SUSTAINABILITY REPORT 2024/2025
4TH EDITION SEPTEMBER 2025
EDITOR: CLAUS NIELSEN
LAYOUT: STIBO COMPLETE
Environmental, Social and Governance
In recent years, DTU has been working systematically with the ESG framework to set the direction for our environmental, social responsibility, and governance efforts. This has provided us with a strong foundation, created transparency, and made it clear how we take responsibility in our daily campus operations.
This report marks the conclusion of DTU’s ESG reporting in its current form. Our future focus will also be directed toward DTU's impact on society. We are adopting a more integrated approach, where research, operations, and social responsibility merge into a shared ambition to contribute real solutions to the planet’s challenges.
All research shows that the crises related to climate, biodiversity, resource consumption, and toxicity cannot be solved in isolation. On the contrary, they reinforce one another—solutions in one area may unintentionally worsen another. Therefore, we must address these challenges holistically and tackle the crises simultaneously. From now on, this perspective will guide DTU’s sustainability efforts—both in our research and the way we run the university.
We have already launched important initiatives. Four PhD students have begun a study of DTU’s own baseline for the four crises, with Lyngby Campus as the starting point. In addition, we are integrating research-based knowledge on rebound effects into the design of green solutions on campus. DTU aims to tackle the planet’s major crises one sector at a time. We are working on establishing a center in partnership with the World Climate Foundation to realize this ambition. At the same time, we must improve our ability to measure our societal impact, which requires developing a tool that can quantify the impact of research on society.
DTU wants to take the lead and benefit society. That is why we take responsibility for sustainability within our organization and the wider community.
Camilla Rygaard-Hjalsted Dean of Sustainability, Diversity, Inclusion and Talent Development
E
Resource consumption with care
At DTU, we experience that both students and employees are aware of their own habits and want to act sustainably. We are therefore working to create a physical environment that allows students, employees, and all users of DTU’s campuses to minimize their own resource consumption. Internally as well as in collaboration with others, we strive to develop circular solutions that minimize resource consumption. DTU owns the building stock at Lyngby Campus and Ballerup Campus. This provides a unique opportunity to adopt a long-term perspective and to work with holistic solutions that promote both sustainability and profitability. Therefore, DTU has decided that all new construction projects and major renovations must have a high sustainability standard. This also means that the University has decided that DTU’s campuses and operations will function as living laboratories for technology development.
The work with responsible resource use is divided into focus areas concerning ‘environmental impact from university operations’, ‘carbon emissions from energy consumption’ and ‘sustainable campus development and mobility’. These focus areas are elaborated on in the following based on the measuring points that DTU uses to monitor and assess its resource consumption.
1. Focus area:
Climate and environmental impact from university operations
1.1 Procurement
By merging the sub-policy for sustainable procurement with DTU’s overall procurement policy, DTU has created a clear stepping stone for future efforts. The procurement area is an example of how DTU, through a systematic, data-driven approach and cooperation with external stakeholders such as the Danish public procurement service (SKI) and the Partnership for Public Green Procurement (POGI), translates ambitions into concrete action and continues to create a better framework for more sustainable procurement.
Through a standardized procurement process and the implementation of the green procurement guide (Opslagsværket for Grønne Indkøb), a strong foundation for responsible and sustainable procurement has been established. Ensuring correct categorization of all purchases is key to strengthening climate reporting and setting concrete targets for climate footprint reduction across procurement categories.
The results show that sustainability is increasingly being integrated into practice—in May 2025, 86% of framework agreements complied with DTU’s sustainable procurement process, meeting the 2025 target of 85%.
Examples of measures
1.1.1 Corporate Procurement has launched a project to ensure all purchases are categorized, which will support and improve the quality of data in DTU’s climate and environmental accounts—cf. the GHG Protocol.
1.1.2 Continuing implementation of the green procurement guide (Opslagsværket for Grønne Indkøb) with training and consolidation.
No categorization or categorization uncertain.
Corporate Procurement’s sourcing model must include sustainability in all phases of the sourcing process.
Impose concrete climate reduction targets on procurement categories using correct product categorization.
By 2026 we can start setting climate reduction targets for procurement categories.
1.1.3 The sub-policy for sustainability in procurement will be merged with DTU’s procurement policy.
Sustainability in procurement is currently a sub-policy of the procurement policy.
85% of all project purchases and framework agreements over DKK 100,000 must comply with DTU’s procurement process for sustainable procurement.
By integrating sustainability into the procurement policy, a framework has been created for DTU to reduce its vironmental footprint.
In May 2025, 86% of framework agreements and project purchases include sustainability requirements.
The merger will take place in the second half of 2025.
1.2 Reuse
Reuse has developed into an essential part of DTU’s strategy for responsible resource consumption. By establishing a system for the reuse of furniture and fittings with digital support, it has become possible to access reuse solutions across the entire organization. The experience from Lyngby Campus has formed the basis for the rollout to more locations, and the digital ordering platform is expected to be fully operational by the end of 2025.
In addition, DTU has established a structured approach to the reuse of IT equipment through the RecycleIT project. The initiative, in which up to 90% of the equipment is recycled, reduces the climate impact and forms the basis for future requirements in procurement agreements.
The issue of reuse illustrates how DTU, through a systematic approach, collaboration and knowledge sharing, creates practical solutions that strengthen sustainability in daily operations.
Examples of measures
1.2.1 Digital support for reuse activities, aimed at easing workflows and improving data and documentation.
Also a focus on optimizing and planning a storage facility for reused furniture and fittings.
1.2.2 To reduce the climate impact, DTU has launched the RecycleIT project, in which used IT equipment is sold on to certified partners.
DTU has developed a reuse scheme for furniture and fittings. Our experience means that DTU is ready to focus more on systematic and fundmental decisions that will streamline the efforts to reuse items at DTU.
There used to be no fixed procedure for the disposal of IT equipment in a way that could reduce the climate footprint.
A digital ordering system has been developed for reuse, and implementation has begun.
Greater awareness of collecting large quantities of used IT equipment at an earlier stage, while its value is higher.
The DTU Service Portal is being created for orders and enquiries. Full operation is expected in Q4 2025.
RecycleIT is now live and is integrated into existing processes.
1.3 Waste and recycling
The DTU Waste Plan sets the direction for our efforts and is supported by concrete initiatives—from sorting improvements at major events to tenders with new documentation and processing requirements. The upcoming test check at the end of 2025 and a new waste collection tender will help DTU reach its goals of increased recycling and improved data quality.
With this, DTU continues to work towards becoming a role model for sustainable waste management in the university sector.
Examples of measures
1.3.1 Measures for behavioural change aimed at better waste sorting.
1.3.2 Requirements on suppliers to improve the way they treat the waste and document the process.
1.3.3 Focus on higher data quality.
A test check from 2021 showed that 54% of the residual waste was suitable for recycling, special processing, or landfill. The proportion of waste in the residual waste that could be sorted into its own fraction is used as an indicator of how well waste sorting is going.
46% of all waste was actually recycled in 2022.
2025: No more than 30% of the residual waste must be waste that should have been sent for recycling, special processing, or landfill.
2030: No more than 15%.
A new test check will be carried out in Q4 2025.
1.3.4 Tenders for waste collection and processing.
The quality of waste data from waste collectors varies and does not always meet the latest requirements for data concerning actual processing.
There are elements in the agreements with suppliers on waste processing, logistics and finance that need to be refined in order to achieve our ambitious goals.
Targets for the actual recycling rate: 2025: 60%
2030: 70%
2035: 75%
100% of waste data is based on the actual processing.
2023: 39.0%.
2024: 43.4%.
2025: Numbers are pending.
2022: 73%.
2023: 79%.
2024: 72%.
2025: Numbers are pending.
Tenders for hazardous waste and non-hazardous waste have been completed and implemented.
The tender will be completed at the end of 2025 and implemented in early 2026.
2. Focus area:
Reduced carbon emissions
2.1 Air travel
DTU works systematically to reduce the climate impact of air travel through a policy that is both anchored locally and followed up centrally. Despite a gradual increase in flight activity after COVID-19, the number of miles flown is still below pre-2019 levels. Flight data from 2024 shows a slight increase in carbon emissions per employee compared to 2023, however data is still being verified. The effort illustrates the importance of ongoing data quality, while DTU is committed to making climate considerations an integral part of travel activities. DTU expects to meet the target of a 25% reduction per FTE by 2025.
Examples of measures
8,916
* DTU’s tour operator has corrected the number of km flown for previous years. In order to use a consistent calculation method for all years, the reported actual figures have therefore been corrected.
** DTU is in dialogue with the tour operator about the possibility of calculation errors in the 2024 data.
2.1.1 DTU will reduce the number of kilometres flown per FTE.
km flown per FTE, equal to carbon emissions of 1,450 kg per FTE (2019).
Number of km flown per FTE will be reduced by 25%.
DTU expects to meet the 2025 objective.
2.2. Energy consumption
DTU has made significant progress in reducing energy consumption through a combination of technical improvements, user involvement and data-driven management. A 15.3% reduction in energy consumption per student and employee compared to baseline exceeds the 2025 objective and shows that DTU is well on its way towards the 2030 target.
Developing an energy management system according to the ISO 50001 standard supports a more structured approach to future improvements. At the same time, the establishment of an energy dashboard has strengthened both transparency and the decision-making basis for all DTU units. This links technology to behaviour, supporting DTU’s ambition to reduce the climate footprint of university operations.
Examples of measures
2.2.1 DTU will reduce energy consumption per student and employee.
2.2.2 DTU will develop and implement an energy management system.
Energy consumption per student and employee: 9.8 MWh.
The preliminary analysis for the project has been completed.
Target 2025: 5% reduction.
Target 2030: 10% reduction compared to baseline (average of consumption in 2017, 2018 and 2019).
Implementation of an energy management system certified to ISO 50001 standard.
15.3% reduction compared to baseline.
The energy management system is in development. ISO audit expected at the end of 2025.
2.3 Renewable energy sources
DTU’s campuses act as ‘living labs’ for future energy solutions and thus actively contribute to the green transition—both internally and in the wider society. By installing experimental wind turbines, expanding solar cell capacity and establishing a large heat pump at Lyngby Campus, DTU is showing how research, technology and operations can be combined in practice. Solar production already exceeded the original target in 2024 and will be further expanded in 2025.
At the same time, the trend in carbon emissions per student and employee shows a significant decrease— from 1.6 tonnes to 0.47 tonnes—which underlines the effect of combined efforts focused on more renewable energy and efficient energy use. The work on a climate strategy for facility management and future energy agreements will ensure that this development is maintained and strengthened.
Examples of measures
2.3.1 DTU will reduce carbon emissions from energy consumption per student and employee.
2.3.2 Installation of experimental wind turbines on Risø Campus under the auspices of Risø Hybrid Power, which for example can test green energy production, storage and the systems that will control the supply of the future. A so-called living lab.
2.3.3 Installation of solar cells on Lyngby Campus.
Carbon emissions per student and employee: 0.9 tonnes.
The national targets for reducing greenhouse gases: 70% reduction of greenhouse gases in 2030 compared to the index year 1990 and a climate-neutral society in 2050.
DTU’s infrastructure ensures that basic research and materials research, development, and testing take place in the best possible conditions.
Approved climate strategy and action plan, including targets for reduction of carbon emissions related to DTU’s energy consumption.
The development of a climate strategy and action plan is underway for facility management/building operations.
2.3.4 Installation of a heat pump on Lyngby Campus.
On Lyngby Campus, a heat pump will be installed that can cover 35% of DTU’s annual, ongoing heating needs by recycling heating from the site’s own remote cooling system.
The facilities provide flexibility for the energy frameworks as new buildings are constructed and older ones are modernized.
Energy production based on renewable energy sources corresponding to 100 households.
First research projects started at DTU Risø Hybrid Power.
Demo project for National Energy System Transition Facilities (NEST Facilities) completed.
Establishment of a solar cell system with a capacity of 125 MWh.
The research project is complete and commissioning is underway.
The heat pump is expected to contribute to an annual reduction of carbon emissions of 180 tonnes relative to the existing heating supply.
The heat pump is now being installed with a view to commissioning in the spring of 2026.
Prepared final statement for CO2e savings.
The project is underway.
2024: production of 213 MWh.
We expect a production of 240 MWh in 2025 and expect a further expansion of 125 MWh by the end of 2025.
The project is underway.
Sustainable campus development and operations
3.1 Campus, new construction and building operations
Using DGNB certification as a framework tool, DTU has created transparency and a systematic approach in its work on sustainability in university buildings. The certifications of new buildings—including DGNB Gold, Diamond and Heart—reflect a high standard that DTU consistently integrates into future construction and renovation projects. Most recently, Building 208 at DTU Lyngby Campus was awarded DGNB Platinum, Diamond and Heart, which testifies to a high level of ambition.
Maintaining the DGNB plan certification of Lyngby Campus and uncovering the potential of other campuses shows a holistic approach where both individual buildings and the overall campus environment are included in sustainable development. The efforts are linked to concrete operational and management improvements that are implemented across energy management, water, indoor climate and biodiversity—supporting DTU’s role as a living laboratory for sustainable solutions.
Examples of measures Measures
3.1.1
DTU will obtain certification according to ‘DGNB for new buildings and extensive renovations’.
3.1.2 DTU will maintain DGNB plan certification of Lyngby Campus as an urban area by continuing to develop the campus in a more sustainable direction.
3.1.3 DTU has selected and is in the process of implementing the improvements that will systematize its efforts to make the operations in DTU’s buildings more sustainable.
DTU obtained certification for the first buildings in 2021, see the DGNB manual for new buildings and extensive renovations.
All new buildings are certified to a minimum of DGNB Silver and Gold for all buildings without laboratory facilities. DTU aims for DGNB Diamond and Heart in relevant construction projects.
Lyngby Campus achieved DGNB plan certification at Gold level in 2021.
Ballerup Campus is not certified as an urban area.
In 2022, three buildings were selected for a pilot project on mapping how DTU meets the criteria in the DGNB standard for buildings in operation.
Maintenance of DGNB plan certification of Lyngby Campus at Gold level.
Determine whether DTU’s other self-governing campuses can obtain plan certification.
Implementation of the identified and prioritized areas: energy management, water consumption, indoor climate and biodiversity.
2024: Building 112: DGNB Gold and Diamond. 2025: Building 208: DGNB Platinum as well as Diamond and Heart. Building 313 is expected to achieve DGNB Gold in 2025.
In 2024, the process for maintaining plan certification has been completed. In early 2025, the plan certification for Lyngby Campus has been verified and maintained at Gold level.
All priority areas are being implemented and are described in these initiatives:
2.2.2 Energy management
3.2.1 Indoor climate
3.3.1 Biodiversity
3.4.1 Water consumption.
DGNB certifications
Urban areas –
New construction and extensive renovations
New construction: Building 374 certified at Gold and Diamond level.
Building 357 pre-certified at Gold level.
Building 112 pre-certified at Gold level.
Preparations for recertification of Lyngby Campus were initiated.
New construction: Building 313 pre-certified at Gold level.
Extensive renovation: Building 116 certified at Silver level.
Building 208 pre-certified at Gold level.
Recertification process carried out and completed in 2024.
New construction: Building 357 certified at Gold level.
Maintenance of plan certification carried out in 2024 and completed in early 2025.
Building 112: DGNB Diamond. 2024: Building 112: DGNB Gold and Diamond.
3.2 Indoor climate
A healthy and documented indoor climate is central to both well-being and learning, and DTU has therefore strengthened its efforts to systematically follow up on indoor climate conditions in existing buildings. With the installation of measuring systems in 80% of classrooms and the development of digital solutions for data collection and visualization, the foundation has been laid for targeted improvements.
DTU’s new buildings and major renovations prioritize indoor climate, which is in line with the DGNB standard for buildings in use. Knowledge and data are actively used to strengthen the learning and working environment—respecting both user needs and environmental sustainability.
Examples of measures
3.2.1 DTU will strengthen its actions and initiatives aimed at ensuring a highquality indoor climate with minimum environmental impact that concurrently supports a good study and working environment.
Work is being done to improve the indoor climate on an ad hoc basis and as required. New buildings have stringent indoor climate requirements.
Establishing a system for continuous assessment and follow-up on the indoor climate in existing buildings. 80% of DTU’s classrooms are equipped with measurement systems that collect indoor climate data.
Establishment of data loggers has been completed. And the target is 80% met. A dashboard will be developed to visualize data for follow-up and improvement initiatives.
3.3 Biodiversity
Since 2022, DTU has been focused on promoting biodiversity on the University’s campuses through new guidelines and changes in operational practices. A key requirement is that at least 90% of the newly planted vegetation must consist of native species—a goal that has now been achieved.
The development of interconnected green areas, water reservoirs and a biodiversity action plan for Lyngby Campus creates the framework for increased biodiversity with respect for both the environment and campus functions. At the same time, deforestation is compensated for by planting replacement trees in a ratio that strengthens natural areas on a national level.
The initiatives show how DTU integrates nature considerations into both operations and development with a long-term perspective.
Examples of measures Measures Baseline 2025 objective Status Biodiversity
3.3.1 DTU will increase biodiversity in its campus areas.
Biodiversity on Lyngby Campus was mapped in 2021.
90% of the newly planted vegetation on DTU’s campuses are species that belong in a Northern European geographical context.
3.3.2 When trees are felled, lost trees are offset by new trees planted elsewhere.
DTU follows the Danish Construction Act and offsets trees felled during construction of the Østerild Test Centre for example. The Danish Nature Agency administers the agreement and is responsible for finding new areas for restoration.
To offset the forest area felled in Østerild, the replacement ratio is 1:6, in other words for every hectare cleared, 1.6 hectares of new forest is planted elsewhere.
The goal of 90% newly planted native species has been reached. In addition, a biodiversity action plan for 2025-2030 has been created for DTU Lyngby Campus (Handlingsplan for biodiversitet 20252030). The action plan is expected to be approved by mid 2025.
460 hectares of forest have been planted out of the total 700 hectares to be planted.
3.4 Water consumption
DTU has taken significant steps to use water resources more sustainably. With a 27.9% reduction in water consumption per student and employee compared to the 2017-2019 baseline, the 2025 objective has already been met by a good margin.
Lyngby Campus serves as a test area with a digital dashboard that enables continuous monitoring and optimization of water consumption. The experience gained here forms the basis for rolling out similar systems on other campuses. This will increasingly enable DTU to work in a data-driven and systematic way on sustainable water management in daily operations.
Examples of measures
3.4.1 DTU will reduce tap water consumption and increase the volume of collected water for use in outdoor areas.
170,481 m3, corresponding to 12.2 m3 per student and employee.
The consumption of tap water has been reduced by 10% compared to baseline (average of 2017-2019).
2024: Water consumption per student and employee has decreased by 27.9% compared to baseline.
3.5 Mobility
DTU works strategically to reduce the climate footprint of transport and create mobility solutions that support a green everyday life for students and staff. At Lyngby Campus, the infrastructure has been boosted with new cycle paths, safe crossing points and access to the upcoming light rail.
In parallel, charging points for electric cars will be established across the campuses. In Lyngby, 124 charging points have already been installed, and an interdisciplinary strategy keeps up the momentum so that needs are aligned with the infrastructure. To reduce car traffic and create more space for pedestrians, dynamic parking guidance will be used, which is expected to be implemented by the end of 2025, and the campus local plan will be adjusted in collaboration with the municipality.
3.5.1 Encourage electric cars.
3.5.2 Encourage cycling, walking and public transport on Lyngby Campus.
100+ charging points have been installed at DTU.
Mobility is a key theme in the strategic campus plans. The Greater Copenhagen. Light Rail started building a light rail system on Lyngby Campus in 2021.
An interdisciplinary strategy and local action plans have been prepared for the installation of charging points for electric vehicles on all of DTU’s campuses.
On Lyngby Campus, new infrastructure and facilities for pedestrians and cyclists have been created, making it easy and safe to get around campus as well as to and from the light rail stops.
DTU Lyngby has 124 charging points. Strategy for charging points is under development.
3.5.3 Reduce unnecessary car journeys on Lyngby Campus.
Mobility is a key theme in the strategic campus plans.
Parking signs and dynamic information have been installed to indicate the number of available parking spaces in the main car parks, to stop people driving around looking for a space.
The parking norm for cars has been reduced, and work has started on a new infrastructure for private cars, creating more space for pedestrians and cyclists.
‘Guidelines for bicycle facilities’ have been updated and an action plan has been created. Both documents are expected to be approved by mid 2025.
In addition, there is now a cycle path on most of Akademivej.
The parking guidance signage project is under development and is expected to be completed in Q3 2025.
The parking standard for cars on campus is now being adjusted and revised in 2025 in the local plan in collaboration with the municipality.
SAttractive place to study and work
DTU’s believes that many of the challenges facing the world require engineers with a sustainability mindset. This is a big responsibility that we want to inspire all students and graduate engineers to pursue.
Sustainability is an integrated part of all DTU’s study programmes, and all students will complete programme components intended to boost their competence in innovation and entrepreneurship. The social dimension of sustainability includes social responsibility and room for diversity in all matters (for example culture, ethnicity, and gender). Together with the PF student association, Polyteknisk Forening, the University runs a number of activities aimed at supporting student well-being.
A good working environment is also important to the University. We undertake a social responsibility to meet the objective of inclusiveness in public institutions, for example by focusing on an inclusive work environment where there is room for differences, and by creating a framework that encourages us to talk about how we are thriving. DTU is an international university, and equality between gender and nationalities is a matter of course. Integration of international employees is a high priority, so that the meeting with the University as a workplace and with Danish society is experienced smoothly and supportively.
DTU’s work with the social dimension of sustainability is therefore grouped by focus areas that concern ‘diversity, equality, and inclusion’, ‘well-being, health, and safety’, as well as ‘academic, professional, and social communities’. These focus areas are elaborated on in the following and based on the measuring points that DTU uses to assess and continuously improve its social capability.
4. Focus area:
An internationally recognized elite university
4.1 Internationalization
DTU’s international profile is stronger than ever. In 2024, almost half of MSc students had an international background, and 63% of scientific staff are now international researchers. With over 100 nationalities represented among both students and staff, DTU increasingly reflects the global context in which the University conducts research and provides education.
This development is driven by a strategic effort to attract international talent—both among students and researchers. The ambition is not only to maintain, but to further develop this position, so that DTU remains an attractive choice for international students.
Examples of measures
4.1.1 DTU is an attractive place to study for international students.
2022: 47% of DTU’s students are international.
This percentage will be increased with special focus on admissions in globally oriented continuing education as well as self-paying students.
4.1.2 DTU is an attractive workplace for international researchers.
55% of DTU’s scientific staff are international.
The proportion of foreign talent must at least be maintained.
The share of international students in DTU’s MSc programmes was 48% in 2024 and is expected to increase in 2025. The share of self-paying students was 19% in 2024 and is also expected to increase in 2025.
The share of foreign talent has increased to 63%. At DTU, there are 103 different nationalities among the staff.
4.2 Talent in focus
DTU creates a framework that supports professional development, individual well-being and equality in career paths. In recent years, a new PhD supervisor programme has been developed and implemented with a focus on the role of culture bearer and mentor, and DTU’s flexible educational structure provides room for professional development for all students.
Among researchers, the development of DTU’s international tenure-track programme is ongoing and will be evaluated in 2025 to ensure transparency and recruitment of diverse profiles.
Graduate unemployment among DTU graduates is low compared to the national average, which testifies to DTU’s strong business links and society’s need for technical expertise.
Examples of measures
4.2.1 DTU’s PhD supervisor programme. In 2021, DTU held a one-day mandatory PhD supervisor course and a 3-day voluntary PhD supervisor course.
4.2.2 Graduates from DTU are attractive to the business community.
4.2.3 Tenure track career path.
DTU: 3.5% (after 4-7 quarters).
National figures for technology as the main field of study: without DTU 5.6%, with DTU 4.5%.
Tenure track was introduced as a career path in 2019.
DTU’s new PhD supervisor programme has been implemented with a focus on supervisors as role models and culture carriers and on well-being.
The graduate unemployment rate is 2.5%.
The new PhD supervisor programme has been implemented.
The scheme will be evaluated and adjusted in 2025 with a particular focus on creating career paths with equal opportunities for researchers at DTU.
The graduate unemployment rate was 2.9% for graduates admitted to DTU in 2022.
In 2025, an evaluation of DTU’s tenure track will be carried out as part of a broader effort to use credit points and promotion programmes as part of a transparent talent development environment that can attract diverse profiles. Based on this evaluation, DTU’s tenure-track programme will be adjusted.
4.3 Accessibility
In recent years, DTU has strengthened its efforts to ensure that all students and employees—regardless of background and circumstances—experience the University as accessible and inclusive. The share of students receiving special educational support has increased to 10% in 2025, indicating that the support offerings are becoming more visible and accessible.
Furthermore, DTU has integrated DEI (Diversity, Equality and Inclusion) into management training as well as PhD supervisor programmes, and bias training is widely offered. We also work systematically to ensure inclusive language in job advertisements and to analyse and promote a more balanced gender distribution among applicants.
Examples of measures
4.3.1 DTU must be physically, socially, and pedagogically accessible to everyone who is able and willing.
4.3.2 Staff and managers are aware of their own biases and privileges, and are trained to accommodate each individual’s differences.
773 students with functional impairment receive support under the public scheme SPS (special educational support), equal to 6% of the total number of students.
Awareness of bias has been a priority since 2021.
100% of students with identified needs receive support.
Make DEI an integral part of DTU’s tools and concepts when working with well-being and leadership
All of students with identified needs receive support.
In mid-2025, 1,283 students, corresponding to 9% of the student population, receive special educational support.
Statements focusing on DEI are integrated in the DTU well-being dialogue cards. In addition, a series of bias training workshops have been held for managers as well as employees. In both the DTU Leadership Programme and the new PhD supervisor programme, DEI is an integral part of the modules.
4.3.3
Job advertisements are formulated with a conscious focus on inclusive language, so that DTU is perceived as accessible to everyone.
This has been an important consideration since the launch of DTU’s Gender Equality Plan in 2021.
Progress is being made towards a more equal gender distribution among applicants for positions at DTU.
In the period 2023-2025 (Q2), approximately 37% of all applicants to DTU registered as women. For scientific staff positions alone, it was around 30%.
The distribution over the three years (2023-2025) is stable at the same level for both the total number of applicants and the scientific staff positions separately. Analysis is still ongoing to identify and implement possible measures to attract a diverse applicant pool.
Number of students with functional impairment receiving support under the public scheme SPS (special educational support)
4.4 Diversity, equality, and inclusion among students and employees
DTU is committed to creating more equality and inclusion across the entire university. These efforts have led to a slight increase in the proportion of women among BEng students, PhDs and researchers with management responsibilities. At the same time, the gender balance in DTU’s Board of Governors and the University Leadership and Management Forum has improved significantly, and the overall student population is stable at 34% women.
Recruitment to specific fields of study and research positions still needs attention to ensure a more equal gender balance. DTU has taken initiatives such as IT and engineering camps and the rollout of bias-aware management tools.
Among staff, an inclusive culture is supported through easily accessible DEI tools and dialogue formats.
DTU’s long-term ambition is to ensure that everyone—regardless of gender or background—has equal opportunities to fulfil their potential and contribute to the University.
Examples of measures
4.4.1 The gender balance among newly admitted BSc students must reflect the gender balance among high school students who meet DTU’s admission requirements. About 40-45% of them are women.
In 2021, there were 28% women on the BEng programmes and 33% women on the BSc programmes.
4.4.2 Gender balance among PhD students. 35% women and 65% men.
The proportion of women admitted to the BSc programmes is to increase by 1% per year with up to 40% women as a target.
The share of women enrolled in the BEng programme was 29% in 2024, an increase of 1 percentage point since 2021.
The share of women admitted to the BSc programme was 33% in 2024, which corresponds to the same level as in 2021.
Higher proportion of women.
4.4.3 Gender balance among researchers in permanent positions.
4.4.4 Gender balance among researchers with management and/or HR responsibilities.
22% women and 78% men
Higher proportion of women.
18% women and 82% men.
The proportion of women is to increase by 1% per year with 35% women as a target.
The share of female PhD students has increased slightly, to 37% in 2024. The proportion roughly reflects the gender distribution in the MSc programme.
Among permanent researchers, the proportion of women has also increased slightly, to 23% in 2024.
The share has risen to 21% by 2024, so the target has just about been reached.
4.4.5 Gender balance among permanent administrative and technical staff.
4.4.6 Gender balance among administrative and technical staff with management and/or HR responsibilities.
4.4.7 Gender balance in DTU’s University Leadership and Management Forum.
4.4.8 Gender balance in DTU’s Board of Governors.
4.4.9 IT and engineering camps targeted at female high school students.
4.4.10 Employees to experience an inclusive culture. -
49% women and 51% men.
Maintaining the same level.
45% women and 55% men.
Maintaining the same level.
19% women and 81% men.
40% women and 60% men.
150 participants per camp
The proportion is to be increased with a target of 35% women and 65% men.
Maintaining the same level.
250 participants.
The gender distribution among technical/ administrative staff is now 50/50.
Among technical/ administrative managers, 44% are women, and the proportion has decreased by a single percentage point during the period.
The gender balance in the University Leadership and Management Forum has increased to 24% women.
In 2024, 60% of the Board of Governors was female and 40% male.
79—due to loss of external funding.
Develop a methodology for working with inclusion.
A number of tools have been developed to enable greater inclusion, such as DTU and the Panel, bias bingo, map your network and DEI dialogue cards. All tools are available on DTU Inside and can be used by everyone. Through the tools, DTU works to develop an inclusive culture. A method to measure the level of inclusion has yet to be developed.
GGovernance with accountability and research integrity
The University regards good leadership at all levels as a key element in maintaining DTU’s role as an internationally leading technical university. At DTU, good leadership is situational and targeted at individual identification and the establishment of a framework for maximum development of talent and creation of excellent results. There is an ongoing dialogue with the employees on goals, means, and task performance. All employees, including managers, have an annual employee development interview with their immediate manager. It is encouraged that the employee development interview (MUS) is supported by regular 1:1 conversations, so that both parties experience MUS as a natural extension of ongoing dialogues.
In Denmark, there is a consensus to safeguard academic integrity and freedom. The research is based on principles such as honesty, transparency, and accountability, see the Danish Code of Conduct for Research Integrity, and academic freedom is about universities safeguarding free thought and speech.
DTU’s work with responsible management and research integrity is grouped by focus areas that concern ‘management and organization’, ‘research practice and research dissemination’, as well as ‘data use and security’. These focus areas are elaborated on in the following based on the measuring points used by the University to assess the organization’s management and compliance with relevant guidelines and standards.
Focus area:
Healthy and safe study and working environment
5.1 Student well-being
Student well-being is a key prerequisite for learning and development. DTU is therefore working strategically and purposefully to strengthen both the academic and the social learning environment. The newly developed study start with a focus on community and academic competence is considered to have a positive effect on the experience of the learning environment and the study start.
The results from the Danish Student Survey generally show a high level of satisfaction, especially with the academic environment and the benefits of teaching. At the same time, data shows that loneliness and study pressure remain challenges for some students. This is addressed with three-year action plans and a wide range of concrete initiatives that support well-being and the learning environment—including better access to counselling, strengthened IT support and improved physical infrastructure.
The well-being initiatives are always anchored in data and dialogue and are an important element in DTU’s ambition to be an attractive and inclusive place of education.
Examples of measures Measures
5.1.1 DTU will have a learning environment that contributes positively to the students’ well-being
5.1.2 DTU will make sure there is a strong educational environment that contributes to the students’ well-being.
The Danish Student Survey: DTU scores 3.9 on a scale from 1 to 5
DTU scores at least 4
5.1.3 DTU will ensure that the students think they will use what they are learning after they have finished their study programme—this contributes to the students’ well-being.
The Danish Student Survey, question 1: “The educational environment is good”
91% answer “Agree” or “Strongly agree”.
3% answer “Disagree” or “Strongly disagree”.
The Danish Student Survey, question 21: “I think I will use what I am learning after I have finished my study programme”
82% answer “Agree” or “Strongly agree”.
2% answer “Disagree” or “Strongly disagree”.
The Danish Student Survey, question 1: “The educational environment is good” 90% answer “Agree” or “Strongly agree”.
2.5% answer “Disagree” or “Strongly disagree”.
The Danish Student Survey, question 21: “I think I will use what I am learning after I have finished my study programme”
83% answer “Agree” or “Strongly agree”.
2% answer “Disagree” or “Strongly disagree”.
DTU scored 4.1 in the Danish Student Survey 2023 (latest report).
The 2023 Danish Student Survey, question 1: “The educational environment is good” 89.5% answer “Agree” or “Strongly agree”. 2.7% answer “Disagree” or “Strongly disagree”.
The 2023 Danish Student Survey, question 21: “I think I will use what I am learning after I have finished my study programme”
82.8% answer “Agree” or “Strongly agree”. 5.7% answer “Disagree” or “Strongly disagree”.
5.1.4 DTU will strive to ensure that students feel comfortable in their study programme.
The Danish Student Survey, question 24: “I generally feel very comfortable in my study programme”
79% answer “Agree” or “Strongly agree”.
6% answer “Disagree” or “Strongly disagree”.
5.1.5 Loneliness is a growing problem in society, and it is also seen among DTU’s students.
The Danish Student Survey, question 27: “How often have you experienced feeling lonely during your studies?”
15% answer “Often” or “Always”—19% answer “Never”
The Danish Student Survey, question 24: “I generally feel very comfortable in my study programme”
83% answer “Agree” or “Strongly agree”.
5% answer “Disagree” or “Strongly disagree”.
The Danish Student Survey, question 27: “How often have you experienced feeling lonely during your studies?”
16% answer “Often” or “Always” 18% answer “Never”.
The 2023 Danish Student Survey, question 24: “I generally feel very comfortable in my study programme”
81.8% answer “Agree” or “Strongly agree”. 5.9% answer “Disagree” or “Strongly disagree”.
The 2023 Danish Student Survey, question 27: “How often have you experienced feeling lonely during your studies?”
17.3% answer “Often” or “Always” 16.3% answer “Never”.
Student well-being
Assessment of the study environment survey’s statement “I generally feel very comfortable in my study programme” on a scale from 1 to 5.
5.2 Employee well-being
Employee well-being is a prerequisite for professional development and a healthy working environment. DTU has therefore embedded well-being activities in a dialogue-based culture, where well-being and leadership dialogues are conducted alternately every two years and are continuously developed further. An initiative to collect lessons learnt in 2025 will form the basis for further strengthening of the concept with a focus on openness, inclusion and psychological safety.
In addition, DTU offers a psychologist scheme, which is being expanded with a focus on group sessions. DTU addresses well-being with efforts on several levels—organizational, managerial and individual—creating a framework for an inclusive and sustainable working environment.
Examples of measures
5.2.1 DTU has an organizational culture that contributes to an increased dialogue on well-being.
The implementation of well-being dialogues was initiated in 2021. In addition to this, the University introduced leadership dialogues in 2022.
Well-being and leadership dialogues take place every two years in all organizational units, one at a time. In addition, the dialogue approach is integrated into new initiatives. The tool is supplemented with a DEI perspective.
In 2025, a broad initiative to collect lessons learnt will take place under the auspices of the Cooperation and Joint Consultation Committee (HSU) and the Corporate Work Environmental Committee (KAMU). The lessons learnt will form the basis for a joint seminar in late 2025 with HSU and KAMU. Based on the lessons learnt, the concepts will be strengthened with a focus on promoting dialogue.
5.2.2 DTU offers psychological counselling and focuses on maintaining an inclusive working environment.
The psychologist consultation scheme was established in 2012.
The intention is to be even more proactive and to reach a larger target group through group sessions.
Employee well-being
Number of units that have conducted well-being dialogues - 29 out of 30 - 29 out of 30
The counselling service had 218 enquiries in 2024 compared to 157 in 2021. The focus is on both prevention and treatment. We continue to work on the idea of group sessions.
Well-being dialogues are conducted every two years and therefore not in 2024.
5.3 Physical working environment
DTU prioritizes the physical working environment and works systematically to prevent and improve safety for staff as well as students. In 2024, all units completed the mandatory workplace assessment with a focus on the physical working environment. The results form the basis for concrete, targeted actions locally and centrally.
In addition, all units are offered screenings where experiences and knowledge are shared across the organization. In 2024, 10 units took advantage of this offer. The ongoing dialogue and systematic follow-up help anchor a strong safety culture and ensure that DTU continues to be a healthy and safe workplace.
Examples of measures
5.3.1 Every two years, DTU conducts a workplace assessment (APV) with a focus on the physical working environment and safety. All university units complete a workplace assessment questionnaire with follow-up dialogue, action plans and initiatives. All units continue to carry out APVs every two years, and then plan initiatives to continuously improve the working environment. In 2024, a workplace assessment was carried out at all DTU units with a focus on the physical working environment. Based on the results of the workplace assessment, health and safety initiatives are developed both locally and centrally in the organization.
5.3.2 DTU offers screenings of the physical working environment. All DTU’s units are offered screenings of the physical working environment. All DTU’s units will continue to be offered internal screenings of the physical working environment.
In 2024, physical working environment screenings were conducted at 10 university units.
5.4 Health offer
DTU offers a wide range of activities that promote both physical and mental health and support social communities. With over 5,600 members in 2024, DTU Sport has maintained its central role as a hub for exercise and socializing among students and employees.
In collaboration with DGI, a strategy has been developed to strengthen inclusion and accessibility across backgrounds and physical abilities. In addition, initiatives such as walk & talk routes, virtual morning gymnastics sessions and the DTU Stafet event make it easy to join communities.
The health offer is an integral part of DTU’s ambition to create a framework for a balanced and sustainable everyday life at the University.
Examples of measures
5.4.1 TU offers students and staff activities that promote physical and mental health and support social communities.
DTU Sport has 17 clubs and 2 fitness centres.
In addition, DTU Sport has agreements with external partner clubs.
In 2023, DTU Sport had 5,098 members.
DTU Sport has 5,500 members.
DTU Sport will open a club on campus in Sisimiut.
In 2024, DTU Sport had 5,617 members.
In 2024, DTU Sport had 17 clubs and 2 fitness centres.
DTU Sport also has agreements with external partner clubs.
In 2024, a collaboration to establish a DTU Sport club in Sisimiut was initiated.
5.5. Safety at work
Safety at work is a key focus area for DTU, and efforts to create a strong preventive working environment culture continued in 2024. The accident rate (LTIF) is stable and at a low level compared to previous years. This is the result of a long-term effort.
In 2024, the Group Health & Safety Committee’s action plan’s special focus was on developing and implementing tools that promote safe behaviour—including a digital Health & Safety E-learning and a guideline for tradesmen with a risk-based approach. In addition, the Safety Moment concept is anchored as a simple practical tool encouraging dialogue about safety in everyday life.
Based on a systematic approach and on past learning, DTU is creating the framework for a safe and secure working environment across campuses and academic environments.
Examples of measures Measures
work
5.5.1 Promoting a preventive working environment culture, including the prevention of accidents at work.
2023: 1.02 accidents at work per million hours worked (LTIF).
The Corporate Work Environmental Committee’s action plan contains various focus areas that contribute to a preventive working environment culture and safe behaviour at DTU, e.g. the Safety Moment concept, a Health & Safety E-learning, and workers’ guidelines.
DTU has less than 1 accident at work per million hours worked (LTIF).
The accident rate for 2024 was 1.02 accidents per million working hours (LTIF).
The Corporate Work Environmental Committee’s action plan contains various focus areas that contribute to safe behaviour and a preventive working environment culture at DTU, e.g. a Health & Safety E-learning, Safety Moment, and workers’ guidelines.
6. Focus area:
Academic, professional, and social communities
6.1 Communities for students
DTU is committed to ensuring that all students—regardless of background—experience a strong academic and social community. In 2024 and winter 2025, the new inclusive study start has achieved record participation, with international students in particular actively participating through initiatives such as the Student’s Culture Hub.
The wide range of clubs, associations and interdisciplinary projects like Green Challenge and Blue Dot creates opportunities for encounters across disciplines and interests. The number of student-run clubs has grown and new initiatives such as the Student’s Culture Hub have helped to promote inclusion and diversity in student life.
Community is a core value in DTU’s educational culture and a crucial element in the ambition to offer the best engineering education in Europe.
Examples of measures
6.1.1 DTU wants to strengthen communities among students through a number of activities in the study programmes and through voluntary offers.
In 2024, the activities will be analysed for the purpose of developing activities for target groups that currently do not receive relevant offers.
All students will receive a relevant offer of participation in communitybuilding activities.
All new BSc, BEng and MSc students are invited to study start activities that strengthen the community. Participation in the study start in 2024 and in winter 2025 was a record high (see 6.1.3). In addition, new BSc and BEng students are offered academic and social activities throughout the first semester.
New students are exposed to DTU’s clubs and associations as part of their introduction programme, highlighting the wide range of networks and communities at DTU.
In 2025, the Student’s Culture Hub collaborates with both BSc and MSc study starts on an increasing number of offers and activities aimed at strengthening communities.
6.1.2 DTU and Polyteknisk Forening (PF student association) work for an active club and association life with focus on academic and social development.
In 2021, there were approx. 30 student and alumni-run clubs, for example rocket construction, music, photography, motorcycles, and SDG ambassadors.
Same level. There are 45 student-run and alumni-run clubs.
In addition to these, in 2024-2025, the Student’s Culture Hub has established five new ‘culture hub communities’ to increase access to diverse and inclusive activities for DTU students.
PF and the Office for Study Programmes and Student Affairs (AUS) continuously collaborate to create a sustainable volunteer environment so that clubs, associations and communities can continue to operate and develop at DTU.
6.1.3
DTU wants a study start that reflects the University’s objective to offer the best engineering education in Europe. Through the study start, all new students are equipped to begin and complete their studies.
In 2023, 54% of the new students participated in the study start in the form of introductory courses and fresher’s trips.
At least 95% of the new students participate in the study start. The composition of the participants reflects the diversity that the University contains.
In 2024, 88.4% of new students participated in the bachelor study start, comprising 91.9% BSc students and 82.3% BEng students.
In the MSc study start in winter 2025, 96% of the new students who had not taken a BSc at DTU, i.e. international students and MSc students with a BSc from another Danish university, participated.
6.2 Campus environment and art
DTU continuously develops its campuses to create inspiring and inclusive environments where students, staff and visitors want to spend time. In 2024 and 2025, with new common areas such as Kemitorvet and the transformation of Building 208, a physical environment has been created that promotes both academic interaction and informal socializing.
Art plays a central role in communicating research and technology and is an integral part of DTU’s building projects. With four new artworks by Tue Greenfort—created specifically for Building 313—DTU continues to use art as an identity marker and conversation starter about current global themes such as climate and biodiversity.
6.2.1 The campus environment must support social interaction.
DTU’s strategic campus plans set the strategic framework for the development of the campus environment.
Create new communal areas, primarily green areas with high biodiversity and l andscaped spaces that support interaction, peace of mind, and sociability. Develop communal areas in buildings to improve the campus environment, study environment, and learning environment.
In June 2024, DTU inaugurated Kemitorvet on Lyngby Campus. Kemitorvet is DTU’s new central square with space for everyday recreation and academic meetings.
In February 2025, the transformation of Building 208 was completed. Building 208 contains large common areas for study and learning as well as informal meeting places for students.
6.2.2 Dissemination of research and technology for people through art.
The art programme ‘Art, nature and technology’ describes how art and science should inspire each other.
Together with ‘Guidelines for the design of communal areas’, the art programme is used to integrate art into DTU’s building and construction projects.
The Art Route on Lyngby Campus is a guided tour past 14 works of art.
DTU has received several awards for its art initiatives, including the Lighting Award for Building 116 and the Colour Award for Building 208.
Art will continue to contribute in relevant projects as a communication concept and an identity marker for DTU’s campuses. In 2025, some of the initiatives will focus on art for the new Nanolab and the light rail stops.
In November 2024, four new artworks by Tue Greenfort were inaugurated together with Building 313 at Lyngby Campus. Created specifically for the building, each piece comments in its own way on the pervasive climate and biodiversity crisis.
6.3 DTU as official host
DTU prioritizes openness and dialogue with the outside world and has increasingly opened its campuses to visitors, citizens, students and partners. Through events such as Open House, Science Day and guided tours, DTU gives young people and interested citizens the opportunity to experience technology and research up close.
In 2024, thousands attended the University’s traditional events, including graduation receptions, PhD candidate receptions and DTU Commemoration Day. In addition, strategic outreach activities such as the national communication project Space Travel engages primary and secondary school students in science and technology.
Hosting both official visits and general communication events, DTU actively contributes to technological education in society and strengthens its position as an international university with local relevance.
Examples of measures
6.3.1 Reach out to administrative offices and departments/ centres to conclude agreements about insourcing event support from stakeholder management.
6.3.2 Outreach project ‘Open University—Knowledge for Everyone’ is implemented.
The activity started at the end of 2024.
The activity started at the end of 2024.
Conclude agreements with internal clients to establish event and conference based on SHM.
An interactive exhibition will be created under the auspices of Open University and presented at the Nature Summit 2025. In addition, a series of lectures focusing on STEM targeted at children aged 6-18 and their families will be launched.
From late 2024 to early 2025, three agreements were signed with DTU Learn for Life, DTU Learning Lab and DTU Wind (the WESC 2027 conference).
The interactive exhibition premiered at the Nature Meeting 22-24 May 2025 and was part of a lecture series that included 14 lectures in the DTU programme.
6.4 Alumni network
DTU’s alumni network continues to grow, and with over 42,000 members in 2024 and increasing engagement, DTU Alumni is an active community where former students contribute as mentors, speakers and advisors.
Alumni experience and networks contribute to building bridges between DTU and the outside world— nationally and internationally. Their efforts strengthen the learning environment, research and innovation.
Examples of measures
6.4.1 Being part of DTU’s alumni network is regarded as attractive.
37,370 members of DTU’s alumni network. Increasing membership.
44,238 members of DTU’s alumni network in 2024.
7.
Focus area:
Strengthening DTU’s sustainability profile
7.1 Sustainability reporting
To create an overview and momentum in sustainability efforts, DTU has intensified efforts to strengthen and develop the University’s sustainability reporting. With a focus on better data quality, transparency and upcoming EU requirements, DTU is working towards a reporting structure that reflects the University’s climate and environmental impact—and the scope to reduce it.
DTU is taking significant steps towards integrating sustainability into both strategy and operations. This strengthens DTU’s overall profile as a responsible university.
Examples of measures
7.1.1 Improved data collection and processing to increase transparency and strengthen the quality of DTU’s climate and environmental accounts.
7.1.2
Set up a working group to prepare for CSRDcompliant reporting.
The joint standard for Universities Denmark’s climate accounts.
DTU is gathering knowledge about CSRD reporting, double materiality analysis, and is conducting a market analysis.
The climate and environmental accounts have been implemented and are being used to establish ambitions, goals, and targets for measures aimed at reducing DTU’s overall climate footprint.
DTU has developed and tested a method for analysing how DTU affects the outside world and how the outside world affects DTU (cf. CSRD requirements for a ‘double materiality analysis’).
The work is in progress. DTU continues to report the green accounts.
The analysis work is underway.
8. Focus area:
DTU—a university based on leadership
8.1 DTU’s annual leadership cycle
The combination of leadership dialogues, annual employee development interviews (MUS) and well-being dialogues contribute to a culture characterized by openness, trust and a sense of moving in the same direction— all crucial to DTU’s development as a sustainable elite university.
The development goals and measures (UMV) process ensures that all units work purposefully with the University’s strategic goals—including sustainability as a central objective.
With a dean’s position dedicated to sustainability, diversity and inclusion, DTU’s ambitions also have a strong organizational imprint.
Examples of measures
8.1.1 DTU’s culture is characterized by dialogue, openness, and trust, where managers act as role models.
8.1.2 DTU has developed a concept for a wellbeing dialogue to replace the psychological workplace assessment (WPA).
The dialogue concept was introduced in 2020.
Strategic objectives are continuously incorporated as part of the UMV templates. Incorporated.
All units document how they work systematically and in a structured way through dialogue to ensure that everyone has the opportunity to talk about well-being.
The DTU Well-being Dialogue is conducted every two years.
The OHS coordinator (AMK) is responsible for documenting the existence of systematic dialogue about well-being and for ensuring that the documentation is available to everyone, preferably via DTU Inside.
The OHS organization (AMO) and the local collaboration committee (LSU) have a local responsibility to ensure that the well-being dialogue is used as input for the psychological workplace assessment.
9. Focus area:
Scientific integrity and research communication
9.1 Good scientific practice
Scientific integrity is a cornerstone of DTU’s research environment and characterizes both the University’s research activities and teaching practices. Through ongoing competence building, mandatory courses and a strong focus on the code of honour, plagiarism control and transparency in case handling, DTU works systematically to promote a responsible and trustworthy research culture.
With a focus on technological development, including the use of AI, DTU ensures an updated and responsible approach to new tools and their role in both research and teaching. The whistleblower scheme and contributions to national codes of conduct emphasize DTU’s ambition for high ethics and integrity at all levels.
Examples of measures
9.1.1 DTU will increase its focus on ensuring a strong research culture based on principles of good scientific practice.
9.1.2 All students have knowledge of and are subject to DTU’s code of honour for exams and other academic activity.
Requirement for mandatory courses on good scientific practice for all new staff working with research, including PhD students, postdocs and supervisors.
DTU handles cases where there is a suspicion of a breach of good research practice. The handling process is transparent and it is easy to report cases at DTU. Every year, DTU notifies the Danish Board on Research Misconduct of cases that have been decided.
The code of honour was implemented in 2017.
Continued focus on ensuring that all students are aware of and comply with the code of honour. DTU screens all students’ written submissions for text similarity at the time of submission.
DTU handles ongoing cases where there is a suspicion of a breach of good research practice. DTU has contributed to the update of the Danish Code of Conduct for Research Integrity and will adapt practices for handling cases when the code is published in late 2025.
All newly admitted students are introduced to DTU’s code of honour in connection with the commencement of studies exam, which is held two weeks after the start of the semester. Students must accept the code of honour in order to continue their studies.
DTU screens all students’ written submissions for text similarity at the time of submission.
9.2 Risk-based approach to international collaboration
DTU continuously strengthens its efforts towards research security and accountability in international collaborations. Risk assessment procedures and close coordination in the SiFI committee (committee for security in research and innovation activities) ensure that collaborations with foreign partners are based on transparency, ethics and safety.
Mapping high-risk activities, including collaborations with foreign research environments and critical infrastructure, as well as focusing on new technologies with abuse potential, enables DTU to act responsibly in a complex international context. It emphasizes the University’s commitment to contributing knowledge and collaboration— with care.
Examples of measures
9.2.1 DTU will strengthen its actions and initiatives in research security, see the Committee on Guidelines for International Cooperation (URIS) under the Danish Ministry of Higher Education and Science.
Since 2020, DTU has increased awareness, with a focus on establishing strengthened and uniform procedures in this area.
DTU has set up a coordinating committee for security in research and innovation activities (SiFI), which clarifies matters of principle and supports and prioritizes the development of a stronger security organization.
DTU has implemented procedures for risk assessment in connection with appointments, visiting researchers, and international collaborative projects. DTU’s priorities are documented in SiFI’s minutes and the list of security issues.
Risk assessment procedures are continuously adapted and aligned with changes in the threat landscape.
DTU is preparing for an annual report on research security management to the Danish Agency for Higher Education and Science in connection with the new agreements on research security for 2026-2029.
9.3 Dialogue with the outside world
DTU contributes to the sustainable development of society through open and credible dissemination of knowledge and technology. With a focus on research communication, participation in public debate and engagement in targeted outreach activities, the University brings its academic competence into play in the surrounding community.
Sustainability is also a central theme in the recruitment of new students and in strengthening DTU’s internal and external communication. This ensures that DTU shows how the University benefits society.
Examples of measures
9.3.1 Research strengths. From 2025, DTU’s website and printed material will highlight selected strengths, where DTU makes a significant contribution to the sustainable development of society.
9.3.2 Research communication.
DTU publishes the magazine Dynamo four times a year and provides prioritized and targeted communication on the website and social media, detailing research results and their importance for the sustainable development of society.
Each strength must be updated with new content twice a year, and each strength in dtu.dk must receive increasing visitor numbers from year on year.
At least 50% of DTU’s research communication in Dynamo reflects aspects of sustainability (E, S, or G).
All six strengths, where DTU’s contribution to the sustainable development of society is significant, were described and updated in 2024. It is expected that the updates will continue into 2025 as promised.
70% (69 out of 98) of stories in 2024 reflected aspects of sustainability (E, S or G). This pattern is expected to be maintained in 2025.
9.3.3 Participation in public debates.
9.3.4 Organizational sustainability.
DTU encourages all employees to contribute knowledge to public debates based on the academic areas they work in. DTU supports employees with media and message training so they can appear in traditional media and on social media with confidence and credibility. DTU helps the employees to communicate their research, for example, and also to handle stories of a more critical nature.
DTU wants to be a role model for sustainable development in terms of the environment and climate, social factors, and corporate behaviour. DTU selects and communicates stories from and about the University that show examples of sustainable initiatives or challenges.
9.3.5 Diverse student recruitment. Through campaigns, open days, camps, talks at high schools, presentations of educational opportunities, and descriptions on the website, DTU addresses a wide and diverse group of potential students nationally and internationally.
At least 50% of Dynamo’s stories about sustainability must be published in external media.
18% (12 out of 69 stories).
The media work in 2024 was primarily based on stories that were not necessarily part of the themed communication and Dynamo.
It is expected that the share of Dynamo sustainability stories finding their way to the media will increase by 2025, but not reach 50% as outlined in the target.
50% of the content of DTU’s internal newsletter is based on sustainability (E, S, or G).
55% (107 out of 193 stories).
DTU wants to steadily increase the proportion of female applicants for bachelor’s degree programmes year on year, with a longterm goal of reaching 40%.
There was an increase in the number of female applicants from 2023 to 2024. However, the percentage of women has decreased from 33% to 32% due to an overall increase in applications to DTU. In 2025, we will assess how a revitalization of the high school offerings at DTU can positively impact awareness of DTU among female high school students with an interest in STEM.
10. Focus area:
Open research and information security
10.1 FAIR principles and open access
DTU balances the ambition of openness with accountability in the management of research data and rights. By promoting the FAIR principles and ensuring a high proportion of open access publications, DTU strengthens both research transparency and society’s access to new knowledge.
The work on implementing the data management policy continues at department level, while DTU’s position as a national leader in open access is a testament to a strong research infrastructure that is equipped to meet future demands for open and responsible research.
Examples of measures
10.1 DTU wants research data to be processed in accordance with the FAIR principles.
10.2 DTU wants to ensure unrestricted access to all the University’s peer-reviewed research articles.
Initiatives have been taken to ensure that all PhD students and new employees receive training in ‘responsible conduct of research’ (RCR) and ‘research data management’ (RDM). 36% of DTU’s 19 departments have prepared an implementation plan.
81% of DTU’s publications are open access publications (national average of 75%).
10% of DTU’s publications are blocked from open access by the publishers.
All departments have an implementation plan for the DTU’s research data management policy.
100% open access for publications where DTU is the contact author in accordance with the national open access strategy.
RCR/RDM training continues to be conducted (mandatory for new employees).
The departments continue to work on implementing DTU’s research data policy according to the FAIR principles.
The goal of 100% open access has not been reached, but the level of 81% has been maintained.
This still places DTU best among the larger universities.
A revised goal and strategy is pending from the Danish Ministry of Higher Education and Science.
* FAIR stands for findable, accessible, interoperable and reusable, and these are principles that are internationally recognized and encourage making research data open, transparent, and reproducible. For other information, see the national strategy for data management according to the FAIR principles.
10.2 Data and information security
In 2024-2025, DTU has strengthened its approach to information security with an updated management system and a new organization that reflects the complexity of the threat landscape. The new risk-based model and strengthened academic anchoring will ensure that information security is incorporated into management decisions at all levels.
At the same time, there is a focus on skills development and awareness among staff so that information security becomes a shared responsibility—and not just a technical issue.
Examples of measures
10.2.1. New information security management system (ISMS).
The system was implemented in 2024 and the subsequent year (2025) is expected to be the first full annual cycle.
An evaluation of the old information security management system demonstrated the need for change as a result of an altered threat landscape and new demands from the outside world.
The Information Security Management System must be updated and implemented to achieve a better balance between delegated management responsibilities and a key academic foundation that can support processes more effectively.
The information security policy was updated and approved by the Executive Board in February 2025.
The organization of roles and responsibilities was updated and implemented in spring 2025.
The new management-based information security committee (ISC) held its first meeting in June 2025.
10.2.2 An improved decentralized process for assessing and managing risks through a fact-based dialogue between those responsible at DTU’s units and experts in information security.
10.2.3 A new initiative to create an increased awareness of data and information security among DTU’s employees.
The previous process did not provide a sufficient basis for a management-based and risk-based approach.
All DTU units have completed the first run-through of the renewed risk assessment and management process.
The risk assessment has been completed and the results will be presented at the ISU meeting in June 2025.
Information security is a complicated topic that is currently thought to be insufficiently tangible for individual employees.
New employees will continue to be instructed on information security during DTU’s Culture Day.
The necessary processes relating to information security competence building for employees with formal roles (management, system and information asset owners, etc.) have been implemented in accordance with the information security policy.
New onboarding concept developed mid 2025 for use on future intro days.
Cybersecurity learning activities targeted at all employees launched from June 2025.
Role-based training conducted as part of the implementation of the new organization of information security work.
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