RSA CE&C 2015-2021

23 3. Strategy during the review period Building on its shared mission, the long-term strategy of the department is and remains focused onexcellence ineducationandscientificand technological researchwith important contributions to industry and society in a financially sound organization. Since the establishment of the department in 1957, the actual research program has largely been determined by the visionary achievements of its individual members in fulfilling this long-term strategy and shared mission. Examples include the creation of the Dutch Polymer Institute (DPI), a public-private partnership to perform pre-competitive research into polymers and their applications (originator and first scientific director: Prof. Piet Lemstra), the Dutch National Research School ‘Combination Catalysis Controlled by Chemical Design’ (NRSC-Catalysis; Prof. Rutger van Santen as scientific director) and the leading interdisciplinary TU/e Institute of Complex Molecular Systems (ICMS; Prof. Bert Meijer as founding director). Amore recent example is the Advanced Research Center for Chemical Building Blocks Consortium (ARC CBBC), where TU/e is one of the founding fathers (Prof. Hans Kuipers as initiator). A key element of the strategy is the focus on excellence in science and engineering and its connection to our societal role to educate talented engineers (master’s level), professional designers (professional doctorate trainees) and scientists (PhD students). To propagate this, all scientific staff should have a significant scientific contribution. This is complemented with active participation in shaping the various educational programs of the department. To materialize our impact on industrial innovations and society, the department aims for strong connections and collaboration with relevant industries, research institutes and universities (both nationally and internationally). Moreover, the department provides active support for spin-off activities. People To fulfil our ambitions, people are our most important resource. Attracting (and retaining) talent is increasingly competitive. Unfettered fundamental research in industry has been largely replaced by market-oriented research goals. Because of these developments, new hires of scientific staff in the department now predominantly come from academia itself. Excellence in research and teaching remains the most important criterion in hiring. The new sector plan funds offer opportunities to reinforce strong existing activities and attract/retain top talent in new areas. Maximum use of available human and financial resources requires dedicated recruitment strategies. To scout and motivate scientists to apply for open positions, the department makes use of search committees composed of 4-5 scientific staff (from the department and from other departments in order to strengthen collaboration and for an independent view) with expertise in the selected scientific area of the vacancy that actively look for and approach (female) talent for a specific position. To retain people, expectations regarding performance and promotion are formulated. In terms of guidance and supervision, we focus on customization with dedicated approaches within the framework of TU/e policies that are aligned with individual needs in a strong network of professional support (e.g., HR advisors, including mentoring and professional mental support, financial advisors and the Department Board) which is accessible to everyone in the department. Together, direct supervisors and employees carry the primary responsibility for this, in line with the Collective Labor Agreement for Dutch universities.