Prof. dr. ir. André Oosterlinck President-chairman K.U.Leuven Network of Universities and University Colleges

Prof. dr. ir. André Oosterlinck President-chairman K.U.Leuven Network of Universities and University Colleges

History 1425 Foundation 1797 Abolition by French authorities 1834 Re-established 1911 Start of courses in Dutch 1970 Split of the university: Katholieke Universiteit Leuven Université Catholique de Louvain 2010: Welcome at the University of Leuven! A community of 54.821 people with a total budget of 1435 MIO EUR (680 Mio EUR (university) and 755 Mio EUR (academic hospital)).

Mission statement Academic education Scientific research Service to society

Humanities and Social Sciences Faculties Philosophy Theology Canon Law Law Economics Social Sciences Arts and Literature Psychology 20 000 students (2600 int.)

Science, Engineering and Technology Faculties: - Science - Engineering - Bio-Engineering Arenberg Doctoral School 8000 students (1600 int.) Information, Matter, Energy, Life, Habitat

Group Biomedical Sciences 9000 students (1000 int.) Budget University Hospital 740 million Faculties: -Medical school -Farmacology -Sports Doctoral School Hospital Academic 1,955 beds 63,795 hospitalisations 536,478 hospitalisation-days 577,861 consultations 50,383 emergencies

Staff and budget: impact on region! 9000 8617 8704 8000 7000 6000 5000 4410 4000 3000 2784 Staff FTE 2000 1423 1000 0 Academic staff Researchers Administrative and technical staff TOTAL Hospital University budget: 680 Mio EUR; Hospital budget: 755 Mio EUR (40 % government Ministry of education) (27 % of the research budget is based on validation & industry) 2006

Students and education: impact on city! Students: 37 296 (05/03/2010) BA 53 %, IMA 24 % AMA 8 % Doctoral Programmes 11 % Teacher Training 2.5 % Other 1.5 % Largest student populations (05/03/2010): Medicine 6545 Law 4287 Econ&Bus 4490 Litt. & Arts 4184 Engineering 4231 55% female; 15 % first year 1 2 3 4 5 6 7 8 9 PhD Initial master Bachelor Advanced master

International 140 nationalities 5 241 international students (05/03/2010) 2 604 EU students 1111 The Netherlands 227 Italy 200 Spain 177 Germany 147 Poland 2 637 Non EU students Asia: 439 China, 264 India, 90 Turkey, 122 Iran, 103 Russia Africa: 66 Ethiopia, 46 Cameroon, 33 Congo N-Am: 241 US, 57 Canada Lat-Am: 45 Braz, 41 Col, 28 Ecu, 31 Mex/Per, 21 Chi 14 % international students overall 33% of advanced MA s and PhD s

K.U.Leuven in Europe (EU funding) WAGENINGEN UNIVERSITEIT UNIVERSIDAD POLITECNICA DE MADRID UNIVERSITEIT GENT TECHNISCHE UNIVERSITAET MUENCHEN RWTH AACHEN THE UNIVERSITY OF EDINBURGH UPPSALA UNIVERSITET TECHNISCHE HOCHSCHULE ZUERICH KAROLINSKA INSTITUTET UNIVERSITAET STUTTGART KUNGLIGA TEKNISKA HOEGSKOLAN ECOLE POLYTECHN. FED. DE LAUSANNE UNIVERSITY COLLEGE LONDON IMPERIAL COLLEGE LONDON KATHOLIEKE UNIVERSITEIT LEUVEN LUNDS UNIVERSITET UNIVERSITY OF OXFORD UNIVERSITY OF CAMBRIDGE 0 50 100 150 200 250 # participations in EU s 6th aantal Framework deelnames Programme Source: Admin. Science & Innovation, Fl. Gov Febr 2007 report 55% of FP6 budget

K.U.Leuven in Europe (ranking) UNIV ZURICH RUPRECHT KARLS UNIV HEIDELBERG KOBENHAVNS UNIV KINGS COLL UNIV LONDON LUNDS UNIV UNIV MILANO UNIV PARIS VI PIERRE & MARIE CURIE UNIV MANCHESTER UNIV AMSTERDAM UNIV EDINBURGH KAROLINSKA INST STOCKHOLM LUDWIG MAXIMILIANS UNIV MUNCHEN KATHOLIEKE UNIV LEUVEN ETH ZURICH UNIV HELSINKI UNIV UTRECHT IMPERIAL COLL LONDON UNIV COLL LONDON UNIV OXFORD UNIV CAMBRIDGE Leiden 2007 ranking of European Universities 0 10000 20000 30000 40000 50000 60000 70000 size-dependent Brute Force impact indicator

Triple Helix @ Leuven Bio-incubator I:: Industry University Strategic Research Centers government City & Region

Leuven Research & Development 87 started & 76 active; 6 IPO s (3000 employees) Last 5 years: 320 mio external capital Patent portfolio: 400 by 2013 50 mio USD Royalty Income 1000 contracts / year IOF Industrial Research Fund A bridge between university and industry development of business plan protection and exploitation of intellectual property finding investors Gemma Frisius seed money negotiation & legal support finding infrastructure management of growth of the spin-off company stimulating networking & clustering Project types: - leverage platforms - knowledge building platforms People: - industrial research fellows - evaluated every 5 years

Creating spinoffs Fase 2 Fase 1 Direct Contract Research FFF BA/VC Research KUL Research group spinoff NV Basic BOF Strategic Valorisation Patents Licenses IOF FP6/7 SME founders employees

Regional development: infrastructure Partners: LRD, research centres, city of Leuven, GOM, Flanders, etc. Infrastructure: Innovation & Incubation Centre 2400 m², 15-20 companies office & production space Science Park Haasrode 130 ha, 150 companies, +/- 6000 jobs Arenberg Science Park 110.000 m² office & lab space state-of-the-art bio-incubator UbiCenter (old Philips-site) Campus Remy (old Remy-site) 15

Regional development: networking Stimulating knowledge exchange & partnering with other high-tech businesses (both SMEs and large companies) and innovation actors to: stay at the forefront of innovation enable global international marketing Horizontal Network: Leuven.Inc network organisation stimulating contacts between university, IMEC, high-tech start-ups, innovation actors, support activities such as consulting agencies and venture capitalists, and established companies in the Leuven area. Vertical Networks: technology clusters DSP Valley (Digitale Signaalverwerking) L-SEC (Leuven e-security Excellence Consortium) Leuven Materials Research Centre Leuven Medical Technology Centre CD3: Centre for Drug Design & Discovery 16

ISLs: Industy-Science Links HERD: Higher Education Expenditures on R&D GOVERD: Government Expenditures on R&D

TTO IMPACT & VISIBILITY 3 STAGES OR GENERATIONS INCLUSIVE ACTIVITY STAGE 3 UNIVERSITY WIDE ACTIVITY STAGE 2 ISOLATED ISLANDS OF ACTIVITY STAGE 1 1980 1995 1995 2005 2005 2020 TIME

Stage 1: Isolated islands of activity Technology transfer emerges and is tolerated as an activity within academia No best Practices, but lots of experimenting & learning Situated at the PeriPhery of the academic activity spectrum Activities not taken into account when assessing academic Performance Focus on legal issues, no integrated business model, fragmented vision on the TTO business, limited organizational capabilities and structure

Stage 2: University wide activity Technology transfer becomes a third mission, alongside education & research, though not mutually integrated with those activities APProPriate best Practices emerge, capabilities develop and grow Creation of a Professional organization, not any longer at the PeriPhery, but fully embedded within the academic activity spectrum Activities are taken into account when assessing academic Performance Full scope business model, integrating legal IP business development regional development dimensions, into the TTO..

Stage 3: Inclusive activity Full fledged professional organisation, embedded within the university, possessing the necessary degrees of freedom to achieve its mission Mission is not any longer alongside education & research, but is more holistic, active cross-fertilisation amongst the 3 activities is promoted, pursued and sought after Advent of inclusive & entrepreneurial innovation platforms within the university, by nature cross-disciplinary via the TTO From business development to business genesis & creation Direct & interactive impact on entrepreneurial & innovative dimensions within education & research

Conclusions (1) for the governement: create more autonomy and introduce more accountability and more subsidies based on output quality measurements 15 % of the above budget is fixed Education portion in the subsidy is half based on the number of students and the students outcome; the other half is based on the number of scientific papers, citations and other quality measures.

Conclusions (2) For the government: There must be sufficient level of funding: education and science is the most important duty to society and the best investment for the future. Support autonomy and shared balance governance.

Conclusions (3) for universities: results driven approach accountability and quality of different services (education, basic research and support of the society) quality based on international standards freedom of speech vs. unlimited academic freedom

Conclusions (4) For universities: benchmarking with top American and European universities Strong and creative universities promote and support excellence in teaching, learning, research innovation and support of the community.