RSA CE&C 2015-2021

6. Strategy for the next six years 47 with high inflation and strong competition for resources, strong investments in equipment beyond the boundaries of individual research groups are foreseen in the coming period, such as Roentgen diffraction (SAXS/WAXS), NMR, ICP, XPS and MRI. Open science As a department, we want to share the results of our research with other academics and scientists, industry and society. We intensively collaborate with industry in order to translate and transfer our results to industrial practice. We would also like to interact with industry in, for example, ‘industry day’ events organized on campus in which people from industry interact with scientists from the department through interactive lectures, workshops and site visits. Through our teaching, we educate the engineer of the future. To enhance enthusiasm for science and technology, we will reach out to society and, more specifically, to younger generations and future students. We put emphasis on outreach and the communication of our research to a general public.We organize educational days to attract students. Tomake our research available to others, we will target 100% open access publishing in the coming years. We follow the TU/e policy on data management and make research data available through the 4TU.ResearchData repository for science, engineering and design following FAIR principles. HR policy As a department, we have the ambition to be a center of inspired learning in chemical engineering and chemistry. This brings responsibilities when hiring new staff and in terms of the career development of staff in the department as we strive for excellence in research and education in the field of chemical engineering and chemistry. Everyone in the department shares the responsibility for this. Within a framework of excellence in science, globalization, increasing organizational complexity, and highly multidisciplinary societal challenges, our people are the most important aspect. Vacancies due to people naturally leaving the department for promotion to other positions or retirement, combined with governmental resources ≥ 2023, give room to attract talent, especially at the more experienced level in order to balance the distribution of scientists at different career stages in the department. The current battle for talent places strong constraints, increasing the pressure on attracting and retaining the top talent and support staff needed to operate at the forefront of science. Within these boundaries, we will put extra efforts into hiring female talent, such as by making use of dedicated departmental search committees that were shown to be effective in the previous period and through the TU/e Irène Curie program giving preference to female candidates in the first six months of a recruitment process. Due to scarcity, recruitment processes require more time and effort from our scientific staff, and attractive and competitive start-up packages combined with state-of-the-art facilities and resources are even more essential to attracting and retaining talent. Within the context of shared responsibility for science and education in the department, we do give room to everyone’s talent, personal development anddifferentiation in career paths in order to retain talent following the Recognition & Rewards programof theDutch Universities 6 .With this in mind, we foster and stimulate talent and talent development. We will invest in mentoring and dedicated talent programs offering, for example, leadership and advanced supervisory courses for talented, ambitious scientific staff. Special attention will be given to tailoring and diversifying 6 Recognition and Rewards: Room for everyone’s talent - towards a new balance in the recognition and rewards of academics; https://www.universiteitenvannederland.nl/recognitionandrewards/recognition-and-rewards/index.html