For Rector Silvia Lenaerts, the innovation ecosystem was one of the reasons for choosing Eindhoven
TU Eindhoven - like most universities - is proud of its achievements in education and research. But for every university, and certainly for TU/e, valorisation is the third core task. Making an impact in society by using the knowledge of scientific research to create something valuable for society. Rector Silvia Lenaerts (1966) on why it is so important to bridge the gap between academic knowledge and societal applications. And what roleThe Gateand the innovative ecosystem ofBrainport Eindhovenplay in this.
For Lenaerts, who took office in May last year as successor to Rector Frank Baaijens, that ecosystem was one of the reasons for choosing Eindhoven. At her then university, inAntwerp, she had also already shown herself in full force as the administrator who tried to enthuse her academic colleagues and students to look outside the walls of the alma mater. Since 2016, as Vice Rector of Valorisation & Development there, she was the booster and connector of the innovation ecosystem.
And although she got quite a lot done in that role, she already knows that Eindhoven has much more to offer in this important area. "In Antwerp I always had to pull at it tremendously, here in Eindhoven it fits completely into the culture and the processes are also more geared to it."
Steer and strengthen
Unlike in Flanders, Eindhoven thrives on a proactive, results-oriented culture, Lenaerts notes. In doing so, she intends to use her role as rector not only to steer the university's academic direction, but also in strengthening the symbiotic relationship with society and business. After all, the Brainport region is home to many high-tech companies that work closely with the university.
ASML, which last year announced an investment of several hundred million euros to build and operate new research facilities within the walls of TU/e, is the most appealing example. But there are also great collaborations with companies such as Thermo Fischer, ASM, VDL and DAF.
Excellence
As if to take the wind out of the sceptics' sails, the rector emphasises it several times during our conversation: no matter how important that valorisation is, it should of course never come at the expense of the "academic excellence" that both staff and students and the outside world can expect from her institution.
"So when I talk about a gradual culture change to put even more emphasis on our role in social and economic value creation, this is not an attack on basic research. On the contrary: that research is also an essential foundation for valorisation."
In Antwerp, Lenaerts had her focus on three logical areas: metropolitanisation, sustainable chemistry and infectious diseases. A number of strong domains are also emerging for Eindhoven. In close connection with the four research institutes that TU/e has developed in recent years (EIRESfor sustainable energy,ICMSfor materials and molecular systems,EHCIfor electronics, photonics and quantum andEAISIfor artificial intelligence) she is going to entice her staff to further explore valorisation and collaboration in addition to excellent research.
"Valorisation is part of everyone's remit, but as far as I am concerned, everyone can fill it in their own way. For some, that means a guest lesson through Studium Generale, for others, for example, setting up their own company." This is not entirely without obligation: "In the annual performance interviews, we keep our finger on the pulse."
Societal challenges
Lenaerts wants to move from "the hard, purely technology push" to an approach that takes societal challenges into account. "Suppose there is a problem, for example in healthcare, in air pollution, or around energy storage. We should then immediately ask ourselves how we can create collaborations for that with our knowledge and thus contribute to the systemic and/or technological solution of the problem."
To make that happen, spinoffs and startups are essential. "After all, they are pre-eminently the tools to connect technological innovation with addressing societal challenges. There is a beautiful work of art entitled 'Where innovation starts' here for a reason."
The Gate
Lenaerts calls The Gate the ideal intermediate station for her valorisation mission for two reasons: "First, with their growing portfolio of spinoffs and supported startups, they show exactly how the principle of tech transfer works. In addition, including through their partnerships with Fontys, Summa, BOM, Brainport and the municipality, they are the ideal connection to the surrounding ecosystem. The Gate is really much further in this than similar organisations at other universities. The way cooperation takes place in this region, of course, helps enormously."
Although currently located on the TU/e campus, Lenaerts therefore likes to see The Gate as a place where the entire Brainport region is welcome. This is done, for instance, through informative events for start-ups, consultation hours with the alderman for the economy in attendance, but also by The Gate itself occasionally holding offices at one of its partners.
"In most countries, technology transfer is set up purely as something in the university. And then they start trying very hard from their own way of thinking to push something to society that actually doesn't always need it. Here, The Gate was set up as a collaboration withFontys,Summa,Brainport,BOM, themunicipalityand the university. And that's great, because then you actually have all these different players along to get something substantial done in the ecosystem."
Together
Her enthusiasm about The Gate does not alter the fact that there are still steps to be taken. "The cooperation with Fontys and Summa needs to be strengthened further. Because we need every talent. It's not just the university-educated engineers, but also the students from mbo and hbo who are more practically inclined. Only together will we get to where we want to be."
Thresholds
Lenaerts understands that there are thresholds for, say, a Summa student or employee to apply to the university. But she also sees the ways to break through them. "It is indeed quite difficult to find access to the university. That's why I think locations really do matter. Just look at the Automotive Campus: if student teams or innovation teams start doing something together there, and students from Fontys and Summa are there, they can also hook up more easily. So we have to actively use those co-locations on both sides."
"In automotive we have already shown that, and it can also work in ict. But it goes further. For example, what I saw on a trade mission in the US - and I have already passed this on to Summa - is a very low-threshold recruitment of students interested in the chips industry. They can then get an entry through a 10-day course, and then move on to other courses. So there are plenty of opportunities in education as well."
Culture
It is one thing to name valorisation as a crucial aspect in your institution, but then of course it comes down to organising that principle effectively. Culture can be both stimulating and limiting in this respect, Lenaerts acknowledges. "Culture matters very much. For us here, that means putting academic values first. There has to be academic freedom, but also collaboration, collegiality, diversity, inclusion and integrity. Especially in an entrepreneurial university like ours, that academic foundation is essential."
Embracing valorisation
Doesn't that make it difficult to keep encouraging staff to embrace valorisation as well? Lenaerts: "We enter the conversation openly. That fits in with that culture where people can have the freedom to do the things they like best. Because that is what they are usually best at as well. With a strong coalition of the willing, we can already achieve a lot around valorisation. We are going to connect these people with the companies, entrepreneurs, startups and scale-ups outside the university."
This coalition is not entirely non-committal. The rector expects every employee to contribute, however small. "Together with HR and the deans, we are developing career paths. These state that someone who wants to grow further along the path to associate professor and full professor should spend at least ten per cent of their time on valorisation. But valorisation is then interpreted broadly. It can also include high-impact publications, or some form of recruitment."
Collaboration
For years, TU/e has scored high when it comes to research done together with industry. This is not only due to the institution's own strategy, but also to the character of the Brainport region. But how can the university keep control within this fruitful symbiosis? How do you prevent ASML from setting the course later on? Lenaerts is adamant: "We decide what research we do and no one else. No company tells us what to do."
"Of course, if there is an opportunity to collaborate with those companies, that is encouraged. But it is the researchers, research groups, institutes and faculties that set the course. That academic freedom and institutional autonomy are crucial. Companies also want us to walk our own path, to think outside the box. After all, that creates real progress and innovation. Companies benefit from research into developments that are further away, that they still have limited insight into."
Deal terms
Those who want to do business cannot escape capturing business interests. In recent years, universities have worked hard on a better Intellectual Property (IP) strategy: how do you protect the intellectual property of researchers, how do you ensure that the university also gets a fair share of it and - last but not least - how do you assure spinoffs of a promising future?
This reassessment was badly needed; criticism of "too greedy" universities, including from the startup world, wasnot sour. Lenaerts thinks the the right path has been taken and she hears this from the target group as well. "With theRevolving Valorisation Fundand the modified deal terms, we have found more balance."
"In doing so, we must not forget that those spinoffs have been able to develop with community money, so it is not surprising that we want some of that value to flow back to the university. But that should be limited in time so that we don't squeeze them for their further development. If our stake in such a startup is so large that it causes them problems in attracting new rounds of funding, then of course that is not good. With the new deal terms, which have been developed nationwide and we are now fine-tuning for Eindhoven, we are really on the right track."
Becoming aware of IP
Underlying this, Lenaerts says there is still a role for the university to make employees more aware of the importance of establishing their property rights. "Not for the university to build an IP portfolio, but rather to give our researchers freedom of action," he says
"They need to know that there are serious consequences if, for example, they give a poster presentation about their research at a congress or give a lecture on it: this means that their ideas can be used directly by others and it becomes impossible to apply for a patent on them later themselves. What I just want to point out: this whole IP discussion is mainly in the interest of the researchers themselves, whether they want to start a startup with it or not."
Looking out from her boardroom, Lenaerts calls the TU/e campus a beautiful place for her institution. "And it can only become even more beautiful if the plans the city has aroundKnoopXLare implemented. That means we will then be even better connected to the rest of the city and our ideal of a university without walls will become even more true."
"Because that too is valorisation: opening up as an institution to the world around you. With debates, lectures, contacts with primary and secondary schools, withStudium Generale; the more contact there is between us and the citizens of Eindhoven, the better we succeed in our valorisation mission."
This interview was produced in cooperation withThe GateandInnovation Origins.
Source: TU/e website
Photo: Bart van Overbeeke
