments invoiced in advance that exceed the

prepaid expenses are included under liabilities. Any provision deemed necessary for a project arising from work for third parties is deducted from the receivable. The method used for valuation of balance sheet projects and the matching of revenues and costs has been further refined from 2014.

Securities Securities that are part of the trading portfolio are stated at fair value. Changes in value are directly accounted for in the statement of income and expenditure. Securities that are part of the current assets have a term of less than one year.

Cash and cash equivalents Cash and cash equivalents consist of cash, bank balances and deposits with a term of less than twelve months. Current account debts with banks are included under current liabilities. Cash and cash equivalents are stated at face value.

Equity capital The equity capital consists of general reserves and special-purpose reserves and/or funds for special purposes. The special-purpose reserves are reserves with a more restricted disbursement of funds, with the restriction imposed by the Board. The funds for special purposes are reserves with a more restricted disbursement of funds, with the restriction imposed by third parties.

Third-party interests Third-party interests as part of the group equity are stated at the amount of the net interest in the net assets of the group companies concerned.

Provisions General Provisions are formed for legally enforceable or actual liabilities that exist at the balance sheet date, and for which an outflow of resources is likely to be necessary, the amount of which can be reliably estimated. Provisions are stated at the best estimate of the amounts necessary to settle the liabilities at the balance sheet date. Other provisions are stated at the nominal value of the expenditure expected to be required to settle the liabilities, unless otherwise stated. If a third party is expected to pay the liabilities and if it is highly likely that this payment will be received upon settlement of the liability, this payment will be included as an asset on the balance sheet. Provision for long-service awards The provision for long-service awards is included at the cash value of the expected payments in the course of the employment. The expected salary increases and the likelihood to stay are taken into account in the calculation of the provision. In calculating the current value, a discount rate of 3% has been applied. Other provisions Other provisions are stated at face value of the expenditure deemed necessary for the settlement of the provision. Current liabilities Current liabilities are initially stated at fair value. Current liabilities are subsequently stated at amortised cost, being the amount received taking into account premiums or discounts and after deduction of transaction costs. This is usually the face value.

Where the group company concerned has a negative net asset value, the negative value together with any further losses is not charged to third-party interests, unless the third-party shareholders have a constructive obligation and are able to bear the losses. As soon as the net asset value of the group companies becomes positive once again, results are allocated to thirdparty interests.

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Leasing Operational leasing The institution may have lease contracts, for which many of the advantages and disadvantages of ownership do not lie with the institution. These lease contracts are recorded as operational leasing. Lease payments are included in the statement of income and expenditure on a linear basis for the duration of the contract, taking into account the payments received from the lessor.

Financial instruments and risk management Financial instruments comprise investments in shares and bonds, trade and other receivables, cash, loans and other financing obligations, trade and other payables. Financial instruments are initially stated at fair value. Financial instruments that are not part of the trading book are stated at amortised cost on the basis of the effective interest method, less impairment losses. Currency risk The institution operates primarily in the Netherlands. The currency risk for the institution relates mainly to positions and future transactions in US dollars. Based on a risk analysis, the Board of the institution has determined that some of these currency risks are covered. Forward exchange contracts are used for this purpose. Interest rate risk and cash flow risk The institution runs an interest rate risk on the interest-bearing receivables (primarily under financial tangible assets, securities or liquid assets) and interest-bearing long-term and short-term liabilities (including debts to credit institutions). Credit risk The institution does not have any significant concentrations of credit risk.

6.13 Accounting policies for determination of the result General Income and expenditure are allocated to the year to which they apply. Profits are only included insofar as they have been realised at the balance sheet date. Losses and risks originating before the end of the reporting year are observed, provided

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that they have become known before the financial statements are adopted.

Government contributions Government contributions are recognised as revenue in the statement of income and expenditure in the year to which the allocation applies

Other government contributions and subsidies Operating subsidies are recognised as revenue in the statement of income and expenditure in the year in which the subsidised costs were incurred or revenue was lost, or when a subsidised operating deficit occurred. The revenue is recognised if it is likely to be received and the institution can demonstrate the conditions for receipt. Subsidies related to investments in tangible fixed assets are deducted from the asset concerned and included as part of the depreciation in the statement of income and expenditure or deferred as amounts received in advance.

Project revenues and project costs For projects of which the result can be reliably determined, the project costs and the project revenues will be recorded as net turnover and costs in the statement of income and expenditure in proportion to the achievements as of the balance sheet date. The progress of the achievements is determined on the basis of the project costs up to the balance sheet date in proportion to the estimated total project costs. If the result on the balance sheet date cannot be reliably estimated, the revenues will be recorded as net turnover in the statement of income and expenditure up to the amount of the incurred project costs. The result is determined as the difference between project revenues and project costs. Project revenues are the contractually agreed revenues and the revenues from additional and less work, claims and reimbursements, if and to the extent that it is probable that these will be realised and that these can reliably be determined. Project costs are the costs directly related to the project, the costs that are generally attributed to project activities and can be attributed to the project, and other costs contractually attributable to the commissioning party. If the total project costs are likely to exceed the total project revenues, the expected losses will be immediately included in the statement of income and expenditure.

Revenue recognition Rendering services Revenues from the provision of services are accrued in proportion to the services delivered, based on the services rendered up to the balance sheet date in proportion to the total services to be rendered. Gifts Income received in the form of goods or services is stated at fair value.

Other income Other income comprises income from rental, sale, secondment, contribution by third parties and other income.

Depreciation of intangible and tangible fixed assets Intangible and tangible fixed assets are depreciated from the month following the date of first use over the expected future useful life of the asset. Land is not depreciated. If there is a change in the estimate of the future useful life, the future depreciations are adjusted accordingly. Book profits and losses from the non-recurring sale of material fixed assets are included in the statement of income and expenditure.

Employee benefits Periodic remuneration Wages, salaries and social security contributions are included in the statement of income and expenditure on the basis of employment conditions insofar as they are payable to employees or the tax authorities. Pensions The institution has a pension scheme with ABP Pension Fund. This pension scheme is subject to the provisions of the Dutch Pensions Act, and contributions are paid by the institution on a compulsory or contractual basis. ABP bases the pensionable salary on the average wages during an employee’s working career. ABP tries to raise the pensions each year by the average wage increase in the government and education sectors. If the coverage ratio is less than 105%, no indexation takes place. The contributions are stated as personnel costs when they become payable. Prepaid contributions are included as prepayments if these result in a repayment or a reduction in TU Delft Annual Report | 2015

future payments. Contributions that have not yet been paid are included in the balance sheet as current liabilities. As of 31 December 2015, the policy funding ratio of the ABP Pension Fund was 98.7%. ABP was hit hard by the crisis in the financial markets in 2008 and therefore prepared a recovery plan stating what ABP will do to improve the financial situation within five years. This plan was approved by De Nederlandsche Bank, the Dutch pension fund regulator The most important aspects of the recovery plan are: • While the coverage ratio is lower than 105%, the pensions will not be adjusted to wage developments. • The contribution must at least cover costs and, in the event of a low coverage ratio (coverage deficit), must contribute to the recovery of the fund. To improve the financial position, a temporary recovery surcharge on the contribution for old-age pension and surviving dependants’ pension applies. • The investment policy has been adjusted, resulting in a lower investment risk. • The recovery plan provides scope to absorb setbacks. If recovery proceeds more slowly than expected, ABP may e.g. reduce the pensions.

Exceptional items Exceptional items are income or expenditure arising from events or transactions that are part of the ordinary operations but which, for the purpose of comparison, are explained separately on the basis of the nature, scope or non-recurring nature of the item.

Financial income and expenditure Interest income and interest expenses Interest income and interest expenses are included on a time-proportionate basis, taking into account the effective interest rate of the respective assets and liabilities. Exchange differences Exchange differences arising in connection with the settlement or translation of monetary items are recorded in the statement of income and expenditure in the period in which they arise. Transactions in foreign currency carried out during the reporting period are included in the financial statements at the exchange rate applying on the transaction date.

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Taxes Tax on the result is calculated on the result before tax in the statement of income and expenditure, taking into account the available, tax-offsettable losses from previous financial years (unless these are included in deferred tax assets) and exempt profit components and after the addition of nondeductible expenses. Due account is also taken of changes that occur in the deferred tax assets and deferred tax liabilities in respect of changes in the applicable tax rate.

6.14 Remuneration of the Executive Board and Supervisory Board The remuneration of the individual members of the Executive Board and the Supervisory Board was in line with the accountability obligation arising from the Annual Reporting Regulations for Education and was as follows:

Result from participating interests The result from participating interests is the amount by which the book value of the participating interest has changed since the previous financial statements as a consequence of the result achieved by the participating interest, insofar as this is attributed to the institution.

Commencement Final date of date of employment employment

taxable fixed and variable expenses

Provisions for Payment remuneration due to payable in the termination of long term employment

Scope of task

Payment of

FTE

2015

Administrators Drs. D.J. van den Berg (President)

01/02/2008

31/08/2015

1.0

132,410

5,509

11,775

Prof. K.Ch.A.M. Luyben (Rector Magnificus)

01/04/1983

1.0

187,340

8,263

18,054

Ms drs. J.L. Mulder (Vice President for Education & Operations)

01/05/2003

1.0

162,545

8,263

16,720

*: still employed at year-end 2015

Commencement Final date of date of employment employment

Payment of taxable fixed and variable Remuneration expenses

Provisions for remuneration Payment due to termination payable in the of employment long term

2015

Supervisors Drs. J. van der Veer (President)

01/07/2013

01/07/2017

20,850

Prof. D.D. Breimer

01/05/2007

01/05/2017

17,757

Ms drs. K.M.H. Peijs

01/06/2007

01/06/2015

5,958

Drs. J.C.M. Schรถnfeld

01/04/2008

01/05/2016

14,300

Ms ir. L.C.Q.M. Smits van Oyen, MBA

01/01/2013

01/01/2017

14,300

Mw. drs. C.G. Gehrels

01/06/2015

01/06/2019

8,342

Ms drs. Mw. drs.C.G. C.G.Gehrels Gehrels

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6.15 Expense claims of Executive Board members

claims to the institution themselves. The individual administrators submitted the expense claims shown in the table below to the institution in 2015.

The table below shows the expenses claimed by the Executive Board members in 2015, in accordance with the format prescribed by the State Secretary. The State Secretary defines expense claims as â&#x20AC;&#x2DC;Reimbursements for expenses incurred or services renderedâ&#x20AC;&#x2122; for which the individual administrators submitted expense

The table below presents an overview of all expenses incurred by TU Delft on behalf of the members of the Executive Board in 2015.

amounts in euros amounts in euros

2015

Drs. D.J. van den Berg (President) Representation expenses Travel expenses outside the

Drs. D.J. van den Berg (President) Representation expenses

124

Travel expenses outside the Netherlands Travel expenses within the Netherlands

Netherlands

Other expenses

Travel expenses within the

Total

2015

60 8,348 8,408

Netherlands Other expenses Total

124

Prof. K.Ch.A.M. Luyben (Rector Magnificus) Representation expenses Travel expenses outside the Netherlands

Prof. K.Ch.A.M. Luyben (Rector Magnificus) Representation expenses Travel expenses outside the

Travel expenses within the Netherlands 279

Other expenses Total

199 4,309 95 4,508

Netherlands Travel expenses within the

Netherlands Other expenses Total

279

Ms drs. J.L. Mulder (Vice President for Education & Operations) Representation expenses Travel expenses outside the Netherlands Travel expenses within the Netherlands

Ms drs. J.L. Mulder (Vice President for Education & Operations) Representation expenses Travel expenses outside the

Other expenses 31 1,508

Netherlands Travel expenses within the

Netherlands Other expenses Total

TU Delft Annual Report | 2015

1,539

Total

125 8,040 8,165

Joint expenses Representation expenses

Travel expenses outside the Netherlands

Travel expenses within the Netherlands

Other expenses

Total

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6.16 Board statement The Executive Board hereby confirms (in accordance with Article 31, paragraph 1a of the Annual Reporting Guideline for Higher Education and Scientific Research) that all known information important to the audit report on the financial statements and the funding data was made available to the auditor of the institution. The Executive Board also declares that it was not involved in irregularities as referred to in the aforementioned Article 31, paragraph 1a.

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TU Delft Annual Report | 2015

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7 Continuity section

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Introduction In accordance with the letter of the Ministry of Education, Culture and Science of 20 December 2013, a continuity section must be included in the annual report. The purpose of this section is to enable any stakeholder or interested party to examine how TU Delft handles the financial implications of the policy or proposed policy. The expected operating result in the coming years and the development of the capital position are thereby made transparent. This is discussed in part A of the continuity section. Part B of the continuity section discusses the manner in which the internal risk management system is organised and how this functions in practice. Furthermore, the description in part B also focuses on the risks and uncertainties that TU Delft will encounter in the coming years and the appropriate measures the university will take to deal with these risks and uncertainties.

Long-Term Budget (part A) The key points of the 2016 budget are described below:

Student Loans (Higher Education) Act In the 2016 financial framework, the Board indicated that it would make available a budget of six million euros on a structural basis for improvements in education. These funds will be made available in anticipation of the extra funds to be made available by the government under the Student Loans (Higher Education) Act. During the 2016 budget cycle, proposals were invited with regard to education and educational support capacity, development and training of staff, more and higher quality study workplaces and sustainable educational interventions. An amount of six million euros was allocated for these proposals in the budget. It should also be noted that costs related to the quality of education were also incorporated in the regular budget. This includes investments in study rooms, and facilities for students such as Blackboard and study workspaces. There are also property-related investments, such as the PULSE education building.

Growth in student numbers Student numbers are expected to increase from

TU Delft Annual Report | 2015

19,509 students in the 2014/2015 academic year to 21,228 students in the 2016/2017 academic year. This growth affects the budget in a number of ways, including the increase in tuition, the increase in teaching staff and choices to be made with regard to real estate (operation and investments).

QuTech QuTech combines research activities at TU Delft and the Netherlands Organisation for Applied Scientific Research. It is a public-private partnership that has gained national icon status since 2014. TU Delft acts as the coordinating university. The establishment of QuTech results in a growth in research staff in the 2016 budget (120 FTE) and an increase in income from work for third parties (12 million euros at the institutional level).

Reactor Institute Delft (RID) The budget takes into account the possible expected recurring and non-recurring costs associated with the Nuclear Energy Act. The national policy with regard to nuclear safety and radiation protection has changed substantially in the last two years. The changes are based mainly on the government decision (governmental decree) of 25 November 2013 (Nuclear Energy Act Allowances Decree) and the policy document ‘Guide to the Safe Design and Safe Operation of Nuclear Reactors’ (Handreiking voor een Veilig Ontwerp en het veilig Bedrijven van Kernreactoren, VOBK). As a result of this national policy, costs for the Higher Education Reactor will rise for the next ten years within the framework of the Nuclear Energy Act. TU Delft is currently consulting with the Dutch government on the files of the RID for a contribution towards and/or reduction of these costs. Therefore, the budget and the long-term budget take into account an extra contribution from the Dutch government.

University Personnel The university personnel expenses will increase, which is largely attributable to the growth in FTEs and the price effect (Collective Labour Agreement effects and different structure of the workforce). There are several important reasons for the increase in personnel numbers: a) The substantial increase in student numbers and the desire to improve the quality of education; in addition to all of the faculties’ own developments, an extra six million euros has

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been included in the context of the Student Loans (Higher Education) Act. b) The increase in income from work for third parties, with putting QuTech into operation playing an important role. This has resulted in a sharp increase in doctoral candidates and researchers. c) Implementation of the real estate strategy, as a result of which the project organisation is being reinforced. d) Reinforcement of project management of projects receiving indirect and commercial funding.

Special non-recurring costs The budget includes special non-recurring costs for the relocation of Applied Sciences to its new building. The demolition costs for Rotterdamseweg and Stevinhal IV have also been incorporated.

Long-term budget for 2017-2019

Investments TU Delft scores highly in international university rankings and wants to continue to do so. To this end, facilities (buildings and infrastructure) for scientists and students must be of a high standard. The end of the lifespan of several buildings necessitates large-scale investments

A summary of some of the important parameters in the budget is given below: The long-term budget for 2017-2019 shows a negative budget in 2017 and 2018, followed by a balanced budget in 2019. The Statement of Income and Expenditure below provides an overview of the

realised in 2015

2016 budget

2017 budget

2018 budget

2019 budget

Equity capital

364

374

370

362

Liquid assets Current liabilities Long-term liabilities

200 338 0

63 306 0

3 301 0

0 301 65

0 301 84

48%

51%

52%

47%

45%

6 (1,0%)

0 (0%)

-4 (-0,6%)

-8 (1,3%)

0 (0%)

amounts in millions of euros

Solvency ratio Net result

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by TU Delft in new construction and renovation to improve the quality of the campus and the facilities for education and research. In this way we aim to attract and further develop scientific talent. Continuing to use the existing buildings is not an option, because permits for the use of these buildings will be jeopardised and the costs of maintenance are becoming too high. The investments in 2016 relate to real estate (67 million euros) and equipment & inventory (31 million euros), including: completion of new Applied Sciences Building, the PULSE education building, relocation of Applied Sciences/Applied Physics, equipment & inventory in the faculties, the room pool and ICT. Harmonisation of the maintenance budget and reconsideration of the Real Estate Strategy are currently underway, partly in the light of financing possibilities. Further elaboration of this has commenced.

realised in 2015

2016 budget

2017 budget

2018 budget

2019 budget

Government contribution (incl. other government

359

362

contributions and subsidies) Tuition and examination fees Revenues from work for third parties Other income Total revenues

53 180 21 613

60 173 2232 625

62 173 33 629

62 174 31 630

65 177 31 634

393 40 72 102 607

405 44 71 104 625

409 47 65 110 630

411 47 70 108 636

413 51 59 110 633

6 1 7 -1

0 1 1 -1

-1 0 -1 -3

-6 0 -6 -2

1 -1 0 0

-4

-8

amounts in millions of euros Revenues

Expenditure Personnel expenses Depreciations Accommodation costs Other expenses Total expenses Revenues and expenditure balance Financial income and expenditure Result Result from participating interests Net result

long-term budget for the 2016-2019 period. This long-term budget is based on the estimate at the time of the budget approved by the Supervisory Board in December 2015 for the following years. The temporary worsening of the budgetary outcome is the result of an increase in accommodation expenses for the whole of TU Delft, caused by: â&#x20AC;˘ the reduction in the number of m2 and the accompanying demolition and clean-up costs; â&#x20AC;˘ the maintenance quality boost; â&#x20AC;˘ the completion of buildings (new construction and renovation) resulting in an increase in depreciation charges. This is based on the assumptions concerning the Real Estate Strategy, version of December 2014. The Real Estate Strategy will be updated in 2016. Reconsideration must be viewed in the light of the increase in student numbers and the increase in academic staff for the purposes of teaching and research. The fact that TU Delft scores high in international university rankings and wants to continue to do so also plays a role. To this end, facilities (buildings and infrastructure) for scientists and students must be of a high standard. The end of the lifespan of several buildings necessitates large-scale investments by TU Delft in new construction and renovation to improve the quality of the campus and the facilities for education and research. Whether this strategy is financially feasible for TU Delft will be determined in context. This will

TU Delft Annual Report | 2015

not only determine the interest and depreciation charges, but also the savings on operating expenses to be achieved. The multi-year budget includes savings that will be determined further at a later date. To provide a better impression of the liquidity development of TU Delft in the long term, a long-term financial estimate for the whole institution will be calculated on the basis of the budget figures for 2016-2019. This calculation takes into account the planned academic innovations, the impact of the Student Loans (Higher Education) Act and the Real Estate Strategy of TU Delft. In the long-term budget, a stable revenue line of 425 million euros was taken into account in the development of the government contribution and tuition fees. Possible future adjustments to the government contribution as a result of the introduction of the Student Loans (Higher Education) Act have not yet been incorporated in the budget figures. This act will not be introduced yet due to planned cutbacks by the Ministry or Education, Culture and Science. The forecast for the government contribution assumes that TU Delft will achieve the performance agreements (performance-related funding) with the Ministry. The expectation for the time being is that no additional funding will be made available in the coming years. The effects of wage and price adjustments are disregarded, and the 2016 price level has therefore been used for the 2017-2019 period.

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Balance sheet The balance sheet below shows the budget for 2016 up to and including 2019. Assets amounts in millions of euros

realised in 2015

2016 budget

2017 budget

2018 budget

2019 budget

Fixed assets Intangible fixed assets Tangible fixed assets

406

461

555

620

642

Financial fixed assets

419

520

570

636

658

Current assets Supplies Receivables

119

123

121

118

117

Securities Liquid assets

Total assets

200

341

209

147

141

140

760

729

717

777

798

Liabilities amounts in millions of euros

realised in 2015

2016 budget

2017 budget

2018 budget

2019 budget

Equity capital General reserve

341

353

349

350

Special-purpose reserve

-2

-4

-7

-10

Fund for special purposes

364

374

370

362

Current liabilities

338

306

301

Total liabilities

760

729

717

777

798

Provisions Long-term liabilities

The implementation of the Real Estate Strategy is expressed in the increase in tangible fixed assets on the one hand, and a decrease in the balance of liquid assets on the other. This trend will continue beyond 2015 and will lead to TU

136

Delft borrowing money from 2018 on. There will then no longer be a surplus of financial resources. The accompanying chart shows the current and forecast liquid assets for the period up to 2019:

Millions of euros miljoenen euro's

300 280 260 240 220 200 180 160 140 120 100 80 60 40 20 0 -20 -40 -60 -80 -100

280 233

240

200

117

2010

2011

2012

2013

2014

2015

2016

3 2017

2018 -65

2019 -84

Looking specifically at the development of solvency up to and including 2019 reveals the following picture:

Solvabiliteitsratio Solvabiliteitsration in procenten

60%

50% 40% 30%

solvabiliteit TUD

20%

norm OCW

10% 0% 2015

2016

2017

2018

2019

Jaartallen

Due to the falling liquidity surplus, solvency will decrease slightly, but remain above the standard of 30% set by the Ministry of Education, Culture and Science. This gives TU Delft scope to respond flexibly to external developments.

The FTE numbers are based on the numbers realised for 2015 and the estimate at the time of the budget approved by the Supervisory Board in December 2015 for the following years.

Expected staff numbers

Partly as a result of the Student Loans (Higher Education) Act, in order to increase the quality of education, investments have been made in more teaching staff, resulting in an improvement in the ratio of students to teaching staff compared to the previous years.

The table below shows the expected development of the FTE numbers. A distinction has been made, in accordance with the system normally used by TU Delft, between academic staff, administrative and support staff and student assistants job groups. The classifications in this system are different from the format prescribed in the letter from the Ministry of Education, Culture and Science, but they are in line with the system generally used at TU Delft.

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Continuity section - statement of paid FTE development (permanent and temporary) FTE development

2015

2016

2017

2018

2019

Academic staff (WP)

2,697

2,878

2,905

2,917

of which temporary WP

1,619

1,735

1,732

1,747

of which permanent WP (or

1,078

1,144

1,146

1,158

1,170

1,987

1,988

1,980

1,978

1,975

4,754

4,943

4,945

4,971

4,980

prospect of permanent) Administrative and support staff (OBP) SA

Expected student numbers The increase in FTE numbers is visible mainly in the â&#x20AC;&#x2DC;temporary academic staffâ&#x20AC;&#x2122; category. This is mainly due to the recruitment of research staff for QuTech. The scope of the support staff has remained relatively constant, which is the aim despite the increase in students and turnover.

student numbers

138

The number of students is expected to increase further from 2016 to year-end 2019. The student numbers are based on a continuation of the growth seen in recent years. The estimate was made when the budget was approved by the Supervisory Board in December 2015.

2015

2016

2017

2018

2019

20,980

21,228

22,372

23,721

23,937

Planning and Evaluation Cycle (P&E cycle) The institution-wide Planning & Evaluation Cycle (P&E cycle) is the core process systematically supporting the strategic planning for TU Delft. The P&E cycle is an instrument consisting of processes and products, administrative dialogue and agreements that allow the administration and management of TU Delft (Executive Board, deans, departmental directors and managers) to find answers to the core questions: ‘Are we doing the right things?’ (strategy and planning) and ‘Are we doing them well?’ (monitoring & evaluation). This TU Delft-wide cycle is an accepted working method within the academic community. The P&E cycle forms the framework that enables the administration and management of the university to formulate objectives, identify risks, monitor processes and adjust them in time. Nature of the university organisation The university is an open network organisation. The academic staff is connected to global academic networks and thereby also to the social and economic environment. Because of these complex networks, coordination and decision-making processes within the university are complicated. Furthermore, universities are publicly financed organisations that are required to account adequately for their actions. To achieve this, it is essential that the many internal processes which keep the university in operation are strictly controlled. Internal process control Internal process control enables the institution’s administration and management to aim for set objectives and to identify and manage risks to those objectives in time. It is a structured working method, supported by a system of instruments, systems and agreements, and driven by values, standards and regulations aimed at the realisation of the strategic objectives.

Image: 4 perspectives for planning

Values

Rules

Before

The internal risk management and control system at TU Delft is organised as follows.

administrative agenda. To this end, the control instruments are organised into four groups: -C ulture, behaviour and integrity. What core values are part of the culture of the organisation? One example is delivering high academic quality in view of academic integrity. -C ommunication. What strategic plans, risks, opportunities and uncertainties are discussed in various formal and informal meetings? - Policy and regulations. What policy guidelines and regulations are in place to assess activities and to avoid risks? -M onitoring and reporting. What quantitative and qualitative administrative information and information systems are used to monitor the progress and effectiveness of the strategic plans? Are we on the right track or are adjustments necessary?

• Policy • Rules/regulations • Structures • ‘Case Law’

• Culture • Behaviour • Integrity

Strategy

Soft

• Monitoring • Reporting • Management info

• Informals • Transparency

Communication

Hard

After

Report on the presence and operation of the internal risk management and control system (part B1)

Monitoring

This approach allows TU Delft to pay attention to both ‘hard’ management instruments, such as regulations and monitoring reports, and to ‘soft’ aspects, such as values and dialogue. The strategic planning and internal process management can thereby be analysed and discussed from four different perspectives. Strategic planning and internal process management (and its quality) dominate the agenda of the administrative meetings in the P&E cycle.

Four perspectives The approach to and quality of the internal process control forms an important part of the

TU Delft Annual Report | 2015

139

TU Delft Vision on Management Control The planning approach from four perspectives mainly addresses the best method for approaching the internal process management. TU Delft has developed a frame of reference to implement management control within a university context. The COSO framework was an important source of inspiration. Inspiration and reference The COSO framework8 – ‘translated’ to the university setting – has been able to inspire the various organisational levels of TU Delft to more closely consider what management control means in an academic context and which aspects are important in this respect. The framework has streamlined and supported discussions. In practice, TU Delft management control uses the COSO framework to determine where intended

activities with regard to risk management (in combination with internal audit working plan) can be best positioned and whether all relevant aspects have been considered. This pragmatic approach to the COSO model has proven to be best suited to a university context. Relationship to P&E cycle Naturally, the P&E cycle is crucial in this respect, because this system and the associated administrative consultations clarify how the internal process control functions and thus provide primary input for a thorough risk analysis. Internal Audit Function (IAF) The IAF provides (additional) certainty to the Executive Board regarding the extent to which the risks that threaten the objectives of TU Delft are controlled. The IAF also provides recommendations to improve the governance, risk

8 COSO = Committee of Sponsoring Organizations of the Treadway Commission. COSO assumes that this framework allows organisations to effectively and efficiently develop and maintain their internal process control, thereby improving the feasibility of strategic objectives.

Description of the most important risks and uncertainties (part B2) SWOT analysis The SWOT analysis above is based partly on the environmental analysis (Dynamic Context) as included in the TU Delft Roadmap 2020 (the strategic plan of TU Delft for the 2012-2016 period). When this analysis was being compiled, the ‘Profiling in perspective – trend report on universities 20002020’ was used, as drawn up by the VSNU (April 2012), which describes the important developments in the field of university education and research. The SWOT analysis will be updated in line with the preparations for drawing up a new strategic plan (2016-2020). Own strengths • International academic reputation • Clear technical and scientific profile • Perspectives: Science, Engineering, Design • High-quality, broad engineering degree programmes • Leading infrastructure • Strong strategic partnerships

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• Lively student culture External threats • Autonomy of universities under pressure • Small investments in knowledge system • Increasing bureaucracy and regulatory burden • Uncertainty regarding the stability of government funding • Decrease in NWO resources • Competition for academic talent • Rising costs of infrastructure and accommodation Essential improvements • The right student in the right place at the right time • Substantial acceleration of the study duration • Investment in the teaching qualities of staff • Keeping the infrastructure and accommodation vibrant • Improving the pass rate and shortening the PhD programme

duration • Continuing the development of the valorisation activities • Improving entrepreneurship training External opportunities • Grand Challenges for Society • Dominant role of the European Union: Horizon 2020 • Strategic alliance with Leiden & Erasmus • Increased coordination in the 3TU. Federation • Innovative top sectors • Public-private partnerships • Emerging knowledge economies • Modern teaching methods, including digital forms

management and internal management & control processes at TU Delft. The audit of the financial statements and specific external accounts of TU Delft is the responsibility of the external auditor.

TU Delft has the following strategic priorities: Students & Education • Differentiation and breadth in Bachelor’s degree programmes • Profiling of Master’s degree programmes • Professional Doctorate in Engineering • Graduate School – Doctoral Education • Postgraduate courses • Quality of student intake • Study success • Development of excellence programmes • Modern teaching methods, including digital forms • Teaching abilities of academic staff • Institutional accreditation, quality assurance and student satisfaction • 3TU and Leiden-Delft-Erasmus partnerships Research • Scientific profile: science, design, engineering • Interfaculty alliances (TU Delft Institutes) • Grand Challenges for Society – four priority areas • Strategic research cooperation • International peer reviews and rankings • Individual and group quality • Top Sectors and Horizon 2020 • Fundraising • State-of-the-art research infrastructure Valorisation • TU Delft valorisation profile, 2012-2020 • TU Delft Valorisation Agenda 2020 • Structural cooperation with business and government • Cooperation with SMEs • Delft Technological Innovation Campus • Support organisation for valorisation: TU Delft Valorisation Centre • Entrepreneurship training and development of new commercial activity • Intellectual property • Debate on ethical aspects of public-private partnerships Ensuring the realisation of the strategic priorities listed above will be accomplished by using, among other things, the available management information and the results of the investigations conducted by the internal audit function.

TU Delft Annual Report | 2015

Report of the supervisory body (part B3) In 2015, the Supervisory Board was made up of the following members: • Drs. ir. J. van der Veer, president, former CEO of Shell (appointed to 1 July 2017, first term) • Prof. D.D. Breimer, vice-president, former Rector Magnificus/President of the Leiden University Executive Board (appointed until 1 May 2017, third term) • Ms Drs. K.M.H. Peijs, former Queen’s Commissioner for the Province of Zeeland (appointed until 1 June 2015) • Drs. J.C.M. Schönfeld, former vice-president and CFO of Stork NV (appointed until 1 May 2016, second term) • Ms Ir. L.C.Q.M. Smits van Oyen MBA, director and major shareholder of companies in the fields of healthcare, ICT and tourism (appointed until 1 January 2017, first term) • Ms Drs. C.G. Gehrels, European director of Big Urban Clients Arcadis (since 1 June 2015, appointed until 1 June 2019, first term)

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education and scope for scientific research at TU Delft. The Supervisory Board gave its approval on 11 February 2015. The Supervisory Board was informed in detail on the development and establishment of QuTech, the Advanced Research Centre for the development of a quantum computer and quantum internet in cooperation with TNO. The Dutch government has awarded the status of National Icon to the research into Quantum Technology. The Supervisory Board has also been informed regularly on the development of the Amsterdam Institute for Advanced Metropolitan Solutions (AMS), an institute focusing on urban technology and design in collaboration with the City of Amsterdam, Wageningen UR, the Massachusetts Institute of Technology (MIT) and various businesses. The Supervisory Board is actively involved in the developments in the field of education. Matters such as new degree programmes, the transfer of programmes, the establishment of a numerus clausus for a programme, the quality assurance policy (the Supervisory Board was closely involved in the internal audit Institutional Assessment of Quality Assurance and the development of Institutional Accreditation by the Ministry of Education, Culture & Science in 2015) were followed closely. Accreditation and re-accreditation processes of the programmes are also regularly discussed with the Board. The Supervisory Board closely follows the strategy and developments of TU Delft with regard to online education, the development and sharing of MOOCs – in which TU Delft is leading the way internationally – and the Extension School. Each quarter, the real estate issues of TU Delft are discussed in the meeting of the Supervisory Board, and further decisions are made if necessary. In 2015, this primarily concerned plans for a new education building, PULSE, the renovation of Sports & Culture, and preparations for an update of the real estate strategy.

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in the field of academic integrity, the code of ethics, and safety and security are discussed with the Board. This also includes topics such as Institutional Accreditation. The Supervisory Board once again visited a number of faculties and service departments in 2015. The national developments taking place with regard to the higher education system – such as the Science Vision and Agenda, the government’s Higher Education and Research Review Committee (‘Van Vught Committee’), are being communicated with the Supervisory Board.

Personnel and internal affairs In 2015, the Remuneration and Appointments Committee again conducted annual appraisal interviews with the individual members of the Executive Board. The State Secretary of the Ministry of Education, Culture and Science appointed Ms drs. Carolien G. Gehrels, European director of Big Urban Clients at Arcadis, as a member of the Supervisory Board of TU Delft with effect from 1 June 2015. Ms Gehrels succeeds Ms drs. Karla M.H. Peijs, who stepped down from the Board on that date after two terms of appointment. The Works Council and the Student Council are entitled to nominate a candidate in whom they have particular confidence. Proactive consultation between the Supervisory Board and the representative bodies led to a joint nomination. Drs. Dirk Jan van den Berg stepped down from his position at TU Delft as President of the Executive Board as of 1 September 2015. The Supervisory Board initiated a procedure to recruit a new president. The Remuneration and Appointments Committee met twice in this context in the last six months of 2015. This led to the appointment of Prof. Tim H.J.J. van der Hagen as new President of the Executive board from 1 May 2016. In accordance with Article 4 of the TU Delft Supervisory Board Regulations, the Board is responsible for determining the quality of its own performance. To this end, the Supervisory Board discusses its own performance as well as that of the individual members, and the consequences that must be attached to this, without the presence of the Executive Board at least once a year. This self-evaluation for 2015 has been started. The evaluation will be completed at the beginning of 2016 according to a questionnaire filled in by all members beforehand. The Supervisory Board also evaluated its president under the supervision of the

vice-president. In 2015, the Supervisory Board adopted amended Supervisory Board Regulations.

Board and the representative bodies have made procedural agreements concerning these matters. To this end, one of the members of the Supervisory Board has conducted informal discussions with the Confidential Committee of the Works Council and also with the Student Council on several occasions. In addition, several members of the Supervisory Board attended meetings of the Works Council and the Student Council.

In conclusion TU Delftâ&#x20AC;&#x2122;s policy regarding the salary of the administrators and supervisors is in line with the Senior Officials in the Public and Semi-Public Sector (Standards for Remuneration) Act (WNT) and with the agreements made with the Ministry of Education, Culture and Science. From the start of the 2012 calendar year, new contracts have been drawn up in accordance with the WNT. Under the current employment contracts, the TU Delft administrators do not receive any performancerelated bonus. In the opinion of the Supervisory Board, in 2015 the Board continued to perform its task in accordance with the governance code. The Supervisory Board also honoured the principle of independence in 2015. Finally, the Supervisory Board would like to thank TU Delft and its administrators for their constructive cooperation. Special thanks go to former Supervisory Board member, drs. Karla M.H. Peijs, and former President of the Executive Board, drs. Dirk Jan van den Berg. â&#x20AC;&#x192;

Employee participation The Higher Education and Research Act (WHW) lays down the independent right to direct consultation between staff representatives and the Supervisory Board, the right to nominate one of the members of the Board and advisory powers for the profiling of the Board members. The Supervisory

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Appendix 1

144

Faculties and departments (as at 31 December 2015) Faculty of Architecture and the Built Environment Department Chair Architecture Prof. D.E. (Dick) van Gameren Management in the Built Environment Prof. J.W.F. (Hans) Wamelink Architectural Engineering + Technology Prof. A.A.J.F. (Andy) van den Dobbelsteen Urbanism Dr M.J. (Machiel) van Dorst OTB Prof. P.J. (Peter) Boelhouwer

Faculty of Civil Engineering and Geosciences Department Chair Structural Engineering Prof. J.G. (Jan) Rots Transport & Planning Prof. B. (Bart) van Arem Geoscience & Engineering Prof. J.D. (Jan Dirk) Jansen Geoscience & Remote Sensing Prof. H.W.J. (Herman) Russchenberg Hydraulic Engineering Prof. M.J.F. (Marcel) Stive Water Management Prof. L.C. (Luuk) Rietveld

Faculty of Electrical Engineering, Mathematics and Computer Science Department Chair Software and Computer Technology Prof. H.J. (Henk) Sips Microelectronics Prof. P.M. (Lina) Sarro Electrical Sustainable Energy Prof. M. (Miro) Zeman Intelligent Systems Prof. R. (Inald) Lagendijk Applied Mathematics Prof. B. (Ben) de Pagter

Faculty of Industrial Design Engineering Department Chair Design Engineering Prof. C. M. Catholijn Jonker Industrial Design Prof. P.P.M. (Paul) Hekkert Product Innovation Management Prof. H.J. (Erik Jan) Hultink

Faculty of Aerospace Engineering Department Chair Aerodynamics, Wind Energy, Flight Prof. F. (Fulvio) Scarano Performance and Propulsion Control and Operations Prof. M. (Max) Mulder Aerospace Structures & Materials Prof. R. (Rinze) Benedictus Space Engineering Prof. E.K.A. (Eberhard) Gill

Faculty of Technology, Policy and Management Department Chair Multi Actor Systems Prof. J.A. (Hans) de Bruijn Engineering Systems and Services Prof. P.M. (Paulien) Herder Values, Technology and Innovation Prof. I.R. (Ibo) van de Poel

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Faculty of Applied Sciences Department Chair Bionanoscience Prof. M.( Marileen) Dogterom Biotechnology Prof. I.W.C.E. (Isabel) Arends Chemical Engineering Prof. M.T. (Michiel) Kreutzer Imaging Physics Prof. L.J. (Lucas) van Vliet Quantum Nanoscience Prof. H.S.J.(Herre) van der Zant Radiation Science & Technology Prof. H.T. (Bert) Wolterbeek

Faculty of Mechanical, Maritime and Materials Engineering Department Chair Process and Energy Prof. B.J. (Bendiks Jan) Boersma Biomechanical Engineering Prof. H.E.J. (Dirk Jan) Veeger Maritime and Transport Technology Prof. J.J. (Hans) Hopman Materials Science and Engineering Prof. I.M. (Ian) Richardson Precision and Microsystems Engineering Prof. U. (Urs) Staufer Delft Center for Systems and Control Prof. J. (Hans) Hellendoorn This appendix contains the original definitions, methods used and sources stated

146

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Appendix 2

148

Performance agreements, further definitions & assurance report by auditor in the performance agreements between the Ministry of Education, Culture and Science and TU Delft (source: appendix to the Letter from the Ministry of Education, Culture and Science of 3 July 2013 on the justification of performance

agreements, reference: 526628). Underneath, the realisation of the agreement as proposed by TU Delft as well as a stricter definition, if applicable, are described for each indicator.

(WO1) Quality/excellence: Participation in excellence tracks Original definition Definition

Proportion of total number of students in excellence tracks (including honours programmes).

Method

The number of participants in the SIRIUS-endorsed Bachelor’s honours programme Challent among the re-enrolled students in the second year of a Bachelor’s degree programme in the 2010-2011 academic year (first-year students at institution in Bachelor’s cohort 2009-2010) on the reference date of 2 December 2010, or the second year of a Bachelor’s degree programme in the 2014-2015 academic year (first-year students at institution in Bachelor’s cohort 2013-2014) on the reference date of 1 December 2015. Participation in the Bachelor’s degree programme is determined by the cohort of re-enrolled students, as the invitation to take part is issued in the second year of the Bachelor’s degree programme. The first-year students at the institution are the students who were first enrolled at TU Delft in the relevant academic year. TU Delft defines this as students who can unambiguously be identified as having enrolled in order to obtain a degree at TU Delft: degree students. This group of students has a full-time primary enrolment in one of our degree programmes and has paid TU Delft tuition fees for that enrolment. Re-enrolled students in the second year of the Bachelor’s degree programme are the students of the relevant cohort of first-year students at the institution, who continue their studies at TU Delft in the second year of the Bachelor’s degree programme with a full-time primary enrolment in one of our Bachelor’s degree programmes and who pay TU Delft tuition fees for the enrolment.

data source

Registers of faculty programme coordinators

Further specification Numerator

The number of participants of the Denominator participating in the SIRIUS-approved Honours Programmes at TU Delft on the reference date. This includes the MST/LST BSc/ MSc students who take part in the Leiden Honours Program.

Denominator

All degree students of the first-year students at the TU Delft institution with the Bachelor’s 2014 examination type, who are enrolled in the same Bachelor’s programme at TU Delft in the second year (on 01/01/2015).

Reference date

1 December 2015

data source

OSIRIS, CROHO

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(W02) Study success: Drop-out Original definition Definition

The proportion of the total number of full-time Bachelor’s students (first-year students at institution) who are no longer enrolled in higher education at the same institution after one year.

Method

TU Delft uses a different definition: The first-year students at the institution are the students who were first enrolled at TU Delft in the relevant academic year. TU Delft defines this as students who can unambiguously be identified as having enrolled in order to obtain a degree at TU Delft: degree students. This group of students has a full-time primary enrolment in one of our degree programmes and has paid TU Delft tuition fees for that enrolment. The reference date is 1 December 2010 or 1 December 2015, respectively.

data source

OSIRIS

Further specification Numerator

The number of first-year students of the Denominator who did not re-enrol at TU Delft (on the reference date in the second year of the Bachelor’s degree programme).

Denominator

All degree students with the Bachelor’s examination type who have enrolled at TU Delft as first-year students at the institution. This excludes students transferring to the Bachelor’s degree programme in later years.

150

Reference date

1 December 2015

data source

OSIRIS, CROHO

(W03) Study success: Programme switching Original definition Definition

The percentage of the total full-time Bachelor’s students (first-year students at institution) who switch to a different programme at the same institution after one year.

Method

TU Delft uses a different definition. Programme switching refers to the proportion of degree students in their first year of a degree programme who enrol in a different Bachelor’s degree programme at TU Delft in the subsequent academic year. This percentage is determined in relation to the total number of degree students in their first year of a degree programme among the relevant first-year cohort. The 2010 reference value is based on the 2009-2010 Bachelor’s cohort. Achievement of the 2015 target value is weighed against the 2014-2015 cohort of students in their first year of a degree programme. Students in their first year of a degree programme are defined as students who are enrolled in the relevant programme at TU Delft for the first time in the relevant academic year. TU Delft defines this as students who can unambiguously be identified as having enrolled in order to obtain a degree at TU Delft: degree students. This group of students has a full-time primary enrolment in one of our degree programmes and has paid TU Delft tuition fees for that enrolment.

data source

OSIRIS

Further specification Numerator

The number of students of the Denominator enrolled in a TU Delft Bachelor’s degree programme on 01/12/2015, who are no longer re-enrolled in the same Bachelor’s degree programme or programmes.

Denominator

All degree students with the Bachelor’s examination type who have enrolled as firstyear students in a programme at TU Delft as of 01/12/2014. This excludes students transferring to the Bachelor’s degree programme in later years.

Reference date

1 December 2015

data source

OSIRIS, CROHO

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(W04) Study success: Bachelor’s pass rate Original definition Definition

This refers to the proportion of re-enrolled students among the total number of re-enrolled students in the second year of the Bachelor’s degree programme who have been awarded their Bachelor’s degree after four years.

Method

The 2010 reference value was determined for the cohort of re-enrolled students in the 2007-2008 academic year, which is based on the 2006-2007 cohort of first-year students. The achievement of the 2015 target value is measured according to the cohort of re-enrolled students in 2012-2013, which is based on the 2011-2012 cohort of first-year students. The first-year students at the institution are the students who were first enrolled at TU Delft in the relevant academic year. TU Delft defines this as students who can unambiguously be identified as having enrolled in order to obtain a degree at TU Delft: degree students. This group of students has a full-time primary enrolment in one of our degree programmes and has paid TU Delft tuition fees for that enrolment.

data source

OSIRIS

Further specification Numerator

The number of students from the Denominator who obtained a Bachelor’s degree at TU Delft up to and including 31/8/2015. This excludes the degrees from Leiden University for the joint programmes B-LST and B-MST.

Denominator

All degree students among the first-year students at the TU Delft institution in 2011 with the propedeuse examination type, who were enrolled in a Bachelor’s programme at TU Delft in their second year (on 1/12/2012) and who paid tuition to TU Delft in their first and second year. This includes students from the joint programmes B-LST and B- MST who paid their first-year tuition fees to TU Delft, and who are registered for the second year with a Tuition Fee Payment Receipt (Betaling Bewijs Collegegeld, BBC).

152

Reference date

1 December 2015

data source

OSIRIS, CROHO

(W05) Measures: Teaching quality Original definition Definition

The proportion of lecturers (academic staff) with a Basic Teaching Qualification among the total number of lecturers (academic staff).

Method

The number of paid academic staff with teaching duties who hold a University Teaching Qualification (UTQ) or Senior Teaching Qualification (STQ) certificate or who have comparable didactic qualification, divided by the total number of paid academic staff with teaching duties. The permanent academic staff with teaching duties includes all paid academics with a permanent appointment on the reference date, or with prospects of one, and excludes academics with research duties only. To make a didactic qualification comparable to UTQ/STQ visible, such as a postgraduate certificate in education or a faculty didactic qualification, a committee will be established for each faculty to test the didactic qualities of the academic staff, which will be followed by a qualification equivalent to UTQ or â&#x20AC;&#x201C; as part of the regular assessment cycle â&#x20AC;&#x201C; it will be concluded that a UTQ qualification must still be obtained.

data source

Central personnel system (PeopleSoft)

Further specification Numerator

The number of members from the Denominator who hold a UTQ or STQ or comparable didactic qualification (i.e. a post-graduate teaching qualification, a comparable qualification from another university in the Netherlands or abroad or a faculty didactic qualification, tested by a faculty assessment committee and confirmed by the dean of the faculty concerned).

Denominator

The total number of paid academic staff with active teaching duties. This includes all paid academics with a permanent appointment or one in prospect (tenure trackers) at TU Delft on the reference date of 31 December 2015. This concerns staff with a University Job Classification (UFO) profile of Full Professor 1 and 2, Associate Professor 1 and 2, Assistant Professor 1 and 2, and Lecturer 1/2/3/4. This includes tenure trackers and academic staff with teaching duties seconded elsewhere. This excludes academic staff with research duties only (different UFO profile), staff of the University Corporate Office (the support service of TU Delft) and employees with a formal status of redundancy (no active teaching duties).

Reference date

31 December 2015

data source

Central personnel system (PeopleSoft)

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(W06) Measure: Programme intensity Original definition Definition

The proportion of the full-time Bachelor’s degree programmes with fewer than 12 timetabled contact hours and other structured hours (clock hours per week) in the first year of full-time Bachelor’s degree programmes.

Method

For each degree programme, the number of contact hours in the first year of the Bachelor’s programme (as stated in the study guide of the programme concerned) is compared to the lower limit of twelve hours. The total number of lecture hours (of 45 minutes) in each teaching period for all subjects is identified for each degree programme. The lecture hours are laid down by the dean and published in the digital study guides of the degree programmes on the TU Delft website. To arrive at the average number of clock hours per degree programme for the first year of the Bachelor’s programme, the average number of lecture hours (of 45 minutes) for the whole year was multiplied by ¾.

data source

Study guides of the degree programmes, CROHO

Further specification Numerator

The number of Bachelor’s degree programmes at TU Delft for which students have fewer than 12 clock hours of scheduled contact hours per week on average in their first year.

Denominator

The number of Bachelor’s degree programmes at TU Delft.

Reference date

31 December 2015

data source

Digital study guides of the degree programmes, CROHO

154

(W07) Measures: Indirect costs Original definition Definition

Generic permanent overhead staff as a percentage of the total permanent staff.

Method

The method used in the ‘Research Universities and Universities of Applied Sciences Overhead Benchmark’ report by Berenschot 2011. - The method used in the ‘Research Universities and Universities of Applied Sciences Overhead Benchmark’ report by Berenschot 2011 is applied. This is done by applying the a table with the generic overhead percentage per UFO job code, created on the basis of results of that research, to the current data from the TU Delft central personnel system PeopleSoft. - This ‘Berenschot’ method includes the following details: • Departmental directors are included as 40% generic permanent overhead staff. • ‘Doctoral candidates not in employment but with a workspace’ are included in the total permanent staff, with workspaces at TU Delft determined on the basis of the data from Planon contained in PeopleSoft. - Job codes that were not in use in 2011, but that were in use in 2015 are included in the table on the basis of the 2006 VSNU classification.

data source

University records

Further specification Numerator

Generic permanent overhead staff (in FTE excluding sector-specific overheads such as education and research support).

Denominator

The total permanent staff in FTE.

Reference date

31 December 2015

data source

Central personnel system (PeopleSoft)

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Appendix 3

160

Glossary Term

Definition/Description

Bachelor’s degree

A Bachelor’s degree is a degree certificate awarded as a result of the successful completion of the Bachelor’s degree programme.

Binding recommendation on the

If a student does not meet the BSA requirements of a minimum of 45 ECTS (European Credits)

continuation of studies (BSA)

in the first year of enrolment, he/she may not re-enrol in this TU Delft programme for three years. The following recommendations are given in the course of the academic year (in March and August): Positive, Doubtful, Negative or Postponed (= special circumstances preventing the student from meeting the requirements). In addition, the number and percentage of students who discontinue their studies before 1 February of the current academic year is shown. The definitive binding recommendation (in September) does not contain the Doubtful category.

Foreign student

A student who does not possess Dutch citizenship.

First-year student at the

A person who is enrolled at TU Delft as a student for the first time in the academic year in

institution

question.

Re-enrolment students

Students who enrol for the second academic year of the same programme/faculty/institution as the one in which they started.

Master’s degree

A Master’s (or doctoraal) degree is a degree certificate awarded as a result of the successful completion of the final examination of a Master’s or doctoraal degree programme.

Training programme

A degree programme is a Bachelor’s or Master’s degree programme accredited by the Ministry of Education, Culture and Science. All programmes are registered in the Central Register of Higher Education Degree Programmes (CROHO). This register also indicates whether a programme is funded by the government.

Reference date

The date on which the selection is made during a count. • The reference date for intake and population is 1 December of the academic year in question. That means that only the students who are enrolled on 1 December will be included in the count. • The reference date for degree certificates, drop-out and pass rates is 31 August of the academic year in question. All degree certificates awarded up to and including that date will be counted.

Propedeuse

This consists of the stipulated 60 ECTS of the first year of the Bachelor’s degree programme. The name ‘propedeuse’ was abolished as from the 2014-2015 academic year.

Pass rates

The percentage of students who have successfully completed the programme* (obtained a degree certificate). This can be broken down into different groups (such as foreign citizens, women and joiners from pre-university education). * or institution, faculty

Bridging class

A bridging class student does not have sufficient qualifications to directly enter a Master’s programme. The bridging programme yields approximately 30 ECTS

Bridging programme

(depending on the Master’s programme and the prior education) and ensures that the student is admitted to the selected Master’s programme. Bridging programme students are often HBO students lacking a sufficient background in mathematics, but in the past few years they have also included several Bachelor’s students. Note: These are not Bachelor’s or Master’s students (even though they were enrolled in the Bachelor’s degree programme up to and including 2005 and in the Master’s programme from 2006 to 2010). As of 2011, bridging programme students are no longer allowed to enrol in a Master’s programme.

Student (degree student)

A student is a person who is enrolled ‘as a student’ at TU Delft in accordance with the Higher Education and Research Act. The following students are included in the education statistics of TU Delft (on the reference date of 1 December): • those who are enrolled as full-time or external students • those who intend to complete a TU Delft programme and obtain a degree certificate • those who paid tuition or examination fees to TU Delft • only their main study programme counts (a student can be enrolled in multiple study programmes, but will only be counted once).

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During student counts, the following people are not counted, unless specified otherwise: • exchange students • freemover students • minor students • guest students • contract students These exceptions concern students who do study at TU Delft, but who do not intend to take a degree audit here. Duration of study

The time that elapses (in years) between the first-time enrolment and the time at which the relevant diploma has been achieved. The first-time enrolment is taken to be 1 September of the academic year in question. The time of graduation occurs when the student has met the final requirement for obtaining the diploma in question.

Study switcher

A student who chooses to enrol in a programme that is different from the programme in which he/ she was originally enrolled (at TU Delft).

Drop-out

Students who leave the programme, either to discontinue their studies or to study somewhere else. There are three different types of drop-out: at the programme level, at the faculty level and at the institutional level (TU Delft-wide).

Joiner from pre-university

A student who earned the VWO diploma in the same academic year as the one in which he or

education

she enrolled at TU Delft as a first-year student.

The condition ‘Has paid the tuition fee to TU Delft’ means that some of the students active in the so-called shared programmes are NOT included in these indicators! (Shared programmes are organised in collaboration with another university, such as the B-LST, B-MST and M-IE programmes, organised by Applied Sciences in collaboration with Leiden University.) In the case of the faculty of Applied Sciences, this means a total of more than 450 students.

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Appendix 4

164

Clarity notes TU Delft personnel and initial degree programmes Data on the enrolment of personnel in initial degree programmes is not aggregated. If this does occur, it only involves a very small number.

Outsourcing to private organisations The degree programmes registered in the CROHO are provided by the institution itself, where a number of programmes are entirely or partly provided in collaboration with partner universities. There is no outsourcing to private organisations. TU Delft does not use public funds for private educational activities.

Expenditure of public funds on private activities TU Delft spends public funds on such private activities as providing facilities for students (housing or other facilities). The scope of these activities, permitted by the relevant laws and regulations, is extremely limited and makes a positive contribution to improving the quality of the education and/or research.

Tailored tracks There are no paid tailored tracks for external organisations and/or companies within the existing degree programmes.

Modules Students occasionally take programme modules without actually intending to obtain the degree

TU Delft Annual Report | 2015

certificate. These students belong to the HBO bridging student group (excluding the Architecture and the Built Environment intake in February) and are enrolled in a Bachelorâ&#x20AC;&#x2122;s degree programme in order to follow a bridging programme in accordance with an agreement with the Ministry. In addition, there is a group of about ten freemovers each year; these are international students who take several courses at TU Delft. The freemovers are not specified for funding.

Emergency fund An emergency fund exists for students with financial problems. The emergency fund is only used in exceptional cases, always involves a loan and always involves costs other than tuition fees, such as hospital costs. Tuition fees are never reimbursed.

Following a different degree programme than the one in which the student is enrolled This is not an issue at TU Delft.

Exchange agreements TU Delft has exchange agreements with 276 knowledge institutions. In the 2014-2015 academic year, 429 foreign students participated in an exchange programme at TU Delft and there was an equivalent number of outgoing exchange students. There were no applications for funding for any of these students. More than 2,000 Dutch students gained international experience during the course of their degree programme this year. An overview of the knowledge institutions with which TU Delft has an exchange agreement can be found at http:// www.tudelft.nl/studeren/exchange-and-free-mover/. â&#x20AC;&#x192;

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Appendix 5

166

Full professor appointments in 2015 Appointments Name

m/f

chair/work area

faculty

date of decision

FTE

duration

Prof. N. van der Wouw

Non-linear Dynamics and Control

3mE

13 January 2015

0.2

3 years

Dr E.M. van Bueren

Urban Development Management

A+BE

27 January 2015

1.0

5 years

Dr S. Hickel

Computational Aerodynamics

27 January 2015

indefinite period

Prof. M. Veljkovic

Steel & Composite Structures

CEG

17 March 2015

1.0

indefinite period

Ir. R. Dijkstra

Urban Design

A+BE

10 March 2015

0.6

5 years

Prof. J-P Pignol

Radiation Medicine

31 March

0.0

5 years

Prof. D. Rosbottom

Architecture of the Interior

A+BE

14 April 2015

0.6

5 years

Dr F. Klijn

Adaptive Delta Management

TPM

14 April 2015

0.2

5 years

Dr J.L. Kloosterman

Reactor Physics

14 April 2015

1.0

indefinite period

Dr S. Klein

Gas Turbines for Power

14 April 2015

0.2

5 years

Generation Prof. W.M.J.M. Coene

Optics for Lithography

21 April 2015

0.2

5 years

Dr W.M. de Jong

Antoni van Leeuwenhoek

TPM

19 May 2015

1.0

indefinite period

Professor Dr A.W. Weeber

Applied Silicon Photovoltaics

EEMCS

2 June 2015

0.2

5 years

Prof. B.R. Brandl

Astronomy & Instrumentation

2 June 2015

0.2

5 years

Prof. D.H.J. Epema

Distributed Systems

EEMCS

2 June 2015

1.0

indefinite period

Ir. J.E. Oberdorf

Product Architecture Design

IDE

2 June 2015

0.4

5 years

Prof. C.L. Wang

Advanced Manufacturing

IDE

2 June 2015

1.0

indefinite period

Dr M. Wisse

Biorobotics

3mE

2 June 2015

1.0

indefinite period

Dr T.J.M. van der Cammen

Autonomous Ageing

IDE

23 June 2015

0.2

3 years

Prof. P.J. Stuijfzand

Chemical Hydrogeology

CEG

7 July 2015

0.2

5 years

Ir. W. de Jonge

Heritage & Design

A+BE

14 July 2015

0.6

5 years

Dr L.C.N. de Vreede

Electronics

EEMCS

14 July 2015

1.0

indefinite period

Dr W.A. Serdijn

Bio-Electronics

EEMCS

14 July 2015

1.0

indefinite period

Prof. D.M. Gavrila

Intelligent Vehicles

3mE

14 July 2015

1.0

indefinite period

Dr A.E.D.M. van der

Functional Design and Processing

3mE

14 July 2015

0.2

3 years

Heijden

of Advanced Materials

Prof. E. de Klerk

Continuous Optimization

EEMCS

14 July 2015

0.2

5 years

Dr R.R.R. van der Vorst

Strategic Design for Brand

IDE

15 September

0.2

6 years

0.2

6 years

1.0

indefinite period

1.0

indefinite period

Development Ir. D. Nas

Strategic Design for Technology-

2015 IDE

Based Innovation Dr K.M.B. Jansen

Emerging Materials

15 September 2015

IDE

15 September 2015

Dr A.R. Balkenende

Circular Product Design

IDE

15 September 2015

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Name

m/f

chair/work area

faculty

date of decision

FTE

duration

Dr A.H.M. Smets

Antoni van Leeuwenhoek

EEMCS

20 October 2015

1.0

indefinite period

Professor Dr B.A. van de Walle

Public Policy Analysis

TPM

20 October 2015

1.0

indefinite period

Dr A. van de Wiel

Clinical Medicine and Isotopes for

20 October 2015

0.2

3 years

Health Prof. L. Kuipers

Nanophotonics

20 October 2015

1.0

indefinite period

Ing. C. van Middelkoop

Visual Communication

IDE

17 Nov. 2015

0.2

6 years

Dr L.G. Evers

Seismo-Acoustics

CEG

17 Nov. 2015

0.2

5 years

Prof. G. Kortuem

Internet of Things

IDE

15 Dec. 2015

1.0

indefinite period

Name Dr K. Gavin

m/f m

chair/work Subsurface area Engineering

faculty CEG

date of decision 15 Dec. 2015

FTE 1.0

duration period indefinite

Prof. P. Hoogeboom

Remote Sensing with Radar

CEG

13 January 2015

0.0

1 Dec. 2014 -

Technology

1 May 2017

Prof. W.A. Mulder

Geophysical Imaging Methods

CEG

27 January 2015

0.2

5 years

Prof. J.C. Paul

Support Structure Design

A+BE

14 April 2015

0.3

1 May 2015 â&#x20AC;&#x201C; 1 Aug. 2016

Prof. W.G.M. Maas

Architectural and Urban Design

A+BE

14 April 2015

0.0

5 years

Prof. W.G.M. Bastiaanssen

Water Resources Management

CEG

21 April 2015

0.2

5 years

and Earth Observations Prof. H.W. Zandbergen

Professor Emeritus

19 May 2015

0.4

5 years

Prof. R. Dekker

Flexible Electronics

EEMCS

2 June 2015

0.2

5 years

Prof. W.C.T.F. de Zeeuw

Urban Area Development

A+BE

7 July 2015

0.3

2 years

Prof. E.G.M. Holweg

Intelligent Vehicles

3mE

14 July 2015

0.3

5 years

Prof. H.H. Weinans

Tissue Biomechanics and Implants

3mE

14 July 2015

0.2

5 years

Prof. W.A. Groen

Smart Materials and Sensors

8 September 2015

0.6

indefinite period

Prof. J.G. Kuenen

General and Applied Microbiology

no decision

0.2

1 year

Prof. J.J. Jakimowicz

Safety in Healthcare

IDE

no decision

0.2

1 year

Prof. N. de Jong

Molecular Ultrasound Imaging

20 October 2015

0.6

indefinite period

Prof. J.E. Mooij

QuTech

20 October 2015

0.0

1 year

Prof. W.G.J. van der Meer

Innovative Water Purification

CEG

17 November

0.2

5 year

TPM

24 November

0.0

until 1 Oct. 2016

CEG

24 November

0.4

5 years

EEMCS

15 December

0.2

5 years

Processes Prof. H. Priemus

System Innovation in Spatial Development

Prof. J.P. van der Hoek

Technology Selection in Relation to Water Quality

Prof. W.B. Kleijn

168

Audio Signal Processing

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Appendix 6

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Administrative positions of members of the Executive Board and the Supervisory Board Administrative positions of members of the Executive Board as of 31 December 2015 Dirk-Jan van den Berg (until 1 September 2015) President of the Executive Board of TU Delft until 1 September 2015 • Member of the Supervisory Board, Non-executive Director of Ziggo • Member of the International Advisory Council of the City of Wuhan (China) • Member of the International Advisory Board of PolyU Hong Kong • Member of the International Visitor’s Programme Advisory Board of the Ministry of Foreign Affairs • President of the Netherlands Atlantic Association • Member of the Advisory Committee on International Affairs to the Minister of Foreign Affairs, Working Group on European Affairs • Member of the International Advisory Board of the Moscow Institute of Physics and Technology • Member of the Foundation Board of the Unesco-IHE • Member of the Supervisory Board of Gasunie Karel Luyben Rector Magnificus of TU Delft Acting President of the Executive Board of TU Delft, from 1 September 2015 • Chairman of the Consortium Partner Assembly of BE-Basic • Chairman of the Supervisory Board of QuTech • Chairman of the Supervisory Board of NanoNextNL • Chairman of the Supervisory Board of the Netherlands Bioinformatics Centre (Stichting NBIC) • Chairman of the Board of the Dutch Techcentre for Life Sciences (DTL) • Chairman of the Supervisory Board of the Institute for Human Organ and Disease Model Technologies (Stichting hDMT) • Chairman of the Human Resources Taskforce of the Conference of European Schools for Advanced Engineering Education and Research (CESAER) • President of CESEAR • Chairman of the Supervisory Board of Applikon Biotechnology • Member of the Executive Board of the Netherlands Research Alliance (NERA) • Member of the Economic Programme Council of the South Wing • Member of the Executive Committee of the Economic Programme Council of the South Wing • Member of the Executive Committee of The Hague Security Delta (HSD) • Member of the General Meeting of Shareholders of the InnovationQuarter • Member of the Coordination Council of Medical Delta • Member of the Board of Stichting Medical Delta • Member of the Supervisory Board of Wetsus • Member of the Supervisory Board of Theater De Veste Delft • Member of the Supervisory Board of the Dutch Polymer Institute (DPI) • Member of the Supervisory Board of BE-Basic • Member of the Top Team Water Anka Mulder Vice-President for Education & Operations, TU Delft • Member of the Comité d’orientation stratégique, Sorbonne Université • Member of the Supervisory Board of Hotelschool The Hague • Member of the University Advisory Board of edX • Member of the Advisory Board for student housing provider DUWO The ancillary positions of the members of the Executive Board are with the permission of the Supervisory Board. This permission is not automatically granted. Further information on the TU Delft policy concerning ancillary positions can be found on the TU Delft website.

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Administrative positions of Supervisory Board members as at 31 December 2015 Jeroen van der Veer: President of the Supervisory Board of Delft University of Technology • President of the Supervisory Board of ING • Chairman of the Supervisory Board of Philips • Member of the Supervisory Board of BosKalis • Chairman of the Science and Technology Platform • Member of the Supervisory Board of the Netherlands Open Air Museum • Member of the Supervisory Board of The Concertgebouw Amsterdam • Member of the Board of the Dutch National Theatre • Member of the Governing Board of the European Institute of Technology and Innovation (EIT) • Vice Chairman of the Global Agenda Council The Future of Oil and Gas • Chairman of the Advisory Council of the Rotterdam Climate Initiative Douwe Breimer: Vice-president of the Supervisory Board of Delft University of Technology • Member of the Executive Board of KU Leuven • Chairman of the Supervisory Board of Museum Boerhaave • Chairman of the Supervisory Board of Life Sciences Partners Amsterdam • Chairman of the Supervisory Board of the University Campus Fryslan • Chairman of the Advisory Council of the Medicines Evaluation Board • Member of the Board of the Modern East Asia Research Center (MEARC) • Chairman of the Physics and Chemistry Sector Plan Committee of the Ministry of Education, Culture and Science • Member of the National Advisory Council of the Netherlands Cancer Institute (NKI) Maarten Schönfeld: Member of the Supervisory Board of Delft University of Technology • Member of the Supervisory Board of Fugro N.V. • Member of the Supervisory Board of Arcadis N.V. • Member of the Supervisory Board of the University of the Arts The Hague • Chairman of the Board of The Children’s Fund of Malawi • Member of the Executive Board of Stichting Prioriteit ICT N.V. • Member of the Supervisory Board of SIF Holding NV Carolien Gehrels: Member of the Supervisory Board of Delft University of Technology • Member of the Supervisory Board of Bouwinvest REIM • Member of the Board of Worldwaternet • Member of the Dutch Creative Council, Ministry of Economic Affairs • Member of the Board of the Urban Renewal Platform • Chairwoman of Ambassadors of Music Education Platform • Member of the Board of Amports • Chairwoman of the Board of Women Inc. • Member of the Board of Friends of the Amsterdam Police • Member of the Supervisory Board of The Blue Fund • Member of the Board of Friends of the Onze Lieve Vrouwe Gasthuis Laetitia Smits van Oyen: Member of the Supervisory Board of Delft University of Technology • Member of the Board of Stichting ‘Zorg en Bijstand’ in The Hague • Member of the Board of the African Parks Conservation • Treasurer of the Ocean Heritage Foundation • Supervisor of the Curaçao Dolphin Academy N.V.

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Strategic Development Mekelweg 2 2628 CDÂ Delft Postbus 5 2600 AA Delft www.tudelft.nl

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