Annual report Wageningen UR

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1 The mission of Wageningen UR (University & Research centre) is To explore the potential both specialised and applied have joined forces with Wageningen University and Van Hall Larenstein University of Applied Sciences to help answer the most important questions in the domain of healthy food and living environment. With approximately 40 locations (in the Netherlands, Brazil and China), 6,500 members of staff and 10,000 students, Wageningen UR is one of the leading organisations in its domain worldwide. The integral approach to problems and the cooperation between the exact sciences and the technological and social disciplines are at the heart of the Wageningen Approach _BC_omslag_jaarverslag EN V indd 1,3 Annual report 2011 Wageningen UR of nature to improve the quality of life. Within Wageningen UR, nine research institutes 2011 Annual report Wageningen UR 31/05/ :51:51

2 Supervisory Board Executive Board Concern Staff Facilties and Services Agrotechnology & Food Sciences Group Animal Sciences Group Environmental Sciences Group Plant Sciences Group Social Sciences Group Van Hall Larenstein University of Applied Sciences Wageningen University Wageningen International Agrotechnology & Food Sciences Animal Sciences Environmental Sciences Plant Sciences Social Sciences IMARES Specialised Research Institutes Leeuwarden Velp Wageningen Wageningen Business School Food & Biobased Research Livestock Research Central Veterinary Institute Alterra Plant Research International Applied Plant Research LEI Centre for Development Innovation RIKILT

3 Table of contents Letter from the Chairman 3 Executive Board and Supervisory Board 5 1 Wageningen UR Annual Report Introduction Report of the Supervisory Board Wageningen UR Statistics Wageningen University Statistics Hogeschool Van Hall Larenstein Statistics DLO Research Foundation Statistics Wageningen UR Overview Mission and Objectives Core Areas Progress of Wageningen UR Strategic Plan Knowledge Circulation and Valorisation Student Recruitment Internationalization Governance Participation Structure Grievance Regulations, and Appeals and Objections (DLO, VHL, WU) Sustainability Wageningen University Students and Education Alumni and Fundraising Research VHL University of Applied Sciences Students and Education Alumni and Fundraising Research DLO Research Foundation Research Facilities Housing Information and Communication Technology in Education Facilities Services Safety and the Environment 43 2 Personnel HR in Strategic Plans Academic Staff Career Development Internationalization Development of Talent, Competence and Skills Covenant Action Plan Implementation of Workflow Management System Developments in Collective Labour Agreements Health and Welfare Healthy Lifestyles and Absenteeism Due to Ill Health Sickness Absentee Monitoring Corporate Social Work Wageningen UR Confidential Counsellor Preventive Medical Research and Risk Inventory and Evaluation 46 Wageningen UR Annual Report

4 3 Annual Financial Report Wageningen University Financial Report Financial Statement Supplementary Information Appendices Van Hall Larenstein University of Applied Sciences Financial Report Financial Statement Supplementary Information Appendices DLO Research Foundation Financial Report Financial Statement Supplementary Information Appendices Remuneration 143 Appendix 1A Education at Wageningen University 145 Appendix 1B Education at Van Hall Larenstein University of Applied Sciences 151 Appendix 2 Social year report 157 Appendix 3 GRI index Wageningen UR Annual Report 2011

5 Letter from the Chairman This is the 2011 annual report for Wageningen UR s three organisational entities: Wageningen University, Van Hall Larenstein University of Applied Sciences and the DLO Research Foundation with its nine applied and demand-driven research institutes. This report aims to fulfil the statutory obligations in regards to reporting results and activities in A description of our ambition and strategic initiatives can be found in the Strategic Plan and on our website: We have closed the books on fiscal year And what a trying but exciting year it was. Measures were implemented to respond to the challenges posed by the economic and financial crises in Europe and the Netherlands and as a result, we are happy to report that Wageningen UR (University and Research Centre) managed to hold its own. The organization grew in strength, efficiency and responsiveness and, despite the economic circumstances, we are confident that our organization's position will remain strong. We occupy a stronger position in the (jobs) market. Our 'Golden Triangle' model of cooperation, which calls for close cooperation between the private sector, research institutions and government, has been widely embraced; we are in good shape with respect to the Agri-food and Horticulture industries, but also, e.g., to the Water industry, and a solid foundation was laid in 2011 for our continued role in the development and strengthening of the Dutch economy's innovative strengths. This innovation engine is fuelled by knowledge and (young) people who are able to exploit and apply that knowledge in the search for new solutions. All three of our organizational entities actively contribute to this effort, each with its own specific role. Our new four-year Strategic Plan was launched in Core themes or pillars are the strengthening of the institutes market orientation, the continued implementation of quality policies at both Wageningen and the Van Hall Larenstein University of Applied Sciences and the creation of sustainable business operational excellence to promote optimum results in both education and research. Also high on the agenda are the continued internationalization of the institutes and the strengthening of same on a regional basis. In this respect, developments that took place in 2011 led to a significant strengthening of our position. Wageningen UR became the European coordinator of The Sustainability Consortium, a prestigious and independent organization of diverse industries and research institutions that work collaboratively to improve consumer product sustainability. We are now an integral part of a fascinating network, allowing us to operate at the international forefront of developments in the field of sustainability. The Mayor of Beijing's visit to Bleiswijk is yet more evidence that our vision, know-how and approach have a strong international appeal. In fact, Wageningen UR will play a major role in supplying the Chinese capital's 20 million inhabitants with food products and entered a partnership agreement thereto that includes other businesses (both local and international) for the security of food production. The DLO Research Foundation was hardest hit by measures taken following the economic crisis, but we managed to successfully absorb the cuts in research funds made by the Ministry of Economic Affairs, Agriculture and Innovation. Looking ahead, there is a crucial need for additional resources to maintain and expand our capacity. The THE World University Rankings ranked Wageningen UR second in the Netherlands and 75th overall. While this demonstrates that our quality policy was successfully implemented, there remains room for improvement. The National Student Benchmark Survey helped Wageningen University consolidate its lead position and we are back in first place. Wageningen University also had an relatively good financial year. Wageningen s educational facilities were further enhanced by the opening of Orion in The campus will continue to grow with the construction of FrieslandCampina s new Research and Development Wageningen UR Annual Report

6 facility. Wageningen UR has therefore become the physical manifestation of Food Valley s cooperate to innovate motto. Wageningen University s expansion unfortunately meant there was a concomitant lack of available student housing in both the city of Wageningen and its surroundings. To give the market time to adjust, students are being housed in more than 800 temporary units in both Wageningen and Ede. These units are intended primarily for international students, so that the university can guarantee them housing upon arrival. As for VHL, 2011 was also an eventful year. The impact of several events that took place at the beginning of the academic year put a significant strain on the cooperative foundation of Wageningen UR. We are attempting to identify the causes and determine whether and how cooperation can continue. The Inviting Prospect that directors and management presented at the end of the year suggests how the partnership between the two organizations may be strengthened and points to the financial gains that may be realized as a result of continued cooperation. The partnership between the two must be reinforced as the quality, effectiveness and power to attract are stronger as a whole. The opening of the Dairy Campus and Centre for Marine Policy, both under the auspices of VHL in Leeuwarden, illustrates the added value of continued cooperation. In short, despite the difficult economic circumstances and uncertain environment surrounding Wageningen UR, 2011 was a good year. A sincere thank you to both students and faculty for their contribution to this success, and to our shareholders and donors who made it all possible. Sincerely, Dr. Aalt Dijkhuizen Chairman of the Executive Board 4 Wageningen UR Annual Report 2011

7 Executive Board and Supervisory Board The Wageningen University and Research Centre (Wageningen UR) is made up of the Wageningen University (WU), the Dienst Landbouwkundig Onderzoek (DLO Research Foundation) and the Van Hall Larenstein University of Applied Sciences (VHL). At the end of 2011, the Executive Board and Supervisory Board were as follows: Executive Board Dr A. A. Dijkhuizen (Chair) Prof. M. J. Kropff, Ph.D (Vice Chair, Vice Chancellor, WU) Dr IJ. J. H. Breukink (Board Member) The Executive Board of each institution (WU, VHL and DLO) is made up of the same members. Supervisory Board Ms M. de Boer (Chair) Dr J. J. van Duijn (Vice Chair) Dr L. B. A. M. G. Van Depoele Ms J. R. H. Maij-Weggen Dr B. J. Marttin MBA The Supervisory Board of each institution (WU, VHL and DLO) is made up of the same members. Please visit for Executive Board position descriptions. Please visit for Supervisory Board Rules, position, roster and profile descriptions. Wageningen UR Annual Report

8 1 Wageningen UR Annual Report 1.1 Introduction Wageningen UR publishes an integrated Annual Report which consists of the following: Wageningen UR Annual Report (including information about the organization, sustainability, staff, the primary process and the facilities, broken down by legal entity where relevant); The financial reports of Wageningen University, the DLO Research Foundation and the Van Hall Larenstein University of Applied Sciences. The Annual Report was prepared in accordance with the following rules, regulations and agreements: Civil Code Book 2, Title 9; Annual Reporting Guidelines; The Netherlands Corporate Governance Code, the HBO Governance Code and the 2007 Code of Practice for Universities as well as the Wageningen UR Corporate Governance Code, derived therefrom; The Works Councils Act; Agreements with unions and employee associations. Wageningen UR complies with information obligations stipulated in the Environmental Health and Safety Act and Working Conditions Act and provides information to the executive bodies that are authorized under these Acts to certify or issue licences. 1.2 Report of the Supervisory Board The Supervisory Board convened five general meetings and two special meetings in The Chairs of both the Supervisory and Executive Boards held regular informal talks. The Supervisory Board twice requested to hold consultations with the participation of VHL. No regular consultations were had with WU or DLO. The Supervisory Board convened on several occasions without the participation of the Executive Board. A major topic of discussion in 2011 was the situation and conditions surrounding VHL. Both the regular and special meetings centred around the lack of confidence, the laborious decision-making process and the nature of the collaborative relationship of the Supervisory and Executive Boards. The Supervisory Board convened two meetings with the participation of a VHL delegation. Consultations centred on whether VHL would continue to collaborate with Wageningen UR and to what extent the participational structure had been damaged. The Board considered whether settlements were possible in disputes between respective Boards that posed serious risk to the participational structure and determined that a positive conclusion could be reached with respect to these issues. However, the Board also concluded that the extent of the focus being paid to the internal processes of this strained relationship meant insufficient attention was being given to the organization s primary goals. The Supervisory and Executive Boards discussed how to confront and tackle this situation, deciding that an external consulting firm would conduct a study. This firm indicated that VHL could function within Wageningen UR and suggested what needed to be changed for the partnership to be successful. The results of the study were shared with VHL employees, a majority of whom voted to continue the partnership with Wageningen UR under certain conditions. Once the conditions are ironed out, a final decision will be taken in the summer of Following a positive recommendation by the Audit Committee, the Supervisory Board approved the 2010 Annual Report, which included the financial reports of DLO, VHL and WU. The Supervisory Board asked the Executive Board to undertake the Auditor s recommendations. 6 Wageningen UR Annual Report 2011

9 The Supervisory Board received periodical reports from management as to the financial condition of the organization. The Board approved several decisions concerning inter-university cooperation and the award of joint degrees. The Board also discussed the completion in 2010 of the previous four-year Strategic Plan ( ) and determined that a variety of objectives had been achieved. Both the number of students and the quality of research grew, the latter of which is evidenced by the prestigious awards that were awarded to researchers and the significant portfolio of applied research assignments. In addition, our financial condition improved, as did our position on the international playing field. Despite this, there is yet more work that needs to be done; the Board noted that there are many more challenges ahead before the organization can fully achieve its objectives. In conjunction with an education monitor, the Board monitored developments in education. Also discussed as one of the objectives outlined in the Strategic Plan was academic success. The quality assurance plan was both discussed and approved, and distance-learning plans were explained to the Board. The Chairman of the Supervisory Board received a whistleblower report, which was examined by two independent external agencies upon request of the Board. The findings concluded that there was no question of irregularities within the meaning of the Whistleblower Regulations, and based on these findings, the Board concluded the same. The independent Municipal Government Whistleblowers Committee subsequently concluded the report to be unfounded. The results of the 2010 Staff Monitoring Report were evaluated in 2011 and the Board made clear that the results were discussed between directors of the respective institutions and the Board itself. The Supervisory Board requested the Executive Board to incorporate the results of the employee satisfaction survey in its assessment of managers. The Board also reflected on the reorganization of the risk management system within Wageningen UR. The Internal Audit and Compliance Function was deemed both independently positioned and wellexecuted. Also discussed were various real estate projects. Approval was granted to invest in temporary student housing for incoming international students. A Risk Committee was established to assess risks and submit periodic reports to the Audit Committee. Based on a positive recommendation of the Audit Committee, the Supervisory Board approved the 2012 budgets of WU, DLO and VHL. The Board also evaluated the functioning of the Executive Board in its entirety and that of its individual members. In addition, based on the positive recommendation of the Appointments and Remuneration Committee, the Board nominated Mr Marttin, Member of Rabobank Netherlands Executive Board to the Minister of Economic Affairs, Agriculture and Innovation for appointment to the Supervisory Board. The Board wishes to thank the Ministry for accepting the nomination, allowing Mr Marttin to be appointed on 1 July His (financial) expertise and significant (international) network have proven to be valuable assets for the proper functioning of the Board. Discussions also centred around future Board openings and how best to prepare to fill them. Audit Committee The Audit Committee convened three regular meetings in 2011 to discuss the 2010 Annual Report and the findings of the audit. The Audit Committee agreed with a number of the Auditor s specific recommendations to improve both the assessment process and the integrity and reliability of the budget and forecasts. The Audit Committee also discussed management reports, which included financial reports, and advised the Supervisory Board to approve Wageningen UR s Annual Report 2010, which included the Annual Accounts of the DLO Research Foundation, the VHL University of Applied Sciences and Wageningen University, and to implement the Auditor s recommendations. The Audit Committee also discussed property risks and advised the Board as to various concerns in the valuation techniques and underlying models. The Committee recommended to the Board to approve the 2012 budgets of DLO, VHL and Wageningen University. Wageningen UR Annual Report

10 Appointments and Remuneration Committee The Appointments and Remuneration Committee discussed the vacant position on the Supervisory Board caused by the death of Mr Heemskerk. The Committee recommended to the Supervisory Board to nominate Mr Marttin to the Ministry of Economic Affairs, Agriculture and Innovation for appointment to the Board. The Committee also advised the Supervisory Board on remuneration policies in response to the Salary Standardization Act. The Supervisory Board has discussed this with the Executive Board. Board member salary information (both Executive and Supervisory) is contained in Chapter 3 of this Annual Report. Independence The Supervisory Board ensures that Board members are independent. In the Board s opinion, the Supervisory Board is independent in both composition and performance in accordance with the requirements of Wageningen UR s Corporate Governance Code. Composition of the Supervisory Board In 2011, the Board s composition was as follows: Ms M. de Boer (Chair) (1939) Member of the Board since September 2005; Member of the Appointments and Remuneration Committee. Ms de Boer s term of office will expire on 1 September 2013, at which point she will not be eligible for reappointment due to the provisions of the Board s rotation scheme. Ms de Boer has held various public posts. Dr J. J. van Duijn (Vice Chair) (1943) Member of the Board since September 2004; Member of the Audit Committee. Dr van Duijn s term of office will expire on 1 September 2012, at which point he will not be eligible for reappointment due to the provisions of the Board s rotation scheme. Dr van Duijn is a former member of the Executive Board of the Robeco Groep. Dr L. B. A. M. G. van Depoele (1939) Member of the Board since 1 May September 2008; Member of the Appointments and Remuneration Committee. Dr van Depoele s term of office will expire on 1 September Although he will be eligible for an extension of his membership, he chooses not to make use of this option. Dr van Depoele is the former head of Rural Development at the European Commission s Directorate-General for Agriculture and Rural Development. Dr H. Heemskerk (1943) Dr Heemskerk, a member of the Board since 1 September 2009 and Chairman of the Audit Committee, died on 22 March Dr B. J. Marttin MBA (1965) Member of the Board since 1 July 2011; Chairman of the Audit Committee. Dr Marttin s term of office will expire on 1 July 2015, at which point he will be eligible for reappointment. Dr Marttin is a member of the Executive Board of Rabobank Netherlands. Ms J. R. H. Maij-Weggen (1943) Member of the Board since September 2004; Chairwoman of the Appointments and Remuneration Committee. Ms Maij-Weggen s term of office will expire on 1 September 2012, at which point she will not be eligible for reappointment. Ms Maij-Weggen has held various public posts. On behalf of the Supervisory Board Ms Margreeth de Boer (Chair) 8 Wageningen UR Annual Report 2011

11 1.3 Wageningen UR Statistics Wageningen University Statistics Students (total as of 1 October) 7,839 7,298 6,417 5,617 Enrolment first year (B.Sc + M.Sc) 1,799 1,889 1,667 1,409 Total number of regular students 7,121 6,485 5,735 5,128 Other enrolled students Number of graduates 1,624 1,584 1,495 1,313 Average number of WU staff (FTE) 2,580 2,545 2,475 2,335 Net result ( x 1,000) 4,666 6,222 9,590 14,749 Assets WU ( x million) Capital in fixed assets Equity capital Total capital Solvency ratio 40.1% 40.8% 41.5% 44.0% Liquidity WU ( x million) Cash at bank and in hand Current ratio *Amounts in millions Hogeschool Van Hall Larenstein Statistics Students (total as of 1 October) 4,001 3,972 3,861 3,791 Enrolment 1,130 1,204 1,115 1,046 Bachelor s degrees conferred Associate degrees conferred Master s degrees conferred Average number of VHL staff (FTE) Net result ( x 1,000) 1, Assets VHL ( x million) Capital in fixed assets Equity capital Total capital Solvency ratio 17.8% 15.7% 13.6% 11.9% Liquidity VHL ( x million) Cash at bank and in hand 13,2 11,7 12,8 11,2 Current ratio 0,8 0,8 0,8 0,8 *Amounts in millions Wageningen UR Annual Report

12 1.3.3 DLO Research Foundation Statistics Annual Turnover Ministry of Economic Affairs, Agriculture and 46% 48% 48% 48% Innovation s turnover share 1 Investments in land and buildings Investments in other tangible fixed assets Average number of DLO staff (FTE) 2,691 2,766 2,827 2,801 Net result ( x 1,000) 9,279 10,576 10,780 14,364 Assets DLO Capital in fixed assets Equity capital Total capital Solvency ratio 49.7% 48.4% 46.7% 45.2% Liquidity DLO Cash at bank and in hand Current ratio *Amounts in millions 1.4 Wageningen UR Overview Wageningen UR is a collaborative network comprising Wageningen University, the DLO Research Foundation and the Van Hall Larenstein University of Applied Sciences (see organizational chart on inside cover). The network is structured into six units, five of which are Science Groups. The synergy of these Science Groups forms the organizational, substantive and administrative mechanism that allows for greater effectiveness and credibility and excellent quality of research and education. Each Science Group connects a Wageningen University department with one or more DLO research centres, though the entities remain administratively and legally independent. This matrix Science Groups, educational and research institutions and programme directors guarantees the interdisciplinary- and demandbased approach of Wageningen UR. The sixth unit the Van Hall Larenstein University of Applied Sciences functions within parameters set by the Executive Board but is nevertheless an independent institute within Wageningen UR. A number of departments are not linked to a Science Group. RIKILT conducts independent research in the field of safe and healthy food; the Wageningen Business School organizes post-graduate programmes and courses within Wageningen UR; IMARES focuses on strategic and applied marine ecological research; and Wageningen International is Wageningen UR s point of contact for international activities. Wageningen University, the DLO Research Foundation and the Van Hall Larenstein University of Applied Sciences are independent legal entities. The Van Hall Larenstein Foundation acts as the board of the Van Hall Larenstein University of Applied Sciences. On 1 September 2011, the Van Hall Institute in Leeuwarden merged with the International Agricultural College Larenstein in Velp and Wageningen to form the Van Hall Larenstein University of Applied Sciences, with locations in Leeuwarden, Velp and Wageningen Ministry of Economic Affairs, Agriculture and Innovation turnover consists of revenue from this same Ministry in accordance with the funding scheme plus additional project funding (contracted research). The total Ministry turnover relates to the total overall turnover. Equity capital for 2009 was structurally adjusted for the 11.3-million maintenance projects undertaken in The recalculated equity capital amounts to million ( million million). Total capacity for 2009 was calculated on the basis of the modified calculation for work in progress. Since 2009, projects with a negative balance have been recorded as deferred income under current liabilities. In the opening balance sheet, this item was reclassified as 32.5 million. The recalculated total output for 2009 is therefore million ( million + (rounded off) 32.5 million). 10 Wageningen UR Annual Report 2011

13 The objectives and activities of Wageningen UR s separate legal entities are substantively coordinated at the strategic and tactical levels. Cooperation occurs at the operational level. There is, however, no policy governing the relationship between them. Individual organizational funds may not be diverted and are to be used for the realization of objectives and/or primary tasks only. The independent legal entities therefore publish consolidated annual accounts. Wageningen UR does not publish a consolidated annual account Mission and Objectives Wageningen UR is an international research and knowledge centre whose mission is to explore the potential of nature and improve the quality of life. Its goal is to become, by 2020, the foremost research institute in Europe and leading worldwide partner in the field of Healthy Food and Living. Wageningen University must therefore maintain both its ranking as one of the world s foremost research centres as well as its leading position in the National Student Benchmark Survey. The Van Hall Larenstein University of Applied Sciences will strive to retain a position among the top 10 national universities and continue to promote and serve regional clusters. The application-oriented research institutes of the DLO Research Foundation will, by 2020, establish themselves as the preferred partner in the development of green knowledge and sustainable innovations. Their significant background in science, user-oriented approach and strong position in the Golden Triangle will enable the DLO Research Foundation to accomplish this goal Core Areas Wageningen UR implements its mission by focusing on three core areas: Food and Food Production The production and supply side of the food chain: sustainable agriculture and horticulture (including floriculture); fisheries and aquaculture; food safety; nutrition and health; international food chains and networks; health and welfare; and the use of biomass in the context of a biobased economy. Living Environments Nature, landscape, biodiversity, land use, climate change, ocean and water management and the various competing claims on space. Health, lifestyle and living conditions Impact of human choice on health, food and living conditions. Behaviour as consumer, citizen or recreational participant, attitudes towards risk-taking and uncertainty, the perception of quality and safety, working and living conditions in the agri-food sector and the importance of food security, especially in least-developed countries Progress of Wageningen UR Strategic Plan The Strategic Plan identifies five key areas that merit further consideration and development: the market position of the application-oriented research institutes (currently being reinforced); the research themes identified in the previous four-year Strategic Plan (currently being further developed); greater emphasis on excellence in both research and education; Wageningen UR s commitment to a strengthened position both regionally and nationally and expansion of alliances with leading international universities and research institutes; and finally, improving its own sustainable organization and management. Wageningen UR has a clear profile that yields results and is recognized and acknowledged by both students and target groups. The number of enrolments has grown significantly in recent years; the quality and scope of research has improved; buildings and facilities were rapidly renovated; and the organization is in a healthy financial position. The field of Healthy Food and Living and the core areas of food, water, a healthy environment, climate change and renewable energy resources have become ever more important issues globally. We are therefore choosing to proceed with vigour, both nationally and internationally. Wageningen UR Annual Report

14 In order to achieve the objectives set out in Wageningen UR s Strategic Plan , a determined step forward must be taken during this planning period. Our goals are therefore far-reaching and careful planning must be carried out. Progress, including which of the Plan s objectives were implemented, is evaluated on an annual basis. When it comes to priorities, our motto that not everything can be done at once, but what we do, we do well ensures quality in execution. Wageningen UR continues to carefully monitor the environment and, where necessary, change its activities and structure to fit demands performance indicators in qualitative terms: Strengthening of market position of the DLO Research Foundation: turnover increased in 2011 by million; 2014 target goal of + 50 million presents challenge; Distance learning: the Executive Board launched two pilot programmes in training (food, plants); each may become long-term should demand require; Cash management: high on the agenda as an organization-wide issue; agreed ground rules for directorial auditing of operations; savings through reduction of working capital and more efficient annual investments of 0.5 million; Finalization of pilot shared-use facility for chemical analysis: the first steps have been taken; the various labs have been interconnected; and collaboration is carried out where possible; Internationalization: Development of continent-wide vision: focus on a limited number of countries that are divided into three groups, viz., strategic, interesting/promising or fruitful; Student recruitment: activities focused on priority and partner countries; targeted use of fee waivers in cases of study delays; fees are updated annually; Innovation in co-decision making: this priority will continue to be a focus in 2012; the major decision-making bodies launched a partnership in the Wageningen UR Council; Adjustment to two-year Social Sciences Master s: Wageningen University decided to provisionally proceed with a two-year course with a quality impetus Knowledge Circulation and Valorisation In 2011, Wageningen UR actively pressed for the circulation and valorisation of knowledge in the following ways: Making research results available via the library, Kennis Online, METIS and other online databases and via a large number of (targeted) Websites. Thematic papers began to be available online in 2011; Presenting research results at theme-based events, business cafés, professional networks and lectures; Implementing joint projects with potential users such as public-private co-innovation projects with SMEs and participation in so-called top technological institutes (TTIs) (such as the Food and Nutrition Delta, Green Genetics TTI and the Wetsus centre, in which industry also participates); Participating in the Development Agenda of major industries, or, at the very least, in the Development Agenda of the Agri-food, Horticulture and Raw Materials industries, as well as Water, Energy, Life Sciences and Biobased Chemicals, and, to a lesser degree, Logistics, High Tech and the Creative Industry. As part of the agenda-setting process, current public-private partnerships have been highlighted, leading to a factsheet (inventory) of about 100 such partnerships, available at Involvement in Food Valley, with focus on developing a cluster of research, education and innovative business expertise in areas surrounding Wageningen UR (regional perspective) but also to link Wageningen UR with industries on a national level (national and network perspectives). An example is our participation in the Food Valley Knowledge Portal, for which students execute real-life projects for SMEs as part of the educational curriculum; Protecting intellectual property rights of research results so as to ensure commercial value; Encouraging and supporting researchers who wish to start their own business, which Wageningen UR would like to participate in (spin-offs). Wageningen UR s entrepreneurial initiative, called Start Life, offers, inter alia, facilities and services for such entrepreneurs; Campus development: In 2010, Wageningen UR aimed to enhance its campus profile, taking steps to attract knowledge-intensive businesses to set up shop on campus, with such efforts culminating 12 Wageningen UR Annual Report 2011

15 in the establishment of the FrieslandCampina R & D lab in In addition, work continued on the development of Wageningen UR s meeting place Impulse ; Education, training and courses (etc) within the cooperative network of the Green Knowledge Cooperation (GKC) institutions. The joint programmes of the GKC bring professors and researchers together to exchange knowledge and jointly develop new teaching aids and materials. Connections to the labour market are being actively sought through these programmes. The Wageningen Business School (WBS) imparts knowledge, skill and expertise related to Wageningen subjects within the framework of the institution s Lifelong Learning. In 2011, WBS organized over 40 training courses, workshops and projects for government, businesses and institutions in which approximately 800 professionals participated. Issues included management and entrepreneurship, professional competence, green space, water environment, and plant and animal sciences. The Wageningen Business School experienced a growth spurt in 2011 thanks to the in-company activities of, inter alia, engineering firms, provinces, banks and Wageningen UR and increasingly turned its efforts to lead the from idea to development movement. The demand for knowledge from WBC remains strong and there is a growing need for intensive thematic Master s courses. The 2011 economic crisis resulted in fewer participants, particularly from the public sector. The portfolio of actions was subsequently modified. WBS is working on strengthening cooperation efforts with other parties within the realm of Wageningen UR s Lifelong Learning so as to reduce costs and improve access to Wageningen s knowledge and expertise. At the Van Hall Larenstein University of Applied Sciences, the transition to Training and Consultancy in education is currently under way. The selection of projects and regions is now fully connected to the strategic decisions made in the training courses. International projects also have a greater connection to the structural grouping of the training courses offered by partner institutions abroad. Both collaborative and individual projects require relevant field experience. Thus, to make better use of its expertise, lying mainly in the development of curricula and teaching skills, the college is now more prepared to teach the skills demanded by the post graduate employment marketplace. These students form quicker field connections. Cooperation with industry, in both the partner states and in the Netherlands, has also been sought. This enables us to develop our own training courses, allowing students to realize the maximum benefit from their contacts in the field and in finding internships Student Recruitment National Recruitment "Are you 100% sure of the courses you want to take? is the central question behind the new student recruitment campaign. The reason for this question is that experience has taught us that students find it difficult deciding what programme is suitable and whether or not they will be able to find a good job afterwards. Training courses continue to be offered in, inter alia, economics, geography, animals, water, technology, nutrition, biology, which are enhanced by the corresponding training courses at both Wageningen University and the Van Hall Larenstein University of Applied Sciences. In addition to recruitment campaign issues, emphasis will also be placed on one-on-one student counselling. Current students have an important role to play in this endeavour; social media and university Websites will be used for peer-to-peer messaging. A key objective in 2011 was to improve the findability of the websites. The number of attendees at the University of Applied Sciences information seminars in 2011 was reasonably comparable to the number of 2010 attendees. The total number of Welcome Day attendees increased significantly in There was a marked increase (10%) in the number of visitors who attended the University s Open House as well as an increased interest in individual information activities such as shadowing and student counselling. Wageningen UR Annual Report

16 International Recruitment International recruitment was strengthened in Traditional recruitment methods were complemented by the use of social media. Online activities and communication targeted focus countries. Training, visits, seminars and meet and greet sessions formed part of our representative network to raise our profile in different countries. Results of this network initiative have been very positive (student intake having increased). The new joint recruitment campaign Get the most out of... will be launched in Intra-Europe Wageningen UR was active in Bulgaria, Romania and Germany with respect to both VHL and WU and promoted VHL in Poland and Hungary, and WU in Greece and Spain. Student intake from Romania and Bulgaria rose, meaning our cooperation efforts in those countries were successful. Poland is proving to be an interesting market for VHL, with the former s interest in our Book-a-meeting growing substantially. The University completed its initial reconnaissance expedition in Spain with a series of road shows and presentations at various universities and over the next year, we will be determining to what extent Spain may structurally become a target country. Germany has remained an important target country for both VHL and WU, forming a significant part of student intake in Bachelor s programmes. Next year, we will examine the possibility of expanding our focus to increase German graduate student intake. VHL student recruitment in Bulgaria, Poland and Hungary was accompanied by KIGO projects (knowledge dissemination and innovations in green education) and EU Tempus projects (Trans- European Mobility Scheme for University Studies). Dutch industries active in the region were wholeheartedly involved. Finally, reconnaissance expeditions were carried out in Turkey. Extra-Europe Geographic targets of the current Internationalization Policy Plan are, for Bachelor s students, Asia and Eastern Europe and, for Master s students, Asia and Africa. After expanding our efforts in Thailand and Vietnam (2010), research in 2011 was conducted into opportunities in India, Indonesia and South Korea. Collaborative projects between Dutch and local businesses were carried out in these regions. Focus shifted to international high schools and counsellors. In 2011, cooperation was furthered between VHL and WU with respect to international recruitment. Dutch Placement Days (informational meetings for prospective students at a central location in the region) were organized in Thailand and will, in 2012, take place in other countries. The stark decline of scholarships awarded to non-affluent students will be looked into as it has a negative impact on the number of applications, especially from African countries. However, a favourable occurrence is the increase in the number of self-paying students, meaning our efforts in targeting this group bore fruit, especially with respect to the number of students from China, which rose sharply Internationalization We began evaluating our chosen priority countries in Priority countries are those that present scientific and/or commercial opportunities for Wageningen UR, but also those wherein Wageningen UR wishes to make a substantial contribution to sustainable development. In this regard, Wageningen UR s policies are in line with those of the Ministries of Economic Affairs, Agriculture and Innovation and of Foreign Affairs. Wageningen UR s strategy for cooperation with renowned international partners both within and without the European Union was further developed in This resulted in, inter alia, stronger ties in the United States (Cornell University and University of California, Davis) and New Zealand (Massey University). At UC Davis, this lead to the signing of a momentous cooperative agreement. The relationship with Massey University in New Zealand was extended. Massey and UC Davis are also partners in the Global Alliance for Food Security Research, a Wageningen UR initiative, which includes as partners Embrapa in Brazil, the Chinese Academy of Agricultural Sciences (CAAS) and INRA in 14 Wageningen UR Annual Report 2011

17 France. Six leading universities and research institutions from the major food producing countries focus on research in order to double food production in a sustainable manner. The international activities of Wageningen UR (either the institute as a whole or its various organizational components) covered over 110 countries in Wageningen University On 1 October 2011 (the balance-sheet date), the percentage of non-dutch B.Sc students comprised 6% of the total number of B.Sc students. Approximately 80% of these students were German. Of the total number of M.Sc students, approximately 44% were of non-dutch nationality (1,454 students). The main countries of origin for international Master s students were China (257), Germany (114), Ethiopia (90) and Indonesia (87). All Master s of Science programmes are conducted in English and are available to both non-dutch and Dutch students alike. Nationality of international B.Sc and M.Sc students at Wageningen Balance-sheet date 1 October 2011 University (excl. international exchange students) EEA countries 739 Rest of Europe 35 Africa 236 Asia 546 North and South America 126 Oceania 4 Total 1,686 At the end of 2011, we took part in another international comparative study (International Student Barometer, or ISB) which examined the level of satisfaction with our support services, the quality of education, the learning and living experience and facilities. We extended the process to include Dutch B.Sc, M.Sc and Ph.D students (All Student Barometer, or SB). Based on 2010 research results, extensive attention was paid in 2011 to the identified problem of housing international students. A large amount of extra living space was realised in 2011, with further expansion taking place in 2012, thus alleviating the housing problem. A multi-annual cultural diversity plan was designed to give concrete form to the concept, starting with a Code of Conduct for Working in a Multicultural Setting, adapting evaluation tools including Performance and Development Interviews for management and improving the intercultural competencies of staff and students. The IXESN and ISOW student organizations organized a range of appealing activities for international and internationallyoriented students. In late January 2011, a series of orientation events (called the Winter-AID) was organized for the first time to support (mostly) international students who began their studies at Wageningen University in February. Analogous events were held in August. Van Hall Larenstein University of Applied Sciences The English-language Bachelor s and Master s programmes traditionally attract a great number of foreign students, especially the ones in Wageningen. The two Master s programmes, with a large number of Netherlands Fellowship Programme (NFP) scholarship students, help to maintain VHL s status as an international education institute and underpin its strong position in international development cooperation. Capacity-building projects helped to ensure up-to-date knowledge and expertise (see Section 1.6.3). As of 1 October 2011, 66 nationalities were represented among the student population at Van Hall Larenstein, with Germany (291) and China (81) representing the largest numbers. Wageningen UR Annual Report

18 Nationality of international Leeuwarden Velp/Wageningen VHL Total students at VHL Univ. of Applied Sciences Campus Campus Bachelor s Bachelor s Master s Europe Africa Asia North and South America Total % relative to total number of students 13.0% NB: Master s student numbers have been included in this year s table. In Appendix 1B and Section 1.3.2, Master s student numbers were not taken into account as figures were similar to previous years. Wageningen International Wageningen International provides coordinated support to the Science Groups and VHL in their international education and research activities so as to expand, and thus internationalize, Wageningen UR s portfolio. Support was provided to international partners to connect them to appropriate research and education groups and to Wageningen researchers to unite them with the right international partners. At the end of 2011, there were three regional Wageningen UR offices in Brazil, China and Ethiopia. Centre for Development and Innovation (CDI) The CDI ties Wageningen UR s capacity-building know-how, innovation and change processes for sustainable development. Promoting cooperation among citizens, governments, businesses, NGOs and the scientific community is crucial, as is developing new forms of learning. International activities Wageningen UR Wageningen UR is active in many regions in the world. In Africa, the focus was on Benin, Kenya, Mali, South Africa and, in particular, Ethiopia and Ghana activities included, inter alia: Strategic cooperation with the AGRA Foundation (Alliance for a Green Revolution in Africa), AGRINATURA and RUFORUM (Regional Universities Forum for capacity-building in Eastern and Southern Africa); The Ethiopia-Wageningen UR Collaboration Programme with Science Groups PSG, SSG, ESG and ASG, Van Hall Larenstein, Wageningen UR Centre for Development and Innovation and Wageningen International (Wageningen UR) and the Ethiopian Institute of Agricultural Research (EIAR) and the universities of Addis Ababa, Haremaya, Hawassa, Jimma and Mekelle (Ethiopia); The AGRINATURA Risk Management in Smallholder Farming (ESG and LEI) project. In Asia, 2011 activities concentrated on China, India, Thailand and South Korea, with emphasis on joint research projects, including Ph.Ds and M.Sc programmes, financed mainly by Asian governments. Activities in 2011 included: Opening of Sino-Europe Agricultural Development Centre (SEADC) in Zhangzhou (Fujian); Start of collaboration with Beijing Municipal Agricultural Bureau; Establishment of the NL Platform for the Development of Saemangeum lead by Wageningen UR, Arcadis, Deltares and the Ministry of Economic Affairs, Agriculture and Innovation. In 2011, Wageningen UR consolidated its position in Europe with the help of European networks such as the Joint Programming Initiative (JPI) and the establishment of a Food Knowledge and Innovation Community (KIC). By the end of 2011, Wageningen UR was involved in 370 FP7 projects, 60 of those as coordinator. Other activities in Europe in 2011: Established a FoodKIC lobby (FoodBEST) and became affiliate member of the Benelux FoodBest team; National and EU consultations on HORIZON 2020 and the Strategic Innovation Agenda ; Governing Board of JPI Food, Agriculture and Climate Change (FACCE), Work Package leader. 16 Wageningen UR Annual Report 2011

19 In Latin America, the International Centre for Excellence of Food (ICEFood) was founded in Chile. Activities in Argentina, Brazil, Colombia and Mexico were maintained and extended. Despite a drastic reduction in the budget, Wageningen UR was relatively successful within the NUFFIC programme in Much attention was paid to the new Netherlands Initiative for Capacity Development in Higher Education (NICHE) programme, which replaced the NPT programme, with new projects in Bangladesh, Egypt, Ethiopia, Kenya, Vietnam and South Africa. The number of NFP fellowships declined dramatically, especially the number of M.Sc scholarships and fellowships awarded for intensive courses. The Interdisciplinary Research and Education Fund of Wageningen University (INREF) s programme manager is Wageningen International. In January 2011, six of the thirteen proposals were selected for further elaboration (August 2010). In September 2011, three proposals were approved for funding. Two so-called seed money proposals were awarded. As for BOCI (Policy Support Cluster International), funded by the Ministry of Economic Affairs, Agriculture and Innovation, 69 of its projects falling within three thematic areas were granted the goahead. The new Knowledge for Policy fund granted funding to 12 projects. The creation of thematic teams helped solidify communication with the Ministry of Economic Affairs, Agriculture and Innovation. To mark the occasion of the 5th anniversary of BOCI-Ministry ties, a BOCI Day was held in The Hague for policy makers and researchers. This year s theme was Let's Talk Risk. There were many international visits to Wageningen UR in 2011, as there were in previous years. Besides individual visitors to the various Science Groups and VHL, there were also Wageningen UR-wide visits: the President of Mali; the Mayor of Beijing; the Panamanian Minister of Commerce; the Ambassadors of Uganda and Mali; and delegations from UC Davis, Massey University, Embrapa, ESALQ (Brazil), China, Ethiopia, Malaysia, Serbia and Curaçao Governance Wageningen UR s Corporate Governance Code is a set of rules and principles derived from the Branchecode Governance HBO, the Code Goed Bestuur Universiteiten 2007 and the Netherlands Corporate Governance Code (Code Tabaksblat). To ensure transparency and good governance, the most rigorous rules and principles were incorporated. The corporate governance structure, various complaints, Wageningen UR s Position Statement, the Wageningen Code of Integrity and Professional Conduct as well as the Wageningen Code of Conduct for Scientific Research are all available at Corporate Governance Structure Wageningen UR In 2011, Wageningen UR s Risk Committee was established. The Committee s role is to advise the Executive Board on risk-related issues (management and assessment). The Risk Committee consists of the following: Portfolio Management Operations (Chair); Directors of Corporate Governance & Legal Services and Finance & Control; a Compliance Officer; a team of Internal Controllers; and external experts who take part in meetings as need requires. The Risk Committee convened once in At this meeting, the nature and frequency of meetings was discussed, as was the division of labour between the Risk and Emergencies Committees. Property risks were also on the agenda. Finally, a statement guaranteeing, inter alia, the independence of research was adopted. The rest of Wageningen UR s corporate governance structure remained unchanged. Risk Management and Internal Control Introduction The Executive Board is responsible for both strategy and operations of Wageningen UR. This involves all processes required to achieve, direct and control policy objectives. The Executive Board is also responsible for the internal functioning of Wageningen UR. Wageningen UR Annual Report

20 Risks Associated with Strategic Objectives Wageningen UR s Strategic Plan outlines the entity s strategic objectives for the next four years. Once a year, strategic priorities are defined, objectives and project teams are formed for each priority and their implementation monitored. Periodic progress reports are drafted and important developments are covered in monthly discussions between the Executive Board and management councils. Operational Risks To implement the proposed policy, WUR adopted administrative measures with respect to separation of functions, process design, and procedures for monitoring the effective operations thereof. A planning and control cycle is, in this respect, an effective tool in steering both management and directors. Wageningen UR s Planning and Control Cycle includes the following: Annual Operational Statement (multi-annual framework; defines tasks for upcoming financial year); Annual Budget Statement for each unit; Quarterly Balance Sheet Reports, Risk Assessments and Progress Reports; Monthly monitoring of unit and departmental liquidity, including results of operations (Early Warning System). These reports are an integral part of monthly discussions between the Executive Board and management councils; The Budget Allocation and Project System (BAPS) was implemented for the Ministry of Economic Affairs, Agriculture and Innovation s project budgets. BAPS is used to inform cluster leaders and financial departments about the depletion of the Ministry s project budgets; A Post Calculation of FY2010, including a cost-price analysis for every business unit. Deviations from previous years were declared and disclosed. The post calculation was certified by the cost accountant. Wageningen UR s Interest Rates Committee convenes quarterly. This Committee, managed by the Executive Board, assesses the liquidity management of the previous quarter. It also outlines the policy and procedure for depositing surplus liquidity in the coming quarter in accordance with Treasury regulations. In 2011, efforts were made to improve the internal control system, especially as it relates to the organization s financial operations. Within the Corporate Finance and Control Department, the Financial Accounting and Internal Control team s operations were consolidated into a Corporate Standards Framework. This department not only focuses on the drafting of guidelines, but also independently monitors compliance with these guidelines by the decentralized units. Important issues in 2001 were: Improving the process for obtaining project audit reports by standardizing files and work processes, with stronger direction from the Group. Phase 1 of this project was completed in 2011; Establishing a Risk Management Framework in 2010 with strategic risks as its theme; Arrangements were made with local boards to identify those risks and embed risk management into the planning and control cycle; Expanding of the Risk Control Scheme using closing period procedures, which led to an integrated quality control system of financial information. A Look Ahead at 2012 Government cuts, funders increasingly stringent and immutable conditions and real estate developments will continue to increase Wageningen UR s risk profile. The Risk Management process should therefore be further developed and improved (with line management playing an important role). At the same time, one of the objectives of the Strategic Plan is to make support processes more efficient and cost-effective so as to free up funds to concentrate on primary tasks. In this context, the major focus areas for 2012 are: research into the advantages and disadvantages of a Shared Service Centre for financial administration; staff training; making sure decentralized units have adequate support tools; and the further professionalization of the Internal Control function. In 2012, Phase 2 improving project controls will be implemented. Key elements of this phase are strengthening the knowledge of project controllers and project administrators through training and strengthening first-line support through decentralized project coordinators. The Risk Management Framework, especially as it relates to Strategic Risk Management, will be further implemented in Overall, the Executive 18 Wageningen UR Annual Report 2011

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